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INTEGRATED SUSTAINABILITY REPORT 2023

Annexes

Employee category¹

Employee category¹ Total
2023 2022 2021
Employees that the anti-corruption policies and procedures have been communicated to % Employees that received training on anti-corruption % Employees that the anti-corruption policies and procedures have been communicated to % Employees that received training on anticorruption % Employees that the anti-corruption policies and procedures have been communicated to % Employees that received training on anti-corruption %
Board Members² 7 100% 0 0% 56,554 100% 1,176 7% 100% 1,072 6%
Officers² 48 0% 38 0%
Manamgers² 423 1% 83 0%
Supervisors² 2,684 4% 591 4%
Professional³ 0 0% 0 0% 0% 16,204 93% 0% 16,876 94%
Operational³ 60,356 95% 14,868 95% 0%
Technician³ 0 0% 0 0% 0%
Total 63,618 100% 15,580 100% 56,554 100% 17,380 100% 100% 17,948 100%

By region

Region Total
2023 2022 2021
Employees that the anti-corruption policies and procedures have been communicated to % Employees that received training on anti-corruption % Employees that the anti-corruption policies and procedures have been communicated to % Employees that received training on anticorruption % Employees that the anti-corruption policies and procedures have been communicated to % Employees that received training on anti-corruption %
North 555 1% 132 1% 618 1% 193 1% 518 3% 360 2%
Northeast 14,089 22% 3,057 20% 14,048 25% 3,338 19% 2,051 12% 4,143 23%
Midwest 5,388 8% 1,314 8% 4,295 8% 1,628 9% 1,687 10% 1,610 9%
South 819 1% 141 1% 713 1% 175 1% 87 0% 180 1%
Southeast 42,770 67% 10,936 70% 36,880 65% 12,046 69% 13,364 75% 11,655 65%
Total 63,618 100% 15,580 100% 56,554 100% 17,380 100% 17,707 100% 17,948 100%

By business partners

Business Partners Total
2023 2022 2021
Employees that the anti-corruption policies and procedures have been communicated to % Employees that received training on anti-corruption % Employees that the anti-corruption policies and procedures have been communicated to % Employees that received training on anticorruption % Employees that the anti-corruption policies and procedures have been communicated to % Employees that received training on anti-corruption %
Partners that received training

10,2296

100%

95

0.09% 100% 100% 100% 100%

1 We break down employee category as leadership and non-leadership positions.

2 Leadership position

3 Non-leadership position

4 Southeast region

5 The Company focused on high-ESG-risk suppliers, who are undergoing the ESG assessment process.

6 Namely 6,733 in the Southeast region; 2,133 in the Northeast region; 848 in the Midwest region; 369 in the South region; and 156 in the North region.

Total employees by gender

Gender 2023 2022 2021
HC NH DM TO Dis. rate Hire rate HC NH DM TO Dis. rate Hire rate HC NH DM TO Dis. rate Hire rate
Men 17,915 5,076 5,064 28.3% 28.3% 28.3% 18,032 4,786 5,402 28.2% 30.0% 26.5% 16,864 5,641 4,183 29.1% 24.8% 33.4%
Women 53,935 16,249 14,930 28.9% 27.7% 30.1% 52,994 14,197 14,108 26.7% 26.6% 26.8% 46,839 15,951 10,751 28.5% 23.0% 34.1%
TOTAL 71,850 21,325 19,994 28.8% 27.8% 29.7% 71,026 18,983 19,510 27.1% 27.5% 26.7% 63,703 21,592 14,934 28.7% 23.4% 33.9%

