DOCSLIB.ORG

Presentation Mediq – 30 June 2011 Agenda

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Presentation Mediq – 30 June 2011 Agenda 17 February 2011 Presentation Mediq – 30 June 2011 Agenda • Profile and strategy Mediq • Financials • Management agenda and outlook 1 Profile International provider of medical devices, pharmaceuticals and associated care • Revenues 2010 € 2.6 billion • 8,200 employees in 15 countries • Largest player in Dutch market • Attractive international platforms • Incorporated in 1899 • Listed on Euronext Amsterdam since 1992 2 Three distribution channels DIRECT INSTITUTIONAL PHARMACIES Homecare deliveries of medical Marketing, sales & distribution of Pharmacies devices, biopharmaceuticals and medical devices and and wholesaling the associated care pharmaceuticals to hospitals and other care institutions 3 Transformation In past 5 years, Mediq transformed from • Focus on pharmaceuticals to focus on medical devices • Dutch to multinational • OPG to Mediq 4 Active in 15 countries Norway • Direct Sweden • Institutional • Institutional Finland Denmark • Institutional USA • Direct • Direct • Institutional Netherlands Estonia/Latvia/ • Pharmacies Lithuania • Direct • Institutional • Institutional Poland Belgium • Pharmacies • Institutional France Hungary • Institutional • Direct Switzerland Germany • Institutional • Direct 5 5 Our mission We improve patients’ health with the best and most efficient healthcare delivery We do so by providing pharmaceuticals, medical devices and the associated care THE PATIENT IS AT THE CENTER OF EVERYTHING WE DO 6 Market trends Volume growth with aging population Price pressure to keep healthcare affordable Patients are increasingly well informed 7 7 Strategy Building an international company in healthcare • Growth Direct & Institutional • Strengthening leading pharmacy position (NL, P) • Efficiency improvement 8 8 Mediq Direct Enabling patients to cope more effectively with their condition • Discrete home deliveries • Ostomy/ diabetes/ incontinence/ woundcare supplies, respiratory care, enteral nutrition, biopharmaceuticals • 24X7 dedicated customer service and nurses • Brand neutral • 760,000 active patients 9 Mediq Direct Why we are the provider of choice MANUFACTURERS PATIENTS • Compliance programs for patients • Specific centres of expertise • Market intelligence • One stop shopping • Supply chain management • Reorder reminders • Nationwide delivery • Web services • Sales and market power • Ease of reimbursement • 24/7 customer service PRESCRIBERS PAYORS • Access to a broad assortment • Broad assortment of products & • Brand neutrality services • Ease of web-based prescription system • Cost effectiveness • Subcontractor for home treatment • Nationwide delivery • Management information • Management information • Innovative care concepts • Innovative care concepts 10 Mediq Institutional Partner for professionals • Marketing, sales and distribution to care institutions • Broad product range • Including training for professionals MEDICAL DEVICES PHARMACEUTICALS • Medical disposables • Wholesale for hospitals and nursing homes • Medical technical equipment • Cooperation with hospital pharmacies and • Service contracts support of their operational business • Training programmes 11 Mediq Institutional Customer segments NL BE FR DK GE NO SW FI EE LT LV CH CARE ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ INSTITUTIONS HOSPITALS ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ GPs & ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔ SPECIALISTS RETAIL ✔ ✔ ✔ ✔ ✔ ✔ ✔ INDUSTRY / ✔ ✔ ✔ OTHER LABORATORY ✔ ✔ ✔ ✔ ✔ 3RD PARTY ✔ ✔ LOGISTICS 12 Growth driver: Direct & Institutional •18 acquisitions in 5 years and solid organic growth •Consolidator in growing market € 1,041 mn CAGR 22% € 386 mn 2005 2010 13 Clear shift in profile Mediq EBIT ordinary activities 2005 2010 •Pressure on sales