Integrated Report 2020 - Hospital Alemão Oswaldo Cruz
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Integrated Report 2020
Hospital Alemão Oswaldo Cruz
INTEGRATED REPORT
2020
4 Hospital Alemão Oswaldo Cruz INTEGRATED REPORT 2020 | ABOUT THIS REPORT 5
Contents About this report
WELCOME TO THE 2020 EDITION OF THE INTEGRATED REPORT
ABOUT THIS REPORT 5
OF HOSPITAL ALEMÃO OSWALDO CRUZ
2020 in indicators 6
GRI 102-45, 102-46, 102-48, 102-49, 102-53
Message from the Chairman of the Board of Trustees 8
Message from the Chief Executive Officer 10
The purpose of the document is The economic-financial, environ-
1. OUR HOSPITAL 12 to render accounts to employ- mental, social and governance
Timeline 16 ees, clinical staff, associates, (ESG) indicators cover the peri-
Our Units 18 suppliers, partners, patients od from January 1 to December
Business model 22 and the community about the 31, 2020 and encompasses all
Corporate governance 24 Institution's results, investments units directly maintained by the
Ethics, integrity and risks 28 and projects in an extremely Hospital - Paulista, Vergueiro,
challenging year for health both Campo Belo and, in some cases,
2. STRATEGY 30
in Brazil and in the world, due informed throughout the text,
Planning, goals and indicators 36
to the Covid-19 pandemic. the Complexo Hospitalar dos Es-
Capital allocation 42
tivadores e o Ambulatório Médi-
Sustainability agenda 47
Hospital Alemão Oswaldo Cruz co de Especialidades Dr. Nelson
3. COPING WITH COVID-19 50 holds transparency as an im- Teixeira, both managed by
Protocols and care directives 53 portant premise, adding value to Instituto Social Hospital Alemão
Multimedia communication 57 the brand and allowing to form Oswaldo Cruz. (Social Institute).
Taking care of our team 59 bonds of trust with its stake- The main novelty for the scope
holders. The report is guided by of the report is AMBESP - Am-
4. HIGH PERFORMANCE 64 the Global Reporting Initiative bulatório Médico de Especiali-
Quality, safety and clinical outcomes 66 (GRI) Standards, the integrated dades Dr. Nelson Teixeira in the
Business result 70 reporting methodology of the GRI indicators focused on the
International Integrated Report- impact on society.
5. CARING FOR RELATIONSHIPS 74
ing Council (IIRC), guidelines
Patient's journey 78
of the Brazilian Association of Themes such as the manage-
Our team 81
Medical development 89
Listed Companies (Abrasca) and ment and adaptation of the
Supply chain 91 the Institution's own strategic business model to the context of
In addition to this complete version, planning. The selection of the the pandemic, the advances in
6. INNOVATION, RESEARCH AND EDUCATION 94 available in print and PDF file, the data presented is associated Innovation, Research and Educa-
Innovation projects 97 Institution publishes the Integrated Report to the materiality, listing the tion and the performance of the
Education and knowledge generation 102 in a summarized format on the website most relevant topics for man- Hospital based on its strategic
The future of health and new businesses 107 https://www.hospitaloswaldocruz.org. agement and communication planning are added to issues
br/o-hospital/relatorio-integrado (onepage according to the perspective such as human development, en-
7. SOCIAL RESPONSIBILITY 108 report), with a selection of the main of the stakeholders. vironmental management, care
Impact on Brazilian health 110 indicators and highlights of the year. practices and protocols and the
Instituto Social Hospital Alemão Oswaldo Cruz 113
social impact promoted through
the administration of public
8. ENVIRONMENT AND ECO-EFFICIENCY 116
health equipment. If you have
GRI CONTENT INDEX 121 any questions about the content
Certifications and awards 129 of this report, please contact us
Credits 130 at marketing@haoc.com.br.
6 Hospital Alemão Oswaldo Cruz INTEGRATED REPORT 2020 | ABOUT THIS REPORT 7
2020 in indicators GRI 102-7
INSTITUTION PERFORMANCE HIGHLIGHTS
COLLABORATION IN THE DE- material sustainability issues
CARE QUALITY AND VELOPMENT OF HEALTH SYS-
SECURITY TEMS AND INITIATIVES FOR AC-
CESS TO MEDICAL TREATMENT
RELATIONSHIP INNOVATION, RESEARCH
· 97.7% adherence to WITH OPERATORS AND EDUCATION
the venous thromboembolism · 68,893 visits in 2020 at AMBESP
(VTE) protocol - Ambulatório Médico de Especialidades
Dr. Nelson Teixeira (medical consultations, · R$ 258.5 · 164 study publications
multidisciplinary consultations and surger- million in revenue from the in journals
· 83.3% adherence ies/biopsies) Paulista Unit originating
to antibiotic administration from global daily rates
in 1 hour within the sepsis · 53 researchers involved
protocol · 590 visits in the beds of the Cam- in the Covid-19 Coalition,
paign Hospital of Complexo Hospitalar · 4% improvement in the 14 from Hospital Alemão
dos Estivadores (Hospital Vitória). (hos- Institution's receipt deadlines Oswaldo Cruz
· 0.7% crude hospital pitalizations in medical clinic and ICU)
infection rate
· 64 studies conducted
· R$ 192.7 million in tax im- CLINICAL STAFF by the International Re-
· 0.8% surgical site munity in the 23 Proadi-SUS projects ENGAGEMENT search Center, 23 of which
infection rate (2018-2020) focused on therapeutic al-
ternatives for the treatment
· customer satisfaction: · 100% of doctors of Covid-19
EFFICIENT ECONOMIC PER- from the registered clinical
76.7% NPS FORMANCE IN THE USE OF staff evaluated in the per-
RESOURCES formance program · 506 enrollments in
technical, undergraduate
and postgraduate courses
EMPLOYEE HEALTH · R$ 852.497 million of net + 6,795 students in fully
revenue, 1.2% more than 2019 ENVIRONMENTAL distance learning courses,
SUSTAINABILITY with 1,570 studying free of
charge
· 2,197 medical visits in · 59.6% increase in net
the Integral Health Program revenue at the Vergueiro Unit · 288.48 tons of
waste destined for recycling · 35 students graduating
from courses in the empha-
· 86% of employees · 85.6% increase in net revenue sis areas
taking the periodic medical in the area of Innovation, Research and
exam Education
· 38.4 total hours of
training per active employee
· R$ 31.5 million invested in
expansion and infrastructure
· 5.6% Ebitda margin
8 Hospital Alemão Oswaldo Cruz INTEGRATED REPORT 2020 | ABOUT THIS REPORT 9
Message from the Chairman
of the Board of Trustees GRI 102-14 In addition to the great dedi- vative ways, as well as in the our associates, our executive
cation of everyone in matters breadth of research and educa- officer and his team and my
123 YEARS LATER, A MISSION THAT GOES ON related to the pandemic, the tion activities, so important for colleagues on the Board for the
Board worked hard to improve our development. incredible dedication and coop-
In these 123 years of activity, It was a time similar to what we Hospital Alemão Oswaldo Cruz the governance of the Hospital. eration facing the difficulties.
