1

CSRCorporate SoCial reSponSibility

2012

2 3

ContentS

4 our vision

5 bMi Healthcare by numbers

7 Ceo statement

8 Sponsorship & fundraising

14 environmental initiatives

22 bMi Healthcare: a responsible employer

30 Corporate governance

36 Developing the CSr framework

4 5

bMi H

ealt

HC

ar

e by

nu

Mbe

rS 69

99%

115 different specialties and services

90%

6,500+ consultant specialists

c.9,500 employees

c.2,700 beds

1,000,000 outpatient visits per year

276,000 inpatient visits per year

hospitals and treatment centres across the country

patient satisfaction rating of good, very good or excellent*

of adults in the uK who have pMi live less than an hour from a bMi hospital

*Source: patient satisfaction survey carried out by Howard Warwick & associates, august 2012.

ou

r V

iSio

n

6 7

Welcome to our corporate social responsibility report 2012. As you will see, we at BMI Healthcare take our social and environmental responsibilities – nationally and in the communities where we work – seriously, and have invested in making our aspirations a reality.

Whilst we have expanded our network of hospitals and clinics to 69 and our patient numbers to over 1.25m a year, we have remained focussed on making a wider contribution, by supporting social projects, reducing our impact on the environment, and acting responsibly as an organisation, both in terms of our 9,500 staff and our corporate governance.

as the uK’s leading independent healthcare provider, taking responsibility is in our Dna. bMi Healthcare’s success is all about helping others, ensuring that patients have access to the best treatment when and where they need it. this is reflected in the independent analysis we regularly undertake to gauge how our patients assess how we are doing; overall satisfaction is consistently above 99%, and an even higher proportion say they would recommend us.

as much as we help our patients we know that having motivated, committed staff underpins our commitment to providing excellent services and maintains our position as the employer of choice. including consultants who practice in our hospitals, around 16,000 people are engaged in service delivery with bMi Healthcare; half have a clinical role and the majority of the rest directly assist our patients, making them the public face of bMi Healthcare. So it is critical to our success to ensure that we attract and retain the most talented, and whilst they are with us to engage and motivate them to be their best,

recognise their contribution, and provide them with opportunities to develop whilst of course maintaining a healthy work/life balance.

the environmental impact of bMi Healthcare has also been a focus. national and local initiatives have tackled our energy consumption and brought steady reductions in our use of resources, making bMi Healthcare more efficient whilst limiting the demands we make on the environment, despite the growth of the group.

the individuals who work in healthcare are naturally motivated to help others, and in the section on sponsorship you can read about projects large and small that all make a significant difference to the lives they touch.

as a collective of people committed to improving peoples’ lives, bMi Healthcare champions these values in the way it acts at a corporate level. Four key principles – legal compliance and commercial integrity; fairness to employees and partners; probity and business ethics in operational activities; and recognizing our responsibilities to the communities we serve and our environment – underpin the structure of bMi Healthcare and the way we do business.

We are rightly proud of the way we have developed our corporate social responsibility initiatives, whether we are providing treatment that improves the lives of patients, reducing our carbon footprint or sponsoring social programmes that really make a difference. this is part of our commitment to wellbeing for the individuals and communities we serve. i hope you find reading about our initiatives interesting. if you do have any comments or feedback, do please pass it on to me.

“We are CoMMiteD

to Wellbeing For tHe

inDiViDualS anD

CoMMunitieS We SerVe.”

Ceo

Sta

teM

ent

8 9

1.1 CHARItIeS And fundRAISIngbMi Healthcare supported several charitable organisations in the last year through sponsorship and fundraising efforts, including Wellbeing of Women and Medical Missions for Children. to ensure that our hospitals and clinics build and maintain strong ties with their local communities, many of our charity events are locally focused, and we encourage our staff to be actively involved. Staff held coffee mornings and baked cakes, washed cars, donated presents for children in Kosovo and africa, and raised sponsorships for running marathons, climbing and skydiving. two keen cyclists even covered the length of britain and 470km across South america to raise funds for good causes.

“Staff held coffee

mornings and baked cakes,

washed cars, donated

presents for children in

Kosovo and Africa, and

raised sponsorships for

running marathons,

climbing and skydiving.

two keen cyclists even

covered the length of

Britain and 470km across

South America to raise

funds for good causes.”