and EBIT of Pharmacy business 24% •Compensated by 42% steady growth 58% D&I 76% Direct & Institutional Pharmacies NL, Poland 14 Price fall in Dutch pharmacies Dutch spending on pharmaceuticals is lowest in Western Europe Average annual pharmaceutical spending per capita TEVA 15 capsules Pantoprazol € 1 Mars € 1 SFK – Jan 2011 15 Mediq Pharmacies Netherlands Adopting to changed market circumstances • Provide innovative full-service pharmaceutical care and healthcare related products and services ◦ In close cooperation with GPs, other primary healthcare providers ◦ Tailored to patient, paid for by insurers and suppliers ◦ Supported by specialist expertise of our direct companies • Complemented with broad range of OTC • Further centralisation and standardisation of back-office functions 16 From product margin to fee-for-service New healthcare modules to increase compliance • Online service for chronic users (mijnmedicijnkompas) • Hayfever sms / app • Blood sugar test on diabetes • Asthma/COPD check • Proactive repeat medication • Real Time Medication Monitoring (SIMpill) 17 Agenda • Profile and strategy Mediq • Financials • Management agenda and outlook 18 Strategic highlights 2010 Significant international expansion in Direct & Institutional Leading in a changing pharmacy market in the Netherlands Strengthening of Mediq brand and organisation 19 Highlights Q1 2011 • Revenues +7% driven by acquisitions Direct & Institutional • EBITA from ordinary operations + 14%; increase at all 3 segments • Net result -14% due to non-operational proceeds in Q1 2010 • Several significant acquisitions D&I in line with growth strategy • Further process optimisation at Pharmacies Netherlands • Incipient recovery wholesaling activities in Poland 20 Solid financial performance Pressure on sales and EBIT Pharmacy business… …compensated by steady growth D&I Sales, in € mn 2,730 EBIT, in € mn 2,477 2,603 2,634 132 2,281 783 125 593 109 469 882 1,041 61 102 97 52 1,129 1,168 1,142 1,093 68 86 1,070 75 68 72 759 869 718 663 525 32 19 19 5 4 3 5 5 2006 2007 2008 2009 2010 2006 2007 2008 2009 2010 DIRECT & INSTITUTIONAL PHARMACIES NETHERLANDS PHARMACIES POLAND** * Excluding non-operational items **known as Pharmacies International up until 2009, when Mediq still had pharmacy activities in Belgium PHARMACIES NETHERLANDS PHARMACIES POLAND* 21 Sound cash flow and capital structure Financial ratios well within Cash generative business covenants 12.2 11.2 11.8 10.4 9.5 INTEREST COVER MIN. 5X DEBT COVER MAX. 3.5X 1.9 1.5 1.3 1.1 1.1 Q1 10 Q2 10 Q3 10 Q4 10 Q1 11 FREE CASH FLOW CAPEX CASH FLOW FROM OPERATING ACTIVITIES 35% dividend pay out 22 Agenda • Profile and strategy Mediq • Financials • Management agenda and outlook 23 Outlook 2011 D&I • Revenue growth • Realisation further purchasing synergies • Operational (EBIT) margin 7% - 8% • EBITA margin 8% - 9% Pharmacies NL • Slight decline in revenues due to loss 30 Lloyds pharmacies at wholesale per June 2010 • - € 8 mn total effect of lower dispensing fee, lower claw back and preference policy; will be largely offset by cost savings and volume growth Pharmacies Poland • Revenue growth in line with market • Increase in profitability at both retail and wholesale operations 24 Management agenda 2011 Growth Direct & Institutional ◦ Organic growth ◦ International acquisitions ◦ Expand collaboration Mediq Pharmacies NL ◦ Expand combined sourcing ◦ Expansion exclusive distribution agreements Strengthening leading pharmacy formula ◦ Organic growth; increase sales from additional services and OTC ◦ Further collaboration with other healthcare providers and insurers in NL Increase efficiency ◦ Centralisation and standardisation ◦ Optimise logistics wholesale operations in Poland 25 Mediq in short Attractive market fundamentals Leading market positions Successful execution of strategy Solid financial performance Sound cash flow and capital structure 26 .