we have experienced several are experiencing today, both from the first day of the pan- 2020 was a year of great chal-
moments in history that have in terms of symptoms, as well demic, has gone through great Always with the coordination lenges both for the results of I count on the support of all to
had a global impact. In 1918, the as high rate of contamination ordeals to maintain our Mission, of one of the members of the the Hospital and in the financial continue positively impacting
world was shaken by an influ- and mortality. The Spanish “To be precise and human to Board of Trustees and the sphere, when our capacity for re- the development of health in the
enza pandemic, which became flu, which arrived with 200 guarantee the best experience participation of associates, five action and resilience was tested. country, through patient care
known as the Spanish flu and crew members from a Brit- and health results for the patient”, committees were put together and medicine of excellence and
infected almost a quarter of the ish ship coming from Lisbon and our Values “Patient Safety; with the purpose of helping the Despite a strong improvement high complexity, making Hospital
world's population. At the time, that docked in Rio de Janeiro, Warmth; Truth; Collaborative Pro- executive management on differ- in results in the last months of Alemão Oswaldo Cruz a reference
Associação Hospital Alemão was victimized mainly the elderly tagonism; Innovative Tradition ”. ent issues and supporting the the year, in 2021, we will face in Latin America. In order to pre-
already established in São Paulo, and had social distancing as decision-making process of the new challenges arising from the serve the legacy of our Institution,
a city in full development, but the main measure against the This was only possible through Board of Trustees. The commit- pandemic. we will remain firm, exercising our
severely plagued by the disease. spread of contagion. Today, the tireless dedication, commit- tees are: Management and Risk; vision: “full health care takes place
Pervaded with a spirit of soli- Covid-19 travels by plane in a ment and effort of our health Strategy; People; Innovation My gratitude to our clinical staff, in harmony with knowledge and
darity, aided by donations from much faster and widespread professionals, who placed their and Technology; Research and direct and indirect employees, compassionate care”.
the German community in the way, but it faces an advanced work above the risks of contam- Education.
country, the Association built an medicine in the treatment and ination and, many times, even
emergency hospital in two days a fast formulation of vaccines gave up family life. With the support and coordi-
in the former Ballroom of the with a much more efficient nation of the Strategy Commit-
Germania Society. A year later, communication - which allows On behalf of the Board of tee, we reviewed our strategic
and with the end of the First rapid exchange of information. Trustees, I would like to express planning for the next 5 years.
World War, the Association was our immense gratitude to all Vigorous growth, technologies
able to meet again and resume Despite the differences, the these professionals who make to support the development of
the works of what is now the health system was and is still the Hospital Alemão Oswaldo efficiency and quality of patient
Hospital Alemão Oswaldo Cruz. extremely challenged. Hospitals Cruz an institution of reference care, as well as becoming a
had to react quickly, imple- and excellence. center of excellence in our areas
menting crisis committees and of emphasis - oncology and di-
putting together tactical and To all other employees, without gestive tract - were some of the
strategic plans to be able to distinction, from the desk recep- topics set.
take care of patients in the best tion to the board of directors, we
way. As I heard from a colleague, also thank you for the motivation, The People Committee con-
those in pain are in a hurry, those sense of responsibility and profes- tinued to work to attract new
in pain are in an urgency. sionalism in maintaining and im- members to further contribute
proving the quality of our services. to our group (in 2020 there were
21 new members).
We remain confident in the strength of The other committees work
to improve our audit and risk
our institution to face the challenges control system, in the search for
technological transformation Weber Porto
and preserve our legacy and incentives for more inno- President of the Board of Trustees
10 Hospital Alemão Oswaldo Cruz INTEGRATED REPORT 2020 | ABOUT THIS REPORT 11
Message from the CEO
ACTION IN DEFENSE OF LIFE AND SCIENCE GRI 102-14
When we started our journey order to ensure segregation of Specialized Center for Obesity gan a journey that today would Finally, I could not fail to revisit staff and, especially to those
in 2020, information about the cases of the disease and protect and Diabetes to the Paulista culminate in 123 years of com- the year 2020 without mention- who work on the front line, for
rapid spread of a virus capable patients, doctors and employ- Unit, now located on the same mitment to the advancement of ing the commitment, dedication making our Hospital a place
of causing serious respiratory ees. We increased the number floor as the recently opened public and private health. and resilience of our teams. where life is valued, something
disease in mainland China was of ICU beds according to the Specialized Center in Diges- fundamental in a pandem-
already beginning to concern demand in all units; we changed tive System, fully consolidating A century later, we continue to In addition to the results of the ic that, in 2021 already killed
international health authorities. some care routines maintaining our performance in this area be guided by this same com- Hospital, I can only look positive- thousands of Brazilians. For
Although we started preparing humaneness, security and com- of emphasis. Another highlight mitment through our Social ly for the year that has passed 2021, we hope to be able to
relatively early for the arrival in passionate care; throughout the of extreme relevance was our Responsibility pillar, which works by counting how many lives were continue with resilience, be-
Brazil, for sure we, like all other year we increased the number indicators in the treatment of towards forming partnerships of saved in our facilities, how many ing sure that this will certainly
health organizations, companies of employees with 474 hires; we Covid-19, with outcomes and shared value to contribute even stories will continue - all thanks mean an important chapter of
and the society itself, experi- established connections with results for the patient compara- more to Brazilian public health. to the hard work of our multipro- our trajectory as an Institution.
enced in our country a rapid government officials and special- ble to those of the best interna- fessional teams.
advance of Covid-19, already as ists to better understand the dis- tional hospital centers. On the one hand, we adapt-
a pandemic. ease and its progression; and, as ed our actions in the Support I join our patients and their
members of the Covid-19 Brazil In relation to Innovation, Re- Program for Institutional Devel- families to say a resounding
Adopting a plan with clear Coalition, we directed our efforts search and Education, we opment of the Unified Health thank you to each employee
pillars and an operational and in Innovation, Research and continue to progress in studies System (Proadi-SUS) for the and member of the clinical
financial structure capable Education to tackle the biggest and incorporation of technol- 2018-2020 period to disseminate
of dealing with adversities, in pandemic in our recent history. ogies, expanding our offer of knowledge and to meet needs
addition to a team truly passion- postgraduate courses in the related to the pandemic with
ate about life and obstinate in All these measures in addition areas of emphasis: Oncology services such as TeleHAOC - in
achieving the best outcomes for to the rigorous monitoring of and Digestive System. Our which our teams offered a portal
all patients, our Hospital became the strategy's execution, with International Research Center for associate discussion of cases
a cutting edge center for com- emphasis on projects in the and the Center for Innovation with public sector professionals.