1.2 CoRpoRAte SponSoRSHIpbMi Healthcare is approached by many organisations and individuals seeking support and sponsorship. to manage our programme of relationships we recently created a dedicated Sponsorship Committee. in 2013 this will be reviewing our programme to ensure that the resources we dedicate to supporting our partners are allocated to organisations that share our values and bring real benefit to communities. among the criteria used to choose our sponsorship causes is a close match to what bMi Healthcare does as an organisation, which enables us to make a meaningful contribution in fields we are familiar with.

bMi Healthcare has a distinct focus on women’s healthcare issues, offering treatment in a wide range of specialisms including gynaecology, breast health, menopause care and fertility. one of the organisations we will continue to support in 2012 is Wellbeing of Women (WoW) which raises money to invest in medical research and to support the development of specialist doctors and nurses working in the field of reproductive and gynaecological health. WoW is the partner charity of the royal College of obstetricians and gynaecologists and a member of the association of Medical research Charities. (continued...)

SponSorSHip &

FunDraiSing

10 11

(continued...)WoW exists to address a number of issues including that:

n one in two women in the uK will suffer from some kind of reproductive or gynaecological health problem

n 17 babies a day die in the uK at or near birth

n 145 women a week in the uK die of a gynaecological cancer

n one in five pregnancies end in miscarriage

n Women remain embarrassed to talk about these types of health problems, even with their doctors.

WoW has been funding research since 1964 and supported the development of advances in the fields of reproductive and gynaecological health which we now take for granted, including fetal scanning, iVF, vitamin supplements for pregnancy, and cervical cancer screening.

in addition WoW raises money to fund research training grants, and provides health information to women to better inform them about their bodies and to encourage them to take responsibility for their reproductive and gynaecological health.

We will continue our existing work with Medical Missions for Children (MMFC). Made up of 375 volunteer surgeons, anesthesiologists, medical and dental specialists, MMFC’s volunteer team members use their personal vacation time to travel to remote geographical locations around the world in order to help heal children and young adults born with congenital facial deformities. they focus on the surgical repair of cleft lip and palate deformities, burn injuries, microtia (absence of the outer ear) and head/neck tumors, hoping to provide medical solutions and end the stigma often suffered by affected children. MMFC currently sends 15 to 20 surgical and dental missions each year to China, ecuador, guatemala, india, peru, the philippines, rwanda, tanzania, and ukraine.

bMi Healthcare funded an MMFC team to travel to taal, batangas in the philippines in november 2011 to carry out life-changing surgery on 19 children. each one to two week mission consists of five to 30 surgical and dental volunteers and costs tens of thousands of pounds. as the teams are visiting countries without access to modern medical facilities, they have to set up operating rooms, recovery areas and dental suites, and carry all necessary supplies, equipment and medications.

in 2012 bMi Healthcare has agreed to continue our support for MMFC by providing two nurses for two new missions in the forthcoming year.

“one in two

women in the

uK will suffer

from some kind

of reproductive

or gynaecological

health problem”

12 13

1.3 HoSpItAl InItIAtIveSMany staff have their own good causes they want to support and bMi Healthcare encourages initiatives that develop closer links with local communities and groups. often staff choose to support good causes related to the specialisms available in their hospitals. the main initiatives supported at a hospital level in the last year focused again on:

national health calendarbMi Healthcare hospitals supported events on the national healthcare calendar that raise awareness of specific illnesses or health conditions and often provide early diagnosis screening opportunities. these included stress, allergies, prostate cancer, cervical and breast cancers, moles and other skin blemishes.

patient support groupsbMi Healthcare hospitals continue to organise and regularly host support groups for patients who have undergone treatments and surgery at our facilities. in 2012 these included:

n new support groups for men and women who have undergone bariatric (weight loss) surgery have been launched by staff at bMi the london independent Hospital in Stepney green and at bMi Chelsfield park in orpington. both groups are led by a specialist lead bariatric nurse and aim to provide advice, emotional support and education for anyone who has undergone or is looking at bariatric surgery

n a patient of bMi the Kings oak Hospital in enfield launched the enfield endometriosis Support group. Set up by patient Melissa Stratton, the group aims to support all women in the local community who are suffering with the symptoms of the incurable disease

n breast cancer support groups, such as “the Harbour girls” at the Harbour Hospital, operate at many of our sites offering pre- and post-operative care to patients.

Cancer researchbMi Healthcare hospitals are at the forefront of cancer care and offer advanced screening and diagnostic services and treatment. the cancer initiatives supported by employees and hospitals during the year included:

n breast Cancer awareness

n breast Cancer Care

n bowel Cancer

n Cancer research uK

n Macmillan Cancer Support

n orchid (raising awareness of men’s cancer).

