Pradnya Paramita drg. MARS Senior Manager Corporate Service

1. How To Build Corporate Culture at Raffles Medical Group Singapore Pradnya Paramita drg. MARS Senior Manager Corporate Service

2. DEFINITION • The moral, social, and behavioral norms of an organization based on the beliefs, attitudes, and priorities of its members. • Corporate culture is not the list of values or mission statement that has been defined by the Board of Directors, printed on the front page of the annual report and filed in some obscure corporate archive. • Basically, organizational culture is the personality of the organization (Lineberry & Carleton)

3. ISSUE • The way work is organised and experienced • How authority exercised and distributed • How people are and feel rewarded, organised and controlled • The values and work orientation of staff • The degree of formalisation, standardisation and control through systems there is/should be

4. ISSUE • the value placed on planning, analysis, logic, fairness etc • how much initiative, risk-taking, scope for individuality and expression is given • rules and expectations about such things as informality in interpersonal relations, dress, personal eccentricity etc • differential status • emphasiss given to rules, procedures, specifications of performance and results, team or individual working

5. Pembaharuan Service • Inovatif • Egalitaria • Konsensus • Kwalitas • Pencipta Perubahan • Fokus jangka panjang • Promosi berdasarkan ide • Microsoft • Medco Birokrasi • Fokus pada Pelanggan • Qualitas • Tanggap terhadap perubahan • Walmart • Perhotelan • Supermarket • Rumah Sakit Berpolitik • Berprosedur • Kaku • Aturan Hidup • Otoriter • Kebutuhan Kecocokan • Pemerintahan • Bank • Asuransi Semerawut • Menghukum • Berganti-ganti • Fokus Jangka Pendek • Consultant • Lawfirm • University Kaku Berpencar Tidak fokus Tidak ada misi Media Industri advertising Software company Predator • Tertutup • Penolakan • Tidak mentanggapi atas perubahan pasar • Perusahaan Besi Baja • KMart • Menghukum • Berganti-ganti • Fokus Jangka Pendek • Word.com • Arthur Anderson • HMO’S • Microsoft today Culture of Shame Culture of Change (High Performance Culture) Hierarchy of Corporate Culture

6. Types of Culture • Academy CultureEmployees are highly skilled and tend to stay in the organization, while working their way up the ranks. The organization provides a stable environment in which employees can development and exercise their skills. Examples are universities, hospitals, large corporations, etc. • Baseball Team CultureEmployees are "free agents" who have highly prized skills. They are in high demand and can rather easily get jobs elsewhere. This type of culture exists in fast-paced, high-risk organizations, such as investment banking, advertising, etc.

7. Types of Culture • Club CultureThe most important requirement for employees in this culture is to fit into the group. Usually employees start at the bottom and stay with the organization. The organization promotes from within and highly values seniority. Examples are the military, some law firms, etc. • Fortress CultureEmployees don't know if they'll be laid off or not. These organizations often undergo massive reorganization. There are many opportunities for those with timely, specialized skills. Examples are savings and loans, large car companies, etc.

8. Business Culture • Demonstrated Behavior … toward • Customer • Competitors • Colleague and fellow employee • Bosses • Company • Community CHARACTER & ATTITUDE ATRIBUTE Appearance visible invisible VALUE SYSTEM Corporate Values Invidual Values What we beliefs … What we value … What’s important … Mental contract within ourselves

9. Raffles Branding • What’s in the name? • Prestige, Quality & Heritage • The Raffles Service Experience • The Raffles Motto,Mission, Vision & Core Values • Integrated Care • Raffles Hospitel • Price Positioning • The Extra Mile in Customer Service

10. RAFFLES Prestige, Quality & Heritage RafflesLaSalleInstitute Singapore Sir Thomas Stamford Raffles Founder of Singapore in 1819 A 380-bed private tertiary hospital … Raffles Institution

11. Motto To Our Patients Our Best Pelayanan Terbaik bagi Pasien Kami

12. MissionOur mission is to enhance health and well being by providing the best total healthcare.VisionOur vision is to be the leading lifetime partner for all your health needs

13. CORE VALUE • Compassion We put you and your well being at the center of all that we do treating all with respect. • Commitment We will uphold your trust by maintaining the highest professional integrity and standards. • Excellence We will continually seek advancement and Innovation to achieve better healthcare. • Team Based Care We dedicate and combine our skills, knowledge and experience for your benefit. • Value We seek always to create and deliver value for you.

