Latest Results

CHIEF EXECUTIVE’S REVIEW

2020 has been a transformational year for MyHealthChecked as we commenced the delivery of a growth plan, and redefined our future, allowing us to begin 2021 with a clear runway ahead to revenue achievement. I look back over my first year in tenure as CEO with a level of satisfaction of the team’s delivery as we have stabilised the foundations of MHC, preparing a base from which we are able to grow. Today we hold a highly credible position in the market, and a basis to grow as an organisation that has family health and wellbeing at the heart of its strategy, and I look ahead ambitiously to the potential for MyHealthChecked as we carve out a place for ourselves in the growing at-home health and wellness testing space.

Developing a strategy for growth

In my last report written in the early part of my tenure, I referenced a change in mindset regarding our portfolio, and the commencement of a focused strategic planning programme to identify key growth drivers, and the carrying out of a targeted commercial feasibility on new territories, portfolios, and vertical and horizontal expansion opportunities.

As with many businesses, COVID-19 has been a factor in the evaluation of our strategy, and following careful consideration, we made the decision to reduce the level of future R&D investment specifically within the fertility space and focus on immediate revenue generation and the building of a strategic growth plan. This resulted in us stepping back from further short-term investment in the myLotus fertility tracker, instead realigning resource and investment to deliver revenue into the business and creating shareholder value. Whilst we believe myLotus and fertility tracking may play a part in our future portfolio we believe we have an opportunity to deliver products that meet the needs of customers as their acceptance of at-home testing evolves, whilst delivering more immediate and medium term returns. We believe that a wider portfolio of test beyond fertility will allow us to grow in response to a change in customer mindset and behaviour, as the pandemic gives rise to a greater acceptance of at-home testing kits, and an understanding of the importance of laboratory accuracy.

In doing so, we realigned the goals and strategy of the business and mapped out the development of a range of accessible family healthcare tests that deliver information and actionable outcomes, with the aim to help our customers to take control of their own healthcare, whilst providing a positive customer experience.

Together we recognised the potential of operating within the growing at home testing space, on track to reach $16bn in 2027, and we responded effectively to the shift in consumer behaviour that emerged from the pandemic. This led to the acquisition of The Genome Store in November 2020, a developer of DNA tests, and targeted as an opportunity to broaden our customer base now more familiar with at-home testing and exposed to news and media messaging around the importance of underling health and wellbeing.

The Genome Store acquisition also brought to us a highly skilled scientific and operational talent into our management team and Advisory Board, and we onboarded the team efficiently. The team’s experience enabled us to launch a COVID-19 PCR nasal swab test kit for at-home use, achieving inclusion on the Government provider’s list on the website Gov.uk in December 2020. Our drive over the festive holiday period included an investment in brand awareness across radio and direct mail, and we began to generate income in a way that would be sustainable so long as the Government stipulated that PCR testing would be effective as part of international travel programmes during the pandemic, and potentially beyond.

The quality of our product and service, and successful launch ultimately enabled us to engage robustly with retail, and we progressed discussions further with Boots UK to discuss the future supply of our test, successfully achieving approval at each stage of a rigorous due diligence process. This led to the securing of a contract with Boots and an in-store and on-line launch on 7 April 2021, along with further agreements and endorsements with non-retail customers.

COVID-19 testing business and customer excellence

Our agile and lean organisation has allowed us to evolve throughout the pandemic, and our team has grown to 10 full time staff, supported by external expertise in key areas at critical timepoints.

During the period, we have expanded our direct to consumer base, and we have continually learned from our customers, developing a deep knowledge of their needs. Our COVID-19 test has been attractively priced to appeal to end users, whilst reflecting the quality of our product and service, and we have creatively trialled bundle offerings to multi-travellers. As the market for COVID-19 testing remains competitive and price sensitive, we will continue to work with our partners to ensure that our pricing is attractive to our customers and responsive to the market, whilst enabling us to grow as a business.

