There.

When You Need It

262
The Most.

Our team has chosen the ‘Portal’ as the magic trick based on which our business model has
been formulated. While keeping this magic trick in mind, one immediately thinks of the
famous transporting portal trick in which the individual bounces the ball just before he steps
through the door on one side of the stage and then catches it by reappearing through the door
at the opposite end.

The aspect of time is the most critical factor while conducting this trick and therefore keeping
this in mind we have decided to create a paramedical service firm called 262 which is able to
fulfil the emergency needs of the public at large. We focus on saving lives by reaching the
right place at the right time. The element of time can differentiate between life and death .In
the Magic Trick The Portal the difference between the success and the failure of the trick
depends on the timing of the magician and 262 works with a parallel vision of saving lives by
being there on time, all the time and thus our tagline… There.When You Need It The Most.

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Executive Summary

Concept

262 is an initiative started with the objective of providing the corporate & community
environment with an improved standard of emergency care. Our highly skilled personnel in
combination with our modern equipments provide an unsurpassed standard of emergency
service. Initially, the service is being launched in Ahmedabad & Pune.

Vision

To protect human lives through a comprehensive emergency care system.

Mission

• Integrate contemporary technology with high-quality personnel to provide the best

quality of paramedical & emergency services to the community.
• Meeting the need of Emergency services, under an easy to remember emergency
telephone number 262.

Core Values

• We believe our first responsibility is to save the lives of people whom we are
called to attend in medical emergencies. Honouring their trust, we are committed to
doing whatever it takes to attempt to save the life of each person we are called to
attend.
• We are responsible to our doctors, nurses, pharmacists, technicians and other
employees, the men and women who work with us. We respect the individuality of

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each employee and foster an environment, in which employees' creativity and

productivity are encouraged, recognized, valued and rewarded.
• We believe in conducting our business activities with integrity and respect while
building mutually beneficial and enduring relationships with all of our stakeholders.

Feasibility Analysis

Why would you choose 262?

• At 262 we work using an array of state of the art equipments, which are able to cater
to a number of complex emergency situations.
• Our Rescue Medical Technicians are highly knowledgeable and have been
comprehensively trained to meet varied situations.
• Our thrust is on saving lives cum what may.
• We provide high-quality emergency services at economical rates, ensuring safety of
your workers, peers & family. High Quality, Low Price.

The need of 262 in the current scenario?

• According to an International Conference on Road Accidents, 30% of people die at

the crash site due to lack of care & 19% die in the ambulances & on an average there
is 1 accident per minute in India
• The concept of high quality emergency paramedical services is quite new to India,
while conventional ambulance cover is provided by hospitals, there are only a few
who provide state of the art equipments which can deal with a number of crisis
situations right from trauma life support to advance resuscitation to patient
extrication.

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• Apart from the technology, most ambulance services are not operated by a fleet of
highly trained paramedics who have the knowledge to deal with intricate emergency
situations such as envenomation, endocrine emergencies, soft-tissue injuries, etc.
• It is integral that a firm/organisers protect & care for the safety of its
employees/participants, be it on site, in the office or during cultural or sport events.
262 provides a safety net that will ensure that an emergency situation is taken care of
duly & effectively. It looks into the overall safety of such programs, being present
there throughout its duration, conducting safety walks, etc.

Existing Competition

• Complex emergency paramedical services are provided by only a few organisations in

the entire country.
• Such services are prevalent mainly in Indian metropolitan cities, namely Mumbai &
Bangalore.
• Common ambulances are only competition in lieu of the general patient transfer
service.

Why will 262 work in Ahmedabad & Pune?

• In the existing scenario, no such specialised emergency paramedical services are

available in either Ahmedabad or Pune.
• The numbers of vehicles, as well as number of accidents, are on the rise in both
the cities. Ahmedabad is said to be a city with one of the highest population of car
owners & in Pune the number of vehicles have risen by approximately 20%
• Ahmedabad is the largest city in the state of Gujarat and one of the largest urban
agglomerations in India, with a population of around 5.2 million people. Similarly,
Pune is the eight largest city of India & the largest city of Maharashtra, with a
population of around 3.4 million people.
• With the steady inflow of investments, both Pune & Ahmedabad are a hub of vast
economic activities, comprising of large domestic & multi-national companies.

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• Ahmedabad remains the most important city of Gujarat; it is home to a booming

textile industry & experiences a large influx of tourists & professionals.
• In addition, Pune is known as a city of students, comprising of a number of
educational institutions.
• Both the cities have the infrastructure needed to roll out such services.

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Industry Scenario

Research has shown that this industry is literally untouched by medical players, especially in
tier-II cities. There is a competency and skill deficiency in rescue procedures by rescue
operators in the area of emergency Basic Life Support (BLS) and Basic Trauma Life Support
(BTLS). It was determined that there was an area of emergency response that has not been
catered for within the Industrial and community environments of our society.

The service, offered by us, allows us to serve people in crisis situations, catering to the
various demands of a critical situation, and thus protect lives. We provide the rescuer the
necessary skills and competencies to rescue people in crisis situations.

Although traditionally there has been a basic strategy to incorporate basic first aid training for
fire officers and volunteer rescue associations, there has been no recognised credentials for
allied emergency personnel and / or fire fighters. We thus recognised the need to initiate a
training / educational program of instruction in (BLS) and (BTLS), and offer the society a
service that shall enable us to save lives of our fellow human beings.

The need of the industry is to incorporate an educational and instructional program to

introduce emergency rescue personnel to the care and assistance of the sick and injured in the
pre- hospital field. The requirements are to construe a program that is directed at specific
industry, fire Brigades, industrial rescue organisations, outdoor or expedition leaders and can
be customised to any personnel operating in the pre- hospital field.

The sector provides us huge scope for future growth. There have been no indications from
major or other players to enter into the targeted segment in a big way. This service remains
highly untapped offering a chance for further expanding the service to other cities.

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Service’s offered

Senior First Aid

This service aims at covering the principles of first aid required to serve an adult during
emergency situations; the rescue medical technicians are conscious of and taught about the
basic human anatomy and physiology.

It deals with the examination of a casualty, and taking into account various requirements
during a crisis situation such as:

Basic Life Support

• Basic Human Anatomy and Physiology

• Body Cavities and Body Planes
• Cardiovascular; Electrical conduction system
• Basic ECG wave form recognition
• Respiratory
• Renal System
• CPR
• DRABC
• Patient Priorities
• Unconscious patient
• Patient Assessment

Trauma Life Support

• Bleeding and Shock

• Cardiovascular review
• Mechanisms of trauma
• Mechanisms of Spinal and Head Trauma

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• Anatomy and Physiology of Nervous system

• Philosophy of traumas, Kinetic energy
• Head injuries
• Spinal injuries
• Crush injuries
• Blunt injuries
• Penetrating injuries
• Soft tissue injuries
• Burns
• Musculoskelatal
• Fractures
• Bandages and slings
• Splinting mechanism and procedures
• Traction splints
• Rigid splints
• Improvised splints
• Eye Injuries
• Blunt, Foreign Bodies
• Chemical Injuries, Extrusion
• Defibrillation

Common Medical Emergencies

• Epilepsy, Heart Attack

• Stroke, Asthma
• Endocrine Emergencies, Diabetes

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Environmental Exposures

• Hypothermia
• Hyperthermia

Poisoning and envenomation Emergencies

• A&P Lymphatic
• Poisons
• Envenomation

Advance Resuscitation

• Hypoxia
• Chest Injuries
• MARS Resuscitation
• Oxy-Viva Mk III
• Modulated oxygen
• Suction
• Oropharyngeal airway
• Oxygen therapy
• I.P.P.V.
• 100% Oxygen on demand
• Automatic External Defibrillator

Patient Immobilisation & Extrication

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• Cervical collars
• Kendrick Extrication Device (K.E.D.)
• Spinal immobilization
• Rescue spine boards (long and short) "their role in extrication"
• Stretchers
o Scoop
o Stokes
o Jordan Frame
o Paraguard
 High Angle Rescue work
 Motor Vehicle Extrication and spinal injury patient handling
 Confined Space Access and Extrication
 Building Access and introduction into Special Technical Access

Patient Management

• Modern emergency rescue and extrication equipments

• Industrial Road Ambulances
• Mobile ICU Units

Child Care First Aid

A special service designed for emergency situations related to children. The service is
handled by technicians specially equipped for child care; they are made aware of the basic
important differences between an adult & child anatomy & physiology.

