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-sufficient, 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 stone’s throw away from
Chinatown. It has entry and exit points on both United
Nations Avenue and Teodoro M. Kalaw Avenue. Its T.M.
Kalaw façade 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.
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.
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.
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
1
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 Quality Policy
We at MDH commit ourselves to meet our stakeholders’
expectations by providing:
2
• 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
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 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 Profile
Metrobank Foundation, Inc.
MDH Today
MDH in Figures 2011
MDH Clients
MDH Figures at Glance
The MDH Balanced Scorecard
MDH Accreditations & the Quality Management Office
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
Conflicts of Interest
Attributes of the Highest Governance Body
Commitments to External Initiatives
TABLE OF CONTENTS
01 About the Hospital
23 Manila Doctors Hospital Organizational Memberships
24 Stakeholder Engagement
The Internal Stakeholders
The External Stakeholders
25 Manila Doctors Hospital Partnerships
TABLE OF CONTENTS
25 Economic Performance
Management Approach
Economic Impact
Employee Compensation and Benefits
Training Expenditures and Cost Savings
27 Social Performance
Management Approach
Social Impact
Service Responsibility
Emergency Preparedness
Public Health Education Initiatives
Doña 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
About the Report: Purpose, Scope,
and Limits
Caring. Engaging. Empowering. is MDH’s 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 Initiative’s Version 3.0 Guidelines.
External assurance will be sought in its future reports. MDH intends to produce a sustainability report every two years.
G3 Performance
Indicators & Sector
Supplement
Performance
Indicators
Not Required
Report on a minimum
of 10 Performance
Indicators, including at
least one from each of:
Economic, Social and
Environmental.
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
Report on a minimum of
20 Performance Indicators,
at least one from each of:
Economic, Environmental,
Human Rights, Labor,
Society, Product
Responsibilities.
B+
A
A+
Same as
requirement for
Level B
Management
Approach
Disclosures for
each Indicator
Category
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.
Report Externally Assured
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+
Report Externally Assured
C
Report Externally Assured
OUTPUT
G3 Management
Approach
Disclosure
OUTPUT
Standard Disclosures
G3 Profile
Disclosures
OUTPUT
Report Application Level
*Sector supplement in final version
This report is limited to indicators that are relevant to MDH’s
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
specifically generated by health care institutions and centers.
MDH has identified 22 indicators by which its programs are
measured in the reporting period of January 2011 to December
2011. The topics embrace the Hospital’s 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 MDH’s parent corporation. The Foundation likewise
provides funds for many of the Hospital’s 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 final paper was completed in
November 2012.
Clarifications regarding this report may be addressed to
the Corporate and Strategic Planning Office, Executive
Offices, Manila Doctors Hospital at telephone number
(632) 524-30-11 local 3772 or by sending an email to
src@maniladoctors.com.ph.
Manila Doctors Hospital
5
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 MDH’s 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 hospital’s 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.
“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.”
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.
Aniceto M. Sobrepeña
President
Manila Doctors Hospital
6
Sustainability 2011
Hospital Profile
A country’s future rests on its citizenry. The health of a populace is part of the common welfare—when a nation’s 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. MBFI’s funding and direction empowered MDH to develop and modernize its facilities,
ensuring world-class care within the Filipinos’ reach. The direction for MDH’s 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 MDH’s reputation in both social and financial aspects as one of the top five 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 MDH’s various medical
departments for training.
MDH started with a single five-storey building in 1956. At present, the Hospital has grown into a formidable medical complex made
up of:
• The Doña 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 Doña Salustiana Medical Tower II, which contains additional physician’s 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.
Manila Doctors Hospital
7
MDH in Figures 2011
Beds
300
Total no. of outpatients served
2,513,895
Discharges
20,936
Admissions
20,920
Average Bed Occupancy Rate
73%
Average Length of Stay (in days)
4.62
Surgeries: Major Operations
3,457
Minor Operations
1,744
Childbirths
1,490
No. of Patients in the Cardiovascular Center
2,203
No. of Procedures in the Cardiovascular Center
789
Emergency Room Consultations
28,423
MDH Figures at a 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.”
8
Sustainability 2011
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 fifth perspective
in the MDH BSC in 2008. This was done to emphasize,
enhance, and eventually institutionalize the Hospital’s
massive CSR programs.
One essential facet of MDH CSR is volunteerism, an activity
encouraged and observed from all staff at all levels. MDH’s
volunteer efforts have been institutionalized and supported
by the hospital administration via the MDH Purple Hearts
Club.