Load more

Recommended publications
  • Facts and Figures 2014 on Pharmaceutical Care in the Netherlands
    Facts and figures 2014 On pharmaceutical care in The Netherlands FACTS AND FIGURES 2014 1 Table of contents Introduction 5 Facts and figures in brief 9 13 33 1 The Netherlands 2 Medicines 1.1 Pharmaceutical care in the Dutch 2.1 Expenditure on medicines 33 health insurance system 13 2.2 Medicine users 35 1.2 Development of expenditure 15 2.3 Non- and conditionally reimbursed 1.3 Use of medicines 17 medicines 37 1.4 Development of medicine prices 19 1.5 Market shares per product group 22 1.6 Health care insurers 24 1.7 Availability of medicines 26 1.8 Medicine use in Western Europe 28 3 Pharmacies 41 49 3.1 Independent pharmacies and in 2013 pharmacy chains 41 4 Key figures pharmaceutical care 3.2 Community pharmacy revenues 44 3.3 Community pharmacy personnel 46 2 FACTS AND FIGURES 2014 3 Introduction TheFoundation Foundation for Pharmaceutical for Pharmaceutical Statistics (Stichting Farmaceutische Statistics Kengetallen (SFK)) has been collecting, monitoring and analysing detailed data on the use of medicines in the Netherlands since 1990. SFK obtains its information from a panel of pharmacists who currently represent 95% of all community pharmacies in the Netherlands. National figures based on the data provided by the panel are calculated using a stratification method developed by SFK, which incorporates both data supplied by SFK-affiliated pharmacies and available data on non-affiliated pharmacies and takes into account factors such as the size of the patient population and the location of the pharmacy. Every time a pharmacy dispenses a prescription, SFK gathers and records data on the dispensed medicines and/or materials, the dispensing pharmacy, the reimbursing (or non-reimbursing) health care insurer, the prescribing doctor and the patient for whom the prescription was issued.
    [Show full text]
  • Overview of the Utilisation of Automated Decision Support Tools at Dispensing in the Pharmacies in the European Countries
    Overview of the utilisation of automated decision support tools at dispensing in the pharmacies in the European countries Master thesis in Pharmacy Mathias Landerdahl The Pharmacy Program Gothenburg, Sweden 2010 ”Overview of the utilisation of automated decision support tools at dispensing in the pharmacies in the European countries” Mathias Landerdahl, 2010 Table of contents Acknowledgements ................................................................................................................2 Abstract..................................................................................................................................3 Introduction............................................................................................................................4 Methods .................................................................................................................................9 Results .................................................................................................................................12 Discussion............................................................................................................................20 References............................................................................................................................25 Appendix 1 – Background letter and questionnaire ...............................................................28 Appendix 2 – Reviewed questionnaire and background letter ...............................................33
    [Show full text]
  • Mediq Holding BV Annual Report 2018
    Mediq Holding BV Annual report 2018 1 CONTENTS Director’s report .......................................................................................................................... 4 Consolidated income statement .............................................................................................. 11 Consolidated statement of comprehensive income .............................................................. 12 Consolidated balance sheet .................................................................................................... 13 Consolidated statement of changes in equity ....................................................................... 14 Consolidated statement of cash flows ................................................................................... 16 Notes to the consolidated financial statements .................................................................... 18 1 Reporting entity ...................................................................................................... 18 2 Basis of preparation ............................................................................................... 18 3 Significant accounting policies ............................................................................... 21 4 Composition of Mediq ............................................................................................. 34 Notes to the consolidated income statement ...................................................................... 345 5 Net sales ...............................................................................................................
