Annual Financial Report

RNS Number : 7063B

Mediclinic International PLC

21 June 2016

 

Mediclinic International plc
(Incorporated in England and Wales)
Company Number: 08338604
LSE Share Code: MDC

JSE Share Code: MEI
NSX Share Code: MEP

ISIN: GB00B8HX8Z88

21 June 2016

POSTING OF ANNUAL REPORT AND FINANCIAL STATEMENTS, NOTICE OF ANNUAL GENERAL MEETING AND PROXY FORM

Mediclinic International plc (the "Company") has today posted to shareholders its Annual Report and Financial Statements in respect of the financial year ended 31 March 2016 ("2016 Annual Report"), as well as the Notice of Annual General Meeting and Form of Proxy in relation to the Company's annual general meeting to be held on Wednesday, 20 July 2016 at the Rosewood London Hotel, 252 High Holborn, London, WC1V 7EN at 15:00 (UK time).

In accordance with Listing Rule 9.6.1, the above documents will be submitted to the UK Listing Authority via a National Storage Mechanism and will shortly be available to the public for inspection at www.morningstar.co.uk/NSM

The documents are also available on the Company's website at www.mediclinic.com.

The Company released its preliminary results on 25 May 2016 (RNS No. 1973Z), and this announcement should be read in conjunction with this. The financial information contained in the preliminary results announcement does not constitute the Company's statutory accounts for the years ended 2015 and 2016 but is derived from those accounts. Statutory accounts for 2016 will be delivered to the Registrar of Companies in due course. The Auditors have reported on those accounts; their report was (i) unqualified, (ii) did not include a reference to any matters to which the Auditors drew attention by way of emphasis without qualifying their report and (ii) did not contain a statement under Section 498(2) or (3) of the Companies Act 2006. The text of the Auditors' report can be found in the Company's full Annual Report and Financial Statements on the Company's website.  

Registered address: 1st Floor, 40 Dukes Place, London, EC3A 7NH, United Kingdom

Website: www.mediclinic.com

JSE sponsor: Rand Merchant Bank (A division of FirstRand Bank Limited)

NSX sponsor: Simonis Storm Securities (Pty) Ltd

Enquiries:

Victoria Dalby              

Capita Company Secretarial Services Limited

[phone]

Victoria Geoghegan/Liz Morley/Nick Lambert/Aarti Iyer

Bell Pottinger

[phone]

APPENDICES

The following appendices should be read in conjunction with, and not as a substitute for, reading the full 2016 Annual Report. Take note that references and definitions in the text below are as in the 2016 Annual Report.

APPENDIX A: PRINCIPAL RISKS

The Company's principal risks are detailed below. For further information on the risks for the financial year ended 31 March 2016 please refer to the 2016 Annual Report. 