MDH Clients
Local clients’ geographical distribution is as follows:
78% National Capital Region
9% Cavite
78%
4% Laguna
3% Bulacan
4%
3% Batangas
1%
3%
9%
3%
3%
1% Rizal
3% Others
BSC in MDH Framework
Vision, Mission,
Goal, Objectives, &
Quality Policy
MDH Accreditations and the Quality
Management Office
Business &
Organizational
Milestones / Targets
Alternative Strategic Intents
Prioritize and align
through BSC Process
Corporate
Balanced
Scorecard
Financial
Perspective
Satisfied
Shareholders
Customer
Perspective
Delighted
Customers
Internal
Processes
Effective &
Efficient
Processes
People
Aligned, Motivated,
Empowered
& Competent
Workforce
}
Desired
Outcomes
Drivers
CSR Perspective Corporate Citizen
Translate to Function Level Scorecards (MDH and Unit)
MDH’s 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 first hospital in Manila to receive accreditation from
the International Organization for Standardization (ISO). The
Hospital has maintained its ISO 9001:2001 Certification since
2005 and has been recertified for ISO 9001:2008 up to 2014.
MDH is the first 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.
MDH Accreditations:
Accreditation Canada International
ISO 9001:2008
Philippine Health Insurance Corporation
Department of Health
Department of Tourism
Manila Doctors Hospital
9
Manila Doctors
Hospital and
Sustainability
Reporting
Sustainability reporting addresses MDH’s desire to measure the
Hospital’s endeavors using the GRI’s 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 first
hospital in the Philippines to report its activities using globallyacceptable sustainability indicators. In the process, MDH hopes
to contribute to the development of industry-specific 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 Hospital’s sustainability reporting capability
• Establish monitoring, implementation, and reporting
mechanisms
• Evaluate both the short-term and long-term impact of the
MDH’s economic, environmental, and social projects
As a contributor to the country’s economic cycle, MDH provides
jobs to qualified and skilled workers. It also pays millions in taxes,
making it a valuable contributor to the country’s wealth.
“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
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 firefighters’ 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
Hospital’s carbon footprint.
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 significant 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 offices 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 financial clout.1
Healthcare Financing in the Philippines
High out-of-pocket expenses for healthcare represent a significant
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 country’s
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:
financial risk protection, improved access to quality hospitals and
healthcare facilities, and the attainment of health-related Millennium
Development Goals (MDGs).2
The first thrust of ensuring financial risk protection will entail
expanding both coverage and benefit 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 benefit 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 significantly lacking in many government
hospitals in the Philippines, especially those in far-flung 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 identified the following risks and the management efforts that it offers in its operations.
Industry-wide Risks
Management Actions at MDH
Natural Events
MDH led by the Safety Promotion and Disaster Preparedness Committee (SPDPC) regularly holds
fire and earthquake drills to ensure that the Hospital and its personnel will respond appropriately
when confronted with a natural disaster that could entail an influx 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, debriefing is done by the organizing unit (i.e. fire 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; notification of concerned hospital personnel;
mobilization of staff and services; organization of staff and services; and control of disaster.
The Linen and Housekeeping Department’s (LHK’s) program “Di Lang Panglinis, Pang Disaster
Preparedness Pa,” (Not Only for Cleaning but also for Disaster Preparedness) empowers the
LHK’s 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, patient’s
relatives, and the media.
The sudden influx 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 Hospital’s Finance Directorate performs periodic cost analysis and benchmarking of other
hospitals to ensure competitiveness and maintain market share.
Risk From Receivables
MDH utilizes financial counseling to manage its patients’ financial compliance concerns.
Risk of Non-Paying
Patients
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 financial documents of the Hospital.
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 III’s “Social Contract with the People.”
12 Sustainability 2011
Industry-wide Risks
Management Actions at MDH
Regulatory, Statutory, and
Mandatory Requirements
MDH has always been compliant with all national and local government and statutory laws and
regulations.
MDH makes sure that licenses and certifications 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 Hospital’s collaboration with the Manila Police District and its membership in the Good
Neighbor’s Initiative is a reflection 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 first hospitals to be given accreditation by the Department of Tourism, MDH
continues to improve its facilities and value for money services through the Hospital’s 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.
Supplier Quality
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 financial capability.
Ethical and Medico-Legal
Concerns
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.
4
The Good Neighbor’s 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 traffic, 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 Women’s University, PCU Union High School, Robinson’s Place Manila, Palm Plaza Hotel, PNB PGH Branch, Equitable-PCI Bank Robinson’s Branch, Barangays 696 to
698 of Zone 76, and Barangay 669 of Zone 72.