The scope of service includes:

• Basic Life Support Skills,

• C.P.R.
• Control of bleeding and shock,
• Fractures and soft tissue injuries,
• Management of the unconscious child,

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• Paediatric Medical Emergencies,

• Burns & scalds,
• Eye injuries,
• Bites and Stings,
• and Poisoning.

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Work Injury Response Service

WIRS is a service that was developed with both the employer and employee in mind to
provide a structured, rapid and effective way of looking after the Occupational Health and
Safety of employees. Paramedical Services is on call 24/7 to respond to work related
accidents with a fleet of Ambulances.

We alleviate stress of the situation by providing qualified Rescue Medical Technicians

(RMTs) who stay with the injured throughout the whole process – from treating on site to
taking them to the doctors and then back to work, ensuring speedy return to work. Full
documentation of the incident can be provided for workers compensation issues.

• 24 hrs a day, 7 days a week, triage and response service

• Assessment, treat and transfer injured workers to your preferred medical provider or
pre selected providers
• Comprehensive documentation and follow up on all incidents.
• Using the WIRS provides opportunity for big savings on insurance.
• Ensures supportive and proactive system of work cover for your employees.

Medical Support for Events

• To be involved in the care of cultural events, concerts, club events, school sporting
games.
• Assistance so that your event conforms (in medical terms) to the state regulations.
• Records of all injuries treated and any identified injury patterns.
• Assistance in formulating your medical coverage requirements.

We will work with you to establish the best way to meet the goals of providing the most
appropriate and professional medical support for everyone involved from the competitors,
officials and spectators.

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We provide highly efficient and qualified medical and paramedical personnel who are
responsive to your needs. Our staff ensures rapid medical intervention in the event of an
injury and can provide a mobile medical centre where needed. A highly qualified medical
panel of Emergency Physicians and Anaesthetists support these personal. A firms
organisational and administrative problems are minimized the service provided by our
organisation is second to none.

On Site Emergency Medical Support

Our organisation specializes in providing Rescue Medical Technicians, Paramedics, and

Medical Officers onsite for your business.

With Paramedical Services onsite you can relax knowing that if an accident does occur,
professionally and highly trained rescuers are standing by to asses, control and manage the
situation.

• Professional Medical personnel to ensure that your business is a safe environment to

work at.
• Immediate assistance in the event of an accident.
• Provide basic medical care onsite to get your staff back to work as soon as possible or
organise transport to hospital if needed.
• Records of all injuries treated and any identified injury patterns.
• Conduct First Aid Kit checks on site.
• Conduct safety walks

We can provide a professional Rescue Medical Technician on building sites,

constructions sites, or any business that needs onsite medical support. We in affect
become the medical support for organisations that may not have a first aid worker or
organisations that requires the support of one of our staff.

The company’s staff are usually contracted to stay on site for a period of days or weeks,
or what ever is needed to suit the business.We provide highly efficient medical and
paramedical personnel who are responsive to your needs. A medical panel of Emergency
Physicians, Anaesthetists and other specialists support these personnel.

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Patient Transfer Service

We provide our clients with an on time service performed by qualified, professional and
caring staff who enjoy their job. Our Paramedics are skilled in ECG monitoring and
interpretation, defibrillation, intubations, cannulation and the utilisation of a range of first line
emergency drugs.

Paramedical Services are equipped to provide the complete level of care you require for your
patients needs Our Inter Hospital Transfer sense is designed to help alleviate many of the
current problems being experienced by hospitals with patient transfers.

We also provide this service to organisations that require injured worker follow up, airport
transfers and more.

Rescue Medical Technicians

A group of highly motivated rescue personnel provide the services offered by the
organisation. A thorough recruitment & selection process is undertaken to frame the
workforce. Rescue Medical Technicians are made to undergo a meticulous & systematic
training & development program.

The Rescue Medical Technicians are highly knowledgeable personnel, having detailed
awareness of the human anatomy & physiology, know-how of the equipments, hazard
identification, patient assessment procedures & skills, transport of the sick, advance
resuscitation & oxygen treatment, extrication, etc.

Emergency Helpline

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In order to assist the operations, 262 a 24 hour helpline number shall be launched.

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MARKETING

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USP

‘Engineered for emergencies’

262 comprises of a team of highly trained emergency workers & state of the art equipments
to ensure swift response to your emergencies, for as we say ‘There. When You Need It The
Most.’

Marketing Focus

The marketing focus is on the following criteria’s –

• Building a credible image for the organisation.

• Emphasise on the inherent need & importance of specialised emergency paramedical
services.
• Provide high quality & unswerving services.
• Emphasise on the key advantages of our service.
• Build a relationship business – to develop strong bonds, long term relationships, not
single transaction deals with customers.

7 P’s of Service Marketing

• Product

262 provides the people of Ahemdabad & Pune a comprehensive insight into the field of
emergency situations. A large number of deaths (or leading to further deterioration of the
patients state) occur due to the mismanagement of emergency situations. It is integral for a
developing society to have an integrated system that offers high-quality crisis solutions. 262
offers a wide range of services, providing basic life support, trauma life support (in situations
of bleeding, head, spinal, tissue injuries, etc.), handling common medical emergencies (such
as strokes & heart attack) , environmental exposures (hypothermia & hyperthermia),
poisoning & envenomation emergencies, advance resuscitation, patient immobilisation &
extrication & patient management.

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The services are extended to different situations such as providing on site emergency medical
support, medical support for events, work injury response service & patient transfer service.

• Price

We aim to offer our services at an economical and affordable price. A basic patient transfer
costs Rs.400. The other prices depends on the service provided (details of which have been
listed in the finance section)

• Place

262 is being launched into two, tier-II cities, namely Ahmedabad & Pune. The two cities have
been chosen for a list of reasons. Both the cities are centres of exceeding economic activities.
Ahmedabad is the largest city in the state of Gujarat, one of the largest urban agglomerations
in India, with a population of approximately 52 lakhs.

While the city has a fine infrastructure system, the services offered with respect to emergency
situations is quite abysmal. The development of basic infrastructure systems (well developed
roads) enables us to provide emergency services at a tangible velocity. Similarly, Pune is the
second largest city in the state of Maharashtra & the eight largest city in India. Features of the
city in terms of economy & infrastructure development are quite similar to Ahmedabad.

• Physical Evidence

Physical evidence exists in the form of vehicles, equipments, records of those served, receipts
of payment, office & training building, the company logo & its advertisements.

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• Process

Clients avail the services by calling on the emergency helpline maintained by us. The rescue
medical technicians are dispatched to the concerned locations. The organisation has a fleet of
well maintained vehicles which are equipped to cater to diverse emergency needs. The clients
are looked after in the finest way possible and transferred to the nearest hospital service.

• People

The Rescue Medical Technicians form the crux of the service provided by us. These are
highly trained & motivated individuals; they are highly knowledgeable personnel, having
detailed awareness of the human anatomy & physiology, know-how of the equipments,
hazard identification, patient assessment procedures & skills, transport of the sick, advance
resuscitation & oxygen treatment, extrication, etc. Manpower of the organisation consists of
divisional heads of the two cities, paramedic team leaders, assistants, receptionists, telestaff,
etc.

