sa: our people report€¦ · information on the hamilton naki clinical scholarship can be found in...

NETCARE LIMITED Online report 2015

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01 SA | OUR PEOPLE REPORT SA | OUR PEOPLE REPORT

IntroductionNetcare won the Best Workplace Diversity and Inclusion Strategy Award and was nominated as a finalist in the Best Learning and Development Strategy category in the Careers24 2015 Future of HR Awards.

One of our strategic intentions is to be an employer of choice. With cost management initiatives and a number of efficiency projects, in addition to a macroeconomic climate that is placing increasing pressure on employees, we have initiated change management interventions to support employees and keep them motivated and focused on our objective to provide the best patient care.

Interactive engagement at various levels within the business has identified the following human resource issues as being material for Netcare in South Africa (SA):

✛ Attracting and retaining the best skills;

✛ Providing employee wellness services;

✛ Accelerating transformation and encouraging diversity; and

✛ Providing training and development, and career opportunities.

Our workforceDuring 2015, our SA workforce decreased by 2.5% compared to 2014 to a total of 20 0941 employees. These reductions were due to business efficiency initiatives that aim to ensure we focus on our core activities and optimise the systems underpinning our support structures. For example, in 2015 we outsourced the catering function in the Hospital division to improve patient experience and reduce cost. All 629 employees were transferred to the outsourcing supplier with many enjoying better career opportunities. Employee turnover increased to 18.7% in 2015 (2014: 13.7%). Removing the once-off transfer of the catering staff, the turnover rate increased around 1.5% compared to 2014.

Our commitment to creating an inclusive and diverse workforce continues to create opportunities for people with disabilities. We are actively driving programmes to accommodate people with disabilities and dismantle barriers that may prevent these employees from reaching their full potential. At September 2015, around 2.6% (2014: 2.4%) of Netcare’s workforce in SA were people with disabilities.

1. SA workforce excluding PPPs.

SA: OUR PEOPLEREPORTNetcare’s core value is care. Directly linked to this value is the impact our staff have on the level of care provided to patients and how they experience our facilities. Taking care of our staff supports and motivates them to deliver the highest quality of care. As such, we focus on providing staff with a working environment that supports their wellbeing, career progression, and opportunities for learning and continuous professional development.


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Employee turnover in SA1

2015 2014 2013

Permanent employees at the beginning of the year 20 616 20 857 20 583Increased: 3 222 2 576 3 139 Appointments 3 222 2 576 3 139Decreased: 3 748 2 817 2 865 Resignations 2 599 2 284 2 323 Retirements 232 203 152 Dismissals 119 172 152 Deaths 28 45 49 Other 72 113 189 Catering services outsourced 629 – –Permanent employees at the end of the year 20 094 20 616 20 857Annual employee turnover (%) 18.7 13.7 13.71. Employees include those in the Hospital and Emergency services and Primary Care divisions and exclude PPPs.

Employee engagement Our annual employee engagement survey measures pre-defined employee engagement and satisfaction indicators. In 2015, the survey showed positive employee perceptions with regard to a sense of achievement and organisational diversity. Care and concern, fairness at work and trust in employees were again identified as areas for improvement. Some 85% of the SA workforce completed the survey in 2015 (2014: 87%) and the overall employee engagement index score improved to 65.09 from 62.16 in 2014.

A number of interventions were implemented over the past financial year to respond to the 2014 survey results, including focused Employee Lead Communication forums, the continuous review and update of Group policies and procedures, and the implementation of a number of learning and development opportunities, including Leading the Netcare Way. Initiatives were implemented at a Group level, as well as through targeted interventions at a facility level to improve our employee engagement. These initiatives, including the employee wellness programme and talent development strategy, will continue to be focus areas in 2016.

Attracting and retaining the best skills

Recruitment Building our brand enables us to attract new employees and students in an environment where there is fierce competition for scarce skills. Our Physician Partnerships Trust, which forms

part of the Health Partners for Life (HPFL) trusts, assists our broader efforts to address the shortage of healthcare skills in SA. To attract and retain quality medical professionals, the HPFL’s Hamilton Naki Clinical Scholarship supports the development of academic specialists. To date, eight specialists have pursued doctoral degrees in SA and abroad through this scholarship.