bat, research and assistance on areas of emphasis, business and Health Education have also
Covid-19, without interrupting protection, contribution and yielded good results, from the We were also able to act di-
the care of other illnesses. impact on Brazilian health. De- training and qualification our rectly on the emergencies of
spite this scenario, our net rev- own and market profession- Covid-19 through our Social
Immediately, we made a series enue grew slightly compared als to the testing of disruptive Institute, which took over the
of adjustments in the occupation to the previous year, but much solutions and dialogues with operation of the Campaign
and circulation in our units in of the progress was in ramp-up startups that seek to revolu- Hospital (Hospital Vitória), in
and strengthening operations - tionize the health market. addition to the activities al-
as in the case of the Vergueiro ready carried out by Complexo
We invested Unit, which had a 60% raise in We believe that every organiza- Hospitalar dos Estivadores to
revenue. tion has a duty to contribute to face the disease in the Baixada
in research, the development of its commu- Santista. The Social Institute
innovation and In the Private Health pillar, I
highlight in 2020 the expansion
nity. It was from this ideal that
our founders courageously be-
also during the pandemic led
the opening of AMBESP - Am-
health care to face of outpatient and oncology
services at the Vergueiro Unit,
bulatório Médico de Especial-
idades Dr. Nelson Teixeira, our
the pandemic the process of transferring the most recent achievement in
public equipment operation. Paulo Vasconcellos Bastian
CEO
12 Hospital Alemão Oswaldo Cruz INTEGRATED REPORT 2020 | OUR HOSPITAL 13
IN THIS CHAPTER
> Timeline
> Our units
> Business model
> Corporate governance
> Ethics, integrity and risks
Our
Hospital
GRI 102-1, 102-2, 102-3, 102-5
WE ARE A CENTURY-OLD INSTITUTION AND AT THE SAME
TIME COMMITTED TO HIGH PERFORMANCE AND INNOVATION
IN HEALTH CARE
1.
14 Hospital Alemão Oswaldo Cruz INTEGRATED REPORT 2020 | OUR HOSPITAL 15
Organizational activities are - Ambulatório Médico de Espe- ciently; and took good care of
based on the pillars of Private cialidades Dr. Nelson Teixeira, in the business, seeking to control
MISSION GRI 102-16 Health (through the Paulista, Baixada Santista, in addition to the natural risks of the context
Be precise and humane to ensure the best expe- Vergueiro and Campo Belo the beds to face the Covid-19 and impacts on the revenue
rience and health outcome for the patient units); Innovation, Research pandemic at the Campaign Hos- generation and profitability of
and Education (production and pital Complexo Hospitalar dos the Hospital.
dissemination of knowledge Estivadores (Hospital Vitória),
Founded 123 years ago by VISION GRI 102-16 through research and provi- located in Santos. At the end of the year, the
German-speaking immigrants Full health care takes place in harmony between sion of education at technical, Hospital had a net revenue of
in the city of São Paulo (SP), knowledge and compassionate care. undergraduate and postgradu- The Strategic Plan focuses on R$ 852.4 million, slightly above
Hospital Alemão Oswaldo Cruz ate levels); and Social Respon- evoking the points that stand 2019. The revenue profile has
is an integrated center of high sibility, through the Hospital's out in the business model and changed substantially with
complexity, offering patient VALUES GRI 102-16 performance in programs and the historical attributes of the the reduction of elective pro-
care, treatment, teaching and • PATIENT SAFETY - Attention projects to improve Brazilian Institution - such as the com- cedures and the increase in
research in health with empha- and precision to deliver the essential for public health and Instituto Social bination of medical excellence hospitalizations of patients with
sis on Oncology and Digestive our patients: safety. Hospital Alemão Oswaldo Cruz and relationships guided by Covid-19. On the other hand,
System. (Social Institute). humaneness and compassion- in line with the strategy, the
• COMPASSIONATE CARE - It is through human ate care - to prepare for growth expressive growth in Vergueiro
The Institution, which is a ref- relations The Social Institute is responsible with goals, indicators and Unit and in the area of Innova-
erence in Latin America, has as , touching and looking that the most for managing Complexo Hospita- projects in different fronts. The tion, Research and Education
its hallmarks the commitment profound medicine is practiced. lar dos Estivadores and AMBESP long-term vision is in line with reinforces the consistency of
to always do better - the motto the challenges of the health the results of the year with the
Immer Besser, in German - and • TRUTH - Trust is our means and credibility our market and the trends and Hospital's growth plan.
the philanthropic profile, guided end. We are righteous with ourselves and the transformations of highly com-
by a business model that aims world around us. plex medicine and care.
to generate shared value and
promote a positive impact on • COLLABORATIVE PROTAGONISM - The The expansion path, believing in
Brazilian health. For this, it has Hospital is a living organism. Each one of us new models of relationship with
more than 3,300 direct employ- need to perform their role and, above all, have the market and strengthening
ees and 4,500 physicians and initiative, regard each other and work together. Hospital Alemão Oswaldo Cruz
dentists in its active registered brand, prepared the Institution to
clinical staff. • INNOVATIVE TRADITION - Preservation of the deal with the challenges brought
culture and historical landmarks of a centu- by the pandemic of the new
ry-old hospital that knows how to reinvent coronavirus, formally announced
itself in order to continuously evolve. by the World Health Organization
(WHO) in March 2020.
Having the lives and safety of
its employees, patients and
medical staff as priorities, the
Hospital engaged in research
and therapies to face the dis-
ease; adapted all of its process-
es and protocols; invested in
the dissemination of qualified
information to deal with the
pandemic effectively and effi-
Reception of the Paulista Unit
16 Hospital Alemão Oswaldo Cruz INTEGRATED REPORT 2020 | OUR HOSPITAL 17
Timeline Inauguration of the
Center Specialized in
Inauguration of the International
Research Center and the Health
Innovation and Education Center;
Oncology, second re-ac-
structuring an additional 10,880m2 to
creditation by the JCI,
expand the capacity of Vergueiro Unit.
revision of the Strategic
Instituto Social Hospital Alemão
Electronic pre- Plan, renewal of the Mis-
Oswaldo Cruz wins public call to
The Hospital was a pioneer Inauguration of scription is adopt- sion, Vision and Values
administer AMBESP - Ambulatório
in the installation of a Tower B, with ed by the Hospital. and inauguration of the
Médico de Especialidades Dr. Nelson
linear accelerator used in 14 floors and Premium service.
Teixeira.
radiotherapy. equipped with
helipad.
Outbreak of the
First World War and
Celebration of the 120th anniver-
postponement of the
sary of Hospital Alemão Oswaldo
construction work. Name is once again Establishment of
Cruz, launch of the new brand, start
changed to Hospital a partnership with The Education pillar of operations at Vergueiro Unit,
Oswaldo Cruz. Institution adopts the the Ministry of is strengthened start of the first undergraduate
name Hospital Alemão Health to imple- with the inaugura- Nursing class and implementation
Oswaldo Cruz. ment Proadi-SUS. tion of the Techni- of electronic dispensaries, decen-
Foundation of Beginning of cal School of Health tralizing the process of dispensing
the Associação activities and Education (ETES). medicines in ICUs and inpatient
Hospital Allemão construction units and implementation of the
on September of the garden Hospital Alemão Oswaldo Cruz®
26th. pavilion. Care Model.
