Our objective

Mediclinic’s overall objective is to generate long-term shareholder value through:

  • putting Patients First;
  • improving efficiencies;
  • continuing to grow; and
  • investing in employees.
Strategic priorities Description Progress 2016/17 FY Aims 2017/18 FY

PUTTING PATIENTS FIRST – SUPERIOR CLINICAL PERFORMANCE IN A SAFE CLINICAL ENVIRONMENT

More information on this priority is included in the Clinical Services Overview and the Sustainable Development Highlights (material issue 1), as well as the more detailed Clinical Services Report and the Sustainable Development Report.

The Group strives to ensure that the clinical services provided across all platforms are effective, efficient and occur within a safe clinical environment.
  • Reinforced clinical governance by reconstituting the Quality Committee as a Clinical Performance and Sustainability Committee of the Board, designing a clinical performance model, and strengthening the Group leadership team.
  • Created alignment across the Group through standardised clinical key performance indicator reporting.
  • In Southern Africa, increased the number of hospital clinical managers to 11; progressed on key clinical performance indicators; improved transparency by reporting hospital-specific clinical performance indicators to medical schemes; and elevated the reporting and investigation of serious adverse events.
  • In Switzerland, progressed with the clinical information system; and successfully initiated a pilot project on patient-related outcome measurement relating to joint replacements.
  • In the Middle East, developed a clinical strategy for the combined business (post the Al Noor Combination); revised the clinical strategy for each business unit; and selected an electronic health record system.
  • Further refine the clinical performance model and indicators.
  • Develop clinical services initiatives for the benefit of the Group.
  • In Southern Africa, improve the processes that prevent serious adverse events; and refine nursing workforce effectiveness.
  • In Switzerland, identify patient pathways qualifying for standardisation.
  • In the Middle East, implement standardised outcome databases; commence roll-out of standardised electronic health record system; and set centralised clinical strategies for key service lines.

PUTTING PATIENTS FIRST – IMPROVED PATIENT EXPERIENCE

More information on this priority is included in the Clinical Services Overview and the Sustainable Development Highlights (material issue 1), as well as the more detailed Clinical Services Report and the Sustainable Development Report.

The Group focuses on improved patient experience in processes, accommodation and aesthetics, meals and nutrition, interactions with doctors, points of care and hospitality towards visitors and family.
  • Rolled out the patient experience index in Switzerland.
  • Managed the patient experience indices and set targets for improvement in Southern Africa and Middle East (Dubai business).
  • In Southern Africa, improved data quality, hosted workshops, developed focused and appropriate action plans; and developed and implemented a complaint handling component of a stakeholder relationship management system.
  • In the Middle East, improved facilities in especially the Abu Dhabi/Al Ain businesses; aligned revenue management processes to become more patient centred; upgraded the contact centre services for patients; ran clinical communication training; and conducted patient experience training for hospital and contracted staff aligned with the rebranding in Abu Dhabi/Al Ain.
  • Further refine patient experience index and set targets for improved performance across the Group.
  • In Southern Africa, release a summary of the patient experience index publicly; standardise communication with patients and family; and complete the implementation of hourly rounding, handover in front of patients and flexible visiting hours initiatives.
  • In Switzerland, analyse patient experience index of new system and determine action plans.
  • In the Middle East, continue to roll out and embed the standardised patient experience index across the combined business (post the Al Noor Combination).

PUTTING PATIENTS FIRST – DELIVER INTEGRATED AND COORDINATED CARE

More information on this priority is included in the Clinical Services Overview and the more detailed Clinical Services Report.

The Group is gradually moving towards a better integrated healthcare delivery model, with a key focus on improving collaboration and coordination between clinical care providers.
  • In Southern Africa, strengthened the clinical management at hospital level, shared information with doctors; commenced with a pilot project at five hospitals to lay the foundation for improved collaboration with doctors; and pioneered an integrated hip and knee replacement protocol at 35 hospitals with good support from orthopaedic surgeons and medical schemes.
  • In Switzerland, set a policy for indication quality and the introduction of indication boards; commenced a project to introduce fast track orthopaedics; and implemented a common structure for highly specialised medicine services.
  • In the Middle East, simplified the operational structure; improved the internal referral processes and system; combined clinical senior leadership meetings; and increased the number of clinical practice guidelines.
  • Continue to develop structures to encourage integrated, collaborative and coordinated care across the Group.
  • Continue with operational initiatives to integrate, collaborate and coordinate where possible, and continue to pursue a multi-disciplinary approach to treatment across the Group.

IMPROVING EFFICIENCIES – IMPROVED OPERATIONAL EFFECTIVENESS

More information on this priority is included in the Chief Executive Officer’s Review.