Total employees by age group

Age group 2023 2022 2021
HC NH DM TO Dis. rate Hire rate HC NH DM TO Dis. rate Hire rate HC NH DM TO Dis. rate Hire rate
< 30 years old 18,250 10,715 7,781 50.7% 42.6% 58.7% 20,165 9,365 7,007 40.6% 34.7% 46.4% 17,923 9,864 5,220 42.1% 29.1% 55.0%
30-50 years old 45,253 9,997 11,080 23.3% 24.5% 22.1% 44,095 9,172 11,239 23.1% 25.5% 20.8% 39,045 11,145 8,687 25.4% 22.2% 28.5%
Over 50 years old 8,347 613 1,133 10.5% 13.6% 7.3% 6,766 446 1,264 12.6% 18.7% 6.6% 6,735 583 1,027 12.0% 15.2% 8.7%
TOTAL 71,850 21,325 19,994 28.8% 27.8% 29.7% 71,026 18,983 19,510 27.1% 27.5% 26.7% 63,703 21,592 14,934 28.7% 23.4% 33.9%

Total employees by region

2023 2022 2021
Region HC NH DM TO Dis. rate Hire rate HC NH DM TO Dis. rate Hire rate HC NH DM TO Dis. rate Hire rate
North 569 223 206 37.7% 36.2% 39.2% 554 246 241 44.0% 43.5% 44.4% 548 554 8 51.3% 1.5% 101.1%
Northeast 15,485 2,532 3,228 18.6% 20.8% 16.4% 16,208 2,472 3,763 19.2% 23.2% 15.3% 14,658 3,084 2,431 18.8% 16.6% 21.0%
Midwest 5,665 2,551 2,309 42.9% 40.8% 45.0% 5,427 2,112 2,120 39.0% 39.1% 38.9% 4,754 2,018 1,372 35.7% 28.9% 42.4%
South 878 318 281 34.1% 32.0% 36.2% 766 197 281 31.2% 36.7% 25.7% 847 340 305 38.1% 36.0% 40.1%
Southeast 49,253 15,701 13,970 30.1% 28.4% 31.9% 48,071 13,956 13,105 28.1% 27.3% 29.0% 42,896 15,596 10,818 30.8% 25.2% 36.4%
Total 71,850 21,325 19,994 28.8% 27.8% 29.7% 71,026 18,983 19,510 27.1% 27.5% 26.7% 63,703 21,592 14,934 28.7% 23.4% 33.9%

Employees without guaranteed working hours, discriminating by gender and region

Regions 2023 2022 2021
HC Women Men HC Women Men HC Women Men
North 42 37 5 38 31 7 n.i. n.i. n.i.
Northeast 671 461 210 717 495 222 n.i. n.i. n.i.
Midwest 254 173 81 232 157 75 n.i. n.i. n.i.
South 70 52 18 44 32 12 n.i. n.i. n.i.
Southeast 2,914 1,899 1,015 3,097 2,042 1,055 n.i. n.i.
Total 3,951 2,622 1,329 4,128 2,757 1,371 n.i. n.i. n.i.

Temporary employees By gender

Temporary 2023 2022 2021
By gender HC HC HC
Men 126 51 n.i.
Women 424 75 n.i.
TOTAL 550 126 n.i.

Temporary employees By region

Temporary 2023 2022 2021
By region HC HC HC
North 0 0 n.i.
Northeast 68 0 n.i.
Midwest 80 0 n.i.
South 75 0 n.i.
Southeast 327 126 n.i.

N.i.: no information

1)To calculate these GRI indicators, the reporting methodology used was based on headcount(HC)/unit.

2) To calculate the Company’s overall HC (headcount), all the units in the economic group (integrated and under integration) were considered.

3) GRI 401-1 and 2-7: To calculate the GRI indicators, only fully integrated units were considered as they have access to all tue information. All dismissals caused by the Company were considered “voluntary” and dismissals at the employee’s initiative were considered “involuntary”.

4) In 2020, there were no units in the South region

5) The Company does not have part-time employees

6) All employees who do not clock in are considered to have “no guaranteed working hours”.

7) The healthcare sector in which the company operates has a history of turnover that is inherent to the business. Even so, the company invests in a structure that ensures the appreciation of internal talent through compensation and promotion policies, in addition to internal movement programs, individual development plans, career plans and succession plans. There are also processes such as Leadership Paths that aim at the self-development of teams that are prepared and capable of managing complaints, conflicts and challenges, providing a collaborative, effective and empathetic environment.


