D CUIABÁ UNIME R E P O R T S U S T A I N A B I L I T Y

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1 REPORT SUSTAINABILITY UNIMED CUIABÁ 211

2 Synergy noun 1 physiology associated action of two or more organs, systems, anatomical or biological elements, resulting in the execution of a movement or performance of an organic yner gy function 2 simultaneous action or effort, cooperation, cohesion, associated work or operation 3 economy joint action by companies in order to obtain a better performance than that shown separately 4 chemistry and farmacology increase the effect or potentiation of the action of one or more chemicals or by the association of different pharmacological active principles 5 gys.f. (184 cf. CompPat) sociology cohesion of the members of a group or community towards a common goal Free translation of the Houaiss Dictionary's definition Editora Objetiva

3 4.8 Institutional Statements Mission To promote unabridged health with excellence and environmental responsability, valuing customers, members and employees. Vision To be a reference in health care. Sustainability is a set of attitudes, actions and Values 1 Commitment to the cooperativist principles; Sustainability projects that promote balance between the economy, the society and the environment. Unimed Cuiabá has definitely been built on this concept. In all aspects, today, the Cooperative works from the perspective that it is fundamental to the existence of a singular strong community, to have appreciated cooperativists and employees, satisfied customers and preserved nature Respect to the human being, the laws and Nature; 3 Commitment to ethics and transperancy; 4 Valorization of members, customers and employees; 5 Excellence in service; 6 Commitment to social responsability actions. Quality Policy The constant search for improvement aimed at the satisfaction of all publics with Unimed Cuiabá which relates to: members, employees, customers and the community Objectives To contribute to the quality of life of people, including future generations. To contribute to environmental preservation, from the management of impacts caused by our business; To select, follow and avaluate the social responsability programs, lined in the qualification and profissionalization of people with the objective of promoting changes that contribute to the social, economical, continuous and sustainable development of the counties in our scope area; To advance actions that promote quality of life to the internal public of the Cooperative (members and employees) with the objective of looking for the welfare of the same in all levels. Ethical and transparent relationships with our publics and, that way, ensuring the perennial of our business. Revised and updated in 12/21. Organizational Values Primacy of Ethics The ethical principles form the basis that supports Unimed Cuiabá s relationships with each and every person or with a public or private institution, impacted by the Cooperative. Cooperative Member s Satisfaction The work of the cooperative member, understood as the principle for the existence of Unimed Cuiabá, is the reason for the work of collaborators and the provision of services to clients in a current of quality. The Cooperative operates so as to value and offer the members it represents an institution based on obtaining the best results and able to provide attention, decent working conditions and remuneration.

4 211 6 Appreciation of Members The Cooperative s ultimate goal is to value the members by treating them in a fair, dignified and equal fashion with regard to their individual integrity, competence development, remuneration compatible with their responsibilities and personal qualifications. Unimed Cuiabá promotes diversity and under no circumstance does it tolerate discrimination. Commitment to Clients The quality of services provided and products offered, total attention to the demands requested and appreciation of all information given define the standard of excellence that Unimed Cuiabá strives to achieve in order to support the focus of its operation, which is health preservation. We show our clients an honest relationship and offer effective and accessible solutions. Integrity Unimed Cuiabá seeks to identify and fulfill their strategic suppliers and partners reciprocal and legitimate interests. The relationship with these individuals is based on professionalism, cordiality, integrity and loyalty. Social Responsibility Unimed Cuiabá understands the Corporate Social Responsibility as a way to manage its operations and it does that in a sustainable way, keeping in mind economic, social and environmental aspects in order to always reconcile the interests of the many individuals involved, thus obtaining an enduring business. Our Commitments

