DOCSLIB.ORG

EMIS Group Plc Annual Report and Accounts 2019 Delivering the Strategy

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
EMIS Group Plc Annual Report and Accounts 2019 Delivering the Strategy EMIS Group plc EMIS Group Investing in Annual report and accounts 2019 and accounts Annual report innovation EMIS Group plc Annual report and accounts 2019 Delivering the strategy Strategic report The UK leader in connected 1 Highlights 2 At a glance healthcare software and systems. 4 Chair’s statement 6 Chief Executive Officer’s statement 10 Business model INNOVATION 12 Stakeholder engagement 14 Markets EMIS Group is focussed on innovation for the NHS 16 Strategy and business-to-business (B2B) healthcare industry. 20 Key performance indicators 22 Alternative performance measures Innovative technology will drive improvements to 24 Principal risks and uncertainties healthcare efficiency and better patient outcomes. 30 Operational review 34 Financial review 38 Our people GROWTH 41 Sustainability policy EMIS Group delivered positive revenue growth and Governance adjusted profit growth, maintaining its nine-year track 42 Board of Directors record of increasing dividends by 10% year on year. 44 Chair’s introduction to governance 45 Corporate governance statement 51 Report of the audit committee 56 Report of the nomination committee 58 Report of the remuneration committee 61 Remuneration at a glance 63 Directors’ remuneration report 68 Directors’ report 71 Viability statement 72 Statement of Directors’ responsibilities Financial statements 73 Independent auditor’s report 78 Group statement of comprehensive income 79 Group and parent company balance sheets 80 Group and parent company statements of cash flows 81 Group and parent company statements of changes in equity 82 Notes to the financial statements 107 Five-year Group financial summary 108 Shareholder information Highlights OPERATIONAL Results in line with expectations, with growth in both revenue and adjusted operating profit maintained at similar levels to the half year along with further strategic progress: • Leadership positions maintained in key NHS markets • Improved our operational efficiency, service and responsiveness to customers • EMIS Health appointed to the NHS National Services Scotland (NSS) and the NHS GP IT Futures framework and Digital • Robust and resilient business model with 78% recurring Buying Catalogue in England revenues, net cash and market leading positions in key healthcare markets • Expanded the EMIS Enterprise business achieving outright leadership in community pharmacy • As part of the focus on future strategy, completed the internal Key performance indicators page 20 transition and organisational plans underway through the year FINANCIAL Total revenue Reported cash generated Reported EPS from operations £159.5m +7% 36.0p – £50.1m – Recurring revenue1 Adjusted EPS1 Adjusted cash generated £125.0m +4% from operations1 51.4p +14% Reported operating profit £46.3m -15% Total dividend for the year £26.8m -3% Net cash 31.2p +10% Adjusted operating profit1 £31.1m +£15.5m £39.3m +9% 1 Recurring revenue, adjusted operating profit, adjusted cash generated from operations and adjusted EPS are all alternative performance measures. See page 22 for further details and reconciliation to the relevant IFRS number. EMIS Group plc Annual report and accounts 2019 1 STRATEGIC REPORT At a glance PURPOSE Enable better care through technology innovation • Connecting care settings to improve patient experience and health outcomes • Empowering people through online access to clinically authored content and approved services • Delivering insight for clinicians to improve UK health and wellness WHY DOES THE OPPORTUNITY EXIST? WHY INVEST IN EMIS? The NHS Long Term Plan is driving the • Strong positions in specialist markets agenda for integrated care, delivered • Opportunity to strengthen position in B2B healthcare sector markets over time both organically and by selective through technology. bolt-on acquisition • Excellent financial strength and track record £4.5bn 2023–24 • High levels of earnings visibility and cash generation is committed to increasing deadline for every patient to • New technology driving future growth and efficiency primary and community be offered digitally enabled healthcare primary care Read more at emisgroupplc.com Markets page 14 EMIS Group plc 2 Annual report and accounts 2019 SEGMENTS EMIS HEALTH EMIS ENTERPRISE Primary, community Medicines Partners and Patient-facing and acute care management other services services 63% 22% 13% 2% of revenue in 2019 of revenue in 2019 of revenue in 2019 of revenue in 2019 #1 in primary care #1 in community 113 accredited #1 patient pharmacy partners services app #2 in community #2 in hospital #1 in A&E pharmacy BRANDS The clinical software Dedicated to providing The UK’s leading business, supplying specialist ICT infrastructure, independent provider of innovative and essential hardware and engineering patient-centric medical and technology to 10,000 services and non-clinical well-being information and healthcare organisations software into health and related transactional