Manila Doctors Hospital 13
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
14 Sustainability 2011
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 defines itself as a private tertiary hospital. Based on the DOH definition, 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
Radiology
- Allergology & Immunology
- Infectious Diseases
X-Ray
- Cardiology
- Medical Oncology
Ultrasound
- Dermatology
- Nephrology
CT Scan
- Endocrinology
- Neurology
Mammography
- Gastroenterology and
- Psychiatry
Endoscopy
- Pulmonary Medicine
- General Internal Medicine
- Rheumatology
- Hematology
- Toxicology
Cardiovascular Center
Nuclear Medicine
- Cardiovascular Surgery
- Bone Densitometry
- Cardiovascular Catheterization Laboratory
- Gamma Camera
- Cardiovascular Anesthesia
- Nuclear Cardiac Imaging
Oncology
Rehabilitation Medicine
- Chemotherapy
- Physical Therapy
- Occupational Therapy
- Speech Therapy
Laboratory Medicine
Otorhinolaryngology
- Clinical Chemistry
- General Otorhinolaryngology
- Clinical Microscopy
- Otology
- Microbiology
- Clinical Audiology
- Blood Services Facility
- Neuro-otology and Skull Base
- Hematology
Surgery
- Immunology
- Laryngology and Phoniatrics
- Drug Testing Laboratory
- Head and Neck Tumor Surgery
- Surgical Pathology
- Head and Neck Reconstructive
- Cytopathology
Surgery
- Autopsy and Forensic Pathology
- Facial Plastic and Reconstructive
Surgery
- Maxillofacial Trauma
- Otolaryngic Allergy
- Rhinopharyngology
- Sleep Medicine and Surgery
Pharmacy
Emergency Medicine
Industrial Medical Services
Special Areas
- Pre-Employment Exams
- Intensive Care Unit
- Company Consultations
- Coronary Care Unit
- Annual Exams
- Endoscopy Unit
- Diagnostic Executive Check-up
- Dialysis Unit
Manila Doctors Hospital 15
Health Services Offered
Obstetrics - Gynecology
Ancillary Services
- Gynecological Oncology
- Heart Station
- Infertility & Laparoscopy
- Electrocardiography
- Infectious Diseases
- Echocardiography
- Ultrasound
- Pulmonary Services
- Perinatology
- Neurophysiology Services
- Reproductive Endocrinology & Infertility
- Otorhinolaryngology Services
- Trophoblastic Diseases
- Urogynecology
Surgery
Dental Medicine
- General Surgery
- Oral Maxillofacial Surgery
- Burns
- Dental Implants
- Neurosurgery
- Management of Temporomandibular Joint Disorders
- Pediatric Surgery
- Orthodontics
- Plastic and Reconstructive surgery
- Thoracic and Cardiovascular surgery
- Urology
- Minimally Invasive Surgery
Orthopedic Surgery
Specialty Centers
- General Orthopedics
- Aesthetic Surgery and Dermatology
- Trauma
- Child Neurosciences
- Pediatric Tumors
- Pain Management and Wellness
- Arthroscopy
- PRO-HEALTH Center
- Hand Surgery
- Geriatric Multidisciplinary Clinic
- Spine Surgery
- Vision Center
- Sports Medicine
Extracorporeal Shockwave Lithotripsy
Ophthalmology
- General Ophthalmology
- Oculoplastics and Orbit
- Pediatric Ophthalmology
- Ocular Oncology
- Cataract &
- Retina and Vitreous
Refractive Surgery
- Cornea and External
Disease
- Glaucoma
16 Sustainability 2011
- Uveitis
- Neurophthalmology
Pastoral Care
Medical Staff
Medical Training
Based on customer satisfaction surveys, the quality of
MDH’s doctors is the primary reason why it enjoys its current
patronage.
MDH provides training for medical interns, residents, and fellows.
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 fields.
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. MDH’s 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 qualified nurses and other allied medical
professionals.
“Specialized medical
training for physicians
is available in 13
accredited residency
and fellowship
programs.”
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
MDH residents and interns are encouraged to do research
projects not only to fulfill 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.
Manila Doctors Hospital 17
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 Hospital’s recycling efforts, specifically for its intensified campaign to increase the level of awareness of MDH’s 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 Hospital’s 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 Gynecology’s project “Increasing the number of complete charts of patient’s discharge”
Silver Awards
 Admitting, Information and Telephone Service’s project “AITS (Admission Improvement thru System) Innovation for Returning Patients”
 Operating Room Complex’s project “Pause for Patient Safety”
Bronze Award
 Finance Directorate’s 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 Medicine’s 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”
18 Sustainability 2011
• 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 Complex’s 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 Office’s 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 Department’s 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 Division’s “Health Education thru Salamat Dok”
Finalist in Special Events – Internal or External category
 Business Development Division and Medical Service Division’s “3rd Doña 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).
Manila Doctors Hospital 19
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 Definition 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.