5 Cooperativism Principles 4.8 8th Objectives of the Millennium 1st Free and Voluntary Adhesion The medical professional is free to become a member or to cease to be. There is no discrimination towards sex, race, religion or politics. The admission of the members is done through process, in which is considered mainly the technical aspect. United Nations Organization in 2 when 189 countries, among them Brazil, fixed objectives, considered as priorities to be accomplished Also between the commitments adopted by Unimed Cuiabá there are SO5 the Eight Objectives of the Millennium, estabileshed by the UNO until nd Democratic Management All the members have the right to vote, to be voted on or to express one s opinions. In the assemblies, and through one s representative councils, one participates in the decisions making and policies formulation NATIONAL PACT FOR THE ERRADICATION OF SLAVE LABOR IN BRAZIL Understanding that social responsability must be inserted in the chain of values Unimed 3rd Economic Participation of Members All members have shares and receive shares of the cooperative surplus, contibute with equalitarian ammounts, being part of them designed to common property, surplus to the creation of reserves and apportionment of surplus. Cuiabá is also a participant of the National Pact for the Erradication of Slave La bor in Brazil, that has as a misson the implementation of tools for the business sector and the Brazilian society só they do not commercialize products from suppliers that use slave labor. 4th Autonomy and Independence Global Pact The Cooperative has autonomy, independence, and cherishes conditions ensuring control by their members and ensuring Determined to contribute with the sustainable development of the planet Unimed Cuiabá became a participant democracy. of the Global Pact, an iniciative of UNO United Nations Organization that has as an objective to mobilize the international business community to the adoption, in their business practices, fundamental and internationally 5th Education, formation and information values accepted in the human rights, work relationships, enviromental areas and in the combat of corruption, Through the Education Comitee, the Cooperative promotes continuing education courses in specific areas that are of interest to the Cooperative and/or the members. It supports scientific events organized by specialty societies, relationship which are reflected in 1 principles. 1st The business companies must respect and support the internationally proclaimed human rights; and courses that stimulate the integration between the members and development activities not related to medical practice, 2nd make sure they are not accomplices of the abuse of the human rights. such as computer courses, education and training of its members and democratically elected representatives. In addition, 3rd The business companies must support the freedom of association and the effective acknowledgment of the the company informs the importance of cooperation. right to colective negotiation; 4th the elimination of all sorts of compulsory or forced labor; 6th Intercooperation 5th the abolition of all child labor; Unimed Cuiabá actively participates and plays an important role of articulation between the local cooperatives. Further 6th the elimination of descrimination regarding jobs and professions. on it participates of events about the diffusion of cooperativism as a socioeconomic pratice. Likewise, the Cooperative is 7th The business companies must suppot a preventive approach towards environmental challenges; integrated to the federative system of Unimed Brazil and plays an important role of intercooperation with others of the 8th promote iniciatives for environmental awereness; State and Country. 9th encourage the development and diffusion of technologies that do not harm the environment. 7th Concern for Community 1th The business companies must work against corruption in all its forms, including extortion and bribery. The interesses of the community are expressed via actions and projects developeded by PróUnim, Organization created in 24, with the specific purpose of meeting widely the 7th principle of the cooperativism.

6 1.1 Word from the President Sustainability: a matter of character summary ummary Chapter 1 Strategic View 17 Chapter 2 Economic Management 22 Chapter 3 Internal Public 26 Chapter 4 Medical Network 35 Chapter 5 Market 38 Chapter 6 Society 49 Inventory of Emissions of Greenhouse Effect Gas 57 Social Balance Sheet The historical comprehension of the human evolution in the planet should be enough for mankind to live responsibly. Responsibly and period. Responsibly, without adjective restritions, because it cannot be admissible the responsability for sectors, areas in life only. The man as a being must be responsible. Every generation disposes of an economic, social and enviromental legacy to build its mark of creativity, comprehension and work. Every generation has an inheritance and its experience in this planet should make the planet better, or at least, not make it worse. For the business intitutions or not, public and private, that are the fruit of the organization of men that have gathered together with specific goals and interests, it is worth the same principles. There is no merit in success, growing or enrichment without restraint in the lagacy that is avaiable for the next generations. Even if our resources were infinite, the man, responsible being, and the intitutions he constitutes should compromise with the maintanance of what he explores for his own survival and welfare. A matter of character. But then the resources are finite so it is a matter of character and the survival of the planet. Unimed Cuiabá believes in the good character of the human being and understands sustainability as a principle of relationship between men, a relationship between generations and, above that, a relationship with God. Nature can be perfectly maintained if the man is good and responsible, inclusive with the planet. Doctor João Bosco de Almeida Duarte Every generation has an inheritance and its experience in this planet should make the planet better,