Heart healthevery year, all bMi Healthcare hospital employees participate in fundraising events organised by the british Heart Foundation and Heart research uK, and this year was no exception.

1.4 otHeR SponSoRSHIpS And fundRAISIng eventSin addition, hospitals provided ongoing, ad hoc support to schools, children’s hospices and associations for the disabled and other good causes. the charities supported during the year included:

n alexander Devine Children’s Hospice Service

n bloodrunners

n Canine partners

n Centrepoint

n Childreach

n Children in need

n Crossroads Care West Kent

n eddie Kidd Foundation

n genesis research trust

n Holme Hospice

n the luhimba project

n Med-aid

n Men’s Health Forum

n operation Hernia

n pilgrims Hospice

n Samaritan’s purse

n Scope

n Smile international

n Spinal research

n Sport relief

n Swindon young Carers

n urology Foundation

n Willen Hospice.

“bMi HealtHCare

enCourageS initiatiVeS

tHat DeVelop CloSer linKS

WitH loCal CoMMunitieS

anD groupS”

14 15

enVironMental

initiatiVeS

2.1 envIRonMent InItIAtIveS bMi Healthcare is committed to maintaining focus on the impact our business has on the environment and embedding good practice throughout the organisation to ensure that we deliver tangible improvements in the way we use resources and minimise the waste we create.

bMi Healthcare began its “economics” initiative in 2008/9 focusing mainly on the operationally efficient use of energy, and the concept that small changes to our day-to-day activities can make a big difference to our impact on the environment. today the economics programme has moved forward to encompass:

n energy

n Waste

n Water

n assessment of new technologies for environmental benefits.

in the last year we have taken a number of practical steps to strengthen our governance of environmental management and our commitment to embedding the economics philosophy throughout the business:

n bMi Healthcare’s dedicated CSr Committee has launched our environmental Vision supported by a “green guide” for all our staff

n an environmental Sub-Committee was created to lead & develop policy

n We established a “green Hospital of the year” category at our annual “night of the Stars” award celebration to recognise the site which demonstrated the strongest commitment both to our vision and reducing our environmental impact.

economics

Energy Water

Waste Tech

ReCognIzIng tHe gReeneSt of tHe gReenbMi the Chiltern Hospital won the 2011 green Hospital of the year category at bMi Healthcare’s annual night of the Stars award. Comedian tim Vine presented the award to green Champion Stephanie Shinner who regularly tours the hospital to spread the message that “it’s the small things that make a big difference”.

“in general i think it’s about generating a culture of caring and responsibility,” says Stephanie. “i don’t want to rest on our laurels. i am sensitive to the daily pressures and demands on staff and we are realistic on what is achievable.”

Senior engineer Darren Cogdell supported Stephanie by improving the efficiency of the heating and cooling equipment. in particular, the temperature in theatres is now reduced with a “free cooling” approach in the colder months, using outside air rather than energy intensive air conditioning.

16 17

2.2 energy – tHe ‘big turn oFF’ Since our “big turn off” initiative was launched in summer 2009, our electricity consumption has reduced by 3% year-on-year on a like-for-like basis. this represents a reduction in Co2 emissions of 2,700 tonnes, the equivalent annual electrical consumption of a village of 1,500 homes.

the reduction has been achieved by the engagement of our staff with our environmental Vision, and in particular by the introduction of green Champions and green teams at our sites driving awareness on energy efficiency.

Monthly webinars for green Champions focus on disseminating best practice in energy management and staff engagement, with campaigns on reducing unnecessary consumption in lighting, air handling, office equipment, pC’s, lifts and air conditioning. these are supported by corporately designed and branded awareness raising posters suitable for staff and patient areas alike.

effective measuring and reporting is key to influencing energy use. every week our green Champions at each site receive a ‘dashboard’ report displaying day-on-day and weekly usage to highlight progress and help local teams to focus on where they can make a difference, and monthly league tables showing variances in consumption over time are published on the Collaboration intranet and circulated to all sites. progress has been encouraging: during april 2012, 8 hospitals had reduced their year-on-year consumption by more than 10%, with the best achieving a 17% reduction.

SaVing energy When the 10:10 energy saving campaign was launched, inviting organisations, businesses, and individuals all around the world to reduce their carbon dioxide emissions by 10%, bMi signed up. to encourage our employees to commit as individuals bMi Healthcare ran a competition to see which hospital could sign-up the most staff in a month.

bMi St edmunds Hospital came top with a fantastic 29% and celebrated by tucking in to a 10:10 cake, expertly baked by green Champion paul Moore’s wife, featuring an electrical switch – in the “off” position naturally.

