MDH Sustainability Report 2011

World-Class Care Within Your Reach
Cover photo: simplicitypost.com
About the Cover

Manila Doctors Hospital is akin to a child skipping on spherical manmade stones and moving forward when it comes to its beginning efforts towards sustainability. Each step is a calculated risk of balancing the preservation of our values and principles, the attainment 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, sociallyresponsible and an advocate of the environment.
About the Hospital

Manila Doctors Hospital (MDH) is a premiere private tertiary hospital operating at 667 United Nations Avenue, Ermita, Manila, Philippines. It was founded in 1956 by a group of doctors, under the corporate name Manila Medical Services, Inc. (MMSI) In 1979, Metrobank Foundation, Inc. (MBFI) acquired majority shares of MMSI. Located along United Nations Avenue in the old business district of Metro Manila, which is also considered the tourist district of Manila, MDH is a stones throw away from Chinatown. It has entry and exit points on both United Nations Avenue and Teodoro M. Kalaw Avenue. Its T.M. Kalaw faade faces the Department of Tourism and the eastern side of Rizal Park. MDH operates only in the Philippines, but it serves many international clients and plays an active role in promoting medical tourism in the country.
MDH Social Vision

We are a health institution providing holistic care that exceeds industry standards and that anticipates and responds to the needs of the patients, their families and relevant communities. Driven by our determination to make healthcare accessible to the marginalized and the underserved, we consider it our ardent commitment to provide service that is guided by ethical standards and improve the healthcare delivery system with pronounced social impact. These establish Manila Doctors Hospital as a vital partner of the Department of Health, local government units and other likeminded institutions in empowering the communities and the public we serve to sustain health and wellness. We are engaged in heightening the consciousness and the participation of the public in targeted health and environmental issues in the global community.
Vision and Mission

In 1979, Dr. George S.K. Ty, Group Chairman of the Metrobank Group and founder of the Metrobank Foundation, Inc., the parent company of Manila Doctors Hospital, envisioned MDH to become the leading center of excellence and wellness in the Philippines. His vision had MDH providing world-class holistic, quality, and safe patient care. As such, in keeping with its our goal to serve as a health and 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
Manila Doctors Hospital
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
Our Core Values

MDH abides by these principles in its relationship with internal and external stakeholders and the public: Quality Accountability Innovativeness Social Responsibility Teamwork Professionalism Respect Integrity Compassion Excellence
Our Quality Policy

We at MDH commit ourselves to meet our stakeholders expectations by providing: Excellent performance in all services and authorized functions Effective and efficient health services, training, and research Patient-centered personnel, and continually improvement of services so as to achieve excellence in quality and safe health care
Sustainability 2011
TABLE OF CONTENTS
01 About the Hospital 01 Vision and Mission MDH Social Vision Our Corporate Objectives Our Quality Policy Our Core Values 03 Table of Contents 05 About the Report: Purpose, Scope, and Limits Global Reporting Initiative Application Level 06 A Statement from the President 07 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 10 Manila Doctors Hospital and Sustainability Reporting Philippine Health Situationer The Philippine Healthcare System Healthcare Financing in the Philippines Universal Healthcare Opportunities for MDH 14 Manila Doctors Hospital as a Center of Excellence Health Services Offered 17 Medical Staff 17 Medical Training 18 Awards and Recognition 20 Enhancements and Milestones 21 Research and Breakthroughs 21 Corporate Governance Organizational Chart Renumeration Leadership Conicts of Interest Attributes of the Highest Governance Body Commitments to External Initiatives
23 Manila Doctors Hospital Organizational Memberships 24 Stakeholder Engagement The Internal Stakeholders The External Stakeholders 25 Manila Doctors Hospital Partnerships 25 Economic Performance Management Approach Economic Impact Employee Compensation and Benets Training Expenditures and Cost Savings 27 Social Performance Management Approach Social Impact Service Responsibility Emergency Preparedness Public Health Education Initiatives Doa V. Tytana Memorial Lectures 28 Employees Workforce Training and Career Development Employee Welfare 34 Customers Customer Service Compliance with Public Health Policies 34 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 40 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 43 Global Reporting Initiative Context Index 47 Closing Statement
TABLE OF CONTENTS
About the Report: Purpose, Scope, and Limits

Caring. Engaging. Empowering. is MDHs report on sustainability and corporate social responsibility. It covers the year 2011. It is a Type B 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. Report Application Level OUTPUT
C
Report on: 1.1 2.1 - 2.10 3.1 - 3.8, 3.10 - 3.12 4.1 - 4.4, 4.14 - 4.15*
C+
B
Report on all criteria listed for Level C plus: 1.2 3.9, 3.13 4.5 - 4.13, 4.16 - 4.17 Management Approach Disclosures for each Indicator Category
B+
A
Same as requirement for Level B
A+
G3 Prole Disclosures
Report Externally Assured
Standard Disclosures
G3 Management Approach Disclosure
Not Required
Management Approach Disclosures for each Indicator Category
G3 Performance Indicators & Sector Supplement Performance Indicators
Report on a minimum of 10 Performance Indicators, including at least one from each of: Economic, Social and Environmental.
Report on a minimum of 20 Performance Indicators, at least one from each of: Economic, Environmental, Human Rights, Labor, Society, Product Responsibilities.
Report on each core G3 and Sector Supplement* Indicator with due regard to the Materiality Principle by either: a) reporting on the indicator or b) explaining the reason for its omission.
OUTPUT
*Sector supplement in nal version This report is limited to indicators that are relevant to MDHs operations as a hospital and have measurable outcomes. Other GRI indicators are expected to be added in succeeding sustainability reports. Moreover, in this initial undertaking, MDH has included self-declared indicators not found in the GRI guidelines, as determined by the Manila Doctors Hospital Sustainability Reporting Committee (MDH SRC). The said indicators are used to emphasize salient points and information specically generated by health care institutions and centers. MDH has identied 22 indicators by which its programs are measured in the reporting period of January 2011 to December 2011. The topics embrace the Hospitals mission, goals, and core values, which are of interest to both internal and external stakeholders. 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 the Hospital to better understand and anticipate their interests and expectations. The MBFI is mentioned several times in this report, as it is MDHs parent corporation. The Foundation likewise provides funds for many of the Hospitals CSR activities. The MDH SRC was created in February 2010. It is made up of individuals from different units of the Hospital, as well as representatives from its parent organization, the MBFI. Several meetings were convened to discuss the importance of sustainability reporting and to decide on the materiality of the indicators to be included in the report, as well as the manner of reporting. Existing data on the Hospital was gathered by the Committee Members and collated by the Committee Secretariat. Upon review of the materials, the SRC reconvened to arrange the storyline and theme of the report. The drafts were then presented to the Senior Management Team and the Management Committee of the Hospital for comments and suggestions. The nal paper was completed in November 2012. Clarications regarding this report may be addressed to the Corporate and Strategic Planning Ofce, Executive Ofces, Manila Doctors Hospital at telephone number (632) 524-30-11 local 3772 or by sending an email to src@maniladoctors.com.ph.

5
OUTPUT
A Statement from the President

We 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 consumer of irreplaceable resources. As MDHs primary mission is geared towards treating, healing and maintaining the well-being of our patients, we are certain that we, as an institution, should also play a part in healing the environment. We believe that now is the best time to tread lightly on our planet, as climate change, social reform, and economic depression and recoveries have already made a global impact. We are very proud of our sustainability efforts. Programs and initiatives on energy and water conservation have been in place at MDH for several years now, and we have also monitored gas emissions 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 for the hospitals corporate social responsibility activities. MDH promotes the cause of sustainable development to all immediate stakeholders of the Hospital, 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 steadfast in its support of sustainable development initiatives. Our environmental programs were also cascaded to our adopted community and our partner public elementary schools, to allow them to also take a proactive role in sustainability. We hope that these efforts become 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 to the efforts of the dedicated MDH workforce for the patients we serve. The hospital industry is a competitive business, and the stability of manpower is crucial in the success of an institution like MDH. It is in this spirit that we present this report, the culmination of the efforts of the MDH Sustainability Reporting Committee to document and monitor the efforts of Manila Doctors Hospital for ecological, social, and economic sustainability. This report was written in alignment with the standards of the Global Reporting Initiative. Apart from our pride in reporting all the sustainable efforts MDH has undertaken over the past year, we embark upon this GRI Sustainability Report in the hope that we can contribute to the knowledge base of the GRI Guidelines, which has no dedicated guidelines for the reporting of hospitals. More importantly, we also hope that by our work in the public and private arenas, we can inspire our peers to take the same route towards sustainability and the Filipino youth to aspire for wellness. We only have one planet. It is our responsibility to make the best of our stay, so that future generations may also enjoy and realize the possibilities in it. This report will tell you how we work everyday to heal and promote wellness in our corner of the world. We hope you can join us in this endeavor.
MDH promotes the cause of sustainable development to all immediate stakeholders of the Hospital, including management, doctors, employees and personnel, patients and their relatives, and even accredited suppliers.
Aniceto M. Sobrepea
President Manila Doctors Hospital
Sustainability 2011
Hospital Prole
A countrys future rests on its citizenry. The health of a populace is part of the common welfarewhen a nations people are incapacitated 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 in MDH 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 from the leadership of Metrobank Group Chairman Dr. George S.K. Ty.
MDH Today
Over the past 55 years, each MDH medical and support department has undertaken continuous development initiatives. This secured MDHs reputation in both social and nancial aspects as one of the top ve hospitals in Metro Manila and one of the topof-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 residency and fellowship programs. Annually, an average of at least 140 fellows, residents, and interns are active in MDHs various medical departments for training. MDH started with a single ve-storey building in 1956. At present, the Hospital has grown into a formidable medical complex made up of: The Doa Salustiana Medical Tower I (formerly Medical Arts Center), an eight-storey building housing the clinics of the physicians who practice in the Hospital; The five-storey Doa Salustiana Medical Tower II, which contains additional physicians clinics, ancillary services, and parking spaces; The Norberto Ty Medical Tower, a 12-storey building built in 1989 which provided more rooms for patients and more space for ancillary and support services; The five-storey Ancillary Services Center, completed in 2004, which houses the Industrial Medical Services Department, Finance Division, 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.
MDH in Figures 2011

Beds Total no. of outpatients served Discharges Admissions Average Bed Occupancy Rate Average Length of Stay (in days) Surgeries: Major Operations Minor Operations Childbirths No. of Patients in the Cardiovascular Center No. of Procedures in the Cardiovascular Center Emergency Room Consultations 300 2,513,895 20,936 20,920 73% 4.62 3,457 1,744 1,490 2,203 789 28,423
MDH Figures at a Glance
MDH is the first private hospital in Asia to be surveyed by and awarded accreditation from Accreditation Canada International. It was also accredited as a Center of Excellence by the Philippine Health Insurance Corporation up to 2013.
MDH had a gross revenue of Php1.5 billion in 2011. It has a total capitalization of Php 404 million, amounting to Php 697 million in total resources. In 2011, there were around 21,000 hospital admissions and more than 2.5 million out-patient clients served by the Hospital.
The MDH Balanced Scorecard

The MDH Balanced Scorecard (BSC) is a blueprint created by MDH and all its units. It is used as a guide and reference for implementation of strategies and tactical objectives, and in monitoring and evaluating the actions taken. It also functions as a performance measurement system, which links strategies to action. The BSCs of individual units are collated by division and then are collated to measure the collective MDH BSC. There is a quarterly reporting of the BSC by division for update and monitoring. Corporate Social Responsibility (CSR), shepherded by the CSR Department, was added as the fth perspective in the MDH BSC in 2008. This was done to emphasize, enhance, and eventually institutionalize the Hospitals massive CSR programs. One essential facet of MDH CSR is volunteerism, an activity encouraged and observed from all staff at all levels. MDHs volunteer efforts have been institutionalized and supported by the hospital administration via the MDH Purple Hearts Club.
Sustainability 2011
MDH Clients
Local clients geographical distribution is as follows: 78% National Capital Region 9% Cavite 4% Laguna 3% Bulacan 3% Batangas 1% Rizal 3% Others
1% 3%
78%
4%
9%
3%
3%
BSC in MDH Framework