7 Administrative Council 1.2 Word from the Executive Director and Vicepresident of PróUnim Challenges and Oportunities President João Bosco de Almeida Duarte The publication of this Sustainability Report is another step accomplished, that makes us proud and also makes us responsible for new challenges. From the initial effort of few, we, today, contemplate the crescent adhesion of people who are commited to the cooperation for a planet in balance and a healthier society, in all the ways. It is an unmistakable demonstration of the central line that guides the evolution of the Cooperative, positioned without fears in the market and that is also known for its transparency, gravity, honesty and, above all, its strategic vision. In 211, Unimed Cuiabá made real the most important project of the Cooperative for the last years, with the construction of the Unimed Fácil service. The deliberation for the investment with its own resources was made in a general assembly of members in 29 and it represented the most important break of paradgim redirecting the possibilities of growth for the Cooperative. The adoption of its own resources served, preminarily, the need of repositioning itself in the market, with the main goal of shielding Unimed Cuiabá against possible incursions by foreign competitors attracted by the potential of Mato Grosso and Cuiabá. The problem transformed itself in a business oportunity when the Cooperative identified an emerging market niche not yet comtemplated by the health care plans avaiable. In 28, Unimed Cuiabá launched Unimed Fácil, more accessible, destined to the social classes C and D that started aspiring for a health care plan as a dream just less desirable than a house. The plan was launched and was immediately a success of sales and rentability. The challenge then renews itself with the perspective of the implamantation of its own physical structure that promises the high standard of service estabileshed by Unimed Cuiabá. Another external fact that calls for a gigantic administrative effort is about the normatives demanded by the National Health Agency with the objective of regulating the sector. It occurs through resolutions most untimely ones and the National Health Agency amplifies the list of cover for contracts that already exist, which results in a great impact on costs without the correspondent autorization for the reajustments in the plans. This causes a force that increases terribly the claim rate, generating an unbalance between revenue and expenses. Controls costs, enlarge the sales, without compromising the service and maintain the claim rate in an aceptable margin are articulated points that will keep the rentability of the plan and the satisfaction of the clients and members. Paulo Brustolin From the initial effort of few, we, today, contemplate the crescent adhesion of people who are commited to the cooperation for a planet in balance and a healthier society, in all the ways. VicePresident Rubens Carlos de Oliveira Júnior Financial Director Douglas Alberto de Arruda Gomes Diretor Secretary Kátia Gomes Bezerra de Oliveira Diretor Secretary Renato de Melo Executive Director paulo brustolin Council Tax Antônio Carlos de Carvalho Reiners Erleno Pereira de Aquino NEWtoN Flávio Fernandes Tafuri Technical Committee Augusto C. R. Oliveira Gilson Márcio da Costa Jazon Baracat de Lima Osvânio Salomão Pimenta Salim Joandat Salim Salvino Teodoro Ribeiro Education Committee Elton Hugo Maia Teixeira Fábio Liberali Weissheimer Lilian Sanches L. Moraes Professional Defense and Cooperativism Committee Ademir C. Pereira Miguel Angel Claros Paz Vivaldo Naves de Oliveira

8 About Unimed System Unimed is the largest cooperative experience in healthcare worldwide and it is also the largest medical assistance network in Brazil, covering 83% of the national territory. The System started with the foundation of Unimed Santos (SP) by Dr. Edmundo Castilho, back in 1967, and nowadays it consists of 37 medical cooperatives that serve over 18 million people all over the country. Unimed s clients have over 19, physicians, 3,29 accredited hospitals, as well as emergency services, laboratories, ambulances and Unimed s own hospitals so that the quality of services pro vided such as medical and hospital assistance and complementary diagnosis is ensured. In addition to accounting for 38% of the national health insurance market, Unimed is constantly remembered by Brazilians. According to a national survey carried out by Instituto Datafolha, Unimed has been the Top of Mind health insurance brand for the 18th consecutive year. It was also awarded, for the 1th consecutive year, for being the most reliable health insurance company, as stated by Brazilians in the Reliable Brands survey. An XRay of the System 38% market share (Datafolha Survey 211) in the national health insurance market. 37 cooperatives covering 83% of the national territory 4,623 districts; Over 19, affiliated physicans; In 21, the revenue of all cooperatives amounted to R$ 26.5 billion; R$ 1.15 billion in internal (collaborators and cooperative members) and external investments (incentive to the local market and community), according to the 21 Consolidated Balance Sheet of Unimed System. 1 of its own hospitals and 3,29 accredited hospitals, out of the 4,616 private hospitals of a total of 6,81 hospitals in Brazil; 178 of its own emergency services, 95 laboratories and 38 diagnosis centers; Availability of 6,854 of its own hospital beds and 12, accredited hospital beds; 62, direct jobs (according to the 21 Consolidated Balance Sheet of Unimed System) and 184, indirect jobs; BrandFinance consultancy company has verified the brand value of Unimed: R$ 3.22 billion. According to the company s ranking, Unimed is the 29th most valuable brand in the country. Unimed has been the Top of Mind Health Insurance brand for 18 consecutive years, according to a national survey carried out by Instituto Datafolha; In 211, for the 1th consecutive time, Unimed was considered the most reliable health insurance company by the Reliable Brands Survey, carried out by Revista Seleções/Ibope Inteligência. Unimed is considered one of the most prestigious companies in healthcare, according to research done by Grupo Troiano for the Época Negócios magazine, in the 28, 29, 21 and 211 issues. Source: Unimed do Brasil. sustainability report Cooperative s Profile Unimed Cuiabá was founded in 1975 and the development of the Cooperative over more than three decades has provided its national reference status in the Unimed system. Locally, it is the largest company in this field. With over 188, clients, Unimed Cuiabá has more than 125 affiliated physicians and a large accredited network. Among laboratories, clinics and hospitals, there are over 2 services to provide high quality assistance.