Turnover in 2023 by gender

Gender HC Voluntary Involuntary Dismissal rate Voluntary dismissal rate Involuntary dismissal rate
Men 17,915 2,147 2,917 28.3% 12.0% 16.3%
Women 53,935 5,351 9,579 27.7% 9.9% 17.8%
Total 71,850 7,498 12,496 27.8% 10.4% 17.4%

Turnover in 2023 by age group

Age group HC Voluntary Involuntary Dismissal rate Voluntary dismissal rate Involuntary dismissal rate
< 30 years old 18,250 2,529 5,252 42.6% 13.9% 28.8%
30 – 50 years old 45,253 4,253 6,827 24.5% 9.4% 15.1%
> 50 years old 8,347 716 417 13.6% 8.6% 5.0%
Total 71,850 7,498 12,496 27.8% 10.4% 17.4%

Turnover in 2023 by region

Region HC Voluntary Involuntary Dismissal rate Voluntary dismissal rate Involuntary dismissal rate
North 569 54 152 36.2% 9.5% 26.7%
Northeast 15,485 1,982 1,246 20.8% 12.8% 8.0%
Midwest 5,665 639 1,670 40.8% 11.3% 29.5%
South 878 81 200 32.0% 9.2% 22.8%
Southeast 49,253 4,742 9,228 28.4% 9.6% 18.7%
Total 71,850 7,498 12,496 27.8% 10.4% 17.4%

1) To calculate these GRI indicators, the reporting methodology used was based on headcount(HC)/unit.

2) To calculate the Company’s overall HC (headcount), all the units in the economic group (integrated and under integration) were considered.

3) GRI 401-1 and 2-7: To calculate the GRI indicators, only fully integrated units were considered as they have access to all tue information. All dismissals caused by the Company were considered “voluntary” and dismissals at the employee’s initiative were considered “involuntary”.

4) In 2020, there were no units in the South region

5) The Company does not have part-time employees

6) All employees who do not clock in are considered to have “no guaranteed working hours”.

7) The healthcare sector in which the company operates has a history of turnover that is inherent to the business. Even so, the company invests in a structure that ensures the appreciation of internal talent through compensation and promotion policies, in addition to internal movement programs, individual development plans, career plans and succession plans. There are also processes such as Leadership Paths that aim at the self-development of teams that are prepared and capable of managing complaints, conflicts and challenges, providing a collaborative, effective and empathetic environment.

Total workers who are not employees and whose work is controlled by the organization, by type

Type of contract 2023 2022 2021
Direct hiring
Outsourced Workers 16,416 19,110 n.i.
Indirect hiring (through a third party)
Apprentices 1,083 816 n.i.
Temporary workers 550 126 n.i.
Interns 364 391 n.i.
Total 18,413 20,443 0

n.i.: no information


2023 2022
Outsourced personnel (Most common type of workers: hygiene assistants, maintenance, construction and renovation assistants...) Most common type of work performed Most common type of work performed
Indirect hiring (through a third party) Cleaning, maintenance, painting and waste collection services Cleaning, maintenance, painting and waste collection services
Apprentices Most common type of work performed Most common type of work performed
Apprentices Administrative/ sector services at the operational departments (storeroom, reception ...) Administrative/ sector services at the operational departments (storeroom, reception ...)
Temporary workers (Most common type of workers: nurses, nursing technicians, billing analyst, IT analyst...) Patient care, technology and administrative services Patient care, technology and administrative services
Interns Administrative/sector and corporate, patient care and financial services Administrative/sector and corporate, patient care and financial services

Assumptions:

1) We consider outsourced personnel to be companies (suppliers) that provide non-care services to companies in Rede D’Or’s economic group. For outsourced personnel, this data was calculated manually with the support of the engineers at each unit.