PRINCIPAL RISK	DESCRIPTION OF RISK	MITIGATION OF RISK
Regulatory risk	Adverse changes in laws and regulations impacting on the Group or the failure to comply with laws and regulations which may result in losses, fines, prosecution or damage to reputation. The risk also includes ethical and governance risks that refer to unexpected negative consequences of unethical actions or the failure of the control and oversight mechanisms which were designed and implemented to uphold the ethical standards and controls of the Group.	·    Proactive engagement strategies with stakeholders ·    Health policy units created to conduct research and, provide strategic input into, reform processes ·    Active industry participation across all platforms ·    Company secretarial and/or legal departments support operational management, monitor regulatory developments and, where necessary, obtain expert legal advice for the effective implementation of compliance initiatives ·    Compliance risks identified and assessed as part of departmental risk registers ·    Visible ethical leadership ·    Monitoring and investigation of incidents reported on the Ethics line ·    Board level oversight
Competition	The risk relating to the uncertainty created by the existence of competitors or the emergence of new competitors with their own strategies.	·    Proactive monitoring ·    Strategic planning processes ·    Quality and value of care processes
Business investment and acquisition risks	The increased financial exposure relating to major strategic business investments and acquisitions. During the last financial year, Mediclinic made strategic investments in Spire Healthcare, as well as acquired the Al Noor Hospitals Group.	·    Strategic planning processes ·    Due diligence processes ·    Investment mandates ·    Board oversight ·    Post-acquisition management processes
Economic and business environment	The downturn in the general economic and business environment, including all those factors that affect a company's operations, customers, competitors, stakeholders, suppliers and industry trends. The business environment risk includes the power of funders and the potential negative impact on tariffs and fees resulting from the shift of the relative negotiating power towards funders, away from healthcare service providers.	·    Systems to monitor developments in the economic and business environment of trends and early warning indicators ·    Proactive monitoring and negotiation by Group's Funder Relations Departments ·    Focus on quality and continuum of care to reinforce company position
Operational and credit risks	Operational risk refers to various types of operational events with a potential for financial loss. Credit risk is the risk of loss due to a funder's inability to pay the outstanding balance owing, default by banks and/or other deposit-taking institutions, or the inability to recover outstanding amounts due from the patient.	·    Preservation of a sound internal financial control environment ·    Effective risk management processes ·    Extensive combined assurance processes ·    Monitoring of operations through KPI's ·    Continuous enhancement of operational efficiency and cost reduction ·    Regulated minimum solvency requirements for funders. ·    Monitoring of approved funders ·    Treasury policy ·    Board level oversight
Availability and cost of capital (Including financing and liquidity risk)	The cost, terms and availability of capital to finance strategic expansion opportunities and/or the refinancing or restructuring of existing debt which has been affected by prevailing capital market conditions. The impact of negative interest rates currently prevalent in Switzerland.	·    Long-term planning of capital requirements and cash-flow forecasting ·    Scrutiny of cash-generating capacity within the Group ·    Proactive and long-term agreements with banks and other funders relating to funding facilities ·    Monitoring of compliance with requirements of debt covenants ·    Further details on capital risk management and the Group's borrowings are contained in the annual financial statements
Clinical risks	All clinical risks associated with the provision of clinical care resulting in undesirable clinical care or clinical outcomes. The risks include a pandemic and disease outbreak: A pandemic is an epidemic of infectious disease that is spreading through human populations across a large region. Disease outbreak involves highly infectious diseases with a high mortality rate. Such risks may also result in damage to the Mediclinic brand equity. Brand equity refers to the value of the Group's brand names.	·    Refer to the Clinical Services Report for a detailed analysis of the strategies to manage and monitor clinical risks ·    A group-wide clinical risk register implemented per platform ·    Accreditation processes ·    Clinical governance processes ·    Monitoring of clinical performance indicators ·    Implementation of comprehensive processes for infection  control and prevention ·    Marketing and communication strategies ·    Focus on quality management processes ·    Stakeholder engagement and disclosure strategies
Information systems security and  availability risk	Information systems security risk (including cyber risk) relates to the unauthorised access to information systems, failure of data integrity and confidentiality. Availability risk relates to the instances where systems are not available for use by its intended users. A risk which is closely associated with Information Systems risk is project delivery. Project Delivery risk refers to issues or occurrences that may potentially interfere with successful completion of projects, including its scope, timeliness and appropriateness of delivery.	·    Comprehensive IT logical access, change and physical access controls ·    Disaster recovery planning ·    System design and architecture ·    Group ICT security committee ·    Experienced project management team ·    Proactive monitoring and oversight ·    Reallocation of tasks and resources
Quality and stability of operational services	The risk refers to the quality of service and the stability of the operations. It includes but is not limited to: ·      Incidents of poor service or incidents where operational management fail to respond effectively to complaints. ·      Operational interruptions which refers to any disruption of the facility and may include the threat of disrupted power or water supply. ·      Fire and allied perils causing damage or business interruption.	·    Patient satisfaction surveys (both internal and external) ·    Complaints monitoring ·    Training programmes ·    Supervision of service levels ·    Emergency backup power generation ·    Emergency planning ·    Plans to deal with disasters ·    Extensive fire-fighting and detection systems, including comprehensive maintenance processes. ·    Comprehensive insurance to deal with financial impact of potential disasters
Availability, recruitment and retention of skilled resources and medical practitioners	The availability and support of admitting doctors, whether independent or employed, are critical to the services the Group provides. There is a shortage of skilled labour, particularly a shortage of qualified and experienced nursing staff in Southern Africa.	·    Monitoring of doctor satisfaction, movement and doctors' profiles ·    Details on the relationship with doctors provided in the Sustainable Development Report. ·    The employment, recruitment and retention strategies explained in the Sustainable Development Report. ·    Extensive training and skills development programme, and foreign recruitment program, further explained in the Sustainable Development Report.