The COVID-19 testing space continues to be well populated, and in order to grow amongst this competitive set, in addition to our robust product and service offering, enhancing the customer journey has been essential. We have strived to consistently improve our customer communications and website content, putting into play the learnings from our customer interactions and a developing a call centre team equipped to support the connection between the customer, and the laboratory and dispatch service. Our enquiry to sales ratio has improved by 74% since our call centre launched 29 March and continues to reduce in line with our KPIs.

Our own compliant laboratory together with our partner laboratory ensure we have the capability and capacity to meet customer needs through 2021, and beyond, and meet the requirements of our notified body, UKAS. Our in-house laboratory processes for COVID-19 RNA testing have been verified by the Quality Control for Molecular Diagnostics (QCMD), and have passed benchmark testing at 100% accuracy, and as the Government’s testing roadmap has evolved to include sequencing for variant detection, we have added this service to our portfolio.

Operationally, we have established a lean supply chain that meets the stringent needs of our customers and their associated delivery KPIs. We have transitioned our finance, purchasing, and inventory management systems so that they are suitable for a lean, revenue-generating organisation that is focused on profitability. As we continue through our growth plan, we have set up a laboratory that meets our current and future needs and allows us to define and control the products that we take to market, putting the quality of our service firmly into our hands and retaining ownership of our product portfolio.

Cost efficiencies

Cost efficiency has underpinned our operation, and we deliver with a lean and committed team that has grown in close alignment with the identification of opportunities, with as much activity undertaken in house as possible. Working in close alignment with Management, the Board has played an active role in the cost efficiencies of the operation in 2020. This has been essential in the turning around of the business, and in the laying out of an agreed direction of travel, and whilst doing so, the renumeration of the Board is modest, reflecting the early stages of the commercial strategy.

Customer growth

Our retail launch has been a major transformational milestone for MyHealthChecked and was a goal identified as the greatest opportunity for us to increase distribution, establish our position, and gain credibility and brand awareness in the market for our wider offering as part of a long term plan. This will be accompanied by a wider portfolio of wellness tests that enable personal guidance and greater ownership of our customers’ personal health. We have committed to working closely with Boots and developing the relationship with the team, working hard together to meet the Government’s requirements, and the customer’s needs, and the needs of their customers. By being an excellent partner, we hope to leverage our position with this major, reputable pharmacy chain in the future, and build a foundation from which to aim higher, and establish ourselves firmly in the at-home testing space by maximising our relationship. Our listing and ongoing dialogue with Boots is testament to the strength of our product and service, and demonstrates our team’s high performance, ability to respond with solutions, and deliver on commitments made.

Outside of Boots we have a customer base comprising travel and pharmacy partners and continue to support them whilst driving our direct to consumer sales through effective digital marketing strategies. Our aim is to ensure that our customers stay with us beyond COVID-19, as we plan ahead for portfolio growth that meets customer needs beyond the pandemic and opens up cross-selling opportunities for us.

Our future outlook and prospects

Our portfolio growth is on track and will be fundamental to the achievement of our plan, however COVID-19 must remain the number one priority for us through 2021. We are pleased to share that an initial portfolio of easy to use DNA tests is developed and launching soon. The timing of these launches will be co-ordinated to ensure we can fully utilise the same commercial energy that underpins our current COVID-19 strategy on which we are laser focused. In 2021, we are launching our expanded portfolio of at-home tests, building upon the MyHealthChecked brand which has become quickly established in the consumer space, and fast gaining greater traction and reach.

The tests that we bring to market are easy to use saliva swabs initially focusing on food sensitivities and intolerances, that will allow customers to select the areas most relevant and impactful to them, with technology and guidance to enrich their experience and enhance outcomes for them.

Penny McCormick
Chief Executive Officer

FINANCIAL REVIEW

Income statement

The financial year to 31 December 2020 was not as planned for any business and intentions made for MyHealthChecked plc were impacted by COVID-19, however, the realignment of goals and strategy of the business enabled a revised plan to be implemented which is discussed in the CEO report.

