full corporate governance report · 04 Netcare Limited Online Reports 2019 Governance report Our integrated application of the King Report on Corporate Governance for South Africa’s

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Governance reportOur business model, premised on realising the outcomes of the Quadruple Aim, is underpinned by a governance philosophy that supports the creation of measurable value for our stakeholders in the healthcare sector, and more broadly in our society.

04 Netcare Limited Online Reports 2019 Governance report

Our integrated application of the King Report on Corporate Governance for South Africa’s (King IV)1 principles and recommended practices is aimed at ensuring the intended governance outcomes of an ethical culture, good performance, effective control and legitimacy, which in turn support our achievement of the sector-specific objectives of the Quadruple Aim. These objectives challenge us to balance the value of our services with their cost to society, recognising that the quality of relationships with our people and partners are fundamental to this balance. As such, they align to King IV’s foundational concepts of ethical leadership, corporate citizenship, sustainable development, stakeholder inclusivity, integrated thinking and reporting, and protecting value.

Our Board of directors (the Board) play a pivotal role in creating and protecting value by approving strategy, setting policy, and overseeing the Group’s governance frameworks and control environment. The majority of the Board are independent non-executive directors who bring diversity to Board deliberations and the relevant expertise and experience to constructively challenge and hold executive management to account.

The Board’s commitment to best practice governance drives us to constantly improve the way the business is managed and to ensure decisions are taken openly and transparently within an ethical framework. Sound corporate governance practices are implicit in our values, culture and processes, and our internal controls promote an awareness of risk, compliance and good governance in every area of the business. Furthermore, Netcare’s intention to be a powerful force for social good finds expression in our deliberate efforts to create socioeconomic value and to responsibly manage our impacts, supported by enhanced Board oversight.

Board Chair’s review: page 21 of the 2019 Annual Integrated Report.

The King IV Application Register.

Governance and delegation of authorityWe operate a well-developed governance and delegation of authority framework to progress the achievement of our strategy, while ensuring we comply with legislation, practice good corporate behaviour and balance the interests of our stakeholders. The Board delegates duties to governance committees which provide an in-depth focus on specific areas, assisting it to discharge its responsibilities. The framework includes the subsidiary governance framework, ensuring that there is an appropriate flow of information between the subsidiaries and the Group.

Our delegation of authority framework requires that the Board:

� Confirms and ensures that Netcare is appropriately resourced and that its delegation to management contributes to an effective arrangement through which authority and responsibilities are exercised.

� Ensures that its arrangements for delegation within its governance committees promote independent judgement and assist with balance of power and the effective discharge of its duties.

� Ensures that the appointment of, and delegation to, management contributes to role clarity and the effective exercise of authority and responsibilities.

1. Copyright and trademarks are owned by the Institute of Directors in Southern Africa NPC and all of its rights are reserved.

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Governance and delegation of authority framework

Audit Committee

Nomination Committee

Risk Committee

Remuneration Committee

Social and Ethics Committee

Consistency of Care Committee

Operating committees

Finance and Investment Committee

Sustainability Committee

IT Steering Committee

Compliance Committee

Tariff Committee

Procurement Committee

Combined Assurance Committee

Operational Transformation Committee

Working Capital Committee

National Consistency of Care Review Committee1

Divisional Advisory and Ethics

committees1

Netcare Clinical Practice

Committee1

Divisional Consistency of Care Review

committees1

Netcare ClinicalEthics Committee1

Executive Committee

Netcare Limited Board

Governance committees

Note: for the duration of the CareOn project, a CareOn Digitisation Project Steering Committee has been established.1. Report into the Executive Committee.


KEY Audit Committee Nomination Committee Risk Committee Remuneration Committee Social and Ethics Committee Consistency of Care CommitteeC Chair

Non-executive directors

Netcare BoardWe operate a unitary Board structure, comprising directors with the appropriate professional and industry knowledge and experience, along with strong independence, for the nature, complexity and strategic demands of the Group. The diversity of the Board enables us to leverage differences in skills, experience, background, race and gender in our strategic decision-making and ensures effective governance.

The Board met four times during the reporting year.

Changes in Board compositionThe Board welcomed Ms L Human, appointed as an independent director with effect from 13 May 2019, and sincerely thanks Dr APH Jammine, who retired from the Board with effect from 30 September 2019, for his invaluable contribution and astute advice over the past 21 years. Post year-end, Mr D Kneale, was appointed to the Board with effect from 1 January 2020. He will also join the Remuneration and Audit committees as Chair and member respectively.

Director appointmentsWhen making appointments, we ensure the best available candidates are appointed and consider their ability to contribute to rigorous debate and the achievement of our strategic priorities, while at the same time taking into account our diversity policy.

Diversity policy: https://www.netcare.co.za/Netcare-Investor-Relations/Governance/FTSE-Russell.

A formal induction programme enables new non-executive directors to familiarise themselves with the Group’s operations, financial affairs and strategic position. This includes engagements with divisional and functional heads, and the internal and external auditors.

Our Board of directors

BCom, PGDA, CA(SA) Board Chair Tenure: 8 years

Skills General business management, global commerce, financial, governance, healthcare, public policy, compensation, investment banking, legal, human resources.

(C)

T (Thevendrie) Brewer /47

MR (Mark) Bower /64

BCom (Cum Laude), BCompt, BCompt (Hons), CA(SA) Independent non-executive director Tenure: 4 years

Skills General business management, global commerce, financial, investment banking, governance, compensation, human resources.

(C)1

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BBusSci Hons, PGDA, CA(SA)Independent non-executive director Tenure: 4 years

Skills General business management, global commerce, investment banking, governance, financial, public policy, compensation.

B (Bukelwa) Bulo /42

BSc Hons Operations Research (Cum Laude), MSc Applied Mathematics (Cum Laude), MBA (Cum Laude)Independent non-executive directorTenure: 5 months

Skills General business management, digital, global commerce, governance, financial.

3

L (Lezanne) Human /502

BSc (Hons), BA(Hons), MSc, PHDIndependent non-executive directorTenure: 21 years

Skills General business management, global commerce, governance, financial, compensation, investment banking, public policy.