    [Show full text]
  • Realizing Potential
    REALIZING POTENTIAL GLOBAL HIGHLIGHTS REVIEW 2013/14 CONTENTS 01 Introduction HOW WE PERFORMED 02 Our year in numbers 04 Message from our partners 06 Business review 08 Sector focus: Business and Financial Services 09 Case studies: InverCap Holdings and Vantiv 10 Sector focus: Healthcare 11 Case studies: American Heart of Poland (AHP) and Mediq 12 Sector focus: Industrial 13 Case studies: Ocensa and Oxea 14 Sector focus: Retail, Consumer and Leisure 15 Case studies: The Coffee Bean & Tea Leaf and DOUGLAS Holding 16 Sector focus: Technology, Media and Telecoms (TMT) 17 Case studies: KMD and P2 Energy Solutions 18 Portfolio company listing 19 Advent investing in communities: CARE Hospitals ABOUT US 20 Advent at a glance 22 Environment, social and governance 24 The partnership 25 Advent offices Important Notice All data supplied is as of March 31, 2014 unless otherwise stated. Figures with a $ are in US dollars. NOT AN OFFER These materials are not an offer to sell any securities or a solicitation of an offer to buy any securities. Any offer or solicitation relating to the securities of one or more investment funds (the “Advent Funds”) managed or advised by Advent International Corporation (“Advent International”) may only be made by delivery of a Private Placement Memorandum of such Advent Fund and only where permitted by law. PAST PERFORMANCE Past performance is not indicative of future performance, and there can be no assurance that the Advent Funds will achieve comparable results in the future. PROJECTIONS AND FUTURE PERFORMANCE These materials may include information about prior performance and projections of anticipated future performance or results of one or more Advent Funds (including, without limitation, one or more investments made by the Advent Funds) and other forward-looking statements.
    [Show full text]
  • Mediq & Social Responsibility
    CSR REPORT 2020 Mediq & social responsibility At Mediq, our purpose is to help people with chronical illness live better lives and to support the professionals who care for them. We take responsibility for our impact on our employees and the environment as well as our impact on society. CSR REPORT 2020 Mediq’s CSR strategy is based on two leading sustainability dimensions, aligned with UN Sustainable Development Goals. ‘Health system strengthening’ and ‘Patient empowerment and well-being’ are our two leading pillars with the corresponding transformations to accelerate across markets and therapy areas, which contribute to SDG 3 ‘Ensure healthy lives and promote well-being for people all at all ages’. This is where Mediq can make the biggest positive impact to build a sustainable future. Furthermore, our CSR strategy also builds on three supportive operational pillars. “At Mediq, we take pride in the societal value we bring to healthcare providers and patients. In 2020, we aligned as a group and built a foundation for our Corporate Social Responsibility agenda. As part of out renewed group strategy, we are redefining our CSR stories. Our two strategic areas of focus are ‘Health system strengthening’ and ‘Patient empowerment’. Besides these two leading pillars, every day, we take responsibility for our people, the environment and society. This means delivering the right services for patients and professional customers, providing a good working environment, minimizing the environmental impact of our operations and making a difference in the communities in which we operate. We aim to continuously live up to the highest standards of governance and to grow Mediq responsibly and sustainably while setting ourselves clear goals and targets that can be measured and reported on.
    [Show full text]
  • Case M.9711 - ALLIANCE HEALTHCARE DEUTSCHLAND / GEHE PHARMA HANDEL
    EUROPEAN COMMISSION DG Competition Case M.9711 - ALLIANCE HEALTHCARE DEUTSCHLAND / GEHE PHARMA HANDEL Only the English text is available and authentic. REGULATION (EC) No 139/2004 MERGER PROCEDURE Article 6(1)(b) NON-OPPOSITION Date: 17/08/2020 In electronic form on the EUR-Lex website under document number 32020M9711 EUROPEAN COMMISSION Brussels, 17.08.2020 C(2020) 5738 final PUBLIC VERSION In the published version of this decision, some information has been omitted pursuant to Article 17(2) of Council Regulation (EC) No 139/2004 concerning non-disclosure of business secrets and other confidential information. The omissions are shown thus […]. Where possible the information omitted has been replaced by ranges of figures or a general description. To the notifying party Subject: Case M.9711 – Alliance Healthcare Deutschland AG / GEHE Pharma Handel GmbH Commission decision pursuant to Article 6(1)(b) of Council Regulation No 139/20041 and Article 57 of the Agreement on the European Economic Area2 Dear Sir or Madam, (1) On 10 July 2020, the European Commission received notification of a proposed concentration pursuant to Article 4 of the Merger Regulation by which Alliance Healthcare Deutschland AG (“Alliance”, Germany) acquires sole control of Gehe Pharma Handel GmbH, Gehe Immobilien GmbH & Co. KG and Gehe Immobilien Verwaltungs-GmbH (together “Gehe” or the “Target”, Germany) (the “Transaction”).3 (Alliance is designated hereinafter as the 'Notifying Party' and together with Gehe as the 'Parties'.) 1 OJ L 24, 29.1.2004, p. 1 (the “Merger Regulation”). With effect from 1 December 2009, the Treaty on the Functioning of the European Union (“TFEU”) has introduced certain changes, such as the replacement of “Community” by “Union” and “common market” by “internal market”.