Vision, Mission, Goal, Objectives, & Quality Policy Business & Organizational Milestones / Targets
MDH Accreditations and the Quality Management Ofce

MDHs advocacy is to provide world-class care. MDH has passed the stringent standards of international and local auditing organizations by virtue of its top-quality medical and institutional services. MDH is the rst hospital in Manila to receive accreditation from the International Organization for Standardization (ISO). The Hospital has maintained its ISO 9001:2001 Certication since 2005 and has been recertied for ISO 9001:2008 up to 2014. MDH is the rst private hospital in Asia to receive accreditation from Accreditation Canada International (ACI). It was also accredited as a Center of Excellence by the Philippine Health Insurance Corporation (PhilHealth) up to 2013. The Hospital has also received recognitions from the Department of Health (DOH) and the Department of Tourism (DOT). MDH continually improves its quality management system as overseen by the Quality Management Office (QMO). QMO ensures compliance with the standards of ISO 9001:2008, the PhilHealth, and ACI. It facilitates quarterly internal quality audits using the combined standards of ISO 9001:2008, ACI, and the PhilHealth Benchbook.
Alternative Strategic Intents

Prioritize and align through BSC Process
Financial Perspective Satised Shareholders

Corporate Balanced Scorecard
Customer Perspective Delighted Customers People Aligned, Motivated, Empowered & Competent Workforce
Desired Outcomes
Internal Processes Effective & Efcient Processes
Drivers
CSR Perspective Corporate Citizen
Translate to Function Level Scorecards (MDH and Unit)
MDH Accreditations: Accreditation Canada International ISO 9001:2008 Philippine Health Insurance Corporation Department of Health Department of Tourism
Manila Doctors Hospital and Sustainability Reporting

Sustainability reporting addresses MDHs desire to measure the Hospitals endeavors using the GRIs triple bottom line through economic, social, and environmental standards. The MDH wants to communicate to all its stakeholders, including the general public, that it is governed by a holistic framework. In using the GRI framework, MDH has also emerged as the rst hospital in the Philippines to report its activities using globallyacceptable sustainability indicators. In the process, MDH hopes to contribute to the development of industry-specic indicators in the future. Through the MDH sustainability initiative, the Hospital aims to: Develop and align current systems with those needed to achieve 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 medical and non-medical organizations to deliver its mission of worldclass care to a wider audience. As such, MDH partners with pharmaceutical manufacturers to reduce the prices of selected drugs that it offers in its pharmacy. It has also partnered with volunteer reghters groups to extend aid during the hospitalization of its members, again in aid of society at large. In terms of environmental impact, MDH has an award-winning hospital-wide environmental program that engages its employees in recycling and bi-weekly Earth Hour sessions, which reduce the Hospitals carbon footprint.
By partnering with the government, MDH can contribute to improving access to quality healthcare by providing assistance in the form of technical knowledge and technology.
10 Sustainability 2011
Philippine Health Situationer

General improvements in health have been noted in the Philippines, such as an increase in life expectancy and a decrease in crude death rate. However, the Philippines now faces a double burden of disease. While communicable diseases, such as pneumonia and tuberculosis, continue to be top morbidities (or sources of illness), there has also been an upsurge over the past few decades in lifestyle-related or non-communicable disease such as hypertension, heart disease, and diabetes. This double burden, the inadequate eradication of communicable diseases and the rising threat of lifestyle-related diseases, is a signicant threat to the overall health of the Filipino people.
The Philippine Healthcare System

The Philippine healthcare system is unique in that it is characterized by its dual nature. Public and private health care systems operate independently but cooperate with each other as the need arises. The former being regulated by the central ofces of the Department of Health (DOH) Philippines and largely run by local government units, while the latter have more free reign in terms of health services in large part because of their greater nancial clout.1
Healthcare Financing in the Philippines

High out-of-pocket expenses for healthcare represent a signicant burden and impact that illness has on the average Filipino family. According to the 2007 Philippine National Health Accounts from the National Statistical Coordination Board, out-of-pocket payments constituted 54.3% of total health expenditure in the Philippines, which amounted to Php 234 billion. The local government was a source 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 health insurance.
Universal Health Care
As a contributor to the countrys economic cycle, MDH provides jobs to qualified and skilled workers.
The Aquino Health Agenda, which aims for the attainment of Universal 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 and healthcare facilities, and the attainment of health-related Millennium Development Goals (MDGs).2 The rst thrust of ensuring nancial risk protection will entail expanding both coverage and benet delivery under the National Health Insurance Program under PhilHealth. As of the end of 2011, PhilHealth had 78.39 million members and dependents, or 82% of the projected population for 2011 and had made benet payments amounting to Php 34.9 billion. The second thrust of improving access to quality hospitals and healthcare facilities is directed towards the improvement of government-owned and operated hospitals and facilities. The third thrust of attaining health-related MDGs likewise is directed towards the improvement of public health programs.
1 Department of Health Philippines. Overview of the Philippine Health System and the Implementation Framework for Health Reforms. 2008. 2 Millenium Development Goals are 8 international development goals that United Nations member states and some international 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 and empower women; Goal 4: Reduce child mortality; Goal 5: Improve maternal health; Goal 6: Combat HIV/AIDS, malaria and other disease; Goal 7: Ensure environmental sustainability; Goal 8: Develop a global partnership for development.
Manila Doctors Hospital 11
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 private hospitals and healthcare institutions can contribute. To date, partnerships between government and private hospitals have been made on minor 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 form of technical knowledge and technology. Medical expertise and state-of-the-art technology is signicantly lacking in many government hospitals in the Philippines, especially those in far-ung areas. Telehealth initiatives can bridge this gap by providing access to medical expertise and state-of-the-art technology to isolated hospitals, doctors, and other healthcare workers. Improvement of public health programs 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 government and contribute to the social development of communities.
Industry Risks and MDH Management Actions

MDH has identied the following risks and the management efforts that it offers in its operations. Industry-wide Risks Natural Events Management Actions at MDH MDH led by the Safety Promotion and Disaster Preparedness Committee (SPDPC) regularly holds re and earthquake drills to ensure that the Hospital and its personnel will respond appropriately when 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 Hospital staff to respond appropriately during disasters. After every drill, debrieng is done by the organizing unit (i.e. re and earthquake drill through the Program on Natural Disasters and Surge of Patients in the Emergency Room). Participants are encouraged to give feedback on the drill and suggest recommendations to improve the plan. The different phases of disasters are reviewed declaration of disaster, activation of 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 Disaster Preparedness Pa, (Not Only for Cleaning but also for Disaster Preparedness) empowers the LHKs staff members through training and imparting their knowledge and skills that are vital to carrying out search and rescue missions. Man-Made Events Learning from its experience during the 2010 Rizal Park (Luneta) hostage crisis and the bar exam bombing in Manila, MDH has instituted contingency measures for all applicable departments to enable 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 coordinate the activity with the various units of the Hospital. Risk From Increased Competition Customer satisfaction is of paramount priority to MDH since patients patronage is the source of its sustainability. Increased hospital and operational expenses affect the affordability of services. The Hospitals Finance Directorate performs periodic cost analysis and benchmarking of other hospitals to ensure competitiveness and maintain market share. MDH utilizes nancial counseling to manage its patients nancial compliance concerns. The Finance Directorate has installed protocols by which patients not covered by health maintenance organizations are required to settle their accounts on a day-to-day basis so as to manage and update the nancial documents of the Hospital.
Risk From Receivables Risk of Non-Paying Patients
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 provision and 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 of President Benigno S. Aquino IIIs Social Contract with the People.
Industry-wide Risks Regulatory, Statutory, and Mandatory Requirements
Management Actions at MDH MDH has always been compliant with all national and local government and statutory laws and regulations. MDH makes sure that licenses and certications from the Department of Health, Philippine Health Insurance Corporation, and other regulatory agencies such as the Department of Environment and Natural Resources are updated. MDH has also forged a partnership with the Professional Regulation Commission to ensure the compliance of its healthcare providers with the rules and regulations regarding the practice of their 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 through preventive measures and collaboration with the local community. The Hospitals collaboration with the Manila Police District and its membership in the Good Neighbors Initiative is a reection of its commitment to contributing to the safety and security of the local community.4
Globalization of the Medical 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 partnered with Accreditation Canada International (ACI) and likewise received ACI accreditation on December 17, 2010. The ACI accreditation opened the window for the Hospital to become a center of wellness and healing for international patients, proving that it welcomes the new era of borderless medicine and that 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 continual improvement 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 medical courses to guarantee sources for manpower pooling. Human resource programs covering career development, 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 may assume different roles within the organization. As MDH is a service-based organization, quality of supply is of utmost importance to the organization. To guarantee that only the best suppliers are selected and accredited, the Hospital requires all its suppliers to undergo an MDH-initiated accreditation process which includes full disclosure of their business and nancial capability. As patients and their relatives have become vigilant and discriminating when it comes to their health practices and needs, MDH has a multi-disciplinary Ethics Committee that ensures the compliance of all stakeholders to the highest standards of practice and behavior. The medical community undertakes a regular review of management and procedures to assess and continuously improve the medical services served. An in-house legal counsel is engaged to answer queries and assist in decisions with legal implications.
Supplier Quality
Ethical and Medico-Legal Concerns
4 The 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 address various 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 Jaycees, Manila 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 696 to 698 of Zone 76, and Barangay 669 of Zone 72.
Manila Doctors Hospital as a Center of Excellence

As one of the top hospitals in the Philippines, MDH takes pride in the specialized medical facilities that set it apart from the other hospitals 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
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 Offered

MDH denes itself as a private tertiary hospital. Based on the DOH denition, a tertiary hospital is a medical center with 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 Cardiovascular Center - Cardiovascular Surgery - Cardiovascular Catheterization Laboratory - Cardiovascular Anesthesia Oncology - Chemotherapy - Infectious Diseases - Medical Oncology - Nephrology - Neurology - Psychiatry - Pulmonary Medicine - Rheumatology - Toxicology
Radiology X-Ray Ultrasound CT Scan Mammography
Nuclear Medicine - Bone Densitometry - Gamma Camera - Nuclear Cardiac Imaging 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 Industrial Medical Services - Pre-Employment Exams - Company Consultations - Annual Exams - Diagnostic Executive Check-up
Emergency Medicine 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 Surgery - General Surgery - Burns - Neurosurgery - Pediatric Surgery - Plastic and Reconstructive surgery - Thoracic and Cardiovascular surgery - Urology - Minimally Invasive Surgery Orthopedic Surgery - General Orthopedics - Trauma - Pediatric Tumors - Arthroscopy - Hand Surgery - Spine Surgery - Sports Medicine Extracorporeal Shockwave Lithotripsy Ophthalmology - General Ophthalmology - Pediatric Ophthalmology - Cataract & Refractive Surgery - Cornea and External Disease - Glaucoma - Oculoplastics and Orbit - Ocular Oncology - Retina and Vitreous - Uveitis - Neurophthalmology Pastoral Care Specialty Centers - Aesthetic Surgery and Dermatology - Child Neurosciences - Pain Management and Wellness - PRO-HEALTH Center - Geriatric Multidisciplinary Clinic - Vision Center Dental Medicine - Oral Maxillofacial Surgery - Dental Implants - Management of Temporomandibular Joint Disorders - Orthodontics Ancillary Services - Heart Station - Electrocardiography - Echocardiography - Pulmonary Services - Neurophysiology Services - Otorhinolaryngology Services
Medical Staff
Based on customer satisfaction surveys, the quality of MDHs doctors is the primary reason why it enjoys its current patronage. MDH has a total of 937 regular employees and 204 outsourced personnel. Currently the medical and dental staff is comprised of 416 active consultants, 30 specialty clinic consultants, and 587 courtesy consultants with exemplary credentials 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, and Sincere. They are known in the industry to be friendly, accommodating, and nurturing. MDHs nurse-to-patient ratio for regular inpatient rooms is 1:8. For specialized areas, the nurse-to-patient ratio is 1:3. MDH is the base hospital of Manila Doctors College of Nursing of the Manila Tytana Colleges, thereby assuring a constant stream of qualied nurses and other allied medical professionals.
Medical Training
MDH provides training for medical interns, residents, and fellows. MDH accepts graduates from different medical schools for their postgraduate internships. Additionally, third and fourth year medical students from the San Beda College of Medicine have rotations in the hospital providing them exposure and training in bedside procedures and clinical skills. Specialized medical training for physicians is available in 13 accredited residency and fellowship programs, namely: Residency Programs: Emergency Medicine Family and Community Medicine General Surgery Internal Medicine Obstetrics and Gynecology Ophthalmology Otorhinolaryngology Pediatrics Radiology Accredited Fellowship Programs: Palliative Anesthesiology Gastroenterology Pulmonology Cardiology
Specialized medical training for physicians is available in 13 accredited residency and fellowship programs.
MDH residents and interns are encouraged to do research projects not only to fulll the requirements of training, but also to hone their skills in doing research. The Committee on Medical Education and Training handles the training needs and requirements of residents and interns.
Awards and Recognitions

