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Annual Report
2016
Healthscope is a leading
private healthcare provider
in Australia, with 45 hospitals
and 48 medical centres and
skin clinics. We also have
market leading pathology
operations across New
Zealand, Malaysia
and Singapore.
Contents
FY16 highlights
Year in review
Chairman’s message
MD & CEO’s message
Divisional overview
Consolidated Financial Report
Directors’ report
Remuneration report
Notes to the consolidated
nancial statements
Additional information
Company directory
Healthscope’s Corporate Governance Statement
and Sustainability Report are available in the
Investor Centre on our website.
1
2
6
8
10
15
16
31
56
94
97
FY16 highlights
Continuing operations 1
In FY16, Healthscope produced consistent earnings growth,
continued to leverage our scale and operational expertise to
extract operating efficiencies and invested significant capital in
expanding our hospital portfolio to accommodate future demand.
Revenue
From continuing operations
Operating EBITDA
From continuing operations
Operating EBIT
From continuing operations
$M
2,500
2,000
1,500
1,000
500
0
2,038
2,157
2,291
346
381
408
$M
500
400
300
200
100
0
$M
400
300
200
100
0
291
310
262
FY14
FY15
FY16
FY14
FY15
FY16
FY14
FY15
FY16
FY16 GROUP REVENUE
$2.3 b
6.2%
$195m
FY16 OPERATING NET
PROFIT AFTER TAX
FY16 GROUP OPERATING EBITDA
$408m
7.1%
10.5
EARNINGS PER SHARE (EPS)
CENTS
PER
SHARE
Basic EPS from continuing operations
FY16 GROUP OPERATING EBIT
$310m
6.7%
7.4
CENTS
PER
SHARE
TOTAL FY16 DIVIDEND
PER SHARE (DPS)
Interim DPS of 3.5 cents and final DPS of 3.9 cents
Significant capital
investment
Industry leader
Employees
In excess of $400m was invested in
hospital expansion projects.
Continued delivery of clinical quality
excellence and market leadership in
transparent reporting of clinical outcomes.
Invested significant resources in the
training and development of our
employees and future leaders.
1 Healthscope’s continuing operations consist of the hospital, international pathology and medical centre businesses.
2 “Operating” results represent statutory results from continuing operations adjusted for items of other income and expense of $11.8m (net of tax) – refer to Note 2
of the consolidated financial report on page 59.
HealtHscope ANNUAL REPORT 2016 | 1
Year in review
At Healthscope, patient care and safety
is our priority. It is this commitment
that underpins the delivery of high
quality clinical services across each of
our hospitals, international pathology
laboratories and medical centres.
45
18k
60k
45 hospitals offering
inpatient and
outpatient services 1
Over 18,000
employees delivered
exceptional care to
our patients
Treated over
60,000 patients
in our emergency
departments
1 In July 2016, the businesses of Frankston Private Day Surgery and Peninsula Oncology Centre were consolidated and rebranded as Frankston Private Hospital.
2
| HealtHscope ANNUAL REPORT 2016
9m
2m
Serviced over
9 million pathology
episodes in New
Zealand, Malaysia,
Singapore and
Vietnam
Provided
approximately
2 million GP
consultations in our
medical centres
HealtHscope ANNUAL REPORT 2016 | 3
Divisional overview
Continuing operations
Healthscope’s footprint extends
across Australia as well as New
Zealand, Malaysia, Singapore
and Vietnam.
Private hospitals 1,2
45
56
International pathology
laboratories
48
Medical centres 3
Victoria
New South Wales
ACT
17 Private hospitals
12 Medical centres
11 Private hospitals
9 Medical centres
1 Specialist breast
diagnostic clinic
1 Private hospital
3 Medical centres
Queensland
7 Private hospitals
9 Medical centres
South Australia
Western Australia
Tasmania
Northern Territory
5 Private hospitals 1
1 Private hospital
10 Medical centres
4 Skin clinics
2 Private hospitals
1 Private hospital
New Zealand
Malaysia
Singapore
Vietnam
25 Pathology laboratories
27 Pathology laboratories
3 Pathology laboratories
1 Pathology laboratory
1 Includes three hospitals under management for the Adelaide Community Healthcare Alliance (ACHA).
2 In July 2016, the businesses of Frankston Private Day Surgery and Peninsula Oncology Centre were consolidated and rebranded as Frankston Private Hospital.
3 Medical centres include four skin clinics and one specialist breast diagnostic clinic.
4 Map (and related data) as at 15 August 2016.
4
| HealtHscope ANNUAL REPORT 2016
Hospitals
New Zealand
Pathology
Other
82%
12%
6%
% of Operating EBITDA
% of Operating EBITDA
% of Operating EBITDA
• Significant private hospital operator in
Australia with a presence in all
Australian states and territories
• 45 hospitals concentrated in large
metropolitan centres1
- 32 acute hospitals
- Seven mental health hospitals
- Six rehabilitation hospitals
• Market leading reputation for quality
and clinical outcomes
• Extensive pipeline of hospital expansion
projects to meet growing demand.
• Largest provider of human pathology
services to New Zealand’s District
Health Boards (DHBs), operating under
the Labtests, Southern Community
Laboratories, Northland Pathology
and Gribbles Pathology brands.
• One of the largest community
pathology providers in both Malaysia,
and Singapore, with a smaller
presence in Vietnam, operating under
the Gribbles Pathology and Quest
Laboratories brands
• One of the largest networks of medical
centres in Australia with
- 43 medical centres1
- Four skin clinics1
- One specialist breast diagnostic
clinic1.
$1,948m
FY16 revenue
$223m
FY16 revenue
$121m
FY16 revenue
$355m
FY16 Operating EBITDA
$51m
FY16 Operating EBITDA
$29m
FY16 Operating EBITDA
14,764
Employees
1,940
Employees
1,409
Employees
1 As at 15 August 2016.
2 Divisional overview as at 30 June 2016.
3 As a result of the divestment of the Australian Pathology operations, reportable segments have been revised to Hospitals, New Zealand Pathology and Other.
HealtHscope ANNUAL REPORT 2016 | 5
Chairman’s message
The 2016 financial year has been
a successful period for Healthscope.
I am pleased to present the 2016 Annual Report for
Healthscope Limited (the Company).
The Company continued a pattern
of consistent growth, underpinned
by a strong operating performance and
the completion of a number of major
hospital expansion projects.
This positive growth momentum, in
conjunction with our commitment to
deliver high quality clinical outcomes
for our patients, ensures that Healthscope
is well placed to continue to deliver
shareholder value in FY17.
6
| HealtHscope ANNUAL REPORT 2016
Financial highlights and capital management
In FY16 Healthscope reported Statutory Net Profit
After Tax (NPAT) from continuing operations of
$182.8 million, up 18.9% on the prior financial year,
and Operating NPAT of $194.6 million after excluding
significant non-operating expenses after tax of $11.8
million, up 25.1% on the prior year.
This strong result reflects robust growth in our Hospital
and New Zealand Pathology divisions and the benefit of a
significant reduction in interest expense as a result of our
post-IPO capital structure having been in place for the full
financial year.
The Company announced an unfranked final dividend of
3.9 cents per share, taking the full year FY16 dividend to
7.4 cents per share. This represents a 5.7% increase on the
previous full year dividend and a consistent payout ratio of
70% of NPAT.
During the period we also strengthened our balance sheet
through the successful refinancing of our existing debt
facilities and entry into the US private placement market
with a long term US$300.0 million note issuance. These
capital management initiatives increased our total debt
facilities to $2.2 billion, extended the maturity profile out to
a maximum of 10 years and will provide us with additional
flexibility to pursue future growth opportunities.
Our gearing at year end was 3.14 times Net Debt to Group
Operating EBITDA compared to 2.49 times as at the end
of FY15.
Strategic priorities
FY16 was a period of significant capital investment for
Healthscope with $440 million of capital invested in
growth projects, including nine major hospital expansion
developments across Victoria, New South Wales,
Queensland and the Australian Capital Territory. Projects
currently under construction or approved by the Board are
scheduled to deliver 833 beds and 53 theatres by the end of
FY19 at a total capital cost of approximately $1.3 billion.
Projects completed in FY16 added 163 additional beds and
nine operating theatres to the portfolio and included major
brownfield expansions at Knox Private (VIC) and National
Capital Private (ACT) as well as the completion of the new
284 bed Gold Coast Private Hospital (QLD).
Gold Coast Private is an exciting new addition to our
portfolio. It is a state-of-the-art facility co-located with
the 750 bed Gold Coast University public hospital and
Griffith University and sits within the Gold Coast Health
and Knowledge Precinct. This facility replaces our 220 bed
Allamanda Private Hospital and has allowed us to extend
our range of services in the region.
Beyond our existing pipeline of growth projects, Healthscope
continues to focus on identifying opportunities in Australia
to expand our footprint and increase our participation in the
delivery of public hospital and primary care services. We
also remain attuned to opportunities offshore to leverage our
existing hospital management and pathology expertise.
Industry
Fundamental industry dynamics, including ageing
populations, advancements in medical treatments and an
increasing incidence of lifestyle and degenerative diseases,
will continue to underpin long term growth in demand for
healthcare services.
Annual healthcare expenditure in Australia has grown in
excess of 100% to $155 billion 1 over the last decade and we
understand that the affordability of healthcare will represent
an ongoing challenge for governments and individuals. At
Healthscope we remain focused on providing cost-effective,
quality healthcare for our patients to ensure that we are well
placed to service this growing demand.
Throughout the year we have been actively involved in
a number of Australian Government healthcare reviews
and we expect these to lead to positive healthcare reform,
endorsing the quality and efficiency of the private sector in
delivery of services.
With the public hospital system facing increasing pressure,
we are optimistic that governments will look to innovative
private sector models to deliver a greater range of public
services in future, such as Healthscope’s 450 overnight
bed Northern Beaches Hospital which we are currently
constructing in New South Wales. This innovative project
allows the New South Wales Government to ensure that
both public and private patients within the Northern
Beaches community will be able to access a new world class
facility by the end of 2018, designed, built and operated by
Healthscope. This new hospital will replace two older public
hospitals in the area.
Healthscope also continues to explore innovative ways to
work with our health insurance partners to enhance the
value proposition for our patients. During the year this
included developing several “patient first” initiatives, such
as our “Always Events” partnership with Bupa which is
designed to tackle medication related hospital re-admissions
and our co-ordinated primary care trial with Medibank.
unwavering commitment and dedication that ensures we
are able to deliver the services that our patients, doctors, the
community and our shareholders expect.
We understand that creating a culture for employees to
develop, work safely and thrive is critical to our success,
and to this end, we provide a range of development
opportunities including site based clinical educator support,
a comprehensive eLearning suite and ongoing professional
development for both technical and leadership skills.
Given the importance of leadership, we have also invested
significant time and resources in the development of a
formal management succession plan, strengthening the
breadth and depth of our talent at a senior management
and executive level.
Board of Directors
This year has been one of significant renewal for the Board
of Healthscope. As part of the transition away from private
equity ownership, Simon Moore and Aik Meng Eng retired
from the Board in December 2015. Both Simon and Aik
Meng made significant contributions during their time as
Directors and I would like to thank them for their service.
In line with our planned approach to Board succession,
we were delighted to appoint three new Non Executive
Directors, Jane McAloon, Paul O’Sullivan and Ziggy
Switkowski AO, to the Board. These Directors bring
with them significant experience and their appointments
have strengthened and supplemented the skill mix of
the Board. I would encourage you to read the Board of
Directors section of this report (pages 10–11) for further
detail in relation to their experience.
Conclusion
In conclusion, I would like to thank Healthscope’s employees
and senior executive team for their ongoing dedication and
commitment to delivering exceptional care to our patients,
comfortably balanced with strong financial outcomes for our
shareholders. I would also like to acknowledge my fellow
Directors for their ongoing contribution to the effective
governance of Healthscope.
Finally I would like to recognise the ongoing support of our
shareholders and I invite you to join the Board and the senior
leadership team for our Annual General Meeting, which will
be held in Melbourne on Friday, 21 October 2016.
Our people
Our 18,000 employees make it their priority every day to
provide high quality healthcare for our patients. It is this
Paula Dwyer
Chairman
1 AIHW: Health Expenditure Australia 2013–14.
HealtHscope ANNUAL REPORT 2016 | 7
MD & CEO’s message
Healthscope delivered another strong
result in the 2016 financial year.
We produced consistent earnings
growth, continued to demonstrate
our ability to leverage our scale
and operational expertise to extract
operating efficiencies and invested
significantly in expanding our
hospital portfolio to accommodate
future demand.
8
| HealtHscope ANNUAL REPORT 2016
Operational highlights
In FY16, Healthscope reported Group Operating Earnings
Before Interest, Tax, Depreciation and Amortisation
(EBITDA) of $407.9m, up 7.1% on the prior corresponding
year. We also delivered Group Operating EBITDA to cash
flow conversion of 96.0%.
Our largest business, hospitals, performed well. Revenue
growth of 5.1% reflected an increase in admissions,
case mix optimisation and health fund rates. Operating
EBITDA of $354.9 million, represented an increase of
8.3% demonstrating our ability to consistently expand
margins through our ongoing labour, procurement and
revenue initiatives.
Given the capacity constraints faced by a number of our
hospitals over the last few years, we were excited to complete
seven hospital expansion projects on time and on budget
during the year. We deliberately took a cautious approach to
the ramp up of the major projects completed at Gold Coast
Private (QLD), Knox Private (VIC) and National Capital
Private (ACT) to ensure the quality of the care provided
to our patients was not compromised. We look forward to
increased contributions from these projects over the course
of the next financial year.
In FY17, we expect to complete another four projects,
including a major expansion at Norwest Private (NSW) and
delivery of the new 147 bed Holmesglen Private Hospital
(VIC), which will be co-located with Holmesglen TAFE and
provide strong nursing education links.
Our pipeline of hospital expansion projects is core to
Healthscope’s long term growth and I’m pleased to report
that our construction program is progressing well across
all projects. During the year we also added a further two
projects to our pipeline, stage 2 of Gold Coast Private
(QLD) and a project at John Fawkner Private (VIC), and
entered into a preferred partnership arrangement with Icon
Group, one of Australia’s largest dedicated cancer care
providers, to establish radiation oncology centres within
seven of our hospitals.
Our New Zealand Pathology business further consolidated
its leading position in the market during the period delivering
revenue growth of 22.2%. This strong performance was
due largely to our SCL business being awarded a contract
to provide pathology services to the greater Wellington
region. Our focus remains on ensuring we maintain our
strong government relationships through the delivery of high
quality services and efficiency improvements that benefit
both Healthscope and our District Health Board partners.
In Singapore, Malaysia and Vietnam we continued to
optimise the revenue mix of our pathology businesses,
increasing our focus on pathology testing to support medical
specialists as well as commercial and hospital contracts. We
were also delighted that Quest Laboratories, our Singapore
pathology business, was successful in becoming the first full-
service private medical laboratory in Singapore to receive
accreditation from the College of American Pathologists,
further strengthening our reputation for leadership in quality
and clinical practices.
In addition to enhancing our clinical structures and
information systems, as part of our continuous improvement
program we formed a National Consumer Participation
Cluster this year to increase our engagement with patients
and elicit direct feedback on areas of potential improvement.
Our medical centres continued to face headwinds this year
and we are in the process of refining our cost structures and
implementing new operational initiatives to minimise the
impact going forward.
We believe that the quality of our clinical outcomes is one
of our key competitive advantages and we will continually
strive to improve our performance in order to enhance
patient safety.
Across all of our businesses, growth and continuous
operational improvement is a priority and I’m pleased that
we were able to make further progress this year.
Of equal importance is the safety of our employees and we
remain committed to providing all of our employees with a
safe working environment.
Our culture and our people
A positive corporate culture helps to attract and retain
a talented workforce. We aim to provide our employees
with an engaging, inclusive and diverse work environment,
enabling them to further their professional development and
reach their full potential.
Strengthening sustainable employee engagement and
investing in our employees and future leaders is a key area
of focus for the Company and this year we implemented our
first Australia-wide employee engagement survey to enhance
our ability to gather feedback across the Group.
We also continued to embrace and promote diversity across
our workforce, making positive progress in relation to our
diversity targets.
Healthscope in the community
Healthscope is proud of the on-going contributions that our
sites make to their local communities. These contributions
were complemented by a number of key indigenous health
and education initiatives which were implemented in FY16
via our partnerships with the Cape York Group and the
Institute for Urban Indigenous Health. The successful
foundations for these initiatives, which were established this
year, will continue to be developed and progressed in FY17.
Healthscope’s commitment to quality
and safety
We understand that winning patient trust by providing high
quality clinical outcomes for every patient, every day, is
integral to the on-going success of our business. We therefore
continue to adopt a patient-centred approach, focusing on
the delivery of measurable, cost-effective quality care and
we strongly support the transparent reporting of clinical
data across the industry and continue to be a leader in this
field. Key clinical indicators and outcomes are measured
and monitored by all Healthscope hospitals over time, such
as infection rates, unplanned admissions to intensive care
and patient falls, with progress reported publicly on our
MyHealthscope website.
In conclusion, I am proud of the accomplishments which
we made in the 2016 financial year. Our commitment
to high quality clinical outcomes for our patients,
operational excellence and investment in future growth
ensured that it was a successful year. I would like to thank
our doctors, management, nurses and staff for their hard
work over the period.
Robert Cooke
Managing Director
and Chief Executive Officer
HealtHscope ANNUAL REPORT 2016 | 9
Board of Directors
As part of a planned approach to Board succession and renewal, three new Non Executive
Directors, Jane McAloon, Paul O’Sullivan and Ziggy Switkowski AO, were appointed to
Healthscope’s Board in FY16. The details of each current Director’s qualifications, special
responsibilities and experience are set out below.
Paula
Dwyer
INDEPENDENT
NON EXECUTIVE
CHAIRMAN
Robert
Cooke
MANAGING
DIRECTOR AND
CHIEF EXECUTIVE
OFFICER
Paula Dwyer
BComm, FCA, SF Fin, FAICD
Non Executive Chairman and Chair of the
Nomination Committee from June 2014. Paula
is an ex officio member of the Audit, Risk &
Compliance Committee and a Member of the
Remuneration Committee.
Skills, experience and expertise
Paula is an established Non Executive Director.
Her executive career included roles in finance
and senior positions in investment management,
investment banking and chartered accounting
with Ord Minnett (now JP Morgan) and
PricewaterhouseCoopers.
Current Directorships
Chairman: Tabcorp Holdings Limited (from
2011, Director from 2005).
Director: Australia & New Zealand Banking
Group Limited (from 2012) and Lion Pty
Limited (from 2012).
Member: International Advisory Board
of Kirin Holdings of Japan and Business
and Economics Board of the University of
Melbourne.
Former Directorships include
Deputy Chairman: Leighton Holdings
Limited (2013–2014, Director 2012), Baker
IDI Heart and Diabetes Research Institute
(2003–2013).
Director: Suncorp Group Limited (2007–
2012), Astro Japan Property Group Limited
(2005–2011), Fosters Group Limited (2011),
Healthscope Limited (2010), Promina Limited
(2002–2007) and CCI Investment Management
Ltd (1999–2011).
Member: Takeovers Panel (2008–2014) and the
ASIC External Advisory Panel (2012–2015).
Robert Cooke
Current Directorships
Bachelor of Health Administration, Grad Dip
(Accounting & Finance)
Managing Director: Healthscope Limited
(from 2010).
Managing Director and Chief Executive
Officer from 2010. Executive Chairman (from
2010–2014).
Skills, experience and expertise
Robert has had a 39 year career in the health
industry, and has worked in management and
corporate leadership positions in the public and
private health sectors.
Robert’s experience spans executive leadership
of publicly listed and private healthcare
companies, the management of private and
public hospitals in Australia, and involvement
in a number of due diligence teams for both
Australian and international acquisitions.
Member: National Board of the Australian
Private Hospitals Association.
Former Directorships include
Chairman: Spire Healthcare Group plc (UK,
now listed on the London Stock Exchange)
(2008–2010) and Healthscope Limited
(2010–2014).
Managing Director and Chief Executive
Officer: Symbion Health Limited (2005–2008).
Managing Director: Affinity Health Limited
(2003–2005).
Tony
Cipa
INDEPENDENT
NON EXECUTIVE
DIRECTOR
Tony Cipa
Current Directorships
BBus, Grad Dip Accounting, AGIA
Non Executive Director since 2014. Chair of
the Audit, Risk & Compliance Committee and
member of the Remuneration and Nomination
Committees.
Skills, experience and expertise
Tony previously spent 20 years with CSL
Limited in various senior finance roles. Tony
was Chief Financial Officer, CSL (1994–2010)
and was appointed to the Board of CSL
Limited as Finance Director in 2000 until his
retirement in 2010.
Non Executive Director: Navitas Limited
(from May 2014).
Former Directorships include
Executive Director: CSL Limited (2000–
2010).
Non Executive Director: SKILLED Group
Limited (2011–2015) and Mansfield District
Hospital (2011–2015).
10
| HealtHscope ANNUAL REPORT 2016
Jane
McAloon
INDEPENDENT
NON EXECUTIVE
DIRECTOR
Rupert
Myer AO
INDEPENDENT
NON EXECUTIVE
DIRECTOR
Jane McAloon
Current Directorships
BEc (Hons), LLB, GDipGov, FAICD, FCIS
Non Executive Director since March 2016.
Member of the Audit, Risk & Compliance and
Nomination Committees.
Skills, experience and expertise
Jane’s experience spans highly regulated
industries including rail, energy, infrastructure
and resources sectors. In her executive career,
Jane held senior executive positions at BHP
Billiton and AGL, as well as in NSW State
Government.
Director: Energy Australia Holdings Limited
(from 2012) and Australian Defence Force
Assistance Trust (from 2015).
Member: Monash University Industry
Council of Advisers (from 2014).
Former Directorships include
Member: Australian War Memorial Council
(2011–2014) and Australian Corporations and
Markets Advisory Committee (2011–2013).
Rupert Myer AO
BComm, MA, FAICD
Non Executive Director since 2014. Chair of
the Remuneration Committee and member of
the Audit, Risk & Compliance and Nomination
Committees.
Skills, experience and expertise
Rupert’s background includes roles in the retail
and property sector, healthcare, e-commerce,
investment, family office, wealth management,
philanthropy services, and the community
sector. He previously worked as a Manager at
Citibank Limited in London and Melbourne.
Current Directorships
Director: Amcil Limited (from 2000), and
eCargo Holdings Limited (from 2014).
Chairman: Australia Council for the Arts.
Member: Business and Economics Advisory
Board of the University of Melbourne.
Board member: The Myer Foundation,
Jawun – Indigenous Corporate Partnerships,
the Yulgilbar group of companies, Australian
International Cultural Foundation and the
Felton Bequests’ Committee.
Former Directorships include
Deputy Chairman: Myer Holdings Limited
(2012–2015, Director 2006).
Chairman: The Myer Family Group.
Director: Diversified United Investments
Limited (2002–2012).
Paul
O’Sullivan
INDEPENDENT
NON EXECUTIVE
DIRECTOR
Paul O’Sullivan
Current Directorships
BA (Mod) Economics, Advanced Management
Program of Harvard
Chairman: SingTel Optus Pty Limited (from
2014, Director from 2004).
Non Executive Director since January 2016.
Member of the Audit, Risk & Compliance and
Nomination Committees.
Skills, experience and expertise
Paul’s experience spans the telecommunications,
banking and oil & gas sectors, both in Australia
and overseas. In his executive career, Paul
held senior executive roles with Singapore
Telecommunications (Singtel) and was previously
the CEO of Optus. He has also held international
management roles with the Colonial Group and
the Royal Dutch Shell Group.
Member: Board of Commissioners
Telkomsel (Indonesia) (from 2010), St George
& Sutherland Medical Research Foundation
(from 2015), UNSW Bright Alliance Advisory
Board (fundraising arm of the Prince of Wales
Hospital) and HOOQ Pte Ltd (from 2016).
Former Directorships include
Member: Board Bharti Airtel (India) (2003–
2010) and Board Australia Business Community
Network (ABCN) (2005–2013).
Ziggy Switkowski AO
Current Directorships
Ziggy
Switkowski
AO
INDEPENDENT
NON EXECUTIVE
DIRECTOR
BSc (Hons), Phd, FAICD, FAA, FTSE
Non Executive Director since April 2016.
Member of the Audit, Risk & Compliance,
Remuneration and Nomination Committees.
Skills, experience and expertise
Ziggy is a former Chairman of the Australian
Nuclear Science and Technology Organisation
and Opera Australia. He has previously held
positions as Chief Executive Officer of Telstra
Corporation Limited and Optus Communications
Ltd, and is a former Chairman and Managing
Director of Kodak Australasia Pty Ltd.
Chairman: Suncorp Group Ltd (from 2011,
Director from 2005) and NBN Co Limited
(from 2013).
Director: Tabcorp Holdings Limited (from
2006) and Oil Search Limited (from 2011).
Chancellor: RMIT (from 2011).
Former Directorships include
Chairman: Opera Australia (2005–2013).
HealtHscope ANNUAL REPORT 2016 | 11
Senior leadership team
Our senior leadership team brings outcomes focused leadership and passion for delivering
high quality healthcare.
Robert
Cooke
MANAGING
DIRECTOR AND
CHIEF EXECUTIVE
OFFICER
Michael
Sammells
CHIEF FINANCIAL
OFFICER
Michael has over 17 years experience in the
healthcare industry, having held a number
of operational and finance senior executive
roles in private hospitals, in the public health
and health insurance sectors, at companies
including Mayne Group, Southern Health
and Medibank. Prior to joining Healthscope
Michael was Chief Financial Officer for
Medibank.
Michael joined the Healthscope Group as Chief
Financial Officer in January 2012.
Qualifications:
Bachelor of Business
Fellow Australian Society of CPAs
Mark
Briscoe
GM
OPERATIONS
Prior to joining Healthscope in 2011, Mark was
Director of Operations and Developments at
Spire Healthcare Limited in the UK.
In Australia, Mark has worked in various
healthcare corporate roles at Mayne Group,
Affinity Health and Symbion Health.
At Healthscope, Mark is responsible for
health insurance funding, the medical centre
division and group procurement as well as
working with the Hospital State Managers and
General Managers to deliver efficiencies across
Healthscope’s network.