    [Show full text]
  • EHR-QTN Thematic Network on Quality Labelling and Certification of EHR Systems
    EHR-QTN Thematic Network on Quality Labelling And Certification of EHR Systems Project Reference: 238912 Area: Objective 1.6 “Improving certification of eHealth products” Budget: 789.000 Euro Execution: 01/02/2009 - 31/01/2012 Contract type: ICT Policy Support Programme TN Thematic Network http://www.eurorec.org & http://ehrqtn.eurorec.org Most national health authorities are willing EHR-QTN is a Thematic Network project that to improve the quality, the functionality and prepares the health community across Europe for the interoperability of the existing systems on systematic and comparable quality assurance and their market. Users of those systems would like to certification of e-Health products, more specifically rely on a quality label when acquiring such an EHR of the Electronic Healthcare Record systems. The system. Suppliers of the systems understand that project fits with objective 1.6 of the 2nd Call for quality assurance can even be profitable for their Proposals for the CIP-ICT PSP program: business. “Improving certification of eHealth products”, more specifically where the work program refers Starting certification nevertheless requires to the “good practice requirements as elaborated perseverance as it is often difficult to deploy. by EuroRec”. EuroRec is offering tools to facilitate this deployment. A number of sometimes essential stakeholders on the other hand still needs to be Beneficiaries: convinced. • European Institute for Health Records: coordinator • ProRec Austria This project promotes certification by organising • ProRec Belgium national workshops in 27 different European • RAMIT - Belgium countries, by validating the EuroRec functional • ProRec Bulgaria - Bulgaria statements (over 1.400 statements), translating a • Hrvatsko drustvo za medicinsku informatiku - Croatia substantial set of them in over 20 different • Cypriotic Society for Medical Informatics - Cyprus European languages and by validating the EuroRec • České národní fórum pro eHealth, o.s – Czech Republic certification tools and certification procedures.
    [Show full text]
  • Unclassified DAF/COMP/WP3/WD(2016)67
    Unclassified DAF/COMP/WP3/WD(2016)67 Organisation de Coopération et de Développement Économiques Organisation for Economic Co-operation and Development 10-Nov-2016 ___________________________________________________________________________________________ _____________ English - Or. English DIRECTORATE FOR FINANCIAL AND ENTERPRISE AFFAIRS COMPETITION COMMITTEE Unclassified DAF/COMP/WP3/WD(2016)67 Cancels & replaces the same document of 04 November 2016 Working Party No. 3 on Co-operation and Enforcement AGENCY DECISION-MAKING IN MERGER CASES: FROM A PROHIBITION DECISION TO A CONDITIONAL CLEARANCE -- Note by the Netherlands -- 28-29 November 2016 This document reproduces a written contribution from the Netherlands submitted for Item 4 of the 124th meeting of the OECD Working Party No. 3 on Co-operation and Enforcement on 28-29 November 2016. More documents related to this discussion can be found at www.oecd.org/daf/competition/agency-decision- making-in-merger-cases.htm Please contact Ms. Despina Pachnou if you have any questions regarding this document [phone number: +33 1 45 24 95 25 -- E-mail address: [email protected]]. English JT03405179 Complete document available on OLIS in its original format - This document and any map included herein are without prejudice to the status of or sovereignty over any territory, to the delimitation of Or. English international frontiers and boundaries and to the name of any territory, city or area. DAF/COMP/WP3/WD(2016)67 -- THE NETHERLANDS -- 1. Introduction 1. To aid the discussion on ‘Agency decision-making in merger cases’ we set out in this contribution the legal framework applicable to remedies in merger cases in the Netherlands. In addition, we provide examples of two recent merger cases that have been prohibited by ACM.