• Promotion

262 will be promoted extensively in Ahmedabad & Pune through conventional as well as
non-conventional mediums of marketing. The emphasis is to promote 262 as a credible &
trustworthy organisation. Promotion shall be carried out through the following stages –

Stage One: Make people aware of the modern technology used by us, our highly-trained
personnel and our international standards of working. The aim is to make people aware of the
deficiency of services available in this segment & project 262 as an ultimate solution to their
crisis

Newspapers: Advertisements shall be placed in regional newspapers of both the

cities, for Ahmedabad we have advertisement spaces in Gujarat Samachar & Akila Daily, for
Pune we have Lokmat & Daily Kesari. Promotion shall also be done through Times of India,
the successful English daily running in both the cities.

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Radio: Radio advertisements shall be placed in Radio City (91.1 FM) & Radio
Mirchi (98.3FM) for Ahmedabad as well as Pune. Promotional activities shall also take place
through AIR Ahmedabad & Pune respectively.

Hoardings & Billboards: Advertisements shall also be placed on hoardings &

billboards, which are situated on strategic locations.

Street Plays: Street plays centring on the themes of first aid & accidents shall be
organised.

Stage Two: the aim shall be to build lasting relationships with the clients, not single
transaction deals. Customer relationship management shall be the focus of the promotional
activities.

Informational Activities in Public Places: We shall organise informational camps in

public places such as malls to inform masses about the basic first aid services to be given in
case of emergency situations. What to do in case of strokes, heart attacks, etc, so that they can
tackle such situations meticulously.

Informational Activities in Educational Institutions: Similarly informational visits

shall be made to educational institutions in order to educate the youth on solutions to
emergency circumstances. The firm shall also look to organise blood donation camps, free
blood testing and other such social activities. Promotional activities shall also continue
through newspapers, radio & billboards.

Extra Value Propositions

• We provide quality customer service & are committed to doing whatever it takes to
attempt to save the life of each person we are called to attend.

• The Service can be adapted to meet the demands of the people; we cater to basic
emergencies as well as providing cover to on site operations and events.

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MARKETING STRATEGY

360 DEGREE APPROACH

By employing a 360 degree approach towards promotion, we will try all means possible to
buy space in the consumers mind. The approach demands the use of extensive advertising
measures in order to create a lasting impact which has become highly essential in this era of
uncompromising competition.

We aim to sell the service initially rather than concentration on profit.

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Target Market Strategy:

The marketing strategy is the heart of a marketing plan. Without this a marketing plan
is considered to have no foundation. 262 plans to penetrate the market through the
following marketing strategy to capture and capitalize on the market share.

PENENTRATION STRATEGY

ELEVATION STRATEGY

RETENTION STRATEGY

PENENTRATION STRATEGY:

As the name suggests this strategy is the initial strategy implied by the organization to
create a market presence before the service is introduced. It is the pre-launch strategy
which includes market surveys, pre-launch campaigns and various teaser ad
campaigns as innovative promotional techniques. This will give a head start to this
service as it will create curiosity and eagerness among the people. These strategies
will be implied to our target market as this will be the sector which will avail the
service being provided by us to the fullest.

Our pre launch strategies will be planned and will be executed in various places all
around the city.

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By this it will create a perfect launch to this new innovative Service with the most
effective impact. This will take place until the actual introduction of the service. As
our target market is all income level. Initially there will be an extensive teaser ad
campaign held in the major sectors all around the city especially in those places where
our potential target customers lie. This will help in arousing a sense of curiosity in the
minds of the people.

The penetration strategy will not stop abruptly; it will slowly fade off as the new
Elevation strategy takes its place.

• ELEVATION STRATEGY:

After an effective introduction of the service there will be extensive promotional

strategies to grow the already acquired market and take it to new heights.

There will be a strategic distribution network used to gain more customers of our
target group. The promotional activities as mentioned earlier will be introduced with
all its strength to grow the existing market. The process is planned in such a way that-
262 will be catering to high level of service and quality.

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• RETENTION STRATEGY:

This is as important as the above two marketing strategy. That is because capturing a
market is just one side of a coin. Retaining what has been captured is equally
important. So the follow up or the retention strategy is to support the Penetration and
the elevation strategy and to see to it that what is captured remains that way and it is
not lost.

For this periodical marketing surveys need to be conducted. The distributors could be
of huge help as they get into direct contact with the final customers. So the survey of
the distributors will also be held periodically to know the changing wants and trends
of the customers. New Innovations and brand new consumer attraction methods will
be implemented. New offers, packages and other seasonal offers will keep the
customers and potential customers on the edge of their seats. Consumer feedback will
also be taken; suggestions and any queries will also be entertained and best efforts
would be implemented to work on making 262 better than before.

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REDEFINING THE 5 M’S

MORE

The core concept behind any advertising campaign should be providing that- the service or
product offers far more than the customer expects or anticipates. The advertiser should aim at
content enlargement as opposed to volume of enlargement.

MEASURABILITY

Is an item often over-looked – be sure to establish a measurement of success for innovation.

Don’t limit yourself to a quantitative approach; look for the qualitative aspects as well.

Advertisement no matter how extensive should always have a certain degree of measurability
about it. The consumer must be able to gauge the extent to which the claims made are indeed
justifiable. The advertiser must exercise his discretion in order to lend a realistic touch to his
imaginational capabilities.

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MOBILIZATION

Advertisement should result in mobilizing on the part of the consumer. Mobilization should
work to the organizations advantage. The advertisement must have the ability to stimulate
and mobilize in order for it to work

MUTUALITY

The advertisement should posses an element of mutuality in that it does not compromise
consumer awareness in a bid to generate income the consumer has a right to be informed. At
the same time an advertising should be designed in such a way that it benefits the consumer
without compromising on the revenue earned by the firm.

MENTALITY

The sentiments of the target market must be taken into account before proceeding with
implementation of the advertising strategy. Responsible advertising compliments the
mentality of its target market, equilibrium of this sort is essential to the success of any
advertising campaign.

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SWOT Analysis

Strengths Weaknesses

• 262 works with an array of • No prior experience, initiating this

modern equipments that can cater to
a number of complex emergency
situations.
• Workforce includes
trained & skilled Rescue Medical
Technicians.
• Lack of competition in the target
segments.
• A new concept of specialised
emergency care system.
service for the first time
highly • No existing brand value or image.
• Service being launched in only two
cities.
• Need to spread awareness among
people about the need of specialised
emergency paramedical services.

Opportunities Threats

• Capitalise on lack of competition and • Emergence of similar ventures

build a credible image among people.
• With rising accidents & • Existing players in the market.
automobiles, such specialised
emergency services are the need of
the hour. • Competitors may capitalise in
• Ahmedabad & Pune are ideal other cities, where operations have
locations to start the service. not been started.
• Would be preferred to ordinary
ambulance services.
• Organisations are becoming
increasingly aware of the need, for
safety of their employees.

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Human Resource
Management

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Overview

In a service like ours, the human resource aspect of the organisation plays an all important
role. The employees form the crux of our operations and the possibility of offering valuable
service to the community can only be achieved through successful management of the
employees. Proper HR & manpower planning is required. Through planning, the management
will strive to achieve to get the right number and right kind of people at the right place and
the right time doing things which result in both the organisation and the individual receiving
maximum long term benefit. Thus, major emphasis is laid on training them adequately &
providing constant support to them.

The Personnel Plan reflects the need to bolster our capabilities to match our positioning in the
market. Employees are expected to work in teams, therefore huge salary inadequacies are not
allowed

Recruitment & Selection

A thorough recruitment & selection process shall be undertaken in order to find the right
people. Each employee will be judged based on three parameters – individual characteristics,
job demands and suitability to organisational environment.

The recruitment process shall include attracting potential candidates through conventional
mediums such as newspaper advertisements & job related websites. Further, the processes of
campus recruitment, walk-in, consult-in & employee referrals shall also be undertaken.