Qualifications:
Bachelor of Accounting
Bachelor of Economics
Dr Michael
Coglin
CHIEF
MEDICAL
OFFICER
Michael joined Healthscope in 1999. His
current role involves executive responsibility for
clinical governance, clinical risk management,
patient safety, quality and compliance, claims
and litigation, medical affairs, public affairs/
media relations and indigenous health.
Michael serves on a number of Government and
industry bodies, including the Private Hospital
Sector Committee of the Australian Commission
on Safety and Quality in Health Care.
For the 20 years prior to taking up his current
appointment, he held senior posts in medical
management in a variety of public hospitals
in both metropolitan and regional settings in
Victoria and the Northern Territory.
Qualifications:
Bachelor of Medicine
Bachelor of Surgery
Master of Business Administration
Andrew
Currie
HOSPITALS
STATE MANAGER
VIC & TAS
Prior to joining Healthscope in 2011, Andrew
was the Managing Director of Clear Outcomes
Pty Ltd since 2000.
He was formerly the CEO of Geelong Private
Hospital, Christo Road Private Hospital and
Port Macquarie Private Hospital.
Andrew has also held board positions with
many hospitals and has advised on numerous
hospital-redevelopment projects.
Qualifications:
Bachelor of Science (Nursing)
Critical Care Certifications
Post Graduate Studies in Management
Post Graduate Studies in IT
12
| HealtHscope ANNUAL REPORT 2016
Stephen
Gameren
HOSPITALS
STATE MANAGER
NSW & ACT
Anita
Healy
GM BUSINESS
DEVELOPMENT
& INVESTOR
RELATIONS
Stephen has worked with Healthscope since
2004. He has over 20 years experience in
healthcare management, spanning three
countries — New Zealand, the United Kingdom
and Australia.
Stephen worked as CEO at the Hills Private
Hospital and was Project Director and CEO
for the Norwest Private Hospital Project,
successfully commissioning this new hospital in
September 2009.
Anita is responsible for business development
and investor relations.
Prior to joining Healthscope in 2014, Anita
spent 15 years working as an investment banker
with Macquarie Group. She has extensive
experience in mergers and acquisitions, equity
and debt capital markets and principal investing
and has advised companies across a range of
sectors including healthcare, infrastructure,
property, telecommunications and industrials.
He commenced in the role of NSW/ACT State
Manager in 2010.
Qualifications:
Bachelor of Commerce, Management and
Marketing Studies
Postgraduate Studies in Management
Anita has worked on transactions and with
investors in Australia, the United States, the
United Kingdom and Asia.
Qualifications:
Bachelor of Commerce
Graduate Diploma of Applied Finance
Richard
Herman
HEAD OF
ASSURANCE
Richard joined Healthscope in 2015 and is
responsible for the risk management framework
and internal audit function.
Richard has over 20 years experience in risk
management, internal audit, compliance and
governance. Prior to joining Healthscope,
Richard was the General Manger Internal
Audit at Medibank for eight years.
Previously Richard spent 12 years as a
Director for Deloitte in South Africa, UK
and Australia providing risk, internal audit
and compliance services.
Qualifications:
Bachelor of Commerce
Master of Business
Certified Internal Auditor
Alan
Lane
HOSPITALS
STATE MANAGER
SA & ACHA CEO
Alan has worked for 30 years in healthcare, and
was appointed by Healthscope in 2004.
Alan’s extensive involvement in healthcare
spans the market sectors of hospitals, pharmacy,
pathology, manufacturing, business development
and logistics.
As part of his responsibility for South Australia,
Alan is the CEO of the Adelaide Community
Healthcare Alliance (ACHA) group.
Qualifications:
Bachelor of Science
Master of Business Administration
Richard
Lizzio
HOSPITALS
STATE MANAGER
QLD, NT & WA
Richard has an extensive commercial
background, including roles in the not-
for-profit sector in health, aged care and
education.
Prior to joining Healthscope in 2011, Richard
spent eight years working with Ramsay
Healthcare in various hospital management
positions in Queensland.
Richard started his working life as a chartered
accountant with KPMG and later moved into
retail stockbroking and financial services.
Qualifications:
Bachelor of Commerce
Chartered Accountant
HealtHscope ANNUAL REPORT 2016 | 13
Senior leadership team
continued
Ingrid
Player
GENERAL COUNSEL
& COMPANY
SECRETARY
Ingrid has more than 15 years commercial
experience and was appointed General
Counsel and Company Secretary in 2005.
Ingrid has extensive corporate, commercial
litigation and governance experience.
Prior to joining Healthscope, Ingrid spent
five years working for a Dutch law firm in the
Netherlands, working primarily in the mergers
and acquisitions space, as well as in capital
markets. Previously, she worked in private
practice in Melbourne.
Anoop
Singh
GM
INTERNATIONAL
PATHOLOGY
Anoop joined Healthscope in 2011. He has
held a number of senior leadership roles in the
healthcare industry in the Asia-Pacific region
over the past 26 years. His breadth of experience
includes a strong understanding of pathology
operations, strategic health policy matters and
Government relations.
Jenny
Williams
GM HUMAN
RESOURCES
Jenny joined Healthscope in 2011, and was
appointed as General Manager, Human
Resources, in 2012.
Jenny is a proven HR professional with
diverse experience across the healthcare
and education sectors. Prior to joining
Healthscope, Jenny held senior HR positions
at the University of Melbourne, Symbion
Health and Mayne Group.
Qualifications:
Bachelor of Laws (Hons)
Bachelor of Economics
Graduate Member of the AICD
Prior to joining Healthscope, Anoop held
commercial and general management roles
in large diversified companies such as Mayne
Group and Symbion Health.
Qualifications:
Bachelor of Arts (Economics Hons)
Master of Arts (Economics)
Master of Business Administration
Certified Practising Accountant
Qualifications:
Bachelor of Science
Graduate Diploma, Human Resources
Graduate Diploma, Education
14
| HealtHscope ANNUAL REPORT 2016
Healthscope Limited
Consolidated
Financial Report
For the year ended 30 June 2016
Contents
Directors’ report
Independent Auditor’s report
Auditor’s independence declaration
Consolidated statement of profit or loss
and other comprehensive income
Consolidated statement of
financial position
Consolidated statement of cash flows
Consolidated statement of changes
in equity
Notes to the consolidated financial
statements
Directors’ declaration
16
48
50
51
52
53
54
56
93
HealtHscope ANNUAL REPORT 2016 | 15
Directors’ report
The Directors present their report, together with the annual
financial report of Healthscope Limited (‘Healthscope’) and
its controlled entities for the financial year ended 30 June
2016 (‘Healthscope Group’, ‘the Group’).
Directors
The Directors of Healthscope any time during or since the
end of the financial year are:
Name
PositioN
Paula Dwyer
Chairman
Former Directorships include
Deputy Chairman: Leighton Holdings Limited (2013–2014,
Director 2012), Baker IDI Heart and Diabetes Research
Institute (2003–2013).
Director: Suncorp Group Limited (2007–2012), Astro
Japan Property Group Limited (2005–2011), Fosters Group
Limited (2011), Healthscope Limited (2010), Promina
Limited (2002–2007) and CCI Investment Management Ltd
(1999–2011).
Member: Takeovers Panel (2008–2014) and the ASIC
External Advisory Panel (2012–2015).
Robert Cooke
Managing Director and
Chief Executive Officer
Robert Cooke
antoni (tony) Cipa
Non Executive Director
Jane mcaloon
Non Executive Director
(appointed 1 March 2016)
Rupert myer ao
Non Executive Director
Paul o’sullivan
Zygmunt (Ziggy)
switkowski ao
aik meng eng
simon moore
Non Executive Director
(appointed 1 January 2016)
Non Executive Director
(appointed 4 April 2016)
Non Executive Director
(retired 31 December 2015)
Non Executive Director
(retired 31 December 2015)
Bachelor of Health Administration, Grad Dip (Accounting &
Finance)
Managing Director & Chief Executive Officer (from 2010).
Executive Chairman (from 2010–2014).
Skills, experience and expertise
Robert has had a 39 year career in the health industry,
and has worked in management and corporate leadership
positions in the public and private health sectors.
Robert’s experience spans executive leadership of publicly
listed and private healthcare companies, the management
of private and public hospitals in Australia, and involvement
in a number of due diligence teams for both Australian and
international acquisitions.
The details of each current Director’s qualifications, special
responsibilities and experience are set out below.
Current Directorships
Paula Dwyer
BCom, FCA, SF Fin, FAICD
Non Executive Chairman and Chair of the Nomination
Committee from June 2014. Paula is an ex officio member
of the Audit, Risk & Compliance Committee and a Member
of the Remuneration Committee.
Skills, experience and expertise
Paula is an established Non Executive Director. Her
executive career included roles in finance, and senior
positions in investment management, investment banking
and chartered accounting with Ord Minnett (now JP
Morgan) and PricewaterhouseCoopers.
Current Directorships
Chairman: Tabcorp Holdings Limited (from 2011, Director
from 2005).
Managing Director: Healthscope Limited (from 2010).
Member: National Board of the Australian Private Hospitals
Association.
Former Directorships include
Chairman: Spire Healthcare Group plc (UK, now listed on
the London Stock Exchange) (2008–2010) and Healthscope
Limited (2010–2014).
Managing Director and Chief Executive Officer: Symbion
Health Limited (2005–2008).
Managing Director: Affinity Health Limited (2003–2005).
tony Cipa
BBus, Grad. Dip. Accounting, AGIA
Non Executive Director since 2014. Chair of the Audit,
Risk & Compliance Committee and Member of the
Remuneration and Nomination Committees.
Director: Australia & New Zealand Banking Group Limited
(from 2012) and Lion Pty Limited (from 2012).
Skills, experience and expertise
Member: International Advisory Board of Kirin Holdings
of Japan and Business and Economics Board of the
University of Melbourne.
Tony previously spent 20 years with CSL Limited in various
senior finance roles. Tony was Chief Financial Officer, CSL
(1994–2010) and was appointed to the Board of CSL Limited
as Finance Director in 2000 until his retirement in 2010.
16
| HealtHscope ANNUAL REPORT 2016
Current Directorships
Non Executive Director: Navitas Limited (from May 2014).
Previous Directorships include
Executive Director: CSL Limited (2000–2010).
Board member: The Myer Foundation, Jawun – Indigenous
Corporate Partnerships, the Yulgilbar group of companies,
Australian International Cultural Foundation and the Felton
Bequests’ Committee.
Former Directorships include
Non Executive Director: SKILLED Group Limited (2011–2015)
and Mansfield District Hospital (July 2011–2015).
Deputy Chairman: Myer Holdings Limited (2012–2015,
Director 2006).
Jane mcaloon
Chairman: The Myer Family Group.
BEc (Hons), LLB, GDipGov, FAICD, FCIS
Director: Diversified United Investment Limited (2002–2012).
Non Executive Director since March 2016. Member of the
Audit, Risk & Compliance and Nomination Committees.
Skills, experience and expertise
Jane’s experience spans highly regulated industries
including rail, energy, infrastructure and resources sectors.
In her executive career, Jane held senior executive
positions at BHP Billiton and AGL, as well as in NSW State
Government.
Current Directorships
Director: Energy Australia Holdings Limited (from 2012) and
Australian Defence Force Assistance Trust (from 2015).
Member: Monash University Industry Council of Advisers
(from 2014).
Paul o’sullivan
BA (MoD) Economics, Advanced Management Program
of Harvard
Non Executive Director since January 2016. Member of the
Audit, Risk & Compliance and Nomination Committees.
Skills, experience and expertise
Paul’s experience spans the telecommunications, banking
and oil & gas sectors both in Australia and overseas. In
his executive career, Paul held senior executive roles
with Singapore Telecommunications (Singtel) and was
previously the CEO of Optus. He has also held international
management roles with the Colonial Group and the Royal
Dutch Shell Group.
Former Directorships include
Current Directorships
Member: Australian War Memorial Council (2011–2014) and
Australian Corporations and Markets Advisory Committee
(2011–2013).
Rupert myer ao
BComm, MA, FAICD
Non Executive Director since 2014. Chair of the
Remuneration Committee and Member of the Audit, Risk &
Compliance and Nomination Committees.
Skills, experience and expertise
Rupert’s background includes roles in the retail and
property sector, healthcare, e-commerce, investment,
family office, wealth management, philanthropy services,
and the community sector. He previously worked as a
Manager at Citibank Limited in London and Melbourne.
Current Directorships
Director: Amcil Limited (from 2000) and eCargo Holdings
Limited (from 2014).
Chairman: Australia Council for the Arts.
Member: Business and Economics Advisory Board of the
University of Melbourne.
Chairman: SingTel Optus Pty Limited (from 2014, Director
from 2004).
Member: Board of Commissioners Telkomsel (Indonesia)
(from 2010), St George & Sutherland Medical Research
Foundation (from 2015), UNSW Bright Alliance Advisory
Board (fundraising arm of the Prince of Wales Hospital) and
HOOQ Pte Ltd (from 2016).
Former Directorships include
Member: Board Bharti Airtel (India) (2003–2010) and Board
Australia Business Community Network (ABCN) (2005–2013).
Ziggy switkowski ao
BSc (Hons), Phd, FAICD, FAA, FTSE
Non Executive Director since April 2016. Member of the
Audit, Risk & Compliance, Remuneration and Nomination
Committees.
Skills, experience and expertise
Ziggy is a former Chairman of the Australian Nuclear
Science and Technology Organisation and Opera Australia.
He has previously held positions as Chief Executive Officer
of Telstra Corporation Limited and Optus Communications
Ltd, and is a former Chairman and Managing Director of
Kodak Australasia Pty Ltd.
HealtHscope ANNUAL REPORT 2016 | 17
Directors’ report
Directors (continued)
Current Directorships
Chairman: Suncorp Group Ltd (from 2011, Director from 2005) and NBN Co Limited (from 2013).
Director: Tabcorp Holdings Limited (from 2006) and Oil Search Limited (from 2011).
Chancellor: RMIT (from 2011).
Former Directorships include
Chairman: Opera Australia (2005–2013).
Company secretary
The Company Secretary is Ingrid Player. Ms Player was appointed to the position of Company Secretary on 8 November
2010. Ms Player is responsible for the legal affairs of the Healthscope Group and for all company secretarial matters. Prior
to joining the Healthscope Group, Ms Player had over 10 years of experience working as a lawyer in Australia and overseas.
She is a Graduate Member of the AICD.
Meetings of Directors
The number of meetings of the Board of Directors and of each Board Committee held during the year, and each Director’s
attendance at those meetings, are set out below:
(i) Board of Directors meetings
sCHeDULeD
Number eligible
to attend
Number attended
10
10
10
4
10
5
3
5
5
10
10
10
4
9
5
3
4
5
Paula Dwyer (Chair)
Robert Cooke
Tony Cipa
Jane McAloon1
Rupert Myer AO
Paul O’Sullivan2
Ziggy Switkowski AO3
Aik Meng Eng4
Simon Moore4
1 Appointed 1 March 2016.
2 Appointed 1 January 2016.
3 Appointed 4 April 2016.
4 Retired 31 December 2015.
18
| HealtHscope ANNUAL REPORT 2016
(ii) Board Committee meetings
aUDit, Risk & ComPLiaNCe
Committee
RemUNeRatioN
Committee
NomiNatioNs
Committee
Number eligible
to attend
Number
attended
Number
eligible
to attend
Number
attended
Number
eligible
to attend
Number
attended
-
-
4
1
4
2
1
-
2
41
-
42
1
4
2
1
-
2
27
-
4
-
4
-
1
2
-
2
-
4
-
42
-
1
2
-
4
-
4
2
4
3
1
1
1
42
-
4
2
4
3
1
-
1
Paula Dwyer
Robert Cooke
Tony Cipa
Jane McAloon3
Rupert Myer AO
Paul O’Sullivan4
Ziggy Switkowski AO5
Aik Meng Eng6
Simon Moore6
1 The Chairman is an ex-officio member of the Audit, Risk & Compliance Committee.
2 Chair.
3 Appointed 1 March 2016.
4 Appointed 1 January 2016.
5 Appointed 4 April 2016.
6 Retired 31 December 2015.
7 The table shows attendance at meetings at which the Chairman was a member of the Committee. Prior to her appointment as a member of the Committee,
she was an ex-officio member. The Chairman attended all Remuneration Committee meetings which were held during the year.
The table above records attendance of members of Healthscope’s permanent standing Committees of the Board. Any
Director is entitled to attend these meetings and from time to time Directors attend meetings of Committees of which they
are not a member.
The Board also forms and delegates authority to ad hoc committees of the Board as and when needed to carry out specific tasks.
Principal activities
The principal activities of the Healthscope Group during the course of the financial year were the provision of healthcare services
through the ownership and management of hospitals, medical centres and the provision of pathology diagnostic services.
Dividends
Final dividend 2016
The Directors resolved to pay a final dividend of 3.9 cents per share. The record date is 14 September 2016. This dividend
has not been included as a liability in these financial statements.
Dividends paid during the financial year
DiviDeND PeR sHaRe
CeNt
DiviDeND amoUNt
$’m
Date oF PaYmeNt
Interim dividend 2016
Final dividend 2015
3.5
3.7
60.7
64.2
10 March 2016
29 September 2015
The 2016 interim dividend of 3.5 cents per share, together with the 2016 final dividend of 3.9 cents per share, brings the total
dividend in relation to the year ended 30 June 2016 to 7.4 cents per share.
Further details regarding dividends for the year ended 30 June 2016 are set out in Note 6 to the financial statements.
HealtHscope ANNUAL REPORT 2016 | 19
Directors’ report
Operating results
The consolidated profit of the Healthscope Group for
the year, after income tax expense, was $181.1 million
(2015: 140.8 million).
Review of operations
Principal activities
Healthscope is one of Australia’s leading healthcare
providers, with 45 private hospitals and 48 medical centres
and skin clinics across Australia, and is a leading provider of
pathology services in New Zealand, Singapore and Malaysia.
Healthscope was originally formed in 1985 and listed
on the Australian Securities Exchange (ASX) in 1994. In
October 2010, the Healthscope business was acquired
by a consortium of funds advised and managed by TPG
and The Carlyle Group and subsequently de-listed from
the ASX. On 28 July 2014, Healthscope was re-listed on
the ASX. TPG and Carlyle retained a 38% shareholding in
Healthscope following the IPO, which was subject to an
escrow period concluding on 25 August 2015. TPG and
Carlyle subsequently sold down their holdings to a range of
institutional investors in a two-staged process with the final
sale occurring on 24 November 2015.
Hospitals
Healthscope’s portfolio includes 45 private hospitals and
over 4,800 beds nationwide. Of these 45 hospitals, 30
facilities are owned by Healthscope, 12 are leased by
Healthscope and three are managed on behalf of Adelaide
Community Healthcare Alliance (ACHA).
Healthscope’s portfolio comprises 32 acute facilities, seven
mental health facilities and six rehabilitation and extended
care facilities. The acute network includes large high acuity
hospitals, with 11 co-located with public teaching hospitals.
The hospitals are concentrated in Australia’s capital cities
and large metropolitan centres with a presence in every
state and territory.
In 2003, Healthscope entered into an agreement with
ACHA to manage three acute hospitals in South Australia.
ACHA is a not-for-profit community health organisation
based in South Australia, and is the largest private hospital
group in that State. Healthscope is responsible for daily
management of the hospitals’ operations, while ACHA
retains responsibility for strategic direction and governance.
Healthscope has over 17,000 Accredited Medical
Practitioners credentialed within our hospital network
across Australia. The patients of these Accredited Medical
Practitioners are the main source of admissions into
Healthscope hospitals, and Healthscope hospitals have a
range of attributes that are attractive to Accredited Medical
Practitioners, including high quality facilities in attractive
20
| HealtHscope ANNUAL REPORT 2016
locations, high quality nursing staff, industry leading quality
outcomes, on site consulting suites and a number of other
support services.
All of Healthscope’s hospitals are accredited under the
National Safety and Quality Health Services Standards
and Healthscope prides itself on providing market leading
quality outcomes. Healthscope reports 25 quality outcomes
publicly on the MyHealthscope website, and outperforms
the industry benchmark and its peers on the vast majority
of indicators.
International pathology
Healthscope has international pathology operations in
New Zealand, Malaysia, Singapore and a small presence
in Vietnam.
New Zealand
The New Zealand community pathology market is primarily
based on exclusive contracts between pathology providers
and government funded District Health Boards (DHBs).
Healthscope operates under the Labtests, SCL and
Northland brands. Healthscope also operates a veterinary
pathology business in New Zealand, which is branded
Gribbles Veterinary.
Healthscope holds contracts in 13 of the 20 DHB regions,
including community pathology contracts for the major
cities of Auckland, Wellington and Christchurch.
Malaysia
Healthscope, operating as Gribbles Pathology, is one of the
largest community pathology providers in Malaysia, with 27
laboratories across the country. These laboratories serviced
over 1.2 million patient episodes for the year ended 30
June 2016. Revenue is sourced from general practitioners,
hospitals and government/corporate programs.
Singapore
Healthscope, operating as Quest Laboratories, is one of
the largest community pathology providers in Singapore,
providing services to general practitioners, specialists and
corporate screening clients. Healthscope has one central
laboratory supported by two satellite laboratories and
serviced over 1.5 million patient episodes for the year ended
30 June 2016. In FY16, Quest Laboratories became the first
full-service private medical laboratory in Singapore to receive
accreditation from the College of American Pathologists.
In Vietnam, Healthscope manages one laboratory in a
private hospital outside Ho Chi Minh City specialising
in women’s and children’s health. Given its size, this
laboratory is managed as part of the Singaporean business.
Medical centres
Healthscope owns and operates 43 medical centres,
four skin cancer clinics and one specialist breast
diagnostic clinic in Australia. Through these operations Healthscope provides serviced medical centres to over 400
general practitioners.
General practitioners that operate in Healthscope’s medical centres are not employed by Healthscope, but instead
negotiate a service agreement with each individual medical centre. Under this agreement, Healthscope provides general
practitioners with practice management services which typically include access to a consulting room at a serviced medical
centre, nursing staff and other administrative support. As part of that arrangement, general practitioners pay Healthscope a
service fee which is expressed as a percentage of the general practitioners’ patient billings.
Australian pathology
Prior to 6 July 2015, Healthscope operated an Australian pathology business which included 30 laboratories and 560
collection centres across Victoria, New South Wales, South Australia and the Northern Territory. These operations were
divested to Crescent Capital Partners.
Summary of FY16 financial performance – continuing operations
Revenue
Operating EBITDA1
Operating EBIT1
Operating profit after tax1
Net profit after tax
Earnings per share (EPS)
Diluted EPS
Dividend per share (DPS)
FY16
$’m
2,290.9
407.9
310.4
194.6
182.8
10.5
10.5
7.4
FY15
$’m
2,156.6
380.8
291.0
155.6
153.7
9.4
9.3
7.0
movemeNt
%
6.2
7.1
6.7
25.1
18.9
11.7
12.9
5.7
1 FY16 results have been presented before other income and expense items (“non-operating items”) of $11.8 million (tax-effected) in order to present the
underlying trading performance of the business. FY15 results have been presented before other income and expense items (“non-operating items”) of $1.9
million (tax-effected) on the same basis.
FY16 Operating EBITDA of $407.9 million increased 7.1% year-on-year and Operating EBIT of $310.4 million increased
6.7% over the same period. These results were driven by the strong performance of the hospitals and New Zealand
pathology divisions. FY16 net profit after tax of $182.8 million also increased by 18.9%, reflecting the operating
performance of the business combined with a lower interest expense in FY16 due to the post-IPO capital structure having
been in place for the full financial year.
EPS from continuing operations of 10.5 cents was recorded in FY16 and a final unfranked dividend of 3.9 cents per share
was declared taking the full year dividend to 7.4 cents per share. The full year dividend per share represents a payout ratio of
70% of net profit after tax after adjustment for non-operating expenses which is consistent with the payout ratio for FY15.
Divisional FY16 financial performance
Hospitals
Revenue
Operating EBITDA
Operating EBIT
EBITDA margin (including ACHA fee)1
EBIT margin (including ACHA fee)1
FY16
$’m
1,947.7
354.9
281.4
18.2%
14.4%
FY15
$’m
1,852.5
327.6
263.3
17.7%
14.2%
movemeNt
%
5.1
8.3
6.9
+50 bps
+20 bps
1 Operating EBITDA and EBIT margins include prosthetics revenue and costs.
HealtHscope ANNUAL REPORT 2016 | 21
Directors’ report
Review of operations (continued)
The hospitals division recorded revenue growth of 5.1% to $1,947.7 million in the year ended 30 June 2016. Revenue growth
was largely organic reflecting a combination of admissions growth, case mix changes and health fund rate increases.
The hospitals division Operating EBITDA increased 8.3% to $354.9 million and the Operating EBITDA margin increased
50 basis points to 18.2%, largely driven by the revenue initiatives referred to above in addition to further cost efficiencies
resulting from labour and procurement initiatives.
New Zealand pathology
Revenue
Operating EBITDA
Operating EBIT
EBITDA margin
EBIT margin
FY16
$’m
222.7
50.7
40.1
22.8%
18.0%
FY15
$’m
182.2
41.6
31.1
22.9%
17.1%
movemeNt
%
22.2
21.8
28.9
(10) bps
+90 bps
The New Zealand pathology division recorded revenue growth of 22.2% to $222.7 million and Operating EBITDA
growth of 21.8% to $50.7 million in the year ended 30 June 2016. These results were primarily driven by the successful
implementation of a new pathology services contract in the greater Wellington region with Healthscope providing services
to the region from July 2015. The divisional Operating EBITDA margin contracted by 10 basis points to 22.8%, reflecting
the investment in the new state-of-the-art laboratory in Wellington, an upgrade and expansion of the core laboratory in
Auckland and the structure of our DHB contracts.
Other
Revenue
Operating EBITDA
Operating EBIT
EBITDA margin
EBIT margin
FY16
$’m
120.5
28.8
20.0
23.9%
16.6%
FY15
$’m
121.9
33.4
23.2
27.4%
19.0%
movemeNt
%
(1.2)
(13.7)
(13.8)
(350) bps
(240) bps
The other division includes Healthscope’s pathology operations in Singapore, Malaysia and Vietnam and the Australian
medical centre operations.