services. across every major UK social care. health sector. EMIS Group plc Annual report and accounts 2019 3 STRATEGIC REPORT Chair’s statement “We are focussed on delivering our strategy.” Mike O’Leary Chair EMIS Group plc 4 Annual report and accounts 2019 A year of good progress EMIS Group delivered higher rates of growth both to revenue and adjusted profit. Dear Shareholder Corporate governance I am pleased to report a year of good progress for EMIS Group. Corporate governance remains an important area of focus for the We have delivered higher rates of growth both to revenue and adjusted Board and underpins the sustainability of our business and the profit. We have maintained our nine-year track record of increased achievement of our strategy. The Board has taken steps to consider annual dividends. We have also completed the internal transformation and strengthen our governance to align with the new Code, in of the business and we are focussed on delivering our strategy. particular in the areas of stakeholder and workforce engagement. Further details of our approach to the Code are set out in our corporate governance statement on pages 45 to 50. Talent, culture and diversity During 2019 we continued to attract and retain key talent, selecting and developing exceptional people who are motivated by our purpose. Dividend Our teams comprise people driven to grow their areas of the business A final dividend of 15.6p per share is recommended by the Board. in the mid and long term. We are thoughtful in our approach to recruitment The dividend progression is in line with the capital allocation policy and retention and have robust succession plans in place. I would like adopted by the Group and will result in a total dividend for the year to thank all of our employees for delivering such a strong performance of 31.2p. Subject to approval by shareholders at the AGM, the final through their commitment, hard work and support of the Group. dividend will be paid on 11 May 2020 to shareholders on the register on 14 April 2020. A positive culture and employee engagement are fundamental contributors to success. I am pleased to report that an independent culture audit this year saw a very high response rate with continued Outlook strong engagement at all levels. This will be an ongoing area of focus 2019 finished strongly and, as noted above, revenue and adjusted during 2020. profit growth have both been encouraging. Innovation remains key for our future and we will continue to invest in technology Diversity in all forms brings material benefit to EMIS Group and we development. Our strategy remains closely aligned with NHS policy, seek to provide opportunities for all, regardless of background, age, which will drive growth for both the EMIS Health and EMIS Enterprise gender or race. The gender diversity of our business has been areas of the business. We are unique in the breadth of markets we enhanced with the appointment of Jen Byrne as a Non-executive serve and the strong market positions we hold. We remain well Director of the Group in May 2019 and Suzy Foster as CEO of EMIS positioned for future success. Health in April 2019. We will continue to promote diversity throughout the organisation. Mike O’Leary Board changes Chair As reported in the 2018 annual report and accounts, following 17 March 2020 completion of nine years of service, Robin Taylor retired on 8 May 2019 at the conclusion of the 2019 Annual General Meeting (AGM), following which Kevin Boyd took on the role of chair of the audit committee and Andy McKeon took on the role of Senior Independent Director. Stakeholder engagement page 12 On 22 August 2019 David Sides resigned from the Board following his appointment to a new executive role in the United States. I would like to thank both Robin and David for their contributions to EMIS Group over an extended period. We were delighted to appoint Jen Byrne to the Board on 8 May 2019 and she has taken up the role of designated Non-executive Director for engagement with our workforce. This is a new role introduced in compliance with the 2018 UK Corporate Governance Code (“the Code”), which we have chosen to apply voluntarily. We were also extremely pleased to appoint Patrick De Smedt to the “I would like to thank all of our Board on 1 January 2020 as Chair designate. Patrick will take over from me as Chair on my retirement at the conclusion of our AGM employees for delivering such on 6 May 2020. I would like to welcome Patrick and wish him every success in the Chair role. I have thoroughly enjoyed the nine years a strong performance through that I have spent at EMIS Group and would like to thank my fellow their commitment, hard work Board members and all of the Group’s employees for their support during my tenure as Chair. and support of the Group.” EMIS Group plc Annual report and accounts 2019 5 STRATEGIC REPORT Chief Executive Officer’s statement “A positive year for EMIS Group.” Andy Thorburn Chief Executive Officer EMIS Group plc 6 Annual report and accounts 2019 Considerable operational progress We achieved key customer retention goals and maintained our leadership positions in key NHS markets.