WWWINFORMATION ON THE HAMILTON NAKI CLINICAL SCHOLARSHIP CAN BE FOUND IN THE SA: CORPORATE SOCIAL INVESTMENT REPORT.

On-boardingOur on-boarding programme supports new employees, helping them integrate into the company and manage their roles effectively. Together with this, our employee orientation programme ensures a seamless workplace transition during on-boarding and contributes to the levels of commitment required to achieve the Group’s objectives. The programme is provided during the first three days of employment and includes training on Caring the Netcare Way, our values-driven programme that guides all our interactions. New employees are given the opportunity to engage and provide feedback on these programmes.

Performance managementStaff performance is measured against Netcare’s core values and several mutually agreed performance metrics that balance business performance and patient care. All employees have completed our updated performance management programme, Enhancing

Performance and Development (EPD), and have participated in an electronic EPD interim review process. The system tracks performance against functional activities and deliverables.

Building leadership capabilityOur Leading the Netcare Way programme focuses on building a culture of care in the workplace and is fundamental to the delivery of best patient care. It aims to develop an ethos of personal accountability and key leadership resilience in a constantly changing work environment. In 2015, this initiative focused on the nursing and human resources management teams in the Hospital division. Our unit managers face daily challenges as they deal with the needs of patients, their families, doctors and their teams. Formal nursing training has not always equipped them for taking on this management role, which requires specific people management and administration skills. This programme has achieved tangible growth in emotional intelligence, enabling our unit managers to guide staff through change programmes more effectively, increasing their resilience and driving quality and care at an individual level. The outcomes of the Leading the Netcare Way programme have demonstrated that our managers feel more valued and more valuable in their strategic role of driving a culture of care across the organisation. Ensuring that these efforts translate into sustainable improvements in our people practices requires constant reinforcement and we will continue to invest in these important engagement programmes.

Recognising the contribution of our employees Our Carer of the Year programme recognises employees who go above and beyond the call of duty in caring for our patients. Each business unit manages their programme autonomously and a regional event is held annually to recognise and celebrate employees who have excelled in the line of duty or in their communities.

Providing employee wellness servicesOur employee wellness programme is designed to help our employees achieve a healthy lifestyle. It includes telephonic and face-to-face counselling, further access to psychosocial support, and information and advice on how to effectively manage their health. Our partnerships with specialist organisations ensure that a broad range of services are available.

We recognise the social pressures that our employees are exposed to in SA. Moreover, our healthcare professionals (including nurses who represent the largest workforce within the healthcare profession) are often exposed to trauma, loss and violence. We partner with Independent Counselling and Advisory Services (ICAS) to offer a broad range of proactive and curative psychosocial support. Employees have free access to this service 24 hours a day and 365 days a year. Services include telephonic counselling with a registered psychologist, legal and financial advice, group trauma debriefing and management referrals. Approximately 15% (2014: 14%) of our workforce used ICAS in 2015, of whom 57% (2014: 60%) accessed professional counselling services with a registered psychologist.

In 2015, we invested over R2.5 million in promoting health awareness and undertaking health risk screenings across all Netcare sites.

The absenteeism rate was 2.7% in 2015 (2014: 2.6%) with the number of hours lost due to sickness being 1.0 million hours, a 5.4% decrease compared to 2014.

Membership of the Netcare Medical Scheme increased marginally to 80.1% (2014: 78.5%). This excludes staff members who are on their partner’s medical aid, which is estimated at 3.7%.

Accelerating transformation and encouraging diversityOur SA Transformation report sets out our black share ownership, representation of black people on Netcare’s Board and at management level, disability management, skills development targeted at black people, preferential procurement, enterprise development and our contribution to socioeconomic development in SA.

Providing training and development, and career opportunitiesTo support our employees in their career aspirations, we operate a bursary programme. During 2015, 36 (2014: 72) employees were enrolled on undergraduate and post-graduate studies at various universities in the fields of nursing, pharmacy and emergency services. We have employed a more focused approach to bursary allocations based on key strategic initiatives being pursued. This will continue into 2016.