During the year 2020, the Group continued to generating revenues for myLotus branded products, albeit at a minimum as the pandemic progressed.   Revenues for MyLotus/MYLO were £22,994 (2019: £31,970) for the 12 months. Following the acquisition of The Genome Store in November 2020, the opportunity to support the COVID-19 testing rollout was possible and on 5 December 2020 the COVID-19 PCR nasal swab test kit for at-home use was launched generating revenues of £26,146 to the end of the year. Revenues in total for the year were £49,480 (2019: £31,970).

The Group’s loss after taxation was £3,762,627 (2019: £2,150,053).

The administration costs, including share-based payments, incurred during the year ended 31 December 2020 of £3,117,767 (2019: £2,008,416) included refund provisions of £26,250 (2019: £nil) and a contingent liability of £200,000 (2019: £nil).

Other administration costs (excluding share-based payments) of £3,014,476 (2019: £1,938,695) included £487,000 (2019: £228,098) research and development costs (net of capitalized development costs), staff costs and head office costs.

The tax credit of £nil (2019: £344,876), including a prior year adjustment of £166,573) represents research and development tax credit. Full settlement of the R&D tax credit in relation to 2019 (£178,303) was received on 10 July 2020.

Loss per share

The basic and diluted loss per share was £0.01 (2019: £0.01).

Financial position

The Group net assets at 31 December 2020 were £529,376 (2019: £2,233,822). This comprised total assets of £1,335,453 (2019: £2,792,128) and total liabilities of £806,077 (2019: £558,306).

The total assets included property, plant and equipment, right-of-use assets and intangible assets (capitalised development costs, know-how and patent costs) of £672,078 (2019: £1,494,592), of which £2,777 (2019: £281,338) represents additional development and patent costs capitalised net of amortization and impairment and equipment spend of £51,531 (2019: £14,197) during the year and cash and cash equivalents of £465,671 (2019: £616,263).

Cashflow

The Group’s cash balance at the period end was £465,671 (2019: £616,263).

During the period the net cash outflow from operating activities was £1,873,121 (2019: £1,865,788) and total spend on property, plant and equipment and intangible assets of £411,133 (2019: £374,350), with proceeds from disposals of the same of £465,528 (2019: Nil) and with financing activities generating net proceeds of £1,774,003 (2019: £2,116,174).

Dividends

No dividend is recommended (2019: £nil) due to the early stage of the development of the Group.

Capital management

The Board’s objective is to maintain a balance sheet that is both efficient and delivers long term shareholder value.  The Group had cash balances of £465,671 at 31 December 2020. On 17 April 2020 the Company signed a Sales and Purchase Agreement with Abingdon Health to transfer to them the leases on the same machinery. The Board continues to monitor the balance sheet to ensure it has an adequate capital structure.

Events after the reporting period

Events after the reporting period are described in Note 26 to the financial statements.

Effects of Covid-19 pandemic

The Group experienced short-term reductions in revenues in the early part of 2020 as a result of the Covid-19 pandemic, however, the launch on 5 December 2020 of the COVID-19 PCR nasal swab test kit generated significant revenue in the month of £26,146. Cost control throughout the year was a significant focus and had large impact on the financial position of the Company.

Management took decisive action to protect the welfare of employees, whilst continuing to meet the needs of customers in the UK and overseas.  Production activity condensed to match visible demand, employees worked from home wherever possible and appropriate measures were taken to reduce operating costs and manage immediate cash flows.  Management continued to take all steps possible in challenging circumstances and ensured that all support mechanisms available to the company from outside agencies were accessed, in order to preserve value and capability, and ameliorate the impact on the business, its workforce, customers and partners. The realignment of goals and strategy of the business mitigated the impact of the COVID-19 and presented opportunities for new revenue streams.

Further commentary on these uncertainties are set out in the section entitled 'Principal risks and uncertainties' in the Operating and Financial review.

The statement of the Directors’ responsibilities under s172(1) Companies Act 2006 is separately disclosed in the Governance section.

Madeleine Kennedy
Chief Financial Officer

Consolidated statement of comprehensive income
For The Year Ended ended 31 December 2020

All activities relate to continuing operations other than designated * which relate to impairments made in the year.

Consolidated statement of changes in equity

Consolidated statement of cash flows
For The Year Ended 31 December 2020