20 Sustainability 2011
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
MANAGEMENT
COMMITTEE
PRESIDENT
SENIOR VICE-PRESIDENT
for
MEDICAL AFFAIRS
SENIOR VICE-PRESIDENT
for
CORPORATE AFFAIRS
HOSPITAL DIRECTOR
SENIOR
MANAGEMENT TEAM
*COMMITTEES
CORPORATE AND
STRATEGIC PLANNING
OFFICE
QUALITY MANAGEMENT
OFFICE
MEDICAL
DIRECTORATE
MEDICAL
SERVICES
DIVISION
ALLIED MEDICAL
SERVICES
DIVISION 1 & 2
ADMINISTRATIVE
DIRECTORATE
NURSING
SERVICE
DIVISION
HUMAN
RESOURCE
DIVISION
OPERATIONS
AND HOSPITALITY
DIVISION
BUSINESS
DEVELOPMENT
DIVISION
FINANCE
DIRECTORATE
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
Manila Doctors Hospital 21
Leadership
Remuneration
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-defined 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 financial planning and control.
It utilizes a “bottom up” budgeting process that encourages unit
heads to be financially accountable. Periodic reporting is made
in various levels.
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
benefits and other relevant perks such as car plans and
business travel allowances. Their compensation is based on
effectiveness, experience, knowledge, and performance.
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 officer. 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 financial 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 Hospital’s 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.
22 Sustainability 2011
Conflicts 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 conflicts 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 financial statement is audited by Sycip, Gorres &
Velayo and Co., a highly reputable independent auditing firm.
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 proficient 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 justified and supported
with evidence. Meanwhile, the Executive Committee and
Management Committee provide governance and effective
organization.
At present, the highest governance body’s 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 scientific 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 Certificate. 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-profit organization formed by the
American, European, Japanese, and Korean Chambers
of Commerce with the goal of promoting retirement
and healthcare in the Philippines.
• Health and Wellness Alliance of the Philippines
Initiated by the country’s 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 organization’s strategies is “to make sure that
there’s 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.
• Philippine Association of the Health Organizations in
Medical Tourism, Inc.
An association composed of top Philippine medical
institutions aimed at strengthening the country’s
foothold in medical tourism.
Manila Doctors Hospital 23
Stakeholder Engagement
MDH engages its stakeholders because it aims to build
relationships with those who are affected by the Hospital’s
services, actions, and success. Furthermore, the Hospital
realizes that the input of its stakeholders can help improve
the Hospital’s 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 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 official 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 officers 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, specifically 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 Hospital’s highlights
and activities through Good Health - the official publication of
MDH; through the hospital’s website, print advertisements and
publicity efforts (press releases, TV episodes). The stockholders
are the third key partner of the Hospital.
24 Sustainability 2011
The external stakeholders
MDH establishes strategic partnerships with different institutions for
purposes of synergistic complementation and mutual benefit. 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. MDH’s 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.
Manila Doctors Hospital Partnerships
MDH establishes partnerships based on understanding of common goals and mutual benefit.
BUSINESS
TRAINING/RESEARCH
SOCIAL RESPONSIBILITY
B-Braun
American Eye Center
ABS-CBN Salamat Dok
Euromed Laboratories
Chiang Kai Shek College
TV5 Alagang Kapatid
Johnson and Johnson
East Avenue Medical Center
Association of Philippine Volunteer Fire Brigades
Inc.
Novartis Healthcare
Manila Tytana Colleges
(formerly Manila Doctors College)
Association of Volunteer Fire Chiefs and Fire
Fighters of the Philippines Inc.
Pfizer
Mariano Marcos Memorial Hospital and
Medical Center
Bahay Tuluyan ”Children’s Festival Mission”
Philips
Ospital ng Sampaloc
Caloocan City Filipino-Chinese Fire Prevention
Association
Respiglobe
Our Lady of Peace Hospital
Doña Martha Ty Fernandez Foundation
Siemens
Pasay General Hospital
Good Neighbors Initiative (GNI)
Philippine Children’s Medical Center
National Press Club Media Clinic
Philippine General Hospital
Office of the Vice Presidentof the Philippines
Philippine Heart Center
Our Lady of Miraculous Medal Parish, Parañaque
Philippine Orthopedic Center
Radio Mo Network Anniversary Mission
San Beda College of Medicine
Telus International Medical Missions
Textfire Philippines Foundation Inc.
Economic Performance
Management Approach
MDH’s goal is to achieve financial viability through profitable
growth of its normal operations and other new sources of
revenue. It is the Hospital’s policy to ensure that financial
resources are effectively and efficiently managed. This is the
responsibility of MDH’s Top Management.
This prepared the Hospital in the bottom–up budgeting process
it implemented in 2011.
In order to continuously improve its economic performance,
MDH started a program of thorough cost analysis of key
units to determine the efficiency of operations and come up
with competitive pricing of services.
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 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 Hospital’s
Financial Management System and the reinforced training
and development program of its people.
The gross revenue in 2011 posted a 5.3% increase. New sources
of revenue included new packages, tests, and procedures.
The Hospital had good control of its expenses and maintained
efficient 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
efficient accounting system with no reported material and asset
losses.
Manila Doctors Hospital 25
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.