Load more

Recommended publications
  • D2.1 State of the Art and Requirements Analysis V1 Project Deliverable
    Collective Wisdom Driving Public Health Policies Del. no. – D2.1 State of the Art and Requirements Analysis v1 Project Deliverable This project has received funding from the European Union’s Horizon 2020 Programme (H2020-SC1-2016-CNECT) under Grant Agreement No. 727560 D2.1 State of the Art and Requirements 29/09/2017 Analysis v1 D2.1 State of the Art and Requirements Analysis v1 Work Package: WP2 Due Date: 01/09/2017 Submission Date: 29/09/2017 Start Date of Project: 01/03/2017 Duration of Project: 36 Months Partner Responsible of Deliverable: SIEMENS Version: 1.0 Final Draft Ready for internal Review Status: Task Leader Accepted WP leader accepted Project Coordinator accepted Dimosthenis Kyriazis (UPRC), Ilias Maglogiannis (UPRC), Christos Xenakis (UPRC), Argyro Mavrogiorgou (UPRC), Athanasios Kiourtis (UPRC), George Peppas (UPRC), Carlos Cavero (ATOS), Santiago Aso (ATOS), Antonio De Nigro (ENG), Francesco Torelli (ENG), Domenico Martino (ENG), George Moldovan (SIEMENS), Kosmin- Septimiu Nechifor (SIEMENS), Salvador Tortajada Velert (HULAFE), Sokratis Nifakos (KI), Tanja Tomson (KI), Jan Janssen (DFKI), Serge Autexier (DFKI), Petrina Smyrli (BIO), Andreas Menychtas (BIO), Author name(s): Christos Panagopoulos (BIO), Chris Orton (ICE), Usman Wajid (ICE), Thanos Kosmidis (CRA), Ricardo Jimenez-Peris (LXS), Patricio Martinez (LXS), Marta Patino-Martinez (UPM), Rafael Fernandez (UPM), Michael Boniface (IT-INN), Vegard Engen (IT- INN), Daniel Burns (IT-INN), Mitja Lustrek (JSI), Maroje Soric (ULJ), Patrick Weber (EFMI), John Mantas (EFMI),
    [Show full text]
  • Chapter 11 AC Group's 2007 Annual Report the Digital Medical Office Of
    Chapter 11 AC Group’s 2007 Annual Report The Digital Medical Office of the Future Performance A. Methodology The majority of previous EMR evaluations have been limited to self-reported functionality. Although high rankings in this arena often indicate a superior product, the reviewers are aware that in some cases this correlation does not always hold. There may be some highly ranked products offering the full range of functionality that from the end user’s point of view may have features, organization or display that are limiting. The converse may also occur where a product that achieves a lower ranking because it offers less that full functionality nonetheless offers highly innovative features that would be advantageous for all end users. In short, although scores from self-reported functionality are extremely useful, they do not capture rich qualitative information that could significantly influence the practitioner’s decision of which system to choose. The purpose of this document is to help a physician evaluate a vendor’s solution. The document is divided into separate product demonstrations. If the practice is interested in one fully integrated system, then have the vendor complete and interact with this entire document. If the practice is only interested in a Document Image Management solution, complete sections B and D. If the practice is only interested in a comprehensive EMR/EHR application, then complete sections B and E. Speed is essential Time the execution of the tasks and record how long they take. You may be surprised at the significant difference in the results. Speed is extremely important during physician documentation.