1905 1922 1941 1960 1980 1997 2006 2009 2012 2014 2016 2018 2020
1897 1914 1923 1942 1972 1991 2002 2008 2011 2013 2015 2017 2019
Inauguration of the The Hospital is accredited for the fourth
School of Education time by JCI, inauguration of the Brain
in Health Sciences and Spine Tumor Specialized Center,
Acquisition of
Expansion with (FECS), of the Center acquisition (and pioneering operation
of land in the
23,550m2
Tower D, building Specialized in Obesi- in Latin America) of the linear particle
Avenida Paulista
with restaurant ty and Diabetes and accelerator Halcyon ™ and consolidation
region. Change, as required and leisure and creation of Instituto of drug traceability digitally in the
by the government, social area. Social Hospital Alemão medication process from its origin to the
Investments in mod-
of the name to Oswaldo Cruz. bedside. GRI 102-10
ernization, elec- Certification from
Associação Hospital
tronic controls and the Joint Commis-
Rudolf Virchow.
completion of the sion International
operating room. Beginning of the Inauguration of the Center
(JCI).
implementation of the Specialized in Digestive System
Construction
Strategic Plan 2016-2020;
of the Hospital Medical insurance Instituto Social Hospital Incorporation of the Center
starts. companies start On the centenary anni- Inauguration of Tower Alemão Oswaldo Cruz Specialized in Obesity and Diabetes
to operate in the versary of the Hospital, E, with 25 floors, and wins public call to manage to the Paulista Unit
Brazilian market. the three-story garage first JCI re-accredita- Complexo Hospitalar
and a new entrance hall tion process. dos Estivadores; official The Social Institute starts to manage
are inaugurated.
opening of AMBESP + extension of Estivadores'
Vergueiro Unit. contract for the management of the
Campaign beds in Santos.
18 Hospital Alemão Oswaldo Cruz INTEGRATED REPORT 2020 | OUR HOSPITAL 19
Our Units GRI 102-4, 102-6, 102-7
PAULISTA UNIT
Located in the heart of São
Paulo, the Paulista complex fo-
cuses on patient care, diagnosis
and research in highly complex
medicine. Equipped with Gen-
eral Adult Emergency Service;
Cardiology, Neurology and Sur-
gery Emergency; laboratory and
imaging diagnostics services;
Outpatient Units and Specialty
Centers; Center Specialized in
Oncology; Center Specialized in
· 96,000m2 in
Urology and Robotic Surgery; built-up area
Centers of Cardiology, Endos-
copy, Nephrology and Dialysis,
· 306
Orthopedics, Brain and Spine Tu- hospital beds
mor Surgery; Check-up Center;
Hernias Unit; and Surgery Center, · 21 operating rooms
among other specialties. At the
end of 2020, a Center Special-
· 44 ICU beds*
ized in Digestive System was
also opened at the unit, offering
clinical and surgical care. This
inauguration was an important
milestone for the Institution,
which was also highlighted in the STRUCTURE TOWER B TOWER D
ranking of the best Brazilian hos- · Surgery Center · International · Employee Health and Safety
pitals in the area of gastroenter- · Cardiovascular Intervention Research Center Center (CASSC) - occupational
TOWER A
Center · Inauguration of the Specialized focus
ology featured in the American · Diagnostic Imaging Center
· Clinical Specialties Center Center
magazine Newsweek. The publi- · Center Specialized in Oncology for Digestive System
· Inpatient Units TOWER E
cation highlighted hospitals that · Center Specialized in Orthopedics » Esophagus and Stomach Unit
· Inpatient Units
· Noninvasive cardiology » Bile Ducts
are references for the experience · Clinical and Orthopedic Emergency Care
· Surgery Center
· Day Clinic and Pancreas Unit
of their clinical staff, state-of- · Nephrology and Dialysis
· Endoscopy and Colonoscopy - » Liver Unit · ICUs and
the-art facilities, best diagnostic · Surgical Specialties Outpatient Unit » Coloproctology and premium service rooms
Specialty Center
· Clinical Neurophysiology Intestines Unit
systems, effective treatments · Convenience and Living area · Convenience and Living area
· Brain and Spine Tumor Specialized Center » Hernias Unit for Physicians
and a high level of care. for Physicians
· Cardiology · Specialized Center · Living area
· Material and Sterilization
for Obesity and Diabetes for patients
PAULISTA UNIT · Clinical Medicine Center (CME)
· Specialized Center · Auditorium
· Physicians' Restaurant
for Urology
· Specialized Center
*Data refers to installed capacity. for Robotic Surgery
Due to the evolution of the pandemic, other TOWER C
beds were opened throughout the year, which · Onco-hematology Unit
· Emergency Department
changed the data (presented in other parts of · Employees' restaurant, gym
this report - see chapter Coping with Covid-19). · Cardiology, Neurology and
and leisure and social area
Surgical Emergency Unit
· Surgery CenterSÃO PAULO SANTOS/SP
VERGUEIRO UNIT CAMPO BELO UNIT SPECIALIZED CENTER FOR HEALTH INNOVATION AND COMPLEXO HOSPITALAR CAMPAIGN HOSPITAL
In 2020, upon a consistent ramp Located in the south region OBESITY AND DIABETES EDUCATION CENTER DOS ESTIVADORES VITÓRIA - EXCLUSIVE
up process with an increase of of São Paulo, it has more than The unit specialized in serving Located on Avenida Paulista, Located in the city of Santos COVID-19 CARE
60% in net revenue compared to 1,400 m2 of built-up area and one of the areas of emphasis was it is a space that houses an and managed since 2017 by Acting to combat the Covid-19
the previous year, the unit inau- 15 rooms, with various services incorporated at the end of 2020 incubator and accelerator Instituto Social Hospital Alemão pandemic, through the expansion
gurated an outpatient building that include: in the Paulista Unit. Until this for startups, a data science Oswaldo Cruz, the service is a of the contract signed for the
with R$ 2.5 million in investments, year, it was in a segregated space laboratory, 3D printing reference for pregnant wom- management of Complexo Hos-
• Infusion Center
which will allow an increase with 578 m2 of built-up area, island, education station and en and high-risk newborns. pitalar dos Estivadores, Instituto
of over 100% in the volume of • Clinic specialized in dizziness close to the hospital complex development of solutions in Among their activities there is Social Hospital Alemão Oswaldo
patient care. The construction virtual reality and augmented the Center for Elective Surgery, Cruz incorporated the man-
is 10,600 square meters larger • Personalized check-up - reality, training and realistic diagnostic services and outpa- agement of Campaign Hospital
in relation to the 36,500 m2 of “Bespoke” simulation laboratories and tient medical care. In 2020, it Vitória, which receives patients
built-up area and in operation workshops for the development also began to provide care to from Santos’ emergency services
• High Endoscopy and
since 2017. of digital solutions for health patients with Covid-19 in Baixa- and referenced from all the cities
Colonoscopy Service TECHNICAL SCHOOL da Santista. of Baixada Santista and other
The unit has 69 offices in to- • Surgical Day Clinic AND COLLEGE
tal and centers specialized in 790 m2 11,600 m2 of built-up area municipalities.
