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We create value by successfully implementing our business model, with our inputs and activities guided by the six capitals. As a result, we create positive and sustainable outputs and outcomes for our stakeholders.
OUR STRATEGY IS SUPPORTED BY THREE GENERAL TIERS OF HEALTHCARE AS WE PROVIDE QUALITY AND EFFECTIVE HEALTHCARE TO OUR PATIENTS.
– the broadest scope of healthcare – begins with health professionals as the first point of consultation for patients, including those with acute and chronic physical, mental and social health issues, as well as patients who want to maintain optimal health.
During secondary care, also known as acute care, health professionals treat patients for brief, but serious, illnesses, injuries or other health conditions. This type of care includes emergency medical services and intensive care, skilled attendance at childbirth, and medical imaging services.
Tertiary care comprises specialised consultative healthcare for inpatients and patients referred by primary and secondary healthcare professionals. It includes cancer management, cardiac and neurosurgery, and other complex medical and surgical interventions.
Growth
Efficiency
Quality
Sustainability
For more information on our Group structure
and services, refer to what we do
For specific outcomes, refer to outcomes
WE DELIVER HIGH-QUALITY, COST-EFFECTIVE CARE TO OUR PATIENTS BY OFFERING THE FOLLOWING SERVICES:
SOUTHERN AFRICA
| HOSPITAL DIVISION |
| Acute Hospitals |
| Complementary services |
Acute rehabilitation
Mental health
Renal dialysis
Oncology
| HEALTHCARE SERVICES DIVISION |
| Life Esidimeni |
| Life EHS |
| GROWTH INITIATIVE |
| MyLife Healthcare Centres |
INTERNATIONAL
| ALLIANCE MEDICAL |
| GROWTH INITIATIVE |
| Life Molecular Imaging |
| SCANMED |
For more information on our Group structure and services, refer to what we do
In light of the impacts of COVID-19, we had to carefully balance the expectations of our key stakeholders. This year, we made the decision to as far as possible not to reduce our employee headcount or apply any decreases to their salaries. We initiated several measures to assist employees including, establishing an employee assistance fund, accommodation, providing PPE and payment of funeral costs amongst others. As part of this decision we have, however, reduced temporary staff and increased the utilisation of our permanent employees. While this decision had a short-term cost impact, we believe this was the right decision to ensure we had sufficient capacity during the period to respond to the pandemic. Furthermore, this decision will drive the sustainability of our business in the long term, with the new ways of working being incorporated into future operating models.
The trade-off between short-term benefits and long-term sustainability continues to be an important consideration for the Group. With prevailing uncertainty in the environments in which we operate, we made the decision to not pay dividends for the 2020 financial year, as well as delayed capital projects without compromise to the business. These decisions were not taken lightly, and were made with the intention to conserve cash to safeguard our operations, as well as position the business to capture any future opportunities that may emerge.
While we strive to deliver strong financial returns, short-term results must be balanced with long-term growth. Last year, we made the decision to enter the imaging market in South Africa. Planning for success in LMI will require investment into sales and manufacturing distribution pipeline and is factored into our strategy. Notwithstanding this, we believe that, in the long term, our decision will allow us to deliver on our strategy to offer an integrated healthcare model and diagnostic imaging capability and create sustainable returns for our stakeholders. However, our entrance into the South African imaging market has been delayed as a result of the pandemic, with traction expected in 2021.