Capio Sanidad. tu salud en buenas manos

Transcription

1 2011 Annual Report Capio Sanidad tu salud en buenas manos

2 Table of contents Letter from the President 1-2 Capio Sanidad Capio Sanidad: Close to you Serving patients and clients Committed to our community Research and teaching Looking ahead CapioSer Capio Sanidad centers

3 1 Letter from the President Capio Sanidad tu salud en buenas manos

4 1. Letter from the President In spite of the difficult economic times we live in, Capio Sanidad has remained true to the values that define the company, to its vision for the future, and to its employees of all types. These values quality, proximity, innovation, trust, respect, empathy, and benefit for society have held strong in the face of the crisis, and over the last year, our patients have remained the focus of what we do each day. Our primary goal no matter what the economic outlook is is to offer people the finest medical care possible. We do this by making their needs, demands, and expectations a top priority at all times. That is how we guarantee that our patients and their families receive the respect and privacy that they deserve. This degree of excellence would not be possible without the more than 7,500 employees that make Capio Sanidad what it is. I am very proud to see how the diligent work put in daily by Capio professionals has been recognized and rewarded in the patient-satisfaction surveys: over the past year, the service rendered in all of our hospitals has earned excellent marks. Indeed, I would go as far as to say that today we have one of the finest and most qualified staffs of physicians and care personnel around. Our team is not only capable of providing patients with top-notch care, but is also constantly updating their knowledge, their treatments, and their use of new technologies. Today, Capio Sanidad stands for highest-quality health care for all patients, no matter who they are. But focusing on the present does not mean overlooking the future, and we at Capio have designed a modern, transparent management system which allows us to carry on in our spirit of renewal and commitment to people who use our services today as well as those who will need our care tomorrow. We have made decisive steps to be ready for the future, as can be seen in our investment policy for health-care technology and facilities renovation, which in 2011 distributed approximately 34 million euros to improving our organization. The 2011 care figures bring to light how important the work done by the company is. Over the past year, Capio Sanidad performed over 2.2 million consultations, saw 543,366 emergency cases, carried out 136,487 surgical procedures, and had over 440,000 hospital stays. 1

5 The Hospital Rey Juan Carlos in Móstoles, which completed construction in 2011 and was inaugurated in early 2012, provides public health care to over 180,000 residents from 18 different cities and towns. This new, modern hospital has become a part of the Capio Sanidad network, joining the ranks of the Fundación Jiménez Díaz and Hospital General de Catalunya, as well as Hospital Infanta Elena in Valdemoro and the centers located in Castile-La Mancha and Extremadura. Also, the projects that are currently being built, such as the Hospital de Collado Villalba, guarantee the expansion of health-care services in close partnership with public authorities. The current debate being held in Spain on health care is turning our industry into a key issue within the social and political discourse. Capio Sanidad, a leading company providing health-care services through public-private partnerships, wishes to contribute to the good of its society by bringing its experience, its commitment, and its sense of responsibility to the plans for the future. The company firmly believes in the importance and validity of the model it works under as a means of strengthening the sustainability of the public health-care model was unquestionably a difficult year, and 2012 has started out with even more pressing challenges as a result of the current economic difficulties. Nonetheless, we are taking definitive steps to improve every day, and we have the resources necessary to meet the challenges we have set for ourselves, the most important of which is to offer patients the finest health care possible. That is our undertaking. Victor Madera 2

6 2 Capio Sanidad Capio Sanidad tu salud en buenas manos

7 2. Capio Sanidad History In the late 1990s, the business venture that led to the creation of the Capio Sanidad Group in Spain was born, starting as three small health-care clinics. These clinics, two of which are in Castile-La Mancha and one in Madrid, made up what was called Grupo Sanitario IDC. The strong market positioning of Grupo IDC and the quality of its management soon made it possible for new centers to join the Group. By 2002, IDC comprised 11 care centers located throughout three regions of Spain Castile-La Mancha, Extremadura, and Madrid. In 2002, IDC acquired the Hospital General de Catalunya. Built in 1984, this large-scale hospital is located in el Vallès and showcases spacious, modern facilities. Early 2003 saw the addition of a pioneering hospital within the Spanish health-care system, the Fundación Jiménez Díaz. With over 75 years of history, this modern hospital built on the founding ideas of care, teaching, and research has become a reference point in Madrid. 5 In 2005, the 13 hospitals belonging to Grupo IDC became part of the hospital network of the Capio Group, a Swedish firm which leads the European health-care market. This great step forward reinforced the competitive advantage of the Capio Group in Spain. The firm's position was further consolidated with the incorporation of Hospital Infanta Elena, a reference hospital caring for over 100,000 citizens and belonging to the public hospital network. The Capio Sanidad management model forged ahead in 2009 with the launch of the "Care and Caring Project," a program to foster the corporate culture of Capio. This new vision of how to provide humanity in medicine became a priority within the company's care processes. In early 2010, the company began construction of the Hospital Rey Juan Carlos in Móstoles, a public hospital operated by Capio under administrative concession. Today, over 180,000 citizens hailing from 18 municipalities receive care in the new hospital. At the end of the same year, after prevailing in the public bid process, Capio Sanidad was named the managing company of the Hospital Collado Villalba, another new hospital in Madrid. This modern center will soon provide care to more than 150,000 citizens residing in the northern part of Madrid. The Capio Sanidad Group closed its 2011 fiscal year with some 30 centers and a consolidated management model based on providing patients comprehensive care and which allows us to offer health services with proximity and quality.