MDH’s 2011 economic impact is accounted for in the table below.
Php (in Millions)
January to December 2011
Gross Revenues (economic
value generated)
1,471
Operational costs
1,019
Salaries and benefits paid
to employees
377
Payments to providers
of capital
130
Community investments
8
Economic value retained
63
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.
0
Payments to government
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.
The Quality Management Office (QMO) also conducts trainings for
quality audit, which are essential for propelling competence of staff
in internal quality audit.
*Source: MDH Finance Directorate
Employee Compensation and Benefits
MDH funds a non-contributory retirement plan covering all of its
employees. Under the retirement plan, all covered officers and
employees are entitled to cash benefits 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 MDH’s standard entry level wage as
compared to NCR’s 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
2,207.77
2,207.77
1,214.05
1,312.12
Cost Savings*
2011 Per
Capita
Training/
Development
Expenses
1,236.91
1,236.91
243.19
125.33
Total 2011
Per Capita
Training/
Development
Expenses
3,444.68
3,444.68
1,457.24
1,186.79
*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.
26 Sustainability 2011
“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.”
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 MDH’s policy to ensure that staffing standards and
professional targets are met and that employees are given
opportunities for further personal development and career
enhancement. It is also the Hospital’s 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
staffing 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.
Manila Doctors Hospital 27
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.
Doña V. Tytana Memorial Lectures
Through the Doña 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 MDH’s 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 MDH’s missionvision and goals.
Selection and Staffing
MDH’s 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 specifications and standards. The recruitment
unit implements a strict regimen of steps to ensure that
MDH gets the most competent and qualified individual
for the position. Thus, the existing selection and staffing
procedures meticulously match people and their
capabilities with the requirements of the job, ensuring that
the applicant’s objectives and career goals are aligned with
MDH’s 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.
28 Sustainability 2011
Workforce by Type of Employment
937
204
10
22
2011
0
200
400
600
Outsourced Staff
Organic Staff
800
1000
1200
Contractual Staff
Consultants
MDH’s workforce is composed of organic staff, outsourced staff consultants and contractual staff.
Organic Staff by Age and Sex
2011
312
178
61
22
Female
152
138
54
20
Male
0
100
200
20-30
300
31-40
400
41-50
500
600
51-60
MDH’s ratio of male to female employees is 1:1.6, reflecting 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 officers and workforce are aligned with the Hospital’s 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 Hospital’s 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.
Manila Doctors Hospital 29
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
1.86
1.80
2.00
1.75
1.86
1.60
1.80
1.35
1.44
1.20
1.40
2011
1.04
0.80
1.00
0.00
0.20
0.72
0.85
0.95
0.52
0.52
0.72
0.40
0.60
0.85
0.95
0.62
0.60
0.80
0.20
0.40
1.35
1.04
1.00
1.20
2011
1.75
1.44
1.40
1.60
0.62
0.52
0.52
0.21
0.21
JAN
FEB
MAR
APR
MAY
JUNE
JULY
AUG
SEP
OCT
NOV
DEC
0.00
JAN
FEB
MAR
APR
MAY
Turnover Rate (Excluding Migration)
JUNE
JULY
AUG
SEP
1.00
The turnover
rate of MDH employees here excludes those who have migrated.
0.90
1.00
OCT
NOV
DEC
0.93
0.82
0.93
0.80
0.90
0.82
0.70
0.80
0.62
0.60
0.70
0.62
0.50
0.60
2011
2011
0.63
0.63
0.42
0.41
0.40
0.50
0.30
0.40
0.00
0.10
0.41
0.21
0.31
0.20
0.30
0.10
0.20
0.42
0.31
0.21
0.21
0.21
0.10
JAN
FEB
MAR
APR
0.10
0.21
0.10
MAY
0.10
JUNE
JULY
AUG
SEP
OCT
0.21
NOV
DEC
0.00
JAN
30 Sustainability 2011
FEB
MAR
APR
MAY
JUNE
JULY
AUG
SEP
OCT
NOV
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
10
3
2011
Female
26
9
7
Male
20-30
0
10
20
30
40
50
60
31-40
70
41-UP
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%
Manila Doctors Hospital 31
2011 Employee Separation*
Resignations were the major form of employee separation in MDH.
100
5
1
8
2011
0
20
40
Resignation
60
AWOL
80
Death
100
120
Retirement
*Actual head count
Training and Career Development
Training programs
Education and Training
Learning and development is a strategy linked to the
Hospital’s mission of “undertaking training and research to
continually improve quality services.”
MDH provides its officers and workforce training programs based
on identified training needs. As the Trainings were concluded
in 2011, another Training Needs Survey and Analysis was
conducted in the last quarter of 2011.
The MDH Balanced Scorecard (BSC) includes a Learning
and Growth Perspective covering the Hospital’s goals and
tactical objectives. These tactical objectives have basic
directives as to what learning and development directions
are to be taken and specific indicators for monitoring and
evaluation.