9 Diamantino Nova Brasilândia Paranatinga Nobres Jangada Várzea Grande Alto Paraguai Rosário Oeste Acorizal Nossa Senhora do Livramento Poconé Chapada dos Guimarães Cuiabá Barão de Melgaço Santo Antônio do Leverger Campo Verde Planalto da Serra Primavera do Leste An XRay of Unimed Cuiabá Ensures work and remuneration for more than 125 affiliated physicians Serves over 188, of its own clients in addition to other Unimed units in Cuiabá. Employs over 8 people in addition to creating 5 indirect jobs Information about This Report For the first year, Unimed Cuiabá has published its Sustainability Report following the Glo Report, level C, shows a gradual evolution in the Choosing the GRI Standard Sustainability bal Reporting Initiative (GRI) s standards. This way it is elaborated and presented. There was not report covers the period of January 1st to December 31st 211, and it is now done annually. this report is selfdeclared. enough time for an external audit which is why By publishing this report, the Cooperative The information provided in the report concerns the operations of Unimed Cuiabá and PróU has taken an important step towards sustainable development. Providing transparent information nim its Social Action Program, a Civil Society and reporting to their target audiences related to Organization of Public Interest (OSCIP) founded the economic, social and environmental aspects and maintained by the cooperative and some partners who receive private social investment. There assessed in 211 is the main way to share experience and develop responsible relationships. are no relevant estimates or projections as for the For the materiality test of this report, the following stakeholders have been consulted coope The GRI indicators are registered in the pages scope laid out in GRI s guidelines. rative members, collaborators, clients, suppliers, according to each subject. For any clarifications, service providers, community and the society. check the GRI table. The process of doing this report involved several collaborators from different areas of the co is also available at: In addition to the printed version, this report operative. It s noticeable that the sustainability is Should there be any doubts, complaints and suggestions, please send them to being rooted in the organizational culture. There is a wide and deep understanding of the importance of this report as an excellent tool for strate unimedcuiaba.com.br or call (65) gic management. chapter 1 strategic view

10 Corporate governance: Collective participation is a strategic characteristic Unimed Cuiabá is a cooperative medical system and a healthcare company. It is in a capitalist of its main management tools. The event is held Unimed Cuiabá uses Strategic Planning as one market, but it is based on the work and principles annually with the participation of all elective bodies and administrative leadership departments, of cooperativism, which has solidarity and democracy as main characteristics. They are the philosophic basis for its governance, which distingui managers and coordinators. Strategic Planning which include the executive board, supervisors, shes it from its capitalist market competitors. takes into account the administration of the Cooperative, the Healthcare Company and the ser Every three years, the 1,226 physicians who are cooperative members appoint the directive staff of the organization consisting of the following Drugstores, Distributor of Medicine and Vacciviceproviding units: Physical Therapy, Clinics, elective bodies: Administrative Board, with five nes. members, Technical Committee, with six members, Education Committee and Cooperative De and collectively reviewed, in order to follow up During the fiscal year, Planning is periodically fense Committee, with three members each. the implementation of proposed actions and reestablish goals. With over 827 collaborators, this In the Administrative Board, made up of the president, vicepresident, finance director, secretary director and marketing director; in the cisionmaking process and harmony in the imple management model ensures democracy in the de Technical Committee, Education Committee mentation process. It is a model that has review and Cooperative Defense Committee reelection mechanisms to always adapt to the requirements is allowed every three years only; renewing two of Unimed Cuiabá and to its fast growth rate. thirds is statutory. The Audit Committee, made up of three head physicians and three alternate physicians, has an annual election following the same guideline to renew its members. The most important body in the Cooperative s organizational chart is the General Meeting of the Cooperative Members, held occasionally for the approval of the Annual Balance Sheet and Profit and Loss Accounts and the submission of statutory reformulation proposals. decisions regarding collective interest are made during extraordinary meetings. 2.3 Organization Chart Technical Commission C.D.C. Education Committee Secretary Director Financial Administrative Superintendent Financial Director Variable Costs Superintendent General Meeting President Board of Directors Executive Director Social Responsibility Tax Council Vice President Market Superintendent Market Director Drugs Manager Drugs Board Ombudsman Unimed Fácil Physiotherapy NSO Unimed Mais