8 2. Capio Sanidad The value of Capio Sanidad We at Capio Sanidad offer our patients care which places them at the very center of what we do. Offering quality medical care is our goal one which is made attainable by our highly qualified and experienced staff, a fine team of individuals capable of offering humane treatment that caters to people's individual needs. Our management model works to use our resources most efficiently, finding ways to capitalize on the Group's size, know-how, and experience. We utilize state-of-the-art technology and offer the latest diagnostic and therapeutic techniques. Our professionals have at their disposal all the technology necessary to achieve the highest levels of quality, such as the online clinical-record system, which allows for rapid, comfortable, accurate, and effective care. The completeness of care given to our patients is supported by a management model that makes the most of the synergies afforded by our more than 30 centers. This means sharing resources and improving the efficiency of all our processes. Capio Sanidad covers all medical specialties, excelling particularly in the diagnosis of cardiovascular disease and oncology. To offer complete care, we continually seek to improve in the way we interact with our patients while fomenting prevention as a building-block of our medicine. The work done by our staff on a daily basis has earned certification from the European UNE-EN ISO 9001:2000 quality standard. All of this comes together under a common management model which integrates all of our centers and guarantees quality medical and other health care. Our values Trust. Only by convincing those around us of our ability and willingness to excel will we attain our goals. Respect and empathy. Our work is known for its sensitivity, dedication, and respect for individual integrity. Innovation. Employees with initiative who find new paths for development and bring improvements to our different activities. Benefit for society. We develop stable and satisfactory relationships with our patients so that our work may bring the greatest possible benefit to society. Patient Innovation Trust Benefit for society Respect and empathy Patient 6

9 Capio Sanidad Close to you 3 Capio Sanidad tu salud en buenas manos

10 3. Capio Sanidad: Close to you 2011 Organizational structure Capio Sanidad Board of Directors General Management Operations control Purchasing and general services Nursing management Systems management Communication Marketing Quality Department Financial management HR Department Managers of large and regional hospitals Hospitals - Clinics - Polyclinics - Residences 9

11 3. Capio Sanidad: Close to you Capio Sanidad in figures (2012) Employees Capio centers Beds Hospital stays Outpatient consultations ER cases Admissions Surgical procedures MRIs Radiation therapy procedures Hemodynamics procedures 7, , ,360 2,261, , , ,487 84,045 60,105 3,174 10

12 3. Capio Sanidad: Close to you General characteristics Employees Beds Over the last 5 years, Capio Sanidad has invested upwards of 300 million euros in technology, equipment, and facilities improvement. Such a substantial effort is just one way the company makes good on its commitment to the stability and growth of the company. The firm is a close partner of the Spanish health-care authorities, and together they search to continually improve the medical services provided to all patients. 7,563 6,379 5,000 5,110 5, , , , , , Centers

13 3. Capio Sanidad: Close to you Care-related statistics Since its inception, Capio Sanidad has sought to offer quality care in a way that optimizes all of its resources and makes the best possible use of the size of the company so that patients and clients alike may reap the benefits. Procedures Inpatients Over 600,000 inpatients between 2007 and ,705 95, , , ,363 Consultations Over 7 million consultations between 2007 and ,261,252 1,493,836 1,666, ,069 1,209, , , , , , ER cases 359, , , , ,

14 Serving patients and clients 4 Capio Sanidad tu salud en buenas manos

15 4. Serving patients and clients Human Resources Capio would not be able to reach its goals if it were not for the contribution and dedication of its staff. Professional competence and the involvement of all professionals are key elements behind the kind of quality that we are known for. These dynamics come together to form a stable and lasting framework for our relations with staff while fostering innovation, creativity, and teamwork. The policies that define the Human Resources Department reflect the stock the company places in human capital. In short, people are the firmest guarantee that Capio Sanidad will make good on its commitments. Objectives: Recruit highly qualified professionals. Job stability: Offer open-ended contracts. Foster employee loyalty. Design HR policies that provide equity and motivation for professionals, thereby promoting the ability to learn and to improve. Promote and consolidate the feeling of belonging to the Group. Establish a human-resources strategy that is capable of adding both value and values to people and to the organization. Fully adapt human resources management to the needs of the company. Engineer an information system that is reliable, flexible, integrated within the general company framework, and appropriate for the organization. Manage based on competencies. An outstanding team: Capio Sanidad was comprised of 7,563 employees at the close of the 2011 fiscal year. The average staff grew by 14%, which marks an increase of 1,087 over the previous year. These new hires were in large part the result of the more than 900 employees of the Capio Hospital Universitari Sagrat Cor and Capio Clínica del Vallès who joined the company in CAPIO SANIDAD with a TOTAL of 7,290 employees. Health-care staff - 6,590. Socio-healthcare staff CAPIO SERVICIOS with a TOTAL of 273 employees. 96% 4% CAPIOSER CAPIO SANIDAD 15