    [Show full text]
  • Dio F.C.M. Van Gils Curriculum Vitae
    Dio F.C.M. van Gils Curriculum Vitae PERSONALIA: Name: Dio F C M van Gils Address: Amsterdam, Netherlands Telephone: (+31) 654671171 Email: [email protected] Place of birth: Geldrop, Netherlands Nationality: Dutch Sex: Male RECENT WORKING EXPERIENCE: Manager studentservice a.i. NCOI Hilversum October 2017 – Januari 2019 Branche education Operational management of a customer contact center 90 fte / 6 teamleads. Several improvements Manager Customer Services a.i. MediQ/CombiCare De Meern February 2017- September 2017 Branche: Healthcare Crisismanagement: improvement of processes (customer journey), NPS, illnesspercentage, Culture. Managing a team of 6 teamleads: 125 fte Contract 6 months Manager Customer satisfaction CCO a.i. Loi Leiderdorp May 2016 – January 2017 Branche: Education Responsible for improvement Customer satisfaction, Customer journey and Customer Contact Center: Plan + Outlines: temporary until January 1, 2017 Manager Competence Center a.i. Sixt car rental Dec 2014 – Mei 2016 Branche: Automotive Improvement and professionalisation of the Customer Contact & Customer experience Manager Customer Experience a.i. Driessen Eindhoven Febr 2014- September 2014 Branche automotive A.i. assignment: 6 months: Improvement and optimization of the customer contact and customer experience. Ambition: creation of a leading customer experience in the automotive industry. Comercialising the Customer Contact (from cost to profitcenter: increasing (after) sales turnover Changemanager- consultant a.i. RDC inMotiv Vianen July 2013- Januari 2014 Branche: data Responsible for Change management: coaching, leading and guiding employees and MT staff through some difficult change and re-organisation. Competence management, employee satisfaction, efficiëncy (Lean), etc. Proces Management; total review of the primary processes of RDC inMotiv. Management of following teams: Projects, Marketing and Client administration.
    [Show full text]
  • Oriola-KD Corporation
    Oriola•KD Corporation Eero Hautaniemi President & CEO Oriola•KD Corporation Nomura Healthcare Conference London, 28 June 2012 Size of pharma market 2011, 18 €billion Net sales 2011 EUR 2.1 €billion 4 854 employees end of 2011 Baltics Finland Baltics Baltics Finland 1 €billion 2% 2 €billion Finland 1% 10% Russia 18% Russia 32% Russia Sweden 12 €billion Sweden 64% 25% 3 €billion Sweden 49% SWEDEN Wholesale Q1/2012 * • Pharmaceutical Wholesale, 617 Me FINLAND • Pharmaceutical Retail, 483 Me • Pharmaceutical Wholesale, 336 Me • 209 pharmacies • Consumer Health 45 Me Country Market Position Market Share Finland No. 2 ~47 % Sweden No. 2 ~36 % Russia No. 7 ~5 % RUSSIA Baltics • ~5•10 % • Pharmaceutical Wholesale, 590 Me • Pharmaceutical Retail, 130 Me • 249 pharmacies Retail Q1/2012 * Country Market Position Market Share Sweden No. 3 ~13 % BALTICS Russia No. 3 ~6•8 % Moscow • Pharmaceutical Wholesale, 34 Me No. 8 ~1 % Russia 2 28 June 2012 * Source: IMS Health & Pharmexpert 04/12 Transformation Completion of Entering Swedish Russian acquisition Pharmaceutical Acquisition of 03 Apteka Demerger of Orion and Entering Russian retail market preparation of Oriola•KD’s pharmaceutical retail pharmacy chain in Moscow stock listing and wholesale market New vision, mission and values Stock listing Common Oriola brand for Net wholesale Sales Dental Trade Preparation Me joint venture of Pharmacy Sale of Healthcare Sale of remaining 30 per cent holding with Lifco business in Trade business to Mediq of Dental Trade business to Lifco 2500 Sweden 2000 2146 1500 1929 1000 1713 1581 500 1377 1335 0 2006 2007 2008 2009 2010 2011 Inv. 20 30 125 25 200 30 430 M€ Div.
