MDH Sustainability Report 2011

8/13/2019 MDH Sustainability Report 2011

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World-Class Care Within Your Reach


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About the CoverManila Doctors Hospital is akin to a child skipping on sphericalmanmade stones and moving forward when it comes to itsbeginning efforts towards sustainability. Each step is a calculatedrisk of balancing the preservation of our values and principles, theattainment of our commitments to the provision of world-class,

quality, safe and holistic patient care to our clients, stakeholders,and community and still remaining self-sufcient, socially-responsible and an advocate of the environment.

Cover photo: simplicitypost.com


3/52Manila Doctors Hospital 1

About theHospitalManila Doctors Hospital (MDH) is a premiere private tertiaryhospital operating at 667 United Nations Avenue, Ermita,Manila, Philippines. It was founded in 1956 by a groupof doctors, under the corporate name Manila MedicalServices, Inc. (MMSI) In 1979, Metrobank Foundation, Inc.(MBFI) acquired majority shares of MMSI.

Located along United Nations Avenue in the old businessdistrict of Metro Manila, which is also considered thetourist district of Manila, MDH is a stones throw away fromChinatown. It has entry and exit points on both UnitedNations Avenue and Teodoro M. Kalaw Avenue. Its T.M.Kalaw faade faces the Department of Tourism and theeastern side of Rizal Park.

MDH operates only in the Philippines, but it serves manyinternational clients and plays an active role in promotingmedical tourism in the country.

Vision andMissionIn 1979, Dr. George S.K. Ty, Group Chairman of theMetrobank Group and founder of the MetrobankFoundation, Inc., the parent company of Manila Doctors

Hospital, envisioned MDH to become the leading center ofexcellence and wellness in the Philippines. His vision hadMDH providing world-class holistic, quality, and safe patientcare.

As such, in keeping with its our goal to serve as a healthand wellness center for all Filipino and international clients,MDH adheres to a three-fold mission:

To operate a world-class hospital To undertake training and research programs to

continually improve quality and safe services To pursue corporate social responsibility programs

MDH SocialVision We are a health institution providing holistic care that

exceeds industry standards and that anticipates andresponds to the needs of the patients, their familiesand relevant communities.

Driven by our determination to make healthcareaccessible to the marginalized and the underserved,we consider it our ardent commitment to provideservice that is guided by ethical standards andimprove the healthcare delivery system withpronounced social impact. These establish ManilaDoctors Hospital as a vital partner of the Departmentof Health, local government units and other like-minded institutions in empowering the communitiesand the public we serve to sustain health andwellness.

We are engaged in heightening the consciousnessand the participation of the public in targeted healthand environmental issues in the global community.


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Our Quality PolicyWe at MDH commit ourselves to meet our stakeholdersexpectations by providing:

Excellent performance in all services and authorizedfunctions

Effective and ef cient health services, training, andresearch

Patient-centered personnel, and continuallyimprovement of services so as to achieveexcellence in quality and safe health care

Our Core ValuesMDH abides by these principles in its relationship withinternal and external stakeholders and the public:

Quality Accountability Innovativeness

Social Responsibility Teamwork Professionalism Respect Integrity

Compassion Excellence

Our Corporate Objectives To provide health care services that meet the needs of: Clients or customers

All pertinent statutory and regulatory requirements,and The expectations of MDH top management To conduct training programs that will continually improve

services To conduct researches that will continually improve services To provide competent staff at all times To establish and continually improve the quality management

system To provide corporate social responsibility services programs for

the underprivileged and underserved in the community


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About the Hospital

Vision and Mission MDH Social Vision

Our Corporate Objectives Our Quality Policy Our Core Values

Table of Contents

About the Report: Purpose, Scope, and Limits Global Reporting Initiative Application Level

A Statement from the President

Hospital Prole Metrobank Foundation, Inc. MDH Today MDH in Figures 2011 MDH Clients MDH Figures at Glance The MDH Balanced Scorecard MDH Accreditations & the Quality Management Ofce

Manila Doctors Hospital and Sustainability Reporting Philippine Health Situationer

The Philippine Healthcare System Healthcare Financing in the Philippines Universal Healthcare Opportunities for MDH

Manila Doctors Hospital as a Center of Excellence Health Services Offered

Medical Staff

Medical Training

Awards and Recognition

Enhancements and Milestones

Research and Breakthroughs

Corporate Governance Organizational Chart Renumeration Leadership Conicts of Interest Attributes of the Highest Governance Body Commitments to External Initiatives

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TAB

LE OF C ONTENT S


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Manila Doctors Hospital Organizational Memberships

Stakeholder Engagement The Internal Stakeholders The External Stakeholders

Manila Doctors Hospital Partnerships

Economic Performance Management Approach Economic Impact Employee Compensation and Benets Training Expenditures and Cost Savings

Social Performance Management Approach Social Impact

Service Responsibility Emergency Preparedness Public Health Education Initiatives Doa V. Tytana Memorial Lectures Employees Workforce Training and Career Development Employee Welfare Customers Customer Service Compliance with Public Health Policies Community MDH Social Report Card Hospital Services Medical & Surgical Missions Community Services

Special CSR Projects In Support of the Community Health Program Corporate and Employee Volunteerism

Environmental Performance Management Approach MDH Environment and Waste Management Committee Eco-Friendly Projects Energy Consumption Recyclables Program

Water Consumption Compliance with Environmental Laws and Regulations

Global Reporting Initiative Context Index

Closing Statement

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47 T A B L E O F C O

N T E N T S



Caring. Engaging. Empowering. is MDHs report on sustainability and corporate social responsibility. It covers the year 2011. It is a TypeB report prepared by internal MDH stakeholders through self-declaration using the Global Reporting Initiatives Version 3.0 Guidelines.External assurance will be sought in its future reports. MDH intends to produce a sustainability report every two years.

About the Report: Purpose, Scope,

and Limits

This report is limited to indicators that are relevant to MDHsoperations as a hospital and have measurable outcomes.Other GRI indicators are expected to be added in succeedingsustainability reports. Moreover, in this initial undertaking,MDH has included self-declared indicators not found in theGRI guidelines, as determined by the Manila Doctors HospitalSustainability Reporting Committee (MDH SRC). The saidindicators are used to emphasize salient points and informationspecically generated by health care institutions and centers.

MDH has identied 22 indicators by which its programs aremeasured in the reporting period of January 2011 to December2011. The topics embrace the Hospitals mission, goals, andcore values, which are of interest to both internal and externalstakeholders.

Internal stakeholders provided the largest percentage of inputs.However, a systematic approach to include input from external

stakeholders can be expected in the future, which will allow theHospital to better understand and anticipate their interests andexpectations. The MBFI is mentioned several times in this report,as it is MDHs parent corporation. The Foundation likewiseprovides funds for many of the Hospitals CSR activities.

The MDH SRC was created in February 2010. It is madeup of individuals from different units of the Hospital, as wellas representatives from its parent organization, the MBFI.

Several meetings were convened to discuss theimportance of sustainability reporting and to decide on themateriality of the indicators to be included in the report,as well as the manner of reporting. Existing data on theHospital was gathered by the Committee Members andcollated by the Committee Secretariat.

Upon review of the materials, the SRC reconvened toarrange the storyline and theme of the report. The draftswere then presented to the Senior Management Team andthe Management Committee of the Hospital for commentsand suggestions. The nal paper was completed inNovember 2012.

Clarications regarding this report may be addressed tothe Corporate and Strategic Planning Ofce, ExecutiveOfces, Manila Doctors Hospital at telephone number(632) 524-30-11 local 3772 or by sending an email [email protected].

Report Application Level C+ A B+ A+C

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Management Approach

Disclosures foreach Indicator

Category

Management Approach

Disclosures foreach Indicator

Category

*Sector supplement in nal version

Report on a minimumof 10 Performance

Indicators, including atleast one from each of:Economic, Social and

Environmental.

Report on a minimum of20 Performance Indicators,at least one from each of:Economic, Environmental,

Human Rights, Labor,Society, ProductResponsibilities.

Report on each core G3and Sector Supplement*

Indicator with due regardto the Materiality Principle

by either: a) reportingon the indicator or b)

explaining the reason forits omission.

Report on:1.12.1 - 2.103.1 - 3.8, 3.10 - 3.124.1 - 4.4, 4.14 - 4.15*

Report on all criteria listedfor Level C plus:1.23.9, 3.134.5 - 4.13, 4.16 - 4.17

Same asrequirement for

Level B

G3 ProleDisclosures

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G3 Management ApproachDisclosure O

U T P U T

G3 PerformanceIndicators & Sector

SupplementPerformance

Indicators O U T P U T

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A Statement from the PresidentWe believe that a bright future is achievable if we heal our world today.

