Charme Capital Partners acquires Prism HealthcarePost

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Charme Capital Partners acquires Prism Healthcare

01 March 2022

Charme Capital Partners makes investment in Prism Healthcare, a leading UK provider of complex healthcare equipment and services, to support the Group’s further expansion in the UK and internationally.

London, 1 March 2022: Charme Capital Partners (“Charme”), the pan-European mid-market private equity firm, and Limerston Capital (“Limerston”) have announced that Charme IV has acquired Prism Healthcare (or “the Group”), a leading end-to-end provider of specialist healthcare equipment and services. As part of the transaction, Limerston will remain invested in the Group, providing long-term stability and support for Prism Healthcare’s continued development, while the management team will also retain a stake in the Group. Terms of the transaction were not disclosed.

Headquartered in Wakefield, Yorkshire, Prism Healthcare has a diverse portfolio of UK manufactured equipment, including safe patient handling, bathing, accessibility and pressure area care products. Its products provide healthcare professionals with affordable, clinically effective solutions to help disabled and mobility disadvantaged people remain mobile and active in their own homes, in long term care facilities or in acute care environments.

Prism Healthcare employs over 650 people and operates from nine UK locations, with a network of international distributors working across UK, EU and global markets. The Group’s customers include both public authorities and private providers, helping healthcare professionals provide excellent care, promote learning, aid movement or recovery, and support independence. Prism Healthcare develops, delivers, installs and services bespoke equipment that delivers vital improvements to the quality of life of its end users, with rapid response times enabled by its UK manufacturing footprint and nationwide team of engineers and assessors. The Group also has a strong product development pipeline, with a dedicated team continuously improving existing products and developing new ones to improve functionality for both users and carers.

Over the last three years, the business has doubled in size, successfully completing four add-on acquisitions, broadening its product range to become the most comprehensive in the country and expanding into new geographic areas to provide full UK coverage.

Charme’s investment will support the Group’s organic expansion through the continued development of its high-quality offering, to help more healthcare professionals provide the very best client care. Charme will also support the Group’s growth via acquisition, both in the UK and internationally.

Julian Huxtable, Partner at Charme Capital Partners, said: “We are delighted to be investing in Prism Healthcare and look forward to working closely with its management team to support the next phase of the Group’s expansion. Charme has proven expertise growing firms within the healthcare sector and, with local teams across Europe and extensive experience in internationalising businesses, we are well placed to help Prism Healthcare expand into new markets to bring its bespoke products and vital services to more customers.”

Paul Morton, CEO of Prism Healthcare, remarked: “We are thrilled to welcome Charme as a new investor in Prism Healthcare to support the Group’s continued development. We are confident that Charme is the right partner, with the right skills and experience, to help us realise our ambitious growth objectives. I would like to thank the team at Limerston Capital for their support in growing of the business over the past four years and I am delighted that they will remain an investor in the Group. We are excited to embark on a new chapter for Prism Healthcare, aimed at bringing our offering to more customers globally.”

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CHARME CAPITAL PARTNERS LIMITED – REMUNERATION POLICIES AND PRACTICES

1.1 Introduction

As a MIFIDPRU investment firm, we must establish, implement and maintain gender neutral remuneration policy and practices that are appropriate and proportionate to the nature, scale and complexity of the risks inherent in the business model and the activities of the Firm. Our remuneration policy and practices are gender neutral and do not discriminate employees on the basis of gender or other characteristics.

1.2 Governance

Given the size, internal organisation and the nature, scope and complexity of the activities of the Firm it does not have a separate Remuneration Committee. Therefore, the Remuneration policy’s supervisory function is undertaken by the Firm’s Governing Body.

1.3 Performance period

The Firm’s performance period is from 1 January 2023 to 31 December 2023[FB2] [RK3].

The Firm has adopted a Remuneration Policy that complies with the requirements of Chapter 19G of the FCA’s Senior Management Arrangements, Systems and Controls Sourcebook.

1.4 Approach to remuneration for employees

The Firm’s remuneration approach is designed to support individual and corporate performance, encourage the sustainable long-term financial health of the business and promote sound risk management for the success of the Firm and to the benefit of its customers, counterparties and the wider market. Our remuneration approach promotes long-term value creation through transparent alignment with the agreed corporate strategy.

The Board believes the Firm’s remuneration structure is appropriate for the business and the industry it operates in and is efficient and cost-effective in delivering its long-term strategy.

Undeserved and excessive remuneration sends a negative message to all stakeholders, including the Firm’s workforce, and causes long term damage to the Firm and its reputation.