    [Show full text]
  • Healthcare It Industry Update │ Q3 2016
    HEALTHCARE IT INDUSTRY UPDATE │ Q3 2016 www.harriswilliams.com Investment banking services are provided by Harris Williams LLC, a registered broker-dealer and member of FINRA and SIPC, and Harris Williams & Co. Ltd, which is authorised and regulated by the Financial Conduct Authority. Harris Williams & Co. is a trade name under which Harris Williams LLC and Harris Williams & Co. Ltd conduct business. 0 HEALTHCARE IT INDUSTRY UPDATE | Q3 2016 HEALTHCARE IT PRACTICE OVERVIEW CONTENTS INTRODUCTION . WHAT WE’RE READING Harris Williams & Co. is pleased to present our review of Q3 Healthcare IT . KEY HEALTHCARE MACRO activity. This report provides commentary and analysis on current capital market INDICATORS trends and merger and acquisition dynamics within the Healthcare IT industry. PUBLIC MARKETS . PUBLIC COMPARABLES We hope you find this edition helpful and encourage you to contact us directly if . M&A ACTIVITY you would like to discuss our perspective on current industry trends and M&A . PRIVATE PLACEMENT ACTIVITY opportunities or our relevant industry experience. IPO ACTIVITY OUR PRACTICE CONTACTS Sam Hendler Harris Williams & Co. is a leading advisor to the Healthcare IT industry. Our global Managing Director practice includes professionals across the firm from Harris Williams & Co.’s [email protected] Technology, Media & Telecom Group and Healthcare & Life Sciences Group. +1 (617) 654-2117 Jeff Bistrong HW&Co. Healthcare IT Taxonomy Managing Director [email protected] +1 (617) 654-2102 . Patient-Facing Solutions Mike Wilkins . Care Delivery: Managing Director Operational Efficiency [email protected] +1 (415) 271-3411 . Care Delivery: Clinical / Acute Thierry Monjauze Managing Director . Care Delivery: [email protected] Clinical / Non-Acute +44 20 7518 8901 CARE DELIVERY EMPLOYERS ORGANIZATIONS PATIENTS .
    [Show full text]
  • Lessons from The
    Ideas from the NHS Dr. Francis Wong, MBBS, MBA, MPH www.franciswong.com September 2018 Purpose Background: The NHS (National Health System) is the largest single-payer system in the world and was ranked #1 in the Commonwealth Fund’s Health Care System Performance Rankings in 20171 (US placed #11). It achieved particularly high scores in Care Process (prevention, safe care, coordination & patient engagement), Access (timeliness & affordability) and Equity. The NHS is also one of the world’s largest employers with around 1.5m staff nationwide. In 2014, the UK spent 9.8% of GDP on healthcare2. Of course, it is not without shortcomings, but I am immensely proud of the NHS and stand behind its founding principles. As a physician who has worked in both UK and US, I believe there is much that the countries can learn from each other. My goals for this document are: • Outline several examples of successful, promising and even controversial innovations in the UK’s National Health Service with an emphasis on primary care. • Briefly describe their impact on care delivery in the UK. • Hypothesize how these innovations might be applied to a US employer-based model. 1 Commonwealth Fund: Mirror, Mirror 2017 2 NHS spends about EU average as percentage of GDP on health Primary Care as Gatekeeper Overview Impact Relevance In England, there are approximately 340M GP Primary care as a gatekeeper to specialists is The gatekeeping role of primary care in the UK consultations a year with an average of 6 visits not a novel concept in the US and is a defining originated over 100 years ago, prior to the per year.