2) Indirect hiring is done through specialized public or private organizations depending on the geographic location of the requesting unit (Ciee, Senac or Campi) or temporary labor consultancies.

3) The company’s Recruitment and Selection process is regulated by internal corporate standard NORDOR 050.

Average training hours per year per employee, by gender

Gender 2023 2022 2021
Women 4.38 5.725 n.i.
Men 3.86 5.168 n.i.
Total 4.25 5.58 4.62

Average training hours per year per employee, by employee category

Functional category 2023 2022 2021
Officers 2.36 3.03 n.i.
Managers 16.42 8.36 n.i.
Supervisors 11.10 10.40 n.i.
Professional 4.37 6.50 n.i.
Operational/technician 3.85 5.18 n.i.
Total 4.25 5.58 4.62

Assumptions: 

1) “Trained employee” was considered to be any direct employee who had their access registered by the platform as a single Individual Taxpayer’s ID (CPF) during 2023.

2) At the end of 2023, HR department changed the tool, making it possible to tabulate more detailed data on in-person training; for this reason, at this moment, the breakdown of this indicator was based only on distance learning training, which accounts for 28% of the workload.

3) The headcount in Dec/2023 was factored as the denominator and the number of accumulated hours as of Dec/2023 as the numerator. Only direct employees were considered.

n.i.: no information

Diversity of governance bodies in 2022

Governance bodies Executive Board Board of Directors (Sitting members) Board of Directors (Alternate members) Fiscal Council Audit Committee
Number of members by gender
Men 7 6 5 6 3
Women 1 1 2 0 0
Total 8 7 7 6 3
Percentage of members by gender
Men 88% 86% 71% 100% 100%
Women 13% 14% 29% 0% 0%
Total 100% 100% 100% 100% 100%
Number of members by age group
Under 30 years old 0 0 0 0 0
From 30 to 50 years old 4 1 4 1 0
Over 50 years old 4 6 3 5 3
Total 8 7 7 6 3
Percentage of members by age group
Under 30 years old 0% 0% 0% 0% 0%
From 30 to 50 years old 50% 14% 57% 17% 0%
Over 50 years old 50% 86% 43% 83% 100%
Total 100% 100% 100% 100% 100%

*GRI 2-4 - The data for 2022 has been reformulated, since the 2022 Annual Sustainability Report did not break down the members of the governance bodies by body, nor did it inform the number of alternates.


Diversity of governance bodies in 2023

Governance bodies* Executive board Board of directors (sitting members) Board of directors (alternate members) Fiscal council (sitting members) Fiscal coucil (alternate members) Audit committee
Number of members by gender
Men 6 6 5 3 3 3
Women 1 1 2 0 0 0
Total 7 7 7 3 3 3
Percentage of members by gender
Men 86% 86% 71% 100% 100% 100%
Women 14% 14% 29% 0% 0% 0%
Total 100% 100% 100% 100% 100% 100%
Number of members by age group
Under 30 years old 0 0 0 0 0 0
From 30 to 50 years old 3 3 4 0 1 0
Over 50 years old 4 4 3 3 2 3
Total 7 7 7 3 3 3
Percentage of members by age group
Under 30 years old 0% 0% 0% 0% 0% 0%
30-50 years old 42.86% 42.86% 57.14% 0.00% 33.33% 0.00%
Over 50 years old 57.14% 57.14% 42.86% 100.00% 66.67% 100.00%
Total 100% 100% 100% 100% 100% 100%

*1) As of December 31, 2023, no members of the Board of Directors declared to be part of underrepresented social groups.