16 4. Serving patients and clients Staff The geographic distribution of the staff throughout four regions of Spain shifted somewhat in 2011 with the incorporation of the new centers in Catalonia, although Madrid continues to be the region with the largest number of employees % 19.4 % % OPEN-ENDED CONTRACTS % TEMPORARY CONTRACTS Physicians Residents Licensed care personnel Auxiliary health professionals Staff by category Licensed care personnel Auxiliary health professionals General services Administrative staff Physicians Health-care technicians Others Service or department heads Residents Management personnel Non-physician care professionals Healthcare technicians Management personnel Administrative employees Service or department heads General services Non-physician care professionals Others 0% 5% 10% 15% 20% 25% 30% Staff by region 52% 3% 18% 27% CATALONIA MADRID EXTREMADURA CASTILE-LA MANCHA In 2011, the Department took measures to attain employment stability, with over 80% of all staff working under open-ended contracts as per the employmentstability policy established within the Department. Transparency and non-discrimination in employment practices, promotion and management of personnel, as well as the balancing of professional and personal life have undergone follow-up initiatives. Within the Group, 73% of employees are women. This reflects a slight decrease relative to the previous year % 73.4 % % Women % Men The average seniority in the company is 9.1 years. This figure is higher than that of the previous year as a result of the addition of the Capio Hospital Universitari Sagrat Cor and Capio Clínica del Vallès. Before these two centers were incorporated, the average seniority was 7.7 years. The average age of our staff is

17 4. Serving patients and clients Age pyramid 35% 30% 25% 20% 15% 10% 5% 0% The rate of absenteeism was 4.6%. Various studies of the health-care industry estimate the sector-wide rate to be between 10 and 13%. 5 4,9 4,8 4,7 4,6 4,5 4,4 4,3 4,2 4, to to to to Over 61 Absenteeism Recruitment process for the New Hospital Público Rey Juan Carlos: During 2011, a recruitment process was held to fill the posts necessary for the opening of the Hospital Rey Juan Carlos. This process was carried out in different phases: Internal recruitment: Initially, a process was carried out so that the employees of the Group could apply to work in the new hospital. Announcement of the opening of the selection process (month of April): This measure utilized the websites of Capio Sanidad and Hospital Rey Juan Carlos, providing viewers with information on all matters concerning the process. Application period: From April 15 to June 15, 2011, offers for 78 different positions were published. These sought to hire both care and non-care workers, with each description outlining the minimum requirements and conditions of the post. CV assessment and candidate testing: Once the application period had passed, announcements were made over the websites that the time for candidates to apply had passed. Also, other information was provided regarding the procedure for the evaluation of CVs as well as the procedure to be followed for testing the candidates. The most relevant data obtained from the process are as follows: Number of applications: 170,750, of which 36,153 (21.17%) were from Móstoles. Number of applicants: 46,410, of which 8,948 (19.28%) were from Móstoles. Following this, the CVs received were evaluated and analyzed, and tests were administered for the applicants who had passed on to the following round. Once this process was completed, the 778 applicants who were selected for preliminary hire were informed of the status of their application % of the non-care candidates who were preliminarily hired reside in Móstoles and its surrounding municipalities. Finally, all other applicants were informed via that their application had not been accepted, and that they would nonetheless remain in the job bank so that, in the case that any of the finalists were to decline the job offered to them, they could then be contacted.

18 4. Serving patients and clients Department of Occupational Health and Prevention The Capio Sanidad Workplace Prevention Service supports 28 centers and an average of 2,849 staff working in the Group. To do this, we operate under the Workplace Risk Prevention Plan. Of the risk-prevention measures that all of the members of the department worked to institute in 2011, the following are particularly noteworthy: Initial assessments of newly created positions. Studies on ergonomics derived from risk reports. Reviews of evaluations due to changes of responsibilities, changes in work conditions, personnel at increased risk, pregnant employees, employees transferred due to workplace accidents, etc. Review of evaluations and adaptation of positions with restrictions following medical examinations. Review of the state of planned risk-prevention measures by means of safety inspections, on-site visits, etc. Oversight of prolonged absenteeism and calls for medical examinations. Calls for especially sensitive employees and pregnant staff to undergo medical examinations. Training initiatives for groups of employees with no prior training. Training initiatives for emergencies. Training measures instituted to foster prevention among management and middle management. Introduction of the Capio Servicios Management System: inclusion of new centers and personnel. Initiative fomenting employee consultation and participation through their representatives. In the second half of 2011, two centers have been opened CADI San Clemente in Cuenca and CADIG La Piedra Encantada in Albacete. Both general and specific measures have been carried out in both processes. Among the general measures, some of the most noteworthy are: Initial risk assessment. Planning of prevention measures as derived from the initial risk assessment. Drafting and mailing of informational documents. Some of the most noteworthy measures were: Identification of training needs. Coordination with sub-contractors. Management of medical examinations. 18