    [Show full text]
  • Download Thesis
    This electronic thesis or dissertation has been downloaded from the King’s Research Portal at https://kclpure.kcl.ac.uk/portal/ Big data approaches to investigating Child Mental Health disorder outcomes Downs, Jonathan Muir Awarding institution: King's College London The copyright of this thesis rests with the author and no quotation from it or information derived from it may be published without proper acknowledgement. END USER LICENCE AGREEMENT Unless another licence is stated on the immediately following page this work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International licence. https://creativecommons.org/licenses/by-nc-nd/4.0/ You are free to copy, distribute and transmit the work Under the following conditions: Attribution: You must attribute the work in the manner specified by the author (but not in any way that suggests that they endorse you or your use of the work). Non Commercial: You may not use this work for commercial purposes. No Derivative Works - You may not alter, transform, or build upon this work. Any of these conditions can be waived if you receive permission from the author. Your fair dealings and other rights are in no way affected by the above. Take down policy If you believe that this document breaches copyright please contact [email protected] providing details, and we will remove access to the work immediately and investigate your claim. Download date: 07. Oct. 2021 BIG DATA APPROACHES TO INVESTIGATING CHILD MENTAL HEALTH DISORDER OUTCOMES JOHNNY DOWNS Thesis submitted for the degree of Doctor of Philosophy September 2017 Department of Psychological Medicine Institute of Psychiatry, Psychology & Neuroscience King’s College London ABSTRACT Background: In the UK, administrative data resources continue to expand across publically funded youth-orientated health, education and social services.
    [Show full text]
  • NHS Data: Maximising Its Impact on the Health and Wealth of the United Kingdom Saira Ghafur, Gianluca Fontana, Jack Halligan James O’Shaughnessy & Ara Darzi Contents
    NHS data: Maximising its impact on the health and wealth of the United Kingdom Saira Ghafur, Gianluca Fontana, Jack Halligan James O’Shaughnessy & Ara Darzi Contents 02 ACKNOWLEDGEMENTS 04 FOREWORD 05 EXECUTIVE SUMMARY 08 INTRODUCTION: MAXIMISING THE IMPACT OF NHS DATA 12 PUBLIC OPINION AND ENGAGEMENT 16 DATA GOVERNANCE AND LEGAL FRAMEWORKS 20 DATA QUALITY AND INFRASTRUCTURE 24 CAPABILITIES 26 INVESTMENT SUGGESTED CITATION Ghafur S, Fontana G, Halligan J, O’Shaughnessy J, Darzi A. NHS data: Maximising its impact 28 VALUE SHARING on the health and wealth of the United Kingdom. Imperial College London (2020) doi: 10.25561/76409 34 REFERENCES Acknowledgements We would like to thank the following people who contributed to this document through interviews/ attendance at a round table and have agreed to be acknowledged: NAME ORGANISATION Dr. Natalie Banner * Understanding Patient Data Professor Sir John Bell * The Academy of Medical Sciences Kate Cheema British Heart Foundation Professor Diane Coyle University of Cambridge Douglas de Jager * Human.ai Rachel Dunscombe * NHS Digital Academy Dr. Andrew Elder Albion Capital Lord Valerian Freyberg * House of Lords John Godfrey * Legal & General Joanne Hackett * Genomics England Dr. Hugh Harvey * Hardian Health Eleonora Harwich * Reform A total of 26 one-to-one interviews were held with individuals with a strong Geoff Heyes Mind interest in this topic. Interviewees included representatives from government, Dr. Dominic King Google Health the NHS, academia, industry (technology and life sciences), research Dr. Jack Kreindler * Centre for Health & Human Performance institutions, charities and data privacy organisations. We have not consulted the public or healthcare professionals for the purposes of this paper, as we Michael MacDonnell * Google Health chose to focus on experts in the data policy and governance space.
    [Show full text]
  • Digital Health in the UK: an Industry Study for the Office of Life Sciences
    Digital Health in the UK An industry study for the Office of Life Sciences September 2015 Contents Foreword 1 Executive summary 2 Part 1. Market introduction 6 Part 2. Telehealthcare 10 Part 3. mHealth 21 Part 4. Data Analytics 32 Part 5. Digitised health systems 39 Part 6. Conclusions on the digital health UK competitive position 45 Monitor Deloitte team 51 References 52 Foreword Welcome to the Monitor Deloitte report on Digital Health. This is one of a series of reports reflecting work commissioned by Office of Life Sciences in March 2015 on key healthcare and life science industry segments in the United Kingdom. Digital Health is an emerging industry arising from the intersection of healthcare services, information technology and mobile technology. Digital health innovations are only just starting to be more widely accepted as necessary for the future of efficient healthcare service delivery. As we address the behaviour, social, legal and technical challenges, over time, digital health advances have the potential to help increase access, decrease healthcare system costs and improve health outcomes. This report analyses trends in the digital health industry based on discussions with stakeholders, literature reviews and our work across the sector. It focuses on the United Kingdom but in the context of the global market and draws on examples from other countries. The report considers the challenges to growth, barriers to adoption, shifting dynamics and how the emergent industry is developing. The intention is to provoke discussion and offer readers an overview of the industry challenges and dynamics in the United Kingdom. We welcome your feedback and comments.