(C)

Dr APH (Azar) Jammine /704

BAIndependent non-executive director

Skills General business management, governance, global commerce, financial, healthcare.

(C)

D (David) Kneale /655

BProc, LLBIndependent non-executive director Tenure: 13 years

Skills General business management, investment banking, global commerce, legal, governance, public policy, human resources.

(C)

Adv KD (Kgomotso) Moroka /65

BA Cur, Dip Company Director, EDPIndependent non-executive director Tenure: 11 years

Skills General business management, global commerce, governance, healthcare, public policy, human resources.

(C)

N (Norman) Weltman /70

CTA, CA(SA)Independent non-executive director Tenure: 11 years

Skills General business management, global commerce, healthcare, financial, compensation, public policy.

(C)

1. Appointed 1 October 2019.2. Appointed 13 May 2019.3. Appointed 1 October 2019.4. Retired 30 September 2019. 5. Appointed with effect 1 January 2020.

BAcc, CA(SA) Chief Financial OfficerTenure: 8 years

Skills General business management, global commerce, healthcare, compensation, investment banking, human resources.

KN (Keith) Gibson /49Dr RH (Richard) Friedland /57

BvSc, MBBCh (Cum Laude), Dip Fin Man, MBAChief Executive OfficerTenure: 22 years

Skills General business management, global commerce, financial, healthcare, governance, compensation, human resources.

Executive directors

MJ (Martin) Kuscus /64


Board composition(including APH Jammine and L Human)

Independence Independence

Executive directors Independent non-executive directors

10

8

6

4

2

0

2 40

0

2

8

Independent non-executive directors are re-elected every three years.

2019 Board review findings

All members are considered independent with the exception of the CEO and CFO. Board Chair, Mrs Thevendrie Brewer, is independent and free from any conflicts of interest.

Skill Financial 8 directors (80%)Legal 2 directors (20%)Healthcare 5 directors (50%)General business management 10 directors (100%)

Public policy 6 directors (60%)Governance 10 directors (100%)Investment banking 6 directors (60%)Global commerce 10 directors (100%)

Human resources 6 directors (60%)Compensation 7 directors (70%)Digital 1 director (10%)

The Board possesses a wide range of expertise and experience. The Nomination Committee regularly reviews potential candidates to supplement the Board and ensures sufficient skills are retained.

Where gaps in knowledge or skills are identified, directors are provided with development training or new appointments are made. Subject matter experts are available for matters requiring specialised guidance.


The Board possesses sufficient professional and industry knowledge.

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Age

2

4

1

3

Younger than 46 years of age 46 to 55 years of age 56 to 65 years of age Older than 65 years of age

Average age: 58The Board continuity programme addresses succession planning to ensure the effective functioning of the Board over time and appropriate independence of all directors. It covers director selection and appointment, director induction and training, and the evaluation of director performance.

Succession planning is a key focus area ensuring that skills are retained following the retirement of members. We seek to balance fresh perspectives from newer members with the experience and institutional knowledge of those with longer tenures.


Board succession plans are adequate for both non-executive directors and executive directors, including the interim measures in the event of an unforeseen loss of expertise.

Diversity Black South African representation

40.0%2018: 40.0%

The Board appointment and gender diversity policy ensures a formal and transparent appointment process with a focus on gender and race diversity, as well as skill, experience, qualities and broader diversity aspects.


The requirements of the Board appointment and gender diversity policy have been met and exceeded in terms of gender diversity.

Women representation

40.0%2018: 30.0% Target: 35%

TenureAverage years of tenure: 10

2

3 3

2 2

0 – 4years

5 – 9years

10 – 15years

>15years

The Nomination Committee objectively and subjectively evaluates the continued independence of non-executive directors who have served for a period of nine years or longer and considers factors that may impair their independence. This review is aligned with King IV’s recommended practices.


There are no relationships or circumstances likely to affect, or which appear to affect, the judgement of Mr Martin Kuscus, Adv Kgomotso Moroka and Mr Norman Weltman as independent non-executive directors, who have served on the Board for more than nine years.


Evaluation of performance and independence The annual self-assessment of the Board’s performance and effectiveness, as well as that of its governance committees and individual directors, is overseen by the Chair’s Forum and covers the governance of financial, economic, quality, social and environmental issues.

The self-assessment was completed by all directors with results indicating an effectively functioning board, sub-committees and board members. Results also confirmed that Board composition was suitable and appropriately supplemented with new appointments that enhanced the succession planning. The Board culture incorporates rigorous and robust debate, encouraging appropriate decision-making based on a relevant mix of skills and knowledge. The Board has an optimal governance structure that supports appropriate relationships with management and stakeholders. The key focus areas for 2020 will be:

� Supporting and promoting the digital transformation strategy.

� Ensuring greater focus on regulatory issues.

Responsibilities of the BoardThe Board’s Charter is reviewed annually and is aligned with King IV’s governance principles and recommended practices. The Board Chair and Company Secretary confirm that the Board and its governance committees fully comply with their terms of reference.

To address areas of improvement identified in last year’s Board performance evaluation, we undertook the following:

� Updated our stakeholder policy and engagement plan to enhance Board oversight of stakeholder engagement activities and enhance its awareness of key stakeholder concerns.

� Dedicated a significant portion of the strategy workshop and the ‘Netcare Caring Beyond 2020’ leadership conference to enhancing the Board’s knowledge on disruptive technologies and trends.

StrategyResponsibilityReview and drive Netcare’s strategy, including a critical assessment of acquisitions, potential mergers and capital expenditure for expansion.

Key activities in 2019 � Assessed the Group’s business model and strategy to deliver person-centred health and

care that is digitally enabled and data driven.

� Reviewed the Group’s data management initiatives and endorsed the establishment of a Data Council to oversee the governance, co-ordination and protection of data. The Board is pleased with the progress of the digital strategy.

� Tracked, and where required, approved capital allocation.

� Approved the Group’s new share ownership scheme, which has improved the Group’s overall broad-based black economic empowerment (B-BBEE) rating to Level 4 (2018: Level 5).

Board opinion � Satisfied that the Group’s business model and strategy continue to remain relevant and

support the achievement of sustainable competitive advantage.

