The balance sheet below ties in every year, total assets equal total equity and liabilities, a consistency enforced by assertion in the underlying model. It reflects the asset profile of a clinic network: a large, equipment-heavy property and equipment base, working capital dominated by medical-aid receivables, and a cash buffer maintained through the rollout.
|
Year 1 |
Year 2 |
Year 3 |
Year 4 |
Year 5 |
|
|---|---|---|---|---|---|
|
Assets |
|||||
|
Net property, plant & equipment |
119 |
219 |
299 |
272 |
248 |
|
Working capital |
15 |
41 |
77 |
99 |
109 |
|
Cash & equivalents |
204 |
113 |
77 |
142 |
242 |
|
Total assets |
338 |
372 |
453 |
513 |
599 |
|
Equity & liabilities |
|||||
|
Share capital |
280 |
280 |
280 |
280 |
280 |
|
Retained earnings |
-32 |
-48 |
3 |
103 |
239 |
|
Total equity |
248 |
232 |
283 |
383 |
519 |
|
Debt (closing) |
90 |
140 |
170 |
130 |
80 |
|
Total equity & liabilities |
338 |
372 |
453 |
513 |
599 |
Asset backing and leverage
The balance sheet is anchored by the equipped clinic base, diagnostic, laser, theatre and optical equipment and fit-out, which a lender can secure against, alongside medical-aid receivables that represent claims on regulated schemes. Retained earnings dip through the loss-making rollout years before rebuilding strongly as the network matures. Conventional leverage ratios are of limited use early (EBITDA is negative or thin), so the relevant measure is absolute debt against the asset base and the equity cushion; debt peaks at R170 million against an asset base that grows past R500 million, and the business is in a net-cash position by Year 5.