Our strategic pillars

  • Helping to tackle increased demand in urgent care.
  • Supporting healthcare commissioners and hospitals in the reduction of waiting lists.
  • Responding to the new emerging markets such as mental health, wellness and self-care. support and physical health improvements to reduce future reliance on healthcare services.
  • Ensure our services remain accessible and deliver the quality of service expected by our commissioners and patients.
  • Delivering bespoke solutions alongside NHS commissioners to ensure any increases in demand for new services are managed proactively and without unnecessary delay.
  • Ensure our divisions are equipped to expand and extend services as required and have the best leadership teams which can work with commissioners proactively.
  • Supporting government bodies to design and change services to ensure they are resilient and reliable and able to deliver the level of care required.

 

  • Focusing on continuous improvement and commercial management to maximise value for customers and shareholders alike.
  • Exploiting our unique position of being able to support healthcare commissioners across the care pathway and corporate customers with their accountability for employee wellbeing.
  • Keeping patients and customers at the heart of all our decision making.
  • Demonstrating quality and agility in every conversation with commissioners and healthcare policymakers.
  • Ensuring transparency and honesty in all aspects of services delivery – learning from feedback and continually improving services as a result.
  • Remaining acquisitive and ensuring we make sensible earnings enhancing decisions when faced with opportunities.
  • Ensuring our “buy-and-build” activity is not limited to the services currently provided and remaining open to emerging market opportunities.