11 Project Management Office: Excellence in providing services In 211, the project management office started big projects that will bring significant changes to the Cooperative. One of them is the start of the construction works of the Unimed Fácil Emergency Service Unit, the first medical construction owned by Unimed Cuiabá, designed to improve the quality and promptness for appointments and tests as well as for the emergency services. A system to control risk classification will be implemented in this unit, based on the worldwide renowned protocol called Manchester System for Risk Classification. Once finished, this project will have over 3,1 square meters of constructed area. Unimed Fácil s clients will be provided with an extensive area of image treatments, equipped with stateofthe art technology, such as digital Xray machines, ultrasound and computed tomography. The construction of an area for the treatment of wounds, diabetic foot and another special area for rheumatological treatments through infusions is also included in this project. Headquarters Another project started in 211 was the extension and the restructuring of the Cooperative s headquarters layout so as to improve service for Unimed s internal and external clients. Included in this project were the extension of 69 square meters and the remodeling of 25 square meters on the unit s ground floor. Most of the client service departments were transferred to this floor in order to optimize the work process flow. Some other changes for the first and second floors were also designed to allocate the other departments to optimize the working flow of the Cooperative and the quality of the collaborators work. A special space was created for the Service Providers, as a way to be the only and exclusive channel for demands and solutions to regarding these individuals. The areas remodeled show significant changes. Office dividers were substituted with dry wall, making use of a lot of glass, providing better visibility among every working department. Drugstores There were also projects in progress at Drugstores in CPA and Jardim Cuiabá. Unimed Drugstore in CPA had an extension of 28 square meters and the one in Jardim Cuiabá was remodeled to better serve the customers, increasing the quantity of cosmetics and dermatological products. Vault Rack Another important investment made by Unimed Cuiabá was the Information Technology project called Vault Rack. There was the need to maintain high availability of the Cooperative s services due to failed attempts to establish a link with a supplier from Brasilia, DF. This project dramatically reduces downtime in case of major incidents, increasing accessibility of services available on the web for clients, cooperative members and collaborators. The redundant Datacenter is close to Unimed Cuiabá s headquarters, which maintains high security level as per standards by ABNT (Brazilian Association of Technical Standards). This project adds value due to: 1.High availability of services provided via WEB to Clients, Cooperative and Accredited Members; SO3 HR3 HR6 HR8 HR6 2.Increasing Unimed Cuiabá s credibility; 6.Cost reduction for the links; 3.Possibility of link maintenance during working 7.Largescale expansion capacity; hours, with no WEB downtime; 8.Better performance, higher availability and more 4.Oracle Database Redundancy; security; 5.Redundancy of systems serving the Drugstores; 9. Technology to follow market evolutions. Professional Code of Conduct In 29, Unimed Cuiabá decided to launch its Conduct was launched in an event and with training of the members. Every one of them received Professional Code of Conduct. Even after research in several business companies of the Unimed a copy of the Professional Code of Conduct and system and a participative process of members signed terms of acknowledgment of its content. with critics and suggestions the code was not The Code has directives that guide the daytoday launched. In 21, Unimed Cuiabá opted to adhere the Codeof Conduct of the Unimed System. In universe of Unimed. Get to know the code of Uni of the people that are, direct or indirectly, in the 211, the Cooperative contributed to the construction of the same with critics and suggestions. med/flipbook/unimed_brasil/codigo_de_condu med Cuiabá at In the same year, the Professional Code of ta/. Socioenvironmental Responsability Policies The Socioenvironmental Responsability Policies of Unimed Cuiabá was launched publicly in 29. The whole society can follow and charge the planned actions for medium and long term. Considered as a plataform of the objectives and goals tics is annually revised. In 211, the update showed that 7% of the directives, established to be implemented during the next 1 years, have already been achieved. Get to know the Socioenvironmental Responsability Politics of Unimed Cuiabá that the Cooperative proposes to implement the at document has 47 directives, divided in 7 themes. The Socioenvironmental Resposability Poliarquivos/JUL_PROUNIM_LIVRO_PROUNIM. pdf.

12 EC1 Net earnings Unimed Cuiabá closed the year of 211 with expressive results. The company exceeded estimates of growth of net earnings even in front of the unstable economic scenario and the constant changes of the legislation that rules the supplementary health care market. RECEITA LÍQUIDA MILHARES Crescimento de 235,28% EC1 EC2 Claim rate Despite the constant alterations in the legislation of the sector and the intensification of weather changes, Unimed Cuiabá is able to maintain actuarial consistency of the portfolio, as well as the elevated level of operational control that the company uses in its management of costs the claim rate stabilized, which demonstrates the % SINISTRALIDADE 9,% 87,64% 86,14% 8,% 84,79% 83,6% 82,6% 84,46% 84,58% 85,18% 85,21% 7,% 6,% 5,% Chapter 2 Economic Management

13 EC1 Administrative Expenses EC1 Reservations The variation of administrative expenses is following the growth of the company, keeping stabilized in the last years EVOLUÇÃO DESPESAS OPERACIONAIS** The Legal Reservation and the Rates (Educational Technic Assistance and Social Reservation) are constituted according to what is established in RESERVAS the Cooperativist Legislation (Law 5764/71) and their growth is proportional to the growth of the company. MILHARES 14,% 12,% 1,% 8,% 6,% 4,% 2,%,% 1,5% 9,79% 9,59% 9,47% 1,8% 1,8% 11,64% 11,22% 11,9% LEGAL RATES TOTAL RESERVAS EC1 Provisions Unimed Cuiabá fully answers the laws of the to the legally accepted accounting practices. This sector in meeting the requirements of technical care transmits more safety to the market that can provisions, as well as the principle of prudence. see the gravity and transparency adopted in the It also provides its passive contingents, according management of the company. PROVISÕES MILHARES MILHARES EC1 Exercise Results Unimed Cuiabá has shown satisfactory results in the last eight years, adding revenue to their members and, thus, contributing to the regional economy. RESULTADO DO EXERCÍCIO 16. Crescimento de 297,78%