This division recorded a decline in revenue of 1.2% to $120.5 million for the year ended 30 June 2016, and Operating
EBITDA decline of 13.7% to $28.8 million. The Operating EBITDA margin contracted by 350 basis points to 23.9%.
Malaysia
The Malaysian pathology business recorded a decline in revenue of 3.8% and Operating EBITDA decline of 6.6% for the
year ended 30 June 2016. Revenue and Operating EBITDA continued to be impacted by the introduction of a GST policy in
April 2015 and reductions in health screening for foreign workers.
Singapore
The Singapore pathology business delivered revenue growth of 6.4% and Operating EBITDA growth of 5.3% for the year
ended 30 June 2016, reflecting strong organic growth from further penetration in the specialist and commercial markets.
This revenue growth was partially offset by an investment in the relocation of the core laboratory to larger premises with
new state-of-the-art automation where a broader range of tests can be conducted.
22
| HealtHscope ANNUAL REPORT 2016
Medical centres
The medical centres business recorded a decline in revenue of 4.7% and Operating EBITDA decline of 30.2% for the year
ended 30 June 2016. The reduction in revenue and Operating EBITDA resulted from the divestment of six skin clinics as
part of the divestment of the Australian Pathology operations in July 2015, general volume softness in the market and the
reintroduction of a Medicare Benefits Scheme fee freeze in July 2015.
Financial position
The Group has a strong financial position with $4.4 billion in assets underpinned by $2.7 billion of shareholder funds. This
position is further supported by $200 million in unrestricted cash reserves and $300 million in available debt facilities. With
positive working capital and a gearing ratio of 35.2%, Healthscope Group has capacity to fund its strong pipeline of hospital
expansion projects. Capital requirements for the Northern Beaches Hospital development is secured via project finance
debt facilities which form part of the above facilities.
During the year, Healthscope also completed a refinancing of its debt facilities and a US Private Placement (USPP) to
extend the maturity profile of the existing debt facilities and provide further funding flexibility in future.
Cash flow
Cash generated from operations of $391.7 million represents an increase of 3.7% on FY15 resulting in cash conversion
(cash generated from operations/EBITDA) of 96.0% (FY15: 99.2%).
Capital expenditure
Total capital expenditure of $523.4 million was $170.9 million higher than FY15 ($352.5 million) primarily driven by increased
brownfield capital investment associated with Healthscope’s hospital expansion program, including the Northern Beaches
Hospital project.
Business strategies and prospects for future years
Healthscope has a range of operational and growth strategies for each of its businesses, and these, together with favourable
industry dynamics across each of the markets in which the Company operates, provide a robust outlook for growth.
Key strategies for each of Healthscope’s businesses are outlined below.
oRgaNiC
BRowNFieLDs
ReLoCate aND gRow PPPs / goveRNmeNt
oUtsoURCiNg
iNteRNatioNaL
gRowtH
Organic growth
Organic growth will continue to benefit from increasing demand for private hospital services, coupled with the delivery of further
operational improvements in relation to case mix and continued efficiencies resulting from labour and procurement initiatives.
Healthscope will also continue to focus on delivering market leading quality outcomes and the promotion of transparent
reporting of these across the industry. The Company will continue to work collaboratively with private health insurance
funds to explore additional pay-for-quality opportunities.
Brownfields and “relocate and grow” projects
Healthscope has significant experience in designing and building private hospital facilities, and is well positioned to expand
its hospital facilities to meet additional patient demand through brownfield projects and relocate and grow projects.
Brownfield projects are those where an existing hospital is expanded through the addition of new beds and theatres, and in
some cases other additional infrastructure such as consulting suites and car parking. “Relocate and grow” projects involve
the construction of a new hospital close to an existing hospital and the transfer of services from the existing hospital to the
new facility which typically has increased capacity and higher quality amenities.
HealtHscope ANNUAL REPORT 2016 | 23
Directors’ report
Review of operations (continued)
In FY16, Healthscope completed seven construction projects, including three major projects: Gold Coast Private (QLD),
Knox Private (VIC) and National Capital Private (ACT) which delivered an additional 163 beds and nine operating theatres to
the Group’s portfolio.
Healthscope also has ten brownfield and “relocate and grow” projects currently under construction with a total estimated
project cost of approximately $1.2 billion.
Northern Beaches (NSW)
Holmesglen Private (VIC)
Norwest Private (NSW)
Frankston Private (VIC)
Brisbane Private (QLD)
Newcastle Private (NSW)
Darwin Private (NT)
Sunnybank Private (QLD)
Sydney Southwest Private (NSW)
Northpark Private (VIC)
total
BeDs
oPeRatiNg
tHeatRes
otHeR
450
147
60
60
29
16
-
-
-
-
20
ED, consulting suites, radiology, GP clinic
8
3
2
2
2
2
2
2
-
Consulting suites, oncology bays, ICU, ED
Consulting suites
Oncology department, car parking
Consulting suites, car parking, rehab gym, retail
Consulting suites, car parking
CSSD relocation
Consulting suites, car parking,
day surgery expansion
Consulting suites, car parking
ED
762
43
In addition to projects under construction, Healthscope has a further two projects that are Board approved and in the final
stages of planning.
John Fawkner Private (VIC)
Gold Coast Private (QLD)
total
BeDs
oPeRatiNg
tHeatRes
41
30
71
2
8
10
otHeR
Expand CCU, car parking
-
The Group has a number of other projects in planning stages, and it is expected that the project pipeline will be added to
over time given the strong underlying demand dynamics and the development potential within the portfolio.
Government partnerships and outsourcing
In response to growing demand for healthcare services and a public system under increasing pressure, it is expected that
State and Territory Governments will increasingly seek to partner with private hospital operators for the construction and
operation of public hospitals, such as the Northern Beaches Hospital, and outsourcing of some aspects of public patient
service delivery to the private hospital sector. As Australia’s second largest private hospital operator, with demonstrated
leadership in quality outcomes and proven design and construction expertise, Healthscope is well positioned to capitalise
on these opportunities.
In December 2014, Healthscope entered into a contract with the New South Wales Government to design, build,
operate and maintain the new Northern Beaches Hospital in Sydney. The hospital will have 450 overnight beds, of which
approximately 60% will be utilised by public patients. Construction of the hospital commenced in March 2015 and the
hospital is expected to be operational in late 2018.
24
| HealtHscope ANNUAL REPORT 2016
International expansion
With growing demand for healthcare services in Asia,
Healthscope is actively assessing opportunities to leverage
our hospital management expertise in the region. The
most likely entry point into the Asian hospital market for
Healthscope would be through a management contract or
joint venture, which enables Healthscope to leverage its
operational expertise, knowledge and training capabilities.
International pathology
New Zealand
The priority for Healthscope in New Zealand is to maintain
strong government relationships and continue to deliver a
high quality and cost effective value proposition to the DHBs
as well as driving operational efficiencies that generate
benefits for both Healthscope and our DHB partners.
Malaysia
In Malaysia, Healthscope has identified a number of
growth opportunities including pursuing additional hospital
outsourcing contracts and new screening packages for
community patients.
Healthscope operates 27 laboratories across Malaysia and
there are opportunities to improve workflow and efficiency
through automation, as well as more centralised testing
at the main laboratory. Opportunities for procurement
efficiencies are also being explored through further
leveraging Healthscope’s group buying power.
Singapore
In Singapore, Healthscope is investing resources into
achieving greater penetration in the hospitals and
specialists segments, increased labour efficiencies through
automation and further procurement savings by leveraging
Healthscope’s group purchasing power.
A review of the key strategic and operational risks is
performed with the Senior Executives twice annually and
considered by the Audit, Risk and Compliance Committee.
The material business risks that have the potential to
impact achievement of the Group’s strategic priorities and
business objectives, with relevant mitigation strategies, are
outlined below. The Company does not consider it has any
material environmental risks (as defined by the Corporate
Governance Principles and Recommendations (3rd Edition)
published by the ASX Corporate Governance Council).
These risks should not be taken to be a complete or
exhaustive list of the risks and uncertainties associated
with Healthscope. Many of the risks are outside the
control of the Directors. There can be no guarantee that
Healthscope will achieve its stated objectives, that it will
meet trading performance or financial results guidance that
it may provide to the market, or that any forward looking
statements contained in this report will be realised or
otherwise eventuate.
We have not included below the more generic risk areas
that affect most companies or general economic factors
that may impact Healthscope.
Government policy and regulation
Healthscope operates in healthcare industries which
are subject to extensive laws and regulations relating
to, among other things, the conduct of operations, the
licencing and accreditation of facilities and the addition and
development of facilities and services. There are a number
of government policies and regulations that, if changed,
may have a material adverse impact on the financial and
operational performance of Healthscope. Healthscope
monitors legislative and regulatory developments and
engages appropriately with legislative and regulatory
bodies to manage this risk.
Medical centres
Private health insurance funds
In the medical centres business Healthscope continues to
focus on strengthening the links between Healthscope’s
medical centres and hospitals and private health insurance
funds. In addition, Healthscope is positioning the portfolio
to respond to opportunities arising from the Federal
Government’s review of primary health care at the same
time as managing the business’ cost base to offset where
possible the on-going Medical Benefits Scheme fee freeze.
material business risks
Healthscope has a risk management framework in place
that facilitates the identification, assessment and reporting
of material business risks at a business and Group level.
Healthscope’s risk management framework is reviewed
annually by the Audit, Risk and Compliance Committee,
and the Committee reports to the Board in relation to its
effectiveness.
The majority of Healthscope’s revenue is derived from
private health insurance funds. The profitability of
Healthscope’s business is influenced by Healthscope’s
ability to reach ongoing commercial agreement with private
health insurance funds. Failure to reach a satisfactory
commercial agreement with a key private health insurance
fund has the potential to negatively impact the financial
and operational performance of Healthscope. Healthscope
maintains a regular dialogue with each of the private health
insurance funds and continues to work closely with them
on various strategies, including pay-for-quality initiatives, to
deliver mutually beneficial outcomes to both parties as part
of our on-going contract negotiations.
HealtHscope ANNUAL REPORT 2016 | 25
Directors’ report
Review of operations
(continued)
Private health insurance fund membership and
level of cover
A worsening economic climate, changes in economic
incentives, annual increases in private health insurance
premiums and other factors may cause the number of
members in private health insurance funds to fall or result
in members choosing to decrease their level of private
health insurance coverage, which has the potential to
reduce demand for Healthscope’s services, resulting in
decreased revenues.
If the profitability of private health insurance funds
deteriorates, there is a risk that private health insurance
funds may put increased pricing pressure on private
hospital operators such as Healthscope. Healthscope
monitors private health insurance participation rates and
engages with the private health insurers on a regular basis.
Relationships with Accredited Medical Practitioners
Accredited Medical Practitioners tend to prefer to work
at hospitals that have high quality facilities, equipment,
nursing staff and clinical safety outcomes and are
conveniently located, amongst other factors. In the
event Healthscope’s hospitals become less attractive
to Accredited Medical Practitioners, there is a risk that
Accredited Medical Practitioners will cease to practice at
Healthscope’s hospitals or refer patients to Healthscope’s
facilities. This, in turn, would adversely impact
Healthscope’s financial and operational performance.
Healthscope seeks to maintain a strong relationship
with its Accredited Medical Practitioners through regular
engagement to understand their preferences and
requirements and operates its hospital portfolio within a
strict quality and clinical framework to mitigate the risk of
poor quality outcomes.
Licences and accreditation
If Healthscope is unable to secure or retain licences
or accreditations for the operation of its hospitals and
pathology laboratories (where required) in the future,
or any of its existing licences or accreditations are
adversely amended or revoked, this may adversely impact
Healthscope’s ability to operate its businesses. This risk
is mitigated by Healthscope’s comprehensive quality and
clinical framework which seeks to ensure that facilities are
maintained and operations are conducted to the standards
required to retain licences and accreditation.
26
| HealtHscope ANNUAL REPORT 2016
Competition
There is a risk that the actions of Healthscope’s current
or potential future competitors will negatively affect
Healthscope’s ability to:
• attract and retain Accredited Medical Practitioners to
practice in Healthscope’s hospitals;
• successfully tender for District Health Board contracts in
New Zealand;
• attract community pathology work in Singapore or
Malaysia; and
• attract and retain General Practitioners to practice in
Healthscope’s medical centres.
Healthscope is focused on providing high quality healthcare
services across all its businesses and maintaining facilities
to a high standard, so it can effectively compete in its each
of its markets.
Nursing labour
The most significant cost in Healthscope’s hospital
operations is nursing labour. Increases in the cost of
nursing labour or tightening of supply for nursing labour
could have a material impact on the financial and
operational performance of Healthscope.
Healthscope has a comprehensive recruitment program for
nurses, including an active graduate recruitment program.
Healthscope employs a range of nurses with different levels
of experience and qualifications, so that nursing labour is
matched to clinical needs.
Medical indemnity claims and associated costs
Current or former patients may, in the normal course of
business, commence or threaten litigation for medical
negligence against Healthscope. Subject to indemnity
insurance arrangements, future medical malpractice
litigation, or threatened litigation, could have an adverse
impact on the financial performance and position and future
prospects of Healthscope. Healthscope actively monitors
and manages potential and actual claims and disputes.
Insurance
Insurance coverage is maintained by Healthscope
consistent with industry practice, including workers
compensation, business interruption, property damage,
public liability and medical malpractice. However, no
assurance can be given that such insurance will be
available in the future on commercially reasonable terms or
that any cover will be adequate and available to cover all
or any future claims. Healthscope’s insurance coverage is
managed by an experienced team who works closely with
respective insurers, and also ensures that any claims are
appropriately handled.
Development projects
Healthscope enters into development projects in its regular
course of business such as brownfield and “relocate and
grow” hospital developments. There are a number of risks
associated with development projects, including business
disruption during construction, cost overruns, and delays in
anticipated revenues flowing from proposed developments.
Healthscope has project specific risk management
and reporting systems in place and the progress and
performance of material projects is regularly reviewed by
senior management and the Board.
New Zealand pathology contracts
Healthscope currently has contracts with 13 District Health
Boards for the provision of pathology services in New
Zealand. There is a risk that each time a contract becomes
due for renewal, the relevant District Health Board enters
into a new contract with another party or renews the
contract with Healthscope but on less favourable terms.
The majority of these contracts are multi-year contracts and
Healthscope seeks to maintain strong relationships with
each of the District Health Boards to mitigate the risk that a
contract is not renewed or renewed on unfavourable terms.
International expansion
From time to time, Healthscope explores potential
international expansion opportunities. There is no certainty
that any of these opportunities will result in new revenue
streams and there is a risk that any new business venture
may not be successful which could have a negative
impact on Healthscope’s financial results and reputation.
Healthscope undertakes comprehensive due diligence in
relation to any prospective acquisition or partnership and
takes a disciplined approach to investment of capital to
mitigate these risks.
HealtHscope ANNUAL REPORT 2016 | 27
Directors’ report
Review of operations (continued)
Operating EBITDA
The following table reconciles the net profit for the year to Operating EBITDA which is the key performance metric used by
management to assess the financial performance of each operating segment:
Continuing operations
Statutory net profit for the year
Add back
Income tax expense
Net finance cost
Depreciation and amortisation
YeaR eNDeD
30 JUNe 2016
YeaR eNDeD
30 JUNe 2015
$’m
$’m
182.8
153.7
68.7
43.8
97.5
64.8
70.3
89.8
earnings before finance costs, income tax, depreciation, and amortisation (eBitDa)
392.8
378.6
Add back
Other income and expense items
15.1
2.2
operating earnings before finance costs, income tax, depreciation and amortisation
(operating eBitDa) from continuing operations
407.9
380.8
Discontinued operations (Pathology australia)
Statutory net loss for the year
Add back
Income tax benefit
Net finance cost
Depreciation and amortisation
earnings before finance costs, income tax, depreciation, and amortisation (eBitDa)
Add back
Other income and expense items
operating earnings before finance costs, income tax, depreciation and amortisation
(operating eBitDa) from discontinued operations
(1.7)
(12.9)
(0.7)
-
0.6
(1.8)
(2.6)
0.2
11.7
(3.6)
-
11.1
(1.8)
7.5
The following table provides an analysis of the Operating EBITDA achieved by each reportable segment for the financial
year ended 30 June 2016.
28
| HealtHscope ANNUAL REPORT 2016
operating eBitDa
Hospitals Australia
Pathology New Zealand
Other
total all segments
Corporate
total of all segments after corporate costs, continuing operations
Pathology Australia (now discontinued)
total all segments after corporate costs
YeaR eNDeD
30 JUNe 2016
YeaR eNDeD
30 JUNe 2015
$’m
$’m
354.9
50.7
28.8
434.4
(26.5)
407.9
(1.8)
406.1
327.6
41.6
33.4
402.6
(21.8)
380.8
7.5
388.3
Operating EBITDA represents profit before income tax expense, net finance costs, depreciation and amortisation adjusted for certain revenue and expense items
that are unrelated to the underlying performance of the business. The Company believes that presenting Operating EBITDA provides a better understanding of
its financial performance by facilitating a more representative comparison of financial performance between financial periods.
Operating EBITDA is presented with reference to the Australian Securities and Investment Commission Regulatory Guide 230 “Disclosing non-IFRS financial
information”.
State of affairs
Future developments
Divestment of Pathology australia
Hospitals
On 6 July 2015, Healthscope completed the Sale of its
Pathology Australia operations to Crescent Capital Partners
for $105.0 million. As part of the sale, Healthscope also
transferred six skin centres from its medical centres
operations to Crescent Capital Partners. The consideration
of $105.0 million comprised of $92.5 million cash and
a promissory note of $12.5 million. No gain or loss was
recognised in the current period as the net assets were
written down to their recoverable amount in prior year
based on the agreed proceeds from the sale.
The current consolidated net profit after tax includes the
operations of Pathology Australia for the period 1 July 2015
to 6 July 2015 (loss of $1.7 million).
Subsequent events
As at 31 July 2016, Management Shareholders held a
total of 7,930,582 shares pursuant to voluntary escrow
arrangements in connection with the legacy LTI plan and
listing of Healthscope. The escrow period ended on 31
July 2016.
Other than the above, there has not been any matter
or circumstance occurring subsequent to the end of
the financial year that has significantly affected, or may
significantly affect, the operations of the consolidated
entity, the results of those operations, or the state of affairs
of the consolidated entity in future financial years.
Healthscope remains well positioned to continue to expand
its hospital facilities to meet additional patient demand.
Healthscope opened three new brownfield developments
in FY16, providing the platform for growth over the next
few years, while planning is in place for the expansion of a
range of other major hospital facilities for the next 10 years.
Where developments are planned, Healthscope continues
to secure development approvals, consistent with the
hospital’s medium and long term plans. This is intended to
allow hospital expansions (including beds and operating
theatres) to be delivered in a staged approach to meet
future patient demand. The Northern Beaches Hospital
development continues to progress according to plan, and
Healthscope will continue to assess other new development
opportunities from State Governments as they arise.
New Zealand pathology
The priority for Healthscope in New Zealand remains to
enhance its value proposition of high quality services and
superior operational efficiencies to the DHBs. Operationally,
Healthscope is focused on extracting further economies
of scale, including cost synergies, through the operational
integration of its expanded laboratory network, and share
some of the long term efficiencies generated with DHBs.
Healthscope will seek to secure additional DHB contracts
as they become contestable, and is well positioned to
replace existing providers given its reputation for quality
and service.
HealtHscope ANNUAL REPORT 2016 | 29
Directors’ report
Future developments
(continued)
Malaysia, Singapore and Vietnam pathology
In South East Asia, Healthscope is focused on further
strengthening its market positions through an enhanced
service offering and greater segmental market penetration.
Across all its Asian pathology businesses, Healthscope
has identified potential for greater laboratory labour
efficiencies through increased benchmarking and
laboratory automation. In addition to labour efficiencies,
further procurement savings can be achieved by leveraging
Healthscope’s centralised purchasing power. Beyond its
existing pathology operations, Healthscope will also look to
capitalise on its knowledge and experience in the region by
actively explore further opportunities for growth.
Environmental regulations
The Healthscope Group is not subject to any significant
environmental regulations under a law of the Commonwealth
or of a state or territory.
Indemnification and
insurance of officers
and auditors
During the financial year, the Healthscope Group paid a
premium in respect of a contract insuring the Directors
of Healthscope Limited, the Company Secretary and
Executives of the Healthscope Group against liability to the
extent incurred as such a director, secretary or executive
officer to the extent permitted by the Corporations Act
2001. It is a condition of the insurance contract that its
limits of indemnity, the nature of the liability indemnified and
the amount of the premium are not to be disclosed.
The Healthscope Group has not otherwise, during or
since the end of the financial year, except to the extent
permitted by law, indemnified or agreed to indemnify
an officer or auditor of the Healthscope Group or of any
related body corporate against liability incurred as such
an officer or auditor.
Rounding off of amounts
The Company is an entity to which the ASIC Class Order
2016 / 191 applies, and in accordance with that the Directors’
report and financial statements are rounded off to the nearest
hundred thousand dollars, unless otherwise stated.
30
| HealtHscope ANNUAL REPORT 2016
Remuneration report
taBLe oF CoNteNts
1 overview
2 who does this report cover?
3 FY16 remuneration policy and guiding principles
3.1 Non Executive Director remuneration
3.2 Senior Executive remuneration
4 Remuneration governance framework
4.1 Role of the Board and Remuneration Committee
4.2 Remuneration consultants and other advisors
5 Non executive Director remuneration
5.1 Current Non Executive Director fee pool
5.2 Non Executive Director fee structure
6 Company performance and senior executive remuneration in detail
6.1 Company performance for FY16
6.2 Fixed Remuneration
6.3 Short Term Incentive
6.4 Long Term Incentive
6.5
IPO specific arrangements
6.6 Key terms of Executive service agreements
7 statutory remuneration disclosures
7.1 Senior Executive remuneration – statutory disclosures
7.2 Movements in rights held by Senior Executives
7.3 Non Executive Director remuneration – statutory disclosures
7.4 KMP shareholdings
32
33
33
33
33
36
36
36
36
36
36
37
37
37
37
39
42
42
44
44
44
45
46
HealtHscope ANNUAL REPORT 2016 | 31
•
introduction of a deferred equity component for Senior
Executives’ STI reward, which will result in 30% of
any STI award being awarded as STI Performance
Rights, which are rights to receive fully-paid ordinary
Healthscope shares, that are eligible for vesting after a
two-year service period; and
• the maximum STI reward for the CEO and CFO has
been reduced from 200% to 150% of Total Fixed
Reward (TFR).
As advised to shareholders at our 2015 Annual General
Meeting, for Senior Executives (other than the CEO and
CFO), Healthscope’s STI awards contain an EBIT measure
that is based on Operating EBIT, being statutory EBIT
from Continuing Operations excluding one-off major
expenditures unrelated to business as usual operations.
This target has been in place for several years and
takes into account that there are certain matters of a
non-operational or non-recurring nature which may not
accurately reflect underlying performance.
In addition, in order to provide further transparency around
Senior Executive remuneration, Healthscope has also
committed to retrospectively disclose the EPS metrics used
in the calculation of LTI awards at the conclusion of the
relevant performance period.
While no material changes are currently planned to the
remuneration structure for the coming year, in FY17,
Healthscope will continue to develop and maintain a
remuneration framework that is equitable and aligned with
the long term interests of Healthscope and its shareholders.
Directors’ report
1 Overview
Over the course of FY16 Healthscope has continued its
track record of delivering consistent earnings growth
while providing high standards of healthcare to patients in
Australia, New Zealand and South East Asia. A number of
major hospital expansion projects were also completed this
year, positioning the portfolio for further growth.
The Board believes the Company’s success depends
on the performance of all Healthscope employees. The
structure of remuneration, particularly at the Senior
Executive level, is a key component in driving positive
outcomes for employees, shareholders, the Company as a
whole and other health sector stakeholders. Healthscope’s
remuneration strategy and associated programs have
therefore been specifically designed to align Senior
Executive reward with the creation of shareholder value and
achievement of quality health outcomes.
Healthscope delivered Operating EBITDA of $407.9 million
for the full-year ended 30 June 2016, a 7.1% increase
on the prior corresponding period. This increase resulted
primarily from earnings growth and margin expansion
in the hospital and New Zealand pathology businesses.
Remuneration outcomes in FY16 reflect this performance
against financial targets and strategic drivers and the
weighting accorded to various financial goals. Accordingly,
Short Term Incentive (STI) awards to Senior Executives for
FY16 performance ranged around the target opportunity.
The Board considers awards are consistent with shareholder
outcomes across the same period, which showed growth
in key measures of shareholder value creation. No awards
are vested under the Long Term Incentive (LTI) Plan, as
performance periods are not yet complete.
As flagged in the 2015 Remuneration Report, key changes
in Senior Executive remuneration were made in FY16
as a means of strengthening the relationship between
remuneration outcomes and company performance and
further aligning reward with shareholder interests. Key
remuneration changes implemented in FY16 include:
• for the Chief Executive Officer (CEO) and the Chief
Financial Officer (CFO), adopting a STI financial target
based on Operating NPAT, to better align remuneration
outcomes for these key executives with shareholders’
interests;
• for all Senior Executives, supplementing financial
targets with individually focussed non-financial STI
targets (that account for 30% of the target reward) to
create a balanced scorecard approach to short term
remuneration outcomes;
32
| HealtHscope ANNUAL REPORT 2016
2 Who does this report cover?
This Remuneration Report sets out the remuneration arrangements for the Healthscope Group’s Key Management Personnel
(KMP) (who are listed in the table below). For the remainder of this Report, the KMP are referred to as either Senior Executives
or Non Executive Directors.
Name
PositioN
Non executive Directors
Paula Dwyer
tony Cipa
Jane mcaloon
Rupert myer ao
Paul o’sullivan
Chairman (Non Executive)
Non Executive Director
Non Executive Director (appointed 1 March 2016)
Non Executive Director
Non Executive Director (appointed 1 January 2016)
Ziggy switkowski ao
Non Executive Director (appointed 4 April 2016)
aik meng eng
simon moore
senior executives
Non Executive Director (retired 31 December 2015)
Non Executive Director (retired 31 December 2015)
Robert Cooke
Managing Director and CEO
michael sammells
CFO
mark Briscoe
anoop singh
General Manager Operations
General Manager International Pathology
Except as otherwise noted, all Non Executive Directors and Senior Executives have held their positions for the duration of FY16.