19 4. Serving patients and clients Oversight of the Annual Workplace Prevention Program led by managers and executed by middle management. Department of Occupational Health and Prevention All of our projects are geared toward the continuous improvement of work conditions within our organization as concerns occupational health and employee health, taking into account all legal requirements and information on risks for safety and health in the workplace: Identification of hazards, risk assessment, and planning of oversight procedures in each center. Implementation and use of the safety-management system and workplace safety as carried out by the Management, including decisions made to define functions, assign responsibilities, and delegate authority to middle managers. Oversight and follow-up of the Training Plans in each center based on needs detection as performed by technicians and/or the center in order to increase the percentage of employees trained in workplace risk prevention. Initial and ongoing internal communication, participation, and consultation with all employees. Summary of accidents and comparison with 2010: Number of accidents causing a leave of absence* Accidents causing a leave of absence in Average staff Accidents causing a leave of absence in , , % % Average staff *Incident index = (no. of accidents per year causing a leave/ no. of employees) x

20 4. Serving patients and clients Department of Quality and Environmental Management The Central Quality and Environmental Division of Capio Sanidad coordinates the following: Effectively support the Coordinators of Quality and Environmental Management in each of the company's centers. Participate in a number of quality committees and groups charged with environmental management and patient safety. Perform all compulsory internal audits in all the centers belonging to the Capio Sanidad Group, be they previously certified or not. Prepare for initial certification and/or renovation of accreditation procedures and coordinate external certification efforts. Participate in conferences and other events that increase the prestige of the organization, encouraging other Capio Sanidad staff to do the same. Provide training in quality and environmental issues to the staff working in the different centers. Take part in corporate projects. New certifications: Hospital Universitario Infanta Elena (Valdemoro, Madrid): certified according to the Energy Management System based on the regulations of UNE-EN 16001:2010. Blood bank of the Hospital Universitario Infanta Elena (Valdemoro, Madrid): certified for its qualitymanagement system according to the regulations of UNE-EN ISO 9001:2008. CADP La Chopera (Yunquera de Henares, Guadalajara): certified for its quality-management system according to the regulations in UNE-EN-ISO 9001:2008. Rehabilitation Service of Capio Hospital General de Catalunya (San Cugat del Vallés, Barcelona): certified for its quality-management system according to the regulations in UNE-EN-ISO 9001:2008. Home for the elderly "Paseo de la Cuba" (Albacete): certified for its quality-management system under the regulations in UNE-EN-ISO 9001:2008. Home for the elderly "Núñez de Balboa" (Albacete): certified for its quality-management system according to the regulations in UNE-EN-ISO 9001:2008. New accreditations: Hospital Universitario Infanta Elena (Valdemoro, Madrid): highest assessment awarded under the healthcare-certification model of the Fundación Ad Qualitatem (based on the EFQM model). Capio Fundación Jiménez Díaz (Madrid): highest assessment awarded under the healthcare-certification model of the Fundación Ad Qualitatem (based on the EFQM model). Self-assessment according to the EFQM model: Capio Hospital Tres Culturas (Toledo). Environmental reports: Capio Fundación Jimenez Díaz (Madrid). Capio Hospital General de Catalunya (San Cugat del Vallés, Barcelona). 20

21 4. Serving patients and clients Department of Quality and Environmental Management Other projects: Consistent participation in the Committee on Treatment of Dependent Persons organized by the Spanish Quality Organization. Participation in the annual conference of the Spanish Society of Care Quality, giving the presentation "Consolidating the EFQM model in Capio Hospital Tres Culturas in Toledo alongside certification under UNE-EN ISO 9001:2008." Employees from other centers belonging to the Group also attended the conference, with representation from Capio Hospital General de Catalunya and the Residence for the Elderly "Higueruela." Regular contributor to the meetings of the Capio Sanidad Group Nursing Committee. Regular contributor to the Committee for the Normalization of Informed Consent of the Capio Sanidad Group. Fifteen training sessions held for personnel working within the organization key projects: Preparation for the process of certifying Capio Servicios for its quality-management system according to the regulations in UNE-EN-ISO 9001:2008. External consulting: Certification of the Obstetrics Service of Hospital Universitario Puerta de Hierro (Majadahonda, Madrid) for its quality-management system according to the regulations of UNE-ENISO 9001:2008. Follow-up of existing certifications: All audits performed by the certification agency AENOR were maintained: 16 certifications in place in 2010 based on the UNE EN ISO 9001:1008 regulations and the certification based on the UNE EN ISO 14001:2004 regulations. 21