As a healthcare facility, Manila Doctors Hospital (MDH) is, like many of its peers, a large consumerof irreplaceable resources. As MDHs primary mission is geared towards treating, healing andmaintaining the well-being of our patients, we are certain that we, as an institution, should alsoplay a part in healing the environment. We believe that now is the best time to tread lightly on ourplanet, as climate change, social reform, and economic depression and recoveries have alreadymade a global impact.

We are very proud of our sustainability efforts. Programs and initiatives on energy and waterconservation have been in place at MDH for several years now, and we have also monitored gasemissions from the machines utilized in daily hospital operations.

We have put in place a recyclables segregation program that engages both employees and

visitors, and the proceeds from the sale of these items to recyclers provide additional funds forthe hospitals corporate social responsibility activities.

MDH promotes the cause of sustainable development to all immediate stakeholders of theHospital, including management, doctors, employees and personnel, patients and their relatives,and even accredited suppliers. It is on the strength of these factors that MDH remains steadfastin its support of sustainable development initiatives.

Our environmental programs were also cascaded to our adoptedcommunity and our partner public elementary schools, to allow them toalso take a proactive role in sustainability. We hope that these effortsbecome a way to engage the Manila community at large, and eventually,our partners in government and non-government institutions.

Our social, economic, and environmental performance is a testament tothe efforts of the dedicated MDH workforce for the patients we serve. Thehospital industry is a competitive business, and the stability of manpoweris crucial in the success of an institution like MDH.

It is in this spirit that we present this report, the culmination of the effortsof the MDH Sustainability Reporting Committee to document and monitorthe efforts of Manila Doctors Hospital for ecological, social, and economicsustainability. This report was written in alignment with the standards of theGlobal Reporting Initiative.

Apart from our pride in reporting all the sustainable efforts MDH hasundertaken over the past year, we embark upon this GRI SustainabilityReport in the hope that we can contribute to the knowledge base of theGRI Guidelines, which has no dedicated guidelines for the reporting ofhospitals.

More importantly, we also hope that by our work in the public andprivate arenas, we can inspire our peers to take the same route towardssustainability and the Filipino youth to aspire for wellness. We only haveone planet. It is our responsibility to make the best of our stay, so thatfuture generations may also enjoy and realize the possibilities in it.

This report will tell you how we work everyday to heal and promote wellnessin our corner of the world. We hope you can join us in this endeavor.

Aniceto M. SobrepeaPresident

Manila Doctors Hospital

MDH promotes thecause of sustainabledevelopment to allimmediate stakeholdersof the Hospital, includingmanagement, doctors,employees and personnel,patients and their relatives,and even accreditedsuppliers.



Hospital Prole

MDH TodayOver the past 55 years, each MDH medical and support department has undertaken continuous development initiatives. Thissecured MDHs reputation in both social and nancial aspects as one of the top ve hospitals in Metro Manila and one of the top-of-mind hospitals in the Manila area.

In terms of administration, MDH has three (3) directorates and nine (9) divisions, which are complemented by 13 accredited residencyand fellowship programs. Annually, an average of at least 140 fellows, residents, and interns are active in MDHs various medicaldepartments for training.

MDH started with a single ve-storey building in 1956. At present, the Hospital has grown into a formidable medical complex madeup of:

The Doa Salustiana Medical Tower I (formerly Medical Arts Center), an eight-storey building housing the clinics of the physicianswho practice in the Hospital;

The ve-storey Doa Salustiana Medical Tower II, which contains additional physicians clinics, ancillary services, and parkingspaces;

The Norberto Ty Medical Tower, a 12-storey building built in 1989 which provided more rooms for patients and more space forancillary and support services;

The ve-storey Ancillary Services Center, completed in 2004, which houses the Industrial Medical Services Department, FinanceDivision, Dormitory and Chapel.

MDH has undertaken a rotating series of major renovations to its facilities from 2009 onwards, starting with the operating, emergency,and delivery rooms. MDH also funded the construction of a state-of-the-art cardiac catheterization laboratory in 2009.

A countrys future rests on its citizenry. The health of a populace is part of the common welfarewhen a nations people areincapacitated by poor health, its productivity is lessened, and its future prospects dim.

This is the reason behind the major investment made by the Metrobank Foundation Inc. (MBFI) in MDH. The controlling interest inMDH has been owned by MBFI since 1979. MBFIs funding and direction empowered MDH to develop and modernize its facilities,

ensuring world-class care within the Filipinos reach. The direction for MDHs corporate and CSR activities has been derived fromthe leadership of Metrobank Group Chairman Dr. George S.K. Ty.



MDH in Figures 2011Beds 300

Total no. of outpatients served 2,513,895

Discharges 20,936

Admissions 20,920

Average Bed Occupancy Rate 73%

Average Length of Stay (in days) 4.62

Surgeries: Major Operations 3,457

Minor Operations 1,744

Childbirths 1,490

No. of Patients in the Cardiovascular Center 2,203

No. of Procedures in the Cardiovascular Center 789

Emergency Room Consultations 28,423

MDH Figures at a GlanceMDH had a gross revenue of Php1.5 billion in 2011. It hasa total capitalization of Php 404 million, amounting to Php697 million in total resources.

In 2011, there were around 21,000 hospital admissionsand more than 2.5 million out-patient clients served by theHospital.

The MDH Balanced Scorecard The MDH Balanced Scorecard (BSC) is a blueprint createdby MDH and all its units. It is used as a guide and referencefor implementation of strategies and tactical objectives,and in monitoring and evaluating the actions taken. It alsofunctions as a performance measurement system, whichlinks strategies to action.

The BSCs of individual units are collated by division andthen are collated to measure the collective MDH BSC.

There is a quarterly reporting of the BSC by division forupdate and monitoring.

Corporate Social Responsibility (CSR), shepherded bythe CSR Department, was added as the fth perspectivein the MDH BSC in 2008. This was done to emphasize,enhance, and eventually institutionalize the Hospitalsmassive CSR programs.

One essential facet of MDH CSR is volunteerism, an activityencouraged and observed from all staff at all levels. MDHsvolunteer efforts have been institutionalized and supportedby the hospital administration via the MDH Purple HeartsClub.

MDH is the firstprivate hospital in Asia

to be surveyed by andawarded accreditationfrom AccreditationCanada International. Itwas also accredited as a

Center of Excellence bythe Philippine HealthInsurance Corporationup to 2013.



Translate to Function Level Scorecards (MDH and Unit)

FinancialPerspective

SatisedShareholders

CustomerPerspective

DelightedCustomers

InternalProcessesEffective &

EfcientProcesses

People Aligned, Motivated,

Empowered& Competent

Workforce

CSR Perspective Corporate Citizen

MDH ClientsLocal clients geographical distribution is as follows:

MDH Accreditations and the QualityManagement OfceMDHs advocacy is to provide world-class care. MDH haspassed the stringent standards of international and local auditingorganizations by virtue of its top-quality medical and institutionalservices.

MDH is the rst hospital in Manila to receive accreditation fromthe International Organization for Standardization (ISO). TheHospital has maintained its ISO 9001:2001 Certication since2005 and has been recertied for ISO 9001:2008 up to 2014.

MDH is the rst private hospital in Asia to receive accreditationfrom Accreditation Canada International (ACI). It was alsoaccredited as a Center of Excellence by the Philippine HealthInsurance Corporation (PhilHealth) up to 2013. The Hospital hasalso received recognitions from the Department of Health (DOH)and the Department of Tourism (DOT).

MDH continually improves its quality management systemas overseen by the Quality Management Of ce (QMO). QMOensures compliance with the standards of ISO 9001:2008, thePhilHealth, and ACI. It facilitates quarterly internal quality auditsusing the combined standards of ISO 9001:2008, ACI, and thePhilHealth Benchbook.

3% Others

78% National Capital Region9% Cavite

4% Laguna

3% Bulacan

3% Batangas

1% Rizal

78%9%

4%

3%1%

3% 3%

MDH Accreditations: Accreditation Canada International

ISO 9001:2008Philippine Health Insurance CorporationDepartment of HealthDepartment of Tourism

BSC in MDH Framework

Vision, Mission,Goal, Objectives, &

Quality Policy

Business &Organizational

Milestones / Targets

Prioritize and alignthrough BSC Process

CorporateBalanced

corecard

DesiredOutcomes

Drivers

Alternative Strategic Intents

}



Sustainability reporting addresses MDHs desire to measure theHospitals endeavors using the GRIs triple bottom line througheconomic, social, and environmental standards. The MDH wantsto communicate to all its stakeholders, including the generalpublic, that it is governed by a holistic framework.

In using the GRI framework, MDH has also emerged as the rsthospital in the Philippines to report its activities using globally-acceptable sustainability indicators. In the process, MDH hopesto contribute to the development of industry-specic indicatorsin the future.