Key objective for 2020 � Monitor delivery of the Group’s strategic priorities.

Stakeholder inclusivenessResponsibilityEnsure an inclusive stakeholder engagement approach.

Key activities in 2019 � Assessed the Group’s stakeholder engagement strategy and mandated management to

develop strategies to prioritise stakeholder feedback and ensure engagement with stakeholders is linked to the Group’s strategy. The Board also approved the updated stakeholder policy aligned to these objectives.

� Monitored key stakeholder concerns, including on change management interventions for doctors and nurses, and engagement with regulators and government on healthcare policy.

� Engaged with stakeholders on various governance matters.

Key objective for 2020 � Ensure the Group enhances its engagement with media.

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EthicsResponsibilityGovern the Group’s approach to ethics and ensure awareness around Netcare’s commitment to doing business ethically.

Key activities in 2019 � Reviewed executive performance and the adherence of governance committees to their

Board-approved, King IV-aligned terms of reference, including a focus on ethical outcomes.

� Reviewed the results of the Group-wide governance, legal, ethics and compliance (GLEC) survey, and endorsed the ethical management programme, which will entail policies, ethical training, screening of employees, addressing of misconduct and failures, and ethical surveys.

Board opinion � Satisfied with the Group’s implementation of the King IV principles and recommended

practices.

Key objective for 2020 � Ensure the Group provides additional training and ethics awareness for employees.

Material matters and reportingResponsibilityDebate matters that are material to the business or stakeholder interests, and ensure the integrity and transparency of information.

Key activities in 2019 � Oversaw the Group’s response to and management of matters considered material to its

ability to create and sustain stakeholder value. Key focus areas included operationalising the Group’s strategy, doctor and funder engagement, and regulatory oversight.

� Oversaw the preparation of the integrated report, including the consideration and approval of the Group’s material matters.

2019 Annual Integrated Report: page 36.

� Oversaw the fair presentation of the Group’s annual financial statements and other shareholder information.

Board opinion � Satisfied that the Group’s risk management systems and processes support its business

model and strategy, and that the appetite for risk is appropriate and risks are managed accordingly.

� Satisfied that the Group annual financial statements for the 2019 financial year fairly present the Group’s operational results and financial position.

� Satisfied that the integrated report provides a fair and balanced account of the Group’s performance against its material matters.

Key objective for 2020 � Continue to ensure transparency in external reporting.


Technology governanceResponsibilityOversee the governance of technology and information management to support strategy.

Key activities in 2019 � Oversaw progress made towards implementing electronic medical records (EMRs),

particularly the CareOn pilot in the Hospital division.

� Reviewed cybersecurity initiatives and disaster recovery plans.

Board opinion � Satisfied that IT governance is properly managed and aligned with business needs and

strategy, and that the disaster recovery programme will support the continuity of critical business processes.

Key objective for 2020 � Continue to oversee the roll out of EMR systems across all service platforms, ensuring that

potential cost and schedule overruns are avoided.

ComplianceResponsibilityEnsure compliance with changing regulation.

Key activities in 2019 � Ensured effective governance and risk management processes.

� Considered matters relating to King IV, the JSE Limited (JSE) Listings Requirements, the draft National Health Insurance (NHI) Bill and the Competition Commission’s final Healthcare Market Inquiry (HMI) Report.

� Mandated human resources to deliver updated training on the protection of sensitive, personal and private information.

Board opinion � Satisfied that there is no current or pending legal action that will materially affect the

Group’s operations.

� Satisfied that the Group complies with the amended JSE Listings Requirements.

Key objective for 2020 � Continue to ensure the effectiveness of the Group’s governance, risk and compliance

frameworks, and implement policies that ensure sustainable value is created for stakeholders.

PerformanceResponsibilitySet performance goals and ensure that the remuneration policy supports value creation.

Key activities in 2019 � Reviewed and monitored performance against financial and non-financial targets aligned

with the Group’s strategic priorities.

� Executed the decision taken in 2018 to voluntarily implement audit firm rotation ahead of the prescribed date of 1 April 2023. Deloitte & Touche were appointed Netcare’s new auditors for the 2019 financial year.

Key objective for 2020 � Continue to monitor the remuneration policy and associated practices.

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Governance committees (sub-committees of the Board)Each governance committee is chaired by an independent non-executive director and certain executives attend committee meetings by invitation. External auditors attend the Audit Committee meetings.

The Board approves the terms of reference for each governance committee and ensures adherence to corporate governance practices, applicable legislation including the Companies Act, No. 71 of 2008 and, where appropriate, international best practice. Committee terms of references are regularly reviewed and align to King IV’s governance principles and recommended practices, to ensure our governance processes and procedures are appropriately embedded in our business model.

Ms L Human joined the Risk Committee on her appointment to the Board in May and has attended the one Risk Committee meeting held since her appointment. All Board directors have excellent attendance records.

Committee terms of references: https://www.netcare.co.za/Netcare-Investor-Relations/Governance/FTSE-Russell.

Audit committee

AttendanceChair: MR Bower 3/3Member: B Bulo 3/3 Member: APH Jammine¹ 3/3Member: Norman Weltman2 3/3By invitation: T Brewer, RH Friedland, KN Gibson

1. Retired with effect 30 September 2019.2. Will retire from the committee effective 1 January 2020.

Key responsibilities � Ensures the integrity of the Group’s financial statements and accounting policies.

� Provides independent and objective assurance to the Board on the effectiveness of internal control, governance and risk management systems.

� Oversees the internal audit function, financial risk management, governance, compliance and the IT control environment, as well as the scope and implementation of combined assurance.

Key activities in 2019 � Approved Group Internal Audit’s Charter and risk-based audit plan.

� Reviewed the following:

– The valuation of goodwill, property, plant and equipment and investments to identify potential impairments.

– The assertion of going concern and quality of earnings.

– The revised risk impact thresholds in line with the consumer price inflation index.

– Risk Committee reports, all aspects of financial reporting, and cybercrime and cybersecurity, including comprehensive cyber liability insurance.

� Monitored and oversaw the outputs of the five levels of assurance model.

� Assessed Internal Audit’s independent review of the implementation of King IV (excluding the requirements related to internal audit), which confirmed that the principles have been applied.