22 4. Serving patients and clients Information systems, communication and technology In 2011, a number of projects and initiatives were undertaken to improve our systems and technology. The following is a list of the most relevant measures taken: Patient access to laboratory-testing reports over the Internet: An application was activated which allows patients to access their laboratory-testing reports online. Patients access their information by using a PIN given to them at the time their testing is performed. This initiative is a part of the continuous improvement of our systems and is motivated by the goal of progressively increasing our patients' access to their information. Electronic clinical records: Improvements made in the ECR application which made it a multi-center tool capable of providing case information from patients treated in different Capio centers and of establishing parameters for different access profiles, thus bringing us closer to offering our patients access to their own ECR as of Casiopea 1 Project: Roll-out of new applications within the requestmanagement system and work-station management system in the consultation areas of the Hospital General de Catalunya and Hospital Sur de Alcorcón. Hospital Rey Juan Carlos (Móstoles): Over this year, the infrastructure of the hospital has been gradually constructed. 22

23 4. Serving patients and clients Information systems, communication and technology Advances in integration with primary care and the Madrid Board of Health. To guarantee the highest level of continuity of care between our hospitals and the primary-care centers in the region of Madrid, the integration between Capio's systems and those of primary care and the Madrid authorities has made strides in the past year. Direct messaging has been instituted for primary-care professionals, featuring patient alerts and discharges, and thereby providing access to doctors' and nurses' reports as well as patients' entire ECRs. In addition, all digital images generated in our Madrid hospitals have been sent to Horus, a tool for consulting ECRs from any of the centers in the Madrid region. Personal videoconferencing platform: A collaboration platform has been put online which allows the firm's employees to hold personal videoconferences from their work spaces. This program, called OpenMeeting, provides not only individual and group videoconferencing, but also is a tool for giving presentations. This initiative will facilitate contact between professionals and eliminate the need for them to travel to different hospitals. Capio Sanidad solutions catalog: The number of applications and systems available within the Capio software catalog has been increased. This offering is made up of all the applications approved and adapted for use in the organization's hospitals. These programs are integrated with all other solutions used within the corporation. The most noteworthy of these are: ICU patient management. Appointment-management system for the call center. Management of adverse effects. Administrative log for patients. Information system for families of emergency-room and minor-surgery patients: Information kiosks on the state and location of patients during their stay. Digital management of informed consent (to be activated in 2012 in HRJC as a pilot program before the initiative is rolled out in all hospitals). 23

24 4. Serving patients and clients Department of corporate operations and projects The Operations Department executes particular initiatives designed by the General Management in order to expand and consolidate the Group's hospital network. These projects concerned effective planning, organizational improvement, and hospital management and are as follows: Integration of new centers into the Capio structure and culture. In September, 2011, two hospitals in Catalonia joined the Group-Hospital Universitari Sagrat Cor and Clínica del Vallès-thus joining Hospital General de Catalunya (management by Capio since 2001). This network of hospitals further consolidates the company's activity in the region. Continued efforts within the "Best Hospital" project. This initiative, launched company-wide in 2009, emphasizes process analysis and review, coordinating and supporting improvements in different hospitals. Automated outpatient management in Madrid, Castile-La Mancha, and Catalonia as a part of the 15x15 corporate plan. To achieve this objective, the patient help desks were reorganized and a management scorecard was instituted in order to measure results. Based on these results, the company was able to move toward more optimal organization of work and, therefore, patient care. Introduction of hospital-management tools to improve productivity and care quality. Definition of KPIs and design of a management scorecard to monitor objectives. Wait times for consultations by service (% patients) Urology Orthopedics Radiology Rheumatology ENT medicine Ophthalmology Neurology Hematology Gynecology Nursing Endocrinology Digestive medicine Dermatology GDS Cardiology 0-15 min min min 24

25 4. Serving patients and clients Corporate Purchasing Department In 2011, the Corporate Purchasing Department focused its efforts on solving a problem which is common to most Capio Sanidad centers. Previously, the individuals in charge of each center experienced difficulty in accessing the entire set of purchasing offers available within the Group. Therefore, the Corporate Purchasing Portal was created, bringing together the offers in from our suppliers, and differentiating them according to medical supplies, pharmaceutical products, and other products. Impressive results were obtained in a short period of time. As an example, direct access to 263 purchasing options was given to the purchasing managers, financial directors, and managers of each Capio Sanidad center. In 2010, the Corporate Purchasing Catalog was activated for only certain products within Capio Hospital General de Catalunya and Capio Hospital General de Catalunya. Then, in 2011, the Medical Supplies and Miscellaneous Material Catalog was created. During the year, 100% of the corporate catalog was made available to the new hospitals in Barcelona, and, in time for its opening, the Hospital Rey Juan Carlos in Móstoles. 25

26 4. Serving patients and clients Corporate Catalog of Medical Supplies and Miscellaneous Supplies Medical materials 11,560 Both the Hospital de Collado Villalba in Madrid and the Clínica Coreysa in Ciudad Real will soon be inaugurated with a fully operational corporate catalog. The new Corporate Catalog of Medical Supples and Miscellaneous Supplies provides centralized offers which establish one price for all Capio Sanidad centers, extending the conditions determined for each product by leveraging our volume. Instruments and others Miscellaneous Prostheses Corporate Purchasing Catalog 1, ,928 Health materials Miscellaneous Instruments and others Prostheses 26