14. World Class Level Era FREE MARKET Era MONOPOLI ORGANISATION PATH PERFORMANCE level Time

15. Didirikan 1976 • Singapore • 60 Klinik Dokter Umum • 7 Klinik Gigi • Raffles Hospital, A 380-bed Tertiary Hospital • Hong Kong • 5 Klinik Dokter Umum (spesialis dan klinik gigi) • Indonesia Representative Office • Jakarta

16. Key Milestones • 1976 • Founding of RMG with 2 clinics in Singapore 1980s • Expansion in commercial, industrial, residential areas in Singapore • 1990 • Exclusive medical providers at Singapore Changi Airport • Appointed doctors to Singapore Airlines • 1993 • Opening of Raffles SurgiCentre, a free standing ambulatory care centre • 1994 • Launched RafflesCare, an integrated care programme • 1996 • Start of operations in Hong Kong • Raffles-Kaiser Permanente Healthcare • 1997 • Expansion of RMG (HK) • Public listing on the Stock Exchange of Singapore

17. Key Milestones • 1998 • Appointed exclusive medical provider at Hong Kong International Airport • 1999 • Affiliation with New York’s Memorial Sloan Kettering Cancer Center for oncology care • 2000 • Appointed by Singapore Ministry of Home Affairs to provide medical care & manage medical services • 2001 • Opening of Raffles Hospital • RMG’s 25th Anniversary • 2002 • Official Opening of Raffles Hospital by Deputy Prime Minister Mr Lee Hsien Loong

18. Lokasi Klinik di Singapore

19. Medical Director Deputy Medical Director Medical Affairs Quality Management QA Committee O&G Cluster Surgical Cluster Medicine Cluster Ambulatory Medicine Cluster • Cardiology • Dermatology • Endocrinology • Family Medicine • Geriatic Medicine • Internal Medicine Neurology • Oncology • Paediatics • Psychiatry • Renal Medicine • Respiratory Medicine • Rheumatology • Medical Audit • Medisave Audit • Surgical Audit • Pharmacy & Therapeutics • Infection Control • Blood Transfusion • Tissue Review • Operating Theatre • Mortality & Morbidity • O & G • ENT • Eye • General Surgery • Neurosurgery • Orthopaedics Surgery • Plastic & Reconstructive • Surgery • Spots Medicine • Urology • Diagnostic & Interventional Radiology • Pathology

20. SYSTEM OUTCOME INPUT PROCESS feedback from society, professions, laws, stories, heroes, values on competition or service, etc. based on our assumptions, values and norms, e.g., our values on money, time, facilities, space and people effects culture: organizational behaviors, Technologies, strategies, image, products, services, appearance,

21. Affect Company Culture • The hours you work per day, per week, including options such as flextime and telecommuting. • The work environment, including how employees interact, the degree of competition, and whether it's a fun or hostile environment - or something in between. • The dress code, including the accepted styles of attire and things such as casual days. • The office space you get, including things such as cubicles, window offices, and rules regarding display of personal items.

22. Affect Company Culture • The training and skills development you receive, which you need both on the job and to keep yourself marketable for future jobs and employers. • Onsite perks, such as break rooms, gyms and play rooms, daycare facilities, and more. • The amount of time outside the office you're expected to spend with co-workers. • Interaction with other employees, including managers and top management.

23. Annual Management Seminar

24. RAFFLES SERVICE CHARTER • Be a Service Champion • Project a Professional Image • Put a Smile to your Voice • Be the Host and Adopt a “How May I Assist You” • Exercise Empowerment

25. RAFFLES SERVICE CHARTER • Seek Service Opportunities • Take Personal Ownership • Charm with Asian Hospitality • Learn from Feedback • Make a Positive Lasting Impression

26. Service Quality Clinical Quality Operational Quality Financial Quality Assure Best Outcome Build Seamless Service Create Value Delight With Personalised Care Clinical Performance Indicator Clinical Outcome Service Standards Specialist Clinics Hospital Manage Costs Employee Involvement Training SQ A&E Value for Money Incentives / Recognition Quality Awards GP Clinics Etc Performance Management Clinical Audit Clinical Resource Utilisation RMG QUALITY STEERING COMMITTEE

27. CULTURE AUDIT • An assessment of the existing culture of an organization – its strengths and weaknesses with respect business goals and objectives. • Culture audits measure such attributes as risk tolerance, degree of hierarchy, reward structure, collaboration, values, innovation vs. adaptation. The purpose of such an audit is to align the three directional paths of an organization:

28. CULTURE AUDIT • Strategic process: are the values of the organization compatible with its strategic goals? • Cultural process: do the stated objectives of the organization line up with the accepted cultural norms of the population? • Infrastructure: is the CEO/Management a champion of the key traits and strategic processes?

29. Audit Questions: • How are people compensated • How do leaders arise and emerge • What business practices create value for the enterprise • What are the tolerances for risk-taking • What constitutes “proof” or “evidence” in each culture?

30. SUMMARY • INTEGRITY & RESPECT • CLIENT INTEREST • VALUE CREATION • INNOVATION & PERFORMANCE • TEAMING • EQUALITY & MERIT

31. Summary We are a group of physicians, nurses and healthcare managers, using our talents and gifts, training and learning, for the benefit of all our patients

32. Summary • Integrated Healthcare Organisation • Institutional, Group Practice Model • Comprehensive, Seamless Care • Trusted Personal Healthcare Services