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2018 Capital Markets Day Presentation

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2018 Capital Markets Day Presentation 2018 CAPITAL MARKETS DAY 28 JUNE 2018 ZURICH, SWITZERLAND WELCOME DR RONNIE VAN DER MERWE CEO MEDICLINIC INTERNATIONAL MEDICLINIC DISCLAIMER This presentation contains certain forward-looking statements relating to the financial condition, the regulatory environment in which we operate, results of operations and businesses of Mediclinic and the Group, including certain plans and objectives of the Group. All statements other than statements of historical fact are, or may be deemed to be, forward-looking statements. Forward-looking statements are statements of future expectations that are based on management’s current expectations and assumptions and involve known and unknown risks and uncertainties that could cause actual results, performance or events to differ materially from those expressed or implied in these statements. Forward-looking statements include, among other things, statements concerning the potential exposure of Mediclinic to market risks and statements expressing management’s expectations, beliefs, estimates, forecasts, projections and assumptions, including as to future potential cost savings, synergies, earnings, cash flow, production and prospects. These forward-looking statements are identified by their use of terms and phrases such as “anticipate”, “believe”, “could”, “estimate”, “expect”, “goals”, “intend”, “may”, “objectives”, “outlook”, “plan”, “probably”, “project”, “risks”, “seek”, “should”, “target”, “will” and similar terms and phrases. Slide 3 2018 CAPITAL MARKETS DAY AGENDA 1 Introduction and Group Overview Dr Ronnie van der Merwe 2 Finance Review Jurgens Myburgh 3 Hirslanden - Switzerland Dr Ole Wiesinger 4 Mediclinic Southern Africa Koert Pretorius 5 Mediclinic Middle East David Hadley 6 Final Q&A Slide 4 OUR VISION AND PURPOSE VALUES Client orientation Patient safety Mutual trust & respect Teamwork VISION PURPOSE Performance driven To be preferred Enhance the quality of life locally and of our patients by providing respected comprehensive, high- internationally quality healthcare services Slide 5 2018 CAPITAL MARKETS DAY AREAS OF FOCUS 1 Our diversified international presence and unified focus 2 Strong healthcare market potential 3 Our unique approach to creating value putting patients at the core of our business 4 Our focus on international growth opportunities 5 Our management skills and expertise 6 Financial discipline across the Group Slide 6 MEDICLINIC’S JOURNEY SO FAR 1986 1995-2006 2007 Mediclinic Listed on Growth phase in Southern Africa Acquired Hirslanden Group in the JSE through organic and inorganic Switzerland – 13 hospitals expansion – acquired 37 hospitals October 2018 Opening Mediclinic’s largest 2006 2015 greenfield development – 2007 Acquisition of Mediclinic 29.9% interest in Parkview Hospital Spire Healthcare 2007 Group plc – 39 hospitals 1983 1995 2018 2007 1986 Entered Dubai 2015 2016 through acquisition of controlling interest in 1983 Emirates Healthcare 2016 Mediclinic founded Holdings (EHL) by Rembrandt in - 1 hospital and 2 Combination with Al Noor Group South Africa clinics – 3 hospitals and 21 clinics Slide 7 1 DIVERSIFIED INTERNATIONAL PRESENCE AND UNIFIED FOCUS KEY FIGURES – AS AT 31 MARCH 2018 SOUTHERN MIDDLE SWITZERLAND SPIRE AFRICA EAST BEDS 1,805 8,131 748 1,800 THEATRES 104 278 29 134 HOSPITALS 17 54 6 39 OUTPATIENT 4 18* 24 12 CLINICS MARKET #1 #3 #1 #2 POSITION KEY FINANCIALS – FOR THE 12 MONTHS TO 31 MARCH 2018 Contribution to Group Contribution to Group Revenue (£’m) Adjusted EBITDA (£’m) 1 82 -3 643 0% -1% 16% 22% 1,349 247 47% 48% Switzerland TOTAL TOTAL £2,870m £515m Southern Africa Middle East 31% 37% Corporate 877 189 * Includes Intercare group investment in 18 multi-disciplinary primary care medical and dental centres. Slide 8 1 DIVERSIFIED INTERNATIONAL PRESENCE AND UNIFIED FOCUS PROVIDING A DIVERSIFIED SERVICE OFFERING Oncology Radiology Laboratory Internal Medicine Peadiatrics 3% 3% 3% 5% 24% Obstetrics & Gynaecology 7% 8% 23% GROUP Cardiology/ REVENUE Cardiothoracic 9% CONTRIBUTION Surgery FY18 70% 20% 10% Other 16% General Orthopaedics Surgery Acute In-patient Care: Out-patient Care: Day-case Care: 70% 23% 7% Slide 9 1 DIVERSIFIED INTERNATIONAL PRESENCE AND UNIFIED FOCUS SOUTHERN MIDDLE SWITZERLAND AFRICA EAST • Sophisticated • Full spectrum of services • Mixed business of hospitals world-class hospitals in community, tertiary and and out-patient activities quaternary facilities • Highly specialised • Experienced in out-patient medicine and centres • Extensive emergency consultation clinics, radiology of competence medicine activities and laboratory • Cancer care and • Centralised back-office • Comprehensive EHR radiology • Independent doctor model • Opportunity to