14 Members A member only exists because a group of professionals have gathered together to form it. Based on this and on the principles of cooperativism, Unimed Cuiabá offers the earned and ne cessary payback to the members, responsible for the service for its clients. Dedication, professionalism and integrity are evident characteristics of every member Courses and Training Programs In 211, through the Education Comitee, it 5.ALSO Course (Advanced Life Support in was offered to the members the following courses Obstetrics); and lectures: 6.ACLS Course (Advanced Cardiologic Life 1.Post Graduation in Intensive Medicine; Support ); 2.Post Graduation of Health Auditing; 7.Surgical Treatment of Pulmonary Embolism 3.Income tax Lecture; and Surgical Treatment in ICC; 4.English courses; 8.Cooperativism Course. Chapter 3 internal public members EC3 Benefits to the cooporative doctors of Unimed Cuiabá The benefits given to the cooperative doctors by Unimed Cuiabá constitute part of the policies of appreciation of the mentioned professionals. Check the benefits below: Private Social Security The private social security plan was hold in June, 1, 26, by Unimed Insurance, without charge for the members. Nowadays it is deposited monthly for the member the amount of R$ 48.7, insuring their retirement. Active Life Insurance Unimed Cuiabá, with Unimed Insurances, hired the life insurance for the membe. The beneficiaries of the member are entitled to the life insurance in cases of natural or accidental death and indemnity for total or partial disablement due to accident. Besides that, the member also has the funeral insurance, including transport from any part of the country to the city of usual residence of the insured. FAMA Plan Health care plan with national validity for the member and direct descendants: spouses, children, parents, including mother and father inlaw. Uniodonto It was implemented in November, 1, 24, the odontological plan for members and all dependents of the FAMA Plan without charge for the cooperative doctor and national validity granted by Uniodonto.

15 Assistance in case of death of the member In case of death of the cooperative doctor the spouse gets three medical appointments, one beign paid by Unimed. This financial assistance is according to the current value of the appointment. This benefit was approved in general assembly in May, 15, 26. Preferencial Treatment In the Unimed pharmacies the cooperative doctor has preferencial treatment, needing only to use the preferencial treatment password. Besides that, the total of the shoppings can be discounted in production, with negociation of the deadline of the payment. Registration on Congresses Unimed Cuiabá reimburses to the member the registration on congresses and courses in an amount up to R$44,. Shopping in Medicines Distributor Another benefit avaiable for members that have CNPJ (clinics, laboratories or hospitals) is that they can shop in the Medicines Distributor Unimed Cuiabá. The amount can be disconted in production with negociation of the deadline of the payment. Income tax on surplus It was implanted in 24, for the first time, funding in 12 installments, without interest, in the amount of the income tax on surplus. This amount would, normally, be paid in one installment. Annuity of CRMMT For the members with production in the last six months prior to payment, Unimed Cuiabá collects without charge the annuity of CRM MT (Regional Council of Medicine of the State of Mato Grosso). Security and Justice The member has a free legal advice service since October, 1, 26. It works 24 hours for all necessary eventualities, be them doubts, enlightments or emergency legal resources. A benefit that brings more security to the professional in the modern world. Support for Temporary Disability For the members that need to stay away from work due to disability, Unimed Cuiabá pays the medical production in an amount up to R$1.,, according to the average of production in the last six months and can be extended for the same period of time as needed. The payment is done for a period corresponding to twice the period in which the member received benefit Tools for communication with the member The communication policy implemented with a) Electronic collection of news Daily news clippings published in the main vehicles of communi the member as a target seeks to ensure transparency in the actions of the directive staff of the cation of Mato Grosso; Cooperative and access to information that are in b) Electronic Newsletter weekly newsletter with the mass medias about subjects of interest in health, health insurance and market cooperativism. c) Website restricted area for the member; information about the Cooperative; Agility and credibility with the objective of promoting interactivity are the main atributes of the e) Evidence monthly print newspaper, technical d) News of the Cooperative monthly print edition; information destined to the members. characteristics with norms and protocols of procedures registrated in Evidence Based Medicine; In the apparatus that enables the development of this policy, Unimed Cuiabá has the following f) SMS messages sent to generate mobilization. structure: Relationship Events Socialization and celebration of life was the keynote of the events that made up the official calendar of the Cooperative in 211, designed especially for members. Reunions and parties motivated the casual meeting between professional peers who are usually together in stressful situations of everyday life. Birthdays of the Month Monthly, Unimed Cuiabá gathers the members who celebrate their birthdays in that month in a lunch to celebrate health and another year of life. In the event family and guests are invited. End of the year At the end of the year a great ball is thrown to gather members and spouses in a celebration of victories and wishes of a good new year. Doctors beyond Medicine It is a project developed for moments of relaxation of the members and their families, above all to estimulate the integration among the same. In 211, the following courses were done with a total of 284 participants: Photography, Gastronomy and a Wine Course. Unimed Gift In their birthday every member is visited by a representative of Unimed Cuiabá with a gift and a felicitations card signed by the president of the Cooperative. It is the Unimed Gift, one of the projects of great importance for the direct contact with the members.