“the reduction has

been achieved by

the engagement of

our staff with our

environmental vision”

18 19

2.3 WaSteSecond to energy consumption, sending waste to incineration or landfill represents the highest carbon emitting activity across the business at 6% of our carbon footprint. our staff can relate easily to this highly visible area, and have significantly improved the volume of general waste recycled, up from 19% in 2008/09 to the current figure of 44%. this excellent result has been achieved by improving the availability of recycling services, and a continued focus on recycling awareness and training through monthly webinars and site visits.

going forward we will focus on:

n improving our general waste recycling to a target of 60%

n implementing an updated Waste Management policy

n Delivering mandatory training in waste management for all staff

n reviewing new waste management technologies for business and environmental benefits.

tHe reCyCloSauruS MunCHeS WaSte the brainchild of the Sandringham Hospital’s green team, the recyclosaurus – a waste munching dinosaur – was the centrepiece of their drive to promote recycling for World environment Day on June 5th. Constructed from cardboard and plywood by Dawn glennie, outpatient’s Manager and green team Member, the recyclosaurus helped spread the recycling message by gorging itself on a range of recyclable waste including non-confidential paper, aluminium drinks cans, cardboard, and plastic.

“our staff have

significantly improved

the volume of general

waste recycled”

20 21

2.4 WaterWater is a small contributor to bMi Healthcare’s carbon footprint at 1% but is an increasingly scarce resource in the uK, where some regions have less water available per capita than the Sudan. in the last year our green Champions have raised awareness on water efficiency via the bMi green guide and an awareness raising campaign based on reporting dripping taps, excessively hot water, using bottled water where appropriate, and installing water butts.

our Facilities Service have commenced an ongoing programme of monitoring water flow to sinks, WC’s, showers, and water consuming equipment, and reducing it to the appropriate flow rate. We have also mandated the use of water efficient flush mechanisms for all replacement and new cisterns.

a specialist consultant has been engaged to review all of our water supply arrangements, and analyse our consumption for water saving opportunities to be made through the identification and remedy of excessive consumption and leaks.

going forward we will focus on:

n improving our baseline data for water consumption across the estate

n Developing appropriate targets and measurement

n reviewing new water efficiency technologies for business and environmental benefits.

go WitH tHe FloW estimates suggest that bMi consumes more than 500 million litres of water every year so reducing wastage is a key target. Chief Facilities engineer Steven buchan has introduced an ingenious water flow meter that allows his team to assess the flow of individual taps by running the water for a few seconds during routine checks. Should it be excessive, it can easily be adjusted to appropriate rates in line with national standards.

Commenting on the potential of the “Flowmate” device Steven said: “Savings from patient room wash hand basins alone have the potential to reach 2,127m3 annually, amounting to around £3,800.”

2.5 Corporate aSSet ManageMent anD Capital inVeStMent StrategybMi Healthcare owns and operates 69 private hospitals and walk-in centres, as well as ancillary offices and buildings. our capital investment strategy for refurbishing building services will incorporate a full-life costing approach, giving consideration to energy and environmental costs and benefits. it will also take account of the cost of carbon that bMi Healthcare must now account for when the buying the allowances required to comply with the Carbon reduction Commitment (CrC) energy efficiency Scheme.

We have also reviewed a range of opportunities to reduce energy consumption via low or no carbon technologies such as voltage optimisation, combined heat and power (CHp) generation, and biomass boilers. We will consider these together with conventional alternatives when assessing options for replacing boilers and other appropriate capital investments in line with the asset management strategy.

“CHanging StaFF beHaViour

Will Continue to be

FunDaMental to our

Carbon ManageMent SuCCeSS.”

22 23

bMi HealtHCare:

a reSponSible

eMployer

3.1 eMployee StAtIStICSin a typical month nearly 16,000 people are engaged in employment with bMi Healthcare. Most are either in long term permanent roles or are ‘bank’ staff on part-time ad hoc hours, many of whom have a long-standing relationship with the company. nurses, pharmacists, physiotherapists, radiologists and other clinicians make up just over half of our employees; most of the remaining staff are in roles such as reception or housekeeping, directly assisting our patients.

our staff provide the care, commitment, professionalism and service that underpin our position as the leading uK independent healthcare provider. as the centre of the patient experience, our employees shape the way the company is perceived.

at bMi Healthcare, we are committed to creating a working environment that:

n attracts and retains talented individuals

n engages and motivates them to deliver their best

n recognises individuals’ contributions

n provides excellent and ongoing development opportunities

n ensures this is achieved with a healthy regard for work-life balance and individual well-being.