27 4. Serving patients and clients Department of Marketing and Internal Communications The fundamental objectives of the Marketing Department are to support the hospitals of the Group with marketing and communications plans and to aid the corporate management team and the central departments of Capio Sanidad. "Care and Caring" Project Capio Sanidad launched the C&C project in 2010 in order to provide more personal and more humane services. Throughout 2011, the Capio Sanidad Style Manual was developed and launched. This document, reflecting the work of over 90 staff members, was sent to all employees in order to encourage the best practices collected during this large-scale project. Corporate magazines The Capio Sanidad Marketing Department drafts and publishes the company newsletters of two of the Group's largest hospitals. ImPULSO: Magazine of Capio Fundación Jiménez Díaz. Capio HGC: Magazine of Capio Hospital General de Catalunya. Both magazines have provided a reader-friendly and personal way to keep both patients and professionals informed. Public relations Public-relations measures engineered and coordinated by the Marketing Department have supported our professionals as they further their knowledge of new techniques. These events bring together a sizeable number of top-level specialists and help make our staff one of the most professionally advanced. Capio Online During 2011, the on-line employee recruitment channel has been improved within our corporate web platform. Additionally, a new website for each of the new hospitals Hospital Rey Juan Carlos and the New Public Hospital in Collado Villalba was created. The company's active online communication policy was maintained, and all corporate websites were updated so as to provide our patients and clients with useful information featuring specific sections just for them. The Department also provided the Group with searchengine optimization. Such measures have brought the number of visits to our site to over 900,000, producing over 8,800,000 page views. 27

28 4. Serving patients and clients Department of Marketing and Internal Communications Total visits Total page views 9,129,594 1,131,464 1,956,354 1,806,247 1,731, , , , , , , , Patient Help Center and patient satisfaction Together with the Patient Help Center, measures have been put in place to establish ongoing anonymous satisfaction surveys for our new patients in partnership with FBA Consulting, an independent organization. In 2011, over 60,000 surveys were completed under the Satisfaction Improvement Program that was begun in

29 4. Serving patients and clients Electromedical equipment Optimal control and management of our medical equipment allows us to offer our professionals the most advanced technology in the industry. In order to optimize diagnostic and therapeutic capabilities, our electromedical equipment and advanced technology is renovated constantly. With an average age of 5 years, the technological equipment that is at the disposal of Capio Sanidad includes: Technology MRI Multi-slice CT scanner Radiotherapy multi-slice CT scanner Digital hemodynamics equipment Digital cardiovascular equipment Digital mammography system Digital remote control x-ray system Lithotripsy Gammacamera Linear accelerators Cobalt-therapy units Radiation therapy planning Brachytherapy PET - CT No. of machines TOTAL 67 By carrying out global management of all our centers, use of equipment is kept at optimal levels, thus helping make Capio Sanidad a leader in the field of electronic equipment. The Electronic Equipment and Advanced Technology Department gives us the ability to raise the bar on quality in terms of the management of our equipment. The finest equipment leading to the best in care. 29

30 4. Serving patients and clients Equipment Department Electromedical equipment 2011 Investment and renovation No. of machines Electromedical equipment plan for new centers Technology audits in all centers 3.0 T MRI Linear accelerator Magnetic resonance Digital cardiovascular equipment Gammacamera (SPECT/CT) Digital mammography system PET-CT CT scan Digital remote control x-ray system Ultrasound systems Da Vinci robotic surgery Development and institution of purchasing policies TOTAL 52 Improvements have been made in the management, introduction, and renovation of high-technology equipment, thus allowing for total management of all Group hospitals. 30

31 5 Committed to our community Capio Sanidad tu salud en buenas manos

32 5. Committed to our community The Universal Right to Health is a part of the Universal Declaration of Human Rights and also the International Covenant on Economic, Social, and Cultural Rights. These documents require companies to foster an atmosphere of non-discrimination regarding access to health-related goods and services, especially for society's most vulnerable groups. Also, enterprises must provide education and access to relevant information on health and illness-prevention methods to the communities living around us. In 2011, two primary social concerns have received the greatest attention from the company. The disinterested service to disadvantaged peoples of the world rendered by the company's centers as well as its care and non-care employees has been evident. Capio Sanidad encourages its staff to participate in company-sponsored volunteer programs helping a number of organizations involved in African health development. Additionally, African patients are treated in Spain in our hospitals. Also, awareness of the environment has been strengthened at all levels within the company, as shown below. The following is a list of the activities undertaken together with other organizations, institutions, social associations, and NGOs in relation with health and human development, training and knowledge management, local health-care development in lessadvantaged areas, efficient management of resources, and commitment to environmental management. Capio Sanidad is aware of the need to make a positive contribution to its surroundings, to the health-care sector, and to sustainable development. For this reason, Capio Sanidad has put in motion a program for the efficient management of resources and social concerns. 33