• Individual Characteristics - The individual’s knowledge in the field of paramedics,

his abilities and competencies, his interests, his values as well as his future plans and
career prospects will be gauged appropriately. Additionally, his knowledge across
various relevant subjects and departments will be critically evaluated. Some of the
factors that we look into our the employees complementary work experience, if he/she
has been employed or involved in the care and management of the sick and injured in
the pre-hospital environment, an active role or interest in the provision of advance
rescue medical training and skills, a level of general education including relevant
literacy and numeracy skills in general adult education, a reasonable level of fitness
and health.

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• Job Demands - This aspect focuses on putting the right person in the right job by
conducting a job analysis including a job description and job specification. Also, it is
integral to communicate to the employee the expectations of the organisation, the
pressures related to the job.

• Organisational Environment - Organisational culture refers to the philosophies,

ideologies, values, assumptions, beliefs, expectations, norms and attitudes that knit an
organisation together and are shared by its employees. Thus culture is a very complex
and multi faceted concept, comprising many elements. By analysing the three
dimensions and evaluating the employees based on them, we will be able to determine
the best fit employees, having maximum stimulation, challenge and performance.

Recruitment Policy

We accept almost anyone with an enterprising spirit and the ability to work well with the
general public and has a sense of fashion understanding. It runs parallel with the company
philosophy that we seek to excel in what we do through our employees.

 Specific work requirements, applicants will be checked for evidence of a criminal

record. We perform extensive background checks prior to employment. And we hire
only those who have a clean record.
 Strict policies against substance abuse and lower tolerance for illegal drug use. If the
candidate fails the drug test then he is not considered to be eligible for working with
us.
 We expect our employees to be exceptionally trustworthy, and creative who is not
afraid to think out of the box.
 We look for a positive learning attitude and having excellent communication skills
,work knowledge and good people skills.
 The ability to handle stress, and to think fast on ones feet with creativity and
spontaneity are also certain qualities we expect our potential employees to have as
part of their vibrant personalities.

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 Each employee must maintain a strict balance. They must ensure while representing
the company they should maintain professional working behaviour at all times.

1. Identify vacancy

2. Prepare job description and person specification

3. Advertising the vacancy

4. Managing the response

5. Short-listing

6. Arrange interviews

7. Conducting interview and decision making

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Responsibility:

After the completion of estimating the manpower requirements, the HR Team would identify
the suitable sources of recruitment for the various positions in after analyzing its financial
implications on the Company.

Financial Implications:

 The cost of conducting the recruitment process from the chosen source has to be
discussed with the finance department and due consideration must be given to the feasibility
of such recruitment process.

 The recruitment budget must be planned and sanctioned as under the Annual
Operating Plan company

Pre-Selection Medical Check-Up Procedure/ Drug abuse and Substance abuse

 All final recruits need to undergo a pre-selection medical check-up which will be
arranged by the company. The joining of the final recruits will be subject to being declared
medically fit to able to successfully perform the role selected for subsequent to the check-up.

 The medical check up procedure would be carried out at any of the Apollo hospitals
in the region belonging to the Apollo Group of Hospitals

 The results of the Medical test would be looked into and the final decision concerning
employment would be that of the HR team.

Reference Checks

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 Reference check is done with internal sources, wherever possible, and with external
agencies.
 This will play a major role in the final selection, especially for candidates being
considered for M3and above category.
 Reference check will be done for every candidate before issuing the offer letter.
 The feedback received would be documented and would be part of the candidate’s
personal file.

Offer of Employment

 After the evaluation, if the candidate is found suitable, then the papers are processed
and the same would be completed within seven working days.
 The HR Manager will sign all the Offer Letters.

Induction & Training

Immediately after selection, there will be an orientation cum training programme organized
for the employees. This programme helps the employees to cope and adapt to the changed
environment .The programme would be ideally spread over 2 days. The employees would
also be introduced to the overall functioning of the firm alongside the clarification of their
roles. Over the course of these two days a series of activities are administered to get the
employees warmed up to the company as well as each other.

Integrated Training Process

Training the workforce is the most important feature of our manpower planning. For, the
organisation to evolve into a high-quality, value based system; the training process is of
utmost importance. For a service like ours, which directly affects the lives of people, it is of

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fundamental importance that we train our employees to effectively use the resources
available to them, have a thorough knowledge of various situations, human anatomy &
physiology, continuously update them on recent findings and so on.

Some of the training methods utilised are as follows:

• Mentoring the pairing of a new worker with a more experienced worker

• One to one training

• Coaching

• Collaborative learning

• Case studies

• Critical incident analysis

• Self development groups

• In-house training groups

• Open to distance learning group

Many of these approaches do not involve a professional trainer. They are concerned with
interdependent learning among workers which utilise the existing knowledge and skills of
workers. In some cases the learning is carried out by demonstration in other cases by
reflection and debate as in the case of critical incident analysis. This rather academic term is
similar to learning through case studies except that it is based on the actual approach,
decisions taken and consequences of how a case was handled. The learning comes from
analysing and reflecting on the effectiveness of the approach and where things could be done
differently.

Training is provided in order to develop essential skills that will be required by the Rescue
Medical Technicians; some of the key aspects that are looked into are as follows:

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• It is essential that students demonstrate a considerable proficiency in the regional

language and/or English and/or Hindi to ensure that maximum care and management
can be provided to the patient in an emergency situation. It is vital that the RMT
operators can converse satisfactorily with patients, relatives and bystanders in order to
obtain and comprehend the medical history regarding the patient’s condition.

• In order to assimilate the needs of specific industries and organisations Paramedical

Services Rescue Medical Technicians course can be tailored to the need of the
specific industry. Customisation is achieved through a formal review of the enterprise
before the commencement of the training program. The identification of specific tasks
and needs are analysed and the competency based training customised to suit the
client.

• Training shall also be directed to develop the rescuers inter-personal & patient
management skills.
• To foster a positive organisational image in the society.

Organisational Structure

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Manpower Break-up

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• Paramedic Team – 5 individuals

• Assistants – 20

• Tele-staff – 7

• Clerks – 5

• Receptionists – 2

Maintenance staff –

• Drivers – 15

• Sweepers – 4

• Security guards – 4

Job Analysis

Job analysis is the process of describing and recording aspects of jobs ( a list of what the job
entails ) and specifying the skills and other requirements necessary to perform the job (what
kind of people to hire for the job).

The main purpose of conducting job analysis is to prepare job description and job
specification which in turn helps to hire the right quality of workforce into the organization.

It helps to understand the qualities needed by employees, defined through behavioural

descriptors, to provide optimum work performance.

Methods

There are several ways to conduct a job analysis, including: interviews with incumbents and
supervisors, questionnaires (structured, open-ended, or both), observation, critical incident

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investigations, and gathering background information such as duty statements or

classification specifications. In job analysis conducted by HR professionals, it is common to
use more than one of these methods.

Job Description

A job description is a list of the general tasks, or functions, and responsibilities of a position.
Typically, it also includes to whom the position reports, specifications such as
thequalifications needed by the person in the job, salary range for the position, etc. A job
description is usually developed by conducting a job analysis, which includes examining the
tasks and sequences of tasks necessary to perform the job. The analysis looks at the areas
of knowledge and skills needed by the job

Job Specialization

Job specifications define the characteristics of the activities associated with the job and given
in the job description. They describe the skill sets and qualifications that a candidate for the
job should possess.
What is the need for job analysis?

Three major factors create the need for job analysis:

• statutory concerns, such as equal employment opportunity

• responses to business competition—recruiting and retaining talent
• technological changes that create new jobs and render others obsolete

What are the uses of job analysis information?