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.
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 on February 18, 2011. The Anvil Awards recognize the best public relations programs and projects that demonstrate the effective use of public relations tools: Excellence Award for the MDH Recyclables Program The award reaffirms the Hospitals recycling efforts, specifically for its intensified 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 University of Santo Tomas Hospital, Manila on May 18, 2011 during the 2011 Search for Most Outstanding Quality Improvement Studies in the Hospital. 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
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 A Safe 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 Santos Elementary 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 as an 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 ng Lalawigan ng Quezon sa Larangan ng Health Administration (Medal of Honor Given to the Distinguished Child of Quezon Province in the Field of Health Administration).
Enhancements and Milestones

In 2011, MDH continued to upgrade both its facilities and equipment as part of its overall commitment to provide quality and safe patient care and to continually comply with the quality standards of ISO, PhilHealth, and ACI. MDH took on the task of updating and renovating its Radiology and Dietary facilities. In 2011, MDH also launched its stateof-the-art Siemens Somatom Denition Flash 256-Slice Dual Source Computed Tomography Scanner and the Siemens Mammomat Digital Mammography Machine. In addition, MDH also procured the following machines: Optovue Fourier-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 Hearing Systems (ABR) Non-sedated, and a Laerdal Resusci Anne Advanced Cardiac Life Support Full Body Mannequin.
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 World Health Organization The MDH Service Excellence Awards was also launched in January 2011 to recognize and celebrate the excellent performance of MDH employees.
Research and Breakthroughs

MDH fully supports medical research conducted by trainees and allows ample budget and use of hospital facilities. Before the end of their training, the research papers are presented to the hospital audience with experts invited as commentators or judges. Below is a list of researches carried out by MDH residents in 2011: Prevalence of Amblyopia & Amblyogenic Risk Factors In a Preschool for Filipino Children Ages 3-6 Years using Cycloplegic Refraction Comparative Analysis of the Length of Hospital Stay and Quality Care Indicators With or Without Utilization of the Clinical Pathway Among Otorhinolaryngology (ORL)-CSR Patients Undergoing the Top 3 Elective ORL Surgical Procedures in a Tertiary Hospital from March to December 2010 Comparative Analysis of Otitis Media with Effusion among Cleft Palate Surgical Mission Patients ages 0 11 years old who underwent Palatoplasty with Ventilation Tube Placement versus Ventilation Tube Placement alone using 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 October to November 2011 Using the Tagalog Version of the Primary Care Assessment Tool (PCAT) Use of the Pediatric Trauma Score in determining clinical outcomes of pediatric trauma patients in two urban tertiary hospital Emergency Rooms The effect of statins in reducing cerebral vasospasm among patients with subarachnoid hemorrhage: A MetaAnalysis
Corporate Governance
MDH Organizational Chart
CHAIRMAN BOARD OF DIRECTORS Manila Medical Services, Inc. EXECUTIVE COMMITTEE INTERNAL AUDITOR PRESIDENT MANAGEMENT COMMITTEE
SENIOR VICE-PRESIDENT for MEDICAL AFFAIRS
HOSPITAL DIRECTOR
SENIOR VICE-PRESIDENT for CORPORATE AFFAIRS SENIOR MANAGEMENT TEAM
*COMMITTEES
CORPORATE AND STRATEGIC PLANNING OFFICE
QUALITY MANAGEMENT OFFICE
MEDICAL DIRECTORATE
ADMINISTRATIVE DIRECTORATE
FINANCE DIRECTORATE
MEDICAL SERVICES DIVISION
ALLIED MEDICAL SERVICES DIVISION 1 & 2
NURSING SERVICE DIVISION
HUMAN RESOURCE DIVISION
OPERATIONS AND HOSPITALITY DIVISION
BUSINESS DEVELOPMENT DIVISION
FINANCIAL ACCOUNTING DIVISION
PATIENT ACCOUNTS SERVICES DIVISION
*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
Leadership
MDH fosters good governance and effective leadership by providing the necessary structures and processes to sustain patient safety and quality improvement. The leadership responsibilities are well-dened and constantly evaluated. The Hospital is guided by a well-communicated and practiced vision, corporate objectives, quality policy, and core values, which are evaluated semi-annually in terms of relevance and achievement. It has a well-documented performance review and planning process with a strategic plan that was formulated in 2011. The said planning process, which shall guide MDH until 2013, is supported by an operational plan and a balanced scorecard 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 unit heads to be nancially accountable. Periodic reporting is made in various levels. The Hospital is governed by a Board of Directors (the highest governance body) led by a Chairman, the President, two Senior Vice Presidents, the Hospital Director, and three Directors (one for each directorate). The Board of Directors is led by a Chairman who is not an executive ofcer. The following committees support the governance structure at various levels: Executive Committee (ExCom), Management Committee (ManCom), and the Senior Management Team. There are 10 members in the Board of Directors; six are independent/non-executive members. There are two representatives who are members of the Medical Staff Association, conferred and endorsed by a Nominations Committee. It is chaired by a highly competent and experienced executive. The Internal Auditor reports to the Board of Directors. The three directorates cover the three major areas of the Hospitals: the Finance Directorate, Administrative Directorate, and the Medical Directorate. The Finance Directorate oversees the nancial performance of the entire Hospital and ensures that proper monitoring and control systems are in place. The Administrative Directorate takes care of the support operations of the Hospital. It also oversees the Hospitals Business Development Division as well as the outsourced operations of the Housekeeping and Linen Service and Security. The Medical Directorate includes the Medical Services Division and the Allied Medical Services Division. It oversees the medical services offered by the Hospital and the activities and services of doctors and allied health professionals at MDH. Shareholders and employees provide recommendations or seek direction from the highest governance body. With the help of data culled from surveys and consultations, these recommendations and directions are implemented prior to every annual planning conference. A process of collaboration, communication, and coordination is done in each unit of the Hospital. Employees are represented by their corresponding division heads during executive meetings and their opinions and comments are taken into consideration.
Remuneration
The remuneration for members of the highest governance body, executives, and senior managers is determined by the Board of Directors. Aside from salaries and performance incentives, they are also entitled to hospital and retirement benets and other relevant perks such as car plans and business travel allowances. Their compensation is based on effectiveness, experience, knowledge, and performance.
Conicts of Interest
The MDH Code of Ethics is the guiding principle of the highest governance body in performing its varied tasks and is in accordance with the requirements of Accreditation Canada International. To minimize conicts of interests, transparency is practiced. Every resolution created is arrived at from an impartial and documented majority decision. Third party evaluation 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 and leasehold. The Committee likewise reviews and evaluates requests for medical equipment valued at more than Php 250,000. These are thereafter validated by the Finance Directorate.
Attributes of the Highest Governance Body

The MDH strategy on economic, environmental, and social issues is well implemented by skilled executives with the collaboration of procient drivers. The stockholders are well-informed of the affairs of the Hospital, through various reports, meetings, and communications. The Board of Directors meets six times a year while the Executive and Management Committees meet every month. The Board of Directors ably oversees the process by which MDH manages and performs, and ensures that internationally agreed standards are followed. It supports the programs recommended which are highly justied and supported with evidence. Meanwhile, the Executive Committee and Management Committee provide governance and effective organization. At present, the highest governance bodys performance with respect to economic, environmental, and social performance is evaluated at the end of each year and serves as reference and basis for reappointment or disengagement.
Commitments to External Initiatives

MDH adheres to the Rio Precautionary Principle by promulgating activities that are safe to the environment and people. The Rio precautionary principle refers to Principle 15 of the 1992 Rio Declaration which reads: Where there are threats of serious or irreversible damage, lack of full scientic certainty shall not be used as a reason for postponing cost-effective measures to prevent environmental degradation. The Hospital ensures that reactive waste and reagents used in its nuclear and laboratory departments, as well as infectious wastes are properly disposed of. MDH complies with environmental regulations and requirements. As a testament to this, MDH has acquired an Environmental Compliance Certicate. The Hospital likewise accredits and uses suppliers which are licensed to operate processes and procedures with proper waste management collection and disposal. MDH also endorses environmental awareness initiatives where employees actively participate voluntarily. Other external initiatives that MDH commits are a cancer awareness initiative and a tribute to teachers during The National Teachers Month wherein packaged hospital services are provided to teachers during the month-long celebration.
Manila Doctors Hospital Organizational Memberships

MDH is a member of several organizations which are related to the hospital industry as well as those with relevant concerns to the Hospital. These organizations include: Philippine Hospital Association, Inc. An association founded in 1949 with the mission of leading, enabling, assisting, and protecting hospitals towards quality services. Philippine Society for Quality in Healthcare The society was organized in 1996 to promote quality assurance, quality improvement, and quality management of health care services in the Philippines. Private Hospital Association of the Philippines, Inc. An association founded in 1979 to address the problems 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 Chambers of Commerce with the goal of promoting retirement and healthcare in the Philippines. Philippine Association of the Health Organizations in Medical Tourism, Inc. An association composed of top Philippine medical institutions aimed at strengthening the countrys foothold in medical tourism. 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 services such as travel agencies and airline companies. One of the organizations strategies is to make sure that theres going to be a seamless delivery of healthcare in all the activities we want to promote, one that is wellcoordinated and highlights the gracious hospitality of Filipinos. League of Corporate Foundations This is a network of over 70 corporate foundations and corporations that focuses on Corporate Social Responsibility by promoting and enhancing its practice both among its members as well as to the rest of the business community. The overall goal is to promote national development. People Management Association of the Philippines A professional organization founded in 1956 aimed at advancing the profession of human resource management.
Stakeholder Engagement
MDH engages its stakeholders because it aims to build relationships with those who are affected by the Hospitals services, actions, and success. Furthermore, the Hospital realizes that the input of its stakeholders can help improve the Hospitals plans, practices, and processes. A consultative and participative approach was employed in the preparation of this 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 their relatives, partners, vendors, communities and schools, HMOs and corporate guarantors, accrediting bodies, and government agencies.
The external stakeholders