Through the MDH sustainability initiative, the Hospital aims to:

Develop and align current systems with those needed toachieve certain Global Reporting Initiative Indicators (GRI)

Develop the Hospitals sustainability reporting capability Establish monitoring, implementation, and reporting

mechanisms Evaluate both the short-term and long-term impact of the

MDHs economic, environmental, and social projects

As a contributor to the countrys economic cycle, MDH provides jobs to qualied and skilled workers. It also pays millions in taxes,making it a valuable contributor to the countrys wealth.

In terms of its social impact, MDH allocates a minimum of Php 10 million a year for its corporate social responsibility efforts.

MDH has also created valuable partnerships with other medicaland non-medical organizations to deliver its mission of world-class care to a wider audience.

As such, MDH partners with pharmaceutical manufacturers toreduce the prices of selected drugs that it offers in its pharmacy.It has also partnered with volunteer reghters groups to extendaid during the hospitalization of its members, again in aid ofsociety at large.

In terms of environmental impact, MDH has an award-winninghospital-wide environmental program that engages its employeesin recycling and bi-weekly Earth Hour sessions, which reduce theHospitals carbon footprint.

By partnering withthe government,

MDH can contributeto improving access toquality healthcare byproviding assistance inthe form of technical

knowledge andtechnology.

Manila DoctorsHospital and

SustainabilityReporting



1Department of Health Philippines. Overview of the Philippine Health System and the Implementation Framework for HealthReforms. 2008.2Millenium Development Goals are 8 international development goals that United Nations member states and someinternational organizations have aimed to achieve. By the year 2015, the following should have been achieved: Goal 1:Eradicate extreme poverty and hunger; Goal 2: Achieve universal primary education; Goal 3: Promote gender equality andempower women; Goal 4: Reduce child mortality; Goal 5: Improve maternal health; Goal 6: Combat HIV/AIDS, malaria andother disease; Goal 7: Ensure environmental sustainability; Goal 8: Develop a global partnership for development.

Philippine Health SituationerGeneral improvements in health have been noted in the Philippines,such as an increase in life expectancy and a decrease in crudedeath rate. However, the Philippines now faces a double burden

of disease. While communicable diseases, such as pneumoniaand tuberculosis, continue to be top morbidities (or sourcesof illness), there has also been an upsurge over the past fewdecades in lifestyle-related or non-communicable disease such ashypertension, heart disease, and diabetes. This double burden, theinadequate eradication of communicable diseases and the risingthreat of lifestyle-related diseases, is a signicant threat to theoverall health of the Filipino people.

The Philippine Healthcare System The Philippine healthcare system is unique in that it is characterizedby its dual nature. Public and private health care systems operateindependently but cooperate with each other as the need arises.

The former being regulated by the central ofces of the Departmentof Health (DOH) Philippines and largely run by local governmentunits, while the latter have more free reign in terms of health servicesin large part because of their greater nancial clout. 1

Healthcare Financing in the PhilippinesHigh out-of-pocket expenses for healthcare represent a signicantburden and impact that illness has on the average Filipino family.

According to the 2007 Philippine National Health Accounts from theNational Statistical Coordination Board, out-of-pocket paymentsconstituted 54.3% of total health expenditure in the Philippines,which amounted to Php 234 billion. The local government was asource of 13.3% of Philippine health expenditure, followed by 13.0%from the national government, 8.5% from social health insurance(or PhilHealth), 5.1% from health maintenance organizations,2.5% from employer-based plans, and 1.8% from private healthinsurance.

Universal Health Care The Aquino Health Agenda, which aims for the attainment ofUniversal Health Care in the Philippines, was laid out in DOH

Administrative Order No. 2010-0036 and has 3 main thrusts:nancial risk protection, improved access to quality hospitals andhealthcare facilities, and the attainment of health-related MillenniumDevelopment Goals (MDGs). 2

The rst thrust of ensuring nancial risk protection will entailexpanding both coverage and benet delivery under the NationalHealth Insurance Program under PhilHealth. As of the end of 2011,PhilHealth had 78.39 million members and dependents, or 82% ofthe projected population for 2011 and had made benet paymentsamounting to Php 34.9 billion.

The second thrust of improving access to quality hospitals andhealthcare facilities is directed towards the improvement ofgovernment-owned and operated hospitals and facilities.

The third thrust of attaining health-related MDGs likewise is directedtowards the improvement of public health programs.

As a contributor

to the countryseconomic cycle,MDH provides jobsto qualified andskilled workers.



Opportunities for MDH Two main thrusts of the Aquino Health Agenda present opportunities for MDH to participate in Public-Private Partnerships (PPPs). 3

There is much pressure on the Philippine government to be able to provide for all the healthcare needs of Filipinos. This is where privatehospitals and healthcare institutions can contribute. To date, partnerships between government and private hospitals have been made onminor health projects. These minor projects however can serve as stepping stones for larger-scale health projects in the future.

By partnering with the government, MDH can contribute to improving access to quality healthcare by providing assistance in the formof technical knowledge and technology. Medical expertise and state-of-the-art technology is signicantly lacking in many governmenthospitals in the Philippines, especially those in far-ung areas. Telehealth initiatives can bridge this gap by providing access to medicalexpertise and state-of-the-art technology to isolated hospitals, doctors, and other healthcare workers. Improvement of public healthprograms can also be initiated in the same manner to attain health-related MDGs.

Other ways of forging partnerships can be explored in the future. Whatever the initiatives may be, MDH can partner with the governmentand contribute to the social development of communities.

Industry Risks and MDH Management ActionsMDH has identied the following risks and the management efforts that it offers in its operations.

3 A Public-Private Partnership (PPP) has the following elements: a contractual agreement between the public sector and private sector, shared risks and resources, value for money (VfM), outcome orientation, and acceleration of the infrastructure provisionand faster implementation. Traditionally, PPPs have been focused on infrastructure but now include other non-traditional infrastructure sectors such as education, health, and agriculture. The national government however is promoting PPPs as part ofPresident Benigno S. Aquino IIIs Social Contract with the People.

Industry-wide Risks Management Actions at MDH

Natural Events MDH led by the Safety Promotion and Disaster Preparedness Committee (SPDPC) regularly holdsre and earthquake drills to ensure that the Hospital and its personnel will respond appropriatelywhen confronted with a natural disaster that could entail an inux of patients.

Emergency drills aim to train not only the Emergency Department personnel but also the Hospitalstaff to respond appropriately during disasters.

After every drill, debrieng is done by the organizing unit (i.e. re and earthquake drill through theProgram on Natural Disasters and Surge of Patients in the Emergency Room).

Participants are encouraged to give feedback on the drill and suggest recommendations toimprove the plan. The different phases of disasters are reviewed declaration of disaster, activationof the plan; establishment of incident command; notication of concerned hospital personnel;mobilization of staff and services; organization of staff and services; and control of disaster.

The Linen and Housekeeping Departments (LHKs) program Di Lang Panglinis, Pang DisasterPreparedness Pa , (Not Only for Cleaning but also for Disaster Preparedness) empowers theLHKs staff members through training and imparting their knowledge and skills that are vital tocarrying out search and rescue missions.

Man-Made Events Learning from its experience during the 2010 Rizal Park (Luneta) hostage crisis and the bar exambombing in Manila, MDH has instituted contingency measures for all applicable departments toenable them to manage such incidents. One example is in the handling of the patient, patients

relatives, and the media.

The sudden inux of patients drill is done annually. In this instance, the challenge is to coordinatethe activity with the various units of the Hospital.

Risk From IncreasedCompetition

Customer satisfaction is of paramount priority to MDH since patients patronage is the source ofits sustainability. Increased hospital and operational expenses affect the affordability of services.

The Hospitals Finance Directorate performs periodic cost analysis and benchmarking of otherhospitals to ensure competitiveness and maintain market share.

Risk From Receivables MDH utilizes nancial counseling to manage its patients nancial compliance concerns.

Risk of Non-PayingPatients

The Finance Directorate has installed protocols by which patients not covered by healthmaintenance organizations are required to settle their accounts on a day-to-day basis so as tomanage and update the nancial documents of the Hospital.



Industry-wide Risks Management Actions at MDH

Regulatory, Statutory, andMandatory Requirements

MDH has always been compliant with all national and local government and statutory laws andregulations.

MDH makes sure that licenses and certications from the Department of Health, Philippine HealthInsurance Corporation, and other regulatory agencies such as the Department of Environmentand Natural Resources are updated.

MDH has also forged a partnership with the Professional Regulation Commission to ensure thecompliance of its healthcare providers with the rules and regulations regarding the practice oftheir professions.

Proper tax remittance at the Bureau of Internal Revenue is made on time.

The National Labor Code is strictly followed.

Security The Security Service patrols MDH for security risks such as property loss and theft throughpreventive measures and collaboration with the local community.

The Hospitals collaboration with the Manila Police District and its membership in the GoodNeighbors Initiative is a reection of its commitment to contributing to the safety and security ofthe local community. 4

Globalization of theMedical Industry

The globalization of the medical industry has brought about tight competition among hospitals.MDH proved its commitment to provide holistic, quality and safe patient care when it partneredwith Accreditation Canada International (ACI) and likewise received ACI accreditation onDecember 17, 2010.