This Remuneration Report covers the entirety of FY16.
3 FY16 remuneration policy and guiding principles
3.1 Non executive Director remuneration
Healthscope’s remuneration policy for Non Executive Directors aims to ensure that Healthscope can attract and retain
suitably qualified and experienced Non Executive Directors having regard to:
• the level of fees paid to Non Executive Directors of other major Australian companies;
• the size and complexity of Healthscope’s operations; and
• the responsibilities and work requirements of Board members.
Non Executive Director remuneration does not include performance-based payments.
3.2 senior executive remuneration
The Board is committed to developing and maintaining a remuneration framework that is equitable and aligned with the
long-term interests of Healthscope and its shareholders and which enables Healthscope to attract and retain skilled
Senior Executives.
HealtHscope ANNUAL REPORT 2016 | 33
Directors’ report
3 FY16 remuneration policy and guiding principles (continued)
In FY16, Senior Executive remuneration was made up of three components.
• Fixed remuneration;
• STI comprising an award based on assessed performance against a financial hurdle and balanced scorecard; 70% paid
in cash and 30% as STI Performance Rights deferred for two years; and
• LTI comprising an award of LTI Performance Rights with vesting after a three year performance period based on
assessed performance against Relative TSR and Absolute EPS measures.
— FY16 —
— FY17 —
— FY18 —
Total Fixed Renumeration
Determined based on:
• Market Benchmarking
• FY2016 Performance
Short Term Incentive – Cash
At risk based on financial and
non-financial KPIs
Short Term Incentive – Deferred Equity
STI Performance Rights with a two year
deferral period
Long Term Incentive
At risk based on performance against
Relative TSR and Absolute EPS measures
Vesting period
6
1
Y
F
n
o
i
t
a
r
e
m
u
n
e
R
e
v
i
t
u
c
e
x
e
r
o
n
e
s
i
34
| HealtHscope ANNUAL REPORT 2016
The particular principles that guide the Board and the Remuneration Committee when setting Senior Executive
remuneration and the links to the remuneration framework are illustrated below. These principles also guide remuneration of
Healthscope’s other executives.
RemUNeRatioN PRiNCiPLes
• Ensure remuneration structures are equitable, reflect performance and are aligned with the long-term interests of Healthscope and
its shareholders;
• Attract and retain skilled Senior Executives;
• Structure short and long term incentives that are challenging and linked to the creation of sustainable shareholder returns; and
• Ensure any termination benefits are justified and appropriate.
RemUNeRatioN FRamewoRk FY16
Fixed Remuneration reflects
seniority, complexity, nature
and size of the role
At risk reward is performance-based, with a mix of STI and LTI aligned with Healthscope’s strategic
direction to deliver value to shareholders in both the short and long term
FiXeD
at Risk
total Fixed Remuneration
(tFR) - cash
short term incentives (sti) – cash and deferred
equity in the form of sti Performance Rights
Long term incentives (Lti) –
Performance Rights
•
•
reviewed annually
formal benchmarking
against peer companies
with Senior Executive
Fixed Remuneration
generally positioned
around the peer median
•
influenced by individual
performance
• determined based on a balanced scorecard,
including performance against financial and
non-financial targets
• a ‘gateway’ is applied – 90% of overall
•
•
Company EBIT target must be achieved before
any STI can be earned
for the CEO and CFO, STI target opportunity is
set at 100% of Total Fixed Remuneration (TFR);
maximum opportunity is set at 150% of TFR
for other Senior Executives STI target
opportunity is set at 50% of TFR with
maximum opportunity up to 100% of TFR
•
•
•
the FY16 LTI grant was made in the form
of Performance Rights (i.e. rights to receive
shares in Healthscope if the TSR and EPS
performance measures are satisfied at the end
of the measurement period)
for the CEO and CFO, the LTI opportunity set
at 120% of TFR
for other Senior Executives, the LTI opportunity
set at 60% of TFR
Application of these principles has resulted in the following percentage mix of remuneration components for Senior Executives for FY161:
Ceo, CFo
31%
22%
9%
38%
otHeR seNioR
eXeCUtives
47%
17%
7%
29%
Fixed Remuneration
STI (Cash)
STI (Deferred)
LTI
1 Assumes STI at target, full provision of the deferred STI in future and vesting of LTI at a value equal to the original award.
The Board has broad “clawback” powers to determine that any Performance Rights granted under the LTI or STI Plans
may lapse or be forfeited, or be repaid in certain circumstances (e.g. in the case of serious misconduct). This protects
Healthscope against the payment of benefits where participants have acted inappropriately.
HealtHscope ANNUAL REPORT 2016 | 35
Directors’ report
4 Remuneration governance framework
4.1 Role of the Board and Remuneration Committee
The Board is responsible for ensuring that Healthscope’s remuneration structures are equitable and aligned with the long-
term interests of Healthscope and its stakeholders. The Remuneration Committee, established by the Board, is made up of
a majority of independent directors, with responsibility for reviewing key aspects of Healthscope’s remuneration structure
and arrangements.
The Remuneration Committee reviews and recommends to the Board:
• fixed remuneration and incentive arrangements for the Senior Executives and other executives reporting to the CEO;
• major changes and developments to employee incentive plans; and
• remuneration arrangements for Non Executive Directors.
4.2 Remuneration consultants and other advisors
The Remuneration Committee consulted with various external advisers during the process of developing Healthscope’s
remuneration framework. The Committee intends to continue to obtain external independent advice when required, and will
use it to guide and inform their considered decision-making.
Healthscope did not receive any ’remuneration recommendations’ as defined under the Corporations Act 2001 in FY16.
5 Non Executive Director remuneration
5.1 Current Non executive Director fee pool
The current Non Executive Director fee pool was set by Healthscope at a general meeting on 28 June 2014 at $2,000,000
per annum and has remained unchanged over FY16, as have Non Executive Director fees.
5.2 Non executive Director fee structure
PositioN
BoaRD Fees
BoaRD Committees
Audit, Risk and Compliance
Committee
Remuneration
Committee
Nominations
Committee1
Chairman
$475,000 2
Non Executive Director
$150,000
Committee Chairman
Committee Member
$30,000
$20,000
$30,000
$20,000
Notes: All director fees include superannuation, as applicable. The Non Executive Director nominated by the Carlyle Group, Simon Moore, had waived his
entitlement to any Board and Committee fees up to the date of his retirement effective 31 December 2015. The Non Executive Director nominated by TPG,
Aik Meng Eng, had waived his entitlement to any Board and Committee fees from the date of listing up until his retirement effective 31 December 2015.
1
Included in Board fees.
2 Fee includes service on all committees.
Other payments may be made for additional services outside the scope of Board and Board Committee duties.
Non Executive Directors are also entitled to be reimbursed for all travel and other expenses reasonably incurred in attending
to Healthscope’s affairs.
36
| HealtHscope ANNUAL REPORT 2016
6 Company performance and Senior Executive
remuneration in detail
6.1 Company performance for FY16
Healthscope has continued to demonstrate strong performance in FY16 against key metrics as shown below, with
comparison to FY15. Group Revenue, Operating EBITDA and Operating EBIT from continuing operations all increased on
the prior year, reflecting continued organic growth and operational productivity improvements in core operations.
It is not possible to address the statutory requirement that Healthscope provides a five-year discussion of the link between
performance and reward in this Remuneration Report as Healthscope has not been listed for sufficient time.
sHaRe PeRFoRmaNCe
eaRNiNgs PeRFoRmaNCe
Closing
share
price (a$)
Dividend
p/share1
(cents)
tsR1
(%)
ePs
(cents)
operating
eBitDa
($m)
operating
eBit
($m)
operating
NPat
($m)
statutory
NPat
($m)
FY16
FY15
2.86
2.722
7.2
3.3
8
31
10.4
8.6
407.9
380.8
310.4
291.0
194.6
155.6
181.1
140.8
1 Dividends include only those amounts declared and paid up to 30 June of the relevant financial year, hence FY16 includes the interim dividend from FY16
and final dividend from FY15.
2 The opening share price on 28 July 2014 was $2.10.
6.2 Fixed Remuneration
6.3.1 STI KPIs
Fixed Remuneration is made up of cash salary,
superannuation and other approved benefits.
A benchmarking exercise was conducted in FY16 to review
the level of Fixed Remuneration of the Senior Executives
against peer companies. Fixed Remuneration of Senior
Executives is generally positioned at the median level of
peer companies. Individual fixed remuneration increases
for Senior Executives during FY16 were in line with general
market movement. In some cases as a consequence of
reduced STI opportunity, additional increases were made in
order to offset the impact on total reward, consistent with
the Company’s remuneration policy and guiding principles.
6.3 short term incentive
The STI Plan (including its performance conditions) is
designed to provide increased focus on and reward for
performance against those areas that most significantly
drive the delivery of Healthscope’s strategic initiatives.
Targets were set at the commencement of FY16 and
assessed at the end of the financial year, based on
the Company’s audited annual results and individual
performance against non-financial targets. A gateway is in
place for all Senior Executives which means a minimum of
90% of the Group Operating EBIT target must be achieved
before any incentives can be paid.
Potential awards are expressed as a percentage of Fixed
Remuneration.
For FY16, all STI targets for Senior Executives were aligned
with the balanced scorecard approach in place across the
group. The composition of these targets is set out below. An
indicator of the results achieved against these objectives in
FY16 is shown at 6.3.2. STI Awards for Senior Executives
ranged around the target opportunity, reflecting relative
achievement of financial and non-financial metrics.
Financial targets for Senior Executives other than the CEO and
CFO are based on the ‘Operating EBIT’ measure at a Group
or Divisional level. Operating EBIT is statutory EBIT excluding
one-off major expenditures unrelated to business as usual
operations. This hurdle has been in place for several years and
takes into account that there are certain matters of a non-
recurring nature which may not accurately reflect underlying
performance. As the CEO and CFO have responsibility for
the whole business, including capital management, their
STI financial measure is based on Operating Net Profit After
Tax (Operating NPAT). Operating NPAT is statutory NPAT for
Continuing Operations; excluding one-off major expenditures
unrelated to business as usual operations.
Non-financial measures comprise specific targets and
goals in relation to ‘Quality’, ‘Growth and Innovation’ and
‘People, Safety and Culture’; all areas which are key to
positive outcomes for Healthscope and its stakeholders.
Each category is weighted equally. A gate also applies to the
‘People, Safety and Culture’ category, with an internal metric
related to safety reporting culture required to be achieved
before assessment can be made against other objectives.
This gate was met in FY16.
HealtHscope ANNUAL REPORT 2016 | 37
Directors’ report
6 Company performance and Senior Executive
remuneration in detail (continued)
taRgets aND weigHtiNgs (as a PeRCeNtage oF RewaRD at taRget)
senior executive
Position
group NPat
(with gate to be met)
group
operating eBit
(with gate to be met)
Divisional
Financial
measure(s)
Non-Financial
measures
Robert Cooke
CEO
michael sammells
CFO
70%
70%
mark Briscoe
GM Operations
anoop singh
GM International
Pathology
40%
10%
30%1
60%2
1 For GM Operations these targets are based on Hospital Division EBIT (20%) and Medical Centres EBIT (10%).
2 For GM International Pathology this target is based on Pathology Division EBIT.
30%
30%
30%
30%
6.3.2 STI Awards for FY16
The determination of STI payouts for Senior Executive financial targets is based on the following schedule:
PeRFoRmaNCe - aCHievemeNt oF taRget
PaYoUt - PeRCeNtage oF sti taRget
≤ 90% of target
Nil payout
> 90% to less than 100% of target
Straight-line between 1% and 99.9% of Target STI
100% to less than 102% of target
100% of Target STI
102% to less than 110% of target
Straight-line between 110% and 150% of Target
≥110% of target
150% of Target STI
For FY16, stretch opportunities did not apply to non-financial targets, with any stretch payments made solely on the basis
of the relevant group financial metric.
In relation to FY16, 30% of Senior Executives’ STI will be awarded as STI Performance Rights, which are rights to
receive ordinary Healthscope shares on vesting. Once the STI Performance Rights have been issued, there are no further
performance measures however the award will be subject to a two year deferral period and continued employment. Any STI
Performance Rights that do not vest will automatically lapse.
STI Performance Rights are granted at no cost and no payment is required to be made in order for the STI Performance
Rights to vest and convert to shares. STI Performance Rights do not carry any voting or dividend entitlements.
The number of STI Performance Rights to be issued to Senior Executives is calculated by dividing the deferred portion
of the STI reward by the Volume Weighted Average Price (VWAP) of Healthscope shares in the five days following the
announcement of the Company’s full year financial results. Accordingly, as at the date of this Report, the actual number of
STI Performance Rights related to FY16 cannot be calculated and have not yet been issued. Based on the share price of the
Company as at 30 June 2016 ($2.86), 900,683 STI Performance Rights would be issued. This number has been used for the
purposes of calculating diluted earnings per share in Note 5 to the financial statements.
The actual number of STI Performance Rights issued to Senior Executives in relation to 2016 will be reported to
Shareholders in the Company’s 2017 Remuneration Report.
38
| HealtHscope ANNUAL REPORT 2016
Details of FY16 STI outcomes for Senior Executives
seNioR
eXeCUtives
PositioN
totaL sti
awaRDeD
($)1
CasH
PaYmeNt
($) 2
vaLUe oF sti
PeRFoRmaNCe
RigHts ($)
Robert
Cooke
michael
sammells
mark
Briscoe3
anoop
singh
CEO
1,899,034
1,329,324
569,710
CFO
929,713
650,799
278,914
GM
Operations
GM
International
Pathology
201,866
141,306
60,560
185,631
129,942
55,689
PeRCeNtage oF
maXimUm sti
% Awarded % Forfeited
oveRaLL
PeRFoRmaNCe
ReLative to
oBJeCtives
82
82
45
67
18
18
55
33
Between target
and stretch4
Between target
and stretch4
Between
threshold and
target4
At target
1 Represents the total value of the STI Award at the time of award.
2 Cash payments will be paid to Senior Executives shortly after the Company’s audited results for FY16 are released.
3 Payout for Mark Briscoe is calculated in accordance with current STI arrangements, which are transitioning to a reduced target and maximum opportunity,
so that by FY18 they are in line with other Senior Executives below the CEO and CFO, where target opportunity is 50% of fixed Remuneration and maximum
opportunity is 75%.
4 The CEO and CFO both achieved 123.2% of the target STI opportunity. The GM Operations achieved 90% of the target STI opportunity.
6.3.3 Treatment on cessation
On cessation of employment, Senior Executives are not
entitled to any unpaid STI, other than where the Senior
Executive resigns for illness or other approved reasons, or
where employment is terminated due to redundancy. In such
cases, the Senior Executive, subject to Board discretion,
may receive a pro-rata STI award based on performance
over the period of the year that they were employed.
For unvested STI Performance Rights that are held
as a deferred STI award, where a participant ceases
employment for cause or due to resignation (other than
due to death, ill health or disability) all unvested STI
Performance Rights will automatically lapse.
However, pursuant to the Equity Incentive Plan Rules,
the Board retains absolute discretion to determine,
vest or lapse some or all STI Performance Rights in all
circumstances.
6.3.4 Change of control affecting STI
Performance Rights
In the event of a takeover bid or other transaction, event or
state of affairs that in the Board’s opinion is likely to result
in a change in control of the company, the STI Performance
Rights will vest, unless the Board determines otherwise.
6.4 Long term incentive
Growth remains a key plank of Healthscope’s strategic plan
and it is appropriate that Senior Executives be incentivised
to achieve targets which demonstrate sustainable growth.
The LTI Plan also acts to retain key executives who have
the capacity to influence Company strategy and direction
and therefore supports Company performance and aligns
with the interests of shareholders over the longer term.
Healthscope introduced the LTI Plan at the time of IPO in
2014. The FY16 LTI grant delivered awards in the form of
Performance Rights. The number of LTI Performance Rights
granted was determined by use of a face value methodology.
The LTI award was divided by the VWAP of Healthscope
shares traded on the ASX over the five trading days following
the announcement of the FY15 full year financial results.
Each LTI Performance Right entitles the holder to one
ordinary share in Healthscope on satisfaction of performance
conditions that are measured over a three year performance
period. LTI Performance Rights are granted at no cost
and no payment is required to be made in order for the
Performance Rights to vest and for participants to receive
their share allocation. LTI Performance Rights do not carry
any voting or dividend entitlements.
Grants under the LTI Plan are expressed as a percentage of
Total Fixed Remuneration. Grants for Senior Executives in
FY16 ranged from 60% to 120% of Fixed Remuneration.
The LTI Plan is designed to align the interests of Senior
Executives with the interests of shareholders by providing
the opportunity for participants to receive an equity interest
in Healthscope through the granting of Performance Rights.
The diagram on the next page is a snapshot of the terms
and conditions applying to the LTI arrangements for all
Senior Executives in FY16, with further details of the LTI
arrangements outlined in sections 6.4.1– 6.4.5.
HealtHscope ANNUAL REPORT 2016 | 39
Directors’ report
6 Company performance and Senior Executive
remuneration in detail (continued)
LTI opportunity
Performance conditions
25% – TSR component
75% – EPS component
Gateway
Absolute TSR threshold
of 7.5%
Tested based on relative TSR against
peer group over a 3 year period
Tested based on Earnings Per Share over a three year period
ASX peer group (ASX 100)
6.4.1 Participation and performance hurdles
All Senior Executives participated in the LTI Plan in FY16 which has dual performance hurdles – Earning Per Share (EPS) and
Relative Total Shareholder Return (RTSR) (with an absolute TSR gate or threshold of 7.5% to be achieved before RTSR can
be assessed). The mix of measures means that both lead indicators (indicative of Healthscope business operations) and lag
indicators (reflecting the market’s reaction to the Company’s past performance) are utilised.
The EPS measure was selected because of its correlation with long term shareholder return and its lower susceptibility to
short term share price volatility. This measure also provides a greater ‘line of sight’ between Senior Executives’ actions and
the way in which their performance is measured. Consequently, this component was more heavily weighted in order to drive
performance and provide an appropriate retention incentive.
RTSR measures the performance of an ordinary Healthscope share (including the value of any dividend and any other
shareholder benefits paid during the period) against total shareholder return performance of a comparator group of
companies, comprising the S&P ASX100 Index, over the same period. The Board believes that RTSR is an appropriate
hurdle, as it links Senior Executive reward to Healthscope’s relative share performance which is consistent with creating
shareholder value relative to Healthscope’s peer group. No Performance Rights vest unless Healthscope’s TSR is higher
than the median of this comparator group.
The S&P ASX100 is considered an appropriate peer group as a comparator group for RTSR performance as it represents a
meaningful statistical sample and an appropriate group of alternative potential investments for shareholders with which to
compare Healthscope performance.
These hurdles and vesting schedules are set out below:
aBsoLUte ePs PeRFoRmaNCe
(75% Weighting)
ReLative tsR PeRFoRmaNCe
(25% Weighting)
PoRtioN oF PRs tHat wiLL vest
agaiNst ReLevaNt taRget
Less than the threshold target
Less than the 50th percentile
equal to the threshold target
At 50th percentile
Nil
50%
greater than the threshold target,
up to maximum target
Between 50th and 75th percentile
Straight line vesting between
50% and 100%
at or above maximum target
At or above the 75th percentile
100%
40
| HealtHscope ANNUAL REPORT 2016
6.4.2 Measurement
The performance period for the FY16 grant runs from 1 July 2015 to 30 June 2018.
For the FY16 grant, RTSR performance is independently assessed over the performance period against the constituents of
the S&P ASX 100 index as at 1 July 2015.
EPS is calculated using Operating NPAT, divided by the weighted average number of shares on issue during the year. As
a recently listed company, Healthscope does not have the history of EPS data to use as a basis for setting three year EPS
targets. For the FY16 grant the EPS target will therefore consist of three annual EPS targets set by the Board and based on
projected performance for each year. The EPS vesting outcome for each of the three years will be averaged to provide an
overall outcome for the performance period. In assessing performance against EPS targets, the Board retains discretion to
review outcomes to ensure that any aberrant results of testing are avoided.
The Board considers the disclosure of the EPS targets set for each LTI grant to be commercially sensitive information and
that disclosure of these targets would not be in the Company’s and shareholders’ best interest. Consistent with the practice
of not giving numerical guidance on forecasted financial performance, these targets will not be disclosed at the time of
a grant. The Board will disclose the EPS targets used in the calculation of executive reward after the conclusion of each
performance period.
An average threshold of 50% of target over the performance period must be reached before any LTI Performance Rights
measured against the EPS target can vest.
Testing of the FY16 LTI grant will occur in FY19, shortly after the release of the Company’s FY18 full year results.
No retesting is permitted in relation to either performance condition. Any Performance Rights that do not satisfy the
performance conditions automatically lapse.
6.4.3 LTI Performance Rights granted in FY16
seNioR eXeCUtives
PositioN
NUmBeR oF
PeRFoRmaNCe
RigHts gRaNteD 1
gRaNt Date
FaiR vaLUe oN
gRaNt Date ($)
Robert Cooke
CEO
697,925
23 November 2015
michael sammells
CFO
341,684
30 October 2015
mark Briscoe
GM Operations
101,568
30 October 2015
anoop singh
GM International
Pathology
84,060
30 October 2015
2.31
2.18
2.18
2.18
1 Vesting of Performance Rights is subject to meeting of performance hurdles as set out at in section 6.4.1. Figures therefore represent the maximum possible
shares that could be granted following the end of the performance period, should all conditions be met.
2 The number of LTI Performance Rights granted was determined by dividing the LTI reward by the VWAP of Healthscope shares in the five days following the
announcement of the Company’s FY15 financial results ($2.65 per share).
6.4.4 Cessation of employment
Where a participant ceases employment for cause or due to resignation (other than due to death, ill health or disability) all
unvested Performance Rights will automatically lapse. In all other circumstances, the Performance Rights will remain on foot
and subject to the original performance conditions, as if the participant had not ceased employment.
However, pursuant to the Equity Incentive Plan Rules, the Board retains absolute discretion to determine, vest or lapse
some or all Performance Rights in all circumstances.
6.4.5 Change of control
Where there is likely to be a change of control, the Board has the discretion to accelerate vesting of some or all of the
Performance Rights. Where only some of the Performance Rights are vested on a change of control, the remainder of
the Performance Rights will immediately lapse.
HealtHscope ANNUAL REPORT 2016 | 41
Directors’ report
6 Company performance and Senior Executive
remuneration in detail (continued)
If a change of control occurs before the Board exercises its discretion, a pro-rata portion of the Performance Rights (equal
to the portion of the relevant Performance Period that has elapsed up to the change of control) will immediately and
automatically vest.
6.5 iPo specific arrangements
All Senior Executives subscribed for shares at the IPO, with funds from the sale of Options granted under a legacy LTI Plan
and via one-off retention payments made to focus the efforts of Senior Executives on achieving the IPO and to encourage
management stability post the IPO.
These Healthscope shares could not be disposed or otherwise dealt with until two years after completion of the IPO (being
31 July 2016) and were subject to voluntary escrow during that period. The voluntary escrow period has now ended.
These shareholdings are reported in section 7.4 (KMP shareholdings) and further information can be found in the
Company’s FY15 Remuneration Report.
6.6 key terms of executive service agreements
All Senior Executives are party to a written Executive service agreement with Healthscope Operations Pty Ltd (ACN 006 405
152) (a wholly owned subsidiary of Healthscope).
6.6.1 Key terms of Executive Service Agreement for CEO
DURatioN
oNgoiNg
Periods of notice
required to terminate
Termination payments
12 months’ notice by either party in writing is required to terminate the contract other
than where employment is terminated for dishonesty, fraud, wilful disobedience or
misconduct (in which case no notice is payable).
Payment in lieu of all or a portion of the notice period may be made at the Company’s
discretion.
May not exceed the maximum amount which the Company is permitted to pay the CEO
under the Corporations Act.
STI is not payable where the CEO has resigned and terminates before the payment
becomes payable (as determined at the sole discretion of the Board). STI is payable if the
STI becomes due and employment is terminated by the Company, other than for cause.
Average base salary is payable during any restraint period.
Unvested securities will be treated in accordance with the relevant Plan Rules.
Restraint of trade
The CEO is restrained from competing with Healthscope or other members of the
Healthscope Group during his employment and for up to 12 months post termination of
his employment.
42
| HealtHscope ANNUAL REPORT 2016
6.6.2 Key terms of Executive Service Agreements for other Senior Executives
DURatioN
oNgoiNg
Periods of notice
required to terminate
Termination payments
Restraint of trade
CFO – 12 months’ notice by either party in writing is required to terminate the contract
other than where employment is terminated for dishonesty, fraud, wilful disobedience or
misconduct (in which case no notice is payable).
Other Senior Executives have 6 months’ notice periods (other than where employment is
terminated for serious misconduct, in which case no notice is payable).
Payment in lieu of all or a portion of the notice period may be made at the Company’s
discretion.
May not exceed the maximum amount which the Company is permitted to pay the Senior
Executive under the Corporations Act.
CFO - STI is not payable where the CFO has resigned and terminates before the payment
becomes payable (as determined at the sole discretion of the Board). STI is payable if the
STI becomes due and employment is terminated by the Company, other than for cause.
Average base salary is payable during any restraint period.
Unvested securities will be treated in accordance with the relevant Plan Rules.
The CFO is restrained from competing with Healthscope or other members of the
Healthscope Group during his employment and for up to 12 months post termination of
his employment.
For other Senior Executives, non-solicitation provisions (relating to employees,
contractors and medical officers) of between 6 and 12 months are in place.
The Corporations Act restricts the termination benefits that can be provided to KMP on cessation of their employment,
unless shareholder approval is obtained. The shareholders of the Company and Healthscope Operations Pty Ltd approved
the termination arrangements of Robert Cooke and Michael Sammells at a general meeting on 28 June 2014.
