Strategic Report 01 Overview 02 03 04 GHG Leadership Development Programme Digital HR programmes A GHG Leader makes efficient business changes, Digital HR is a better partner for business and adds value constantly develops his/her abilities and inspires to the Company performance. the team for the future. In order to manage business workforce efficiently, we purchased Our leadership strategy focuses on development of C-level five modules to use in the core processes of our human and mid-level managers. By implementing our Leadership resource management: Human Resource Management System Programme, we expect to have a pool of managers for our (“HRMS”), data management, recruitment management, training succession planning to fill gaps in the management team. management, self-service portal and payroll management. C-level executives are constantly working on their personal In the next three years, we plan to create digital space for development. Individual and team coaching programmes the following HR solutions – talent, career, leadership and support us on our road towards change. Our future strategy performance – so that we can be more efficient and properly focuses on two directions: (1) executive education and personal address our business needs. We also intend to develop development programmes; and (2) succession planning the following HR software modules to support our HR programme for each C-level executive. strategic goals: • time and attendance module that will go live in 2019; Leadership development for mid-level managers was launched • development of a digital platform for talent management: in 2016 with the identification of “GHG Leadership Pool” 360-feedback and e-testing will be launched in 2019; and consisting of 200 managers from all subsidiary companies of • OKR – performance management and e-learning modules the Group. We have identified the main areas of improvement to be launched in 2020. and, together with the Bank of Georgia University, created a 180-hour basic management course. To further focus on leadership competencies, we conducted a Talent-focused decisions 360-feedback review of our Leadership Programme participants We transform and enhance the role and competencies in 2018. Based on the review, we identified areas of further of Georgian doctors, nurses, pharmacists and healthcare improvement and created a Personal Development Programme managers. To achieve this goal, we do our best to identify, that includes: retain and develop best talents. • a personal development plan based on the 360-feedback; • a four-day team coaching programme fully funded by GHG; and We use the 9-Box Matrix talent management methodology to • a with 80% funding from GHG.personal coaching programme assess individuals on two dimensions: their past performance and their future potential. Specially invited Georgian coaches led our managers through their personal change. As the programme kicked off Currently, we are at an early stage of the talent development to a successful start in 2018, our forecast for the next year is system. Our goal for 2019 and 2020 is to prepare effective that 50% of the Leadership Programme participants will show performance measurement and leadership potential their interest in Personal Development Programme. According identification tools. Our key professionals and the new to our plan, the programmes will continue in 2019-2022. generation are the main target group: • key medical and pharmaceutical employees; • young medical talents – our residents and nurses; • young pharmacists; and Goal-aware and performance-driven culture • GHG managers. Our vision of GHG Culture: “A big goal motivates us to perform well and deliver on our strategy. Teamwork GHG educational programmes are our main external talent and feedback sharing play a crucial part in business’ acquisition tools. These programmes serve several goals: better performance.” creating quality educational programmes, attracting top students, funding and empowering educational institutions, Inspired by the Objectives and Key Results (“OKR”) and giving grants to students with long-term employment methodology, we started to implement a new performance agreements within GHG. Since 2015, we have developed management approach. Our new approach is based on: various such programmes: communicating “the Big Picture” to our employees by • Residency Programme – specialised post-graduate education • cascading our vision and strategic goals and aligning them for doctors; with our business lines; • Basic Nursing Course – a 140-hour programme for our training managers in providing and receiving honest newcomer nurses; • Nursing College – a joint project of Evex and David Tvildiani feedback; and • planning quarterly goals and receiving feedbacks Medical University; and • on quarterly performance. • Partnership with nursing and pharma colleges by funding their programmes and attracting students. We expect that the new methodology will improve transparency in decision making and better contribute to short and long-term We also plan to introduce GHG Young Talents programme. business goals. The programme will aim to identify and attract young talents for the Group’s various functions – Informational Technology (“IT”), HR, finance, logistics and operations, and train them using our internship, mentoring and coaching tools. 25