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).
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.
At least 73% of all administrative officers participated in one
management training program. At least 24% of all frontline
employees (NSD inpatient nurses, AMSD, and Emergency Room)
have participated in the hospital’s behavioral training sessions.
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.
32 Sustainability 2011
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 specific 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 officers
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 satisfied in their
workplace. The Hospital’s 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 Hospital’s influenza
vaccination program also annually provides free influenza
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 fire, earthquake, and
disaster preparedness seminars and exercises.
Remuneration and Benefits
The Hospital complies with all government mandated
remunerations and benefits 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 benefit, and free and discounted dental
services are also provided for by the Hospital.
Rewards and Recognition
As a natural consequence of the Hospital’s 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 certificates to
plaques, and/or tokens to cash rewards.
Manila Doctors Hospital 33
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 hospital—help 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.”
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 respondent’s 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.
34 Sustainability 2011
Community
Corporate Social Responsibility (CSR) is one of the five perspectives
of the MDH Balanced Scorecard with a goal of providing excellent
corporate social responsibility programs.
MDH—in 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.
Manila Doctors Hospital Social Report Card for 2011
Key Result Area/performance
Health Awareness Topics Discussed
Number of Community Health
Volunteers Recruited and Trained
I. Hospital Services
A. Out-Patient Services
Medical Consultations
13,682
Out Patient Health Education
13,682
Out Patient Special Services
Vision Screening
Voice Screening
Cleft Lip and Palate Screening
15 sessions
60
Number of Trainings for Community
Health Volunteers (CHV)
20
3 Training SessionsBasic First Aid,
Community Health
Promotion, Basic Life
Support Training
IV. Special CSR Programs
A. Environment Initiatives
Energy Saved through MDH Earth
Hour
B. In-Patient Services
3,748 kWh
Amount of Savings from MDH Earth
Hour
Php 48,742.00
II. Medical Surgical Missions
Number of Hospital Units
Participating
39/39 (100%)
A. In-House Surgical Missions
Waste Reduced through MDH
Recyclables Program
6,054 tons
Php 373,719.22
In-Patients Hospitalization Grant
Inter-Agency Patient Referrals
887
2,186
Share The Gift Of Vision (STGOV)
66 patients
Amount of Savings from MDH
Recyclables Program
Bridging The Gap (BTG)
14 patients
Goiter Ends Today through Surgery
(GETS)
18 patients
Number of Hospital Units
Participating
Women Empowerment through
Surgical Help for Ovarian and Uterine
Tumors (WE SHOUT)
20 patients
B. National Teachers Month Celebration
(September – October)
Number of Teachers Benefited
Number of Patients Served
Number of Areas Covered (City and
Regions)
10
6,211
10 Cities/4 Regions
III. Community Services
Teachers Month Campaign
programs conducted
A. School Health Program
Medical Consultations (School Clinic)
Annual Physical Examination of
Students
Health Awareness Topics Discussed
Number of Rooms benefited from
Brigada Eskwela Program
149
3,328
b. Vision Screening,
c. Cardio Pulmonary
Check-up,
d. Breast
Examination
e. GYNE Check-up
12 *one topic per month
26
Medical Consultations (Barangay
Clinic)
FREE Special Medical Services
Conducted
131
1,676
Fasting Blood
Sugar – 316
Electrocardiogram – 792
Flu vaccination - 500
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. Community Health Program
Number of Clinic Days
60
1. Honoring of the
Medical Consultant
as Teacher though a
weeklong long exhibit.
B. Outreach Medical Missions
Number of Partner Organizations
67/67 (100%)
C. Corporate Social
Responsibility Awards
Number of Awardees
16 Awardees
V. Volunteerism
Number of Employee Volunteers
Employee Volunteer Hours
249
2,856
Manila Doctors Hospital 35
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 classified A to D according to socioeconomic status classification guidelines of the Department of
Health. The most indigent patients are classified as C and D.
Patients that belong to these classifications are those that the
Hospital Services Program prioritizes. In 2011, a total of 887
indigent patients classified as C and D were served, the highest
total in four years.
Doctors’ professional fees are also waived for qualified patients
as part of the program benefit. To further augment their
health management requirements, patients are also referred
to different agencies that provide financial aid such as the
Philippine Charity Sweepstakes Office, Office 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 specific group.
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
• Women’s 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
36 Sustainability 2011
In-House Surgical Missions
The Hospital strategically identified 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.
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 financial 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 benefit of the patients. An
average of 28 patients every year, mostly children, benefit
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
• Doña 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 school’s 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 school’s
Department of Education mandated annual physical
examination (APE) of school children, records the data both
in the service of the health profiles of both school children and
school personnel, and identifies 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.