HealtHscope ANNUAL REPORT 2016 | 43
Directors’ report
7 Statutory remuneration disclosures
7.1 senior executive remuneration – statutory disclosures
The following table sets out the statutory disclosures required under the Corporations Act 2001 (Cth) and in accordance
with the Accounting Standards.
sHoRt-teRm emPLoYee
BeNeFits
Post-
emPLoYmeNt
BeNeFits
otHeR
LoNg
teRm
BeNeFits
sHaRe-BaseD
PaYmeNts
totaL
Cash Salary
Bonuses1
Non-
Monetary
Benefits 2
Superannuation
benefits
Long Service
Leave 3
Value of STI –
Performance
Rights4
Value of LTI –
Performance
Rights5
senior executives
Robert Cooke
FY16
FY15
Michael Sammells
FY16
FY15
Mark Briscoe
FY16
FY15
Anoop Singh
FY16
FY15
total- FY16
Total- FY15
1,506,250
1,442,766
1,329,324
1,500,000
719,552
650,956
650,799
685,956
418,592
368,748
141,306
398,748
352,478
342,542
129,942
108,397
2,996,872
2,805,012
2,251,371
2,693,101
5,664
5,605
6,890
6,708
5,664
5,605
5,664
5,605
23,882
23,523
35,000
35,000
35,000
35,000
30,000
30,000
18,783
18,783
118,783
118,783
39,349
33,561
16,228
8,466
10,394
5,156
8,977
6,111
74,948
53,294
174,078
-
851,391
439,789
3,941,056
3,456,720
85,224
-
18,504
-
17,016
-
294,822
-
404,733
201,046
1,918,426
1,588,133
120,555
59,988
745,015
868,244
95,051
45,299
627,911
526,737
1,471,730
746,121
7,232,409
6,439,834
1 Bonus payments relate to the cash component of the FY16 STI and will be paid in FY17.
2 The amounts disclosed as non-monetary benefits relate to car spaces, professional fees and other similar items.
3 Reflects the value of the movement in long service leave entitlement and was not actually paid to the employee.
4 For accounting purposes, deferred STI is treated as an equity settled share-based payment which is expensed over the relevant vesting period. The total
value of the deferred STI granted to Senior Executives in the current year was $964,873. The amount disclosed for each Senior Executive represents the current
year vesting period expense only. The residual amount will be expensed on a straight line over the remaining vesting period.
5 The value of Performance Rights granted to the Senior Executives is based on the fair value, measured using a Monte Carlo simulation for the RTSR
Performance Rights and a Black Scholes valuation model for the EPS Performance Rights. The factors and assumptions used in determining the fair value on
grant date are set out in Note 18 of the financial statements.
7.2 movements in rights held by senior executives
The following table sets out the movement during FY16, by number and value, of rights held by each Senior Executive.
BaLaNCe
1 JULY
2015
gRaNteD
vesteD
LaPseD
Number
Value1
Number
Value
Percentage Number
Value
Percentage
executive Directors
Robert Cooke
833,334
697,925
$1,613,952
executives
Michael Sammells
380,953
341,684
$744,017
Mark Briscoe
113,668
101,568
$221,164
Anoop Singh
85,834
84,060
$183,041
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
BaLaNCe
30 JUNe
2016
1,531,259
722,637
215,236
169,894
1 The value of rights granted in the year is the fair value of the rights calculated at grant date using the Monte Carlo simulation model for the RTSR
Performance Rights and a Black Scholes valuation model for the EPS Performance Rights.
44
| HealtHscope ANNUAL REPORT 2016
7.3 Non executive Director remuneration – statutory disclosures
The following table sets out the statutory disclosures required under the Corporations Act 2001 (Cth) and in accordance
with the Accounting Standards.
sHoRt -teRm emPLoYee
BeNeFits
Post-emPLoYmeNt BeNeFits
totaL
Board &
Committee fees1
Non-Monetary
Benefits2
Other Benefits
(non-cash)
Termination
Benefits
Superannuation
Benefits
Paula Dwyer (Chairman)
FY16
FY15
tony Cipa
FY16
FY15
456,217
425,217
182,648
170,237
Jane mcaloon (appointed 1 march 2016)
FY16
51,750
Rupert myer ao
FY16
FY15
182,648
170,237
Paul o’sullivan (appointed 1 January 2016)
FY16
77,626
Ziggy switkowski ao (appointed 4 april 2016)
FY16
43,379
aik meng eng (retired 31 December 2015)
FY16
FY15
-
18,150
simon moore (retired 31 December 2015)
FY16
FY15
total - FY16
Total - FY15
-
-
994,268
783,841
-
100,000
-
50,001
-
-
50,001
-
-
-
-
-
-
-
200,002
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
Remuneration for
services as Non
Executive Director
475,000
542,435
200,000
236,411
18,783
17,218
17,352
16,173
4,916
56,666
-
-
-
-
-
-
17,352
-
16,173
200,000
236,411
-
-
-
-
-
-
-
-
7,374
85,000
4,121
47,500
-
1,724
-
-
69,898
51,288
-
19,874
-
-
1,064,166
1,035,131
1 Board and Committee fees and superannuation benefits were payable to Paula Dwyer, Tony Cipa and Rupert Myer from the date of IPO on 28 July 2014.
Simon Moore waived his right to fees. Aik Meng Eng also waived his right to fees from the date of IPO on 28 July 2014.
2 Value of offer bonus shares received as part of the IPO.
HealtHscope ANNUAL REPORT 2016 | 45
Directors’ report
7 Statutory remuneration disclosures (continued)
7.4 kmP shareholdings
The following table summarises the movements in the shareholdings of KMP (including their personally related entities)
for FY16.
No. oF
sHaRes HeLD
at BegiNNiNg
oF FY16
ReCeiveD as
RemUNeRatioN
oN vestiNg oF
PeRFoRmaNCe
RigHts
otHeR Net
CHaNge3
HeLD at 30
JUNe 2016
NUmBeR oF
sHaRes Not
vesteD at
YeaR eND
Directors
Paula Dwyer
Tony Cipa
Jane McAloon
Rupert Myer AO
Paul O’Sullivan
Ziggy Switkowski AO
Robert Cooke
Aik Meng Eng
Simon Moore
executives
100,0001
95,2381
-
238,0951
-
-
1,799,314
-
-
Michael Sammells
1,122,1542
Mark Briscoe
Anoop Singh
399,7172
267,8802
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
60,000
160,000
-
19,380
-
81,000
-
-
-
-
-
-
-
95,238
19,380
238,095
81,000
-
1,799,314
-
-
1,122,154
399,717
267,880
1 This includes shares acquired in the IPO, as well as offer bonus shares.
2 This is the number of shares the Senior Executives subscribed for in the IPO using the one off retention payments and proceeds from the vested options
under the legacy LTI plan.
3 Reflects on market share purchases made by KMP over the course of FY16.
During the year, the Board adopted a Non Executive Director shareholding policy which encourages Non Executive Directors
to accumulate and maintain a holding in Healthscope shares that is equivalent to at least 100% of the Non Executive Director
base fee (or 200% of this fee in the case of the Chairman) within three years of appointment. The Board recognises the
importance of aligning Non Executive Director interests with the long term interests of shareholders and considers that a
meaningful investment in Healthscope shares demonstrates this alignment.
Non-audit services
Details of amounts paid or payable to the auditor for non-audit services provided during the year by the auditor are outlined
in Note 21 to the financial statements.
The Directors are satisfied that the provision of non-audit services, during the year, by the auditor is compatible with the
general standard of independence for auditors imposed by the Corporations Act 2001.
The Directors are of the opinion that the services as disclosed in Note 21 to the financial statements do not compromise
the external auditor’s independence, based on advice received from the Audit, Risk and Compliance Committee, for the
following reasons:
• all non-audit services have been reviewed and approved to ensure that they do not impact the integrity and objectivity of
the auditor; and
• none of the services undermine the general principles relating to auditor independence as set out in APES 110 ‘Code
of Ethics for Professional Accountants’ issued by the Accounting Professional & Ethical Standards Board, including
reviewing or auditing the auditor’s own work, acting in a management or decision-making capacity for the company,
acting as advocate for the company or jointly sharing economic risks and rewards.
46
| HealtHscope ANNUAL REPORT 2016
Directors’ report
Auditor independence
For the financial year ended 30 June 2016, Healthscope Limited applied to ASIC and was granted relief from section 324DA
of the Corporations Act (limitation on individual playing a significant role for more than 5 successive years) in relation to Mr
Tom Imbesi. Mr Imbesi is the Deloitte partner who had acted as the lead auditor in relation to the audit of the financial report
of Healthscope Limited for five successive years as at the financial year ended 30 June 2015. The relief allows Mr Imbesi to
act as the Company’s lead audit partner for the year ended 30 June 2016.
The application for relief was made because the individual who had assumed the role of lead audit partner after Mr Imbesi
was unexpectedly no longer able to perform the role from early December 2015. In considering the matter the Audit, Risk
and Compliance Committee was of the view, given the complexity of the business, that it would be challenging for another
partner to be able to become sufficiently familiar with the business, within the timeframe required, to conduct an effective
review of the financial report for the period ending 31 December 2015 and therefore that it was consistent with maintaining
audit quality to extend Mr Imbesi’s term. In addition, the Audit, Risk and Compliance Committee was satisfied that the
extension of Mr Imbesi’s term as lead audit partner would not give rise to a conflict of interest situation as defined in 324CD
of the Act.
Signed in accordance with a resolution of the Directors
Paula Dwyer
Chairman
Melbourne, 23 August 2016
HealtHscope ANNUAL REPORT 2016 | 47
Independent Auditor’s report
48
| HealtHscope ANNUAL REPORT 2016
Independent Auditor’s report
HealtHscope ANNUAL REPORT 2016 | 49
Auditor’s independence declaration
50
| HealtHscope ANNUAL REPORT 2016
Consolidated statement of prot or loss
and other comprehensive income
for the year ended 30 June 2016
Continuing operations
Revenue
Employee benefits expense
Medical and consumable supplies
Prosthetics expenses
Occupancy costs
Service costs
Other income and expense items
Profit before finance costs, income tax, depreciation and amortisation
Depreciation and amortisation
Profit before finance costs and income tax
Net finance costs
Profit before income tax
Income tax expense
Profit for the year from continuing operations
Discontinued operations
Net loss for the year from discontinued operations
Net PRoFit FoR tHe YeaR
other comprehensive income, net of income tax
Items that may be reclassified subsequently to profit or loss
Exchanges differences arising on translation of foreign operations
Loss on cash flow hedges taken directly to equity
Income tax benefit relating to other comprehensive income
other comprehensive income for the year, net of tax
Note
2016
$’m
2015
$’m
2
2
2
11, 12
2
3
19
2,290.9
(1,014.9)
(294.7)
(285.3)
(81.2)
(206.9)
(15.1)
392.8
(97.5)
295.3
(43.8)
251.5
(68.7)
182.8
(1.7)
181.1
14.7
(23.0)
7.4
(0.9)
2,156.6
(951.5)
(282.0)
(271.7)
(76.1)
(194.5)
(2.2)
378.6
(89.8)
288.8
(70.3)
218.5
(64.8)
153.7
(12.9)
140.8
(6.3)
(7.1)
2.1
(11.3)
total comprehensive income for the year
180.2
129.5
earnings per share
From continuing and discontinued operations
Basic (cents per share)
Diluted (cents per share)
From continuing operations
Basic (cents per share)
Diluted (cents per share)
The accompanying notes numbered 1 to 24 form part of this financial report.
5
5
5
5
10.4
10.4
10.5
10.5
8.6
8.5
9.4
9.3
HealtHscope ANNUAL REPORT 2016 | 51
Consolidated statement
of nancial position
as at 30 June 2016
CURReNt assets
Cash and cash equivalents
Trade and other receivables
Consumables supplies at cost
Prepayments
Derivative financial instruments
Assets classified as held for sale
totaL CURReNt assets
NoN-CURReNt assets
Other financial assets
Derivative financial instruments
Other receivable
Investments in joint ventures
Property, plant and equipment
Intangibles
Deferred tax assets
totaL NoN-CURReNt assets
totaL assets
CURReNt LiaBiLities
Trade and other payables
Current tax liabilities
Borrowings
Derivative financial instruments
Other financial liabilities
Provisions
Liabilities directly associated with assets classified as held for sale
totaL CURReNt LiaBiLities
NoN-CURReNt LiaBiLities
Borrowings
Derivative financial instruments
Other financial liabilities
Other payables
Deferred tax liabilities
Provisions
totaL NoN-CURReNt LiaBiLities
totaL LiaBiLities
Net assets
eQUitY
Issued capital
Reserves
Accumulated losses
totaL eQUitY
The accompanying notes numbered 1 to 24 form part of this financial report.
52
| HealtHscope ANNUAL REPORT 2016
Note
10(a)
4
9
9
4
11
12
3
4
3
8
9
2016
$’m
278.8
145.7
57.4
16.6
1.8
-
500.3
8.6
16.5
123.0
0.9
1,800.3
1,843.6
151.9
3,944.8
4,445.1
2015
$’m
217.7
96.4
52.9
14.8
-
140.4
522.2
2.5
-
43.8
1.0
1,414.7
1,803.0
193.8
3,458.8
3,981.0
246.2
230.8
2.3
4.9
8.8
4.8
15
121.9
-
388.9
4.0
8.6
3.3
7.2
112.7
40.4
407.0
8
9
4
3
15
1,557.0
1,167.9
13.0
0.1
18.4
63.5
31.5
1,683.5
2,072.4
2,372.7
3.8
0.5
-
52.6
43.5
1,268.3
1,675.3
2,305.7
7
2,706.1
2,697.2
(257.7)
(75.7)
(259.6)
(131.9)
2,372.7
2,305.7
Consolidated statement
of cash ows
for the year ended 30 June 2016
Continuing and Discontinued operations 1
CasH FLows FRom oPeRatiNg aCtivities
Receipts from customers
Payments to suppliers and employees
Cash generated from operations
Interest received
Interest and costs of finance paid
Income tax paid
Other income and expense items
Net cash provided by operating activities
10(b)
19
19
CasH FLows FRom iNvestiNg aCtivities
Proceeds from disposal of property, plant and equipment
Proceeds from disposal of operations
Payments for property, plant and equipment
Brownfield developments
Northern Beaches facility development
Payments for operating rights
Proceeds from ACHA loan
Payment of deferred settlement
Net payments for business combinations
Net cash used in investing activities
CasH FLows FRom FiNaNCiNg aCtivities
Repayment of borrowings – Healthscope Notes I & II
Proceeds from bank borrowings
Repayments of bank borrowings
Proceeds from issue of US Private Placement
Repayment of shareholder loans and related costs
Proceeds from issue of new shares
Transaction costs relating to issue of new shares
Interest paid on early redemption of interest rate hedges
Proceeds from project finance
Net repayment of receivables securitisation
Finance leasing
Dividends paid
Facility fees paid
Net cash provided by finance activities
Net increase in cash and cash equivalents
Cash and cash equivalents at the beginning of the year
Cash and cash equivalents transferred to assets classified as held for sale
10(a)
Effects of exchange rate changes on the balance of cash held in foreign currencies
Note
2016
$’m
2015
$’m
2,269.2
2,428.6
(1,877.5)
(2,051.0)
391.7
4.5
(47.9)
(13.4)
(10.5)
324.4
0.8
92.3
(86.2)
(300.5)
(134.5)
(1.2)
-
-
(63.6)
(492.9)
-
155.0
(384.1)
395.1
-
-
-
-
200.1
(2.1)
(3.4)
(124.9)
(6.3)
229.4
60.9
217.7
-
0.2
377.6
3.7
(58.3)
(10.7)
(10.4)
301.9
3.2
20.6
(83.4)
(190.7)
(85.3)
(3.5)
2.0
(0.4)
(4.6)
(342.1)
(369.3)
995.0
(1,162.4)
-
(967.2)
1,624.7
(78.5)
(28.3)
180.0
-
(3.9)
(57.2)
(5.2)
127.7
87.5
138.2
(8.1)
0.1
217.7
Cash and cash equivalents at the end of the year
10(a)
278.8
The accompanying notes numbered 1 to 24 form part of this financial report.
1 The comparatives of the Consolidated Statement of Cash Flows include cash flows associated to continuing and discontinued operations (Pathology
Australia).
HealtHscope ANNUAL REPORT 2016 | 53
issUeD
CaPitaL
aCCUmULateD
Losses
ReseRve
ReseRve
HeDge ReseRve
totaL eQUitY
gRoUP
FoReigN
CURReNCY
ReoRgaNisatioN
tRaNsLatioN
$’m
1,219.8
-
-
-
1,781.7
0.1
(304.4)
-
-
$’m
(519.9)
140.8
-
140.8
-
-
304.4
-
(57.2)
2,697.2
(131.9)
(282.2)
26.6
(5.0)
sHaRe BaseD
PaYmeNt
ReseRve
$’m
$’m
$’m
(282.2)
(282.2)
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
$’m
32.9
(6.3)
(6.3)
26.6
14.7
14.7
-
-
-
-
-
-
-
-
-
-
-
(5.0)
(5.0)
(5.0)
(15.6)
(15.6)
-
-
-
-
-
-
-
-
-
-
-
-
(282.2)
41.3
(20.6)
-
-
-
-
-
-
-
-
-
-
-
-
-
-
1.0
1.0
1.0
2.8
3.8
$’m
450.6
140.8
(11.3)
129.5
1,781.7
0.1
-
1.0
(57.2)
2,305.7
2,305.7
181.1
(0.9)
180.2
8.2
0.7
2.8
(124.9)
2,372.7
(131.9)
181.1
-
181.1
-
-
-
(124.9)
(75.7)
2,697.2
-
-
-
8.2
0.7
-
-
Consolidated statement
of changes in equity
for the year ended 30 June 2016
2015
opening balance at 1 July 2014
Profit for the year
Other comprehensive income/(loss) for the year net of tax
total comprehensive income/(loss) for the year
New shares issued
Equity raising costs - refund net of tax
Reduction of share capital1
Recognition of share based payments
Dividends paid
Balance at 30 June 2015
2016
opening balance at 1 July 2015
Profit for the year
Other comprehensive income/(loss) for the year net of tax
total comprehensive income/(loss) for the year
New shares issued
Equity raising costs - refund net of tax
Share based payment
Dividends paid
Closing balance at 30 June 2016
2,706.1
The accompanying notes numbered 1 to 24 form part of this financial report.
1 On 24 February 2015, the Board resolved to reduce Healthscope’s share capital by $304.4 million in accordance with Section 258F of the Corporations Act.
The capital reduction had the effect of reducing the share capital account and reducing Healthscope’s accumulated losses.
functional currency is different to the presentation currency
of the reporting entity, as well as from the translation
of liabilities that hedge the Group’s net investment in a
foreign subsidiary.
Hedge reserve (cash flow hedging)
This reserve comprises the cumulative net change in the fair
value of the effective portion of cash flow hedging instruments
related to hedged transactions that have not yet occurred.
Group reorganisation reserve
The Group reorganisation reserve initially arose through a
series of “common control” transactions related to a Group
reorganisation following the acquisition of the Healthscope
business by funds advised and managed by TPG (TPG FOF
VI SPV, LP.) and Carlyle (Carlyle HSP Partners, LP.) on 12
October 2010.
Foreign currency translation reserve
The foreign currency translation reserve comprises all
foreign exchange differences arising from the translation of
the financial statements of foreign operations where their
54
| HealtHscope ANNUAL REPORT 2016
issUeD
aCCUmULateD
CaPitaL
Losses
gRoUP
ReoRgaNisatioN
ReseRve
FoReigN
CURReNCY
tRaNsLatioN
ReseRve
HeDge ReseRve
2015
opening balance at 1 July 2014
Profit for the year
Other comprehensive income/(loss) for the year net of tax
total comprehensive income/(loss) for the year
New shares issued
Equity raising costs - refund net of tax
Reduction of share capital1
Recognition of share based payments
Dividends paid
Balance at 30 June 2015
2016
opening balance at 1 July 2015
Profit for the year
New shares issued
Equity raising costs - refund net of tax
Share based payment
Dividends paid
Closing balance at 30 June 2016
Other comprehensive income/(loss) for the year net of tax
total comprehensive income/(loss) for the year
$’m
1,219.8
1,781.7
0.1
(304.4)
2,697.2
2,697.2
8.2
0.7
2,706.1
-
-
-
-
-
-
-
-
-
-
$’m
(519.9)
140.8
140.8
304.4
(57.2)
(131.9)
(131.9)
181.1
181.1
-
-
-
-
-
-
-
-
(124.9)
(75.7)
The accompanying notes numbered 1 to 24 form part of this financial report.
1 On 24 February 2015, the Board resolved to reduce Healthscope’s share capital by $304.4 million in accordance with Section 258F of the Corporations Act.
The capital reduction had the effect of reducing the share capital account and reducing Healthscope’s accumulated losses.
$’m
(282.2)
-
-
-
-
-
-
-
-
$’m
32.9
-
(6.3)
(6.3)
-
-
-
-
-
$’m
-
-
(5.0)
(5.0)
-
-
-
-
-
(282.2)
26.6
(5.0)
(282.2)
-
-
-
-
-
-
-
26.6
-
14.7
14.7
-
-
-
-
(5.0)
-
(15.6)
(15.6)
-
-
-
-
(282.2)
41.3
(20.6)
sHaRe BaseD
PaYmeNt
ReseRve
$’m
-
-
-
-
-
-
-
1.0
-
1.0
1.0
-
-
-
-
-
2.8
-
3.8
totaL eQUitY
$’m
450.6
140.8
(11.3)
129.5
1,781.7
0.1
-
1.0
(57.2)
2,305.7
2,305.7
181.1
(0.9)
180.2
8.2
0.7
2.8
(124.9)
2,372.7
Share based payment reserve
The share based payment reserve relates to
performance rights granted by the Group to its
employees. Further information about share based
payments is set out in Note 18.
Key accounting policies
Foreign operations
The assets and liabilities of the Group’s foreign operations
are translated at applicable exchange rates at 30 June.
Income and expense items are translated at the average
exchange rates for the period. Foreign exchange gains and
losses arising on translation are recognised in the foreign
currency translation reserve (FCTR).
Foreign currency transactions
All foreign currency transactions during the financial year
are brought to account using the exchange rate in effect at
the date of transaction. Foreign currency monetary items
at 30 June are translated at the exchange rate existing at
reporting date. Exchange differences are recognised in
profit or loss in the period in which they arise.
HealtHscope ANNUAL REPORT 2016 | 55
Notes to the consolidated
nancial statements
for the year ended 30 June 2016
taBLe oF CoNteNts
general information and basis of preparation
Financial performance
1
2
3
4
Segment information
Revenue and expenses
Income taxes
Trade and other assets and liabilities
shareholder returns
5
6
Earnings per share
Dividends
Capital structure
7
8
9
Issued capital
Borrowings and other financial liabilities
Derivative financial instruments
10 Notes to the consolidated statement of cash flows
Capital investment
11 Property, plant and equipment
12
Intangibles
13 Commitments
Risk management
14 Contingent liabilities
15 Provisions
16 Financial instruments
17 Fair value measurement
other
18 Share based payments
19 Changes in the composition of the Healthscope Group
20 Key Management Personnel compensation and related parties
21 Auditor’s remuneration
22 Events subsequent to reporting date
23 Entities within the Consolidated Group
24 Parent entity information
56
| HealtHscope ANNUAL REPORT 2016
57
57
59
61
63
65
66
66
67
69
70
72
74
76
77
77
79
82
83
85
86
87
87
88
92
Statement of compliance
These financial statements are general purpose financial
statements which have been prepared in accordance with
the Corporations Act 2001, Accounting Standards and
Interpretations, and comply with other requirements of the
law. Accounting Standards include Australian Accounting
Standards. Compliance with Australian Accounting
Standards ensures that the financial statements and notes
of the Group comply with International Financial Reporting
Standards (IFRS) and interpretations. The company is a
for-profit entity.
Rounding of amounts
The Company is an entity to which the ASIC Class Order
2016 / 191 applies, and in accordance with that the Directors’
report and financial statements are rounded off to the nearest
hundred thousand dollars, unless otherwise stated.
Note 1: Segment information
As a result of the divestment of Pathology Australia, the
reportable segments were revised to reflect the continuing
business. The comparative period has been restated in
order to reflect this change.
AASB 8 Operating Segments requires operating segments
to be identified on the basis of internal reports about
components of Healthscope Limited that are regularly
reviewed by the chief operating decision maker in order
to allocate resources to the segment and to assess its
performance. Under AASB 8, the reportable segments of
Healthscope Limited are as follows:
• Hospitals Australia - the management and provision of
surgical and non-surgical private hospitals;
• Pathology New Zealand - the provision of pathology
services in New Zealand; and
• Other - the provision of pathology services in Malaysia,
Singapore and Vietnam and the provision of practice
management services in medical centres in Australia.
General information and
basis of preparation
general information
Healthscope Limited is a public company listed on the
Australian Securities Exchange (trading under the code
‘HSO’), incorporated and domiciled in Australia with trading
operations in Australia, New Zealand and South East Asia.
The principal place of business of the Group is:
Level 1
312 St Kilda Road
Melbourne VIC 3004
Tel: (03) 9926 7500
The principal activities of the Healthscope Group
during the financial year ended 30 June 2016 were the
provision of healthcare services through the ownership
and management of hospitals, medical centres and the
provision of pathology diagnostic services.
Basis of preparation and consolidation
The consolidated financial statements have been prepared
on the historical cost basis except for certain properties
and financial instruments that are measured at revalued
amounts or fair values.
Historical cost is generally based on the fair value of the
consideration given in exchange for goods and services.
The financial results and financial position of the Group are
expressed in Australian dollars, which is the presentation
currency for the consolidated financial statements.
The consolidated financial statements were authorised for
issue by the Directors on 23 August 2016.
Subsidiaries
Subsidiaries are those entities that are controlled by the
Group. The financial results and financial position of the
subsidiaries are included in the consolidated financial
statements from the date control commences until the date
control ceases.
A list of the Group’s subsidiaries in included in Note 23.
Joint ventures
A joint venture is an arrangement where the parties have
right to the net assets of the venture.
Investments in joint ventures are accounted for using the
equity method. They are initially recognised at cost, and
subsequent to initial recognition, the consolidated financial
statements include Group’s share of the profit or loss and
other comprehensive income of the investees.
The Group has a 50% ownership interest in the following
joint venture entities:
• Mount Hospital Cath Labs Pty. Ltd.; and
• Mount Hospitals Cardiology Services Pty. Ltd.