MDH establishes strategic partnerships with different institutions for purposes of synergistic complementation and mutual benet. These partnerships are established with institutions whose visions, missions, and values are aligned with that of the Hospital. Partners are either locally or internationally based. MDH observes the highest standards of ethics in entering into these agreements. Patients and relatives. MDH ensures that patients and their relatives are fully aware of the relationship between them and the Hospital. Transparency and openness are observed with respect to the Hospital and its team members responsibility to patients. They are well informed of their rights and responsibilities while they are within the jurisdiction of the Hospital. Their inputs are solicited in regular customer surveys and the suggestions are taken into consideration in the improvement efforts of hospital processes and in operations planning. Vendors (service providers and suppliers). MDH engages its vendors by setting a good example to do responsible business, by being a good corporate citizen, and enabling them to grow with hospital by imparting to them the virtue of practicing quality standards. MDHs vendors are constantly updated through regular communication and regular meetings. The Hospital prefers vendors with good manufacturing practices that are compliant to its standards and policies. Community and school. Engagement of the community and school is done using triangulation of methodologies such as: partnership in governance, community and school diagnosis and program planning, and implementation and evaluation. The students, teachers, community members, and hospital staff collaborate in the attainment of community-oriented healthcare and delivery and other projects such as youth mentoring, environmental safety, and disaster risk reduction. Health Maintenance Organizations (HMOs) Corporate Guarantors. Physician coordinators are involved in periodic meetings dealing with patient management success, collaborative endeavors to address patients needs and safety, and best practices. The contribution of corporate guarantors, HMOs and MDH are validated through intensive patient satisfaction surveys as well as increasing patronage of services. Accrediting bodies. MDH commits to improve customer access to its 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 as partners in formulating, implementing, and setting of international standards of quality and safe healthcare. Government agencies. MDH complies diligently and conscientiously with 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 Natural Resources, Laguna Lake Development Authority, and other applicable entities, which affect the operations of the Hospital. It takes upon itself to be aware of the latest policies, circulars, and directives of government agencies and ensures that all internal stakeholders are duly informed for judicious compliance.
The internal stakeholders

Regular employees. They are empowered to pursue their assigned tasks, Hospital and proactive decisions are encouraged to be made at every level. They participate in strategic and operational planning of the hospital by providing their inputs through surveys. They are given the opportunity to give suggestions during departmental and divisional meetings and during the Hospital Affairs Update (HAU) a bi-annual report given by the hospital director. Aside from their contributions based on authorized functions, MDH employees also play an active role in the development of various processes within their functional areas. Some of them are appointed as members of various cross functional committees and task forces dealing with different segments of hospital operations (e.g. Internal Quality Auditors, Trainer Corps, Committee on Cafeteria Committee, Obligation Committee, and Sports Committee). They actively participate in volunteer work through the ofcial hospital volunteer organization called the 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 to participate in setting the directions regarding the various health and medical services offered by the Hospital. They are made accountable to discharge the function of various positions, medical or administrative, where they are appointed. They serve as ofcers in the medical, training, and research undertakings of MDH. Moreover, doctors are encouraged to participate in various hospital activities such as Continual Improvement Program, sports tournaments, and research competitions. During hospital CSR undertakings, specically during medical missions, doctors take on an active role. There exist rewards and recognition programs where deserving physicians are recognized and rewarded at the end of each year as part of the anniversary celebrations. The Medical Staff Association (MSA) is the second key partner of the Hospital. Stockholders. An annual stockholders meeting is held wherein stockholders are informed of the state of the affairs of the Hospital. They are also informed of the Hospitals highlights and activities through Good Health - the ofcial publication of MDH; through the hospitals website, print advertisements and publicity efforts (press releases, TV episodes). The stockholders are the third key partner of the Hospital.
Manila Doctors Hospital Partnerships

MDH establishes partnerships based on understanding of common goals and mutual benet. BUSINESS B-Braun Euromed Laboratories Johnson and Johnson Novartis Healthcare Pzer Philips Respiglobe Siemens TRAINING/RESEARCH American Eye Center Chiang Kai Shek College East Avenue Medical Center Manila Tytana Colleges (formerly Manila Doctors College) Mariano Marcos Memorial Hospital and Medical Center Ospital ng Sampaloc Our Lady of Peace Hospital Pasay General Hospital Philippine Childrens Medical Center Philippine General Hospital Philippine Heart Center Philippine Orthopedic Center San Beda College of Medicine SOCIAL RESPONSIBILITY ABS-CBN Salamat Dok TV5 Alagang Kapatid Association of Philippine Volunteer Fire Brigades Inc. Association of Volunteer Fire Chiefs and Fire Fighters of the Philippines Inc. Bahay Tuluyan Childrens Festival Mission Caloocan City Filipino-Chinese Fire Prevention Association Doa Martha Ty Fernandez Foundation Good Neighbors Initiative (GNI) National Press Club Media Clinic Ofce of the Vice Presidentof the Philippines Our Lady of Miraculous Medal Parish, Paraaque Radio Mo Network Anniversary Mission Telus International Medical Missions Textre Philippines Foundation Inc.
Economic Performance
Management Approach
MDHs goal is to achieve nancial viability through protable growth of its normal operations and other new sources of revenue. It is the Hospitals policy to ensure that nancial resources are effectively and efciently managed. This is the responsibility of MDHs Top Management. In order to continuously improve its economic performance, MDH started a program of thorough cost analysis of key units to determine the efciency of operations and come up with competitive pricing of services. The key strategies for implementing policies in 2011 included the annual unit planning and budgeting workshop for unit heads and cost review of its centers. The major success in 2011 was the strengthening of the Hospitals Financial Management System and the reinforced training and development program of its people. This prepared the Hospital in the bottomup budgeting process it implemented in 2011. The gross revenue in 2011 posted a 5.3% increase. New sources of 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 the number of clients (patients) in terms of admission which showed an increase compared to the previous year. The Hospital exceeded 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 accounts receivables by monitoring the number of admitted patients with account receivables (5% in 2011). It maintained an effective and efcient accounting system with no reported material and asset losses.
Economic impact
MDH, 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 employment opportunities, payment of government dues, play a big role in the market economy. MDH generates economic contributions from its business activities. MDHs 2011 economic impact is accounted for in the table below. Php (in Millions) Gross Revenues (economic value generated) Operational costs Salaries and benets paid to employees Payments to providers of capital Payments to government Community investments Economic value retained
*Source: MDH Finance Directorate
The training expenditures for the year are a combination of actual costs and cost savings. A number of trainings and seminars conducted in the Hospital engaged external resources. These programs had training fees or program fees. They account for about half of the total per capita cost of training for employees. On the other hand, the Hospital also had trainings that were conducted in-house where the training fees or program fees were waived or sponsored. This is due mainly to the formation of the MDH Trainers Core, a pool of hospital employees that serve as both internal training resources and technical experts. Their involvement in training has helped the Hospital bring training expenditures down, accounting for about 40% to 45% of the total training per capita costs for the year. The organization of the Trainers Core has also helped the Hospital in providing additional competencies in training, coaching, and mentoring for its employees, affording them the opportunity to learn and practice these competencies during the year. The Quality Management Office (QMO) also conducts trainings for quality audit, which are essential for propelling competence of staff in internal quality audit.
January to December 2011 1,471 1,019 377 0 130 8 63
Employee Compensation and Benets

MDH funds a non-contributory retirement plan covering all of its employees. Under the retirement plan, all covered ofcers and employees are entitled to cash benets after satisfying certain age and service requirements. The latest actuarial valuation study of the retirement plan was made as of December 31, 2011. Salaries are generally above the minimum wage as required by law and the Hospital adjusts this accordingly to ensure compliance when a new minimum wage order is implemented. For the year 2011, the range of ratios of MDHs standard entry level wage as compared to NCRs minimum wage is 1.000 to 1.016.
Training Expenditures and Cost Savings (Php in millions)

Overall Managers Supervisors Staff Average
Actual 2011 Per Capita Training/ Development Expenses

Cost Savings* 2011 Per Capita Training/ Development Expenses Total 2011 Per Capita Training/ Development Expenses
2,207.77
2,207.77
1,214.05
1,312.12
1,236.91
1,236.91
243.19
125.33
3,444.68
3,444.68
1,457.24
1,186.79
The organization of the Trainers Core has helped the Hospital in providing additional competencies in training, coaching, and mentoring for its employees, affording them the opportunity to learn and practice these competencies during the year.
*Source: MDH Human Resource Division *Cost Savings The Savings are derived from the equivalent cost or expenditure if these trainings had been paid for by the Hospital.
Social Performance
Management Approach
The goals of MDH are to provide competent staff to its clients and to provide corporate social responsibility programs for the underprivileged and underserved in the community. The Human Resource Division is responsible in carrying out MDHs policy to ensure that stafng standards and professional targets are met and that employees are given opportunities for further personal development and career enhancement. It is also the Hospitals policy to pursue social responsibility programs for the community, which are led by its Corporate and Social Responsibility Department and participated in by hospital staff. Both the Human Resource Division and the Corporate and Social Responsibility Department closely monitor the social performance of the Hospital. MDH has achieved its stafng standard and professional targets, provided multiple training programs for its employees, and allowed other opportunities for career enhancement. It has successfully aligned its workforce, performed well in terms of motivation and contentment indicators, and ensured workforce preparedness and safety. Furthermore, MDH has consistently provided numerous corporate social responsibility programs and activities for the community (both local and in other provinces).
Social Impact
MDH values its employees (and their contributions to the organization), customers, and most importantly the communities that it serves. The Hospital plans for and carries out its social programs and projects in collaboration with them and with their welfare in mind.
Service Responsibility
MDH renders quality, safe service, and care to all its stakeholders. This responsibility entails treating them with fairness, preserving dignity, and uplifting the awareness for service orientation and achieving excellence. MDH achieves this level of excellence by providing opportunities for career development and personal growth and satisfaction.
Emergency Preparedness
MDH has also implemented programs that would enable the Hospital to take care of its patients and workforce should emergencies and disasters arise. Top Management is committed to patient safety and quality improvement through the formation and support given to the Safety Promotion and Disaster Preparedness Committee.
Public Health Education Initiatives

MDH is consistent in providing health education to the public, including its adopted community and school. As such, it also allows 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 Health Organization advocacies, the Philippines Department of Health (DOH) annual calendar, and selected international awareness months were followed as guides. The Hospital also offers special packages and discounts during these awareness period campaigns.
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 matriarch of the Ty family who inspired her children to strive for excellence. The Metrobank Group Chairman Dr. George S.K. Ty seeks to contribute to the continuing excellence of medical service in MDH. These memorial lectures conducted in coordination with the GT-Metro Foundation, the family foundation of the Ty family, are envisioned to serve as a venue where frameworks in understanding the challenging medical and health issues are discussed. It is through these lectures that MDH is able to provide more 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 health challenges and opportunities available for the Philippines. In 2011, then DOH Secretary, Dr. Enrique Ona, discussed universal health care.
Employees
Workforce The essence of MDHs workforce revolves around the principle of having the right people in the right job at the right time which is fully supportive of the strategic plan and business objectives of MDH. As the most valuable resource of the Hospital, various initiatives are utilized to engage, align, and empower the employees with MDHs missionvision and goals. Selection and Stafng MDHs manpower planning is done and managed at the unit level. All units undertake a review of their Organizational Chart and their manpower count. This is regularly monitored throughout the year to ensure that all personnel are matched against organizational requirements to ensure compliance with headcount levels. In its talent acquisition processes, MDH adheres to the required job specications and standards. The recruitment unit implements a strict regimen of steps to ensure that MDH gets the most competent and qualied individual for the position. Thus, the existing selection and stafng procedures meticulously match people and their capabilities with the requirements of the job, ensuring that the applicants objectives and career goals are aligned with MDHs objectives. MDH has a total of 1,173 personnel in its workforce, of which 79.8% is composed of organic staff. Organic staff refers to the regular, permanent employees. On the other hand, outsourced personnel represent 20.2% of the MDH workforce.
Workforce by Type of Employment