� Oversaw the external audit function and related audit fees.

� Ensured that appropriate financial reporting procedures are in place and being adhered to.

� Requested all decision letters or explanations issued by the Independent Regulatory Board for Auditors, or any other regulator, along with any summaries relating to monitoring procedures or deficiencies issued by the audit firm.

Key outcomeThe Group is in a sound financial position with access to sufficient borrowing facilities to meet its foreseeable cash requirements.

Key objectives for 2020 � Continue to review and assess the digital strategy, data protection and cybersecurity.

� Ensure effectiveness and efficiency of operational processes.

� Adoption of the ‘agile audit approach’, where revisions to the internal audit plan will be tabled to the Audit Committee on a quarterly basis for ratification.

Audit committee report in the annual financial statements.


Nomination committee

AttendanceChair: T Brewer 2/2Member: APH Jammine¹ 2/2Member: KD Moroka 2/2By invitation: RH Friedland

1 Retired with effect 30 September 2019.

Key responsibilities � Implements governing structures and delegation of authority.

� Sets the primary role and responsibilities of the Board.

� Determines and monitors the composition of the Board, succession planning, director appointment and director independence.

� Sets the leadership requirements of the Group.

� Ensures legislative compliance.

Key activities in 2019 � Conducted the annual review of the composition and effectiveness of the Board and governance committees, ensuring they

act with independence of mind, balance of skills, experience and diversity to fully discharge their roles and responsibilities. The 2019 committee self-assessment process shows that the Board and its governance committees are operating effectively.

� 2019 Board review findings relating to composition: pages 6 and 7 of this report.

� Conducted the annual evaluation of Ms L Bagwandeen, finding that she is suitably qualified, experienced, and fit and proper to perform the function of Company Secretary.1

� Updated the executive succession planning process and reviewed the results of the formal succession review at executive and non-executive level. The committee is satisfied with the bench strength of the executive succession pipeline given the number of key appointments made across the Group during the reporting year. The appointments have also improved transformation at executive and senior level.


– The management of conflicts of interest and concluded that the Group’s process is robust and well managed.

– Key local and global developments in governance to address key concerns on a pre-emptive basis.

Key outcomeAppointment of Ms L Human and Mr D Kneale to the Board. Ms L Human has extensive experience in the design and implementation of technology applications aimed at improving efficiency and user experience in the banking sector. Mr D Kneale, who previously served as CEO of the Clicks Group and is a highly credible leader in retail health and care, will strengthen the Board’s ability to guide Netcare’s growth.

Key objectives for 2020 � Review the Board appointment and gender diversity policy.

1. This function is described more fully on page 17.

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Risk committee

AttendanceChair: N Weltman 1/2Member: MR Bower 2/2Member: T Brewer 2/2Member: B Bulo 1/2Member: RH Friedland 2/2Member: KN Gibson 2/2Member: L Human¹ 1/2Member: MJ Kuscus 2/21 Appointed on 13 May 2019.

Key responsibilities � Assists the Board in discharging its risk management responsibilities.

� Sets the Group’s risk management strategy.

� Authorises the risk management policy and plan.

� Ensures adequate processes and systems are in place to identify and manage top business risks, including the implementation, monitoring and reporting of suitable risk mitigation plans.

� Considers the opportunities that may arise from top business risks.

Key activities in 2019 � Approved the Group’s top business risks and the Group’s insurance cover.


– The process and results of the control effectiveness self-assessments to manage risks.

– The regulatory environment and the processes to manage legal and compliance risk. As part of this activity the committee continued to assess the potential impacts of the draft Medical Schemes Amendment (MSA) Bill, the draft NHI Bill and the HMI’s final report.

– The Group’s water backup plan.

– Environmental, social and governance (ESG) practices and assessments.

– The results of the Group-wide ethics survey.

� Continued to track the Group’s progress towards meeting the requirements of the Protection of Personal Information Act once fully implemented.

� Oversaw interventions to manage cybersecurity, information management and data security.

� Ensured the Group remains focused on advances in technology and technological disruptions, as well as information management to maintain levels of competitive advantage. As part of this activity the committee reviewed the risk management associated with blockchain technology and the automation of legal processes.

Key outcomeA risk-aware culture is embedded at all levels of the Group, which enables relevant, informed and consistent decision-making relating to risk.

Key objectives for 2020 � Monitor the risks associated with digitisation.

� Assess the implementation of revised cybersecurity models.

� Evaluate the ability of third-party security providers to adequately address emerging cybersecurity risks.

How we manage risk: page 44 of the 2019 Annual Integrated Report.


Remuneration committee

AttendanceChair: APH Jammine¹ 2/2Member: T Brewer 2/2Member: N Weltman 2/2By invitation: RH Friedland

1. Retired with effect 30 September 2019.

Key responsibilities � Provides the context for the remuneration policy and decisions.

� Sets the remuneration policy, including the ESG content and implementation.

� Determines the remuneration of non-executive and executive directors, prescribed officers and senior executives, as well as all other employees.

Key activities in 2019 � Reviewed the key performance indicators used to evaluate the performance of executive directors, prescribed officers and

senior executives. Key performance indicators include financial targets and targets relating to disruptive innovation, transformation of society, consistency of care, organic growth and integration of services.

� Benchmarked non-executive director remuneration against comparator group of companies listed on the JSE and quartile benchmarks assisted by PwC.

� Engaged with shareholders on best practice remuneration and updated the remuneration policy to include malus and clawback provisions in line with stakeholder recommendations.

� Refined and enhanced the short-term incentive target disclosure (refer to pages 166 and 167 of the remuneration report) and approved a new long-term incentive plan (page 164 of the remuneration report), which also comprises forfeitable shares, for implementation in 2020.

� Approved annual salary increase criteria and incentive payments, as well as directors’ fees.

� Approved the King IV-aligned remuneration report in the integrated report.

Key outcomeAn updated remuneration policy to be presented for separate non-binding advisory votes from shareholders at the AGM to be held on 31 January 2020.

Key objective for 2020 � Ongoing engagement with shareholders and other stakeholders on our remuneration policy and practices.

Remuneration report: page 156 of the 2019 Annual Integrated Report.