3.2 equAlIty And dIveRSItybMi Healthcare is committed to promoting equality of opportunity for all its employees.

We aim to create a culture where staff respect and value each other’s differences, and to remove any barriers, bias or discrimination that prevent individuals from realising their potential and contributing fully to the company’s performance.

bMi Healthcare strives to ensure a fair, transparent and equal opportunities recruitment process that selects for potential and skill. We closely monitor diversity and equal opportunity data across our attraction campaigns, selection and onboarding processes, and have recently upgraded our careers site to ensure it is accessible to a wider range of candidates with disabilities.

our current management training programmes include sessions on fair selection and managing diversity. in the summer of 2012, we launched specific training on diversity in conjunction with enhanced tracking of equal opportunity data to ensure all staff have appropriate training.

bMi Healthcare has always provided flexible working arrangements. our goal is to attract the best candidates from across the spectrum of personal circumstances, and this remains a key strength of our employment proposition. our comprehensive benefits package is periodically reviewed to ensure that it does not inadvertently discriminate against any group of employees on the grounds of gender, age or sexual orientation.

“BMI Healthcare aims

to create a culture where

staff respect and value

each other’s differences

and to remove any barriers,

bias or discrimination that

prevent individuals from

realising their potential.”

24 25

3.3 eMployee StatiStiCSat 30 May 2012, gHg employed around 9,500 full time equivalent permanent staff.

in 2012, 81.1% of uK employees were female compared to 81.3% in the prior year. Females now make up 50% of the company’s senior management population, including that at hospital director level, a significant increase from 38% in 2009.

the relative age diversity has remained constant year on year. 21% of staff are under the age of 35, 24% between 35 and 45, and 55% over 45, giving a skew towards a slightly older staff profile.

length of service data has shown little year on year change, with 51% of staff having less than 5 years, 24% with 5-10 years service, and 25% with over 10 years service.

employee type by gender profile %2012 Male

2012 female

2011 Male

2011 female

Senior Management 57 57 63 62

nursing & Healthcare Assistants 224 2838 231 2974

other clinical specialisms 356 1306 350 1312

professional services 474 673 426 628

Support / Administrative Staff 773 2886 727 2838

length of service 2012 2012 % 2011 2011 %

0-5 years 4877 51% 5158 54%

6-10 years 2260 24% 2241 23%

11-15 years 1295 13% 1126 12%

16-20 years 488 5% 498 5%

>20 years 644 7% 588 6%

total 9564 100% 9611 100%

employee Base 2012 2011

permanent 9564 9611

Bank 6240 6918

3.4 Fair Deal – pay anD reWarDat bMi Healthcare we recognise talent and high performance. We aim to reward expertise and contribution at levels that fully reflect the markets in which we compete for staff, enabling us to recruit and retain the best candidates. but competitive salaries are just part of the package that makes bMi Healthcare an attractive place to work.

after a qualifying period of service, all staff are eligible for private healthcare cover and pension scheme membership with an employer contribution. We are currently working up proposals to automatically enrol all staff for a workplace pension, under new national requirements to encourage all employees to consider the valuable benefits of joining such schemes.

bMi Healthcare’s range of benefits are regularly reviewed, and where possible new options are introduced to provide breadth and flexibility. these include a voluntary healthcash scheme that reimburses participants for a range of treatments including dental, optical and physiotherapy. in addition, we run schemes for child care vouchers and discount on gym membership.

early in 2012 bMi Healthcare signed up for a new payroll giving scheme “pennies from Heaven”. under the programme, which is eligible for tax-saving gift aid, staff can donate the spare change from their monthly salary in support of the charities Help for Heroes and MacMillan Cancer Support. Staff can also make regular donations to the charities of their choice through a separate payroll giving scheme.

bMi Healthcare operates a national, self-funded incentive scheme for middle managers and above based on performance against individual, team and group targets. incentive schemes for non-managers run at local level and reward individuals or teams ‘going the extra mile’ with vouchers that can be used in a wide range of outlets.

We also have a ‘net pay maximisation’ programme. under the banner ‘Would you like to take home more pay?’, it makes use of national insurance maximisation for members of the company pension schemes to deliver ni savings benefits to staff and the company.

a new employee volunteering policy was introduced in 2012 enabling staff involved in charitable activities, including olympic volunteering, to have up to two weeks paid leave, if they match this with their own time.