    [Show full text]
  • Mapping the Landscape of UK Health Data Research & Innovation
    Mapping the Landscape of UK Health Data Research & Innovation A snapshot of activity in 2017 Dr Ekaterini Blaveri October 2017 CONTENTS Foreword 5 1. Background to this review 7 1.1. Aims 8 1.2. Scope and sections 8 1.3. Approach 9 1.4. Challenges 10 1.5. Acknowledgements 10 2. Overview of major informatics investments by Funder 11 2.1. MRC 12 2.1.1. The Farr Institute of Health Informatics Research 12 2.1.2. MRC Medical Bioinformatics initiative 16 2.1.3. MRC Capital Investment in Genomics England Data Infrastructure 19 2.2.1. The NIHR Biomedical Research Centres 21 2.2.2. The NIHR Health Informatics Collaborative programme 22 2.2.3. The NIHR Collaboration for Leadership in Applied Health Research and Care 25 2.3. Department of Health and Social Care 26 2.3.1. Academic Health Science Centres 26 2.3.2. Genomics England | 100,000 Genomes Project 27 2.4. NHS 28 2.4.1. Academic Health Science Networks 28 2.4.2. NHS Genomic Medicine Centres 30 2.4.3. NHS Global Digital Exemplars 31 2.5. ESRC’s investments in Big Data 32 2.5.1. Administrative Data Research Network 32 2.6. EPSRC’s health data research investments 33 3. Key informatics investments by Research Organisation 35 England – East Anglia and Midlands 38 University of Cambridge 41 EMBL-European Bioinformatics Institute 48 Wellcome Sanger Institute 52 University of Birmingham 56 University of Leicester 62 University of Warwick 68 England – London 74 Imperial College London 76 King’s College London 85 London School of Hygiene and Tropical Medicine 94 Queen Mary University of London 98 University
    [Show full text]
  • Orion Health Group Limited Independent Adviser’S Report and Independent Appraisal Report
    Orion Health Group Limited Independent Adviser’s Report and Independent Appraisal Report September 2018 STATEMENT OF INDEPENDENCE KordaMentha confirms that it: (a) has no conflict of interest that could affect its ability to provide an unbiased report; and (b) has no direct or indirect pecuniary or other interest in the proposed transaction considered in this report, including any success or contingency fee or remuneration, other than to receive the cash fee for providing this report. KordaMentha has satisfied the Takeovers Panel, on the basis of the material provided to the Panel, that it is independent under the Takeovers Code for the purposes of preparing this report. Independent New Zealand firm internationally affiliated with KordaMentha Contents 1 Terms of the Proposed Transactions ........................................................................................................................... 2 1.1 Introduction .......................................................................................................................................................... 2 1.2 The Proposed Transactions ................................................................................................................................. 3 1.3 Shareholder Approval .......................................................................................................................................... 4 1.4 Purpose of the Report .........................................................................................................................................