33 5. Committed to our community Social initiatives: Our staff and our centers have both taken an active role in a number of initiatives. These include designing and organizing exhibitions in the Group's hospitals which showcase non-profit projects geared toward increasing awareness of the need for professional health care in Africa. Capio Sanidad's commitment to providing quality health care wherever it may be needed has led the company to offer complete treatment to 7 patients from Burkina Faso (Hospital Saint Camille, Ouagadugú) and 8 patients from Cameroon (Hospital Saint Martin de Porres, Yaundé). These patients, who could not have received proper care for their conditions in their countries of origin, were treated in Capio Clínica Albacete and Capio Fundación Jiménez Díaz in Madrid. In 2011, three African health-care professionals received training in the Group's centers in Spain, where they performed rotations in services such as gynecology, anesthesia, or nursing. 34

34 5. Committed to our community Green initiatives: Capio Sanidad undertakes green initiatives in its management of health-care centers. As an example, an environmental-management program has been put in place in various centers so that it may be rolled out progressively. As a first step, a diagnosis of environmental concerns in each center is performed, allowing the organization to establish a starting point for both the hospital or clinic and its staff. This year, both the Capio Fundación Jiménez Díaz and Capio Hospital General de Catalunya have undergone environmental diagnoses. Acute-care centers: Hospital Tres Culturas Clínica Albacete Clínica Alcázar de San Juan Clínica Ciudad Real Hospital General de Catalunya Clínica Virgen de Guadalupe Clínica Clideba Hospital Santa Justa Hospital Infanta Elena Clínica Alcalá de Henares Hospital Sur Fundación Jiménez Díaz Socio-healthcare centers: Residencia Alcabala Residencia La Manchuela CADP La Chopera Residencia Dulcinea In addition, a tool for the oversight of legal matters concerning the environment has been implemented in a number of Capio Sanidad centers, including 12 medical centers and 4 socio-healthcare centers. 35

35 5. Committed to our community This tool facilitates knowledge sharing on the applicable legal aspects concerning environmental matters within each center. Also, a follow-up program is put in place to oversee the fulfillment of these requirements. This system has been instituted in all the Capio Sanidad centers thanks to the work of multidisciplinary teams charged with the management of these matters. Capio Sanidad has made good on its commitment to sustainable development in its centers and has launched a project for environmental-management systems based on the regulations set forth in UNE-EN- ISO 14001:2004. The awareness of environmental issues shown by both company staff and the centers themselves has made it possible to gradually implement green-management systems. In 2011, the certification previously awarded to the Hospital Infanta Elena for Environmental Management under the regulations set forth in UNE-EN-ISO 14001:2004 was successfully renewed. In addition, the environmental-management system was successfully implemented in the following centers: Capio Hospital General de Catalunya Capio Clínica Alcalá de Henares Capio Fundación Jiménez Díaz Energy consumption has received special attention by the company. In 2011, the Hospital Infanta Elena was certified under the regulations of UNE-EN 16001:2010 for Energy Management. Thanks to this initiative, the following reductions in resources consumed since 2010 have been registered: Electricity consumption (kwh): % Natural-gas consumption (kwh): % 3 Water consumption (m ): % 36

36 5 Research and teaching Capio Sanidad tu salud en buenas manos

37 5. Research and teaching Research With the goal of promoting excellence in research and scientific and technological knowledge, the Office of the Assistant Director of Research was created in late This post is charged with designing and implementing a new Operational Strategy Model for research within the Group and also increasing efficiency by unifying processes and resources. Along these lines, a timeline has been drafted in four phases to be executed in the coming years: Phase I: Analyze and define strategy. Phase II: Define operational characteristics for the new strategy model. Phase III: Implement the strategy and operational model. Phase IV: Follow-up and oversee the models implemented. This ambitious project was designed to uniformly and coherently apply research policies in all of the Group's centers located throughout the country. Institute of Biomedical Research- Fundación Jiménez Díaz Created in 2009 by means of an agreement between the Universidad Autónoma de Madrid and the Fundación Jiménez-Díaz, the Institute was formally accredited in 2010 by the Ministry of Science and Innovation. Some of the founding objectives of the Institute are as follows: Promote quality biomedical research. Search for and administer sufficient financing for new projects. Forge collaboration agreements with universities, public or private institutions, and enterprises in order to put research programs in motion. Support professional training for all research staff, i.e., researchers, clinicians, and support staff. All of the aforementioned is done with the primary goal in mind of transferring the results of research and facilitating the enrichment of clinical care. Teaching We at Capio Sanidad have made a firm commitment to teaching. We do so by educating both our staff, whose individual development and level of expertise benefit, as well as by collaborating with educational bodies in training future health-care professionals. In particular, there has been close collaboration with universities and secondary schools thanks to agreements in place to provide students with hands-on training. Also, new specialties have been certified to provide appropriate education for medical specialists. With the goal in mind of promoting the Group's teaching policies, in 2011 there has been a re-structuring of the Corporate Office of Human Resources, which has been renamed the Corporate Office of Human Resources, Teaching, and Research. Under this re-organization, the Office of the Assistant Director of Teaching was created to develop and coordinate teaching and training policies according to a series of common initiatives based on the excellent work done to date. Without a doubt, the most noteworthy event in 2011 was the certification of the Hospital Infanta Elena in Valdemoro as a university hospital, a distinction granted by the Agencia Laín Entralgo for Health-Care Training, Research, and Studies in the Madrid Region. Thanks to this achievement, a collaboration agreement was reached with the Universidad Francisco de Vitoria to teach the university's medical and health-sciences students. 39