Staff also benefit from free access to the bMi Discount Database, offering savings on everything from weekly supermarket shopping to computers and sports gear from brand name retailers.

employees who reach a milestone fifth anniversary working for bMi Healthcare receive long Service pins, awarded by a senior member of management to recognize and celebrate their contribution and commitment.

“quality of care

and attention to

patients is a key

differentiator

between us and

the nHS, and

our competitors.”

26 27

BMI Healthcare staff provide caring services for patients day in day out, but when staff go the extra mile it does not go unrecognized.

the night of the Stars awards ceremony provides an opportunity to celebrate the extraordinary achievements and contributions of individuals and teams who have gone the extra mile in their roles. the Stars are responsible for innovation in care, proactive and imaginative development initiatives, have demonstrated passion and taken collective responsibility for their hospital, provided excellent service delivery and embodied quality of care. the winners and nominees ably represent the essence of bMi Healthcare and are true ambassadors for the company. annual awards include Carer of the year, nursing excellence and best patient Care initiative, Star idea and the green award for the most environmentally progressive and successful hospital. For teams, the most coveted awards include Star team, Star Hospital and the pride award. night of the Stars provides every member of staff with the opportunity to shine and the winners are held in high regard throughout the company.

Catherine Ward, group Director people and Communications, said: “the quality of the nominations throughout the year makes selecting finalists a difficult task and choosing the winners even harder. all those nominated reflect the amazing quality and commitment of bMi Healthcare staff and the night of the Stars is a great way to recognize and reward their achievements.”

the 2011 Carer of the year, Sonia temmen, a member of the Housekeeping team from the South Cheshire Hospital, was presented with her award at the night of the Stars 2011 ceremony, hosted by comedian tim Vine, at london’s Madame tussauds. Sonia was nominated by her colleagues as a result of her private and selfless support of a nursing colleague suffering from a terminal illness whilst continuing to carry out her role with dedication and consideration.

night of the Stars is supported throughout the year by “Carer of the Month” awards and the winner’s achievement is celebrated in a monthly newsletter sent to all staff.

reCognizing

StaFF WHo go

tHe extra Mile

3.5 tRAInIng & developMentour position as the uK’s leading independent healthcare provider is underpinned by the knowledge, skills and experience of our employees, and despite the difficult economic climate of recent years bMi Healthcare continues to invest in training and development as a key differentiator with our competitors in the public and private sectors.

in January 2012 we launched bMilearn, a single online portal which will provide access to all clinical and non-clinical training and improve integration with performance reviews and planning. by the end of September 2012 bMilearn had facilitated staff to take nearly 70,000 courses. easy to use and flexible, the portal crucially allows new internal and external content to be added, provides line managers with a “dashboard” for monitoring team training, and provides learning plans specific to job roles. individual employees can also use the new system to plan their career development with their managers.

in recent years we have also:

n Delivered a ground-breaking programme for our Health Care assistants (HCas), which blends classroom and practical training for all new and recent recruits

n Created a portfolio of national nursing training programmes including cross-training in theatre skills to provide the opportunity for ward nurses to develop in this area, return to practice programmes, and ongoing professional development seminars

n launched a leadership development programme in conjunction with ashridge to provide world class development of our future senior managers, together with talent identification to support our aim of filling the majority of senior vacancies though succession and development

n expanded our management, leadership and commercial development programmes to upskill middle management and supervisors, support organisational change and facilitate a shared culture across the uK business

n launched an integrated programme of initiatives which brings together training in customer care skills, operating standards and care pathways for all hospital-based staff, complemented by a national award programme for teams and individuals that recognises exceptional delivery of customer service or patient care.

3.6 Well-BeIngFor bMi, healthcare is not only our business but our passion and we provide staff with a number of health- related benefits. We work in a dynamic industry and we know that healthy, happy staff are critical to our success.

all staff are entitled to private medical cover which can be extended to partners and children at an additional cost. after 12 months in post every employee is eligible for a free, bi-annual health assessment including quality time with a specialist assessment nurse or doctor to discuss any concerns.

We also play our part in helping our staff to stay fit. great deals on new bikes and safety equipment are available under our Cycle to Work Scheme, and bMi Healthcare has negotiated special discounts for all employees at the David lloyd gym network and british Military Fitness.

the employee assist service comprises a team of professional advisors and counsellors who all staff can consult by telephone on health issues from travel vaccinations to weight loss and smoking cessation. Face to face consultations are also available following a gp referral.

bMi Healthcare also has a life insurance scheme providing cover of up to four years basic annual salary, depending on level and length of service.