Manila Doctors Hospital 37
• 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, Baby’s
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
Office 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 first 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.
38 Sustainability 2011
Medical Services
MDH conducts daily consultations at the barangay clinic,
which provides the following free services:
1. Fasting Blood Sugar
2. Electrocardiogram
3. Influenza 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.
• Women’s rights lecture. A lecture on women’s 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 flower arrangement training.
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 Hospital’s 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 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.
Manila Doctors Hospital 39
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 Hospital’s
over-all environmental impact is monitored and managed
via the implementation of various environmental initiatives,
notwithstanding the Hospital’s 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 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 hospital’s 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.
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 intensified
drives to influence suppliers and service providers to come up
with their own contributions to environmental preservation.
True to the principle of sustainability, environmental initiatives
yielded significant impacts to its triple bottom line. Initiatives to
lessen operational inputs to the environment resulted in a five
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
efficiency 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.
40 Sustainability 2011
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
Committee—which started out as part of MDH’s waste
management scheme—later 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
MDH’s participation in the 2008 Earth Hour inspired the MDH Earth
Hour—where 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.
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 MDH’s 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. MDH’s 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.
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 hospital’s 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 intensified 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 Hospital’s 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 efficiency 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.
Weight
Collected
(in Kg)
Average
Weight
of Waste
Collected
Per Month
(in Kg)
General
Waste
173,841
14,487
City Garbage
Collector
Infectious
Waste
72,666
6,056
Accredited
Hauler and
Treater
Recyclable
Waste
78,645
6,554
Accredited
Haulers
325,152
27,097
Type of
Waste
Mode of
Disposal
Manila Doctors Hospital 41
Water Consumption
MDH’s total water withdrawal for the period of January to
December 2011 was 226,855 cubic meters, which was
calculated using the hospital’s 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 month’s
consumption of 34 households.
One best practice for water conservation as exemplified 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 driveway’s 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 significant fines and sanctions that
were imposed on the Hospital. The Hospital’s 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
final 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.”
42 Sustainability 2011
Amount (Php)
Environmental and Sewer
Charges
4,824,824.92
Cost of Treatment and Final
Disposal
1,200,639.00
Environment Awareness
Lectures, Seminars and
Programs
Total Expenditure and
Investment for Environment
36,840.00
6,062,303.92
Global Reporting Initiative Context Index
Section
Indicators
Page
Remarks
Standard Disclosures: Profile
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
6
12-13
2. Organizational Profile
2.1 Name of organization
Cover page
2.2 Primary brands, products and/ or services
14-16
2.3 Operational structure and major divisions
21-22
2.4 Location of the company headquarters
1
2.5 Countries of operation
1
2.6 Nature of ownership and legal forms
7
2.7 Markets served
9
2.8 Scale of the reporting organization
8
2.9 Significant changes during the reporting period
2.10 Awards and recognitions received during the reporting
period
20
18-19
3. Report Parameters
3.1 Reporting period
5
3.2 Date of most recent previous report
Not applicable
3.3 Reporting cycle
5
3.4 Contact point for questions about the report and its
contents
5
3.5 Process for defining report content
5
3.6 Boundary of the report
5
3.7 Limitations on the scope or boundary of the report
5
3.8 Basis for reporting on joint ventures, subsidiaries, and
other related entities
3.9 Data measurement techniques
Not applicable
5
3.10 Explanation of the effect of any restatements of
information provided in previous reports
Not applicable
3.11 Significant changes from previous reporting period
Not applicable
3.12 GRI Content Index Page
3.13 Current policy and practice dealing with external
verification
43-46
5
4. Governance, Commitments and Engagements
4.1 Governance structure of the organization
21
4.2 Indicate whether the chair of the highest governance
body is also an executive officer
22
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
22
4.4 Mechanisms for shareholders and employees to provide
recommendations or directions from the highest governance
body
22
Manila Doctors Hospital 43
Section
Indicators
Page
4.5 Linkage between compensation for the members of the
highest governance body, senior managers and executives
(including departure arrangements), and the organization’s
performance (including social and environmental performance
22
4.6 Process in place for the highest governance to ensure
conflicts of interest are avoided
22
4.7 Process for determining the qualifications and expertise
of the members of the highest governance body for guiding
the organization’s strategy on economic, environmental and
social topics
22
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
22
4.9 Procedures for the highest governance body for
overseeing the organization’s identification 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
22
4.10 Process of evaluating the governance body’s own
performance, particularly with respect to economic,
environmental and social performance
22
4.11 Explanation of whether and how the precautionary
approach or principle is addressed by the organization
23
4.12 Externally developed economic, environmental and
social charters, principles or other initiatives to which the
organization subscribe or endorses
23
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
23
4.14 List of stakeholder groups engaged by the organization
24
4.15 Basis for identification and selection of stakeholders with
whom to engage
24
4.16 Approaches to stakeholder engagement, including
frequency of engagement by type and by stakeholder group
24
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
24
Standard Disclosures: Management Approach
Management Approaches
44 Sustainability 2011
Economic
25
Environmental
40
Social
27
Remarks
Section
Indicators
Page
Remarks
Standard Disclosures: Performance Indicators
Economic
Economic Performance
EC1
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)
26
EC3
Coverage of the organization’s defined benefit plan
obligations. (Core)
26
Range of ratios of standard entry level wage compared to
local minimum wage at significant locations of operation.