The ACI accreditation opened the window for the Hospital to become a center of wellness andhealing for international patients, proving that it welcomes the new era of borderless medicine andthat it is committed to pursuing medical tourism as a revenue source.

As one of the rst hospitals to be given accreditation by the Department of Tourism, MDH

continues to improve its facilities and value for money services through the Hospitals continualimprovement programs and acquisition of top-of-the line equipment and latest technology.

Employee Turnover MDH partners with nursing and medical schools as well as institutions offering allied medicalcourses to guarantee sources for manpower pooling. Human resource programs covering careerdevelopment, succession planning, and empowerment and employee recognition are in place.Staff rotation is done to ensure their well-roundedness and to develop their skills so that they mayassume different roles within the organization.

Supplier Quality As MDH is a service-based organization, quality of supply is of utmost importance to theorganization. To guarantee that only the best suppliers are selected and accredited, the Hospitalrequires all its suppliers to undergo an MDH-initiated accreditation process which includes fulldisclosure of their business and nancial capability.

Ethical and Medico-LegalConcerns

As patients and their relatives have become vigilant and discriminating when it comes to theirhealth practices and needs, MDH has a multi-disciplinary Ethics Committee that ensures thecompliance of all stakeholders to the highest standards of practice and behavior.

The medical community undertakes a regular review of management and procedures to assessand continuously improve the medical services served.

An in-house legal counsel is engaged to answer queries and assist in decisions with legalimplications.

4The Good Neighbors Initiative is a local organization consisting of various government, private, educational, and NGO groups in Ermita and Malate, Manila. It was convened by the late UP Manila Chancellor Dr. Alfredo T. Ramirez and was created to addressvarious issues pertaining to peace and order, parking and trafc, illegal vendors, cleanliness, law enforcement and other matters in the community. Members of the initiative include UP Manila, Department of Justice (DOJ), Western Police District Station 5(WPD), National Bureau of Investigation (NBI), Supreme Court, Department of Social Welfare and Development NCR (DSWD-NCR), Manila City Government, Ellinwood Malate Church, Girl Scouts of the Philippines, Philamlife, Philamcare, Manila JaycManila Doctors Hospital, Manila Science High School, St. Paul University Manila, Philippine Womens University, PCU Union High School, Robinsons Place Manila, Palm Plaza Hotel, PNB PGH Branch, Equitable-PCI Bank Robinsons Branch, Barangays 698 of Zone 76, and Barangay 669 of Zone 72.



As one of the top hospitals in the Philippines, MDH takes pridein the specialized medical facilities that set it apart from the otherhospitals in the country.

MDH Specialized Centers: Cardiovascular Center

Kidney Transplant Unit Hemodialysis Service

Vision Center Endoscopy Unit Rehabilitation Medicine Hearing, Dizziness, Voice, and ORL Endoscopy Center

Heart Care Service Pulmonary Physiology and Sleep Laboratory Services Intensive Care Unit and Acute Stroke Unit

Operating Room Complex Obstetrics and Gynecology Complex Emergency Room Animal Bite Center

Manila Doctors Hospital as a Center

of Excellence

Specialty Centers Aesthetic Surgery and Dermatology Center Pain Management and Wellness Center Physical Rehabilitation Center Child Neurosciences Center Prevent Obesity, Hypertension, Endocrine Abnormalities and

Lifestyle Threats to Health (PROHEALTH) Center Geriatric Multidisciplinary Clinic



Health Services OfferedMDH denes itself as a private tertiary hospital. Based on the DOH denition, a tertiary hospital is a medical centerwith a full complement of services and specialties and state-of-the-art facilities. The services of MDH include:

Internal Medicine

- Allergology & Immunology

- Cardiology

- Dermatology

- Endocrinology

- Gastroenterology and

Endoscopy

- General Internal Medicine

- Hematology

- Infectious Diseases

- Medical Oncology

- Nephrology

- Neurology

- Psychiatry

- Pulmonary Medicine

- Rheumatology

- Toxicology

Radiology

X-Ray

Ultrasound

CT Scan

Mammography

Cardiovascular Center

- Cardiovascular Surgery

- Cardiovascular Catheterization Laboratory

- Cardiovascular Anesthesia

Nuclear Medicine

- Bone Densitometry

- Gamma Camera

- Nuclear Cardiac Imaging

Oncology

- Chemotherapy

Rehabilitation Medicine

- Physical Therapy

- Occupational Therapy

- Speech Therapy

Laboratory Medicine

- Clinical Chemistry- Clinical Microscopy

- Microbiology

- Blood Services Facility

- Hematology

- Immunology

- Drug Testing Laboratory

- Surgical Pathology

- Cytopathology

- Autopsy and Forensic Pathology

Otorhinolaryngology

- General Otorhinolaryngology- Otology

- Clinical Audiology

- Neuro-otology and Skull Base

Surgery

- Laryngology and Phoniatrics

- Head and Neck Tumor Surgery

- Head and Neck Reconstructive

Surgery

- Facial Plastic and Reconstructive

Surgery- Maxillofacial Trauma

- Otolaryngic Allergy

- Rhinopharyngology

- Sleep Medicine and Surgery

Pharmacy Emergency Medicine

Industrial Medical Services

- Pre-Employment Exams

- Company Consultations

- Annual Exams

- Diagnostic Executive Check-up

Special Areas

- Intensive Care Unit

- Coronary Care Unit

- Endoscopy Unit

- Dialysis Unit



Health Services Offered

Obstetrics - Gynecology

- Gynecological Oncology- Infertility & Laparoscopy

- Infectious Diseases

- Ultrasound

- Perinatology

- Reproductive Endocrinology & Infertility

- Trophoblastic Diseases

- Urogynecology

Ancillary Services

- Heart Station- Electrocardiography

- Echocardiography

- Pulmonary Services

- Neurophysiology Services

- Otorhinolaryngology Services

Surgery

- General Surgery

- Burns- Neurosurgery

- Pediatric Surgery

- Plastic and Reconstructive surgery

- Thoracic and Cardiovascular surgery

- Urology

- Minimally Invasive Surgery

Dental Medicine

- Oral Maxillofacial Surgery

- Dental Implants- Management of Temporomandibular Joint Disorders

- Orthodontics

Orthopedic Surgery

- General Orthopedics

- Trauma

- Pediatric Tumors

- Arthroscopy

- Hand Surgery

- Spine Surgery

- Sports Medicine

Specialty Centers

- Aesthetic Surgery and Dermatology

- Child Neurosciences

- Pain Management and Wellness

- PRO-HEALTH Center

- Geriatric Multidisciplinary Clinic

- Vision Center

Extracorporeal Shockwave Lithotripsy Pastoral Care

Ophthalmology

- General Ophthalmology

- Pediatric Ophthalmology

- Cataract &

Refractive Surgery

- Cornea and External

Disease

- Glaucoma

- Oculoplastics and Orbit

- Ocular Oncology

- Retina and Vitreous

- Uveitis

- Neurophthalmology



Specialized medicaltraining for physiciansis available in 13accredited residencyand fellowshipprograms.

Medical TrainingMDH provides training for medical interns, residents, and fellows.

MDH accepts graduates from different medical schools for theirpostgraduate internships. Additionally, third and fourth yearmedical students from the San Beda College of Medicine haverotations in the hospital providing them exposure and training inbedside procedures and clinical skills.

Specialized medical training for physicians is available in 13accredited residency and fellowship programs, namely:

Residency Programs: Emergency Medicine Family and Community Medicine

General Surgery Internal Medicine

Obstetrics and Gynecology Ophthalmology Otorhinolaryngology Pediatrics Radiology

Based on customer satisfaction surveys, the quality of

MDHs doctors is the primary reason why it enjoys its currentpatronage.

MDH has a total of 937 regular employees and 204outsourced personnel. Currently the medical and dental staffis comprised of 416 active consultants, 30 specialty clinicconsultants, and 587 courtesy consultants with exemplarycredentials and who are well known in their respective elds.

MDH nurses carry the MDH C.A.R.E.S. brand of care:Courteous, Attentive, Responsible, Enthusiastic, andSincere. They are known in the industry to be friendly,accommodating, and nurturing. MDHs nurse-to-patient ratiofor regular inpatient rooms is 1:8. For specialized areas, thenurse-to-patient ratio is 1:3.

MDH is the base hospital of Manila Doctors College ofNursing of the Manila Tytana Colleges, thereby assuring aconstant stream of qualied nurses and other allied medicalprofessionals.

Accredited FellowshipPrograms:

Palliative Anesthesiology Gastroenterology Pulmonology

Cardiology

MDH residents and interns are encouraged to do researchprojects not only to fulll the requirements of training, butalso to hone their skills in doing research. The Committee onMedical Education and Training handles the training needs andrequirements of residents and interns.