16 EC1 Evolution of Staff Evolution and the member s CH value Appointment value,6,5,4, ,48,44,44,44,4,42, Distribution of Pickings ,52 21, , , , , , LA1 LA2 LA4 LA6 LA13 LA14 HR5 Program of training for the new secretaries of the Members Implanted in 211. Monthly, the new secretaries enroll themselves, via website, to participate of training, focused in the operational part with the participation of related areas. The objective At the end of 211, Unimed Cuiabá had 827 employees and there were 292 admissions and 122 leaves or dismissals in the period. From this total, 57 are women who occupy 61,33% of leadership positions in the Cooperative. In this period of time, was registered an average difference of R$21.79 between the remunaration of men and women. There are also 82 black people who occupy 8% of leadership positions and there is a difference of R$2.35 between the average remunaration of black and white people. The amount of people with disabilities and / or reduced mobility, at the end of 211, was of 14. The difficulties found in hiring peolple with disabilities are normally that the candidates do not fit the profile, even with the Cooperative offering qualification. In a partnership with the Ministry of Labour some candidates reabilitais to assist in the training of secretaries, as well as standardize the service provided to the customers. ted from INSS were accessed, but most of them related no interest in returning to their jobs, especially because they would have to let go their INSS benefits. Most of the candidates said that their prticipation in the selective processes occurred due to recommendation of the Ministry of Labour, not from their own interest. The selective processes had sequence, including candidates and respecting their limitations in order of inclusion and assertiveness in these processes. Unimed Cuiabá tries not only to hire, but also to keep this professionals in their staff. At the end of the exercise, there were 9 interns and 37 apprentices and 4 of the interns were employed. 1% of the members are covered by collective agreements with unions and 1% of employees are represented in the formal comitees of Health and Safety CIPA Members 211

17 LA13 Index of turnover by age group Below 3 years old Between 3 and 5 years old,8 1,29 Above 5 years old,3 LA13 Index of turnover by sex Men Woman,93 1,19 LA7 Amount Of Injuries, Occupational Diseases, Lost Days, Absenteeism And Death At The Work Place UNITY Head Office Pharmacy I Barão Cooperatives Injuries % 2,87% 6,6% Number of Occupational Diseases 6 1 Average of Lost Days Absenteeism Death 3,84 13,3 3,7% 6,6% LA11 LA12 Development and Training Unimed Cuiabá provides training sessions and seminars aiming at educating, qualifying and having the collaborators committed to preventive actions and risk control. In 211, programs focused on competences were created such as Coaching, shaping leaders based on The 7 Habits of Highly Effective People by Stephen Covey, CLT Labor Legislation for Leaders. All training sessions were developed to enhance the manage capacity of each professional. LA1 Average of training hours a year 92% 8% 18 hours 31 minutes 13 seconds Operational Leadership Pharmacy II CPA 54 7,41% 2 3,7 5,5% Pharmacy III VG 11 9,9% 1 18,18 1,65% Pharmacy IV Coxipó Pharmacy V Jardim Distributor NSO Unimed Mais Phisiotherapy Unimed Fácil Unimed clinics Vaccines ,16% 1,42% 8,82% 25% 5% 13,33 5,5% % % ,3 4,16 2, ,11 % 4% 13,23 1% % % % % % HR4 HR6 Conduct Committee Founded in 211, right after the creation of the Code of Conduct, the Committee is responsible for managing the Code of Conduct and assuring it is understood, managing any manifestations not compliant to the company s principles and values and also for managing the indicators. The Committee consists of seven members from different areas of the cooperative, with operational and managerial functions, and one of the members is appointed by Asfunimed Associação dos Colaboradores da Unimed Cuiabá (Unimed Cuiabá s Collaborators Association), by CIPA and a member is drawn at random among all the collaborators. All meetings are drawn up in a minute. The Committee uses the unimedcuiaba.com.br and Unimed Cuiabá s Ombudsman Service as reporting channels.

18 EC3 LA3 Policy of Benefits for Collaborators For its collaborators, Unimed Cuiabá has an In the education area, the collaborator is provided with a scholarship for undergraduate and internal restaurant available for the people who work at the headquarters and nearby areas. The graduate programs, MBA and qualification and other collaborators receive a meal voucher of specialized courses, ranging from 3% to 5% R$15 a day. The collaborator has a 15minute snack break in the afternoon at no cost. During lunch gymnastics classes three times a week, taught discount rates for monthly fees. There are labor break, collaborators can use the TV and reading by physical therapy and physical education professionals; health insurance plan with subsidies room with beanbag chairs, a quiet room with lounge chairs and footrests, a computer room in ranging from 9% to 65%. Dental care subsidy addition to a library offered by PróUnim. Collaborators also receive day care or babysitter funmily. Furthermore, collaborators also have PPR collaborators pay R$2. for them and their fading for their children aged up to 3 years and 11 Profit Sharing Plan, Private Pension Plan, Group months old, and there is also a bank at Unimed Life Insurance and funeral grant, uniforms provided by the company, flu and H1N1 vaccines paid Cuiabá s headquarters for better convenience and safety. solely by the Cooperative. Chapter 4 medical network Communication, tool for transparency and internal integration In 211, the internal communication, mainly focused on the information flow responsible for the integration among collaborators and the cultural dissemination of administrative concepts and procedures, improved its infrastructure and promptness. With the premise of rationalizing natural resources, the printed newsletter made way for a strong policy of electronic communication and events. The electronic newsletter Muxirum, sent every 2 weeks, was created in order to substitute the printed version reaching better promptness and distribution. Due to high demand, several areas started their own bulletins with a specific editorial line according to the area s objectives. The corporate identity is maintained by the visual line and by the bulletin names they were all named after specific vocabulary used in Cuiaba, also as a way to encourage local culture. On Muxirum, internal success cases, tips for providing good service to clients and important happenings registered by Ombudsman Services are published in every issue. The administrative and human resource management guidelines are published on Muxirum GP, a special bulletin edited by the Human Resources department according to the information needs. important lines of communication with collaborators are the restricted area on the website and the Jornal Mural.