develop an • Mixed and innovative integrated healthcare system • Fee-for-service doctor model environment transforming • Employed doctor model with • DRG environment to alternative models innovative approach • Evolving to DRG environment Notes: DRG - Diagnosis-Related Group EHR - Electronic Health Record Slide 10 1 DIVERSIFIED INTERNATIONAL PRESENCE AND UNIFIED FOCUS Heat map indicating the services provided across the continuum of care: Not provided Core service Slide 11 1 DIVERSIFIED INTERNATIONAL PRESENCE AND UNIFIED FOCUS TRACK GROUP POSITIONING RECORD APPROACH • Operate in developing • Strong empowered executive • Unique set of international and developed countries teams across all divisions skills, experience and and markets knowledge • Several functions coordinated • Combination of two centrally including: • Long-standing reputation as mature regions and a - Capital allocation a trusted, market-leading, growth region - Procurement healthcare service provider - Clinical services focused on: • Familiar with regulatory - Analytics - Patient safety perspectives and highly - ICT - Excellent clinical performance competitive environments - HR • Well positioned to deliver - Risk management long-term growth and returns for shareholders Slide 12 1 DIVERSIFIED INTERNATIONAL PRESENCE AND UNIFIED FOCUS Business Financial Improvement Benefits • Performance improvement • Revenue diversification through internal comparisons • Procurement synergies • Standards improvement • ICT licensing arrangements through centres of expertise • Shared resources in • Transfer of successful providing services practices across geographies • Shared resources in system • Group-wide collaboration on efficiencies global healthcare trends • Group financing Diversified International Healthcare Service Provider Slide 13 2 STRONG HEALTHCARE MARKET POTENTIAL Increase in demand Constraints in supply • Population growth • Budgetary constraints making it • Ageing populations difficult for governments to meet the increase in demand • Increased life expectancy • Cost escalation in complex • Growing burden of diseases environments very difficult to • Growing middle class manage by governments • Increased availability of medical information • Consumerism • New technology offering better treatment options and outcomes Slide 14 3 OUR UNIQUE APPROACH TO CREATING VALUE B D Quality of care Sector Dynamics Clinical performance Migration of care Measure & Improve New technology Governance Analytics A PATIENTS System provider FIRST Staff Coordinated care Doctors Operational efficiencies Payers Training & research Regulators Provision of Care Stakeholders C E Slide 15 3 OUR UNIQUE APPROACH TO CREATING VALUE A PATIENTS FIRST • Continually investing across the Group to improve patient experience • Press Ganey surveys at all divisions and internationally benchmarked • Multidisciplinary focus OVERALL MEAN SCORE RECOMMEND THE HOSPITAL (%) 100 2018 2017 100 MCI Hirslanden MCME** MCSA 83.5 90 87.7 80 74.9 84.4 72.7 69.3 81.9 83.3 82.4 82.1 81.9 80 60 70 40 24.1 20.3 20.9 60 20 14.4 3.3 4.3 4.5 1.6 1.5 0.5 2.1 2.2 50 0 MCI Hirslanden* MCME** MCSA Definitely YES Probably YES Probably NO Definitely NO *Hirslanden’s implementation of the Patient Experience Index took place during the 2018 financial year therefore there are no 2017 comparable results. **The MCME score is based on Dubai facilities as the Abu Dhabi facilities only implemented and entrenched the survey during the 2018 financial year. Slide 16 3 OUR UNIQUE APPROACH TO CREATING VALUE A PATIENTS FIRST Q V = C Create a supporting Structure provision information around the needs of technology platform the patient At the core is maximising the value for patients = achieving Robust measurement Create integrated of outcomes and cost the best outcomes at the care delivery per episode of care lowest cost systems Move towards global fees and value-based reimbursement Source: Adapted by Mediclinic from Porter, Michael E., and Thomas H. Lee. "The Strategy That Will Fix Health Care." Harvard Business Review 91, no. 10 (October 2013): 50–70 V = Value Q = Quality C = Cost Slide 17 3 OUR UNIQUE APPROACH TO CREATING VALUE B ENHANCING OUR QUALITY OF CARE Superior Developed a Clinical Clinical Performance Management Model Clinical Performance Patient Safety (Including Infection Prevention Effectiveness Efficiency Value-based Care Striving for superior and Control) clinical performance Clinical Governance Focus on measuring INPATIENT MORTALITY RATE Inpatient Mortalities / Admissions (%) and improving 2.0% 1.5% MCSA 1.0% Hirslanden Rate Strong clinical MCME 0.5% governance system 0.0% Jul Jul Oct Apr Oct Apr Jun Jan Jun Jan Feb Mar Feb Mar Nov Dec Nov Dec Aug Sep Aug Sep May May 2016 2017 2018 Period Slide 18 3 OUR UNIQUE APPROACH TO CREATING VALUE B ENHANCING OUR QUALITY OF CARE CLINICAL INDICATOR
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