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Social and ethics committee

AttendanceChair: KD Moroka 2/2Member: T Brewer 2/2Member: RH Friedland 2/2Member: MJ Kuscus 2/2

Key responsibilities � Oversees plans to embed an ethical culture and the appropriate management of organisational ethics, including ethics within

the supply chain and outsourced relationships.

� Oversees legislative compliance, social and economic development, environmental sustainability and good corporate citizenship.

� Reviews the progress of environmental sustainability projects.

� Reviews the governance of non-profit organisations affiliated to Netcare, including the Netcare Foundation.

Key activities in 2019 � Reviewed the Group’s B-BBEE plans and scorecard, with a heightened focus on black ownership, diversity at executive and

senior levels, and enterprise and supplier development opportunities. The committee also oversaw the implementation of the share ownership scheme.

� Reviewed Netcare’s participation in various internationally accredited ESG indices.

� Oversaw the appropriate management of ethics awareness, including the roll out of the Group-wide ethics survey.

� Reviewed progress on the Group’s environmental sustainability projects based on an integrated approach, including the underlying business case.

Key outcomesThere were no material incidents of non-compliance with regulatory obligations, and the committee is satisfied with the Group’s compliance programmes and processes. The Group improved its B-BBEE rating and performed well in all ESG indices as evidenced by our results on pages 22 and 23 of this report.

Key objectives for 2020 � Keep abreast of regulatory changes.

� Oversee the implementation of an ethical management programme, which includes ethics training, employee screening, addressing failures and misconduct, ethics surveys and policies.

� Continue to focus on ESG matters within the committee’s mandate.

Society and environmental sustainability: page 86 and 114 respectively of the 2019 Annual Integrated Report.


Consistency of care committee

AttendanceChair: MJ Kuscus 2/2Member: B Bulo 2/2Member: RH Friedland 2/2Member: N Weltman 2/2

Key responsibilities � Oversees the implementation of the consistency of care strategy.

� Reviews quality management systems and monitors clinical governance and performance against quality measures that support safe, high-quality, person-centred health and care.

� Identifies clinical risks that could impact quality outcomes.

� Monitors patient experience.

Key activities in 2019 � Reviewed the following:

– Systems to enhance measurable improvements in quality outcomes.

– Strategic initiatives implemented to support focused engagement with doctors, healthcare practitioners and funders, improve patient experience, drive person-centred health and care and close inefficiency gaps.

� Oversaw the process of preparing clinical quality data for publication.

� Assessed Akeso Clinics’ quality management systems.

� Oversaw initiatives to develop Netcare’s value-based care and contracting capability, and establish a clinical decision support culture and system.

� Monitored healthcare practitioner conduct to ensure strict adherence to professional ethics and Netcare’s values and behaviours.

Key outcomeMaintained Group ISO 9001:2015 certification (excluding Akeso Clinics).

Key objective for 2020 � Oversee the design and implementation of a quality management system for Akeso clinics to achieve ISO 9001: 2015

accreditation.

� Oversee the realisation of consistency of care strategy, which is digitally enabled and data driven across all service platforms and creates value for patients by ensuring the delivery of excellent clinical outcomes and the best experience at the most efficient cost.

Our patients, physician partnerships and funders: page 70, 84 and 85 respectively 2019 Annual Integrated Report.

Access to information and professional adviceBoard directors have unrestricted access to all Group information, records, documents and property. Information is distributed in a timely manner prior to Board meetings, to enable directors to adequately prepare and apply their minds. Directors are entitled, at the Group’s expense, to seek professional advice regarding the affairs of the Group. This can be procured independently or co-ordinated through the Company Secretary.

Conflict of interestDirectors are required to declare any personal financial interests that pose a conflict of interest through a formal disclosure process that takes place on a periodic basis and is a standing agenda item at every Board meeting. Where conflicts of interest may exist, directors are requested to recuse themselves from meetings. The directors’ share dealing policy also requires a declaration of interests. This is strictly applied and maintained.

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Company secretary All directors have access to the advice and services of the Company Secretary, Ms L Bagwandeen, who acts as a conduit between the Netcare Board and the Group. The Company Secretary is responsible for the flow of information to the Board and its governance committees, and for ensuring compliance with Board procedures. In addition to various statutory functions, and while maintaining an arm’s length relationship with the Board, the Company Secretary also provides:

� Individual directors and the Board as a whole with guidance on their duties, responsibilities and powers as set out in Section 88 of the Companies Act.

� The Board with the requisite advice on issues of law, governance and related matters, including the impact of legislative and regulatory developments.

In its annual evaluation, the Nomination Committee specifically focused on the objective nature of the role of the Company Secretary, confirming that she has no affiliation or association to any single Board member, holds no directorship and provides independent advice to the Board as a whole. The evaluation found that the Company Secretary is suitably qualified, experienced, and fit and proper to perform the function of Company Secretary and that an arm’s length relationship with the Board is maintained.

Operating committees Our operating committees support the governance committees and the Executive Committee.

Executive committee Finance and investment committee

PurposeResponsible for leading the implementation and execution of Netcare’s strategy, policies and operational planning as well as shaping the Group’s philosophies and practices.

PurposeEnsures that capital expenditure is managed within budgeted targets and allocated to achieve the most appropriate returns.

Key activities in 2019 � Reviewed divisional and operational performance at each

monthly meeting.

� Monitored the digitisation strategy and associated implementations.

� Oversaw the implementation of the share ownership scheme.

Key activities in 2019 � Ensured capital expenditure met defined hurdles and

financial requirements.

� Reviewed adherence to the Group’s transactions approval framework.

� Reviewed currency and interest rate risk.

� Approved various capital and investment projects.

� Monitored treasury protocols.

� Conducted post-implementation reviews on key projects.

Combined assurance committee Working capital committee

Purpose

Co-ordinates a framework of protocols and persons to provide assurance on top business risks.

Purpose Monitors and reviews working capital requirements.

Key activities in 2019 � Continued to drive and monitor the five levels of assurance

matrix.

� Reported on matters of significance, including high-risk issues and whether the level of assurance provided is suitable.

Key activities in 2019 � Oversaw working capital targets for 2019.