Medical Staff



Awards and Recognitions

MDH received the following awards and recognitions in 2011:

Two Anvil Awards given by the Public Relations Society of the Philippines at the EDSA Shangri-La Hotel, Mandaluyong City, Philippines onFebruary 18, 2011. The Anvil Awards recognize the best public relations programs and projects that demonstrate the effective use of publicrelations tools:

Excellence Award for the MDH Recyclables Program The award reaf rms the Hospitals recycling efforts, speci cally for its intensi ed campaign to increase the level of awareness of

MDHs employees and stakeholders in environmental care, sustainability, and for the best environmental management practices.

Merit Award for the MDH Chinese Program The award recognizes the Hospitals efforts in strengthening ties with the Chinese community. The program includes various

activities that engage the local Chinese community.

One Gold, two Silver, and one Bronze Excellence Awards given by the Philippine Society for Quality in Healthcare (PSQua) at the Universityof Santo Tomas Hospital, Manila on May 18, 2011 during the 2011 Search for Most Outstanding Quality Improvement Studies in theHospital. The PSQua Awards recognize continual improvement projects/programs:

Gold Award The Department of Obstetrics and Gynecologys project Increasing the number of complete charts of patients discharge

Silver Awards Admitting, Information and Telephone Services project AITS (Admission Improvement thru System) Innovation for

Returning Patients Operating Room Complexs project Pause for Patient Safety

Bronze Award Finance Directorates project Financial Counseling at ER

One Asian Hospital Management Award (AHMA) at the Hospital Management Asia Conference, Singapore, September 8, 2011. The AHMAs recognize best practices in Asian hospitals.

Excellence Award in the Corporate Social Responsibility category Department of Family and Community Medicines program Capacity Building in Community Health Delivery and

Planning: The Culminating Year of a Three-Year Comprehensive Community Health Program for Barangay 737, San Andres, Manila

Awards provide an excellent venue for the Hospital to showcase its best practices, to acknowledge those behind the scenes that make the

projects and programs possible, and to institutionalize the achievement of excellence in the Hospital.



Five Philippine Quill Awards given by the International Association of Business Communicators Philippines on November 28, 2011.

The Quill Awards recognize programs/projects that demonstrate the effective use of communication: Award of Excellence in the Employee/Member Communication Operating Room Complexs project Pause for Patient Safety Award of Merit in the Employee/Member Communication Safety Promotion and Disaster Preparedness Committee, Human Resource Division, Medical Services Division

and Corporate and Strategic Planning Ofces program Get Involved! Everyone Can Save Lives! : Promoting ASafe Hospital Culture

Award of Merit in the Multi-Audience Communication Department of Dental Medicine and Corporate Social Responsibility Departments program Ngiting Maganda

Dulot ay Saya A Comprehensive Oral Health Program for Grade 2 Students of Epifanio Delos SantosElementary School (EDSES) in Singalong, Manila

Finalist in Media Relations Business Development Division and Medical Service Divisions Health Education thru Salamat Dok Finalist in Special Events Internal or External category Business Development Division and Medical Service Divisions 3rd Doa V. Tytana Memorial Lecture:

Kalusugan Pangkalahatan : Health For All

MDH Hospital Director Atty. Pilar Nenuca P. Almira received the following awards in 2011: CEO Excel Awards given by International Association of Business Communicators Philippines at Enderun

Colleges in Taguig City on June 7, 2011. The award was given in recognition of her use of communication asan important leadership tool.

Gawad Parangal ng Lalawigan ng Quezon was given by the provincial government of Quezon on August 19,2011. Atty. Almira received the Medalya ng Karangalan Gawad Parangal sa mga Natatanging Anak ngLalawigan ng Quezon sa Larangan ng Health Administration (Medal of Honor Given to the Distinguished Childof Quezon Province in the Field of Health Administration).



In 2011, MDH continued to upgrade both its facilities andequipment as part of its overall commitment to provide qualityand safe patient care and to continually comply with the qualitystandards of ISO, PhilHealth, and ACI.

MDH took on the task of updating and renovating its Radiologyand Dietary facilities. In 2011, MDH also launched its state-of-the-art Siemens Somatom Denition Flash 256-Slice DualSource Computed Tomography Scanner and the SiemensMammomat Digital Mammography Machine.

In addition, MDH also procured the following machines: OptovueFourier-Domain Optical Coherence Tomography, Vatech Pax

Flex 2D Digital Panoramic X-ray Machine with Cephalometrics,Humanmeditek HMTS 80 2nd Generation Plasma Sterilizer,Getinge Washer Disinfector, Vivosonics Integrity HearingSystems (ABR) Non-sedated, and a Laerdal Resusci Anne

Advanced Cardiac Life Support Full Body Mannequin.

Enhancements and Milestones

The following new services were also launched in 2011:

Instant Vertebral Assessment for Vertebral Fracture Radioimmuno Assay test Newborn Screening: Oto Acoustic Emission Test

Cardiac Echography with Contrast Additional CT Scan Procedures

Wellness or diagnostic packages for the following: Pre-employment medical examinations

Cardio-pulmonary clearance Senior citizens Employees of the Bangko Sentral ng Pilipinas

(Central Bank of the Philippines) and the WorldHealth Organization

The MDH Service Excellence Awards was also launchedin January 2011 to recognize and celebrate the excellentperformance of MDH employees.



MDH fully supports medical research conducted by traineesand allows ample budget and use of hospital facilities. Beforethe end of their training, the research papers are presented tothe hospital audience with experts invited as commentatorsor judges. Below is a list of researches carried out by MDHresidents in 2011:

Prevalence of Amblyopia & Amblyogenic Risk Factors Ina Preschool for Filipino Children Ages 3-6 Years usingCycloplegic Refraction

Comparative Analysis of the Length of Hospital Stay andQuality Care Indicators With or Without Utilization of theClinical Pathway Among Otorhinolaryngology (ORL)-CSR

Patients Undergoing the Top 3 Elective ORL SurgicalProcedures in a Tertiary Hospital from March to December2010

Research and

Breakthroughs

Corporate GovernanceMDH Organizational Chart

Comparative Analysis of Otitis Media with Effusionamong Cleft Palate Surgical Mission Patients ages 0 11 years old who underwent Palatoplasty with Ventilation

Tube Placement versus Ventilation Tube Placement aloneusing Tympanometry from 2008 to 2011

A Survey to Evaluate the Adequacy of Primary Care Among Health Maintenance Organization (HMO)Patients of the Manila Doctors Hospital from Octoberto November 2011 Using the Tagalog Version of thePrimary Care Assessment Tool (PCAT)

Use of the Pediatric Trauma Score in determining clinicaloutcomes of pediatric trauma patients in two urban

tertiary hospital Emergency Rooms The effect of statins in reducing cerebral vasospasmamong patients with subarachnoid hemorrhage: A Meta-

Analysis

BOARD OF DIRECTORSManila Medical Services, Inc.

SENIOR VICE-PRESIDENTfor

MEDICAL AFFAIRS

SENIOR VICE-PRESIDENTfor

CORPORATE AFFAIRS

SENIORMANAGEMENT TEAM

EXECUTIVECOMMITTEE

MANAGEMENTCOMMITTEEPRESIDENT

*COMMITTEES

INTERNAL AUDITOR

CHAIRMAN

QUALITY MANAGEMENTOFFICE

MEDICALDIRECTORATE

MEDICALSERVICESDIVISION

ALLIED MEDICALSERVICES

DIVISION 1 & 2

NURSINGSERVICEDIVISION

HUMANRESOURCE

DIVISION

OPERATIONS AND HOSPITALITY

DIVISION

BUSINESSDEVELOPMENT

DIVISION

FINANCIAL ACCOUNTING

DIVISION

PATIENT ACCOUNTS

SERVICES DIVISION

ADMINISTRATIVEDIRECTORATE

FINANCEDIRECTORATE

HOSPITAL DIRECTOR

CORPORATE ANDSTRATEGIC PLANNING

OFFICE

*Corporate Social Responsibility Committee, Hospital Selection and Promotion Board, Medical Records Committee, Pricing and Packaging Committee, Retirement Plan Committee, Committee on Fire Safety,Committee on Cardiopulmonary Resuscitation, Customer Care Committee, COmmittee on Purchasing, Investments and Contracts, Safety Promotion and Disaster Preparedness, Infection Control Committee



Conicts of Interest The MDH Code of Ethics is the guiding principle of the highestgovernance body in performing its varied tasks and is inaccordance with the requirements of Accreditation CanadaInternational. To minimize conicts of interests, transparency

is practiced. Every resolution created is arrived at from animpartial and documented majority decision. Third partyevaluation is employed through periodic external audits.

The MDH nancial statement is audited by Sycip, Gorres & Velayo and Co., a highly reputable independent auditing rm. The Committee on Purchasing, Investment, and Contracts(COPIC) follows a bidding process for the procurement andleasehold. The Committee likewise reviews and evaluatesrequests for medical equipment valued at more than Php250,000. These are thereafter validated by the FinanceDirectorate.