(Additional)
26
Development and impact of infrastructure investments
and services provided primarily for public benefit through
commercial, in kind, or pro bono engagement.
34-39
Market Presence
EC5
Indirect Economic Impacts
EC8
Environmental
Energy
EN4
Indirect energy consumption by primary source. (Core)
41
EN5
Energy saved due to conservation and efficiency
improvements. (Additional)
41
EN8
Total water withdrawal by source. (Core)
42
EN10
Percentage and total volume of water recycled and reused.
(Additional)
42
EN16
Total direct and indirect greenhouse gas emissions by weight.
(Core)
41
EN22
Total weight of waste by type and disposal method. (Core)
41
Monetary value of significant fines and total number of nonmonetary sanctions for non-compliance with environmental
laws and regulations. (Core)
41
Total environmental protection expenditures and investments
by type. (Additional)
42
Water
Emissions, Effluents, and Waste
Compliance
EN28
Overall
EN30
Social Performance: Labor Practices And Decent Work
Employment
LA1
Total workforce by employment type, employment contract,
and region. (Core)
29
LA2
Total number and rate of employee turnover by age group,
gender, and region. (Core)
30-31
Percentage of employees covered by collective bargaining
agreements. (Core)
34
Labor/Management Relations
LA4
Training and Education
Manila Doctors Hospital 45
Section
Indicators
Page
LA10
Average hours of training per year per employee by employee
category. (Core)
32
LA12
Percentage of employees receiving regular performance and
career development reviews. (Additional)
33
Social Performance: Human Rights
Freedom of Association and
Collective Bargaining
HR5
Operations identified in which the right to exercise freedom
of association and collective bargaining may be at significant
risk, and actions taken to support these rights. (Core)
34
Operations identified as having significant risk for incidents
of child labor, and measures taken to contribute to the
elimination of child labor. (Core)
34
Child Labor
HR6
Social Performance: Product Responsibility
Products and Service Labeling
PR5
Practices related to customer satisfaction, including results of
surveys measuring customer satisfaction. (Additional)
34
Monetary value of significant fines for non-compliance with
laws and regulations concerning the provision and use of
products and services. (Core).
34
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
Compliance
PR9
Social Performance: Society
Community
SO1
46 Sustainability 2011
Remarks
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 Initiative’s sustainability indicators and formulates
hospital-specific 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
Manila Doctors Hospital 47
http://www.psxextreme.com
inspired to do the same.
2011 Manila Doctors Hospital
Board of Directors
Advisory Board
Mrs. Mary V. Ty
Dr. Cecilio Pedro
Mr. Aniceto M. Sobrepeña
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
Dr. Placido L. Mapa, Jr.
Mr. James Go
Mrs. Elvira Ong Chan
Sustainability Reporting Committee
Contributing Writers
Chairman: Mr. Aniceto M. Sobrepeña
President
Dr. Meliah P. Mactal
Officer, CSPO
Vice Chair: Dr. Hian Ho N. Kua
Administrative Director
Dr. Gloria Nenita V. Velasco
Researcher/Writer, CSPO
Adviser: Atty. Pilar Nenuca P. Almira
Hospital Director
Contributing Editors
Members:
Dr. Terrence L. Cham
Assistant Administrative Director
Ms. Barbette G. Atienza-Soliven
Officer, Corporate Communications Office
Ms. Maritess E. Acu
Head, Financial Accounting Division
Ms. Jilliane Pauline S. Jacela
Officer, Corporate Communications Office
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
Dr. Rex M. Mendoza
Ms. Jennifer F. Laxamana
Head, Corporate Social Responsibility
Department
Mr. Paul M. Buenconsejo
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
Officer, Facilities Management Department
Dr. Manuel E. Villegas, Jr.
Head, Corporate and Strategic Planning Office
(CSPO)
48 Sustainability 2011
Ms. Marievic G. Mariano
Officer, MBFI Healthcare Program
The SRC would like to acknowledge the
contributions of the following:
Mr. Crispin DL. Peralta
Mr. Sherwin C. Chan
Ms. Tanya Zaldarriaga
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
Hospital’s 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.
Manila Doctors Hospital
667 United Nations Avenue Ermita, Manila 1000, Philippines
Telephone Number: (632) 524-3011
www.maniladoctors.com.ph