Georgia Healthcare Group PLC Annual Report 2018 Strategic Report Resources and responsibilities continued Employee matters procedures. We communicate this information in a number of ways: by Each and every one of our employees plays a crucial role in the delivery inclusion in departmental managers’ presentations, through our intranet, of quality services and is an integral part of the Group’s success. Given by e-mail and at regular town hall and off-site meetings. In 2018, we also the scale of our operations across the country, and considering our launched a three-day induction training for new employees, to inform role as a significant national employer, we aspire to be an employer them of our business, the Group’s values and priorities and support of choice and we recognise that it is our responsibility to ensure that to overcome the stress associated with a new environment. our employment policies are in line with good market practice. We value the views of our employees. We consult with them Our Code of Conducts and Ethics Policy (viewable via: frequently and have effective feedback systems, such as employee http://ghg.com.ge/policies) outlines the behaviours and standards of satisfaction surveys, to ensure that our employees’ opinions are taken conduct applicable to all individuals working for the Group at all levels into account when making the decisions that are likely to affect their of the business – Directors, senior managers, employees, contractors interests. Employee feedback also helps us improve our approach or agency staff. The policy is designed to ensure that: to customer service. • the Group provides a safe working environment in which employees are treated fairly and with respect and that diversity is valued; Talent attraction the Group is committed to empowering colleagues to excel and Our recruitment division is constantly looking for new ways to • reach theirfull potential, rewarding colleagues on the basis of merit; attract talented professionals, by continuously updating the pool of the Group does not tolerate discrimination, bullying or harassment candidates for our ongoing and forward-looking recruitment needs. • of anykind; and To adhere to our Code of Conduct and Ethics Policy and reward theGroup values clear and open communications with colleagues. colleagues based on merit and retain top talent within the Group, • we started to implement the GHG internal career development plan Our recruitment policy is aligned with Georgian legislation and the in 2018. Available vacancies are first announced through internal channels, Group’s diversity policy. We use merit-based recruitment tools, and we which serves to promote and facilitate career development opportunities have worked to ensure that job descriptions and person specifications for those within the Group. In 2018, 50 vacancies were filled through for all GHG vacancies do not, either directly or indirectly, include gender, internal recruitment, whereby 22 employees were promoted. age or other discriminatory requirements. The applicant assessment tool is based on evaluation of key competencies and job skills. In order For external recruitment, we use the following channels: to promote fair selection processes, candidates are interviewed by • announcing vacancies on job search websites, social networks more than one person and undergo several stages of selection. and other media sources; • headhunting top medical talent for our newly-opened hospitals; The Group gives full and fair consideration to employment applications • partnering with universities, colleges and medical associations received from persons with disabilities. The Group ensures that people in Georgia and abroad; with disabilities are fairly treated in both their training and career • partnering with private and state HR employment agencies; and development. Should an employee become disabled while working • headhunting Georgian specialists working abroad. for the Group, we will endeavour to adapt the work environment In 2018, we conducted ten job fairs in different universities and and provide re-training if necessary, so that they can continue their employment with us and maximise their potential. colleges and recruited more than 100 students. We also used headhunting services to attract two top level managers. Employee engagement We believe that communication and ensuring that all employees Internship is another proven practice in GHG. We attract young, are aware of, and engaged with, the Group’s strategy and the talented people for entry-level positions. In 2018, 350 interns went way in which each employee can contribute to the delivery of the through a three-month internship programme and 120 of them strategy, is pivotal to our long-term success. Therefore, we provide were hired after completing their internship. our employees with the information about our corporate culture, the Group’s strategy and goals, performance-related risks, our policies and Employee matters Total number and rate of the Group’s new employee hires Gender distribution of the Group per employee category and employee turnover (%) 41% 40% 100 6,000 80 29 39 5,000 29% 4,000 24% 24% 60 55 3,000 47 40 2,000 17% 20 1,000 1 1 0 7 8 0 2016 2017 2018 2016 2017 2018 2017 2018 2017 2018 Senior managers Directors New hires Turnover New hires rate Total turnover rate Male Female 42