Our training spend in SA is reported from 1 April to 31 March of the following year to align with the Health and Welfare Sector Education and Training Authority (HWSETA) reporting period. At 31 March 2015, our skills development spend exceeded our planned skills spend (as approved by the HWSETA) by R9 million. Some 81% of our training spend was allocated to career-oriented qualifications to build our pipeline of employees in the core areas of nursing, pharmacy and emergency services. The total spend on developing black (African, Coloured and

Indian) employees was 86% (2014: 84%) of this total with 75% (2014: 70%) spent training black women. An additional 6% was invested in management and leadership development programmes, with the balance invested in refresher and continuous professional development programmes. The 9% decrease in training spend compared to 2014 is as a result of our focused approach to employee training, which aims to link it to our key strategic initiatives.

Netcare Education delivers formal nursing and emergency services programmes and qualifications to clinical and technical staff. In 2015, 1 856 participants graduated from a Netcare Education nursing or emergency programme, with a further 3 999 registered on a programme. We have grown a strong pool of emergency care technicians and practitioners in Netcare 911.

Supervisory and management development programmes are delivered to shift manager, heads of departments and unit managers. A total of 227 (2014: 273) employees graduated from leadership development programmes and a further 483 (2014: 294) employees were registered on these programmes, of which 84% were enrolled on the Leading the Netcare Way programme.

Our Sinako graduate programme provides skills development and experiential learning opportunities for people with disabilities, and aims to offer successful candidates permanent employment.

WWWMORE INFORMATION ON THE SINAKO GRADUATE PROGRAMME CAN BE FOUND IN OUR SA: TRANSFORMATION REPORT.

SA | OUR PEOPLE REPORT continued SA | OUR PEOPLE REPORT


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Training statistics

2015 2014 2013

Spend (Rm) (March year-end)Planned skills development spend per the HWSETA 32 36 35Actual skills development spend 41 45 46Learning and development interventions Number of interventions delivered 27 607 35 548 40 994Total number of employees trained 11 143 12 021 18 689 Hospital division 9 926 10 122 Not available Netcare 911 682 726 Not available Primary Care 281 1 038 Not available Netcare management 254 135 Not available% of employees trained that were women 83 84 Not availableNetcare Education Nursing programme participants Graduated during the year 1 501 1 531 1 322 Registered 3 524 3 465 3 331 % of registered students that are black participants 77 Not available Not availableEmergency services programme participants Graduated during the year 355 91 Not available Registered 475 492 439 % of registered students that are black participants 55 Not available Not availableManagement development programme participants Graduated during the year 227¹ 273 Not available Registered 483² 294 Not available % of registered students that are black participants 61 77 Not available1. A total of 141 of the 227 participants graduated from the Leading the Netcare Way programme.2. 405 employees registered on the Leading the Netcare Way programme.Note: Registered numbers are significantly higher than annual graduate numbers as some programmes have a duration of two years. In addition, extensions are also

granted to employees.

Nursing programme participants at 31 March 2015

2015/14 2014/13 2013/12

Formal nursing programmes Enrolled Completed Enrolled Completed Enrolled Completed

Certificate in general nursing – second year (two-year course and qualified as an enrolled nurse) 785 656 703 619 951 609Certificate in general nursing – auxiliary (one-year course and qualified as an auxiliary nurse) 298 123 113 143 146 177Diploma in general nursing bridging – second year (two-year course and qualified as a registered nurse) 480 480 498 594 645 332Post basic diploma in medical or surgical nursing (one-year post basic registration course) 82 62 74 60 148 64Total 1 645 1 321 1 388 1 416 1 890 1 182

In-service nursing programmesSix-month programmes (excluding nursing upgrade programme; nursing support and clinical equipment technical assistant programmes) 191 109 127 115 306 140

Employee relationsDespite a difficult operating environment, where trade unions negotiate for higher wages and funders negotiate for cheaper medical services, our annual salary negotiations were successfully concluded with our four recognised unions. Increases took effect in March 2015. Annual increases for management and executives were kept below the levels offered to other staff.

