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Ramsay Health Care Limited Annual Report 2016

In each of its geographical business units, the Company has in place a Flexible Work Practices Policy to promote balance of work and outside responsibilities and interests, such as family and carers’, study, community and cultural needs, with the aim of accommodating employees’ needs for flexibility subject to meeting the operational needs of the business. For example, 35% of Ramsay UK’s workforce are part-time and in 2015, Ramsay UK launched a pilot-flexi leave scheme designed to support those employees with child and elderly care responsibilities to obtain effective work life balance in order to maintain and progress their careers. The representation of women throughout the organisation is strong. In 2016 women comprised 82% of employees throughout the Group. Women occupy 16.7% of senior executive¹ positions and, in Ramsay Australia, 76% of all management positions. These figures do not reflect the level of female management representation in our hospital facilities, which is generally exceptional. For example, in both Ramsay Australia and Ramsay UK, more than 50% of hospital and facility CEOs are women while in Ramsay Générale de Santé 39% of hospital and facility CEOs are women. Leadership programmes have also been developed and designed to support and prepare employees for their first move into supervisory roles through their progression to senior management and leadership positions. The diversity profile of applicants and successful candidates is informally assessed to ensure that such leadership programmes is broadly reflective of our workforce. The Diversity Policy provides a Board appointment process that takes diversity of background into account in addition to previous Board and leadership experience, candidates’ skills and experience in a variety of specified fields, when selecting new directors. The Company’s appointment of two female Board members in 2015 means women account for 20% of Board members. These appointments reflect an identified need for greater female representation on the Board (particularly in light of the fact that women represent a substantial proportion of the Group’s overall workforce, clinicians and patients). The Diversity Policy requires that the selection process for Board appointments must involve the following steps (including where the Company engages an external recruitment agency to identify and assess candidates): • a short-list identifying potential candidates for the appointment must be compiled and must include at least one female candidate; and • if, at the end of the selection process, a female candidate is not selected, the Board must be satisfied that there are objective reasons to support its determination. The Diversity Policy also covers senior executive appointments and requires the Managing Director to have reference to the Policy in assessing and selecting candidates and in presenting recommendations to the Board regarding appointments to the senior executive team and to assess the application of this Policy to the senior executive recruitment process. In order to facilitate greater gender diversity in leadership roles, the Diversity Policy requires the Company to: • implement policies which address impediments to gender diversity in the workplace and review their availability and utilisation; • monitor the effectiveness of, and continue to expand on, existing initiatives designed to identify, support and develop talented women with leadership potential; and • continue to identify new ways to entrench diversity as a cultural priority across the organisation. The Diversity Policy further provides that each year the Board will set measurable objectives with a view to progressing towards a balanced representation of women at a Board and senior executive level and performance against these objectives will be reviewed annually by the Board. Updates on the Company’s progress against those objectives during FY2016 and the measurable objectives set for FY2017 and adopted by the Board are set out in the table below. Measurable Diversity Objective Timeframe Progress in FY2016 Relevance for FY2017 ANNUAL REPORT 2016 23 Establish and maintain partnership/ sponsorship/ membership with an external body promoting a women’s leadership initiative. Ongoing The Company joined the Diversity Council in 2011. Diversity Council resources continue to be disseminated to, and used by the HR team, to build tools and guidelines in a broad range of areas. The Company plans to maintain its membership with the Diversity Council of Australia. Expand our talent identification, Leadership Development and succession planning processes to ensure high potential females are encouraged to consider leadership and management roles and to prepare them to take on executive management roles. Ongoing The Company is redesigning its Ramsay Australia leadership programmes with the first of the new leadership programmes scheduled to commence in Q2 FY2017. The revised Leadership programs will aim to develop enhanced capabilities for front line managers, middle managers and senior managers. 1 ‘SENIOR EXECUTIVE’ POSITIONS ARE THOSE REPORTING DIRECTLY TO CHRIS REX, MANAGING DIRECTOR AND CEO


Ramsay Health Care Limited Annual Report 2016
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