Continuing the expansion pro- of built-up area
Women's Health, Cardiology and • Vaccination Service cess of the Institution's educa- 110 beds
Surgical Specialties. tional area, the headquarters of 190 active beds
• Specialized Memory Clinic
the Technical School and College 40 ICU beds
The innovative business model is
• Consultations in the of the Hospital were transferred 66 ICU beds
based on cost predictability and (10 neonatal + 16 adult + 40
specialties of medical clinic, to a commercial building on Av.
focus on the best patient experi- Covid-19)
general surgery, cardiology, Paulista. The initiative reinforces
ence. In addition to the Special-
geriatrics, dermatology, the organization's purpose of
ized Center for Oncology and the
gynecology, rheumatology, being a pioneer contributing to 4 operating rooms
Specialized Center for Obesity
gastroenterology, the progress of health in Brazil
and Diabetes, the new Vergueiro
coloproctology, hepatology, through Education, proposing
building will now host the Com-
ophthalmology, orthopedics, solutions for the health today
prehensive Health program.
otolaryngology, nephrology, and in the future. AMBESP – AMBU-
plastic surgery, urology,
232 hospital beds neurology, psychiatry,
LATÓRIO MÉDICO DE
8 classrooms ESPECIALIDADES DR.
12 operating rooms psychology, pneumology,
nutrition and speech therapy 3 laboratories (IT, Patient NELSON TEIXEIRA
30 ICU beds Care Practices and Virtual Reality) Located in the Macuco
neighborhood in Santos and
980 m2 of built-up area managed by Instituto Social
since 2020, AMBESP is a high-
resolution clinic that offers 34
medical specialties, eight non-
medical, diagnostic center and
surgical procedures.
4.4 thousand m2
of built-up area
*Data referring to installed capacity. Due to the
evolution of the pandemic, other beds were inaugurated 5 floors
throughout the year. More information in the chapter
Coping with Covid-1922 Hospital Alemão Oswaldo Cruz INTEGRATED REPORT 2020 | OUR HOSPITAL 23
BUSINESS MODEL
Here is a summary of our value Immer besser
creation process, from the cap-
High-performance medicine and a vocation for care
Business model
itals we use to the impacts we
cause.
CAPITALS WE USE
(our assets) KEY ACTIVITIES OUTPUT OUTCOMES
(the value we deliver) (our impacts)
Financial capital that can be
Centennial hospital group Private Health High performance medicine reinvestment in technology,
that preserves the German High complexity hospital with an infrastructure and employee
culture and reinvents itself emphasis on Oncology and the
that delivers the best development and compensation
to evolve continuously. Digestive System and focused on experience and the best
Modern structure, high- quality and patient safety health result for Creation of a disruptive payment
tech equipment and high the patient model with cost predictability
standard of medical care covering diagnosis, treatment and
post-discharge and is therefore
Innovation, Research . Providing more people more sustainable for payors
and Education with excellence in medicine,
It creates and disseminates knowledge compassionate care
through innovation, research and ed-
ucation. Empowers talents and sup-
and cost predictability. Improved public health and
ports the development of professionals Sharing knowledge and expanded access to both public
and private healthcare; improved
through technical, undergraduate and best practices with other
graduate programs public hospitals
organizations
Philanthropic institution
with financial capital from Sub-products Satisfaction of patients
private services, operators Social Responsibility and family members
and health and self- Contributes to the excellence of Brazil's Na-
management plans. All funds tional Health System (SUS) through partner- Health care management model for
obtained are reinvested in the ships of shared value for the management of companies, with health promotion,
organization itself public institutions and several other contri- diagnosis, treatment and post-
butions to the strengthening and systemic
discharge, as well as the use of
advancement of Health in Brazil
integrated information throughout
the health chain
A multidisciplinary, qualified Hospital Alemão Oswaldo
and integrated team focused on Cruz®Care Model Information for society
providing full health care, combining a owned model, which provides on healthy habits
knowledge and compassionate care. individualized, comprehensive and disease prevention
Quality partnerships with suppliers, and humanized assistance for
researchers and specialists. Cost- patients and family members Waste treatment and
effectiveness and excellence in in the care center recyclingWaste treatment Knowledge generation,
operations and recycling research activities, diffusion
+ hospital waste of innovation
+ hospital waste
+ reclaimed water
+ reclaimed water24 Hospital Alemão Oswaldo Cruz INTEGRATED REPORT 2020 | OUR HOSPITAL 25
Corporate governance Executive Board
GRI 102-18
Organized as a non-profit, phil-
Audit Board Holding positions that cover
the main areas of operation of
• 7 members on the
Executive Board
anthropic association, Hospi-
tal Alemão Oswaldo Cruz has
Members’ The Audit Board is a collegiate
body of permanent operation
the Hospital, the group in-
cludes executives with experi- • 18 meetings held by
a decision-making structure General Meeting formed by at least three and at ence in the health sector and
the Executive Board
underpinned by professionalism most six members. In compli- is responsible for ensuring the
• 2 members on the
in management, aligning the
conduct of its executives and
It is the main body and holds
ordinary meetings once a year
ance with the best governance
practices, it operates inde-
Advisory execution of the business plan.
In addition to the CEO, the Clinical Board
leaders with the mission and
institutional values and by com-
to elect the members of the
Board of Trustees and Audit
pendently and reinforces the
Institution's adherence to legis-
committees team includes Patient Care,
Medical, Operations, People &
• 48 meetings of the
pliance with good governance Board, to discuss and vote on lation, internal and external con- Structured in 2020 with the Management, Innovation, Re- Clinical Board held
and national and international the financial statements of the trols, as well as applicable tax purpose of supporting the basis search & Education and Social in 2020
management. previous year, among other and accounting standards. As for the decisions of the Board of Responsibility directors.
matters provided for in the a body responsible for inspect- Trustees, the committees focus
At the end of 2020, the Institution's Bylaws. ing the executive management, on themes defined according to In accordance with instruc-
Institution had 120 associate the Audit Board reviews the their competence and issue opin- tions issued by the Federal
members. This group provides • 120 members economic and financial balance ions and analyzes relevant to the Board of Medicine (CFM),
reflections on the business, • 1 meeting in 2020 sheets of the Hospital and is in future of the Institution, there- members of the Clinical Board
its origins, purpose and areas charge of other matters provid- fore, not having a deliberative are also appointed by an open
of impact and growth in the ed for in the Bylaws. character. All advisory commit- clinical body.