Attributes of the HighestGovernance Body

The MDH strategy on economic, environmental, and socialissues is well implemented by skilled executives with thecollaboration of procient drivers.

The stockholders are well-informed of the affairs ofthe Hospital, through various reports, meetings, andcommunications. The Board of Directors meets six times ayear while the Executive and Management Committees meetevery month.

The Board of Directors ably oversees the process by whichMDH manages and performs, and ensures that internationallyagreed standards are followed. It supports the programsrecommended which are highly justied and supportedwith evidence. Meanwhile, the Executive Committee andManagement Committee provide governance and effectiveorganization.

At present, the highest governance bodys performance withrespect to economic, environmental, and social performanceis evaluated at the end of each year and serves as referenceand basis for reappointment or disengagement.

LeadershipMDH fosters good governance and effective leadership byproviding the necessary structures and processes to sustain

patient safety and quality improvement. The leadershipresponsibilities are well-dened and constantly evaluated. TheHospital is guided by a well-communicated and practicedvision, corporate objectives, quality policy, and core values,which are evaluated semi-annually in terms of relevance andachievement. It has a well-documented performance reviewand planning process with a strategic plan that was formulatedin 2011. The said planning process, which shall guide MDHuntil 2013, is supported by an operational plan and a balancedscorecard properly cascaded to monitor expected outcomes.MDH is supported by a system of nancial planning and control.It utilizes a bottom up budgeting process that encourages unitheads to be nancially accountable. Periodic reporting is madein various levels.

The Hospital is governed by a Board of Directors (the highestgovernance body) led by a Chairman, the President, two Senior

Vice Presidents, the Hospital Director, and three Directors (onefor each directorate). The Board of Directors is led by a Chairmanwho is not an executive ofcer. The following committeessupport the governance structure at various levels: ExecutiveCommittee (ExCom), Management Committee (ManCom), andthe Senior Management Team.

There are 10 members in the Board of Directors; six areindependent/non-executive members. There are tworepresentatives who are members of the Medical Staff

Association, conferred and endorsed by a Nominations

Committee. It is chaired by a highly competent and experiencedexecutive. The Internal Auditor reports to the Board of Directors.

The three directorates cover the three major areas of theHospitals: the Finance Directorate, Administrative Directorate,and the Medical Directorate. The Finance Directorate overseesthe nancial performance of the entire Hospital and ensuresthat proper monitoring and control systems are in place. The

Administrative Directorate takes care of the support operationsof the Hospital. It also oversees the Hospitals BusinessDevelopment Division as well as the outsourced operationsof the Housekeeping and Linen Service and Security. TheMedical Directorate includes the Medical Services Division andthe Allied Medical Services Division. It oversees the medicalservices offered by the Hospital and the activities and servicesof doctors and allied health professionals at MDH.

Shareholders and employees provide recommendations orseek direction from the highest governance body. With thehelp of data culled from surveys and consultations, theserecommendations and directions are implemented prior toevery annual planning conference. A process of collaboration,communication, and coordination is done in each unit of theHospital. Employees are represented by their correspondingdivision heads during executive meetings and their opinionsand comments are taken into consideration.

Remuneration The remuneration for members of the highest governancebody, executives, and senior managers is determined by

the Board of Directors. Aside from salaries and performanceincentives, they are also entitled to hospital and retirementbenets and other relevant perks such as car plans andbusiness travel allowances. Their compensation is based oneffectiveness, experience, knowledge, and performance.



MDH is a member of several organizations which arerelated to the hospital industry as well as those withrelevant concerns to the Hospital. These organizationsinclude:

Philippine Hospital Association, Inc. An association founded in 1949 with the mission

of leading, enabling, assisting, and protecting hospitalstowards quality services.

Philippine Society for Quality in Healthcare The society was organized in 1996 to promote

quality assurance, quality improvement, and qualitymanagement of health care services in the Philippines.

Private Hospital Association of the Philippines, Inc.

An association founded in 1979 to address theproblems of the private hospital industry.

Private Hospital Credit and Collection Association An association for individuals or groups involved in

credit and collection in private hospitals.

Retirement and Healthcare Coalition A non-stock, non-prot organization formed by the

American, European, Japanese, and Korean Chambersof Commerce with the goal of promoting retirementand healthcare in the Philippines.

Philippine Association of the Health Organizations in

Medical Tourism, Inc. An association composed of top Philippine medicalinstitutions aimed at strengthening the countrysfoothold in medical tourism.

Manila Doctors HospitalOrganizational Memberships

Commitments to External InitiativesMDH adheres to the Rio Precautionary Principle by promulgatingactivities that are safe to the environment and people. The Rio

precautionary principle refers to Principle 15 of the 1992 RioDeclaration which reads: Where there are threats of seriousor irreversible damage, lack of full scientic certainty shall notbe used as a reason for postponing cost-effective measures toprevent environmental degradation.

The Hospital ensures that reactive waste and reagentsused in its nuclear and laboratory departments, as well asinfectious wastes are properly disposed of. MDH complies withenvironmental regulations and requirements.

Health and Wellness Alliance of the Philippines Initiated by the countrys Department of Tourism, the

alliance is composed of private and public hospitals,spas, wellness destinations, stand-alone clinics,retirement communities, as well as support servicessuch as travel agencies and airline companies. Oneof the organizations strategies is to make sure thattheres going to be a seamless delivery of healthcare inall the activities we want to promote, one that is well-coordinated and highlights the gracious hospitality ofFilipinos.

League of Corporate Foundations This is a network of over 70 corporate foundations

and corporations that focuses on Corporate SocialResponsibility by promoting and enhancing its practiceboth among its members as well as to the rest of thebusiness community. The overall goal is to promotenational development.

People Management Association of the Philippines A professional organization founded in 1956 aimedat advancing the profession of human resourcemanagement.

As a testament to this, MDH has acquired an EnvironmentalCompliance Certicate. The Hospital likewise accredits and

uses suppliers which are licensed to operate processes andprocedures with proper waste management collection anddisposal.

MDH also endorses environmental awareness initiativeswhere employees actively participate voluntarily. Otherexternal initiatives that MDH commits are a cancer awarenessinitiative and a tribute to teachers during The National

Teachers Month wherein packaged hospital services areprovided to teachers during the month-long celebration.



Stakeholder EngagementMDH engages its stakeholders because it aims to buildrelationships with those who are affected by the Hospitalsservices, actions, and success. Furthermore, the Hospitalrealizes that the input of its stakeholders can help improvethe Hospitals plans, practices, and processes. A consultativeand participative approach was employed in the preparation ofthis report. MDH has both internal and external stakeholders.Internal stakeholders are the following: employees, doctors,medical trainees, outsourced personnel, and stockholders.External stakeholders are comprised of the patients and theirrelatives, partners, vendors, communities and schools, HMOsand corporate guarantors, accrediting bodies, and governmentagencies.

The internal stakeholdersRegular employees. They are empowered to pursuetheir assigned tasks, Hospital and proactive decisions areencouraged to be made at every level. They participate instrategic and operational planning of the hospital by providingtheir inputs through surveys. They are given the opportunity togive suggestions during departmental and divisional meetingsand during the Hospital Affairs Update (HAU) a bi-annual reportgiven by the hospital director.

Aside from their contributions based on authorized functions,MDH employees also play an active role in the developmentof various processes within their functional areas. Some ofthem are appointed as members of various cross functionalcommittees and task forces dealing with different segments ofhospital operations (e.g. Internal Quality Auditors, Trainer Corps,Committee on Cafeteria Committee, Obligation Committee,and Sports Committee). They actively participate in volunteerwork through the ofcial hospital volunteer organization calledthe MDH Purple Hearts Club. The MDH Employees Association(MDHEA) is one of the three key partners of the Hospital.

Doctors and trainees. They are engaged by the Hospital toparticipate in setting the directions regarding the various healthand medical services offered by the Hospital. They are madeaccountable to discharge the function of various positions,medical or administrative, where they are appointed. They serveas ofcers in the medical, training, and research undertakingsof MDH. Moreover, doctors are encouraged to participatein various hospital activities such as Continual ImprovementProgram, sports tournaments, and research competitions.During hospital CSR undertakings, specically during medicalmissions, doctors take on an active role. There exist rewardsand recognition programs where deserving physicians arerecognized and rewarded at the end of each year as part of theanniversary celebrations. The Medical Staff Association (MSA) isthe second key partner of the Hospital.

Stockholders. An annual stockholders meeting is held

wherein stockholders are informed of the state of the affairs ofthe Hospital. They are also informed of the Hospitals highlightsand activities through Good Health - the ofcial publication ofMDH; through the hospitals website, print advertisements andpublicity efforts (press releases, TV episodes). The stockholdersare the third key partner of the Hospital.

