Capio France€¦ · MEDIPOLE: Regroup 2 existing clinics + 4 clinics from Mutualité into a new...

Capio France

Capital Market Day

March 15th, 2016

Philippe Durand, Head of Capio France

Agenda

2016-03-16Capital Market Day, March 15th, 2016 2

A changing market

How we address it

Some additional perspectives

A changing market

3

INEFFICIENT ORGANISATION

- Too long AVLOS

- Too many beds

- Too many providers

UNDERMANAGED ORGANISATION

- Technical rather that client oriented

- Few performance indicators

- Employees not aligned with business

VOLUMES GROWTH

- Population aging

- New techniques & treatments

- New consumption behaviours

FINANCING SHORTAGE

- Cost growth > GDP growth

- 6 € billion € per year

- Price decreases

Challenging, but there are some levers and opportunities!

Capital Market Day, March 15th, 2016

Financing shortage = market under price pressure

• Healthcare spendings growth tends converges close to GDP growth

• How is the tariff built ?

• Limited visibility over the next years but 2017 likely to be c.-1%


Annual % of increase (decrease) 2016

ONDAM - national healthcare spendings (value) 1,75

Volumes regulation (*) -1,70

Government cost cutting plan -1,05

Take back of tax and social cuts (only for private providers) -0,65

Prudential coefficient (**) -0,50

Total price increase (decrease) -2,15

(*) The price effect is set after cutting for a normative volume increase

(**) Applicable in case national volumes are higher than the 1.70% planned

Our strategy acts on methods and organisation!

5


- Too long AVLOS

- Too many beds






VOLUMES GROWTH

- Population aging

- New techniques & treatments

- New consumption behaviours

FINANCING SHORTAGE

- Cost growth > GDP growth

- 6 € billion € per year

- Price decreases

We can continue to make the difference on this market!

Agenda


A changing market

How we address it


How we address it !

2016-03-167

Our 2 strategic pillars have positive effects on performance!

The first pillar is MODERN MEDICINE

8


- Too long AVLOS

- Too many beds


Protocolized medicine

Centered on patient rather than technique

Shorter AVLOS

Increase of ambulatory care

Higher patient satisfaction

Ambulatory is the future for hospitalisation!…

2016-03-169

From 41% to 100%

depending the units !

From 12% to 78% on

simple cholecystectomy!

The transfers to ambulatory will continue!

Best of class celebrations

2016-03-16Capital Market Day – March 15th, 2016 10

• Total knee replacement – Day case – Ste Odile clinic (Haguenau)

March 2012

• Total hip replacement – Day case – Paulmy clinic (Bayonne)

November 2012

• Colectomy – Day case – Sauvegarde clinic (Lyon)

February 2013

• Hysterectomy – Day case – Cèdres clinic (Toulouse)

November 2013

• Lumbar disc hernia – Day case – Sauvegarde (Lyon)

July 2014

Regroup facilities to improve leverage

2016-03-1611

Increasing

productivity Closing beds Merging

BELHARRA :

Regroup 3 existing clinics

Into a new building

ST VINCENT :

Regroup Orangerie rehab

beds into St Vincent clinic

ORANGE :

Regroupe Provence clinic

on Orange clinic

ATLANTIQUE :

Regroup Mail clinic onto

Atlantique clinic

DOMONT – BOIS

ROCHEFORT:

Two dedicated daycare

centres

QUINT FONSEGRIVES:


in a new building

MEDIPOLE:


+ 4 clinics from Mutualité

into a new building

Done

To come by 2018

Increased synergies – lower fixed costs – nicer environment

3 programmes were sponsored by Regional Health Authorities

Build a star network around our core units


A clear footprint in each region, including strong

partnerships with own and other players

A clear footprint in each region

Example of the Bayonne area

2016-03-1613

• Belharra : core unit with

emergency, ICU,

maternity, …

• Aguilera : moving from

surgery to geriatric

medicine; dedicated to

expand our offer in the

South West of the area

• Jean Le Bon : mostly

ambulatory, dedicated to

expand our offer in the

North of the area

• Cardio center : focused

factory, JV with the

public hospital (75%

Capio)

Offer the best medical service to the population through

focused and coordinated centres

1

1

2

2

3

3

4

4

A clear footprint in each region

Example of the Ile de France area

2016-03-1614

• Claude Bernard : core

unit with emergency,

ICU, maternity, …

• Domont : turned into

ambulatory centre

• Parisis : under

restructuring,

hospitalization

transfered to Claude

Bernard, then turned to

full ambulatory

Offer the best medical care North of Paris

and capture additional volumes usually moving to Paris

1

2

3

The digital footprint (E-fitback)

2016-03-16Capital Market Day, March 15th, 2016

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• Connect the patient to

us before and after

treatment

• Before : improved

patient preparation

• After : secures patient

follow-up

Overall improves:

- service level

- Productivity

- Quality data capture

- long-term connection

to the patient

Already sponsored by

2 Regional Health Authorities

The second pillar is modern management






• Clear organisation

• Reporting per care unit

• Trainings

• People development

A clear organisation


Main unit Manager

Hospitalisation

Unit

Daycare

Unit

Operating

theatre

Obstetrics

Unit

Dialysis

Unit

HR ManagerModern

MedicineManager

Finance Manager

QualityManager

• Management and

support functions

to help!

Empowered

line managers

A new approach in this business

to improve decision-making on the field

People development!

• Employees

– Strategy & model implementation

• Care Unit and support managers

– Strategy & model implementation

– Management skills

– People assessment

• Main Unit managers

– Management skills

– Union relationships

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A unique system of training programme in the French healthcare

Agenda


A changing market

How we address it


Accelerate development in geriatric medicine

2016-03-1620

• A huge market need / not under price pressure

• With limited experience of short stay treatment in France

• Experience launched in Aguiléra (May 2015)

A business line which will expand in new regions in 2016

After 6 months :

Number of patients 448

Number of days 3,540

AVLOS 7.9

Sales 1,127 K€

Additional initiatives to strengthen performance

• Sales development

– Consultation centres created in 2015 (La Rochelle, Tarare)

– Psychiatric home care (new authorization in Toulouse in Sept 2015)

– New rehab authorization in La Rochelle (launch Q4 2016)

• Productivity

– Purchasing (reduced number of references, selected implants, …)

– Optimized workflows on key processes (healthcare, support

functions)


Conclusion

Prices decrease, BUT:

Operating model is designed to drive productivity

Strategy is supported by Regional Health Authorities

All but 4 units have together fully compensated the 2015 price

decrease

Management was strengthened in units with major discrepancies

Model + new perspectives for sales development and

productivity should allow to continue to compensate for the 2016

tariff decrease


Conclusion

A motivated management team !


Philippe Durand

[email protected]

www.capio.fr

mailto:[email protected]

http://www.capio.fr/

Capio France€¦ · MEDIPOLE: Regroup 2 existing clinics + 4 clinics from Mutualité into a new...

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