937 204 10 22
2011
0 200
Organic Staff
400
Outsourced Staff
600
Consultants
800
Contractual Staff
1000
1200
MDHs workforce is composed of organic staff, outsourced staff consultants and contractual staff.
Organic Staff by Age and Sex
312
Female
178
61
22
2011
152
Male
138
54
20
100
200
20-30 31-40
300
41-50
400
51-60
500
600
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 or unwritten gender preference to date; nor is there a policy or guideline that states that MDH prefers one group over the other.
Workforce alignment MDH 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 up to 7.92% by year end. For AMSD technical staff, the non-migration turnover rate was initially 10% which was brought down to 7.30%. For the 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 for employees and their dependents.
Turnover With the high demand for Filipino health workers overseas, recruiting and retaining qualified talents has been a constant challenge for the health industry. Motivated by their desire to provide a better future for their families, Filipino health workers continue to seek better employment opportunities abroad.
Turnover Rate (Including Migration)

The turnover rate of MDH employees include those who have migrated abroad. The turnover rate increased during the 1st quarter. There was a sharp increase in turnover during the middle of the year.
2.00 1.80 2.00 1.60 1.80 1.40 1.60 1.20 1.40 1.00 1.20 1.04 1.44
1.86 1.75
1.86
1.75 1.35
1.44 1.35 0.95 0.72 0.95 0.72 0.62 0.52 0.52 0.21 0.52 0.85
2011 2011
0.80 1.00 0.60 0.80 0.40 0.60 0.20 0.40 0.00 0.20 0.00 0.62 0.52
1.04
0.85
0.21
JAN JAN
FEB FEB
MAR MAR
APR APR
MAY MAY
JUNE JUNE
JULY JULY
AUG AUG
SEP SEP
OCT OCT
NOV NOV
DEC DEC
Turnover Rate (Excluding Migration)

0.90 1.00 0.80 0.90 0.70 0.80 0.60 0.70 0.50 0.60 0.62
1.00 The turnover rate of MDH employees here excludes those who have migrated.
0.93
0.82 0.93 0.82 0.63
0.62 0.41 0.31 0.21 0.31 0.21 0.10 0.10
0.63 0.42
2011 2011
0.40 0.50 0.30 0.40 0.20 0.30 0.10 0.20 0.00 0.10 0.00
0.42 0.41 0.21 0.21
0.21
0.21
JAN JAN
FEB FEB
MAR MAR
APR 0.10 APR
MAY 0.10 MAY
JUNE JUNE
JULY JULY
AUG AUG
SEP SEP
OCT OCT
NOV NOV
DEC DEC
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 biggest group to have resigned from the Hospital.
59
Female
10
2011
26
Male
20-30
31-40
41-UP
10
20
30
40
50
60
70
80
2011 Employee Separation

Resignations were the major form of employee separation at 88%.
88% Resignation 7% Retirement 4% AWOL 1% Death
1%
4%
88%
7%
2011 Employee Separation*

Resignations were the major form of employee separation in MDH.
100
2011
0 20 40
Resignation AWOL
60
Death
80
Retirement
100
120
*Actual head count
Training and Career Development

Education and Training Learning and development is a strategy linked to the Hospitals mission of undertaking training and research to continually improve quality services. The MDH Balanced Scorecard (BSC) includes a Learning and Growth Perspective covering the Hospitals goals and tactical objectives. These tactical objectives have basic directives as to what learning and development directions are to be taken and specic indicators for monitoring and evaluation. Alongside the BSC, the Annual Training Plan works to translate learning and development needs to business results. Derived from the Training Needs Analysis, the contents of the plan address the much-needed dimensions of learning required by the staff. These needs are linked to the knowledge and behavior requirements in handling the business, their units, their staff, and, most importantly, the customers. This ensures that training is linked directly to Business Plans and Strategies. An Annual Training Plan derived from the Training Needs Analysis and directed by the objectives and performance targets of the BSC is disseminated to all units in order for Manager-Leaders to plan and maximize employee schedules for training in order to improve timely, equitable, coordinated, and seamless delivery of service. This plan provides a venue for equal opportunity for all to learn and develop.
Training programs
MDH provides its ofcers and workforce training programs based on identied training needs. As the Trainings were concluded in 2011, another Training Needs Survey and Analysis was conducted in the last quarter of 2011. A hospital-wide training program was achieved and implemented in February 2011, with one training program per division. Ninetysix percent (96%) of the total number of units and 96% (or 822) of the non-supervisory staff members of the medical directorate have participated in competency-based trainings (up from at least 85% at the onset). At least 73% of all administrative ofcers participated in one management training program. At least 24% of all frontline employees (NSD inpatient nurses, AMSD, and Emergency Room) have participated in the hospitals behavioral training sessions. 2011 Training Man-hours per Employee
Overall
Training Manhours per Employee
Managers
10.88
Supervisors
10.88
Staff
0.86
Average
1.40
In 2011, MDH logged a total of 1,276 training hours for 912 employees. This translates to an average of 1.40 training hours per employee. This does not include the training of medical staff. HRD continues to conduct, identify, and evaluate the training needs of its workforce aimed at enhancing competencies needed to exceed patient expectations.
Career Development MDH believes that career development is effective only when management and staff are co-responsible for advancement. This is the foundation of effective communication, execution, and performance monitoring. Thus, MDH management has implemented several mechanisms to address this. One mechanism utilized is the formal performance review and evaluation, and career discussions included in the Commitments and Competency Performance Management and Evaluation System (C2PMES). This is an annual performance monitoring and evaluation process undertaken by each employee of the Hospital usually during the Startof-Year, Mid-Year and Year-End. All employees in MDH have undergone a formal performance review and appraisal in 2011 as a requirement by the Hospital for advancement and salary increases. The C2PMES process allows the supervisor and subordinate to discuss: Goal Setting as related to the annual goals and targets Mid-Year Performance Monitoring and Review Year-End Performance Review and Rating These reviews provide an opportunity to give and receive constructive feedback and to discuss career options and development interventions for the employee. Periodic and day-to-day feedback given by unit heads and supervisors to their staff, from staff to staff and vice-versa, is another mechanism used. In their daily activities, there are numerous opportunities to give feedback due to the way the staff is regularly scheduled. This is done in the simplest, quickest way possible giving both positive reinforcement and constructive feedback about specic items/jobs they did, e.g. Good work on that presentation! or Great job with that patient! Periodic performance feedback requiring more time and effort is usually done when performance is below expectations. There are a number of contact sessions between the supervisor and subordinate to discuss performance concerns such as attendance issues, inappropriateness, or misbehavior concerns, etc. This is essentially a performance improvement counseling session, in which the staff and his supervisor discuss the causes of poor performance and the possible ways to improve performance. Career development programs have been implemented for the HRD and selected units. The goal was achieved and included the results of the Position Analysis, which was contiguous with the Succession Planning Program. At least 15% of medical consultants in active practice have attended two continuing medical education conferences. The implementation of a succession planning system in selected departments was achieved. Position analysis was likewise done and a program is already in place. There is one empowerment program in place geared for the needs of the employees.
Employee Welfare
Motivation and contentment MDH aims to develop motivated and contented ofcers and workforce. Absenteeism and tardiness has been reduced from 3% and 8% at the beginning of the year to 2.90% and 5.96%, respectively. Overall staff satisfaction is high with around 90% of all employees, excluding nonsalaried doctors, reporting that they were satised in their workplace. The Hospitals employees have also received commendations, as well as rewards and recognition for their excellent service. MDH has received at least 927 external commendations, with 26% of its units receiving external commendation letters. The Hospital also has the MDH Awards for Excellence and MDH Service Awards in place to give due recognition to excellent employees. Health and Safety for Employees/ Health Promotion for Employees All employees undergo a mandated annual physical examination free of charge. The Hospitals inuenza vaccination program also annually provides free inuenza vaccinations for its employees. New employees participate in a safety orientation program as part of their initial hospital orientation. Furthermore, the Hospital encourages its employees participation in its annual re, earthquake, and disaster preparedness seminars and exercises. Remuneration and Benets The Hospital complies with all government mandated remunerations and benets such as PhilHealth, Home Development Mutual Fund (more commonly known as PAGIBIG fund), and Social Security System (SSS). Salaries of employees are very competitive with the industry standard. Hospitalization for employees and dependents and medicine allowance are provided. Yearly salary increase, allowances for uniform and meals, vacation and sick leave, hazard pay, death benet, and free and discounted dental services are also provided for by the Hospital. Rewards and Recognition As a natural consequence of the Hospitals emphasis on performance excellence, there are rewards and recognition programs in place for various levels of the hospital. MDH has several institutional rewards and recognition programs: The Employee Service Award recognizes longevity and loyalty in service of employees to MDH. The Valued Time Award recognizes perfect attendance of any staff for the year. The MDH Awards for Excellence recognizes efforts by both medical and non-medical staff earning them distinction for their work. The MDH Service Excellence Awards recognizes outstanding efforts of employees earning them distinction for providing Caring, Attentive, Responsive, Enthusiastic, and Sincere Customer Service. Aside from this, recognition programs done at the initiative of the local divisions and departments exist. All recognition programs come with rewards ranging from certicates to plaques, and/or tokens to cash rewards.
Labor Relations MDH has a healthy respect for unionism as a partner in pushing forward the vision of the Hospital. Regular meetings of the MDH Employees Association (MDHEA)supported by activities jointly managed by the hospitalhelp cultivate a harmonious relationship and maintain industrial peace. The rights of the union membership are protected under the Collective Bargaining Agreement which was renewed in 2011. As of end of December 2011, total union membership was 678 employees or 72% of the total workforce. Human Rights In an industry where those that deliver the services are expected to posses a high level and degree of education, training, and maturity to be able to make sound judgments and decisions, under no circumstances is child labor used in any of the services provided by the Hospital. This is in accordance with Republic Act 9231, An Act providing for the elimination of the worst forms of child labor and affording stronger protection for the working child, amending for this purpose Republic Act, No. 7610, as amended, otherwise known as the Special Protection of Children Against Child Abuse, Exploitation and Discrimination Act.
Community
Corporate Social Responsibility (CSR) is one of the ve perspectives of the MDH Balanced Scorecard with a goal of providing excellent corporate social responsibility programs. MDHin partnership with the Metrobank Foundation, Inc. initiated programs and services that address the medical needs of underprivileged patients and underserved communities. As required by law, MDH maintains 10% of the total bed capacity of the hospital for indigent patients. Over and above these responsibilities, however, MDH has a number of CSR programs, including community-based health programs, school-based health programs, in-house surgical missions, medical missions, and emergency medical outreach missions. The Corporate Social Responsibility Department (CSR)subsidizes the health care of the underprivileged patients through coordination with the Out Patient Department (OPD). An Outpatient Department for consultations is also maintained by MDH for indigent patients. Medical consultants waive their fees for both inpatients and outpatients. MBFI allocates Php 10 million annually for CSR programs. MDH itself spent Php 8 million for CSRD programs and activities.
Customers
Customer Service MDH values and monitors customer satisfaction. One method of monitoring is the Inpatient Customer Satisfaction Survey (ICSS) which is conducted monthly. The ICSS has 63 questions and uses a 7-point Likert scale. The questions are about the respondents level of satisfaction experienced in various hospital departments or areas, including the Emergency Room, Admitting Service, Doctors, Nursing Staff, Pastoral Care, Rooms/ Facilities of the Hospital, Linen and Housekeeping, Dietary Department, Laboratory, and Radiology. Where appropriate, the concerned departments are coordinated to address an expression of dissatisfaction. Meanwhile, the Patient Account Services Division (PASD) also conducts their own survey to gauge the level of satisfaction of patients regarding the service they provide. The results of both surveys are presented in a monthly Customer Care Committee meeting. When it comes to marketing communication, the Business Development Division follows protocols in terms of generating marketing tools and materials. It secures the approval of the Senior Management Team prior to releasing the materials to the general public. ACI and ISO standards are thoroughly followed when drafting marketing tools. Compliance with Public Health Policies MDH complies with international and nationally agreed health policies. Such policies include the following: Generic Medicines Act, Senior Citizens Act, Newborn Screening and Newborn Hearing Screening, Blood Program, Policy on Control of HIV from Blood Donors, Tuberculosis Directly Observed Treatment Strategy (TB-DOTS), Management of Animal Bites, and 100% Smoke-Free Environment Policy in All Health Facilities, and Patient Safety.
Manila Doctors Hospital Social Report Card for 2011 Key Result Area/performance I. Hospital Services A. Out-Patient Services Medical Consultations Out Patient Health Education Out Patient Special Services Vision Screening Voice Screening Cleft Lip and Palate Screening B. In-Patient Services In-Patients Hospitalization Grant Inter-Agency Patient Referrals II. Medical Surgical Missions A. In-House Surgical Missions Share The Gift Of Vision (STGOV) Bridging The Gap (BTG) Goiter Ends Today through Surgery (GETS) Women Empowerment through Surgical Help for Ovarian and Uterine Tumors (WE SHOUT) B. Outreach Medical Missions Number of Partner Organizations Number of Patients Served Number of Areas Covered (City and Regions) III. Community Services A. School Health Program Medical Consultations (School Clinic) Annual Physical Examination of Students Health Awareness Topics Discussed Number of Rooms beneted from Brigada Eskwela Program B. Community Health Program Number of Clinic Days Medical Consultations (Barangay Clinic) FREE Special Medical Services Conducted 131 1,676 Fasting Blood Sugar 316 Electrocardiogram 792 Flu vaccination - 500 C. Corporate Social Responsibility Awards Number of Awardees V. Volunteerism Number of Employee Volunteers Employee Volunteer Hours 249 2,856 16 Awardees 149 3,328 12 *one topic per month 26 10 6,211 10 Cities/4 Regions Teachers Month Campaign programs conducted 66 patients 14 patients 18 patients 20 patients 887 2,186 13,682 13,682 Number of Trainings for Community Health Volunteers (CHV) Health Awareness Topics Discussed Number of Community Health Volunteers Recruited and Trained 15 sessions 20 3 Training SessionsBasic First Aid, Community Health Promotion, Basic Life Support Training
60
IV. Special CSR Programs A. Environment Initiatives Energy Saved through MDH Earth Hour Amount of Savings from MDH Earth Hour Number of Hospital Units Participating Waste Reduced through MDH Recyclables Program Amount of Savings from MDH Recyclables Program Number of Hospital Units Participating B. National Teachers Month Celebration (September October) Number of Teachers Beneted 60 1. Honoring of the Medical Consultant as Teacher though a weeklong long exhibit. 2.Teachers Enhance Access to Care and Health Services (TEACHERS) Provision for FREE Medical Services that includes the following: a. Voice and Hearing Screening b. Vision Screening, c. Cardio Pulmonary Check-up, d. Breast Examination e. GYNE Check-up 3,748 kWh Php 48,742.00 39/39 (100%) 6,054 tons Php 373,719.22 67/67 (100%)
Hospital Services
The Hospital Services Program provides indigent patients better access to quality, safe, and holistic health care through out-patient services, health education campaigns, subsidized hospitalization, and inter-agency referral services. Outpatient Clinics The OPD serves as the gateway for underprivileged patients in need of medical and surgical management. The following are the services at the OPD: Obstetrics and Gynecology Clinic Otorhinolaryngology Clinic Ophthalmology Clinic Pediatrics and Well Baby Clinic Internal Medicine Clinic Hypertension Clinic Diabetes Clinic Family Medicine Clinic Surgery Clinic
Impacted Cerumen Rhinitis Cardio Pulmonary Clearance Upper Respiratory Tract Infection Hypertension
In-Patient Services The Indigent Patient Program assists patients with their total bills by rendering discounts based on their socio-economic status which is assessed and validated by hospital medical social workers. In-patients seeking assistance for their medical accounts are assessed prior to admission through a rigorous screening process where they are classied A to D according to socioeconomic status classication guidelines of the Department of Health. The most indigent patients are classied as C and D. Patients that belong to these classications are those that the Hospital Services Program prioritizes. In 2011, a total of 887 indigent patients classied as C and D were served, the highest total in four years. Doctors professional fees are also waived for qualied patients as part of the program benet. To further augment their health management requirements, patients are also referred to different agencies that provide nancial aid such as the Philippine Charity Sweepstakes Ofce, Ofce of the VicePresident of the Philippines, and other government institutions.
Medical and Surgical Missions