The Group seeks to leverage its combined international capacity through collaboration and shared resources.

The Group pursues various initiatives throughout its operating platforms to improve operational efficiency.

  • Improved the standardisation of processes and systems through the continued introduction of SAP enterprise resource planning software across the Group.
  • Broadened master data management and data warehouse projects across the Group.
  • Strengthened central ICT by establishing support infrastructure for SAP, Microsoft and network security environments, generating savings for the Group.
  • Expand scope for central synergies focused on clinical services, ICT and human resources for the benefit of the Group.
  • Develop cost ratio benchmarks setting productivity indices across the Group.
  • Establish a corporate finance strategy for the Group.
  • Improve Group reporting capabilities.
  • In Southern Africa, manage salary costs and improve theatre efficiency.
  • In Switzerland, roll out a first phase of the programme for service differentiation per insurance type; and continue with the “Hirslanden 2020” project to improve operational efficiency.
  • In the Middle East, develop pricing strategies for implementation; improve collections and reduce rejections of claims; further refine operational structures; and standardise to SAP.

CONTINUING TO GROW

The Group pursues growth by increasing capacity at existing infrastructure, acquisitive or organic growth in existing platforms and considering further international acquisitions.
  • In Southern Africa, commissioned 78 new beds at existing hospitals; approved the development of five new day clinics; acquired, subject to regulatory approvals, a controlling share in three hospitals with 256 beds in Klerksdorp; and acquired, subject to due diligence and regulatory approvals, a 50% + 1 share interest in Life Path Health (mental health).
  • In Switzerland, opened a new hybrid operating theatre and outpatient surgery unit at Hirslanden Clinique Cecil, a third cardiac catheterisation laboratory at Hirslanden Klinik Aarau and completed two new modular operating theatres at Hirslanden Klinik St. Anna and Hirslanden Klinik Stephanshorn, respectively.
  • In the Middle East, commenced construction of the Mediclinic Parkview Hospital (161 beds); opened Aspetar, Ghayathi and Al Yaher (Golden) clinics; opened the North Wing of Mediclinic City Hospital (27 beds); and opened Al Jowhara Hospital (51 beds).
  • Evaluate further growth opportunities across the Group applying risk-adjusted returns.
  • In Southern Africa, grow acute care business with 54 additional beds; continue day clinic roll out; and grow related business focusing on psychiatric and primary care.
  • In Switzerland, evaluate and analyse related business opportunities; and implement further shared service and centre of excellence structures according to “Hirslanden 2020”.
  • In the Middle East, commission Khalifa City A clinic; progress with Mediclinic Parkview Hospital; and consider alternative growth options such as public private partnerships.

INVESTING IN EMPLOYEES

More information on this priority is included in the Sustainable Development Highlights (material issue 2), as well as the more detailed Sustainable Development Report.

The Group relies on identifying, attracting and retaining leading specialists and talented healthcare professionals.

The Group also measures the engagement of its employees and focuses on targeted initiatives to improve employee engagement.

  • Introduced action plans to improve employee engagement and conducted a second survey through the employee engagement index across the Group.
  • In Southern Africa, completed the initiative to double training capacity by changing the nurse training funding model and expanding training capacity; and designed and prepared to launch an employee recognition programme.
  • In Switzerland, launched the Leadership Development Programme for senior management with the aim to further promote a culture of teamwork and feedback.
  • In the Middle East, standardised working and employment conditions across the combined business (post the Al Noor Combination).
  • Continue to measure progress with employee engagement based on the employee engagement index across the Group.
  • Continue to implement targeted improvement plans based on the Employee Engagement Index across the Group.
  • In Southern Africa, implement new training programmes for new nursing qualifications; and launch the employee recognition programme.
  • In Switzerland, progress with the concept of a Hirslanden Private Medical School for medical doctors; evaluate potential cooperation partners in the field of nurse training; and continue with the range of training programmes for all types and levels of employment.
  • In the Middle East, build on the affiliation with the Mohammed Bin Rashid University Medical School Programme, which will give direct access to a new pool of medical students and newly qualified doctors; implement the employee engagement index and the related processes to the Abu Dhabi/Al Ain part of the business; and develop and Emiratisation strategy.

IMPROVING EFFICIENCIES – LEVERAGE INTERNATIONAL GROUP BENEFITS

The Group uses central resources to achieve procurement efficiencies across all platforms.
  • Established a Group Purchasing Organisation to generate savings on the procurement of major capital items as well as surgical and consumable products across the Group.
  • Expand savings initiatives on the procurement of major capital items and high volume surgical and consumable products across the Group.