1.5 Financial incentives objectives

The objectives of the Firm’s remuneration practices are as follows:

The Firm undertakes to reward all employees fairly, regardless of job function, race, religion, colour, national origin, sex, sexual orientation, marital status, pregnancy, disability or age;
It is the policy of the Firm to operate competitive remuneration policies to attract, retain and motivate an appropriate workforce for the Firm;
The Firm is also committed to ensuring that its remuneration practices encourage high standards of personal and professional conduct, support sound risk management and do not encourage risk taking that exceeds the level of tolerated risk of the Firm, and are aligned with the Firm’s regulatory requirements;
Rewards for all staff will be aligned to financial and non-financial performance criteria and risk profile, and in all cases will be in line with the business strategy, objectives, values, culture and long-term interests of the Firm;
The Firm will not allow any unfair or unjust practices that impact on pay;
The Firm undertakes that it will not award remuneration using vehicles or methods the aim of which is to attempt to avoid application of the relevant FCA’s Remuneration Code.

The Firm uses the following financial incentives:

bonuses;
extra allowances;
salary raises;
wage incentives;
professional development opportunities;

Our financial incentives are designed to:

raise employee satisfaction;
recognise individual performance;
attract and retain talent;
encourage collaborative teamwork; and
motivate staff to achieve Firm-wide objectives.
1.6 Governance

As a SNI, the Firm is not required to establish a Remuneration Committee. Given the size, internal organisation and the nature, scope and complexity of the activities of the Firm it has not formed a Remuneration Committee. Therefore, the Remuneration policy’s supervisory function is undertaken by the Firm’s Board.

The Board is responsible for reviewing and approving remuneration, and to ensure remuneration policies across the Firm are consistent with the promotion of effective risk management. [KR5] The Board is responsible for reviewing and approving salary amendments and the Firm’s bonus pool arising from the annual compensation.

The Board meets regularly and is composed of:

Matteo Cordero di Montezemolo
Francisco G. Churtichaga
Julian Huxtable
Massimo Paolo Gentili
Luigi Sala
Tommaso Beolchini
Matteo Facoetti

1.7 Components of remuneration

The Firm makes a clear distinction between the fixed and variable remuneration.

Fixed remuneration primarily reflects a staff member’s professional experience and organisational responsibility as set out in the staff member’s job description and terms of employment; and is permanent, pre-determined, nondiscretionary, non-revocable and not dependent on performance.

Variable remuneration is based on performance and reflects the long-term performance of the staff member as well as performance in excess of the staff member’s job description and terms of employment. In exceptional cases, variable remuneration is based on other conditions. Variable remuneration includes discretionary pension benefits.

The Firm will ensure that the fixed and variable components of an individual’s total remuneration are appropriately balanced. In determining this balance, the Firm considers the following factors:

The Firm’s business activities and associated prudential and conduct risks;
The role of the individual in the Firm;
The impact that different categories of staff have on the risk profile of the Firm or of the assets it manages;
No individual must be dependent on variable remuneration to an extent likely to encourage them to take risks outside the risk appetite of the Firm;
It may be appropriate for an individual to receive only fixed remuneration, but not only variable remuneration; and
Variable remuneration must not affect the Firm’s ability to ensure a sound capital base.

When assessing individual performance to determine the amount of variable remuneration to be paid to an individual, the Firm takes into account financial as well as non-financial criteria. Non-financial criteria should:

form a significant part of the performance assessment process;
override financial criteria, where appropriate;
include metrics on conduct, which should make up a substantial portion of the non-financial criteria; and
include how far the individual adheres to effective risk management and complies with relevant regulatory requirements.
1.8 Financial and non-financial performance criteria

The Firm must take into account both financial and non-financial criteria when assessing the individual performance of its staff. This aims not only to discourage inappropriate behaviours but also to incentivise and reward behaviour that promotes positive non-financial outcomes for the Firm.

The Firm uses the following financial performance criteria:

Overall results of the firm;
The business line results;
The individual contribution to financial performance.

The Firm uses the following non-financial performance criteria:

measures relating to building and maintaining positive relationships and outcomes with the Italian Management Company;
performance in line with firm strategy or values, for example by displaying leadership, teamwork or creativity;
adherence to the firm’s risk management and compliance policies;
diversity and inclusion.

The criteria outlined above are used for the assessment of the performance of:

THE FIRM

Financial performance criteria

Overall results of the Firm

Business line results

Non-financial performance criteria

Italian Management Company Satisfaction

INDIVIDUALS

Financial performance criteria

Individual contribution to financial results

Non-financial performance criteria

Performance in line with firm strategy or values

Adherence to the firm’s risk management and compliance policies;

1.9 Total amount of remuneration awarded

Under MIFIDPRU 8.6.8R(2), the Firm must disclose the total amount of remuneration awarded to all staff, split into:

fixed remuneration; and
variable remuneration.

Remuneration type	£
Fixed remuneration	£3,580,462
Variable remuneration	£386,773
Total amount	£ 3,967,235