Job analysis information is used in human resources on a regular basis to define:

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• Job description: A job description gives an account of the work and duties associated
with a particular job. It describes the way the job is performed currently. Most job
descriptions contain the following information:

 the job name

 summary description of the job
 a list of duties for the job
 a list of organizational responsibilities related to the job

• Job specifications: Job specifications define the characteristics of the activities

associated with the job and given in the job description. They describe the skill sets
and qualifications that a candidate for the job should possess.

• Job classification: Job classification groups similar jobs into classes and families. This
simplifies the overview for managers and is essential for streamlined functioning of
an organization.

• Job evaluation: Job evaluation involves finding out the monetary worth of a job and
helps to set up equitable pay structures.

• Job design: Job design integrates employee needs with productivity needs to
maximize worker efficiency.

The conclusions draw from this data will often be:

• Identifying training needs of personnel

• Creating recruitment strategies
• Making performance reviews

Without proper job analysis by the human resources department, it is difficult for any
organization to remain competitive and be able to attract and retain talent.

Leave Grant Policy

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1. General Provisions

It is the policy of ‘262’ to grant up to 12 weeks of family and medical leave during a 12-
month period to eligible employees, in accordance with the Family and Medical Leave Act of
1993 (FMLA). Any questions regarding this policy should be directed to your manager or to
the Human Resources Department.

2. In order to qualify to take family and medical leave under this policy, the employee
must meet all of the following conditions:

a. The employee must have worked for the company at least 12 months, or 52 weeks. The 12
months or 52 weeks need not have been consecutive. For eligibility purposes, an employee
will be considered to have been employed for an entire week, even if the employee was on
the payroll for only part of a week or if the employee is on leave during the week.

b. The employee must have worked at least 1250 hours during the 12-month period
immediately before the date when the leave would begin.

c. The employee must work in an office or work site where 50 or more employees are
employed within 75 miles of that office or work site.

3. In order to qualify for FMLA leave under this policy, the employee must be taking
the leave for one of the reasons listed below:

a. The birth of a child and in order to care for that child

b. The placement of a child for adoption or foster care
c. To care for a spouse, child, or parent with a serious health condition (described below)
d. A serious health condition (described below) of the employee

An employee may take leave because of a serious health condition. A serious health
condition is defined as a condition which requires inpatient care at a hospital, Hospice, or
residential medical care facility or a condition which requires continuing care by a licensed
health care provider, as more fully defined in 29 CFR 825.114.

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Employees with questions about what illnesses are covered under this FMLA policy or under
the company's leave policy are encouraged to consult with the Human Resources Department.

The company may require an employee to provide a doctor's certification of the serious
health condition. The certification process is outlined in "Certification of a Serious Health
Condition."

All leave designated as FMLA leave must meet all the necessary qualifications.

An eligible employee can take up to 12 weeks of leave under this policy during any 12-month
period. The company will measure the 12-month period as a rolling 12-month period
measured forward from the date an employee uses any leave under this policy. Each time an
employee takes leave, the company will compute the amount of leave the employee has taken
under this policy and subtract it from the 12 weeks of available leave. The balance remaining
is the amount the employee is entitled to take at that time.

If a husband and wife both work for the company, and each wishes to take leave for the birth
of a child, adoption or placement of a child in foster care, or to care for a parent (but not a
parent "in-law") with a serious health condition, the husband and wife may only take a total
of 12 weeks of leave.

Any FMLA Leave taken by any employee will be automatically counted toward the 12-week
yearly maximum.

4. Employee Status and Benefits during Leave

While an employee is on leave, and if the employee is eligible to participate in the company's
Health Care Benefits, the company will continue the eligible employee's health benefits
during the leave period at the same level and under the same conditions as if the employee
had continued to work.

If the employee chooses not to return to work for reasons other than a continued serious
health condition, the company will require the employee to reimburse the company the
amount it paid for the employee's health insurance premium during the leave period.

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If an employee is unable to return to work after the 12-weeks FMLA leave and has benefits,
the employee may be eligible for COBRA, in which the employee will be responsible for
paying 102 percent of the premium which includes the employee and employer portion of the
benefit and an administration cost.

Under current company policy, the employee pays a portion of the health care premium.
While on paid leave, the employer will continue to make payroll deductions to collect the
employee's share of the premium. While on unpaid leave, the employee must continue to
make this payment, either in person or by mail. The Human Resources Department will send
an invoice monthly after payroll is completed for the month. If the payment is not made on
the due date specified on the invoice, the employee's health coverage may be cancelled for
nonpayment. It is the employee's responsibility to continue to fund employee-funded benefits
(dental and vision).

Any accumulated vacation time may be used during FMLA leave. Vacation time taken during
FMLA leave will be counted toward FMLA leave.

5. Employee Status after Leave

At the end of the leave period, an employee who takes leave under this policy will be able to
return to the same job or a job with equivalent status, pay, benefits and other employment
terms.

6. Intermittent Leave or Reduced Work Schedule

The employee may take FMLA leave in 12 consecutive weeks, may use the leave
intermittently (take a day periodically when needed over the year), or under certain
circumstances may use the leave to reduce the work week or work day, resulting in a reduced
hour schedule. In all cases, the leave may not exceed a total of 12 weeks over a 12-month
period.

The company may temporarily transfer an employee to an available alternate position with
equivalent pay and benefits if the alternative position would better accommodate the
intermittent or reduced schedule.

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For the birth, adoption or foster care of a child, the company and the employee must mutually
agree to the schedule before the employee may take the leave intermittently or work a
reduced-hour schedule. Leave for birth, adoption or foster care of a child must be taken
within one year of the birth or placement of the child.

If the employee is taking leave for a serious health condition or because of the serious health
condition of a family member, the employee should try to reach an agreement with the
company before taking intermittent leave or working a reduced-hour schedule. If this is not
possible, then the employee must prove that the use of the leave is medically necessary. The
company may require certification of the medical necessity, discussed in "Certification of
Serious Health Condition."

7. Certification of Serious Health Condition

The company may ask for certification of the serious health condition (form #SF05). The
employee should try to respond to such a request within 15 days of the request, or provide a
reasonable explanation for the delay. Failure to provide certification may result in a denial of
continuation of leave.

Certification of the serious health condition shall include: the date when the condition began,
its expected duration, diagnosis, and a brief statement of treatment. For medical leave for the
employee's own medical condition, the certification must also include a statement that the
employee is unable to perform the essential functions of the employee's position. For a
seriously ill family member, the certification must include a statement that the patient
requires assistance and the employees' presence would be beneficial or desirable.

If the employee plans to take intermittent leave or work a reduced schedule, the certification
must also include dates and the duration of treatment and a statement of medical necessity for
taking intermittent leave or working a reduced schedule.

The company has the right to ask for a second opinion if it has reason to doubt the
certification. The company will pay for the employee to get a certification from a second
doctor, which the company will select.

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If necessary to resolve a conflict between the original certification and the second opinion,
the company will require the opinion of a third doctor. The company and the employee will
jointly select the third doctor, and the company will pay for the opinion. This third opinion
will be considered final.

8. Procedure for Requesting Leave

Except where leave is not foreseeable, all employees requesting leave under this policy must
fill out and submit a Leave Request Form that may be found in the forms directory under PR-
06 to their immediate supervisor with a copy to the Human Resources Department.
Employees requesting FMLA leave will receive a copy of this FMLA policy and form PR-06.

When an employee plans to take leave under this policy, the employee must give the
company 30 days notice. If it is not possible to give 30 days notice, the employee must give
as much notice as is practical. An employee undergoing planned medical treatment is
required to make a reasonable effort to schedule the treatment to minimize disruptions to the
company's operations.

If an employee fails to provide 30 days notice for foreseeable leave with no reasonable
excuse for the delay, the leave request may be denied until at least 30 days from the date the
employer receives notice.

While on leave, employees are requested to report monthly to the company regarding the
status of the medical condition, and their intent to return to work.