� Interacted with the Commissioner of Compensation for Occupational Injuries and Diseases to retain the focus on improved payment timeframes for approved claims.

� Implemented a framework to improve accounts, debt collection, quality of work and billing management for hospital sites, reduce risks for the Group, and to minimise medical aid rejections.


Operational transformation committee Sustainability committee

PurposeMonitors the implementation of the Group’s transformation strategies.

PurposeResponsible for the sustainability strategy and managing key environmental issues, including energy and water efficiency.

Key activities in 2019 � Reviewed progress against the requirements of the dti

Codes¹ and Netcare’s five-year employment equity plan to 2020.

� Liaised with relevant stakeholders on B-BBEE targets.

� Oversaw the implementation of the share ownership scheme.

� Monitored changes in B-BBEE legislation.

Key activities in 2019 � Oversaw the implementation of various projects, including

projects related to energy, water efficiency and waste management.

� Monitored the day-to-day operation of existing environmental projects.

� Collated environmental data.

� Oversaw the Group’s sustainability reporting.

It steering committee Compliance committee

PurposeManages IT risk and provides strategic and governance direction for IT across the business.

PurposeMonitors the legislative landscape and assesses the potential impact of new laws and regulations on the Group.

Key activities in 2019 � Assessed the Group’s control environments in relation to

privacy and information security.

� Made recommendations and decisions regarding IT priorities, including funding and cybersecurity.

� Oversaw the implementation of strategic and continuous business improvement projects.

� Rolled out employee awareness campaigns on IT security.

Key activities in 2019 � Reviewed new legislation and assessed the level of internal

awareness of, and compliance to, existing legislation.

� Rolled out Group-wide compliance training, including on POPIA.

Tariff committee Procurement committee

PurposeProvides direction on negotiations with funders.

PurposeEnhances procurement processes and reviews the supplier base, including ethics in the supply chain.

Key activities in 2019 � Engaged with funders on our digitisation strategy, quality

outcomes programmes and service offerings (transitionary intensive care, supportive care and cancer navigation) to raise their awareness around our key strategic initiatives.

Key activities in 2019 � Evaluated tenders to enhance overall competitiveness,

quality and conformity to specified requirements.

� Continued to negotiate preferential pricing aligned with bulk purchasing.

� Provided input into the enterprise and supplier development initiatives.

1. Department of Trade and Industry’s Codes of Good Practice for B-BBEE.

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Compliance

Governance principlesThe Quadruple Aim cuts across all our business activities from the governance and management systems that ensure oversight, control and delivery against strategy as well as compliance with the extensive legislation and regulations we are subject to as a South African healthcare provider. It provides a solid foundation for our commitment to the principles of good corporate governance recommended by King IV and set out in the JSE Listings Requirements. We also consider the United Nation’s (UN) Universal Declaration of Human Rights, the principles of the International Labour Organization and other voluntary codes, including the principles of the UN Global Compact, of which we are a member, as part of our commitment to good corporate citizenship.

Companies are under increasing pressure to declare a social purpose and understand their place in society. Corporate leaders are increasingly expected to focus more on the social and environmental needs of the stakeholders a company serves, supported by enhanced corporate governance oversight. This is also the key focus behind the proposed changes to the JSE Listings Requirements, which come into effect in December 2019. We are confident that Netcare complies with these amendments.

The Social and Ethics Committee assists the Board in setting the tone for an ethical organisational culture and overseeing our commitment to social and economic development, fair labour practices, environmental responsibility and good corporate citizenship.

Regulatory complianceAll Group service platforms, business units, operational and administrative business areas and subsidiaries are required to comply with all applicable legislation and regulations. Each area conducts an annual governance, compliance, legislative and contractual risk review, and evaluates the regulatory environment impacting the Group and the healthcare sector.

The Board as well as the Social and Ethics Committee is kept informed of regulatory changes as well as changes to non-binding standards, codes and relevant sector developments that could potentially affect the Group and its operations. Adherence to non-binding rules is considered an integral part of doing business. The Board and governance committee are also regularly updated on the Group’s underlying policies and processes to govern compliance.

Compliance risk is monitored by the Risk Committee and managed through the compliance framework and compliance reviews. The Compliance Committee and the compliance function monitor the legislative landscape on an ongoing basis and assess the potential impact of new laws and regulations on the Group. Changes required are delegated to management and must be achieved within defined timelines.

We use a risk-based approach to review the Group’s policies.

Litigation and legalThe Company Secretary, who is also the General Counsel, is responsible for overseeing the Group legal function. Although the outcomes of legal proceedings, claims and actions instituted against the Group cannot be predicted, the Group is suitably resourced to manage this process. Detailed legal reports are provided to the Risk Committee and the Chair of the Risk Committee reports to the Netcare Board on any material legal matters.

The Group’s insurance policy insures directors against liabilities they may incur in carrying out their duties.


Ethics We are committed to high moral, ethical and legal standards, and support the code, principles and values of the Health Professions Council of South Africa (HPCSA). All employees are expected to fulfil this commitment, including our policy of fair dealing and integrity when conducting Netcare’s business. Our values, policies and Code of Ethics provide a governing framework for ethical leadership and behaviour, which is further supported by a human rights awareness programme that forms part of our induction programme.

Netcare’s Code of Ethics guides the interaction between the Group and its stakeholders, including its partners and suppliers in the healthcare value chain. It articulates the Group’s policy regarding conflicts of interest, gifts, confidentiality, fair dealings and the protection and appropriate use of Netcare’s assets. Employees are required to disclose any potential conflicts of interest, as well as any gifts or invitations by a supplier or third party. A number of initiatives are used to entrench the code’s principles and ensure that it is consistently applied within the Group, including training interventions, awareness campaigns and an annual survey.

Managing unethical behaviourWe take a zero-tolerance approach to theft, fraud and corruption, as well as discrimination and racism.

Group Forensics investigates all reported incidents of theft, fraud and corruption and all confirmed cases are reported to the South African Police Services and, where appropriate, to the applicable registered bodies such as the HPCSA. Civil recoveries are pursued by prejudiced business units where financially appropriate.

Employees receive regular communication on recent fraud trends and the nature of matters investigated by Group Forensics.