HealtHscope ANNUAL REPORT 2016 | 57
Notes to the consolidated
nancial statements
for the year ended 30 June 2016
Note 1: Segment information (continued)
CoNtiNUiNg oPeRatioNs
segmeNt ReveNUe
segmeNt
oPeRatiNg eBitDa1
segmeNt
oPeRatiNg eBit 2
Hospitals Australia
Pathology New Zealand
Other
total
Corporate
total after corporate
Other income and expense items (Note 2)
Finance costs (Note 2)
Profit before income tax
Income tax expense
Net profit from continuing operations
2016
$’m
2015
$’m
2016
$’m
2015
$’m
2016
$’m
1,947.7
1,852.5
354.9
327.6
281.4
222.7
120.5
182.2
121.9
50.7
28.8
41.6
33.4
2,290.9
2,156.6
434.4
402.6
40.1
20.0
341.5
(31.1)
310.4
(15.1)
(43.8)
251.5
(68.7)
182.8
2015
$’m
263.3
31.1
23.2
317.6
(26.6)
291.0
(2.2)
(70.3)
218.5
(64.8)
153.7
DisCoNtiNUeD oPeRatioNs
segmeNt ReveNUe
segmeNt
oPeRatiNg eBitDa1
segmeNt
oPeRatiNg eBit 2
Pathology Australia
Other income and expense items
Finance costs
Loss before income tax
Income tax benefit
Loss from discontinued operations
2016
$’m
3.0
2015
$’m
281.6
2016
$’m
(1.9)
2015
$’m
7.5
2016
$’m
(2.4)
-
-
(2.4)
0.7
(1.7)
2015
$’m
(4.1)
(11.1)
(0.2)
(15.4)
2.6
(12.9)
Net profit from continuing & discontinued operations
181.1
140.8
1 Segment Operating EBITDA represents the profit earned by each segment without the allocation of central administrative costs, depreciation, amortisation,
investment revenue, finance costs, income tax expense and other items of income and expense.
2 Segment Operating EBIT represents the profit / (loss) earned by each segment without the allocation of central administrative costs, investment revenue,
finance costs, income tax expense and other items of income and expenses.
totaL
CoNtiNUiNg
segmeNts
$’m
4,445.1
$’m
15.8
-
(2,072.4)
DisCoNtiNUeD
oPeRatioNs
$’m
-
-
totaL
$’m
4,445.1
(2,072.4)
13.3
3,840.6
-
(1,634.9)
140.4
(40.4)
3,981.0
(1,675.3)
Other segment information
HosPitaLs
aUstRaLia
PatHoLogY
New ZeaLaND
otHeR
CoRPoRate
2016
Total assets
Total liabilities
2015
Total assets
Total liabilities
$’m
3,929.7
(1,995.0)
3,346.4
(1,550.4)
$’m
267.2
(53.5)
244.0
(69.5)
$’m
232.4
(23.9)
236.9
(15.0)
58
| HealtHscope ANNUAL REPORT 2016
Note 2: Revenue and expenses
An analysis of revenue and expenses from continuing operations is presented below:
ReveNUe
Revenue from rendering services
Rental revenue
Management fees
Other revenue
total revenue
eXPeNses
Finance income
Bank deposits
Finance expenses
Interest on bank overdrafts and loans
Interest capitalised on qualifying assets1
Amortisation of facility fees
Interest on obligations under finance leases
Unwinding of discount on provisions
total finance expense
Net finance costs
employee benefits expense
Superannuation contributions
Termination benefits
Other employee benefits
Share based payments expense
total employee benefits expense
Note
2016
$’m
2015
$’m
2,216.5
2,094.2
32.6
27.1
14.7
23.9
23.8
14.7
2,290.9
2,156.6
4.5
3.6
(63.3)
18.6
(1.6)
(0.9)
(1.1)
(48.3)
(43.8)
(71.5)
(2.1)
(938.5)
(2.8)
(1,014.9)
18
(80.4)
12.7
(3.2)
(1.0)
(2.0)
(73.9)
(70.3)
(68.4)
(1.9)
(880.2)
(1.0)
(951.5)
minimum lease payments for operating leases
45.0
41.4
other income and expense items
Restructure and other costs2
Allamanda Private Hospital closure costs3
Acquisitions and tender costs4
Commissioning costs5
total other income and expense items
2.4
7.4
3.5
1.8
15.1
1.2
-
1.0
-
2.2
1 The weighted average capitalisation rate on funds borrowed is 4.37% p.a. (2015: 4.98% p.a.).
2 Restructure and other costs primarily relate to legal and executive restructure costs.
3 The current year costs relate to the closure of Allamanda Private Hospital.
4 The current year expense refer to professional and transaction costs incurred in relation to the acquisition of Hunter Valley Private Hospital.
5 Commissioning costs relate to costs incurred in relation to pre-opening of the Gold Coast Private Hospital.
HealtHscope ANNUAL REPORT 2016 | 59
Notes to the consolidated
nancial statements
for the year ended 30 June 2016
Note 2: Revenue and expenses (continued)
Key accounting policies
Revenue
Revenue is measured at the fair value of the consideration received or receivable by the Group.
Rendering of services: Revenue from a contract to provide services is recognised by reference to the stage of completion of
the contract.
Rental income: Rental income from operating leases is recognised on a straight-line basis over the term of the relevant
lease. Initial direct costs incurred in negotiating and arranging an operating lease is added to the carrying amount of the
leased asset and recognised on a straight-line basis over the lease term.
Management fees: Revenue received from managing hospitals on behalf of Adelaide Community Healthcare Alliances
(“ACHA”) is recognised in accordance with the relevant agreement.
Operating lease rental expense
Operating lease payments are recognised as an expense on a straight-line basis over the lease term, except where another
systematic basis is more representative of the time pattern in which economic benefits from the leased asset are consumed.
Contingent rentals arising under operating leases are recognised as an expense in the period in which they are incurred.
Under the terms of an operating lease, the Group does not assume the risks and benefits associated with ownership of the
leased asset.
Issued Accounting Standards not early adopted
AASB 15 Revenue from Contracts with Customers establishes principles for reporting the nature, amount, timing and
uncertainty of revenue and cash flows arising from an entity’s contracts with customers. The first application date for the
Group is the financial year ending 30 June 2019. The Group did not early adopt this Standard when it was issued and the
Group has not yet determined the extent of the impact of the amendments.
AASB 16 Leases is the new standard focused on accounting for leases. The standard is effective for reporting periods
beginning on or after 1 January 2019, which means that for Healthscope the changes will be effective for financial year
ending 30 June 2020. Early application is permitted only if the entity also applies the new Revenue standard, AASB 15
Revenue from Contracts with Customers. AASB 16 introduces new lease accounting model for lessees that require lessees
to recognise all leases on balance sheet, except for short-term leases and leases of low value assets. The Group has not yet
determined the extent of the impacts of the amendments.
60
| HealtHscope ANNUAL REPORT 2016
Note 3: Income taxes
income tax recognised in the profit or loss
income tax expense from continuing and discontinued operations
Current tax expense in respect of the current year
Deferred tax benefit expense relating to the origination and reversal of temporary differences
Other adjustments recognised in the current year
total income tax expense
income tax benefit / (expense) from continuing and discontinued operations
Tax expense from continuing operations
Tax benefit from discontinued operations
total income tax expense from continuing and discontinued operations
2016
$’m
(13.5)
(60.0)
5.5
(68.0)
(68.7)
0.7
(68.0)
2015
$’m
(18.5)
(45.0)
1.3
(62.2)
(64.8)
2.6
(62.2)
The prima facie income tax expense on pre-tax accounting profit from operations reconciles to the income tax expense in
the financial statements as follows:
income tax recognised in the income statement
Continuing operations
Profit before income tax for continuing operations
Income tax calculated at 30%
Increase in income tax expense due to:
Effect of expenses that are not deductible in determining taxable profit
Adjustments recognised in the current year in relation to the current tax of prior years
Decrease in income tax expense due to:
Effect of tax rate in foreign jurisdictions
Effect of non-assessable income
Other adjustments recognised in the current year
2016
$’m
2015
$’m
251.5
218.5
(75.4)
(65.6)
(1.5)
5.2
2.0
0.5
0.5
(4.0)
2.6
1.5
0.6
0.1
income tax expense relating to continuing operations
(68.7)
(64.8)
Deferred tax
Arising on income and expenses recognised in other comprehensive income:
Fair value re-measurement of cash flow hedges
7.4
2.1
Current tax liabilities
Income tax payable
income tax recognised directly to equity
Equity raising costs
2.3
4.0
(0.2)
-
HealtHscope ANNUAL REPORT 2016 | 61
Notes to the consolidated
nancial statements
for the year ended 30 June 2016
Note 3: Income taxes (continued)
DeFeRReD taX BaLaNCes
oPeNiNg
BaLaNCe
CHaRgeD
to iNCome
CHaRgeD to otHeR
ComPReHeNsive
iNCome
CHaRgeD
to eQUitY
tRaNsFeRReD to
assets CLassiFieD
as HeLD FoR saLe
CLosiNg
BaLaNCe
$’m
$’m
$’m
$’m
$’m
$’m
2016
gross Deferred tax Liabilities
Property, plant and equipment
Intangibles
Inventories
Other
Derivative financial instruments
2016
gross Deferred tax assets
Provisions
Accruals
Borrowing costs
Transaction costs
Borrowings
Tax losses
Derivative financial instruments
Other
2015
gross Deferred tax Liabilities
Property, plant and equipment
Intangibles
Inventories
Other
2015
gross Deferred tax assets
Provisions
Accruals
Derivative financial instruments
Borrowing costs
Transaction costs
Tax losses
Other
20.4
14.4
14.4
3.4
-
52.6
46.5
7.6
-
17.4
-
117.3
2.1
2.9
193.8
14.1
21.6
14.0
5.1
54.8
50.2
21.2
8.5
12.1
27.4
123.8
4.2
247.4
8.6
(1.2)
1.1
(3.1)
-
5.4
(2.9)
(0.2)
0.3
(4.8)
-
(45.7)
-
(1.3)
(54.6)
7.9
(7.2)
1.8
(0.4)
2.1
3.6
(13.1)
(8.5)
(12.1)
(10.0)
(6.5)
(0.9)
(47.5)
-
-
-
-
5.5
5.5
-
-
-
-
8.5
-
4.4
-
12.9
-
-
-
-
-
-
-
2.1
-
-
-
-
2.1
-
-
-
-
-
-
-
-
-
(0.2)
-
-
-
-
(0.2)
-
-
-
-
-
-
-
-
-
-
-
-
-
The following deferred tax assets have not been brought to account as assets:
Tax losses - capital
62
| HealtHscope ANNUAL REPORT 2016
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
(1.6)
-
(1.4)
(1.3)
(4.3)
(7.3)
(0.5)
-
-
-
-
(0.4)
(8.2)
29.0
13.2
15.5
0.3
5.5
63.5
43.6
7.4
0.3
12.4
8.5
71.6
6.5
1.6
151.9
20.4
14.4
14.4
3.4
52.6
46.5
7.6
2.1
-
17.4
117.3
2.9
193.8
2016
$m
2015
$m
33.6
2.2
Key accounting policies
Income tax expense
Income tax expense comprises current tax (amounts payable within 12 months) and deferred tax (amounts payable
or receivable after 12 months). Tax expense is recognised in the profit or loss, unless it relates to items that have been
recognised in equity (as part of comprehensive income). In this instance, the related tax expense is also recognised in equity.
Current tax
Current tax is the expected tax payable on the taxable income for the year. It is calculated using tax rates applicable at the
reporting date, and any adjustments to tax payable in respect of previous years.
Deferred tax
Deferred tax is recognised for all taxable temporary differences and is calculated based on the carrying amounts of assets
and liabilities for financial reporting purposes and the amounts used for taxation purposes. Deferred tax is measured at the
tax rates that are expected to be applied when the asset is realised or the liability is settled, based on the laws that have
been enacted or substantively enacted at the reporting date.
Deferred tax assets are recognised only to the extent that it is probable that future taxable profits will be available against
which the assets can be utilised.
Tax consolidation
The Company and its wholly-owned Australian resident entities have formed a tax-consolidated group. As a result it is taxed
as a single entity. The head entity of the tax consolidated group is Healthscope Limited.
Critical accounting judgements
Recovery of deferred tax assets
In determining whether the future taxable losses are recoverable, the Group’s assumptions regarding future realisation
may change due to future operating performance and other factors. The Group performed an assessment of the impact of
the divestment of Pathology Australia on recoverability of deferred tax assets. In the Directors’ opinion, the divestment of
Pathology Australia has not had an impact of the recoverability of deferred tax assets.
Note 4: Trade and other assets and liabilities
trade and other receivables
CURReNt
Trade receivables
Provision for doubtful debts
Goods and services tax recoverable
Other
NoN-CURReNt
Receivable from NSW State Government1
2016
$’m
2015
$’m
141.5
(1.5)
140.0
4.3
1.4
145.7
92.1
(1.6)
90.5
4.6
1.3
96.4
123.0
43.8
1 The receivable is due upon the commissioning of Northern Beaches Hospital which is currently scheduled to open in December 2018.
HealtHscope ANNUAL REPORT 2016 | 63
Notes to the consolidated
nancial statements
for the year ended 30 June 2016
Note 4: Trade and other assets and liabilities (continued)
age of trade receivables that are past due but not impaired
30–60 days
60–90 days
90–120 days
120–150 days
150–180 days +
total
2016
$’m
2015
$’m
4.2
2.5
1.1
0.8
1.8
7.8
2.7
1.9
0.9
2.9
10.4
16.2
The average credit period for the provision of services is 28 days (2015: 28 days).
As at 30 June 2016 $111.3 million (2015: $113.4 million) of trade receivables were sold under the Receivables Securitisation
Program. The proceeds from the sale were used for working capital purposes.
trade and other payables
CURReNt
Trade creditors
Sundry creditors and accruals
Labour accruals
Capital accruals
NoN-CURReNt
Rent received in advance1
2016
$’m
2015
$’m
107.0
74.0
39.5
25.7
90.9
68.0
43.6
28.3
246.2
230.8
18.4
-
1 Rent represents rent received in advance in relation to the operating lease of hospital car parks.
The average credit period on purchases of goods is 30 days (2015: 30 days). No interest is charged on trade payables. The
Group has financial risk management policies in place to ensure that all payables are paid within the credit time-frame.
Key accounting policies
Trade and other receivables
Trade and other receivables are initially recognised at fair value plus any directly attributable transaction costs. Subsequent
to initial measurement they are measured at amortised cost less any provisions for expected impairment losses or actual
impairment losses. Credit losses and recoveries of items previously written off are recognised in the profit or loss.
Trade and other payables
Trade and other payables are stated at cost and represent liabilities for goods and services provided to the Group prior to
the end of the financial year, which are unpaid at the reporting date.
Goods and services tax
Revenues, expenses, assets and liabilities (other than receivables and payables) are recognised net of the amount of goods
and services tax (GST). The only exception is where the amount of GST incurred is not recoverable from the relevant taxation
authorities. In these circumstances, the GST is recognised as part of the cost of asset or as part of the item of expenditure.
64
| HealtHscope ANNUAL REPORT 2016
Note 5: Earnings per share
Basic earnings / (loss) per share (cents per share)
From continuing operations
From discontinued operations
total basic earnings per share
Diluted earnings / (loss) per share (cents per share)
From continuing operations
From discontinued operations
total diluted earnings per share
(a) Reconciliation of earnings / (loss) used in calculating earnings per share
Basic and diluted earnings per share
Profit / (Loss) for the year attributable to owners of the Company
- Profit for the year from continuing operations
- Loss for the year from discontinuing operations
Refer to below for further information on calculation of earnings per share:
(b) weighted average number of shares used as the denominator in
calculation of statutory ePs
Weighted average number of ordinary shares used in calculating basic
earnings per share
Adjustments for calculation of diluted earnings per share:
- LTI Performance rights
- STI Performance rights
2016
2015
10.5
(0.1)
10.4
10.5
(0.1)
10.4
2016
$’m
9.4
(0.8)
8.6
9.3
(0.8)
8.5
2015
$’m
182.8
(1.7)
181.1
153.7
(12.9)
140.8
2016
Number
’m
2015
Number
’m
1,733.9
1,647.0
2.9
0.9
1.6
-
Weighted average number of ordinary shares and potential ordinary shares
used as denominator in calculating diluted earnings per share
1,737.7
1,648.6
(c) information concerning the classification of securities
Performance rights and share rights granted to participants are considered to be potential ordinary shares and have been
included in the determination of diluted earnings per share to the extent to which they are dilutive. The performance rights
and share rights have not been included in the determination of basic earnings per share.
HealtHscope ANNUAL REPORT 2016 | 65
Notes to the consolidated
nancial statements
for the year ended 30 June 2016
Note 6: Dividends
Fully paid ordinary shares
Interim dividend
Final dividend
2016
Cents
per share
3.5
3.9
2015
Cents
per share
3.3
3.7
$’m
60.7
67.3
$’m
57.2
64.2
On 23 August 2016, the Directors resolved to pay a unfranked dividend of 3.9 cents per share to the holders of fully paid or
ordinary share in respect of the financial year ended 30 June 2016, to be paid to shareholders on 28 September 2016. This
dividend has not been included as a liability in these consolidated financial statements. The total estimated dividend to be
paid is $67.3 million.
Key accounting policies
Dividends
The financial effect of the dividend is recognised in the reporting period in which the dividends are paid.
Note 7: Issued capital
Balance at 1 July 2014
New shares issued
Adjustment to equity raising costs related to the IPO of Healthscope Limited net of tax
Reduction in share capital
Balance at 30 June 2015
New shares issued
Adjustment to equity raising costs related to the IPO of Healthscope Limited net of tax
Balance at 30 June 2016
Ordinary shares
NUmBeR oF
sHaRes
sHaRe
CaPitaL
’m
$’m
883.6
1,219.8
848.5
1,781.7
0.1
(304.4)
1,732.1
2,697.2
3.0
8.2
0.7
1,735.1
2,706.1
Ordinary shares issued are classified as equity and are fully paid, have no par value and carry one vote per share and the
right to dividends. Incremental costs directly attributable to the issue of new shares are recognised as a deduction from
equity, net of any related income tax benefit.
Key accounting policies
Transaction costs on the issue of equity instruments
Transaction costs arising on the issue of equity instruments are recognised directly in equity as a reduction of the proceeds
of the equity instruments to which the costs relate. Transaction costs are the costs that are incurred directly in connection
with the issue of those equity instruments and which would not have been incurred had those instruments not been issued.
66
| HealtHscope ANNUAL REPORT 2016
Note 8: Borrowings and other financial liabilities
BoRRowiNgs
CURReNt
Secured - at amortised cost
Finance lease liabilities
Hire purchase facilities
NoN-CURReNt
Unsecured – at amortised cost
Bank loans
Capitalised facility costs
US Private Placement
Capitalised facility costs
secured - at amortised cost
Finance lease liabilities
Project finance
Capitalised facility costs
2016
$’m
2015
$’m
4.9
-
4.9
850.0
(5.1)
844.9
422.2
(3.1)
419.1
6.0
296.0
(9.0)
287.0
4.5
4.1
8.6
995.0
(3.6)
991.4
-
-
-
9.2
180.0
(12.7)
167.3
1,557.0
1,167.9
Key accounting policies
Borrowings
Borrowings are initially measured at fair value, net of
transaction costs and are subsequently measured at
amortised cost using the effective interest method, with
interest recognised on an effective yield basis. However,
where an effective fair value hedge is in place, borrowings
are carried at amortised cost adjusted for the change in fair
value of the related interest rate hedge, which is recognised
in profit or loss.
The effective interest method is a method of calculating
the amortised cost of a financial liability and of allocating
interest expense over the relevant year. Refer to Note 17
for further details of measuring fair value of interest-bearing
loans and borrowings.
costs are expensed as incurred, unless they relate to
qualifying assets. Where such costs relate to qualifying
assets, the borrowing costs are capitalised and depreciated
over the asset’s expected useful life.
Finance leases
Under the terms of a finance lease, the Group assumes
most of the risks and benefits associated with ownership
of the leased asset. Assets subject to finance leases are
measured at the present value of the minimum lease
payments. The leased asset is amortised on a straight-line
basis over the period that benefits are expected to flow
from its use. A corresponding liability is established for the
lease payments. Each lease payment is allocated between
finance charges and reduction of the liability.
Interest income
Borrowing costs
Borrowing costs include interest on borrowings and the
amortisation of premiums relating to borrowings. Borrowing
Interest income from a financial asset is recognised when
it is probable that the economic benefits will flow to the
Group and the amount of income can be measured reliably.
HealtHscope ANNUAL REPORT 2016 | 67
Notes to the consolidated
nancial statements
for the year ended 30 June 2016
Note 8: Borrowings and other financial liabilities (continued)
2016
2015
Drawn Unused
total
Drawn Unused
Notes
$’m
$’m
$’m
$’m
$’m
total
$’m
FiNaNCe FaCiLities
DeNomiNateD iN aUD
Bank loans - Senior syndicated debt facility
(i)
850.0
300.0
1,150.0
995.0
300.0
1,295.0
- Facility A
- Facility A1
- Facility A2
- Facility A3
- Facility B
-
995.0
-
155.0
195.0
500.0
-
-
-
-
155.0
195.0
500.0
-
300.0
300.0
-
-
-
-
995.0
-
-
-
300.0
300.0
-
-
-
-
Project finance
Bank overdraft credit facility
(ii)
296.0
394.0
690.0
180.0
666.0
846.0
-
5.0
5.0
-
5.0
5.0
Receivables securitisation facility
(iii)
111.3
28.7
140.0
113.4
26.6
140.0
DeNomiNateD iN UsD
US Private Placement (USD)
summary of borrowing arrangements
(i) senior syndicated debt facility
Facility
- Facility A1
- Facility A2
- Facility A3
- Facility B
Maturity date
October 2019
October 2019
October 2020
October 2019
(iv)
300.0
-
300.0
-
-
-
The unsecured senior syndicated facility was put in place on 1 July 2014 for an initial 3-year term. The facility was amended on 30 October 2015 to increase
the limit by $155.0 million to $1,450.0 million through additional tranches of varying maturities of up to 5 years. Subsequently, the proceeds from the USPP
debt were partially used to repay $300.0 million of syndicated debt (Facility A4) which reduced the syndicated facility to $1,150.0 million. This resulted in
additional capacity and extended tenor over a range of years to reduce the financial risk at any point of refinance.
The senior syndicated facility is subject to financial undertakings as to gearing and interest cover.
As at 30 June 2016 the Group has complied with the above financial covenants and forecast to be able to continually comply with these financial covenants
during the course of the 2017 financial year.
(ii) Project finance
Project finance relates to:
• Northern Beaches Private Hospital development: 5-year limited recourse syndicated construction facility totalling $690.0 million, maturing 28 January
2020. This facility is secured against entities of the Group which are not obligors of the senior syndicated facility. Interest has been fixed via the use of a
designated Interest Rate Swap (further details of which are set out in Note 9).
• Gold Coast Private Hospital development: The Group previously held a syndicated project finance facility of $156.0 million relating to the development of
the Gold Coast Private Hospital which was settled in March 2016.
(iii) Receivables securitisation
Under the terms of the receivables securitisation facility, the Group has de-recognised $111.3 million (2015: $113.4 million) of eligible receivables and used
the proceeds for working capital purposes. The facility has a maturity date of 25 October 2017.
(iv) Us Private Placement
On 23 March 2016, Healthscope entered into a commitment to issue US$300 million of US Private Placement notes, which were settled on 24 May 2016.
The US Private Placement comprises a single tranche of notes with a 10 year tenor, maturing on 26 May 2026. The notes were issued in US dollars at a fixed
coupon. The notes were converted back to Australian dollar principal and floating interest rate via a Cross Currency Interest Rate Swap (further details of
which are set out in Note 9).
The US Private Placement is carried at amortised cost translated at spot rate as at 30 June 2016, adjusted for changes in the fair value of the related interest rate hedge.
The principal drawn is US$300.0 million which translates to AU$404.0 million at spot rate as at 30 June 2016. The difference to the carrying amount of
$419.1 million represents the fair value adjustment arising from the application of hedge accounting.
68
| HealtHscope ANNUAL REPORT 2016
Note 9: Derivative financial instruments
DeRivative FiNaNCiaL assets
CURReNt assets
Cross currency interest rate swaps
NoN-CURReNt assets
Cross currency interest rate swaps
DeRivative FiNaNCiaL LiaBiLities
CURReNt LiaBiLities
Interest rate swaps
NoN-CURReNt LiaBiLities
Interest rate swaps
2016
$’m
1.8
16.5
2015
$’m
-
-
8.8
3.3
13.0
3.8
Cross currency interest rate swaps
The cross currency interest rate swap has been used to
convert the US Private Placement from US dollars at a
fixed coupon, to Australian dollars at floating rate. In effect,
Healthscope will pay floating rate on AUD$395.1 million of
principal over the term of the arrangement.
The cross currency interest rate swap is stated at fair value
and has been designated into a series of hedge relationships
with the US Private Placement (refer to Note 8).
Changes in the fair value of the US Private Placement and
Cross Currency Interest Rate Swap attributable to:
•
Interest rate movements: Are recognised in profit or loss
(fair value hedge relationship).
• Currency and credit margin movements: Are recognised
in equity (cash flow hedge relationship).
Interest rate swap contracts
The interest rate swaps have been used to fix the interest
exposure associated with the project finance facility for the
Northern Beaches Private Hospital development which has
a floating interest rate. In effect, Healthscope will pay fixed
rate on amounts drawn under the Project Finance facility in
accordance with a stepped draw down profile.
The interest rate swaps are stated at fair value and have
been designated into a hedge relationship with the project
finance facility (refer to Note 8).
To the extent the hedge relationship is “highly effective”,
changes in the fair value of the interest rate swap are
recognised in equity. Amounts recognised in equity are
reclassified into the statement of profit or loss when interest
on the project finance facility is recognised in the statement
of profit or loss. Ineffectiveness is immediately recognised
in the statement of profit or loss.