The decrease in total employee numbers has affected the ratio of unionised members in our workforce, which reduced marginally in 2015. At September 2015, 51% of Netcare’s employees were members of a trade union. We fund three full-time shop stewards to assist in employee relations, and promote ongoing interaction with union stakeholders.

Union membership

2015 2014 2013

DENOSA 1 939 1 955 1 991HOSPERSA 4 248 4 536 4 446NEHAWU 3 202 3 526 3 501SOLIDARITY 888 975 1 100Other unions 17 23 23Total number of employees belonging to a trade union 10 294 11 015 11 061Non-unionised 9 800 9 601 9 796Total number of employees 20 094 20 616 20 857% of staff that are unionised 51.2 53.4 53.0

SA | OUR PEOPLE REPORT continued SA | OUR PEOPLE REPORT


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07 SA | OUR PEOPLE REPORT continued SA | OUR PEOPLE REPORT

Human rightsThe Declaration of Human Rights outlines basic international standards for the protection of human rights and freedoms that businesses should support and respect to ensure they are not complicit in human rights abuses. Netcare aligns its operations and strategies with the principles enshrined in the Constitution of the Republic of South Africa. As part of this process, we have publicly declared our commitment to upholding the Declaration of Human Rights, and the principles have been published on internal communication channels and the Group website. All new employees are apprised of this commitment during their orientation session. Our human resources policies strengthen compliance with the Declaration of Human Rights and emphasise the existing commitments in place.

National Renal Care

Our workforceDuring 2015, our National Renal Care workforce increased by 2.1% compared to 2014, to a total of 825 employees.

The proliferation of renal care providers entering the market impacts our ability to retain scarce and critical skills. In 2015, National Renal Care’s employee turnover increased marginally by 0.08% to 18.97%. Despite providing market-related compensation and benefits within a supportive working environment, remuneration is cited as a top reason for exiting. We undertake ‘stay’ interviews to gain a better understanding of employee concerns and we are increasing efforts to communicate our employee value proposition, which includes providing greater flexibility in a demanding renal care environment.

Employee engagementAn employee engagement initiative was implemented in 2015 in response to the decline in the proportion of positively engaged employees shown in the 2014 employee engagement index. The success of the initiative is measured through our periodic employee engagement surveys in which we scored 64.84 in 2015 (2014: 54.09), against a target of 62. The initiative encourages all National Renal Care employees to develop their personal leadership skills and act as catalysts for change.

Training and developmentIn 2015, we implemented an applicant database to assist in building a talent pool with a particular focus on black talent. We also ran a six-month programme on National Renal Care’s values. Our leadership development programmes encourage our managers to take more accountability for day-to-day operations.

National Renal Care operates four training academies where training is aligned to our focus on operational excellence and maintaining our leadership position. In addition to our academies, a total of 19 National Renal Care units (2014: 13) are accredited by the Health Professions Council of South Africa for training clinical technology students and 18 units are accredited by the South African Nursing Council for training nephrology nursing students. During 2015, we supported six nurses in their postgraduate diplomas in nephrology at the Nelson Mandela Metropolitan University, of which five were black. A total of 17 clinical technology students were enrolled at various universities of which 12 were black students. National Renal Care’s employee study assistance programme supports its talent pipeline with 28 employees assisted in 2015, of which 22 were black people.

Health and safetyNational Renal Care recorded a decrease in needlestick and other sharps-related injuries, and blood-borne pathogen exposure, from 20 incidents in 2014 to 16 incidents in 2015, supported by occupational health and safety training. Adverse events decreased to 18 incidents in 2015 from 40 incidents in 2014. The results of the bi-annual safety survey improved by 12% to 86% in 2015.

Looking ahead Our priorities for the year ahead:

✛ Provide ongoing support through the employee wellness programme.

✛ Build on an improved employee engagement score.

✛ Extend our focused approach to training and bursaries.

✛ Embed our targeted interventions to support employee communication with a focus on the Employee Lead Communication forums, our talent development strategy and the Caring the Netcare Way and Leading the Netcare Way initiatives.

✛ We will continue our efforts towards normalising our staff profile and aim to have 4% of our employees being people with disabilities by 2020.

sa: our people report€¦ · information on the hamilton naki clinical scholarship can be found in...

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