MDH is committed to giving the public access to healthcare services. As such, it organizes medical and surgical missions which are either set up in selected communities to serve the residents in need or geared for a specic group. In-House Surgical Missions The Hospital strategically identied the most common medical conditions that can be treated through holistic, quality, and safe surgical procedures done in state-of-the-art facilities. It is an initiative of engaging all stakeholders, like medical and non-medical staff and suppliers, in delivering excellent and safe patient care. Share The Gift Of Vision (STGOV). This program assists patients who are threatened by blindness due to cataracts.
Health education is also part of the services at the OPD to promote health awareness and disease prevention. Dengue Awareness and Prevention Health and Nutrition Diabetes and Healthy Diet Rabies Awareness Womens Health Caring for the Elderly Personal Hygiene and Healthy Lifestyle Choices Cataract Awareness Eyesight Care Lectures Family Wellness Mothers Class (for pregnant patients) Hypertension Awareness The top ten reasons for consultation for the year 2011 were: Pre-natal Care Cataract Error of Refraction Urinary Tract Infection Well Baby
MDH STGOV serves around 70 patients annually with free cataract surgery that restores patients eyesight, leading to normal vision as well as normal psychosocial functioning, ultimately resulting to better nancial wellness for the patients and their families. In 2011, the program celebrated its 10th year. Bridging the Gap (BTG). Since 2003, the Hospital has granted subsidized reconstructive surgery to children with cleft lip and palate. BTG is a comprehensive program for patients with cleft lip and palate deformities and their families. It has not only addressed the physical deformity in patients but also the emotional and psychological stresses associated with the deformity. Spearheaded by the Department of Otorhinolaryngology, this program brings together the people and the necessary diagnostic and treatment programs for the benet of the patients. An average of 28 patients every year, mostly children, benet from the program. Goiter Ends Today through Surgery (GETS). Patients suffering from thyroid gland masses, whether benign or malignant are entitled to free surgery through this program. Thyroid Cancer is highly treatable with proper medical management offered by equipped and holistic treatment facilities. In MDH, under the GETS program, patients are given appropriate health management, ensuring them fast recovery and the opportunity to live a healthy life. Women Empowerment through Surgical Help for Ovarian and Uterine Tumors (WE SHOUT). Women afflicted by ovarian and uterine tumors can have free and holistic surgical procedure through WE SHOUT.
Tulong Pinoy Mission Landco Community Mission TV5 Alagang Kapatid Mission Doa Martha T. Hernandez Foundation Mission Pampanga San Simon Medical Mission Victory Liner
Community Services
Beyond taking care of the underprivileged patients inside the hospital, MDH organizes health programs and services for its immediate communities, thereby engaging more stakeholders. School Health Program The School Health Program (SHP) is a development initiative of the Manila Doctors Hospital and the Metrobank Foundation, Inc. SHP is a three-year adoption program that builds on the capacities and the abilities of the school and its teachers as collective entities of a community institution, to aid in the resolution of the schools health and community issues. As an educational resource for its internal stakeholders, SHP also provides a medium for training and immersion in community service for the residents and interns as part of the Department of Pediatrics Residency Training Program. As part of its services, SHP conducts the partner schools Department of Education mandated annual physical examination (APE) of school children, records the data both in the service of the health proles of both school children and school personnel, and identies common illnesses. The program utilizes eight (8) components of the Coordinated School Health Program that includes the following: 1. Health Education 2. Physical Education 3. Health Services 4. Health Promotion for the Staff 5. Counseling 6. Psychological and Social Services 7. Healthy School Environment 8. Parent and Community Involvement Annual Physical Examinations (APE). The Department of Pediatrics conducted APE on students to complete their health record which were used as a basis for the planning of targeted health interventions.
Outreach Medical Missions MDH partner agencies and other institutions coordinate with the Corporate Social Responsibility Department for outreach medical missions. This corresponds to the commitment of the hospital to provide excellent healthcare to underprivileged communities. In 2011, MDH partnered with other institutions for these outreach missions: ABS-CBN Salamat Dok Free Clinic (Monthly) St. Paul Manila Mission Shell Foundation PAMANA Community Project Damayan Phil Star Mission ABS-CBN I Dare You Mission
Ngiting Maganda, Dulot ay Saya (A Beautiful Smile Brings Happiness) initiated oral examination and rehabilitation services to Epifanio delos Santos Elementary School (EDSES) students. Total Wellness Campaign. This pushed for eye and ear examinations to be done on students to address problems of error of refraction and impacted cerumen. Lectures and Trainings. In support of AO 595 Health Education Reform Order (HERO), lectures and trainings were conducted.
Special CSR Projects. The department-initiated CSR programs focused on topics such as: First Aid Training Basic Life Support Training Hyperactivity Among Children Osteoporosis Prevention Lecture A(H1N1) Lecture Nutrition Guidelines Low Cost but Nutritious Food Cooking Demo Healthy Lifestyle Lecture with Dance Aerobics Food Safety Oral Health Care Leptospirosis Awareness and Prevention Lecture Dengue Awareness and Prevention Lecture
For 2011, MDH volunteers accomplished painting a total of 26 rooms (doors, windows, walls) with 96 tables, 94 desks, 12 cabinets, and 7 blackboards as well as painting and repair of 838 arm chairs. The volunteers likewise painted the school library and guidance center. Aside from these, MDH through its volunteers, provided landscaping and gardening services for the school grounds. Community Health Program
Other departments were tapped for the department-initiated CSR programs, such as: Kalinisan Tungo sa Kalusugan (Health through Cleanliness), backed by the Nursing Services Division. Sa Pagkaing Tama at Sapat Wastong Nutrisyon ni Baby ang Katapat (With Enough Appropriate Food, Babys Proper Nutrition is Assured), supported by the Dietary Services unit. Osteoporosis Screening among School Children, backed by the Allied Medical Services Division. Kaisa sa Kalusugan at Kaligtasan-Karate Class (Karate Class for Health and Safety), courtesy of the Linen and Housekeeping Services unit. Moreover, MDH collaborated with institutions such as Boysen Philippines and the City Government of Manila for Brigada Eskwela (School Brigade). This is a government project that encourages private and public partnerships in providing a safe and clean school environment through infrastructure and facilities repair, as well as cleaning the school in time for the opening of classes. Each year MDH employees, suppliers and service providers donate materials and volunteer their time to participate in this endeavor.
Underserved communities are also part of the MDH CSR agenda through the Sama-sama sa Malusog na Barangay or SMB (United for a Healthy Community), a three-year community health program in partnership with the City Health Ofce of Manila. SMB conducts and implements sustainable health programs in the community and encourages community involvement through the recruitment and training of community health volunteers. SMB was formally launched in July 2001, with Barangay 178 in Maricaban, Pasay City as the rst partner community from 2003-2007. In 2002, the Metrobank Foundation increased its funding for CSR programs for the disadvantaged community. In 2011, MDH completed its three-year partnership with Barangay 737, San Andres Manila. SMB assisted the community in its pursuit of physical, mental, political, socioeconomic, cultural, and spiritual wellbeing. The hospital continued its partnership as well with the City of Manila for another three-year community adoption for Brgy. 662 of Paco, Manila. The program is also a component of the residency training program of the MDH Department of Family and Community Medicine similar to other CSR programs implemented by the Hospital.
Medical Services MDH conducts daily consultations at the barangay clinic, which provides the following free services: 1. Fasting Blood Sugar 2. Electrocardiogram 3. Inuenza vaccination Health Lectures and Training Health lectures are facilitated to further enhance the knowledge and skills of the community health volunteers, as well as the people in the community. These include the following topics: Nutrition Goiter Awareness Geriatrics: Taking Care of our Elderly Diabetes Hypertension Dengue Liver Disease Prevention Breast Cancer Awareness TB and Pneumonia Prevention Joint Diseases Prevention Oplan Iwas Paputok Then, for the continual skills training for community health volunteers, the following are included: Basic First Aid Training Community Health Promotion Basic Life Support Training
Special CSR Projects In Support of the Community Health Program