Key accounting policies
Derivative financial instruments and hedge
accounting
Derivative financial instruments are recognised initially at
cost, and subsequently are stated at fair value. The method
of recognising any remeasurement gain or loss depends on
the nature of the item being hedged.
For the purposes of hedge accounting, hedges are
classified as either cash flow or fair value hedges. On
entering into a hedging relationship, the Group formally
designates and documents details of the hedge, risk
management objective and strategy for entering into the
arrangement. The Group applies hedge accounting to
hedge relationships that are “highly effective”.
• Cash flow hedges are used to hedge exposure to
variability in cash flows attributable to a particular risk
associated with a recognised asset or liability, or a highly
probable forecast transaction.
Hedge effectiveness is measured by comparing
the change in the fair value of the hedged item and
the hedging instrument. Any difference represents
ineffectiveness. The effective portion of any gain or
loss on the hedging instrument is recognised directly in
equity, with any ineffective portion recognised in the
HealtHscope ANNUAL REPORT 2016 | 69
Notes to the consolidated
nancial statements
for the year ended 30 June 2016
Note 9: Derivative financial instruments (continued)
statement of profit or loss. For hedged items relating to
financial assets or liabilities, amounts recognised in equity
are reclassified into the statement of profit or loss when
the hedged transaction affects the statement of profit or
loss (i.e. when interest income or expense is recognised).
• Fair value hedges are used to hedge the variability of
changes in the fair value of a recognised asset or liability
or an unrecognised firm commitment. Any gain or loss
on the derivative is recognised directly in the statement
of profit or loss.
When a hedging instrument expires or is sold, terminated
or exercised, or the designation of the hedge relationship
is revoked but the hedged forecast transaction is still
expected to occur, the cumulative gain or loss at that
point remains in equity and is recognised in accordance
with the above when the transaction occurs.
If the hedged transaction is no longer expected to
take place, then the cumulative unrealised gain or loss
recognised in equity is recognised immediately in the
statement of profit or loss.
Issued accounting standards not early adopted
AASB 9 Financial Instruments is applicable to the
Group from 1 July 2018. It includes revised guidance on
classification and measurement of financial instruments
and new hedge accounting requirements including changes
to hedge effectiveness testing, treatment of hedging costs,
risk components that can be hedged and disclosures. The
Group did not early adopt this standard when it was issued
and the Group has not yet determined the extent of the
impact of the amendments.
Note 10: Notes to the consolidated statement of cash flows
(a) Reconciliation of cash and cash equivalents
For the purposes of the consolidated statement of cash flows, cash and cash equivalents includes cash on hand and in
banks and investments in money market instruments, net of outstanding bank overdrafts. Cash and cash equivalents at
the end of the financial year as shown in the statement of cash flows is reconciled to the related items in the consolidated
statement of financial position as follows:
Cash and cash equivalents
Restricted cash1
Transferred to assets held for sale
total cash and cash equivalents
2016
$’m
200.6
78.2
278.8
-
278.8
2015
$’m
154.6
71.2
225.8
(8.1)
217.7
1 Restricted cash can only be applied towards the development of Northern Beaches Hospital which is subject to separate funding arrangements.
70
| HealtHscope ANNUAL REPORT 2016
(b) Reconciliation of net profit for the year to net cash flows from operating activities
Continuing and Discontinued operations
Profit for the year
Non-cash flows in operating profit
- Depreciation and amortisation
- Income tax expense recognised in profit or loss
- Finance costs recognised in profit or loss
- Share of profit of associates and joint ventures
- Equity settled share based payments
- Other income and expense items
- Loss on sale of assets
Changes in assets and liabilities
- Increase in receivables and other assets
- Increase in prepayments
- Increase in consumable supplies at cost
- Increase / (decrease) to trade payables
- Increase to provisions
Cash generated by operating activities
Interest received
Interest paid
Other income and expense items
Income taxes paid
Net cash generated by operating activities
2016
$’m
2015
$’m
181.1
140.8
98.7
68.0
43.8
(2.0)
2.8
13.2
-
101.4
62.2
70.6
(2.0)
0.9
13.3
(0.1)
405.6
387.1
(38.5)
(1.4)
(4.7)
26.1
2.7
389.8
4.5
(47.9)
(8.6)
(13.4)
324.4
(13.5)
(1.1)
(6.4)
(7.9)
19.4
377.6
3.7
(58.3)
(10.4)
(10.7)
301.9
HealtHscope ANNUAL REPORT 2016 | 71
Notes to the consolidated
nancial statements
for the year ended 30 June 2016
Note 11: Property, plant and equipment
movements in carrying amounts
Movement in the carrying amounts for each class of property, plant and equipment between the beginning and the end of
the current and previous financial year:
FReeHoLD LaND
BUiLDiNgs
$m
$m
LeaseHoLD
imPRovemeNts
PLaNt &
eQUiPmeNt
LeaseD PLaNt &
eQUiPmeNt
CaPitaL woRk
iN PRogRess
$m
$m
$m
$m
2016
Balance at 1 July 2015
Acquisitions through business combinations
Additions
Transfers
Depreciation - Continuing operations
Depreciation - Discontinued operations
Net disposals
Effect of foreign currency exchange differences
Balance at 30 June 2016
2015
Balance at 1 July 2014
Acquisitions through business combinations
Additions
Transfers
Depreciation - Continuing operations
Depreciation - Discontinued operations
Net disposals
Reclassified to assets held for sale
Effect of foreign currency exchange differences
Balance at 30 June 2015
224.9
3.2
-
31.3
-
-
(2.2)
-
257.2
235.8
-
-
-
-
-
(1.0)
(9.9)
-
603.8
32.9
13.3
271.9
(22.3)
-
(0.5)
0.1
899.2
580.4
-
9.5
44.3
(19.8)
(0.5)
(0.3)
(9.7)
(0.1)
224.9
603.8
271.7
1,414.7
53.0
-
4.5
41.0
(8.4)
-
(2.9)
0.9
88.1
67.8
2.9
7.7
0.3
(8.5)
(3.2)
(1.5)
(12.2)
(0.3)
53.0
249.4
6.0
73.2
49.0
(54.3)
(0.6)
(4.6)
1.2
319.3
258.4
1.8
63.0
9.9
(46.6)
(7.0)
(3.1)
(26.1)
(0.9)
249.4
11.9
-
1.6
0.2
(4.3)
-
-
0.1
9.5
13.5
3.2
-
-
(4.6)
(0.5)
(0.2)
(0.7)
1.2
11.9
271.7
1,414.7
totaL
$m
42.1
441.2
-
(89.3)
(0.6)
(10.2)
2.4
1,800.3
1,238.2
4.7
327.3
-
(79.5)
(11.2)
(6.1)
(58.6)
(0.1)
348.6
(393.4)
-
-
-
-
0.1
227.0
82.3
-
243.9
(54.5)
-
-
-
-
-
The Directors believe that the carrying value of property, plant and equipment will be fully recovered through future use and
subsequent disposal.
Key accounting policies
Property, plant and equipment is measured at cost, less accumulated depreciation and any impairment losses. Subsequent
costs are included in the asset’s carrying amount, or recognised as a separate asset, only when it is probable that future
economic benefits associated with the item will flow to the Group and the cost of the item can be measured reliably.
Borrowing costs in relation to the funding of qualifying assets are capitalised and included in the cost of asset. Qualifying
assets are assets that take more than 12 months to get ready for their intended use or sale. Where funds are borrowed
generally, a weighted average interest rate is used for the capitalisation of the interest.
72
| HealtHscope ANNUAL REPORT 2016
2016
Balance at 1 July 2015
Acquisitions through business combinations
Additions
Transfers
Depreciation - Continuing operations
Depreciation - Discontinued operations
Net disposals
Effect of foreign currency exchange differences
Balance at 30 June 2016
2015
Balance at 1 July 2014
Acquisitions through business combinations
Additions
Transfers
Depreciation - Continuing operations
Depreciation - Discontinued operations
Net disposals
Reclassified to assets held for sale
Effect of foreign currency exchange differences
Balance at 30 June 2015
subsequent disposal.
Key accounting policies
Note 11: Property, plant and equipment
movements in carrying amounts
the current and previous financial year:
Movement in the carrying amounts for each class of property, plant and equipment between the beginning and the end of
FReeHoLD LaND
BUiLDiNgs
$m
$m
LeaseHoLD
imPRovemeNts
PLaNt &
eQUiPmeNt
LeaseD PLaNt &
eQUiPmeNt
CaPitaL woRk
iN PRogRess
$m
$m
$m
$m
257.2
899.2
224.9
3.2
31.3
(2.2)
235.8
-
-
-
-
-
-
-
-
-
(1.0)
(9.9)
-
603.8
32.9
13.3
271.9
(22.3)
-
(0.5)
0.1
580.4
-
9.5
44.3
(19.8)
(0.5)
(0.3)
(9.7)
(0.1)
224.9
603.8
53.0
-
4.5
41.0
(8.4)
-
(2.9)
0.9
88.1
67.8
2.9
7.7
0.3
(8.5)
(3.2)
(1.5)
(12.2)
(0.3)
53.0
249.4
6.0
73.2
49.0
(54.3)
(0.6)
(4.6)
1.2
319.3
258.4
1.8
63.0
9.9
(46.6)
(7.0)
(3.1)
(26.1)
(0.9)
249.4
11.9
-
1.6
0.2
(4.3)
-
-
0.1
9.5
13.5
-
3.2
-
(4.6)
(0.5)
(0.2)
(0.7)
1.2
11.9
totaL
$m
1,414.7
42.1
441.2
-
(89.3)
(0.6)
(10.2)
2.4
1,800.3
1,238.2
4.7
327.3
-
(79.5)
(11.2)
(6.1)
(58.6)
(0.1)
271.7
-
348.6
(393.4)
-
-
-
0.1
227.0
82.3
-
243.9
(54.5)
-
-
-
-
-
271.7
1,414.7
The Directors believe that the carrying value of property, plant and equipment will be fully recovered through future use and
Capital work in progress
Property, plant and equipment is measured at cost, less accumulated depreciation and any impairment losses. Subsequent
costs are included in the asset’s carrying amount, or recognised as a separate asset, only when it is probable that future
economic benefits associated with the item will flow to the Group and the cost of the item can be measured reliably.
Borrowing costs in relation to the funding of qualifying assets are capitalised and included in the cost of asset. Qualifying
Assets in the course of construction are carried at cost, less any recognised impairment loss. Cost includes professional
fees and, for qualifying assets, borrowing costs capitalised in accordance with the Group’s accounting policy.
Depreciation
Property, plant and equipment, other than freehold land, is depreciated on a straight-line basis. Freehold land is not
depreciated. Depreciation rates are calculated to spread the cost of asset (less any residual value), over its estimated useful
life. Residual value is the estimated value of the asset at the end of its useful life.
assets are assets that take more than 12 months to get ready for their intended use or sale. Where funds are borrowed
The ranges of depreciation rates used for each class of depreciable assets are:
generally, a weighted average interest rate is used for the capitalisation of the interest.
Buildings
2% to 5%
Leasehold improvements 2% to 100%
Plant & equipment 5% to 50%
Leased assets
4% to 20%
HealtHscope ANNUAL REPORT 2016 | 73
Notes to the consolidated
nancial statements
for the year ended 30 June 2016
Note 12: Intangibles
CoNtRaCt
maNagemeNt
RigHts
oPeRatiNg
RigHts
CoNtRaCt
DeveLoPmeNt
Costs
totaL
gooDwiLL
$’m
$’m
$’m
$’m
$’m
2016
Balance at 1 July 2015
Acquisitions through business combinations
Additions
Amortisation - Continuing operations
Fair value adjustment
Effect of foreign currency exchange differences
Balance as 30 June 2016
2015
Balance at 1 July 2014
Additions
Amortisation - Continuing operations
Amortisation - Discontinued operations
Reclassified to held for sale
Effect of foreign currency exchange differences
Balance as 30 June 2015
Allocation of goodwill
1,736.6
34.9
-
-
-
12.7
1,784.2
1,774.2
1.6
-
-
(31.6)
(7.6)
1,736.6
47.3
-
-
(3.8)
(1.3)
0.2
42.4
50.6
1.4
(4.6)
-
-
(0.1)
47.3
4.7
-
0.7
(2.1)
-
-
3.3
5.5
2.9
(3.6)
(0.1)
-
-
4.7
14.4
1,803.0
-
34.9
0.5
(2.3)
-
1.2
(8.2)
(1.3)
1.1
14.0
13.7
1,843.6
21.9
1,852.2
0.6
(2.0)
(0.4)
(5.0)
(0.7)
6.5
(10.2)
(0.5)
(36.6)
(8.4)
14.4
1,803.0
For impairment testing purposes, the Group identifies its cash generating units (CGUs), which is the smallest identifiable
group of assets that generate cash inflows largely independent of the cash inflows of other assets or other groups of assets.
The gross carrying amount of goodwill allocated to the Group’s CGUs or group of CGUs are provided below:
goodwill
2016
2015
HosPitaLs
aUstRaLia
PatHoLogY
New ZeaLaND
$’m
1,427.2
1,393.7
$’m
177.6
165.0
otHeR1
$’m
179.4
177.9
totaL
$’m
1,784.2
1,736.6
1 Other comprises the cash generating units relating to the medical centres business in Australia and the pathology businesses in Malaysia, Singapore and Vietnam.
Key accounting policies
Goodwill
Goodwill on acquisition is measured at cost less any accumulated impairment losses. Goodwill is tested for impairment
annually, or more frequently if events or circumstances indicate that they might be impaired.
Contract management rights
Contract management rights acquired by the Group have finite lives. They are stated at cost less accumulated amortisation.
Subsequent expenditure
Subsequent expenditure on intangible assets is capitalised only when it increases the future economic benefits of the asset
to which it relates. All other expenditure is expensed as incurred.
74
| HealtHscope ANNUAL REPORT 2016
Amortisation
For intangible assets with finite lives, amortisation is recognised in the profit or loss on a straight-line basis over their
estimated useful life. The estimated useful lives of intangible assets in this category are as follows:
Contract management rights 3 to 30 years
Contract development costs
5 to 12 years
operating rights
3 to 6 years
Impairment of goodwill
The Healthscope Group performs an impairment assessment when there is an indication or trigger of a possible impairment
of its non-current assets. In addition, at least annually, the Healthscope Group performs an impairment review of goodwill
and indefinite life intangible assets, regardless of whether an impairment indicator has been identified. The annual review of
goodwill and indefinite life intangible assets was performed at 30 June 2016.
impairment indicators
After considering the trading performance of each of the Healthscope Group’s CGU’s for the twelve months to 30 June
2016, an impairment indicator was identified for the Medical Centres CGU.
impairment testing approach
The Group has prepared value-in-use models for the purpose of impairment testing as at 30 June 2016, using five year
discounted cash flow models. Cash flows beyond the five year period are extrapolated using a terminal value growth rate.
The Group’s impairment testing resulted in no impairment at 30 June 2016.
assumptions
The assumptions used for determining the recoverable amount of each CGU are based on past experience and
expectations for the future. Cash flow projections are based on management’s forecasts. These forecasts require
management estimates to determine income, expenses, working capital movements, capital expenditure, and cash flows
for each CGU. The projected cash flows for each individual CGU are discounted using an appropriate discount rate and
terminal growth rate unique to each CGU.
The following assumptions were used in determining the recoverable amount of each cash generation unit based on value
in use as at 30 June 2016.
• 2016/2017 Board approved profit and loss and cash flow budgets for each cash-generating unit;
•
Inherent growth factors consistent with current performance for each CGU;
2016
2015
HOSPITALS
AUSTRALIA
4.0– 5.0%
4.0– 5.0%
MEDICAL
CENTRES
PATHOLOGY
NEW ZEALAND
PATHOLOGY
SINGAPORE
PATHOLOGY
MALAYSIA
2.5–3.5%
2.5–3.5%
2.5–3.5%
2.5–3.5%
2.5–3.5%
3.5–4.5%
1.5–2.5%
3.5–4.5%
• Prevailing market based pre-tax discount rates for the Group’s CGUs are as follows:
Hospitals 8.7% (2015: 9.9%), Medical Centres 9.6% (2015 9.9%), Pathology New Zealand 9.3% (2015: 9.9%),
Pathology Singapore 10.6% (2015: 9.9%), and Pathology Malaysia 10.6% (2015: 10.7%);
• Cash flow projections covering a five-year period and terminal value; and
• Terminal growth factors have been set at:
Hospitals 3.0% (2015: 3.0%), Medical Centres 3.0% (2015: 2.5%), Pathology New Zealand 2.5% (2015: 3.0%),
Pathology Singapore 2.0% (2015: 3.0%), and Pathology Malaysia 2.0% (2015: 3.0%).
impairment testing results
With the exception of the Medical Centres CGU, management believes that any reasonably possible change in key
assumptions on which recoverable amount has been assessed would not cause the carrying amount of the CGU to exceed
its recoverable amount.
HealtHscope ANNUAL REPORT 2016 | 75
Notes to the consolidated
nancial statements
for the year ended 30 June 2016
Note 12: Intangibles (continued)
Headroom for the Medical Centres CGU is marginal and sensitive to movements in business performance and the general
economic and regulatory conditions. Strategies are in place to mitigate impacts of the Medicare funding changes and
general market conditions.
Critical accounting judgements
The Group is required to make significant estimates and judgements in determining whether the carrying amount of its
assets and / or CGUs has any indication of impairment, in particular in relation to:
• key assumptions used in forecasting future cash flows;
• discount rates applied to those cash flows; and
• the expected long term growth in cash flows.
Such estimates and judgements are subject to change as a result of changing economic and operational conditions.
Actual cash flows may therefore differ from forecasts and could result in changes in the recognition of impairment charges
in future periods.
Note 13: Commitments
(a) Capital expenditure commitments
Capital expenditure committed but not provided for and payable:
- Not longer than 1 year
- Longer than 1 year but no longer than 5 years
- Longer than 5 years
2016
$’m
593.6
600.3
-
2015
$’m
574.8
536.9
3.3
1,193.9
1,115.0
The capital commitments relate to the development of the Northern Beaches Hospital and various Brownfield developments.
(b) operating lease commitments
Non-cancellable operating leases contracted for but not capitalised:
Payable:
- Not later than 1 year
- Later than 1 year but no later than 5 years
- Later than 5 years
2016
$’m
2015
$’m
42.8
99.4
86.5
228.7
39.5
106.8
125.4
271.7
Operating leases relate to properties leased by the Group with lease terms between 1 and 30 years. (2015: 1 and 30 years).
All operating leases contain market review clauses in the event that the lessee exercises its option to renew.
76
| HealtHscope ANNUAL REPORT 2016
Note 14: Contingent liabilities
Estimates of material amounts of contingent liabilities not provided for:
Bank guarantees to various Workcover authorities
Bank guarantee in respect of Northern Beaches development
Bank guarantees in respect of property leases
2016
$’m
8.5
161.8
12.0
2015
$’m
4.6
161.8
13.1
The Directors are of the opinion that no additional provisions are required in respect of these matters, as it is either not
probable that a future sacrifice of economic benefits will be required or the amount is not capable of reliable measurement.
Note 15: Provisions
CURReNt
Employee benefits1
Medical malpractice insurance2
Onerous lease contracts and related costs3
Other
NoN-CURReNt
Employee benefits
Onerous lease contracts 3
2016
$’m
105.9
6.8
5.8
3.4
2015
$’m
93.7
7.1
7.8
4.1
121.9
112.7
23.1
8.4
31.5
19.9
23.6
43.5
summary of provisions
1 The current provision for employee entitlements is calculated using probability models of employees reaching vesting dates. The calculations are based on
pattern of leave taken and are grossed up for future pay rates, discounted to present value at appropriate discount rates.
2 The provision for medical malpractice insurance represents the present value of the estimated future outflow of economic benefits that may be required to be
made to meet malpractice claims made against the Group.
3 The provision for onerous lease contracts represents the present value of the future lease payments that the Group is presently obligated to make under non-
cancellable onerous operating lease contracts, less revenue expected to be earned on the lease including estimated future sub-lease revenue, where applicable.
HealtHscope ANNUAL REPORT 2016 | 77
Notes to the consolidated
nancial statements
for the year ended 30 June 2016
Note 15: Provisions (continued)
Medical Malpractice Insurance
During the year, management performed the regular review
of the medical malpractice insurance claims provision
across the Group, which is included in the consolidated
statement of financial position as at 30 June 2016 at $6.8
million (2015: $7.1 million).The provision represents the
present value of the estimated future outflow of economic
benefits that may be required to be made to meet
malpractice claims made against the Group. The following
key assumptions are used in determining the provision:
• Appropriate discount rate; and
• Forecast and review of plaintiff’s claim.
Onerous lease contracts
The onerous lease contract provision has been derived
on the basis of the most recent assessment of the likely
net unavoidable cost to the end of the contract term.
Management have considered the future costs of the
contract which can be determined with a high degree of
accuracy. However, the future economic benefits expected
to be received are based on forecasts. Management
consider the liability to be the best estimate of the net
unavoidable costs as at 30 June 2016.
The following key assumptions are used in determining the
provision related to onerous lease contracts:
• Appropriate discount rate to reflect the long term
liabilities at present value; and
• Ability to sub-lease the premises subject to onerous
lease contract.
Key accounting policies
Provisions
Provisions are measured at management’s estimate of the
expenditure required to settle the obligation. This estimate
is based on “present value” calculation, which involves the
application of a discount rate to the expected future cash
flows associated with settlement.
Employee entitlements
Provisions are made for liabilities to employees for annual
leave, long service leave and other employee entitlements.
Where the payment to employees is expected to take place
in 12 months’ time or later, a present value calculation is
performed. In this instance, the corporate bond rate is used
to discount the liability to its present value.
Onerous lease contracts
An onerous contract is considered to exist where the
Group has a contract under which the unavoidable costs
of meeting the obligations under the contract exceed the
economic benefits expected to be received under it.
Critical accounting judgements
Employee entitlements
Management judgement is applied in determining the
following key assumptions used in the calculation of long
service leave at balance date:
• Future increases in wages in salaries;
• Future on-cost rates;
• Experience of employee departures and year of service;
and
• Appropriate discount rate to reflect long term liabilities at
present value.
78
| HealtHscope ANNUAL REPORT 2016
Note 16: Financial instruments
Capital management
The Group’s objectives when managing capital are to ensure the Group continues as a going concern while providing
optimal returns to shareholders and benefits for other stakeholders, and to maintain an optimal capital structure to reduce
the cost of capital. In order to maintain or adjust the capital structure, the Group may adjust the amount of dividends paid to
shareholders, return capital to shareholders, issue new shares or sell assets to reduce debt.
Management reviews the capital structure of the Group on a regular basis. As part of this review, the cost of capital and the
risks associated with each class of capital is considered. The Group is not subject to any regulatory capital requirements.
The gearing ratio at year-end was as follows:
Borrowings - current
Borrowings - non-current
Add back:
USPP - Fair value adjustment associated with hedge accounting
Capitalised facility costs
Debt1
Cash and cash equivalents
Net debt
equity 2
Net debt + equity
Net debt / (Net debt + equity)
2016
$’m
4.9
1,557.0
1,561.9
(18.2)
17.2
1,560.9
(278.8)
1,282.1
2,372.7
3,654.8
35.1%
2015
$’m
8.6
1,167.9
1,176.5
-
16.3
1,192.8
(217.7)
975.1
2,305.7
3,280.8
29.7%
1 Debt is defined as long and short-term borrowings (excluding derivatives, fair value adjustments associated with hedge accounting and capitalised facility
costs), as detailed in Note 8.
2 Equity includes all capital and reserves of the Group that are managed as capital.
Risk management
The Group’s principal financial instruments, other than derivatives, comprise cash, short term deposits, and interest bearing
liabilities. The main purpose of these financial instruments is to raise finance for the Group’s operations. The Group also has
various other financial assets and liabilities which arise directly from its operations.
The Group uses derivative financial instruments to hedge its exposure to foreign exchange and interest rate risks arising
from operational, financing and investment activities, principally interest rate swaps and cross currency swaps. The Group
does not hold or issue derivative financial instruments for trading purposes.
The main risks arising from the Group’s financial instruments are interest rate risk, foreign currency risk, credit risk and
liquidity risk, these are discussed below.
(a) Interest rate risk
The Group has a policy of managing exposure to interest rate fluctuations by the use of fixed rate debt and interest rate
swaps. Further details regarding the Group’s approach to managing interest rate risk are discussed in Note 9.
The Group’s exposures to interest rates on financial assets and financial liabilities are detailed in the liquidity risk
management section of this Note.
HealtHscope ANNUAL REPORT 2016 | 79
Notes to the consolidated
nancial statements
for the year ended 30 June 2016
Note 16: Financial
instruments (continued)
(a) Interest rate risk (continued)
Interest rate sensitivity analysis
With all other variables held constant, a 1% increase in
interest rates would reduce profit after tax by $7.8 million
(2015: $7.1 million) reflecting the impact of higher interest
rates on variable rate debt. A 1% decrease in interest rates
would result in a corresponding $7.8 million increase in
profit after tax (2015: $7.1 million).
The movements in profit are due to higher/lower interest
costs from variable rate debt and investments. The
movement in other comprehensive income is due to an
increase/decrease in the fair value of financial instruments
designated as cash flow hedges.
(b) Foreign currency risk
The Group’s primary currency exposure is to US dollars
as a result of issuing US Private Placement debt. In order
to hedge this exposure, the Group has entered into cross
currency swaps to fix the exchange rate on the USD
debt until maturity. The Group agrees to pay a fixed USD
amount in exchange for an agreed AUD amount with swap
counterparties, and to re-exchange this again at maturity.
These swaps are designated to hedge the principal and
interest obligations of the US private placement debt.
With all other variables held constant, a 5 cent increase
in the AUD/USD exchange rate would increase other
comprehensive income by $0.1 million with no impact
on profit after tax. A 5 cent decrease in the AUD/USD
exchange rate would result in a corresponding decrease in
other comprehensive income with no impact on profit after
tax. As the US Private Placement debt was entered into
during the current year, there was no comparable currency
risk present in the prior year.
(c) Credit risk
The Group’s credit risk arises in relation to cash and cash
equivalents, receivables, financial liabilities and liabilities
under financial guarantees.
