Building a culture with strong values and the right attitude

Every day of the year, Capio’s employees make a difference for our patients. In practice, they are the link to high quality and the key to implementing new methods and making responsible and efficient use of resources. Good relations with our employees based on mutual trust and respect are of the very greatest importance to us.

Care and respect build confidence in Capio as an employer

Capio’s organization is characterized by clear decision-making, freedom with responsibility and continuous improvement work. To achieve Capio’s strategy, our employees need to be involved and happy, and it is of great importance that Capio is perceived as a good place to work. We seek to attract employees with strong skills and comprehensive knowledge, and we also emphasize good leadership and professional development. We support our employees’ health and well-being, and also wish to offer safe and secure workplaces, free from discrimination and harassment, where all employees are treated equally and with respect.

Strong management to support how we work with patients

To support our important work with patients, Capio is organized in a  decentralized model with great focus on first-line managers and their teams. In this way, we ensure that decisions are taken as close to the patients as  possible, and that we fulfill local requirements for each of our activities. With strong local management whereby operational managers, with the support of Group policies, are given the appropriate mandate and responsibility, the right conditions are created for the best possible development of the local care units. To support managers throughout the organization, Capio’s follow-up is split into around 600 reporting units. This detailed follow-up creates a good basis for responsibility, understanding and development.

To build strong leadership, Capio offers a development program for managers and key staff at all levels in the Group. Since 2009, the programs have had around 1,000 participants in total. Besides increasing the skills and competence of managers and other staff, the management programs promote collaboration between managers and units and support the transfer of knowledge and best practices. During 2016, Capio’s Swedish management program in 2015 was taken one step further when all but one of the Nordic business areas ran a management program with around 220 participants during the year. The remaining Nordic business area will run a management program in 2017.

In France, all managers received training in Capio’s strategy and governance models in 2014 and 2015. This knowledge has now been passed on to more than half of all employees within the French organization. The remaining French employees will receive training during 2017 and 2018. In December 2016, Capio received a golden award in category healthcare and pharmacology at the French ceremony “Winners of the award for Human Capital Leaders” for its extensive training program in France. In January 2017, a Group wide management program focusing on business development was launched with 20 participants from all segments. Capio managers also contribute their experience to developing leadership in healthcare outside the Group. One example is the involvement in “the Healthcare Leadership Academy”, which is an annual mentor and management program for staff in leadership roles within Swedish healthcare and research. In 2016, Capio participated in this initiative for the sixth time. The majority of Capio’s managers are recruited internally from within the Group, and most of them are women and have a medical background.

Fair conditions for our employees’ health and well-being

Capio’s objective is to have a high proportion of directly employed employees, since continuity of healthcare contact creates security for patients, and staff continuity ensures better conditions for high-quality healthcare. On average, 97% (97) of the medical staff were directly employed by Capio in 2016. For nurses and other clinical staff, the proportions of employed staff were close to 100%. The proportion of employed doctors was 91% (91). Among employees directly employed by Capio, 85% (84) were permanent employees, while 15% (16) were employees on temporary contracts. The challenges in recruiting specific expertise are a factor which affects the proportions of employed staff. We primarily encounter this difficulty among doctors within certain medical specialization. In Sweden, for example, there is a shortage of general practitioners and psychiatrists, which is a national challenge. During 2016, Capio introduced a shared career site, to better visualize job and development opportunities within Capio in Sweden. Capio’s work to create a safe and healthy working environment is described in Capio’s Code of Conduct and in the Group’s overall HR policy, as well as in local policies and programs. Initiatives in this area are well-organized and systematic, and developed during day-to-day activities, in collaboration with employees. Within Capio Sweden, working environment initiatives are mainly pursued via local safety representatives who receive regular training in such areas as working environment law and the role of the safety representative, and support in creating risk analyses and conducting safety inspections. Capio’s French clinics have specific health and safety committees that work to improve safety and working conditions. Via a professional agreement, Capio France has supplemented these committees with a person dedicated to issues concerning working conditions and workloads. Besides statutory safety inspectors, Capio Germany also has an occupational health program, and a program to support employees who, for various reasons, such as sick leave, are not active in the workplace. In 2016, the sick leave rate for the Group was 8% (8). Employee turnover for the Group was 12% (12) during the same period. Sick leave and employee turnover are key focus areas for Capio’s line managers in the day-to-day activities and follow-up.

Dialog with employees

Capio seeks to ensure good relations with both employees and professional organizations, and respects all employees’ right to form and join a trade union of their own choice, and to take part in collective negotiations. Capio is one of only a few private healthcare providers to establish a European Works Council (EWC), with representatives from the professional organizations, as well as managerial representatives from the company. All segments and business areas work regularly with employee surveys and follow-up initiatives. In the employee survey conducted during autumn 2016, Capio Sweden scored 79 out of 100, which was a slight increase compared to the result in 2015. The survey results included that Capio scores high for continuous improvements and effects from focus of leadership. One important factor when measuring employee satisfaction is the share of employees that are ambassadors. An ambassador is in this respect defined as an employee scoring one of the two highest scores for the questions; if Capio is an attractive employer, if you are proud working at Capio, and if you would recommend Capio to someone else. In the 2016 survey, the share of ambassadors increased by three percentage points to 38% (2015: 35% and 2014: 35%). Capio has a high share of ambassadors compared with similar public operations (38% vs. 15%, source: IC Quality). Challenges identified are primarily related to stress, most prominently among young employees. The survey results are analyzed per unit to identify areas for improvement, and local action plans are drawn up based on the survey results.

In 2016, Capio signed a new agreement with the trade unions in France related to work arduousness, defined as the exposure of workers to one or more occupational risk factors that are likely to impact their health and well-being. This is the second collective agreement of this type to be negotiated, following the first one in 2012, and the main purpose of the agreement is to limit the exposure to arduous risk factors at work, as well as providing measures for the hospitals to improve local prevention work. Measures are, for example, the prioritization of days off, intraclinic collective training, and a best practice compendium. The agreement ensures that Capio France’s social work can be deployed for three more years and reaffirms Capio’s commitment to its French employees.