Employees diversity

Under 30 years old 2023 2022 2021 2020
Employee category Men Women Men Women Men Women Men Women
Officers 0 0 0 0 n.i. n.i. n.i. n.i.
Managers 2 0 1 4 3 1 1
Supervisors 34 55 47 83 42 77 49 101
Professional 540 2,029 620 2,290 558 2,005 603 2,103
Operational 3,337 6,747 3,672 6,884 3,445 5,872 2,910 4,789
Technician 1,125 4,381 1,320 5,244 1,224 4,697 962 3,755

Employees diversity

Between 30 and 50 years old 2023 2022 2021 2020
Employee category Men Women Men Women Men Women Men Women
Officers 14 7 11 9 22 6 19 3
Managers 56 140 63 140 54 113 42 88
Supervisors 688 1,353 628 1,247 530 1,079 441 867
Professional 2,237 8,955 2,079 8,485 2,064 7,617 1,479 5,509
Operational 4,364 9,839 4,441 9,553 4,011 8,166 3,052 6,566
Technician 3,400 14,200 3,398 14,041 3,116 12,257 2,447 9,074

Employees diversity

Over 50 years old 2023 2022 2021 2020
Employee category Men Women Men Women Men Women Men Women
Officers 17 15 20 15 36 16 16 12
Managers 17 38 16 29 16 34 7 23
Supervisors 126 209 102 176 107 189 57 125
Professional 219 868 174 650 213 695 132 389
Operational 1,108 2,510 971 2,156 980 2,079 715 1,526
Technician 631 2,589 469 1,988 443 1,927 245 1,137

Employees diversity

Persons with disabilities 2023 2022 2021 2020
Employee category Men Women Men Women Men Women Men Women
Officers 0 0 0 0 0 0 0 0
Managers 0 3 0 2 0 0 0 0
Supervisors 4 10 3 8 3 6 1 3
Professional 17 50 15 40 18 33 8 13
Operational 38 100 317 375 320 326 241 237
Technician 301 345 33 92 33 77 19 37

Assumptions:

1) We still do not have complete information to present a breakdown by race/color in this indicator.

2) “New employees” considers all active employees of fully integrated units in 2023.

2023 2022
Employee category Ratio of basic salary by Gender Ratio of compensation by Gender Ratio of basic salary by Gender Ratio of compensation by Gender
Executive 88% 88% 71% 71%
Supervisors 101% 101% 99% 99%
Professional 89% 89% 89% 89%
Operational 92% 92% 92% 92%
Technicians 94% 94% 95% 95%
Técnico 89% 89% 89% 89%

 Assumptions:

1) Base salary and compensation have the same percentage because compensation has the same factor for the same position.

2) Compensation consists of the benefit factor applied to base salary, which is based on the position. Also in this GRI, the differences pointed out are not due to gender privilege or any other discriminatory bias, but due to the following factors: length of service = men have been with the Company for longer than women, number of women in operational/technical positions = we have more women in the network, bringing the average salary down.

3) Definition of Significant Operating Units for this indicator: companies that are part of the Company’s core business, i.e., all hospital units excluding imaging, oncology and hematology clinics, medical centers and corporate offices.

2023 2022
Employees entitled to parental leave (unit) 71,850 71,026
Women 53,935 52,994
Men 17,915 18,032
Employees who took parental leave (unit) 3,166 4,122
Women 2,730 4,126
Men 436 8*
Employees who returned to work after parental leave ended (unit) 3,166 4,129
Women 2,730 4,122
Men 436 8*
Employees that returned to work after parental leave ended and that were still employed 12 months after their return to work (unit) 2,812 3,814
Women 2,434 3,806
Men 378 8
Return to work rate (%)
Women 100% 99.90%
Men 100% 100.00%
Retention rate of employees that took parental leave (%)
Women 89.16% 92%
Men 86.70% 100%*

*GRI 2-4: Restructuring

In 2022, we reported that 114% of male employees returned to work after parental leave, but the correct percentage is 100%. What happened was that there was an employee with double entry in the headcount and when we accounted for his leave, only one entry was considered, however, when he returned, both were accounted for.

1 Line “Retention rate of employees that took parental leave (men)”: from 104% to 100%.

2 Line “Employees who took parental leave (unit)” and “Employees who returned to work after parental leave ended (unit)” - Men: from 7 to 8 in both.

Assumptions:

The Company complies with Brazilian law: 120 days for women and 5 to 20 calendar days for men.

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