For anyone facing the prospect of being made redundant, we offer counselling through the employee assist scheme as well as practical help in the form of external outplacement support, which can help individuals with CV writing, interview skills and other techniques to aid them in their job search.

28 29

3.7 CoMMunICAtIon And engAgeMentthe healthcare industry is dynamic and transformation often occurs swiftly. to keep our staff up to speed on changes within bMi Healthcare and relevant news from around the health sector we have built an internal communications function appropriate to a multisite, 24/7/365 business, which provides the information staff want and need through channels which suit their working patterns. our internal communications are planned around offering staff the opportunity to feed back.

all major change initiatives are supported by extensive communications programmes including roadshows, dedicated websites, newsletters, video, webinars and briefing packs. regular communications cascades and staff forums give employees an opportunity to provide feedback via nominated representatives and create a genuine dialogue between corporate functions and the hospitals and between staff at all levels and management. When the needs of the business dictate and to support new initiatives, launches and strategies, mid-year conferences provide senior staff with detailed briefings which are then cascaded throughout the business. at the informal, face-to-face monthly forum, staff have an opportunity to hear from, and question, the group Chief executive on any aspect of the business.

We have four main national news sources for staff:

n the bMi intranet – “Collaboration” – where staff can catch up with the latest news, discuss good and best practice, seek advice from colleagues across the national network, submit suggestions for business and clinical innovations, find policies, read colleagues’ blogs and browse the latest bMi jobs

n @bMi – the quarterly paper magazine which provides cohesion for geographically widespread sites by covering a mixture of people and business focused articles and reports from across the company

n Weekly news – providing updates from around the company on a wide range of issues from staff appointments to benefits and policy and procedure changes

n Special announcements – reserved for significant news items at the highest level of importance to staff and the company.

these publications are complemented by locally produced newsletters.

research from our most recent “pulse” survey showed that our staff place great value on both traditional media such as paper publications like @bMi and information cascaded face-to-face by their managers, and also on electronic communications such as the intranet. the company recognises that different groups of staff take their information in different ways and continues to assess the best communications channels for employees who work in diverse roles and environments, often outside normal working hours.

3.8 SAfety, HeAltH And envIRonMent (SHe)the group SHe Committee keeps under review the measures adopted to ensure the safety and wellbeing of our employees, patients, visitors and business partners. it encourages the participation of all stakeholders in enhancing SHe management through consultation and provision, dissemination and communication of generic policy. in addition, each business unit has a Health and Safety Committee or equivalent forum with the following terms of reference:

n implement SHe policies, procedures and work instructions relevant to business activities

n Monitor compliance with SHe policies and relevant codes of practice/guidance

n review risk assessments to ensure all significant operational risks are covered, proportionate control measures are introduced and communicated to relevant parties

n review audit reports to verify safe practice and identify priorities for pro-active intervention

n Monitor incident statistics, investigation reports and corrective actions implemented to prevent recurrences

n ensure appropriate protective, preventive and emergency arrangements are in place for fire and other foreseeable events that present a serious threat to personal safety, property and business continuity.

“our internal

CoMMuniCationS

oFFer StaFF tHe

opportunity to FeeD baCK.”

30 31

general Healthcare group (gHg) and its operational

subsidiaries understand that it must conduct its

business within the ambit of stakeholder expectations

and local regulations.

gHg strives to maintain the highest standards of discipline, integrity and

transparency, combining the twin requirements

of compliance and performance to support

an appropriate legal, regulatory and

institutional foundation.

Corporate

goVernanCe

32 33

4.1 CoRpoRAte goveRnAnCe pHIloSopHythe group’s objective is to create an organisational culture where sound corporate governance becomes a way of life for each staff member. this is achieved by embedding four core principles both in gHg’s group strategy and in gHg’s ways of working:

n Compliance with the law and adherence to commercial legitimacy

n Fair treatment of staff and business partners

n responsibility to the communities and environment in which we operate

n probity, integrity and business ethics in gHg’s operational practices.

these principles are embedded in gHg’s business structure, values, policies, processes and systems, and are not viewed in isolation as peripheral guidelines on which a company must report to meet its regulatory obligations.

We acknowledge that maintaining the highest standards of corporate governance is necessary to secure our status as a responsible corporate citizen. We assess our corporate governance strategy and take into account both the size and complexity of our business, as well as the nature of the risks and challenges we face. this assists us in finding the right balance between compliance and the creation of value as a key driver in corporate performance.