38 5. Research and teaching Also in 2011, the Hospital Universitario Infanta Elena was officially certified to train specialists in pediatrics and its associated sub-specialties. It must also be mentioned here that Capio Hospital Universitari Sagrat Cor in Barcelona has joined the Group. Itself a university-affiliated institution, this hospital trains doctors in 7 specialties. Learning opportunities Capio Sanidad has consolidated its offering of courses, which consists of the following: Four university hospitals: Capio Fundación Jiménez Díaz in Madrid, affiliated with the Universidad Autónoma de Madrid. Capio Hospital Universitari Sagrat Cor in Barcelona, affiliated with the Universidad de Barcelona. The Hospital Universitiario Infanta Elena in Valdemoro, affiliated with the Universidad Francisco de Vitoria. Capio Hospital General de Catalunya in San Cugat del Vallés. A University School of Nursing, the EUE at Capio Fundación Jiménez Díaz, affiliated with the Universidad Autónoma de Madrid. In 2012, a total of 77 accredited positions were offered 67 in medicine, 5 in pharmacy, 2 in psychiatry, 1 in clinical psychology, and 2 in mental-health nursing. 73 are grouped under their corresponding categories, and 270 belong to different specialties. In addition to this offering, the agreements in place with a number of Spanish public and private universities located throughout the country provide external academic practicums for undergraduate and graduate students. The company also collaborates with various educational centers with which it organizes hands-on training for vocational students. Each year, over 1,000 students benefit from these programs. Continuous training In 2011, continuous training maintained its high level of priority within HR policies in all centers belonging to the Group, benefiting both health-care centers and sociohealthcare centers. This program trained nearly 5,000 participants who participated in over 14,600 study hours. Over 500,000 was invested in these initiatives. Capio Fundación Jiménez Díaz Capio Hospital General de Catalunya Capio Hospital Sur Hospital Universitario Infanta Elena Capio Hospital Tres Culturas Capio Clínica Albacete Capio Clideba Capio Clínica Ciudad Real Capio Clínica Virgen de Guadalupe Capio Hospital Santa Justa Capio Hospital Alcázar Capio Clínica Alcalá Capio Clínica Talavera Residencia Paseo de la Cuba CADIG Crisol Capio Residencia Dulcinea CPDP Guadiana II Capio Residencia Alcabala Residencia Vasco Núñez de Balboa CADP La Chopera Capio Residencia La Manchuela Residencia El Jardín CENTER Total for health-care centers Residencia Personas con Discapacidad Abengibre Residencia San Clemente Total for socio-healthcare centers Capio Servicios NO. OF PARTICIPANTS 1, , NO. OF HOURS 6, , , Total 4,841 14,628 40

39 6 Looking to the future Capio Sanidad tu salud en buenas manos

40 6. Looking to the future New projects for Capio Sanidad in include constructing, equipping, and managing three new health-care centers. Of those belonging to the public health-care system are the Hospital Rey Juan Carlos in Móstoles and the New Public Hospital in Collado Villalba, which began construction in Also, Capio Clínica Coreysa in Ciudad Real was recently acquired by the company so that it could be renovated in its entirety. Opened on March 22, The hospital provides health-care coverage to some 200,000 inhabitants residing in Móstoles and in its 17 nearly municipalities: Pelayos de la Presa, Navalcarnero, Aldea del Fresno, Cadalso de los Vidrios, San Martín de Valdeiglesias, Villa del Prado, Navas del Rey, Villaviciosa de Odón, Villamantilla, Cenicientos, Rozas de Puerto Real, Sevilla la Nueva, Villamanta, Villanueva de Perales, Chapinería, Colmenar del Arroyo, and El Álamo. The Hospital Rey Juan Carlos showcases the most advanced equipment in robotic surgery, such as the DaVinci Robot and state-of-the-art technology for cancer detection using PET/CT imaging. This new hospital, built with an investment topping million euros and spanning over 65,000 square meters of floor space, is capable of treating more than 95 percent of all pathologies. 43

41 6. Looking to the future Capio Clínica Coreysa Located in Ciudad Real, this clinic will benefit the health of the area's residents and will feature such general services as: histopathology, radiodiagnostics, outpatient consultations, rehabilitation and physiotherapy, a chemotherapy room, an OR and inpatient ward, and a 24-hour emergency department. The hospital will provide care for nearly 113,000 citizens residing in Collado Villalba, Alpedrete, Becerril de la Sierra, Cercedilla, Collado Mediano, Moralzarzal, and Navacerrada. This new hospital features the very latest in technology, a wide offering of services, and professionals who are highly trained in new information technologies and will be able to share in real-time the electronic medical records of their patients. 2 With 55,600 m of space, the hospital will contain 140 individual rooms, 12 neonatology stations, and 85 emergency bays. 44