APPENDIX B: RELATED-PARTY TRANSACTIONS

The following description of related-party transactions involving the Company and its subsidiaries during the financial year ended 31 March 2016 is extracted from page 200 of the 2016 Annual Report and is repeated in this announcement solely for the purpose of complying with DTR 6.3.5:

		GROUP
		2016 GBP'm	(Restated) 2015 GBP'm
33.	RELATED-PARTY TRANSACTIONS Remgro Limited owns, through various subsidiaries (Remgro Healthcare Holdings (Pty) Ltd, Remgro Health Limited and Remgro Jersey GBP Limited) 44.56% (2015:41.35%) of the Company's issued share capital.
	The following transactions were carried out with related third parties:
i)	Transactions with shareholders
	Share subscription - Remgro Group and its subsidiaries In addition to the share subscription (February 2016), Remgro also participated in the Rights Offer (August 2015). Remgro Management Services Limited (subsidiary of Remgro Limited) - Managerial and administration fees* - Internal audit services* - Management fee relating to the acquisition of equity investment (Spire Healthcare Group plc) - Underwriting fees in respect of the rights offer	600 - - 2 4	- - - -  -
	Balance due to	-	-
	V&R Management Services AG (subsidiary of Remgro Limited) - Administration fees*	-	-
	Acquisition of equity investment (Spire Healthcare Group plc) - During the period under review, Mediclinic International Limited and Remgro Limited jointly negotiated the terms of the transaction to acquire an equity investment in Spire Healthcare Group plc with the seller. Refer to note 29 for additional information.
ii)	Key management compensation
	Key management includes the directors (executive and non-executive) and members of the Executive Committee.
	Salaries and other short term benefits - Short-term benefits  - Post-employment benefits* - Share-based payment	4 4 - -	3 3 - -
iii)	Transactions with associates
	Zentrallabor Zürich (ZLZ) - Fees earned  - Purchases	(1) 7	(1) 7
	Spire Healthcare Group plc - Non-executive director fee*	-	n/a
	*Amount is less than £0.5m.

APPENDIX C: DIRECTORS' RESPONSIBILITY STATEMENT

The consolidated financial statements are prepared in accordance with International Financial Reporting Standards as adopted by the European Union and are based on appropriate accounting policies consistently applied and supported by reasonable and prudent judgements and estimates.

The directors are responsible for preparing the annual financial statements in accordance with applicable law and regulations.

Company law requires the directors to prepare financial statements for each financial year. Under that law the directors have prepared the group and parent company financial statements in accordance with International Financial Reporting Standards (IFRSs), as adopted by the European Union. Under company law, the directors must not approve the financial statements unless they are satisfied that they give a true and fair view of the state of affairs of the group and the company and of the profit or loss of the company and group for that period. In preparing these financial statements, the directors are required to:

• select suitable accounting policies and then apply them consistently;

• make judgements and accounting estimates that are reasonable and prudent;

• state whether applicable IFRSs, as adopted by the European Union, have been followed, subject to any material departures disclosed and explained in the financial statements;

• prepare the financial statements on the going concern basis, unless it is inappropriate to presume that the company will continue in business.

The directors are responsible for keeping adequate accounting records that are sufficient to show and explain the Company's transactions and disclose with reasonable accuracy at any time the financial position of the Company and the Group and enable them to ensure that the financial statements and the Directors' Remuneration Report comply with the Companies Act 2006 and, as regards the Group financial statements, Article 4 of the IAS Regulation. They are also responsible for safeguarding the assets of the Company and the Group and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

The directors are responsible for the maintenance and integrity of the Company's website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.

The directors consider that the Annual Report, taken as a whole, is fair, balanced and understandable and provides the information necessary for shareholders to assess the Company's position, performance, business model and strategy.

The directors confirm that, to the best of their knowledge:

• the Group financial statements, which have been prepared in accordance with IFRSs as adopted by the EU, give a true and fair view of the assets, liabilities, financial position and profit of the Group; and

• the Directors' Report, Risk Management Report (including Viability Statement), Financial Review and Divisional Reviews contained in the Annual Report includes a fair review of the development and performance of the business and the position of the Group, together with a description of the principal risks and uncertainties that it faces.

The consolidated financial statements have been prepared on a going concern basis and the directors believe that the Group will continue to be in operation in the foreseeable future.

The consolidated financial statements set out in the Annual Report and Financial Statements have been approved by the Board of Directors and are signed on their behalf by:

Danie Meintjes                                              Craig Tingle

Director                                                        Director

London

25 May 2016

 

END

 

 

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