The UK’s National Health Service (NHS) was once lauded globally for its top-notch healthcare services and free access for all citizens—sadly, this is no longer the case. The current Health Secretary, Mr. Wes Streeting, has publicly acknowledged that the NHS is grappling with myriad problems, notably the massive backlog of six million patients awaiting treatment. A worrying prospect of medical staff strikes further compounds this grim situation. Nevertheless, the government is developing strategies to address these woes and revamp the NHS by leveraging advanced technology, broadening patient choices, and pouring resources into sophisticated GP surgeries which can offer a range of services from biopsy procedures to mental health counselling.
As the government meticulously crafts these policies, multiple businesses have proactively pitched in with their own problem-solving endeavors. This article highlights three such entities that are constructively contributing to the NHS’ regrowth and recovery. One of these is One Health Group, inaugurated in 2004 by Derek Bickerstaff, an orthopedic consultant who believed he could contribute to decreasing waiting lists while preserving the free medical service renowned in the NHS.
His intuition turned out fruitful, with One Health Group now servicing over 17,000 patients each year. This organisation provides consultation sessions, executes surgeries, and supervises post-operative care for various health issues, including hip issues to hernia conditions. One Health operates a network of 40 community clinics scattered across the Midlands and Northern England, and collaborates with around 130 NHS surgeons and anesthetists.
Patients seeking One Health’s services only have to wait two to four weeks for their first consultation, and if a surgical procedure is deemed necessary, it is scheduled just a few weeks later. The patient satisfaction rate for One Health is impressively high and since the company is officially recognised as alternative care provider, patients aren’t burdened with any financial costs just like in the NHS. Importantly, One Health targets regions typically overlooked by independent hospitals and physicians which often seek more profitable affluent locations.
One major reason for One Health’s seamless and efficient operation is its pragmatic focus. They abstain from handling emergency cases or complex health conditions such as cancer, and have invested considerable time and effort into refining their technologically driven procedures. These efforts have reaped rewards in the form of improved patient care, better collaboration with doctors, and improved supplier relationships. One Health joined the AQSE growth market in 2022 before progressing to Aim in the following March, raising funds to establish its premier surgical hub in Scunthorpe, featuring an operating theatre and 12 beds.
It’s worth noting that NHS patients can legally choose their treatment provider, and One Health is becoming a popular selection with a patient increase rate of 28% last year. This surge steered the company’s revenue to a commendable rise of 23%, settling at £28.4 million, with a net profit of £1.9 million and a dividend of 6.2p.
The second company making a difference is Optima Health, the leading occupational health provider in the UK. Optima partners with approximately 2,000 employers across various sectors—from NHS trusts and the police to high profile corporate clients such as Bentley Motors and Ikea to investment banks and railway companies. These employers collectively present Optima with a client base of five million workers, accounting for nearly 15% of the nation’s employed populace, and Optima’s responsibility is to safeguard their health and boost their productivity.
Optima is diversifying its services as well, recently securing a seven-year, £210 million contract from the Armed Forces to undertake medical evaluations on the potential enlistees for the Army, Navy, and Air Force. These prospective recruits will undergo thorough medical scrutiny to confirm their capacity to serve, with checks ranging from physical agility tests to assessing their psychological response to high-pressure scenarios.
Additionally, Optima has dedicated a decade to developing a digital diagnostic tool for bodily discomforts, which guides users via an eight-minute questionnaire to determine the necessary follow-up treatment. This innovative tool has been globally embraced by businesses, and is included in the services provided by the Mersey & West Lancashire Teaching Hospitals Trust, which manages hospitals and clinics across North West England.
The final entity to spotlight is Assura, a healthcare company which recently found itself nestled in a bidding duel between the publicly listed healthcare titan, Primary Health Properties (PHP), and American buyout colossus, KKR, via its subsidiary, Sana Bidco. The preferred choice of Assura’s board was the offer extended by PHP, belaying the decision onto the shareholders to follow the recommended course.
This recommendation is primarily due to the potential far-reaching benefits of the PHP deal. PHP operates about 500 health centres providing basic GP consultations and a variety of other services ranging from physiotherapy and weight management to biopsy procedures and post-cancer care. Hence, joining forces with Assura would greatly inflate the company, resulting in over 1,000 centres providing aid and relief to healthcare facilities under duress.
In these challenging times, the inventive and solution-oriented approaches taken by One Health Group, Optima Health, and Assura showcase how the collective effort of various stakeholders can herald a meaningful transformation. As the UK government strives to redefine and rebuild the NHS, these enterprises demonstrate that with innovation, commitment, and a common objective of quality healthcare, it’s possible to turn the tide and recreate a national health service that the world once admired.