9. Fitness for Duty Certification

When a leave is taken due to an employee's own serious health condition as defined by this
policy, before returning to work, the employee must present a certification form signed by the
employee's health care provider that the employee is able to resume work.

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10. Failure to return to work after 12 weeks of FMLA Leave

If an employee is unable to return to work after utilizing 12 weeks of FMLA leave, the
company:

i. Does not have the obligation to retain the individual as an employee and will place the
employee on terminated status.

ii. May rehire the employee if a suitable position becomes available. Rehired employees will
be considered new employees. Rehired employees will be offered the salary level of the new
job with loss of any years of service credit.

iii. Will discontinue all benefits and extend COBRA and other portability provisions.

11. For the purpose of this policy, the following definitions apply:

"Spouse" is defined in accordance with applicable State law.

"Parent" includes biological parents and individuals who acted as the employee's parents, but
does not include parents-in-law.

"Son" or "daughter" includes biological, adopted, foster children, stepchildren, legal wards,
and other persons for whom the employee acts in the capacity of a parent and who is under 18
years of age or over 18 years of age but incapable of caring for themselves.

"Continuing Care" means: (1) two or more treatments by a health care provider; (2) two or
more treatments by a provider of health care services (e.g., physical therapist) on referral by
or under orders of a health care provider; (3) at least one treatment by health care provider
(e.g., a program of medication or therapy) that results in regimen of continuing treatment
under the supervision of the health care provider; or (4) under the supervision of, although
not actively treated by, a health care provider for a serious long-term or chronic condition or
disability which can not be cured (e.g., Alzheimer's or severe stroke).

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"Needed to Care For" a family member encompasses (1) physical and psychological care;
and (2) where the employee is needed to fill in for others providing care or to arrange for
third-party care for the family member.

LOAN GRANT POLICY

The employees of the firm can avail the benefits of borrowing a loan amount which will be
equivalent to their 3 months’ salary.

The loan will only be granted after a proper analysis of the reason for the loan as well as the
term for which they have served the firm.

Work Environment Standards

− Aisles/Passages
− Toilets
− Air-Conditioner
− Visitor Management

Work Environment Health and Welfare Standards

− Cleanliness
− Lighting
− Drinking Water
− Noise Levels
− Smoking/Non-Smoking Zones
− First Aid and Medicine
− Ambulance Service
− Waste Disposal

Work Environment Safety Standards

− Lifts
− Flooring and Staircases
− Fire Protection

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− Maintenance of Buildings

Description & Job Specification

1) Paramedic Team & Assistants

Job description
Paramedics work in rapid response ambulance units to deal with medical emergencies. Such
emergencies may include minor injuries, sudden illness, and casualties arising from road and
rail accidents, criminal violence, fires and other incidents. Paramedics are usually the first
senior healthcare professionals on the scene and they assess the patient’s condition and
initiate specialist medical treatment and care before admission to hospital.

The primary goal of paramedics is to meet people’s immediate treatment needs. They
resuscitate and stabilise patients by using advanced life support techniques, administer drips,
drugs and oxygen, and apply splints, and also assist with complex hospital transfers.

Job Specification

Paramedics deal with a wide range of patients. They may be:

 suffering from physical and/or mental conditions;

 under the influence of alcohol or drugs;
 exhibiting challenging behaviour.
Typical work activities include:

 responding to 999 calls for medical assistance at accidents, emergencies and other
related incidents, usually in an ambulance with an ambulance technician to assist;
 assessing the condition of patients who are injured or taken ill suddenly;
 deciding what action is needed and initiating treatment;

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 applying splints to limbs, dressing wounds, administering pain relief, oxygen, drips
and fluids;
 using various kinds of equipment, including ventilators to assist breathing and
defibrillators to treat heart failure, in order to resuscitate and stabilise patients;
 carrying out certain surgical procedures when necessary, such as intubation (insertion
of a breathing tube);

 monitoring the patient's condition using high-tech equipment;

 assessing whether and how to move patients;
 liaising with members of other emergency services, such as the police or fire brigade;
 dealing with members of the public and family members present at the scene;
 treating patients in the ambulance while they are being transferred to hospital from the
scene, or between hospitals in the case of patients being moved to receive specialist care;
 driving and crewing an ambulance or other rapid response vehicle;
 cleaning, decontaminating and checking vehicles and equipment to maintain a state of
operational readiness;
 assisting with patient care in hospitals or health care centres;
 writing up case notes and reporting the patient's history, condition and treatment to
relevant hospital staff.

2) Tele-staff

Job description

With automated call distribution, IVR, skill-based routing systems always in operation, and
customers awaiting resolution, the job of a call center agent can be very hectic and pressure-
filled. Shift timings are also common with most centers working 24/7.

Job Specification

• Answer inbound calls as well as assist customers who have specific inquiries
• Build customer’s interest in the services and products offered by the company

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• Provide personalized customer service of the highest level

• Update the existing databases with changes and the status of each
customer/prospective customer
• Arrange for the dispatch of products, information packages, brochures etc. to clients
and other interested parties
• Follow up the calls of the client with clerical duties which includes faxing, filling up
paperwork, doing checks on credit references as well as liaising with other
departments
• Besides the job related skills, a call center agent also requires the following qualities:
• Pleasant and friendly mannerism
• Basic computer knowledge/technological skills- the person should be adept in using
search tools, browsers and also email features; attaching files to correspondence,
utilizing tracking and management features, including familiarity of CRM solutions
• Good verbal and oral communication skills- fast and correct typing, ability to create
grammatically correct responses without any spelling errors. The person should also
know what to write while utilizing web communication, be able to quickly recognize
signals of a disgruntled customer and be able to respond without getting angry
• Ability to comprehend, capture as well as interpret basic customer information
• Ability to treat people with respect under all circumstances, instill trust in others
besides upholding the values of the organization
• Sound judgmental powers; ability to manage difficult customer situations, to respond
promptly to the needs of the customer, solicit feedback to improve service, respond to
requests for service/assistance
• Ability to adapt to change, meet the changing demands of the work environment, any
delays or other unexpected demands.
• Punctuality
• Dependability; to follow instructions as well as take responsibility for their actions
and also keep commitments
• Analyze the various parts of a problem properly and develop logical solutions
• Quality management- look for means of improving as well as promoting quality
• Ability to make efficient use of resources

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• High level of motivation

• Ability to work well as part of a team- to exhibit objectivity and be open-minded
towards the ideas and views of others, give as well as welcome feedback, contribute
to building team spirit, aid others to succeed
• Good social skills
• Ability to meet tight deadlines
• Attention to detail
• A sound knowledge of telephone etiquette

3) Clerks

Job Description

The Administrative Clerk is responsible for providing administrative and clerical services in
order to ensure effective and efficient administrative operations. The Administrative Clerk
must comply with the Financial Administration Act, Generally Accepted Accounting
Principles and settlement policies and procedures.

Job Specification

• Provide secretarial and administrative support in order to ensure effective and

efficient office operations
• Types agendas for meetings
• Prepares meeting packages and distributes to Council Members at least two days prior
to the meeting
• Attends, records and transcribes minutes of all First Nation Meetings
• Transcribes formats, inputs, edits, retrieves, copies and transmits correspondence,
• documents, data and graphics
• Word processes all manuscripts, letters, documents and proposals
• Records, date stamps and distributes all incoming mail
• Processes outgoing mail

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• Compiles and maintain an up to date telephone directory of numbers and addresses

• Files all correspondence
• Updates the bulletin board by posting and removal of outdated materials
• Ensures the Administrative Offices, Reception Area and Council Chambers are kept
clean and organized

4) Receptionists

Job Description

Typical activities of the receptionist service in an organization. The knowledge and

experience plus the key competencies required are detailed for both employers and job
seekers looking at receptionist vacancies.
Front desk receptionists are key to a wide range of organizations - they often present the first
impression of the organization to clients and customers.