    [Show full text]
  • EMIS Group Plc Annual Report and Accounts 2018 the UK Leader in Connected Strategic Report 1 Highlights 2 at a Glance Healthcare Software and Services
    EMIS Group plc EMIS Group Annual report and accounts 2018 and accounts Annual report ENERGISED FOCUSSED& EMIS Group plc Annual report and accounts 2018 The UK leader in connected Strategic report 1 Highlights 2 At a glance healthcare software and services. 4 Chairman’s statement 6 Chief Executive Officer’s statement ENERGISED 10 Business model 12 Markets EMIS Group’s energy is directed towards growth in both 14 Strategy the core NHS markets and the business-to-business (B2B) 18 Key performance indicators 20 Alternative performance measures enterprise healthcare market, through the delivery of 22 Principal risks and uncertainties exciting technology innovations. 28 Operational review 34 Financial review 38 Our people FOCUSSED 41 Sustainability policy EMIS Group is focussed on delivering connected healthcare, Governance through high-quality technology products and services, 42 Board of Directors putting patient care and clinical standards at the heart 44 Corporate governance of everything it does. 51 Report of the audit committee 56 Report of the nomination committee 58 Report of the remuneration committee 61 Directors’ remuneration report 72 Directors’ report 75 Viability statement “The business performed well 76 Statement of Directors’ responsibilities with growing revenues across Financial statements 77 Independent auditor’s report 82 Group statement of comprehensive income all our key segments.” 83 Group and parent company balance sheets 84 Group and parent company Andy Thorburn statements of cash flows Chief Executive Officer 85 Group and parent company statements of changes in equity 86 Notes to the financial statements 110 Five-year Group financial summary 111 Shareholder information 112 Directors and advisers Highlights FINANCIAL No.
    [Show full text]
  • EMIS Group Plc Annual Report and Accounts 2020
    EMIS Group plc EMIS Group Annual report and accounts 2020 and accounts report Annual Supporting our customers EMIS Group plc Annual report and accounts 2020 The UK leader in connected healthcare software and systems SUPPORTING CUSTOMERS GROWTH EMIS Group supports the healthcare sector EMIS Group delivered resilient results during with technology that drives improvements to the pandemic, maintaining its track record of efficiency and enables better patient outcomes. increasing dividends every year since flotation. Strategic report Governance Financial statements 1 Highlights 46 Board of Directors 82 Independent auditor’s report 2 At a glance 48 Chair’s introduction to governance 88 Group statement of 4 Covid-19 response 49 Corporate governance statement comprehensive income 6 Chair’s statement 55 Report of the audit committee 89 Group and parent company balance sheets 8 Chief Executive Officer’s statement 60 Report of the nomination committee 90 Group and parent company 10 Business model 62 Report of the remuneration committee statements of cash flows 12 Stakeholder engagement 65 Directors’ remuneration report 91 Group and parent company statements 16 Markets 77 Directors’ report of changes in equity 18 Strategy 80 Viability statement 92 Notes to the financial statements 20 Key performance indicators 81 Statement of Directors’ responsibilities 115 Five-year Group financial summary 22 Alternative performance measures 116 Shareholder information 24 Operational review IBC Glossary 28 Principal risks and uncertainties 34 Sustainability 42 Financial
    [Show full text]
  • Digital Healthcare Research
    November 2015 Independent Technology Research Report DIGITAL HEALTHCARE Important disclosures appear at the back of this report GP Bullhound LLP is authorised and regulated by the Financial Conduct Authority Local Challenges, Global Opportunities Digital technology is coming of age in the healthcare sector Governments, insurers, employers and most importantly patients and their physicians recognise that digital technology is the key to meeting the challenges of healthcare provision in the 21st Century. The most relevant and exciting digital services and applications are being developed by fast growing SMEs. Healthcare systems worldwide are facing unprecedented challenges Global healthcare spend accounts for 10.6% of GDP. Spend is forecast to grow more than 5% annually to 2018 as the global proportion of those aged over 60 increases from 12% in 2013 to 21% in 2050. The nature of the challenges faced varies across national markets, but the impetus for new models of healthcare is clear globally. Digital enables transformational models of admin, funding and care Cloud software, smartphone applications, online marketplaces and data analytics are established technologies that the healthcare sector is only now embracing. They are key as healthcare seeks to become more efficient and patient centric, paying for outcomes delivered and with much care and treatment provided remotely. B2B models are best placed – but sales strategies must be multifaceted Digital healthcare companies selling to, or partnering with, enterprise level clients will be the winners in the medium term. SMEs must sell in at the board and departmental, national and local level to maximise their chances of success. SMEs must be healthcare experts as well as digital natives Healthcare is incredibly complex – from heavy regulation to labyrinthine decision making to multi-layered payment systems.
    [Show full text]