Credit risk on financial assets which have been recognised
on the balance sheet, is the carrying amount less any
allowance for non-recovery. The Group actively manages
this exposure by dealing only with counterparties with good
credit standing and not having any significant credit risk
with any single counterparty.
Credit risk associated with financial liabilities arises from the
potential failure of counterparties to meet their obligations
under the contract or arrangement. The Group’s maximum
credit risk exposure in respect of derivative contracts is
detailed in the liquidity risk table on the next page.
Credit risk includes liabilities under financial guarantees.
For financial guarantee contract liabilities the fair value
at initial recognition is determined using a probability
weighted discounted cash flow approach. The fair value of
financial guarantee contract liabilities has been assessed
as nil (2015: nil), as the possibility of an outflow occurring
is considered remote. Details of the financial guarantee
contracts at balance date are outlined below:
Deed of cross guarantee
The Company has entered into a deed of cross guarantee
as outlined in Note 23.
Guarantees and indemnities
Entities in the Group are called upon to give in the
ordinary course of business, guarantees and indemnities
in respect of the performance of their contractual and
financial obligations.
(d) Liquidity risk
Liquidity risk arises from the financial liabilities of the Group
and the Group’s subsequent ability to meet its obligations
to repay its financial liabilities as and when they fall due.
The contractual undiscounted cash flows, including
principal and estimated interest payments, of non-
derivative financial instruments and derivative financial
instruments in existence at year end are as follows in the
following table on the next page.
80
| HealtHscope ANNUAL REPORT 2016
weigHteD aveRage
eFFeCtive iNteRest
Rate
Less tHaN 1
YeaR
1–5 YeaRs
5+ YeaRs
totaL
%
$’m
$’m
$’m
$’m
4.36%
4.70%
6.25%
246.2
36.5
16.4
4.9
0.7
-
1,094.1
65.5
5.9
113.6
-
-
246.2
1,130.6
485.8
567.7
0.1
5.6
10.9
119.9
5.4
2.0
9.2
8.2
-
10.2
14.6
20.4
312.1
1,296.5
501.7
2,110.3
2016
Non-derivative financial instruments
Trade creditors and accrued expenses
Variable interest rate instruments
Fixed interest rate instruments
Finance lease liability
Financial guarantees
Derivative financial instruments
Interest rate swaps
Cross currency swaps
2015
Non-derivative financial instruments
Trade creditors and accrued expenses
Variable interest rate instruments
Fixed interest rate instruments
Finance lease liability
Financial guarantees
Derivative financial instruments
Interest rate swaps
Cross currency swaps
4.98%
-
6.10%
229.9
-
46.9
1,349.3
-
8.7
172.8
-
-
-
0.6
6.1
229.9
1,396.2
-
13.7
179.6
-
4.4
0.7
3.2
-
4.2
-
-
-
7.4
-
For variable interest rate instruments, the amount disclosed is determined by reference to the interest rate at the last
repricing date. For foreign currency receipts and payments, the amount disclosed is determined by reference to the
USD/AUD rate at balance date.
285.1
1,535.0
6.7
1,826.7
HealtHscope ANNUAL REPORT 2016 | 81
Notes to the consolidated
nancial statements
for the year ended 30 June 2016
Note 17: Fair value measurement
The financial instruments included on the Consolidated Statement of Financial Position are measured at either fair value or
amortised cost. The measurement of this fair value may in some cases be subjective and may depend on the inputs used in
the calculations.
The Group generally uses external valuations based on market inputs or market values. The different valuation methods are
called ‘hierarchies’ and are described below.
• Level 1: calculated using quoted prices in active markets.
• Level 2: estimated using inputs other than quoted prices included in Level 1 that are observable for the asset or liability,
either directly (as prices) or indirectly (derived from prices).
• Level 3: estimated using inputs for the asset or liability that are not based on observable market data.
All financial instruments recognised on the Consolidated Statement of Financial position are recognised at amounts that
represent a reasonable approximation of fair value, with the exception of the following borrowings:
2016
CaRRYiNg
amoUNt
$’m
FaiR
vaLUe
$’m
2015
CaRRYiNg
amoUNt
$’m
FaiR
vaLUe
$’m
Borrowings
US Private Placement (AUD)
419.1
410.8
-
-
The fair values of the Group’s financial instruments are estimated as follows:
Borrowings
Fair value is calculated using discounted future cash flow techniques, where estimated cash flows and estimated discount
rates are based on market data at balance date, in combination with restatement to foreign exchange rates at balance date
(level 2 in fair value hierarchy).
Derivative financial instruments
Fair value is calculated using discounted future cash flow techniques, where estimated cash flows and estimated discount
rates are based on market data at balance date (level 2 in fair value hierarchy). Refer to Note 9 for further details.
Promissory note
The fair value of promissory note is determined using option pricing models where the main assumptions are the probability
of default by the specified counterparty from market based information (level 3 in fair value hierarchy).
There were no transfers between Level 1 and Level 2 during the year.
82
| HealtHscope ANNUAL REPORT 2016
Note 18: Share based payments
The Group has an ownership based remuneration strategy which provides certain senior management (including Senior
Executives) with the opportunity to receive equity instruments as a component of their short and / or long term remuneration.
Long term incentive Plan (Lti Plan) – Lti Performance Rights
Healthscope has a Long Term Incentive Plan (LTI Plan) which is available to Senior Executives. In accordance with the
provisions of the LTI Plan, Senior Executives may become entitled to LTI Performance Rights, which entitle the holder to
acquire one ordinary share in Healthscope on satisfaction of LTI performance conditions.
The LTI Performance Rights are granted at no cost to the participants as they form part of their remuneration.
The dilutive effect, if any, of outstanding LTI Performance Rights is reflected in the computation of diluted earnings per share.
Further explanation of the LTI Plan is disclosed in the Remuneration Report.
Deferred short term incentives (Deferred sti) – sti Performance Rights
In 2016, Healthscope introduced a deferred equity component for senior management (including Senior Executives) entitled
to STI reward. This new component results in between 30-50% of any relevant STI award being granted as STI Performance
Rights. The STI Performance Rights entitle the holder to acquire one ordinary share in Healthscope at the completion of a
two year deferral period, subject to continued employment. There are no further performance measures.
STI Performance Rights are granted at no cost and no payment is required to be made in order for the STI Performance
Rights to vest and for participants to receive shares. Any STI Performance Rights that do not vest will automatically lapse.
At the date of this Report, the actual number of STI Performance Rights related to 2016 cannot be calculated and have not
yet been issued. Based on the share price of the Company as at 30 June 2016 ($2.86), 900,683 STI Performance Rights
would be issued. This number has been used for the purposes of calculating diluted earnings per share in Note 5.
The actual number of STI Performance Rights issued to senior management in relation to FY16 will be reported to
shareholders in the Company’s 2017 Financial Report.
Further explanation of the STI Plan is disclosed in the Remuneration Report.
Performance Rights held at the end of the year:
PERFORMANCE
RIGHT SERIES
NUMBER OF
RIGHTS
GRANT
DATE
VESTING
DATE
EXPIRY
DATE
EXERCISE
PRICE
FAIR VALUE AT
GRANT DATE
2014
1,706,433
28/07/2014
30/06/2017
30/06/2017
October 2015
1,175,597
30/10/2015
30/06/2018
30/06/2018
November 2015
697,925
24/11/2015
30/06/2018
30/06/2018
-
-
-
$1.67
$2.18
$2.31
Movement in Performance Rights held during the year:
Balance at the beginning of the year
- Number issued during the financial year
Balance at the end of the year
Exercisable at 30 June 2016
2016
2015
NUmBeR
NUmBeR
1,706,433
-
1,873,522
1,706,433
3,579,955
1,706,433
-
-
There were no other transactions affecting Performance Rights held during the current or prior financial year.
HealtHscope ANNUAL REPORT 2016 | 83
Notes to the consolidated
nancial statements
for the year ended 30 June 2016
Note 18: Share Based Payments (continued)
Fair value of LTI Performance Rights
The fair value of LTI Performance Rights is measured at grant date and is recognised as an employee expense (with a
corresponding increase in equity) over three years irrespective of whether the LTI Performance Rights vest to the holder.
A reversal of the expense is only recognised in the event the instruments lapse due to cessation of employment within the
three year period.
The fair value of the LTI Performance Rights is determined by an external valuer and takes into account the terms and
conditions upon which they were granted. The valuation was conducted using a Monte Carlo simulation for the TSR
performance hurdle and a Black Scholes valuation model for the EPS performance hurdle.
The assumptions underlying the valuation of the LTI Performance Rights are:
INPUTS INTO THE 2016 PERFORMANCE RIGHT PRICING MODEL
OCTOBER 2015
NOVEMBER 2015
Grant date share price
Exercise price
Estimated Volatility
Expected life
Risk free interest rate
Dividend yield
$2.70
$0.00
25%
$2.83
$0.00
25%
2.67 years
2.60 years
1.76%
3.0%
2.12%
3.0%
The weighted average fair value of the LTI Performance Rights granted during the financial year is $2.23 (2015: $1.67).
Expenses arising from share-based payment transactions
LTI Performance Rights
STI Performance Rights
total
Key accounting policies
2016
$’m
2.0
0.8
2.8
2015
$’m
1.0
-
1.0
The rights to share granted to employees under the terms of the plans are measured at fair value. The fair value is
recognised as an employee expense over the period that employees become unconditionally entitled to the rights. There is
a corresponding increase in equity, which is reflected in the share based payments reserve.
The amount recognised as an expense is adjusted to reflect the actual number of rights taken up, once related service and
other non-market conditions are met.
84
| HealtHscope ANNUAL REPORT 2016
Note 19: Changes in the composition of the Healthscope Group
Acquisitions during the year
On 19 November 2015 the Group acquired Hunter Valley Private Hospital, an 83 bed hospital located in Shortland, New
South Wales, which was established in 1965. On 1 March 2016, the Group acquired Grovedale Medical Centre.
Details of the purchase consideration, the net assets acquired and goodwill are as follows:
Consideration
Cash consideration1
Equity consideration
total consideration
1 The net cash payment after allowing for cash acquired in relation to the acquisition totalled $63.6 million.
the assets and liabilities recognised as a result of the acquisitions are as follows:
Cash and cash equivalents
Receivables and other assets
Payables and other liabilities
Provisions
Deferred tax liabilities
Property, plant and equipment
Deferred tax assets
Net identifiable assets required
Goodwill on acquisition
Net assets acquired
FaiR vaLUe
$’m
65.0
8.2
73.2
1.6
3.4
(3.4)
(1.9)
(4.6)
42.3
0.8
38.2
34.9
73.2
Accounting for the acquisition of Hunter Valley Private Hospital and Grovedale Medical Centre are completed as at 30
June 2016.
Key accounting policies
Acquisitions of businesses are accounted for using the acquisition method. The consideration transferred in the acquisition
is measured at fair value, as are the net assets acquired. Any goodwill that arises is tested annually for impairment.
Acquisition related costs of the above acquisitions are included within other income and expense items.
Discontinued operations
On 6 July 2015, Healthscope completed the sale of its Australian Pathology operations to Crescent Capital Partners
(“Crescent”). As part of the sale, Healthscope also transferred six skin clinics from its Medical Centre operations to
Crescent. The consideration of $105.0 million comprised cash proceeds of $92.5 million, less working capital adjustment of
$0.2 million and a promissory note of $12.5 million.
No gain or loss was recorded on sale as the net assets were written down to their recoverable amount in the prior year
based on the agreed proceeds of sale.
As part of the divestment, the Group transferred $140.4 million of assets and $40.4 million of liabilities directly associated to
assets classified as held for sale.
The results of the discontinued Pathology Australia operations included in the profit for year are set out below. The
comparative figures from discontinued operations have been re-stated to include those operations classified as
discontinued in the previous period.
HealtHscope ANNUAL REPORT 2016 | 85
Notes to the consolidated
nancial statements
for the year ended 30 June 2016
Note 19: Changes in the composition of the Healthscope Group
(continued)
Loss for the year from discontinued operations
Revenue
Expenses
Loss before finance costs and income tax
Net finance costs
Loss before income tax
Income tax benefit
Net loss for the year from discontinued operations
2016
$’m
3.0
(5.4)
(2.4)
-
(2.4)
0.7
(1.7)
Note 20: Key Management Personnel compensation and
related parties
The compensation made to Key Management Personnel of the Group is set out below:
Short term employment benefits
Long term employment benefits
Post-employment benefits
2016
$’m
5.3
1.8
0.2
7.2
2015
$’m
281.6
(296.9)
(15.3)
(0.2)
(15.5)
2.6
(12.9)
2015
$’m
5.5
0.7
0.2
6.4
Determination of Key Management Personnel and detailed remuneration disclosures are provided in the Remuneration Report.
Loans to key management personnel and their related parties.
In the year ended 30 June 2016, there were no loans to key management personnel and their related parties (2015: nil).
Transactions with related parties
Details of all entities within the consolidated group are disclosed in Note 23. There were no transactions between the related
parties that require disclosure.
86
| HealtHscope ANNUAL REPORT 2016
Note 21: Auditor’s remuneration
auditor of the parent entity
Audit or review of the financial report
Agreed upon procedures and other assurance services
Corporate governance advisory services
Network firm of the parent entity auditor
Audit or review of the financial statements
Other assurance services
2016
$
610,200
52,500
50,000
712,700
218,000
-
2015
$
614,500
84,500
-
699,000
210,450
119,300
930,700
1,028,750
All amounts were paid to Deloitte or Deloitte affiliated firms.
The auditor of the Group is Deloitte Touche Tohmatsu. From time to time, the auditors provide other services to the Group.
These services are subject to strict corporate governance procedures which encompass the selection of service providers
and the setting of their remuneration.
Note 22: Events subsequent to reporting date
As at 31 July 2016, Management Shareholders held a total of 7,930,582 shares pursuant to voluntary escrow arrangements
in connection with the legacy LTI plan and listing of Healthscope. The escrow period ended on 31 July 2016.
Other than the above, there has not been any matter or circumstance occurring subsequent to the end of the financial year
that has significantly affected, or may significantly affect, the operations of the Group, the results of those operations, or the
state of affairs of the Group in subsequent financial periods other than the dividend declared in Note 6.
HealtHscope ANNUAL REPORT 2016 | 87
Notes to the consolidated
nancial statements
for the year ended 30 June 2016
Note 23: Entities within the Consolidated Group
The parent entity of the Group is Healthscope Limited.
As at the end of the year, the following wholly owned subsidiaries of the Group were incorporated in Australia:
ACN 154 902 913 Pty. Ltd.
Advanced Medical
Technology Pty. Ltd.
Allamanda Private
Hospital Pty. Ltd.
Allamanda Surgicentre
Pty. Ltd.
APHG No. 2 Holdings 3
Pty. Ltd.
APHG No. 2 Pty. Ltd.
Asia Pacific Healthcare
Group Pty. Ltd.
Australian Hospital Care
(Como) Pty. Ltd.
Australian Hospital Care
(Dorset) Pty. Ltd.
Australian Hospital Care
(Knox) Pty. Ltd.
Darwin Private
Hospital Pty. Ltd.
E-Clinic Pty. Ltd.
FHIC Pty. Ltd.
FPH Operations Pty. Ltd.
GCPH HoldCo Pty. Ltd.
Gold Coast Private
Hospital Pty. Ltd.
The Gribbles Group
Pty. Ltd.
HCA Holdings
(Southport) Pty. Ltd.
HCA Management
Company Pty. Ltd.
Healthcare of Australia
Holdings Pty. Ltd.
Healthscope (Tasmania
Finance) Pty. Ltd.
Australian Hospital Care
(Lady Davidson) Pty. Ltd.
Healthscope
(Tasmania) Pty. Ltd.
Healthscope Hospitals
Holdings No. 2 Pty. Ltd.
Molescan Australia
Pty. Ltd.
Healthscope Hospitals
International Pty Ltd.
Healthscope Medical
Centres Pty. Ltd.
Healthscope
Operations Pty Ltd
Healthscope Pathology
Holdings No. 2 Pty. Ltd.
Healthscope Pathology
Holdings Pty. Ltd.
Healthscope South
Australia Pty. Ltd.
Holmesglen Private
Hospital Pty. Ltd.
The Hunter Valley
Private Hospital Pty. Ltd.
La Trobe Private Hospital
(Healthscope) Pty. Ltd.
Maybury Craft Pty. Ltd.
NBH Borrower Pty Ltd
NBH Car Park Operator
Pty Ltd
NBH HoldCo 1 Pty Ltd
NBH HoldCo 2 Pty Ltd
NBH Operator B Pty Ltd
NBH Operator Co Pty Ltd
Newcastle Private
Hospital Pty. Ltd.
Nova Health Pty. Ltd.
P.O.W Hospital Pty. Ltd.
Pacific Private
Hospital Pty. Ltd.
QPH Wickham Pty. Ltd.
Skin Alert Pty. Ltd.
Sydney Breast
Clinic Pty. Ltd.
Tweed Surgicentre Pty. Ltd.
Australian Hospital Care
(Ringwood) Pty. Ltd.
Healthscope Diagnostic
Imaging Pty. Ltd.
Mazlin Investments
Pty. Ltd.
Brisbane Private
Hospital Pty. Ltd.
Healthscope Finance
Pty. Ltd.
Melbourne Hospital
Pty. Ltd.
The Victorian Rehabilitation
Centre Pty. Ltd.
The Australian entities listed above formed part of the tax consolidation group1 and Deed of Cross Guarantee 2.
1 Except for NBH Borrower Pty Ltd, NBH Carpark Operator Pty Ltd, NBH Holdco 1 Pty Ltd, NBH Operator B Pty Ltd and NBH Operator Co Pty Ltd.
2 Except for ACN 154 902 913 Pty. Ltd., NBH Borrower Pty Ltd, NBH Carpark Operator Pty Ltd, NBH Holdco 1 Pty Ltd, NBH Holdco 2 Pty Ltd, NBH Operator
B Pty Ltd and NBH Operator Co Pty Ltd.
88
| HealtHscope ANNUAL REPORT 2016
As at the end of the year, the following wholly owned subsidiaries of the Group were incorporated overseas:
Name oF eNtitY
CoUNtRY oF
iNCoRPoRatioN
Name oF eNtitY
CoUNtRY oF
iNCoRPoRatioN
Aotea Pathology Limited
New Zealand
APHG NZ Investments Limited
New Zealand
Canterbury SCL Limited
New Zealand
Gribbles Veterinary Pathology
Limited
New Zealand
Healthscope New Zealand Limited
New Zealand
Labtests Auckland Ltd
New Zealand
Labtests Limited
New Zealand
Medlab South Limited
New Zealand
New Zealand Diagnostic Group
Limited
New Zealand
Northland Pathology Laboratory
Limited
SCL Hawkes Bay Limited
New Zealand
SCL Otago Southland Limited
New Zealand
SCL Otago Southland Code
Services Limited
SCL Otago Southland Services
Limited
New Zealand
New Zealand
New Zealand
Southern Community
Laboratories Limited
New Zealand
Wellington SCL Limited
New Zealand
Gribbles Cytology Services
SDN. BHD.
Malaysia
Gribbles Pathology (Malaysia)
SDN. BHD.
Quest Laboratories Pte Ltd
Singapore
Quest Laboratories
Vietnam Co., Ltd
Malaysia
Vietnam
HealtHscope ANNUAL REPORT 2016 | 89
Notes to the consolidated
nancial statements
for the year ended 30 June 2016
Note 23: Entities within the Consolidated Group (continued)
Deed of Cross Guarantee
The consolidated statement of financial position and income statements of the entities part of the deed of cross guarantee are:
Consolidated statement of Financial Position
Current assets
Cash and cash equivalents
Trade and other receivables
Inventories
Prepayments
Assets classified as held for sale
total Current assets
Non-current assets
Other financial assets
Other receivable
Property, plant and equipment
Intangible assets
Deferred tax assets
total non-current assets
total assets
Current liabilities
Trade and other payables
Other financial liabilities
Provisions
Liabilities associated to assets classified as held for sale
total current liabilities
Non-current liabilities
Borrowings
Other financial liabilities
Other payables
Deferred tax liabilities
Provisions
total non-current liabilities
total liabilities
2016
$’m
212.8
108.6
51.7
14.4
-
387.5
115.9
24.7
1,648.9
1,566.2
145.4
3,501.1
3,888.6
197.5
168.0
121.2
-
486.7
1,264.3
5.3
18.4
57.7
29.9
1,375.6
1,862.3
2015
$’m
127.0
65.9
47.9
13.5
140.4
394.7
518.9
-
1,201.6
1,539.9
186.8
3,447.2
3,841.9
197.1
26.7
102.6
40.4
366.8
991.6
0.4
-
43.7
42.2
1,077.9
1,444.7
Net assets
2,026.3
2,397.2
90
| HealtHscope ANNUAL REPORT 2016
Consolidated statement of Financial Position (continued)
equity
Issued capital
Reserves
Accumulated losses
total equity
Consolidated statement of Profit or Loss and other Comprehensive income
Profit before income tax
Income tax expense
Net profit for the year
Other comprehensive income, net of income tax
total comprehensive income for the year
2016
$’m
2015
$’m
2,709.2
(290.1)
(392.8)
2,026.3
104.8
(58.3)
46.5
7.2
53.7
2,697.2
(239.5)
(60.5)
2,397.2
170.7
(52.2)
118.5
-
118.5
HealtHscope ANNUAL REPORT 2016 | 91
Notes to the consolidated
nancial statements
for the year ended 30 June 2016
Note 24: Parent entity information
During the financial year ended 30 June 2016, the parent company of the Group was Healthscope Limited.
assets
Current assets
Non-current assets
total assets
Liabilities
Current liabilities
Non-current liabilities
total liabilities
Net assets
equity
Issued capital
Dividends
Accumulated profit
total equity
Financial performance
Profit for the year
total comprehensive income for the year
2016
$’m
84.9
2,675.3
2,760.2
0.4
1.7
2.1
2015
$’m
85.0
2,677.8
2,762.8
-
1.7
1.7
2,758.1
2,761.1
2,706.1
(124.9)
176.9
2,758.1
113.0
113.0
2,697.2
(57.2)
121.1
2,761.1
121.1
121.1
Healthscope Limited has entered into a deed of cross guarantee with its wholly owned subsidiaries. Details of which are
included in Note 23. No liabilities have been assumed by Healthscope Limited in relation to this guarantee as it is expected
the parties to the deed of cross guarantee will continue to generate positive cash flows
The accounting policies of the parent are the same as the Group’s policies.
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| HealtHscope ANNUAL REPORT 2016
Directors’ declaration
the directors declare that:
(a)
(b)
(c)
in the directors’ opinion, there are reasonable grounds to believe that the company will be able to pay its debts as and
when they become due and payable;
in the directors’ opinion, the attached financial statements are in compliance with International Financial Reporting
Standards, and
in the directors’ opinion, the attached financial statements and notes thereto are in accordance with the Corporations
Act 2001, including compliance with accounting standards and giving a true and fair view of the financial position and
performance of the consolidated entity.
At the date of this declaration, the company is within the class of companies affected by ASIC Class Order 98/1418. The
nature of the deed of cross guarantee is such that each company which is party to the deed guarantees to each creditor
payment in full of any debt in accordance with the deed of cross guarantee.
In the directors’ opinion, there are reasonable grounds to believe that the company and the companies to which the ASIC
Class Order applies, as detailed in Note 9 to the financial statements will, as a group, be able to meet any obligations or
liabilities to which they are, or may become, subject by virtue of the deed of cross guarantee.
Signed in accordance with a resolution of the directors made pursuant to s.295(5) of the Corporations Act 2001.
On behalf of the Directors
Paula Dwyer
Chairman
Robert Cooke
Managing Director and Chief Executive Officer
Melbourne, 23 August 2016
HealtHscope ANNUAL REPORT 2016 | 93
Additional information
Class of securities
As at 15 August 2016 the only class of security on issue by Healthscope Limited is fully paid ordinary shares (Shares).
Distribution of securities
The following table summarises the distribution of securities as at 15 August 2016.
No. of securities
1–1,000
1,001–5,000
5,001–10,000
10,001–100,000
100,001 and over
total
sHaRes
PeRFoRmaNCe RigHts1
No. of holders
No. of securities
No. of holders
No. of securities
2,776
9,207
6,109
7,392
1,707,778
28,744,515
47,479,849
180,093,793
317
1,477,067,537
25,801
1,735,093,472
-
-
-
7
7
14
-
-
-
407,839
3,172,116
3,579,995
1 Performance Rights were issued pursuant to the Company’s LTI arrangements. Refer to section 6.4 of the Remuneration Report for
more information about the Company’s FY16 LTI arrangements.
The number of shareholdings in less than marketable parcels is 150, based on the closing market price on 15 August 2016.
voting rights
At a general meeting every ordinary shareholder, present in person or by proxy, attorney or representative has one vote on a
show of hands (unless a shareholder has appointed more than one proxy) and one vote on a poll for each Share held (with
adjusted voting rights for partly paid shares). If the votes are equal on a proposed resolution, the chairperson of the meeting
has a casting vote, in addition to any deliberative vote.
Performance Rights do not carry dividends or voting rights prior to vesting.
substantial shareholders
As at 31 July 2016, the names of substantial holders in the Company and the number of shares to which each substantial
holder and the substantial holder’s associates have a relevant interest, as disclosed in substantial holding notices given to
the Company are as follows:
Name
AustralianSuper Pty Ltd
Hyperion Asset Management Limited
(Hyperion)
BlackRock Group (Blackrock Inc. and
subsidiaries)
1
2
4
No. oF sHaRes HeLD
% oF issUeD sHaRes
184,146,231
128,767,504
125,330,542
10.61
7.42
7.22
securities subject to voluntary escrow arrangements
As at 31 July 2016, Management Shareholders held a total of 7,930,582 shares pursuant to voluntary escrow arrangements in
connection with the legacy LTI plan and the listing of Healthscope. The escrow period ended on 31 July 2016.
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| HealtHscope ANNUAL REPORT 2016
the names of the 20 largest shareholders
The following table sets out the 20 largest shareholders as at 15 August 2016.
RaNk Name
UNits % oF UNits
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
18.
19.
20.
J P Morgan Nominees Australia Limited
HSBC Custody Nominees (Australia) Limited
National Nominees Limited
Citicorp Nominees Pty Limited
BNP Paribas Noms Pty Ltd
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