The external stakeholdersMDH establishes strategic partnerships with different institutions forpurposes of synergistic complementation and mutual benet. Thesepartnerships are established with institutions whose visions, missions,and values are aligned with that of the Hospital. Partners are eitherlocally or internationally based. MDH observes the highest standardsof ethics in entering into these agreements.

Patients and relatives. MDH ensures that patients and their relativesare fully aware of the relationship between them and the Hospital.

Transparency and openness are observed with respect to theHospital and its team members responsibility to patients. They arewell informed of their rights and responsibilities while they are within

the jurisdiction of the Hospital. Their inputs are solicited in regularcustomer surveys and the suggestions are taken into considerationin the improvement efforts of hospital processes and in operationsplanning.

Vendors (service providers and suppliers). MDH engages itsvendors by setting a good example to do responsible business,by being a good corporate citizen, and enabling them to growwith hospital by imparting to them the virtue of practicing qualitystandards. MDHs vendors are constantly updated through regularcommunication and regular meetings. The Hospital prefers vendorswith good manufacturing practices that are compliant to its standardsand policies.

Community and school. Engagement of the community and schoolis done using triangulation of methodologies such as: partnershipin governance, community and school diagnosis and programplanning, and implementation and evaluation. The students, teachers,community members, and hospital staff collaborate in the attainmentof community-oriented healthcare and delivery and other projectssuch as youth mentoring, environmental safety, and disaster riskreduction.

Health Maintenance Organizations (HMOs) CorporateGuarantors. Physician coordinators are involved in periodic meetingsdealing with patient management success, collaborative endeavorsto address patients needs and safety, and best practices. Thecontribution of corporate guarantors, HMOs and MDH are validatedthrough intensive patient satisfaction surveys as well as increasingpatronage of services.

Accrediting bodies. MDH commits to improve customer access toits quality products, and safe services as validated by AJA Registrars(ISO 9001: 2008 certifying body), Accreditation Canada International,PhilHealth, and the Department of Health. These bodies serve aspartners in formulating, implementing, and setting of internationalstandards of quality and safe healthcare.

Government agencies. MDH complies diligently and conscientiouslywith the requirements and standards set by government agencies,from local government units, the Department of Health, Department

of Labor and Employment, Department of Environment and NaturalResources, Laguna Lake Development Authority, and other applicableentities, which affect the operations of the Hospital. It takes uponitself to be aware of the latest policies, circulars, and directives ofgovernment agencies and ensures that all internal stakeholders areduly informed for judicious compliance.



BUSINESS TRAINING/RESEARCH SOCIAL RESPONSIBILITY

B-Braun American Eye Center ABS-CBN Salamat Dok

Euromed Laboratories Chiang Kai Shek College TV5 Alagang Kapatid

Johnson and Johnson East Avenue Medical Center Association of Philippine Volunteer Fire BrigadesInc.

Novartis Healthcare Manila Tytana Colleges(formerly Manila Doctors College)

Association of Volunteer Fire Chiefs and FireFighters of the Philippines Inc.

Pzer Mariano Marcos Memorial Hospital andMedical Center

Bahay Tuluyan Childrens Festival Mission

Philips Ospital ng Sampaloc Caloocan City Filipino-Chinese Fire Prevention Association

Respiglobe Our Lady of Peace Hospital Doa Martha Ty Fernandez Foundation

Siemens Pasay General Hospital Good Neighbors Initiative (GNI)

Philippine Childrens Medical Center National Press Club Media Clinic

Philippine General Hospital Ofce of the Vice Presidentof the Philippines

Philippine Heart Center Our Lady of Miraculous Medal Parish, Paraaque

Philippine Orthopedic Center Radio Mo Network Anniversary Mission

San Beda College of Medicine Telus International Medical Missions

Textre Philippines Foundation Inc.

Manila Doctors Hospital PartnershipsMDH establishes partnerships based on understanding of common goals and mutual benet.

Economic Performance Management ApproachMDHs goal is to achieve nancial viability through protablegrowth of its normal operations and other new sources ofrevenue. It is the Hospitals policy to ensure that nancialresources are effectively and efciently managed. This is theresponsibility of MDHs Top Management.

In order to continuously improve its economic performance,MDH started a program of thorough cost analysis of keyunits to determine the efciency of operations and come upwith competitive pricing of services.

The key strategies for implementing policies in 2011included the annual unit planning and budgeting workshop

for unit heads and cost review of its centers. The majorsuccess in 2011 was the strengthening of the HospitalsFinancial Management System and the reinforced trainingand development program of its people.

This prepared the Hospital in the bottomup budgeting processit implemented in 2011.

The gross revenue in 2011 posted a 5.3% increase. New sourcesof revenue included new packages, tests, and procedures.

The target 9% of net income over equity, or the return on equity,was achieved at 28%. Being a hospital, MDH focuses on thenumber of clients (patients) in terms of admission which showedan increase compared to the previous year. The Hospitalexceeded its bed occupancy target of 70%.

The Hospital had good control of its expenses and maintained

efcient use of its resources. It was able to prevent accountsreceivables by monitoring the number of admitted patients withaccount receivables (5% in 2011). It maintained an effective andefcient accounting system with no reported material and assetlosses.



Employee Compensation and BenetsMDH funds a non-contributory retirement plan covering all of itsemployees. Under the retirement plan, all covered ofcers andemployees are entitled to cash benets after satisfying certain ageand service requirements. The latest actuarial valuation study of theretirement plan was made as of December 31, 2011.

Salaries are generally above the minimum wage as required by lawand the Hospital adjusts this accordingly to ensure compliancewhen a new minimum wage order is implemented. For the year2011, the range of ratios of MDHs standard entry level wage ascompared to NCRs minimum wage is 1.000 to 1.016.

Training Expenditures and Cost Savings(Php in millions)

Economic impactMDH, being a tertiary hospital, is a vital contributor to public health.

The infrastructure it has built to expand its services, including

the purchase of various equipment, as well as employmentopportunities, payment of government dues, play a big role in themarket economy. MDH generates economic contributions from itsbusiness activities.

MDHs 2011 economic impact is accounted for in the table below.

Php (in Millions) January to December 2011

Gross Revenues (economicvalue generated)

1,471

Operational costs 1,019

Salaries and benets paidto employees

377

Payments to providersof capital

0

Payments to government 130

Community investments 8

Economic value retained 63

Overall Managers Supervisors Staff Average

Actual 2011Per Capita

Training/ DevelopmentExpenses

2,207.77 2,207.77 1,214.05 1,312.12

Cost Savings*2011 PerCapita


1,236.91 1,236.91 243.19 125.33

Total 2011Per Capita


3,444.68 3,444.68 1,457.24 1,186.79

*Cost Savings The Savings are derived from the equivalent cost or expenditure if these trainings had been paid for by the Hospital.

*Source: MDH Human Resource Division

The training expenditures for the year are a combination of actualcosts and cost savings. A number of trainings and seminars

conducted in the Hospital engaged external resources. Theseprograms had training fees or program fees. They account forabout half of the total per capita cost of training for employees.

On the other hand, the Hospital also had trainings that wereconducted in-house where the training fees or program fees werewaived or sponsored. This is due mainly to the formation of theMDH Trainers Core, a pool of hospital employees that serve as bothinternal training resources and technical experts. Their involvementin training has helped the Hospital bring training expendituresdown, accounting for about 40% to 45% of the total training percapita costs for the year.

The organization of the Trainers Core has also helped the Hospital

in providing additional competencies in training, coaching, andmentoring for its employees, affording them the opportunity to learnand practice these competencies during the year.

The Quality Management Of ce (QMO) also conducts trainings forquality audit, which are essential for propelling competence of staffin internal quality audit.

The organization ofthe Trainers Core hashelped the Hospital inproviding additionalcompetencies in training,coaching, and mentoringfor its employees, affordingthem the opportunity tolearn and practice thesecompetencies during theyear.

*Source: MDH Finance Directorate



Management Approach The goals of MDH are to provide competent staff to its clientsand to provide corporate social responsibility programs forthe underprivileged and underserved in the community.

The Human Resource Division is responsible in carryingout MDHs policy to ensure that stafng standards andprofessional targets are met and that employees are givenopportunities for further personal development and careerenhancement. It is also the Hospitals policy to pursue socialresponsibility programs for the community, which are ledby its Corporate and Social Responsibility Department and

participated in by hospital staff.Both the Human Resource Division and the Corporateand Social Responsibility Department closely monitor thesocial performance of the Hospital. MDH has achieved itsstafng standard and professional targets, provided multipletraining programs for its employees, and allowed otheropportunities for career enhancement. It has successfullyaligned its workforce, performed well in terms of motivationand contentment indicators, and ensured workforcepreparedness and safety. Furthermore, MDH has consistentlyprovided numerous corporate social responsibility programsand activities for the community (both local and in otherprovinces).