The following projects were undertaken by MDH to improve the quality of life through livelihood and self-empowerment. Womens rights lecture. A lecture on womens rights was conducted to provide relevant issues concerning women in the community. Livelihood projects. Through the partnership of the Department of Family and Community Medicine and San Beda College of Medicine medical interns, various livelihood seminars were conducted to provide additional income opportunities. These included candle-making and ower arrangement training. Environmental talks. Relative to health, sessions on environmental awareness were conducted to promote a holistic and preventive approach towards a healthy community. The sessions tackled the following subjects: Environment Awareness and Global Warming Orientation; Recycling and Zero-Waste Lifestyle; and Earth Hour Campaign.
Corporate and Employee Volunteerism

Using the name of the employee group of the Metrobank Group, MDH Purple Hearts Club is the employee volunteer organization of the Hospital. It was established to champion volunteerism and encourage the fund-raising initiatives of employees who support the Hospitals Corporate Social Responsibility programs. Since its inception in 2009, it has attracted more than 300 volunteers, from doctors and nurses down to administrative staff including security and linen and housekeeping staff.
Environmental Performance
Management Approach
MDH is committed towards the hospital-wide implementation of plans and programs that contribute to the preservation of the environment. It encourages adoption of environment preservation initiatives and best practices by all units of the hospital. Through the Environment Committee (ENVICOM) chaired by the Facilities Management Department Head, the Hospitals over-all environmental impact is monitored and managed via the implementation of various environmental initiatives, notwithstanding the Hospitals compliance to the environmental laws and the regulations set by the Department of Health, the Department of Environment and Natural Resources, and the Metropolitan Manila Development Authority, among others. MDH employs a participatory approach towards attaining its environmental goals by promoting employee participation and cascading initiatives to suppliers and other stakeholders. Major environmental goals include the hospital-wide implementation of programs that are aimed at reducing solid waste and carbon emissions, the adoption of environmental initiatives and best practices by all hospital units, and the conduct of intensied drives to inuence suppliers and service providers to come up with their own contributions to environmental preservation. True to the principle of sustainability, environmental initiatives yielded signicant impacts to its triple bottom line. Initiatives to lessen operational inputs to the environment resulted in a ve percent reduction in general waste generation from 10,494 kilos in 2010 to 9,929 kilos in 2011. Said results of environmental initiatives promote operational efciency through savings, as demonstrated by the minimal increase in fresh paper consumption in 2011 despite increased hospital-wide activities. In addition, the continuous implementation of the Recyclables Program generated an additional income of Php 457,543.67 and Php 373,719.22 for the hospital in 2010 and 2011, respectively. Forty percent (40%) of these funds are allocated to CSR initiatives. Finally, the MDH environmental programs contribute to the attainment of environmental sustainability in its surrounding communities. By going beyond compliance, MDH is not only able to provide a safe hospital for its patients, but also contribute to a healthy and safe environment for all. MDH is committed towards the hospital-wide implementation of plans and programs that contribute to the preservation of the environment. It encourages adoption of environment preservation initiatives and best practices by all units of the hospital.
MDH Environment and Waste Management Committee To improve coordination, the MDH Environment and Waste Management Committee (ENVICOM), was created and instituted by the top management to encompass waste management, energy management, and the supply chain. The ENVICOM is composed of four task forces representing Supply Chain Management, Energy Management, Hazardous Waste Management, and Non-Hazardous Waste Management. The committee works closely with the Corporate Social Responsibility Department and the Infection Control Committee for its various programs and projects. The MDH Environment and Waste Management Committee (ENVICOM) aims at reducing the hospitals carbon emissions and waste and adopting environment preservation initiatives and best practices. This is done mainly through education, training, and the implementation of various initiatives and best practices. The Committee monitors its environmental and waste management programs and initiatives, such as compliance to regulatory requirements for infrastructure, smoke emission, and waste management and segregation.
Eco-Friendly Projects MDH joined the League of Corporate Foundations Environment Committee in 2007. Since then, MDH representatives have participated in its activities which include Tree Planting and Carbon Emission Pilot Measurement. MDH implemented the MDH Earth Hour project which was subsequently institutionalized. MDH is the only hospital which continually implements this program on a bi-monthly basis since it began in 2008. On the other hand, the Recyclables Committeewhich started out as part of MDHs waste management schemelater became another special project of CSR. Previously, MDH has co-organized the Recyclables Market and Wellness Camp with Metrobank Foundation, Inc. in 2007.
Energy Consumption Energy Saved Through Earth Hour MDHs participation in the 2008 Earth Hour inspired the MDH Earth Hourwhere non-critical electrical equipment and lights are turned off for one hour, once every two weeks. The goal of MDH Earth Hour is to fuel awareness among hospital employees that saving the environment is as easy as switching-off lights and other electrical devices for a period of one hour. While employees are already participating in the said project, the patients are made aware that the hospital is not only after the peso savings. What is given importance is the initiative to form a solid interdepartmental team that volunteers in taking part in the switchingoff of lights even in critical areas of the hospital to reduce carbon emissions. Earth Hour is now a way of life in MDH. Besides Earth Hour, there are other environment conservation initiatives and best practices being initiated, which are a real manifestation of the dedication to help mitigate the global concern. Electricity The calculation of indirect greenhouse gas emissions by weight of electricity consumed was based on the sales invoices of electricity purchased for the same period. Total power consumed was 6,830,750 kWh, which represents the energy usage of the various units of the hospital. The total indirect greenhouse gas emission was computed as 3,067 tons.
Recyclables Program MDH initiated the Recyclables Program to streamline waste segregation and intensify collection of recyclable materials in order to reduce the volume of waste in the hospital. The ENVICOM reviews and revises the hospitals waste management policy for effective implementation of the program. The program also intends to promote and maintain a high level of awareness among employees and stakeholders for better understanding and continuous development of the best possible environmental management practices in the hospital. This is made possible through intensied information campaigns of promoting environment care and protection and the recognition of efforts and contributions of different units. Moreover, it aims to generate funds that could be used to sustain one of MDH thrusts, which is to pursue social responsibility for the underprivileged and underserved in the community. This is achieved with the participation of the Hospitals employees. They are encouraged to actively participate in the recycling program through an information campaign and recognition program. The recognition of the most active units in the recycling program has been very helpful in encouraging employees to participate. The 60/40 sharing scheme is also very effective in engaging more units and departments to participate. The income generated is used in departmental activities, such as community service, team building activities, and awards and recognition. MDH engages other stakeholders in its recycling efforts. To forge collaborations with hospital suppliers and contractors on environment and efciency improvements, the MDH ENVICOM conducts environmental awareness lectures on Global Warming, Climate Change, and Carbon Footprints to its various suppliers. The Hospital has also allied with a reliable recycler. Furthermore, the Hospital organizes inter-related events to promote environmental sustainability in the community, such as the Waste Market and Wellness Camp (which were organized in support of the Earth Day Celebration), Global Warming and Consciousness Week, and Aksyon Para Sa Kalikasan (Action for the Environment) Parade. Type of Hospital Waste Collection and Disposal Php 440,000 was generated from recyclable wastes where Php 240,000 was handed over to the units and Php 200,000 was allocated to CSRD programs. There was a steady increase in the amount of income generated from recyclables. Average Weight of Waste Collected Per Month (in Kg) 14,487 6,056
It follows that the total direct and indirect greenhouse gas emission is equal to 3,088.32 tons of carbon dioxide, or 3,068.62 tons (less the carbon emissions saved from Earth Hour). Generators and Vehicles The calculation of MDHs direct greenhouse gas emissions by weight of standby generator sets and service vehicles was based on the sales invoices of diesel fuel purchases for the period January to December 2011. The total diesel fuel consumed was 3,355 liters and 4,600 liters for the three service vehicles and four standby generators, respectively. This is equivalent to 21.32 metric tons of carbon emissions, which is down by 14% from the previous year. MDHs Share-A-Ride program saved a total of 1,937 kilometers of travel and cost of driver or Php 14,000 for the hospital in 2011. Other Energy-Saving Initiatives Aside from the MDH Earth Hour, other units not operating on a 24-hour basis were eager to participate in various environmental initiatives of the hospital. The MDH Envicom issued a poster containing Best Practices that could be applied at the employees workplace, thereby adding them as contributors in the efforts of the hospital to mitigate global warming. Total Carbon Footprint Reduction The combined undertakings resulted in a 3,748 kWh savings which can be used to supply 52 households with electricity for one month. This also translates to 1.7 metric tons of carbon emissions saved, a considerable footprint reduction.
Type of Waste
Weight Collected (in Kg) 173,841 72,666
Mode of Disposal
General Waste Infectious Waste Recyclable Waste
City Garbage Collector Accredited Hauler and Treater Accredited Haulers
78,645 325,152
6,554 27,097
Water Consumption MDHs total water withdrawal for the period of January to December 2011 was 226,855 cubic meters, which was calculated using the hospitals submitted invoices. For the same period, the total recycled water, mainly from excess processed water during hemodialysis reverse osmosis, was 865 cubic meters, representing 0.38% of the total water consumed by the hospital or the equivalent to a months consumption of 34 households. One best practice for water conservation as exemplied by the MDH Facilities Management Department staff is the use of drinking glasses while brushing teeth, which is also being promoted to hospital employees. This saved a total of 96 cubic meters of water for the year 2011. Another water-saving practice is the use of water removed from the main driveways fountain for cleaning purposes and watering plants. This saves a total volume of 45 cubic meters yearly. Compliance with Environmental Laws and Regulations MDH is compliant with environmental laws and regulations; therefore, there were no signicant nes and sanctions that were imposed on the Hospital. The Hospitals generators undergo preventive maintenance and have passed smoke emission testing. Hazardous wastewater is treated prior to disposal. A permit to transport Hazardous Waste was issued on August 9, 2011 which is valid for 6 months or until January 30, 2012. MDH complies with the submission of quarterly reports to the Department of Environment and Natural Resources (DENR). The MDH Environment and Waste Management Committee closely monitors the performance of DENR accredited hazardous waste transporter/treater; the cost of treatment and nal disposal was Php 1,200,639.00 for the period January to December 2011.
MDH is committed towards the hospitalwide implementation of plans and programs that contribute to the preservation of the environment. It encourages adoption of environment preservation initiatives and best practices by all units of the hospital.
Amount (Php) Environmental and Sewer Charges Cost of Treatment and Final Disposal Environment Awareness Lectures, Seminars and Programs Total Expenditure and Investment for Environment 4,824,824.92 1,200,639.00 36,840.00
6,062,303.92
Global Reporting Initiative Context Index