4.2 oveRAll StRuCtuRethe board of gHg leads corporate governance in gHg, encompassing both the business and service and safety aspects of gHg’s activities. Committees of the board have been established to deal with specific components of governance.

the board comprises executive and non-executive directors. the 12 non- executives are generally appointed by and drawn from gHg’s investors, although there is scope for a non- executive Chairman, independent of shareholders.

two executive directors sit on the gHg board: the Chief executive officer (Ceo) and the Chief Financial officer (CFo). the general Counsel is not a director but attends gHg’s board meetings and ensures proper records are kept of the meetings. the Ceo is responsible for gHg’s day-to-day operations and its strategic development, and the CFo is responsible for its financial management. the general Counsel is responsible for advice to the board and the executive, gHg’s compliance with its responsibilities, and relations with external regulators.

“...an organisational

culture where

sound corporate

governance

becomes a way

of life for each

staff member.”

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the constitution and function of the board committees are as follows:

Audit CommitteeChaired by a non-executive director, its responsibilities include the appointment and remuneration of external auditors; overall responsibility for internal and external audit of gHg’s financial activities and financial reporting; gHg’s internal controls; and other financial and business risk issues, including specific compliance functions.

Remuneration CommitteeChaired by a non-executive director, it reviews and sets gHg’s remuneration strategy and salary and benefit levels across gHg to ensure competitive remuneration. it also monitors the management of equity arrangements in place.

quality and Risk CommitteeChaired by a non-executive director, it monitors the safety, effectiveness and quality of gHg’s operational activities. it also monitors gHg’s healthcare regulatory compliance, clinical operational conformity to internal policy, and, in conjunction with the audit Committee and board, the level of risk retained by gHg.

4.3 pAtIentS’ RIgHtSpatients have the right:

n to be treated with a professional standard of care, by appropriately qualified and experienced staff in an organisation that meets required levels of safety and quality

n to be treated with dignity and respect in a clean and safe environment that is fit for purpose

n to accept or refuse treatment and not to be given any physical examination or treatment unless they have given informed consent. if they do not have the capacity to do so, consent must be obtained from a person legally able to act on their behalf, or the treatment must be in their best interests

n to have treatment provided without discrimination on the grounds of gender, race, religion or belief, sexual orientation, disability or age

n to expect their privacy and confidentiality to be safeguarded

n to give feedback about the care and services provided and expect bMi Healthcare to monitor, and make efforts where necessary to improve, the quality of healthcare it provides

n to complain about any services and to have this properly investigated and receive a timely response.

Complaint managementbMi Healthcare has a formal staged complaint procedure. our intention is that matters are resolved at hospital level. However there is the facility to escalate complaints to corporate and thereafter to independent adjudicator level if patients remain dissatisfied.

general Healthcare group board

audit Committee

Quality & risk Committee

Finance & investment Committee

leadership Committee

remuneration Committee

Corporate Social

responsibility Committee

finance and Investment Committee Chaired by one of the non-executive directors, it reviews potential capital investments and capital projects, and undertakes follow-on post acquisition reviews.

leadership Committeethe team comprises gHg’s senior executive functional and regional heads, with meetings chaired by S Collier (Ceo). the Committee was created in 2011 and has three sub-boards focussing on (respectively) corporate; commercial and operational matters. the role of the leadership team (together with its boards) is to address all gHg operational matters, and it is the principal executive decision-making body within bMi Healthcare.

Corporate Social Responsibility Committee (CSR)this committee comprises representation from key functional heads. its role is to agree gHg’s CSr strategy and to review the compliance of the strategy against key performance indicators.

gHg group boarD StruCture

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5.1 CSR SuB-CoMMItteea CSr sub-committee takes forward development of the group’s CSr agenda. the members are:

Stephen Collier Ceo

Catherine Ward group director people & Communications

Catherine vickery general Counsel and Company Secretary

5.2 CSR foCuS goIng foRWARdthe key current areas for development are to:

n Continue to bear down on our energy usage

n improve waste management and water usage

n ensure through the new Sponsorship Committee that resources are allocated to organisations that share our values and bring real benefit to communities

n enact pension auto enrolment, establishing a pension for every member of staff across the organisation

n Continue to broaden staff development opportunities with initiatives such as e-learning

nick Rothwell group Sales and Marketing director

Martin Johnson Managing director – Commercial, Business Improvement, technology & Infrastructure

DeVeloping tHe

CSr FraMeWorK

bMi Healthcare House, 3 paris garden, Southwark, london Se1 8nDt 020 3283 6600 f 020 3283 6601 e info@bmihealthcare.co.uk www.bmihealthcare.co.uk