Job Specification

Main Job Tasks and Responsibilities

 answer telephone, screen and direct calls

 take and relay messages
 provide information to callers
 greet persons entering organization
 direct persons to correct destination
 deal with queries from the public and customers
 ensures knowledge of staff movements in and out of organization

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 general administrative and clerical support

 prepare letters and documents
 receive and sort mail and deliveries
 schedule appointments
 maintain appointment diary either manually or electronically
 organize meetings
 tidy and maintain the reception area

Education and Experience

 high school diploma generally required

 knowledge of administrative and clerical procedures
 knowledge of computers and relevant software applications
 knowledge of customer service principles and practices
 keyboard skills

Key Competencies

 verbal and written communication skills

 professional personal presentation
 customer service orientation
 information management
 organizing and planning
 attention to detail
 initiative
 reliability
 stress tolerance

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Financial

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INITITAL INVESTMENTS (A)

PARTICULARS AMOUNT (in DESCRIPTION
Rs.)
Assets
Office Space 18,95,000.00 1500 Sq. Ft. @ 70 per sq. ft. at Pune at 1 st floor,
1300 Sq. Ft @ 65 per sq. ft. at Ahmedabad at
ground floor. 10 months rent in advance
Interior Design 12,50,000 Designing fees, architect fees. Given godrej
Interiors in THEIR RESPECTIVE PLACES .
Monalisa interior designers
Four Desktops 1,40,000.00 Acer laptopAMD processor Athelon 4200 1.86
GHzdual core Acer751, Ram 1 GB DDR2, HD 160
GB with 15” TFT monitor.
A.C 2,10,000 6 Nos. Voltas Split A\c 1.5 ton
Furniture & Fixtures 6,00,000 Office tables, chairs, desks, Lights.
Ambulance 1,55,99,925.00 The break up has been given below
Wheel chair 36,25,000.00 Special chair for required patients
ambulance
Internet 6,000.00 Designing, domain charge, WIFI connection
Special number 8,000.00 BSNL three digit special number for online help
TOTAL 2,33,33,925.00
START UP
EXPENSES (B)
Recruitment and 1,50,000.00 Recruitment and training of staff
training expenses
Legal charges 17,100.00 Rs 1000 stamp paper and Rs 1000 registration
Marketing Expenses 4,50,000.00
Miscellaneous 50,000.00
TOTAL 6,67,100.00

Working Capital 23,00,000.00 Initially to pay the advance to various people we

(C) have contracted with. Also meeting the
requirements of the customers & paying the
contractors before receiving money from customer.

Reserves & Surplus 16,98,975.00

(D)
GRAND TOTAL 2,80,00,000.00
(A+B+C+D)

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BREAK UP OF INITIAL INVESTMENTS

1. Rent: 1500 Sq. Ft. @ 70 per sq. ft. at Pune at 1 st floor, 1300 Sq. Ft @ 65 per sq. ft. at
Ahmedabad at ground floor. 10 months rent in advance

2. Interior designer: The contract of interior designer is given to Mr. Lalit Agarwal who is
the part of Century architects and interior designer in MONALISA ARCHITECTS.
Designing fees, architect fees. Given godrej Interiors in THEIR RESPECTIVE PLACES.

1. Desktops and printer: Required for making detailed bills for the customers served and
for this purpose, we will require one desktop to provide with detailed bills and also1
desktop for maintaining accounts and other office information. The configuration for the
Desktop is as follows: Acer Laptop, AMD processor Athelon 4200, 1.86 GHz dual core
Acer751, Ram 1 GB DDR2, HD 160 GB with 15” TFT monitor and a DVD writer, Rs
1,40,000/- (inclusive of taxes).

Air conditioner: 6 split a/c, VOLTAS Air conditioner, HC18DIVAR, 1.5 ton, 15 SEER is
provided. The air conditioner is the one which will provide the customer with the special
care and a different experience

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BREAK-UP OF EQUIPMENTS

PARTICULARS AMOUNT

Ambulance cot 10,700.00

Portable cot 2,50,000.00
Portable suction unit 37,500.00
Splints 25,250.00
Spine board 7,500.00
Scoop stretcher 6,525.00
Advance life supporting kits 2,75,625.00
Irrigation fluid 2,500.00
Sphygmomanometer of four variants 1,25,000.00
Stethoscope 1,500.00
Defibrillator monitor with recorder 1,10,325.00
Transport ventilator 50,000.00
Infusion pumps 1,025.00
Fire extinguisher 14,000.00
Protective masks (4) 725.00
Miscellaneous 1,50,000.00
Van 3,50,000.00

TOTAL 14,18,175.00 (inclusive of taxes)

2. Ambulance:

Total number of ambulances required: 11

Total amount required: 1,55,99,925.00

Wheel chair car requirement: 5

Cost of per wheel requirement: 7,25,000.00

Total amount required: 36,25,000.00

SOURCE OF FUNDS
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Source Amount
1st Partner 84,00,000
2nd Partner 84,00,000
Loan form IDBI(12.75% p.a) 70,00,000
Loan from ICICI(13.50% p.a) 42,00,000
Total 2,80,00,000

BREAK UP OF SALARY

1st year

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Heads Quantity Amount per head Total amount in a year

per month

Paramedic team 5 15,000.00 9,00,000.00

leaders

Assistants 20 10,000.00 24,00,000.00

Tele staff 7 5,000.00 4,20,000.00

Clerks 5 2,500.00 1,50,000.00

Receptionist 2 4,000.00 96,000.00

Drivers 15 7,000.00 12,60,000.00

Sweepers and 4 1,500.00 72,000.00

moppers

Security guard 4 3,000.00 1,44,000.00

TOTAL 54,42,000.00

2nd year
Heads Quantity Amount per head Total amount in a year
per month

Paramedic team 5 16,500.00 9,90,000.00

leaders

Assistants 20 11,000.00 26,40,000.00

Tele staff 7 5,500.00 4,62,000.00

Clerks 5 2,750.00 1,65,000.00

Receptionist 2 4,400.00 1,05,600.00

Drivers 15 7,700.00 13,86,000.00

Sweepers and 4 1,650.00 79,200.00

moppers

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Security guard 4 3,300.00 1,58,400.00

TOTAL 59,86,200.00

3rd year
Heads Quantity Amount per head per Total amount in a year
month

Paramedic 5 18150 10,89,000.00

team leaders

Assistants 20 12100 29,04,000.00

Tele staff 7 6050 5,08,200.00

Clerks 5 3025 1,81,500.00

Receptionist 2 4840 1,16,160.00

Drivers 15 8470 15,24,600.00

Sweepers 4 1815 87,120.00

and moppers

Security 4 3630 1,74,240.00

guard

TOTAL 65,84,820.00

DEPRECIATION ACCOUNT

DEPRECIATION ACCOUNT FOR 1ST YEAR

PARTICULARS OPENING VALUE DEPRECIATED CLOSING

VALUE VALUE

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Desktops’ and printer 1,40,000.00 84,000.00 56,000.00

(60%)
Air conditioner (20%) 2,10,000.00 42,000.00 1,68,000.00
Furniture and fixtures 6,00,000.00 60,000.00 5,40,000.00
(10%)
Ambulance( 20%) 1,55,99,925.00 31,19,985.00 1,24,79,940.00
Wheel chair 36,25,000.00 7,25,000.00 29,00,000.00
ambulance ( 20%)
TOTAL 40,30,985.00 1,61,43,940.00

DEPRECIATION ACCOUNT FOR 2ND YEAR

PARTICULARS OPENING VALUE DEPRECIATED CLOSING

VALUE VALUE
Desktops’ and printer 56,000.00 33,600.00 22,400.00
(60%)
Air conditioner (20%) 1,68,000.00 33,600.00 1,34,400.00
Furniture and fixtures 5,40,000.00 54,000.00 4,86,000.00
(10%)
Ambulance( 20%) 1,24,79,940.00 24,95,988.00 99,83,952.00
Wheel chair 29,00,000.00 5,80,000.00 23,20,000.00
ambulance ( 20%)
TOTAL 1,61,43,940.00 31,97,188.00 1,29,46,752.00