Social ImpactMDH values its employees (and their contributions tothe organization), customers, and most importantly thecommunities that it serves. The Hospital plans for andcarries out its social programs and projects in collaborationwith them and with their welfare in mind.

Service ResponsibilityMDH renders quality, safe service, and care to all itsstakeholders. This responsibility entails treating them withfairness, preserving dignity, and uplifting the awareness forservice orientation and achieving excellence. MDH achievesthis level of excellence by providing opportunities for careerdevelopment and personal growth and satisfaction.

Emergency PreparednessMDH has also implemented programs that would enable theHospital to take care of its patients and workforce shouldemergencies and disasters arise. Top Management iscommitted to patient safety and quality improvement throughthe formation and support given to the Safety Promotion andDisaster Preparedness Committee.

Social Performance



EmployeesWorkforce

The essence of MDHs workforce revolves around the

principle of having the right people in the right job at theright time which is fully supportive of the strategic plan andbusiness objectives of MDH. As the most valuable resourceof the Hospital, various initiatives are utilized to engage,align, and empower the employees with MDHs mission-vision and goals.

Selection and StafngMDHs manpower planning is done and managed at theunit level. All units undertake a review of their OrganizationalChart and their manpower count. This is regularlymonitored throughout the year to ensure that all personnelare matched against organizational requirements to ensurecompliance with headcount levels.

In its talent acquisition processes, MDH adheres to therequired job specications and standards. The recruitmentunit implements a strict regimen of steps to ensure thatMDH gets the most competent and qualied individualfor the position. Thus, the existing selection and stafngprocedures meticulously match people and theircapabilities with the requirements of the job, ensuring thatthe applicants objectives and career goals are aligned withMDHs objectives.

MDH has a total of 1,173 personnel in its workforce, ofwhich 79.8% is composed of organic staff. Organic staffrefers to the regular, permanent employees. On the otherhand, outsourced personnel represent 20.2% of the MDHworkforce.

Public Health Education InitiativesMDH is consistent in providing health education to the public, including its adopted community and school. As such, it alsoallows the public sector free access to pertinent health information that they can use to protect themselves and their families.

Lectures and lay fora are conducted to impart to the public the desired level of awareness of the topics discussed. World HealthOrganization advocacies, the Philippines Department of Health (DOH) annual calendar, and selected international awarenessmonths were followed as guides. The Hospital also offers special packages and discounts during these awareness periodcampaigns.

Doa V. Tytana Memorial Lectures Through the Doa V. Tytana Memorial Lectures, which began in 2009, the Hospital seeks to honor the legacy of the matriarchof the Ty family who inspired her children to strive for excellence. The Metrobank Group Chairman Dr. George S.K. Ty seeksto contribute to the continuing excellence of medical service in MDH. These memorial lectures conducted in coordinationwith the GT-Metro Foundation, the family foundation of the Ty family, are envisioned to serve as a venue where frameworks inunderstanding the challenging medical and health issues are discussed. It is through these lectures that MDH is able to providemore responsive medical services to its patients as it gains a clearer understanding and appreciation of the issues at hand.

During the inaugural lecture in 2009, former DOH Secretary Dr. Alberto Romualdez provided MDH with an overview of the healthchallenges and opportunities available for the Philippines. In 2011, then DOH Secretary, Dr. Enrique Ona, discussed universalhealth care.



Workforce by Type of Employment

MDHs workforce is composed of organic staff, outsourced staff consultants and contractual staff.

MDHs ratio of male to female employees is 1:1.6, reecting the higher number of female staff employed as nurses. MDH has no written orunwritten gender preference to date; nor is there a policy or guideline that states that MDH prefers one group over the other.

Workforce alignmentMDH ensures that the ofcers and workforce are aligned with the Hospitals vision and mission and management track.

At the onset, the non-migration turnover rate for non-nursing and non-Allied Medical Services Division technical staff was 5%, which went upto 7.92% by year end. For AMSD technical staff, the non-migration turnover rate was initially 10% which was brought down to 7.30%. Forthe Hospitals nursing staff, the non-migration turnover rate was 9% at the beginning of the year but was brought down to 3.07%.

The Hospital also provides livelihood programs for its employee dependents. An entrepreneurship seminar was also conducted foremployees and their dependents.

Organic Staff Outsourced Staff Consultants Contractual Staff

0 200 400 600 800 1000 1200

2011

937 204 10 22

Organic Staff by Age and Sex

20-30 31-40 41-50 51-60

2 0 1 1

0 100 200 300 400 500 600

F

312 178 61 22

emale

152 138 54 20

Male



Turnover Rate (Excluding Migration) The turnover rate of MDH employees here excludes those who have migrated.

Turnover Rate (Including Migration) The turnover rate of MDH employees include those who have migrated abroad. The turnover rate increased during the 1st quarter. Therewas a sharp increase in turnover during the middle of the year.

TurnoverWith the high demand for Filipino health workers overseas, recruiting and retaining quali ed talents has been a constant challenge forthe health industry. Motivated by their desire to provide a better future for their families, Filipino health workers continue to seek betteremployment opportunities abroad.

0.52

0.95

0.62

1.04

0.72

0.52

1.44

1.86

1.75

1.35

0.21

0.85

2011

YJAN FEB MAR APR MAY JUNE JUL AUG SEP OCT NOV DEC

0.20

0.00

0.40

0.60

0.80

1.00

1.20

1.40

1.60

1.80

2.00

JAN FEB MAR APR MAY JUNE JULY AUG SEP OCT NOV DEC

0.10

0.00

0.20

0.30

0.40

0.50

0.60

0.70

0.80

0.90

1.00

2011

0.21

0.31

0.62

0.10 0.10

0.82

0.41

0.93

0.63

0.21 0.21

0.42



Turnover by Age Group and Sex) The 2011 turnover of MDH employees organized by age group and sex showed that female employees aged 20 to 30 were the biggestgroup to have resigned from the Hospital.

2011 Employee SeparationResignations were the major form of employee separation at 88%.

88% Resignation

7% Retirement

4% AWOL

1% Death

1%

88%4%

7%

20-30 31-40 41-UP

0 10 20 30 40 50 60 7 0

F

2 0 1 1

Male

emale

59 10 3

26 9 7



2011 Employee Separation*Resignations were the major form of employee separation in MDH.

Training and Career DevelopmentEducation and Training

Learning and development is a strategy linked to theHospitals mission of undertaking training and research tocontinually improve quality services.

The MDH Balanced Scorecard (BSC) includes a Learningand Growth Perspective covering the Hospitals goals andtactical objectives. These tactical objectives have basicdirectives as to what learning and development directionsare to be taken and specic indicators for monitoring andevaluation.

Alongside the BSC, the Annual Training Plan works totranslate learning and development needs to businessresults. Derived from the Training Needs Analysis, thecontents of the plan address the much-needed dimensionsof learning required by the staff. These needs are linked tothe knowledge and behavior requirements in handling thebusiness, their units, their staff, and, most importantly, thecustomers. This ensures that training is linked directly toBusiness Plans and Strategies.

An Annual Training Plan derived from the Training Needs Analysis and directed by the objectives and performancetargets of the BSC is disseminated to all units in orderfor Manager-Leaders to plan and maximize employeeschedules for training in order to improve timely, equitable,coordinated, and seamless delivery of service. This planprovides a venue for equal opportunity for all to learn anddevelop.

Training programsMDH provides its ofcers and workforce training programs based

on identied training needs. As the Trainings were concludedin 2011, another Training Needs Survey and Analysis wasconducted in the last quarter of 2011.

A hospital-wide training program was achieved and implementedin February 2011, with one training program per division. Ninety-six percent (96%) of the total number of units and 96% (or 822)of the non-supervisory staff members of the medical directoratehave participated in competency-based trainings (up from atleast 85% at the onset).

At least 73% of all administrative ofcers participated in onemanagement training program. At least 24% of all frontlineemployees (NSD inpatient nurses, AMSD, and Emergency Room)have participated in the hospitals behavioral training sessions.

2011 Training Man-hours per Employee

In 2011, MDH logged a total of 1,276 training hours for 912employees. This translates to an average of 1.40 training hoursper employee. This does not include the training of medical staff.HRD continues to conduct, identify, and evaluate the trainingneeds of its workforce aimed at enhancing competenciesneeded to exceed patient expectations.

Overall Managers Supervisors Staff Average

Training Man-hours perEmployee

10.88 10.88 0.86 1.40

Resignation AWOL RetirementDeath

0 20 40 60 80 100 120

2011

100 5 1 8

*Actual head count



Career DevelopmentMDH believes that career development is effective only whenmanagement and staff are co-responsible for advancement.

This is the foundation of effective communication, execution,

and performance monitoring. Thus, MDH management hasimplemented several mechanisms to address this.

One mechanism utilized is the formal performance reviewand evaluation, and career discussions included in theCommitments and Competency Performa

Documents

MDH Sustainability Report 2011