context of Brazilian health. tees are coordinated by mem-
• 4 members bers of the Board of Trustees,
In recent years, the Hospital's thus ensuring compliance with
governance model has under-
• 5 ordinary meetings the strategic plan and guidelines
gone intense renovation. In in 2020 defined by the Board of Trustees. GOVERNANCE AT THE
line with the Strategic Plan, In 2020, the following Commit- SOCIAL INSTITUTE
the idea was to strengthen the tees were created:
Institution's brand positioning As it is a Social Health Organization of legal nature,
in a highly challenging mar- • Audit and Risk the Social Institute has in its governance structure the
ket, guided by competition in Board of Trustees Committee
Board of Directors, the Audit Board and the executive
areas of private health growth management, carried out by the CEO, with the support
and structural changes in the Comprising a minimum of eight • 9 members - 5 members of leaders and managers active in the projects and units
financing, costing and prof- and a maximum of ten members,
• 10 ordinary and • People Committee under management contract with public entities.
itability models of hospital as provided for in the Bylaws,
businesses. the body is responsible for the 2 extraordinary - 5 members The Bylaws provides for nine members with terms
general, political and strate- meetings • Strategy Committee of four years with the possibility of one reelection.
The governing bodies of gic orientation of the Hospital.
in 2020 - 4 members The chairman and deputy chairman of the Board of
Hospital Alemão Oswaldo Furthermore, the Board must en- Directors are appointed by Hospital Alemão Oswaldo
Cruz are the Members’ sure the implementation of the
• Innovation Cruz.
General Meeting, the Board of strategic plan, as well as moni- and Technology
Trustees, the Audit Board and tor and evaluate the executive Committee The Audit Board is a collegiate body with three to six
the Executive Board. In 2020, management. Members receive members, all founding members or permanent members.
advisory committees were no compensation and in order to
- 5 members
added to these structures to be part of this Board they must • Research and The Executive Board can be composed of up to three
the Board of Trustees in several be committed and have a vision Education Committee members. The latter is responsible for complying with
areas of specialty. aligned with the Hospital, its the Bylaws and the resolutions of the General Meeting
challenges and priorities.
- 5 members and the Board of Directors.26 Hospital Alemão Oswaldo Cruz INTEGRATED REPORT 2020 | OUR HOSPITAL 27
HOSPITAL ALEMÃO OSWALDO CRUZ INSTITUTO SOCIAL HOSPITAL ALEMÃO OSWALDO CRUZ
Board of Trustees Clinical Board Board of Directors
WEBER PORTO MARK ESSLE MARIA CAROLINA JULIO MUÑOZ KAMPFF JOÃO CARLOS VISETTI MARCELO OLIVEIRA GILBERTO MARIO PROBST MARK ESSLE BRUNO DE CARLI JULIO MUÑOZ KAMPFF RONALD SCHAFFER BRUNA JACOBINA
CHAIRMAN DEPUTY CHAIRMAN DA COSTA MEMBER MEMBER DOS SANTOS TURCATO JUNIOR CHAIRMAN DEPUTY CHAIRMAN MEMBER MEMBER MEMBER MEMBER
MEMBER CLINICAL DIRECTOR DEPUTY CLINICAL
DIRECTOR
RODOLFO SPIELMANN FABIO MITTELSTAEDT MICHAEL LEHMANN RONALD SCHAFFER
MEMBER MEMBER MEMBER MEMBER
PAULO FÁTIMA SILVANA ANTONIO DA SILVA
VASCONCELLOS FURTADO GEROLIN BASTOS NETO
BASTIAN MEMBER MEMBER
MEMBER
Audit Board
Executive
Audit Board Management
CHARLES KRIECK ERNESTO BEATE BOLTZ ROLAND GALLBACH
CHAIRMAN NIEMEYER FILHO MEMBER MEMBER
DEPUTY CHAIRMAN
Executive Board MICHAEL LEHMANN
CHAIRMAN
ERNESTO NIEMEYER
FILHO
BEATE BOLTZ
MEMBER
WEBER PORTO
MEMBER
ANA PAULA NEVES
MARQUES DE PINHO
DEPUTY CHAIRMAN CHIEF EXECUTIVE
PAULO FÁTIMA SILVANA KENNETH ALMEIDA ANTONIO DA SILVA ANA PAULA NEVES ALLAN JAMES PAIOTTI
VASCONCELLOS FURTADO GEROLIN CHIEF OFFICER BASTOS NETO MARQUES DE PINHO CHIEF OPERATIONS
BASTIAN CHIEF OFFICER FOR FOR INNOVATION, CHIEF MEDICAL CHIEF SOCIAL OFFICER
CHIEF EXECUTIVE PATIENT CARE RESEARCH & OFFICER RESPONSIBILITY
OFFICER AND INTERIM
EDUCATION
OFFICER FOR PEOPLE &
MANAGEMENT28 Hospital Alemão Oswaldo Cruz INTEGRATED REPORT 2020 | OUR HOSPITAL 29
Ethics, integrity and risks
GRI 102-16; 103-2, 103-3 | 205, 205-3; 103-2, 103-3 | 418, 418-1; 103-2, 103-3 | 419, 419-1 greater risk and/or strategic for
the Hospital. The area is also re-
Hospital Alemão Oswaldo In 2020, the subject was sponsible for verifying incidents COMPLIANCE WITH THE
Cruz's relations are based on strengthened in the organiza- of corruption. LGPD
value of integrity. Relationships tional structure through the POLICIES & PROCESSES The Institution's preparation to meet all
between doctors, employees, creation of the Legal and Com- In line with the plan established the requirements of the Brazilian General
patients, governments, suppli- pliance Department, which for the year, the processes of The main management policy Data Protection Act (LGPD) started in
ers and society are guided by integrates the processes of legal People & Management, Accounts related to the subject is the Ethi- 2020. The creation of the Privacy Policy
clear guidelines in good faith follow-up and projects in ethics Payable, Purchasing, Pharmacy cal Conduct Handbook, available and its wide dissemination on the insti-
and conduct, seeking to pro- and integrity at the Hospital. and Medical Transfer areas were to all areas in order to clarify tutional website were the first measures,
tect the brand's reputation and This decision is in line with the audited. In 2020, as in previous doubts, provide guidance and ex- followed by steps to adapt processes
avoid any ethical deviations in initiative to implement the ma- years, no cases of corruption plain responsibilities and impacts and conduct training for employees. In
the conduct of the Institution's trix model in the management of were identified at the Hospital. of the employees' performance. the first half of 2021, more controls are
daily activities. Hospital Alemão Oswaldo Cruz, planned to mitigate the risk of data leak-
with leaders responsible for In another initiative of Hospital In 2020, new management poli- age.