Section Standard Disclosures: Prole 1. Strategy and Analysis 1.1 Statement from the most senior decision-maker (e.g. CEO, chair or equivalent) 1.2 Description of key impacts, risks and opportunities 2. Organizational Prole 2.1 Name of organization 2.2 Primary brands, products and/ or services 2.3 Operational structure and major divisions 2.4 Location of the company headquarters 2.5 Countries of operation 2.6 Nature of ownership and legal forms 2.7 Markets served 2.8 Scale of the reporting organization 2.9 Signicant changes during the reporting period 2.10 Awards and recognitions received during the reporting period 3. Report Parameters 3.1 Reporting period 3.2 Date of most recent previous report 3.3 Reporting cycle 3.4 Contact point for questions about the report and its contents 3.5 Process for dening report content 3.6 Boundary of the report 3.7 Limitations on the scope or boundary of the report 3.8 Basis for reporting on joint ventures, subsidiaries, and other related entities 3.9 Data measurement techniques 3.10 Explanation of the effect of any restatements of information provided in previous reports 3.11 Signicant changes from previous reporting period 3.12 GRI Content Index Page 3.13 Current policy and practice dealing with external verication 4. Governance, Commitments and Engagements 4.1 Governance structure of the organization 4.2 Indicate whether the chair of the highest governance body is also an executive ofcer 4.3 For organizations that have unitary board structure, state the number of members of the highest governance body that are independent and/or non-executive members 4.4 Mechanisms for shareholders and employees to provide recommendations or directions from the highest governance body 21 22 22 43-46 5 5 Not applicable Not applicable 5 5 5 5 5 Not applicable 5 Not applicable Cover page 14-16 21-22 1 1 7 9 8 20 18-19 6 12-13 Indicators Page Remarks
22
Section
Indicators 4.5 Linkage between compensation for the members of the highest governance body, senior managers and executives (including departure arrangements), and the organizations performance (including social and environmental performance 4.6 Process in place for the highest governance to ensure conicts of interest are avoided 4.7 Process for determining the qualications and expertise of the members of the highest governance body for guiding the organizations strategy on economic, environmental and social topics 4.8 Internally developed statements of mission or values, codes of conduct and principles relevant to economic, environmental and social performance and the status of their implementation 4.9 Procedures for the highest governance body for overseeing the organizations identication and management of economic, environmental and social performance, including relevant risks and opportunities, and adherence and compliance with internationally agreed standards, codes of conduct and principles 4.10 Process of evaluating the governance bodys own performance, particularly with respect to economic, environmental and social performance 4.11 Explanation of whether and how the precautionary approach or principle is addressed by the organization 4.12 Externally developed economic, environmental and social charters, principles or other initiatives to which the organization subscribe or endorses 4.13 Memberships in associations (such as industry associations) and/or national/international advocacy organization in which the organization has: -positions in governance bodies -participate in project committees -provides substantive funding beyond routine membership dues, or -views membership as strategic 4.14 List of stakeholder groups engaged by the organization 4.15 Basis for identication and selection of stakeholders with whom to engage 4.16 Approaches to stakeholder engagement, including frequency of engagement by type and by stakeholder group 4.17 Key topics and concerns that have been raised through stakeholder engagement, and how the organization has responded to those key topics and concerns, including through its reporting
Page 22
Remarks
22 22
22
22
22
23 23
23
24 24 24 24
Standard Disclosures: Management Approach Management Approaches Economic Environmental Social 25 40 27
Section Standard Disclosures: Performance Indicators Economic Economic Performance EC1
Indicators
Page
Remarks
Economic value generated and distributed, including revenues, operating costs, employee compensation, donations and other community investments, retained earnings, and payments to capital providers and governments.(Core) Coverage of the organizations dened benet plan obligations. (Core) Range of ratios of standard entry level wage compared to local minimum wage at signicant locations of operation. (Additional) Development and impact of infrastructure investments and services provided primarily for public benet through commercial, in kind, or pro bono engagement.
26
EC3 Market Presence EC5
26
26
Indirect Economic Impacts EC8 34-39
Environmental Energy EN4 EN5 Water EN8 EN10 Emissions, Effluents, and Waste EN16 EN22 Compliance EN28 Monetary value of signicant nes and total number of nonmonetary sanctions for non-compliance with environmental laws and regulations. (Core) Total environmental protection expenditures and investments by type. (Additional) 41 Total direct and indirect greenhouse gas emissions by weight. (Core) Total weight of waste by type and disposal method. (Core) 41 41 Total water withdrawal by source. (Core) Percentage and total volume of water recycled and reused. (Additional) 42 42 Indirect energy consumption by primary source. (Core) Energy saved due to conservation and efciency improvements. (Additional) 41 41
Overall EN30 42
Social Performance: Labor Practices And Decent Work Employment LA1 LA2 Labor/Management Relations LA4 Training and Education Percentage of employees covered by collective bargaining agreements. (Core) 34 Total workforce by employment type, employment contract, and region. (Core) Total number and rate of employee turnover by age group, gender, and region. (Core) 29 30-31
Section LA10 LA12
Indicators Average hours of training per year per employee by employee category. (Core) Percentage of employees receiving regular performance and career development reviews. (Additional)
Page 32 33
Remarks
Social Performance: Human Rights Freedom of Association and Collective Bargaining HR5 Operations identied in which the right to exercise freedom of association and collective bargaining may be at signicant risk, and actions taken to support these rights. (Core) Operations identied as having signicant risk for incidents of child labor, and measures taken to contribute to the elimination of child labor. (Core) 34
Child Labor HR6 34
Social Performance: Product Responsibility Products and Service Labeling PR5 Compliance PR9 Monetary value of signicant nes for non-compliance with laws and regulations concerning the provision and use of products and services. (Core). 34 Practices related to customer satisfaction, including results of surveys measuring customer satisfaction. (Additional) 34
Social Performance: Society Community SO1 Nature, scope and effectiveness of any programs and practices that assess and manage of impacts of operations on communities including entering, operating and exiting. 34-39
Closing Statement
As Manila Doctors Hospital continues to grow like a tree in every way possible it strives to reach for the sun and excel. Despite all the odds it has to weather, the Hospital remains faithful to its commitment to care for its community and the environment and to engage and empower all its stakeholders. The Hospital has produced this report as part of these commitments. Proud to be a pioneer and leader in sustainability reporting in the hospital industry, MDH reports its economic, social, and environmental impact using the Global Reporting Initiatives sustainability indicators and formulates hospital-specic indicators. MDH has taken on this initiative with a great sense of responsibility and pride in this journey. It is in this spirit of sharing that MDH hopes other local hospitals will be inspired to do the same.
http://www.psxextreme.com
2011 Manila Doctors Hospital

Board of Directors
Mrs. Mary V. Ty Dr. Cecilio Pedro Mr. Aniceto M. Sobrepea Dr. Dante D. Morales Dr. Reynaldo O. Joson Dr. Mark Richard C. Kho Dr. Terrence L. Cham Dr. Antonio S. Abacan, Jr. Dr. Angela A. Du Dr. Jeanette I. Silao
Advisory Board
Dr. Placido L. Mapa, Jr. Mr. James Go Mrs. Elvira Ong Chan
Sustainability Reporting Committee

Chairman: Vice Chair: Adviser: Members: Mr. Aniceto M. Sobrepea President Dr. Hian Ho N. Kua Administrative Director Atty. Pilar Nenuca P. Almira Hospital Director Dr. Terrence L. Cham Assistant Administrative Director Ms. Maritess E. Acu Head, Financial Accounting Division Mr. John Albert G. Austria Head, Human Resource Division Dr. Bernadette C. Hogar-Manlapat Head, Quality Management Office Engr. Rizaldy P. Mendoza Head, Facilities Management Department and Chair, Environment and Waste Management Committee Ms. Jennifer F. Laxamana Head, Corporate Social Responsibility Department Mr. Celso I. Lizano, Jr. Assistant Executive Housekeeper, Linen and Housekeeping Service Dr. Roger S. Macusi Head, Business Development Division Mr. Joseph B. Masa Head, Materials Management Department Mr. Ren L. Reyes Ofcer, Facilities Management Department
Contributing Writers
Dr. Meliah P. Mactal Ofcer, CSPO Dr. Gloria Nenita V. Velasco Researcher/Writer, CSPO
Contributing Editors
Ms. Barbette G. Atienza-Soliven Ofcer, Corporate Communications Ofce Ms. Jilliane Pauline S. Jacela Ofcer, Corporate Communications Ofce Ms. Marievic G. Mariano Ofcer, MBFI Healthcare Program The SRC would like to acknowledge the contributions of the following: Dr. Rex M. Mendoza Mr. Crispin DL. Peralta Mr. Sherwin C. Chan Mr. Paul M. Buenconsejo Ms. Tanya Zaldarriaga
Dr. Manuel E. Villegas, Jr. Head, Corporate and Strategic Planning Ofce (CSPO)
The Manila Doctors Hospital 2011 Sustainability Report cover is printed on Mohawk Options White 100% recycled, 216 GSM paper. The inside and insert pages are printed on 9 Lives Offset, 100% recycled, 80 GSM paper.
Theme
Caring. Manila Doctors Hospital has had a long-standing tradition of caring, not only in the provision of day-to-day health care, but it is also committed to providing care for the less fortunate through the Hospitals corporate social responsibility programs. Engaging. As a pledge of commitment, MDH engages its stakeholders because their involvement in the organization is important to the Hospital. Empowering. Empowering its stakeholders, both internal and external, MDH not only uplifts them individually but also provides them with world-class care and services.
667 United Nations Avenue Ermita, Manila 1000, Philippines Telephone Number: (632) 524-3011 www.maniladoctors.com.ph

MDH Sustainability Report 2011

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World-Class Care Within Your Reach

Cover photo: simplicitypost.com

About the Cover

About the Hospital

MDH Social Vision

Vision and Mission

Manila Doctors Hospital

Our Corporate Objectives

Our Core Values

Our Quality Policy

About the Report: Purpose, Scope, and Limits

Report Externally Assured

Report Externally Assured

G3 Management Approach Disclosure

Management Approach Disclosures for each Indicator Category

G3 Performance Indicators & Sector Supplement Performance Indicators

Manila Doctors Hospital

Report Externally Assured

A Statement from the President

Manila Doctors Hospital

MDH in Figures 2011

MDH Figures at a Glance

The MDH Balanced Scorecard

BSC in MDH Framework

MDH Accreditations and the Quality Management Ofce

Alternative Strategic Intents

Financial Perspective Satised Shareholders

Internal Processes Effective & Efcient Processes

CSR Perspective Corporate Citizen

Translate to Function Level Scorecards (MDH and Unit)

Manila Doctors Hospital

Manila Doctors Hospital and Sustainability Reporting

Philippine Health Situationer

The Philippine Healthcare System

Healthcare Financing in the Philippines

Universal Health Care

Manila Doctors Hospital 11

Opportunities for MDH

Industry Risks and MDH Management Actions

Risk From Receivables Risk of Non-Paying Patients

Industry-wide Risks Regulatory, Statutory, and Mandatory Requirements

Globalization of the Medical Industry

Ethical and Medico-Legal Concerns

Manila Doctors Hospital 13

Manila Doctors Hospital as a Center of Excellence

Health Services Offered

Radiology X-Ray Ultrasound CT Scan Mammography

Manila Doctors Hospital 15

Health Services Offered

Awards and Recognitions

Manila Doctors Hospital 19

Enhancements and Milestones

Research and Breakthroughs

SENIOR VICE-PRESIDENT for MEDICAL AFFAIRS

SENIOR VICE-PRESIDENT for CORPORATE AFFAIRS SENIOR MANAGEMENT TEAM

CORPORATE AND STRATEGIC PLANNING OFFICE

QUALITY MANAGEMENT OFFICE

MEDICAL SERVICES DIVISION

ALLIED MEDICAL SERVICES DIVISION 1 & 2

NURSING SERVICE DIVISION

HUMAN RESOURCE DIVISION

OPERATIONS AND HOSPITALITY DIVISION

BUSINESS DEVELOPMENT DIVISION