A number of mechanisms are in place for stakeholders to report irregularities such as alleged theft, or fraudulent, corrupt or unethical behaviour, including unethical medical behaviour. Group Forensics can be contacted by telephone, email or meeting request, and the Fraud and Ethics Hotline is available to stakeholders wanting to protect their anonymity. These mechanisms are available to all Netcare employees and to the public, including suppliers and patients.

An anonymous toll-free line (SHOUT) allows employees to report alleged or perceived discriminatory or racist action or behaviour. The service is delivered in partnership with Independent Counselling and Advisory Services (ICAS), which operates a confidential call centre.

Every incident reported through these mechanisms is investigated. Reports of alleged theft, fraud or unethical behaviour are logged in the defalcation register and reported to management every second month. A summary of the defalcation register, fraud trends and material incidents are provided to the Audit, Risk, Consistency of Care and Social and Ethics committees.

Fraud and ethics reporting 2019 2018 2017

Incidents of alleged fraud and irregularities 208 236 309

Incidents of alleged unethical medical behaviour – 2 3

Total incidents of alleged misconduct 208 238 312

Incidents investigated and closed1 191 223 278

Incidents reported through the fraud and ethics hotline2 30 30 60

1. Open cases are still under investigation.2. The balance of incidents were reported through other mechanisms such as direct engagement or email.

The Fraud and Ethics Hotline facilitates anonymous reports of unethical behaviour.

0680FRAUD1 (0860 372 831)If anonymity is not a concern, reports can be made to:

[email protected] line to report incidents of discrimination:

0800 611 036

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Share dealings The directors’ dealing policy governs directors’ dealings in Netcare shares and is supplemented with additional guidance on how to manage price sensitive information and the appropriate cautionary conduct required during a closed period. All directors, prescribed officers, directors of major subsidiaries and company secretaries must receive written approval from the Board Chair prior to buying or selling Netcare shares. Directors’ share dealings are disclosed to the Issuer Regulation Division of the JSE and communicated through its electronic news service.

The Group operates a closed period policy in line with the JSE Listings Requirements. During closed periods, directors, officers and directors of major subsidiaries and associates (as defined by the JSE Listings Requirements) are prohibited from dealing in Netcare shares. Parties who may have access to confidential or price-sensitive information are cautioned against the possibility of insider trading during these periods.

Stakeholder inclusion Our stakeholder engagement strategy focuses on the specifically identified stakeholder groups most likely to have an impact on our ability to deliver on our strategic priorities. It ensures a comprehensive stakeholder inclusive approach aligned to King IV’s stakeholder inclusivity principle and recommended practices. Our engagement methods vary depending on the different needs of each stakeholder group and can range from a single event to engage on a specific issue to complaint management processes and ongoing dialogue with employees, the Department of Health and government, to mention a few.

During the year, an independent consultant evaluated our engagement model, finding that most of our engagement methods are robust with a need for more proactive, regular and transparent engagement with the media identified as an area for improvement.

Based on this review, we are evaluating our stakeholder management model to ensure stakeholder concerns are appropriately escalated and addressed.

The digital strategy will redefine the way we engage with our patients as well as doctors and funders. Engagement around the implementation of the CareOn pilot (EMR system in the Hospital division) has been extensive, and included country-wide focus groups, pre-readiness assessments, change management interventions for employees, a head office training laboratory, branding, country-wide doctor roadshows, Digital Advisory Board for doctors contributing to the design of the system and quarterly employee newsletters. In another initiative, the personalised clinical information tool has improved our engagement with doctors and funders, particularly on achieving cost savings and closing any inefficiency gaps.

We maintain constructive relationships with trade unions characterised by open and proactive engagement throughout the year. Engagement with government, regulators and society improved during the year, as evidenced by the disclosure on page •• of the 2019 Annual Integrated Report, and with investors who approved our last remuneration policy.

We continue to use a decentralised stakeholder engagement model, with relationship owners within Netcare held responsible for ensuring that their engagement with stakeholders is appropriate, frequent enough and aligned to our strategic priorities.

Detailed communication reports inclusive of social media statistics are tabled monthly at Executive Committee meetings and include peer analysis and issues of strategic concern.

Sustainability The Group’s governance standards and social and environmental performance are independently assessed and benchmarked annually.

Our direct impact on the environment is limited and we focus on minimising our carbon footprint, and enhancing our energy and water efficiency, recycling and control of waste. Our environmental policy and management plan comprise defined action plans and targets. We are a signatory to the Paris Agreement within the UN Framework Convention on Climate Change.


Assurance and verificationThe Global Carbon Exchange SA Proprietary Limited independently assured selected environmental indicators. The verification, at a limited level of assurance, was performed in accordance with the principles of the WBCSD/WRI GHG Protocol Corporate Accounting Standard, 2nd Edition, 2004, and with ISO 14064-3 (2006).

Our B-BBEE scorecard was independently evaluated and verified by Empowerdex.

CDP Scored a B for both climate change and water in the 2018 CDP, the latest survey undertaken (2017 survey: B for both climate change and water).

FTSE Russell (SA)Included in the FTSE/JSE Top 30 Responsible Investment Index.

Totalscore

2019 score

2018score

Environmental 5 3.5 5.0Social 5 4.3 3.5Governance 5 5.0 5.0Overall ESG rating 5 4.3 4.4

Note: our environmental score declined due to the change in methodology used to assess water consumption.

Revised dti Code scorecard (SA)Achieved a Level 4 B-BBEE rating (2018: Level 5).

Dow Jones Sustainability (Global)

Included in the Dow Jones Emerging Markets Index for the sixth consecutive year, achieving a score of 82% (2018: 81%).

MSCI ESG Research Inc. (Global)Achieved a ‘AA’ rating, the second highest awarded by MSCI ESG, marking us as a leader in our sector.

Rated ‘AA’ on a six-point scale (AAA-CCC) (2018: AA).

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Sustainalytics (Global)

Overall score 74%

– Relative position (leader) 6/123

– Percentile (leader) 95th

Environment (out-performer) 82%

Social (out-performer) 63%

Governance (out-performer) 83%

Association of Energy Engineers (USA)

Netcare won the Sub-Saharan Africa Region Corporate Energy Management Award.