All actions aimed at promot- setting forth policies, guidelines Alemão Oswaldo Cruz towards cies were developed with the pur-
ing ethics are guided by the and work standards applicable more controls and governance, pose of consolidating the culture Today, the topic is under the direct
Integrity Program, carried out to the units that make up the the Institution took advantage of integrity, ethics and transpar- management of the Information Secu-
in a transversal manner, with organization. of the adaptation process for ency in the Institution. They are: rity and Legal Departments. There is a
direct engagement by the the Facilities and Security Man- Third-Party Transactions Policy, specific channel for patients to contact
CEO; communication, training, The Internal Audit area is an- agement (FMS) chapter of the Conflict of Interest Policy, Confi- the Hospital and clarify doubts related
policy dissemination, mainte- other relevant front, reporting Joint Commission International dential Channel Policy, Informa- to privacy. These structures are com-
nance of channels for records, directly to the Audit & Risk Man- (JCI) to create, in 2020, a pilot tion Security and Data Protection plemented by the Data Protection work
complaints and denunciations, agement Committee - one of project for the implementation Policy and Privacy Policy. committee, which meets periodically
Ombudsman processes, Internal the advisory bodies structured of a continuous Corporate Risk and counts on the hospital's top man-
Audit and Risk Management are in the year. Annually, the de- Management (non-clinical) All deviations and potential agement team.
all linked to the program. partment executes a work plan process, which will be under the non-compliance with the Hand-
aimed at areas and processes of Internal Audit area. book can be reported through
the Confidential Channel -
which is managed by third par-
ties and ensures independence were accepted, against 491 re-
of the process, secrecy, integri- cords in 2019 and 182 in 2018.
ty and privacy of the records.
Taking into account customers,
Reports sent to the channel are the Ombudsman also accepts
forwarded for analysis by the complaints and protocols. In We received 467
Ethical Conduct Committee,
formed by the Chief Executive
2020, as in previous years,
there was a record of cases (20 reports in the
Officer and by the managers of
Internal Audit, Legal and Com-
in the year, against 33 in 2019
and 26 in 2018) of attempted
Ethical Conduct
pliance Department and People scams aimed at patients and Committee during
& Management Department. The family members, requesting
body analyzes the cases and if fake bank deposits on behalf the year
necessary establishes corrective of the Institution. There were
or disciplinary measures in joint no complaints by customers or
INTRABEAM®, intraoperative decision with the leaders of the responsible agencies associated
radiotherapy equipment Institution. In 2020, 467 cases to data leakage.30 Hospital Alemão Oswaldo Cruz INTEGRATED REPORT 2020 | Strategy 31
Strategy
2. IN THIS CHAPTER
> Planning, goals and indicators
> Capital allocation
> Sustainability agenda
2020 REPRESENTED A MILESTONE IN THE HISTORY OF
HOSPITAL ALEMÃO OSWALDO CRUZ AS WE ENDED A
STRATEGIC PLAN CYCLE, WHICH WAS IN PLACE SINCE 201632 Hospital Alemão Oswaldo Cruz INTEGRATED REPORT 2020 | Strategy 33
al groups and the subsequent opening of more undergraduate RESILIENCE AND ADAPTATION the postponement of proce- Another important sector of this
acquisition of hospital centers and postgraduate courses, the dures, elective surgeries and market is that of supplementary
caused institutions such as Hos- inauguration of centers dedi- Data from the National As- outpatient care. health. Data from the National
pital Alemão Oswaldo Cruz to cated to innovation & research sociation of Private Hospitals Supplementary Health Agency
strengthen their competitive- and advance in the generation (Anahp) point out that despite There was also a change in (ANS) indicate an increase in
ness with a more solid brand of knowledge and education - the growing demand caused hospitalizations: in 2020, those the number of users of private
positioning, based on attributes and also in Social Responsibility by Covid-19 peaks throughout related to infectious diseases plans (+ 1.5%), even with the
perceived by patients, clinical with important achievements 2020, Brazilian institutions had - which include patients with negative economic scenario of
staff and operators and a focus in the administration of public a drop in their financial results, Covid-19 - more than doubled, 2020. Operators closed the year
on specific areas of medicine. health services that reinforce according to the association's while other areas had a reduc- with a consolidated increase in
This planning was in fact deci- the Institution's impact on the observatory - which represents tion or stabilization in relation profit, stable levels of default
sive to deal with the challenges Brazilian society. 118 hospital centers. to the previous year. and even with suspensions in
of the Covid-19 pandemic in a the second semester, they may
The five years were decisive for resilient manner. Equipped with knowledge, In addition to pointing out the According to Anahp, the con- have a reset of the adjustments
the realization of growth plans, advances and new challeng- cycles of the pandemic and its solidated Ebitda margin for the in 2021. In December 2020, the
strengthening of the brand and The strategy in recent years es in its sector, the Institu- impact on emergencies and year had a significant drop of supplementary health sector to-
investment in fronts such as has prioritized investments tion is already working on its emergency departments, with 4.3 percentage points in com- taled 47,564,363 users in health
Innovation, Research & Education and actions that reinforce the new Strategic Plan 2021-2025 the assistance to suspected parison with the year 2019. care plans, the highest number
and Social Responsibility, prepar- Institution's brand and position- conducted by the Board of cases and diagnostic confir- The scenario showed signs of since January 2017.
ing the Institution for an increas- ing in the health market. We Trustees and the Executive mations growing again as from recovery at the end of the year;
ingly challenging environment in highlight the innovations in the Board, whose focus will be on October 2020 the technical however, the upsurge in the This business area exposes
the Brazilian health market. relations with operators and strengthening the brand, in opinion of Anahp shows that pandemic in the first quarter of institutions such as Hospital
the further development of the partnerships, in the patient's there was a drop in average 2021 points to new impacts on Alemão Oswaldo Cruz to a
Several changes taking place in areas of emphasis. It was also experience and gains in op- bed occupancy rate (which fell the sector, including pressure on series of challenges and oppor-
the Brazilian health have been a relevant cycle in Innovation, erational efficiency with high from 77% to 67.7% between hospital services and the provi- tunities. In the last few years
consolidated in recent years. Research & Education - with the resolution and performance. 2019 and 2020), as a result of sion of medicines and supplies. investments have been made
Old debates, such as the inter- on several decisive strategic
vention of digital culture in the plans to keep the Institution
care and treatment processes, well positioned in a context
the adoption of data science such as that of 2020. On the
tools in population manage- one hand, the focus on knowl-
ment and care protocols, the edge generation and dissemi-
evolution of telemedicine and nation strengthened the rela-
the systemic look at the pa- tions of the Hospital with other
tient focused on outcomes are players in areas of innovation,
some of the trends that have research and health education.
deepened in the context of the This can be noticed with the
Covid-19 confrontation. participation of the Hospital in
the Coalition Covid-19 Brazil,
Another significant aspect of an integrated front of studies
the Brazilian private health mar- to understand the disease and
ket was the inclination towards the infected population, as well
consolidation in the last decade. as with the efforts made in the
The arrival of large internation- research and innovation centers
of the Hospital.
