Sustainability report - Overview
Selection of key performance parameters
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2009 |
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2008 |
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2007 |
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BEE rating* |
dti level |
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Level 3 |
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Level 3 |
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Level 4 |
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Employees |
Number |
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29 648 |
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28 884 |
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27 730 |
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Employee turnover |
% |
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18.0 |
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21.2 |
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18.1 |
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ABC employee representation* |
% |
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65.5 |
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63.1 |
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61.4 |
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Unionised employees* |
% |
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40.8 |
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41.6 |
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39.0 |
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SA training expenditure |
Rm |
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93 |
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95 |
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100 |
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UK training expenditure |
£m |
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1 |
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1 |
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1 |
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Community investment* |
Rm |
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37 |
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25 |
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37 |
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Energy use* |
GigaJoules |
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935 306 |
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876 890 |
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1 056 562 |
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Water use* |
Kilolitres |
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1 467 000 |
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1 815 909 |
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1 682 000 |
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* SA operations only.
Economic performance
The value added statement summarised below reflects the distribution of economic value created for shareholders. A comprehensive value added statement is provided on page 91.
Value distribution for 2009

Social performance
Expanding access to healthcare underpins our approach to sustainable development. In 2009, we made strong progress through acquisitions, organic growth, broadening access at primary care level and by expanding our PPPs. We also provided extensive training. While we continue to deal with high levels of staff turnover, driven largely by nurses leaving to work overseas, there are positive signs that the numbers of nurses that are seeking work outside SA is decreasing. Our corporate social investment initiatives also contributed to increasing access to quality healthcare and uplifting communities.
Environmental performance
While Netcare is classified as a low-impact organisation in environmental terms, we focus on mitigating our environmental impact by reducing energy and water use, handling our hazardous waste in a responsible manner and reducing our carbon footprint in line with the drive to address global climate change.
Energy usage in SA grew during the year as a result of the increase in patient numbers at our facilities and higher aeromedical activity, while the supply of electricity to hospitals stabilised. We launched the “Switch it Off” campaign, challenging staff to reduce electricity consumption by switching off unused devices. We continued to explore the use of renewable energy and commissioned our second solar hot water generating plant during the year. The monthly tracking of the carbon footprint at our facilities continued.
In the UK, GHG launched EcoNomics, a carbon management programme that involves reducing our environmental impact by engaging staff and changing business practices across facilities. Adopted to turn ideas into reality, the “Big Turn Off” campaign was launched to reduce energy consumption and raise awareness about the programme.
Water usage in SA decreased, largely due to raising staff awareness.
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