DEPRECIATION ACCOUNT FOR 3RD YEAR

PARTICULARS OPENING DEPRECIATED CLOSING

VALUE VALUE VALUE

Desktops’ and printer 22,400.00 13,440.00 8,960.00

(60%)
Air conditioner (20%) 1,34,400.00 26,880.00 1,07,520.00

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Furniture and fixtures 4,86,000.00 48,600.00 4,37,400.00

(10%)
Ambulance( 20%) 99,83,952.00 19,96,790.40 79,87,161.60
Wheel chair ambulance ( 23,20,000.00 4,64,000.00 18,56,000.00
20%)
TOTAL 1,29,46,752.00 1,03,97,041.60

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REVENUE MODEL

1st year
Particulars Amount

Revenue from patience 48,18,000

transfer services

On site emergency 16,20,000

support
Commission from 22,75,000
Hospitals

Medical Support from 15,00,000

Events
Work injury response 3,28,500
services
Total 1,05,41,500

2nd year
Particulars Amount

Revenue from 50,58,900

patience transfer
services
On site emergency 17,01,000
support
Commission from 23,88,750
Hospitals
Medical Support from 15,75,000
Events
Work injury response 3,44,925
services
Total 1,10,68,575

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3RD YEAR

Particulars Amount

Revenue from 53,11,845

patience transfer
services

On site emergency 17,86,050

support
Commission from 25,08,188
Hospitals
Medical Support 16,53,750
from Events
Work injury response 3,62,171
services
Total 1,16,22,004

Break-up of Revenue
Type Calculation Amount
Revenue from patience Rs.400*33patients*365days 48,18,000
transfer services
On site emergency support Rs.6000*270days(9 months) 16,20,000
Commission from Hospitals Rs.10,000*13000*1.75% 22,75,000
Medical Support from Rs.10,000*150days 15,00,000
Events
Work injury response Rs.300*3 patients*365days 3,28,500
services

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INCOME AND EXPENDITURE ACCOUNT

PARTICULARS YEAR 1 YEAR 2 YEAR 3

REVENUE 1,05,41,500.00 1,10,68,575.00 1,16,22,003.75

AND

INCOME(A)

LESS:
EXPENSES

Administrative
Expenses

Salaries 54,42,000.00 59,86,200.00 6584820

Rent 22,74,000.00 25,01,400 2751540

Printing and 20,000.00 20,000.00 20,000.00

stationary

Depreciation 40,30,985.00 31,97,188.00 25,49,710.00

Electricity Bill 69,000.00 75,900.00 83490

Water 10,000.00 10,000.00 10,000.00

Fuel 1,42,350.00 1,56,585.00 172243.5

Telephone 60,000.00 60,000.00 60,000.00

charges

Marketing 90,000.00 80,000.00 70,000.00

Transportation 10,000.00 10,500.00 11,000.00

Miscellaneous 50,000.00 50,000.00 50,000.00

Expenses

Start up 3,33,550.00 3,33,550.00 0.00

Expenses

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Amount paid in 14,59,500.00 14,59,500.00 14,59,500

interest

Total 1,39,91,385.00 1,39,40,823.00 13822303.5

EXPENSES (B)

TOTAL -34,49,885.00 -28,72,248.00 -2200299.75

OPERATING
PROFIT/ LOSS
(A-B)

Service tax 10,88,937.00 11,43,384.00 1200552.987

(10.33%)

NET -45,38,822.00 -40,15,632.00 -

PROFIT/LOSS 34,00,852.737

Less :Portion to Nil Nil Nil

venture
capitalist

LESS: TAX Nil Nil

(33.33%)

Net profit after

paying tax and
portion to
capitalist

Profit loss of last -45,38,822.00 -85,54,454.00

year

Net Profit/ Loss -45,38,822.00 -85,54,454.00 -

of this year 1,19,55,306.74

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CASH FLOW STATEMENT

PARTICULARS YEAR 1 YEAR 2 YEAR 3

Cash Received

Cash from Operations:

Cash Sales/ cash received 1,05,41,500.00 1,10,68,575.00 1,16,22,003.75

against other services

Cash from Receivables 0 0

Subtotal Cash from 1,05,41,500.00 1,10,68,575.00 1,16,22,003.75

Operations

Additional Cash
Received:

Amount given by bank 1,12,00,000.00

Capital contribution 1,68,00,000.00

from the partners

Subtotal Cash Received 3,85,41,500.00 1,10,68,575.00 1,16,22,003.75

Expenditures 1,50,80,322.00 1,50,84,207.00 1,12,72,593.00

Cash Spending

Payment of taxes

Subtotal Spent on 1,50,80,322.00 1,50,84,207.00 1,12,72,593.00

Operations

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Long-term Liabilities
Principal Repayment

Start-up expenses 3,33,550.00 3,33,550.00 0

Purchase Long-term 2,33,33,925.00

Assets

Subtotal Cash Spent 3,87,47,797.00 1,54,17,757.00 1,12,72,593.00

Net Cash Flow -2,06,297.00 -43,49,182.00 3,49,410.75

Previous year’s Cash b/d -2,06,297.00 -45,55,479.00

Cash Balance -45,55,479.00 -42,06,068.25

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BALANCE SHEET
Particulars Year 1 Year 2 Year 3

ASSETS

Current Assets

Cash -2,06,297.00 -45,55,479.00 -42,06,068.25

Other Current Asset

Total Current Assets -2,06,297.00 -45,55,479.00 -42,06,068.25

Long-term Assets

Long-term Assets 2,33,33,925.0 2,33,33,925.0 2,33,33,925.00

0 0

Less: Accumulated 40,30,985.00 72,28,173.00 97,77,883.00

Depreciation

Total Long-term Assets 1,93,02,940.0 1,61,05,752.0 1,35,56,042.00

0 0

Total Assets 1,90,96,643.0 1,15,50,273.0 1,60,44,693.26

0 0

LIABILITIES

Long-term Liabilities

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Capital

Paid-in Capital 2,80,00,000.0 2,80,00,000.0 2,80,00,000.00

0 0

Reserves and surplus

Add: Net profit after -89,03,357.00 - -1,19,55,306.74

interest and tax 1,64,49,727.0
0

Total Capital ( Net

Worth)

Total Liabilities 1,90,96,643.0 1,15,50,273.0 1,60,44,693.26

0 0

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BREAK EVEN ANALYSIS

BREAK EVEN ANALYSIS

Break even point is the point at which the company makes its first profit, i.e. when costs equals
revenue. It is the point at which the company is in a no profit - no loss situation.

As we can see from the projected profit and loss statement, the company has profits from the first year
itself. This implies that the break even has been attained in the first year itself.

Traditionally, break-even is obtained by using the formula,

Break-even units = Fixed Cost/ Contribution per unit.

However, in our case, we have a dual source of revenue, the consumers (membership fee) and from
companies (contract fee).

Therefore it is not possible to attain per unit cost and revenue. Thus this approach will not give a
reliable result.

Alternatively, one can obtain the break even sales by using the price volume ratio (PV Ratio)
approach.

According to this,

Break even Sales = Fixed Cost / P V Ratio

Where, PV ratio = Contribution/ Sales

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CALCULATION OF BREAK EVEN ANALYSIS

PARTICULARS AMOUNT

FIXED COST 1,21,40,535.00

VARIABLE COST 18,50,850.00

SALES 1,05,41,500.00.00

CONTRIBUTION 86,90,650.00

P/V RATIO 82.44%

BREAK EVEN
ANALYSIS
1,45,688.00
( SALES)

BREAK EVEN IN
MONTHS
5THYEAR 2ND
MONTH

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