Vergueiro Unit34 Hospital Alemão Oswaldo Cruz INTEGRATED REPORT 2020 | Strategy 35
AREAS OF EMPHASIS: ONCOLO-
GY AND DIGESTIVE SYSTEM
INDICATORS - VOLUMETRY IN THE EMPHASIS AREAS
The areas of emphasis are In association with population into the area of the Digestive
one of the first focuses of the aging and the expectation of a System in the building of the
institutional strategy and in 60% increase in cases of cancer in Paulista Unit. Cancer Surgeries* Surgeries at the Specialized
2020 yielded significant results. the coming years (data from the Center for
Gradually, the volume and indi- World Health Organization), a lev- Notwithstanding other important Obesity and Diabetes**
4,049
cators of research, production el that reaches more than 80% in and traditional areas of the In-
and innovation in the areas of developing countries, a dedicated stitution, the two segments had 3,965
276
Oncology and Digestive System Oncology center was opened in been showing consistent growth.
have been standing out - in line 2015 and in 2020 it expanded However, the Covid-19 pandemic 3,964
295
with investments made in the outpatient service to Vergueiro impacted some specialties and
centers of specialties and areas Unit, in order to further extend subspecialties, due to the lower 655
related to them. the coverage of healthcare and demand for visits, exams and,
medical services. especially, elective or tracking/ Oncological Consultations*
identification procedures of pa-
In the area of the Digestive thologies (see charts). Endoscopies ***
Check out our System, a highlight for the year
2020 was the implementation Other relevant fields of invest-
10,222
14,856
performance in of the Specialized Center for ment, which interface with the
15,660
Digestive System, the result areas of emphasis and new 11,521
other areas and of investments and works to technologies and therapies are
16,109
specialties in the strengthen the care offered
by the Hospital to patients in
neurology, which registered 596
surgeries in 2020, higher than
11,197
Indicators Panel, this segment. In addition, the
Specialized Center for Obesity
the previous year, and robotic
surgery with 235 procedures
Digestive Surgery*
p. 72 and Diabetes was integrated performed during the year.
4,010
Colonoscopies***
4,527
11,579
3,799
11,641
7,424
Consultations at the
Specialized Center
for Obesity and Diabetes**
Reference
6,226
2018 2019 2020
8,346
6,666
* Paulista and Vergueiro Units
Inauguration of the Specialized ** Paulista Unit
Center for the Digestive System *** Paulista, Vergueiro and Campo Belo Units36 Hospital Alemão Oswaldo Cruz INTEGRATED REPORT 2020 | Strategy 37
4
Human development
Our targeted action: Attract, retain and qualify
Planning, goals and indicators employees of the Institution, strengthening the
2
Operational efficiency attributes of engagement, innovation and col-
Our targeted action: Improving laboration among teams
At the same time we had the ing of the Hospital; their imple- next five years (2021-2025), for the patient experience, delivering
completion of the 2016-2020 cy- mentation and responsibility the entire Institution. Further- the best result with cost-effec- WHAT WE HAVE ACHIEVED:
cle of Strategic Planning, the year are under the executive boards, more, the specific strategy in tiveness, quality and safety in the
prompted us carefully analyse leaders who must inspire their the area of Innovation, Research processes > Increase of 30.41% in the total number of
the indicators adopted to mon- teams to abide by and engage & Education and the planning of employees from 2016 to 2020
itor the progress of the Institu- with business priorities. Instituto Social Hospital Alemão WHAT WE HAVE ACHIEVED:
tion's long-term plans. Oswaldo Cruz was continued. > We received the Great Place to Work badge. An
Different areas, including those Important drivers and lessons > Increase of 2.5 percentage award for the best companies to work for
In the last five years, Hospital of business intelligence, finance, learned in recent years, such points in the Net Promoter
Alemão Oswaldo Cruz set forth transformation, information as the evolution of the matrix Score (NPS)*
5
eight strategic pillars to ad- technology and operations, ac- structure - increasingly im- Social responsibility
vance in the generation of val- company the execution of the portant in the face of business > Extension of the Emergency Our targeted action: Contribute to Brazilian
ue. The Board of Trustees was main strategic projects. expansion movements - and the Service 2 operating hours to 24h health through public-private partnerships and
in charge of the identification of strengthening of competitive agreements, working with the Ministry of Health
such pillars, which represent the During 2020, discussions were differentials in the areas of em- > Opening of drive-thru for PCR and local governments
vision of the associates and the initiated to reformulate the phasis, should be the pillar for testing
long-term and perpetuity read- Strategic Plan, now within the the next five-year period. WHAT WE HAVE ACHIEVED:
3
Expansion and Coverage > Two public calls won by the Social Institute:
OUR STRATEGIC PILLARS Our targeted action: To grow in 2016, for the administration of Complexo
And our achievements in the 2016-2020 cycle organically and inorganically Hospitalar dos Estivadores,
increasing the number of beds, and in 2020, for the administration of
advanced units and partnerships Ambulatório Médico de Especialidades
1
Strengthening the brand WHAT WE HAVE ACHIEVED: with the public and private sectors Dr. Nelson Teixeira - AMBESP
Our targeted action: Increase
investments in communication > Presentation of new market WHAT WE HAVE ACHIEVED: > Implementation of structural projects for the
and marketing and reinforce the positioning SUS (Brazil’s National Healthcare System) with
Institution's presence and role in and logo after > Expansion of Vergueiro Unit, coverage throughout the national territory
the media, capturing potential and branding work with a new outpatient building
current patients and being a pref- and arrival > Elaboration of 27 strategic maps for the state
erence among the clinical staff > Significant increase of the Specialized Center health departments, and restructuring of 27
in the Hospital's presence and rel- for Oncology and the public hospitals from the point of view of
evance on social media: 1,896,818 Specialized Center for patient care processes
PRESENCE ON followers on Facebook, LinkedIn Digestive System
SOCIAL MEDIA and Instagram. In 2020 alone > Infection reduction in 24 hospital ICUs across
the Institution had 352,790 > Increased impact and presence the country
FACEBOOK new followers of the brand in public health
Dec/2015: 137,422 followers through the Instituto Social > Qualification of bariatric surgery processes in
Dec./2020: 1,555,607 followers > Independent audit study shows Hospital Alemão Oswaldo Cruz, 21 Brazilian hospitals
a rapid ascension regarding which manages public facilities
LINKEDIN visibility in the press - in Santos (SP) > With regard to innovation and research,
Dec./2015: 17,469 followers 8th (2016) x 3rd (2020). scientific articles related to the analysis of cost-
Dec./2020: 295,120 followers effectiveness of medicines were published and 31
> Reputation research in 2017 clinical protocols were delivered to the Ministry
Total engagement*: 413,689 detected advances in Top of Mind *NPS started to be counted in 2017 of Health, together with 83 systematic reviews,
(press and population). two methodological guidelines, one in technical-
*Total engagement considers the sum of
likes, comments and shares scientific opinion and the other in a systematic
review of randomized clinical trials.You can also read