Accountability and control

Going concernThe annual financial statements are based on appropriate accounting policies and the external auditors independently examine them in accordance with International Standards on Auditing. The Group’s annual financial statements have been prepared on a going concern basis.

Board opinion: page 9 of this report.

Accounting policies used to prepare the annual financial statements and directors’ responsibility and approval can be found in the full annual financial statements.

Internal control and internal auditThe Board is responsible for ensuring that an appropriate system of internal controls is maintained to provide reasonable assurance that:

� Netcare’s assets are appropriately safeguarded and managed.

� Losses arising from fraud and/or other illegal acts are minimised.

� Accounting records, financial statements and operating information are accurate, complete and fairly presented.

The Board delegates these responsibilities to the Audit Committee and Group Internal Audit assists the committee by fulfilling an assurance and consulting function, and providing independent and objective assurance over Netcare’s systems of internal controls. The Audit Committee annually approves both the Group Internal Audit Charter (which aligns to the recommendations of King IV and the International Standards for the Professional Practice of Internal Auditing as determined by the Institute of Internal Auditors (IIA Standards)) and the risk-based audit plan. The Chair of the Audit Committee meets regularly in separate sessions with management, external audit and Group Internal Audit.

Group Internal Audit conducts independent financial, IT and operational process and control effectiveness reviews using a systematic and disciplined approach, supported by a data analytics tool. In addition to highlighting process improvements, Group Internal Audit’s activities provide assurance to Netcare’s stakeholders that the organisation operates in a responsible manner.

Group Internal Audit’s day-to-day activities include:

� Evaluating risk management, control and governance processes.

� Objectively assessing the design of the internal control framework.

� Systematically analysing and evaluating business processes and the effectiveness of key internal controls.

� Investigating instances of fraud, corruption, unethical behaviour and irregularities, as well as providing pertinent information on these issues to the Group.

� Effectively co-ordinating the combined assurance function which streamlines the activities of various assurance providers without compromising the level of assurance attained.

To ensure that Group Internal Audit remains independent and sufficiently objective, and meets its responsibilities, the Head of Group Internal Audit reports functionally to the Audit Committee’s Chair and administratively to the Group CFO. The Head of Group Internal Audit has unrestricted access to all company records and employees, including the Group CEO, the Board Chair and the Chair and members of the Audit Committee.

The Group Internal Audit team is appropriately qualified and experienced with team members holding a Bachelor of Commerce, as a minimum qualification, and signed off SAICA articles. All team members sign the Code of Ethics Declaration (based on the IIA standards) on an annual basis.

27

2019 performance � Presented the results of the audit reviews to the Board, Audit Committee and senior management.

� Kept the Board and Audit Committee updated on the adequacy of the department’s resources.

� Reported to the Audit Committee on the quality assurance and improvement programme and the critical success factors used to monitor its performance.

� Provided either assurance or consulting services in various areas of the business in line with management requests, and authorised by the Audit Committee’s Chair and the Group CFO.

� Regularly reported to divisional Internal Audit committees and the Audit Committee on the progress of agreed remedial actions implemented to support and maintain a sound control environment.

� Continued to drive digitisation, with seven of the intended 13 modules already implemented in pursuit of our goal of automating 40% of manual audit procedures by 2021.

� Continued to consult with management on issues including the roll out of CareOn.

3%

10%3%

16%

44%

3%

Cancer Care Hospital and pharmacy Primary Care Netcare 911 Centralised services IT Consulting activities Non audit plan activities Akeso Clinics

Audit hours

18%

1%

2%

Group Internal Audit conclusions for 2019 as submitted to the Audit Committee � Nothing has come to the attention of Group Internal Audit to suggest that the organisation’s system of internal financial controls

does not form a sound basis for the preparation of reliable financial statements.

� Nothing qualitatively or quantitatively material has come to the attention of Group Internal Audit to suggest that Netcare’s governance, risk management and control processes are not effective.

Audit committee report in the annual financial statements.

Independent quality reviewIn line with the requirements of the IIA Standards, Group Internal Audit undergoes an independent quality review at least every five years. As assessment was undertaken in 2019 by a globally recognised external audit firm. The finding confirmed that Netcare’s internal audit function ‘generally conforms’ to the IIA Standards (the highest level of compliance). The assessment report indicated that Netcare has a professional internal audit function which achieved an ‘established’ maturity rating and is regarded as a trusted advisor to the business. The next independent quality review is planned for 2024.


Combined assurance Our five levels of assurance model, underpinned by the governance and delegation of authority framework and aligned to King IV, is designed to effectively address the organisation’s key risks and material matters through a combination of the following assurance service providers and functions appropriate for the organisation:

� First line: assurance provided to the Board by the governance committees.

� Second line: executive management, which is responsible for acting timeously on significant escalated issues.

� Third line: specialist functions that facilitate and oversee risk management and compliance.

� Fourth line: internal auditors, internal forensic fraud examiners and statutory actuaries.

� Fifth line: independent external assurance service providers, including external auditors.

How we manage risk: page 44 in the 2019 Annual Integrated Report.

External auditDeloitte & Touche are Netcare’s external auditors.

Governance of ITIT plays a critical role in achieving the Group’s strategy and managing its risks. The Board, together with the Audit and Risk committees, oversee the governance of IT and are supported by the following IT governance structures:

� IT Steering Committee: provides strategic and governance direction for IT across the business and reviews IT risk and opportunity management. It is responsible for decisions regarding IT priorities, including funding and security requirements.

� COBIT framework: provides a governance and management foundation for IT-related decisions and investments.

� IT department headed by a Chief Information Officer (CIO): the CIO is responsible for the IT governance strategy, which includes defining the information architecture, acquiring the necessary hardware and software to execute the Group’s strategy, managing projects, data security, ensuring continuous service and monitoring the performance of IT systems.

� POPIA Steering Committee: oversees the Group’s initiatives to ensure compliance with legislative requirements when POPIA becomes fully effective.

full corporate governance report · 04 Netcare Limited Online Reports 2019 Governance report Our integrated application of the King Report on Corporate Governance for South Africa’s

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