19 The network of service providers associated with Unimed Cuiabá consists of 32 hospitals, 49 laboratories and 131 clinics. Focusing on client service excellence, some projects were developed in 211, such as the Coffee Break with Service Providers, quarterly meetings with the leaders of the serviceproviding areas and other areas directly involved in providing service to clients. The objective is to strengthen relationships and review Unimed Cuiabá s process flows that have great impact on the providers work, and consequently, on the service. There were also in loco visits to providers having the same purpose. EvidenceBased Medicine Unimed Cuiabá has adopted EvidenceBased Medicine as a standard through its Corporate Bylaws. The objective is to have more security when authorizing new technologies. For this standard to work correctly, Jornal Evidência was created in October 28, which has currently 4 editions. Training for New Secretaries Training for recently hired secretaries at the qualifications. Training takes place once a month, providers locations and doctor s offices. The objective totaling 8 hours and secretaries receive a certificate. of the training is to help them have more EC3 LA3 Dados da Operadora Admissions Surgical Procedures Projects for 212 Training for old secretaries Have quarterly training sessions for old secretaries in order to upskill and clarify doubts concerning the service provided, and well as to strengthen the relationship between the Call Center and the service providers secretaries. Training will be given by the leadership area and some Call Center operators. Create a program to honor the Best Provider Create and define criteria to evaluate providers. The objective is to have a service standard as well as to motivate Unimed s providers and partners to achieve it and maintain it. Childbirth Cesarean section Elective Appointments Appointments in ER Chemotherapy/Amount of pacients Chemotherapy/Amount of pacients Xray Computed Tomography Magnetic Resonance EC1 OPME (Orthoses, Protheses and Special Materials) Examinations of Clinical Analysis Examination of Anatomy and Pathology In 211, the costs with OPME amounted to R$ ,. Because of that, some measures to reduce costs were taken, such as the structuring of the OPME area by hiring a consultancy firm to negotiate the purchase of all the materials with the existing suppliers; staff downsizing, defini tion of a standard chart, elimination of individual quotations to increase promptness and rationality of operational processes so as to prevent higher payments. Endoscopy Colonoscopy Ecocardiogram Eletrocardiogram

20 Growth In the last four years, the number of Unimed Cuiabá s clients has increased approximately 36,5%. From 138,68 clients, this number skyrocketed to 188,511 clients. They are distributed over six different types of products (plans) where 5.26% are corporate plan clients, other 32.4% are collective plan clients and other 17.7% are individual/family plan clients. The corporate and collective plans are related to about 7,81 legal entities. In December 211, the healthcare company had 53.87% of female clients and 46.13% of male clients. A new niche market is being explored by the healthcare company, offering the corporate plan local service at a specific network. This plan has a lower cost and during its launch, in December 28 to December 211, it grew eight times more, from 1,794 clients to 16,63 clients. The monthly sales in 211 amounted to R$ 255,., adding 2,434 new clients monthly to their health insurance plans. Unimed Cuiabá s market share in the private sector accounts for about 27% out of the total of clients that have private and selfmanagement health insurance plans in Mato Grosso. The healthcare company has over 1,2 affiliated physicians and it is the largest accredited network in Cuiabá and Várzea Grande. Through exchanging with some Unimed units in different regions, Unimed Cuiabá makes most existing services available. 3.9 Client Service In 211, Client Service received 187,815 calls; 182,191 were answered and 1% of them were dropped by callers. Average time of operation, which consists of the moment when the operator establishes contact up to its conclusion, was 4 minutes and 56 seconds. And 97% of the clients received service in less than 6 seconds. In facetoface service, 35,539 clients were served, and average waiting time was 8 minutes and 31 seconds. 96% of clients provided with facetoface service answered the evaluation survey and 99% of them were positive. SAC Received calls Dropout rate Average time of operation % Chapter 5 market % 29 2% 5`5 5`27 min seg 4`47 min seg min seg

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