    [Show full text]
  • Facts and Figures 2010 3 Introduction
    Table of contents Introduction 5 F 9 Facts and igures 2010 - a brief outline 1.1 Development of expenditure 15 1 1.2 The S Netherlandstructural increase in expenditure on medicines 17 1.3 Use of medicines by age group and gender 21 1.4 Pharmacy fees 23 1.5 Industry agreements on medicine pricing 27 1.6 Development of medicine prices 30 1.7 Market shares per product group 32 1.8 The Drug Reimbursement System 35 1.9 Medicine use in Western Europe 37 40 2.1 Expenditure on medicines 40 2 2.2 Medicines Prescriptions 45 2.3 New medicines 48 2.4 Integral financing for chronic conditions 50 2.5 Non- and conditionally reimbursed medicines 59 63 3.1 Independent pharmacies versus pharmacy chains 63 3 3.2 Pharmacies Community pharmacy turnover 65 3.3 Dispensing fees 67 3.4 Financing of practice costs 70 3.5 The consequences of the NZa audits 72 3.6 Health insurer contracts 73 3.7 Personnel and workload 75 3.8 Pharmacists and the labour market 78 3.9 Quality indicators 81 85 4 Key figures for pharmaceuticals 2009 2 FACTS AND FIGURES 2010 3 Introduction The Foundation for Pharmaceutical Statistics (SFK) has been collecting, monitoring and Theanalysing Foundation detailed data on the use for of medicines Pharmaceutical in the Netherlands since Statistics 1990. SFK obtains its information from a panel of pharmacists who represent 1,836 of the 1,981 community pharmacies in the Netherlands. Between them, the 1,836 pharmacies represented by the SFK panel dispense medicines, medical appliances and dressing materials to 15.3 million Dutch people.
    [Show full text]
  • Mediq Norge AS to Readers of the Report
    Report on Responsible Business Conduct 2019 for Mediq Norge AS To Readers Of The Report Business is key for the achievement of the Sustainable Development Goals (SDGs). A well-functioning and responsible business community contributes to sustainable development through job creation and innovative solutions to global challenges. However, business operations can also have a negative impact on people, the planet and the society. Members of Ethical Trade Norway have committed themselves to work with due diligence for a more sustainable business practice. The basis of this work is Ethical Trade Norway’s Declaration of Principles, which covers the decent work agenda, human rights, environment/climate, anti-corruption and animal welfare. Members are obliged to report annually on challenges they face and on measures carried out to address these. The reporting template is this year for the first time based on the OECD due diligence model. It is new for us and new for our members. It is this report you are currently holding in your hands. The report is publicly available on our website. The template seeks to respond to the expectations concerning due diligence for responsible business conduct as described in the UN Guiding Principles on Business and Human Rights and OECD Guidelines for Multinational Enterprises. Ethical Trade Norway’s report covers essential elements of the Global Report Initiative (GRI) reporting framework and can be used as a progress report for the Global Compact. Heidi Furustøl Executive Director Ethical Trade Norway | Mediq Norge AS | 2 Due diligence This report is based on the UN Guiding Principles on Business and Human Rights and the OECD model for Due Diligence for Responsible Business Conduct.
    [Show full text]