LENMED AIR 2019.pdf

Our value creation journey Lenmed undertakes to embed integrated thinking throughout our organisation. In doing so, we provide our stakeholders with sufficient information to logically evaluate our current and future prospects. The steps taken to create value for our shareholders, people and communities are outlined to support an in-depth understanding of all factors impacting our ability to create sustainable value. Through integrated thinking, Lenmed is able to remain agile and flexible in an ever-changing environment with numerous challenges to conquer and opportunities to capitalise on. VISION AND VALUES OPERATING CONTEXT Our focus remains on growth through affordable and quality patient experiences and clinical outcomes by carrying out the Lenmed community ethos of providing world-class medical facilities in areas where these are lacking. We analyse our operating environments to ascertain the risks and opportunities most likely to impact Lenmed’s ability to create short-, medium- and long-term value. CREATING VALUE IN A SUSTAINABLE MANNER THROUGH OUR STRATEGY Our core values: Supported by: Excellent management, motivated employees, world-class facilities Efficiency Affordability Quality RESOURCES WE RELY ON Resources flow through Lenmed in the form of six capitals — financial, human, intellectual, social and relationship, natural and manufactured capitals. Management decides how to effectively allocate these resources to ongoing operations and new projects for operational optimisation. STAKEHOLDERS Our relationships with people, patients and communities are our strategic differentiators. The quality of these relationships and the issues raised by stakeholders inform our assessment of risks and opportunities. RISKS AND OPPORTUNITIES Once determined, risks are ranked according to their potential impacts on the Group. We attempt to identify opportunities within our risks. Lenmed endeavours to develop solutions to minimise risks and capitalise on opportunities. Opportunities are pursued according to our Board-approved risk appetite and operating context. Financial capital Social and relationship capital Manufactured capital Intellectual capital Human capital Natural capital ANALYSE IDENTIFY PLAN Business strategy Risks and opportunities Stakeholder feedback Operating context Our resources Refer to page 24 for more information on our business environment Refer to our vision, values and brand on page 10 Refer to risks and opportunities in our operating environment on page 28 Refer to the needs and expectations of our stakeholders on page 26 1 2 3 4 5 6 7 M e d i c a l P a t i e n t s a n d c o m m u n i t i e s I n v e s t o r s E m p l o y e e s S u p p l i e r s M e d i c a l a i d s p r a c t i t i o n e r s G o v e r n m e n t 22