SUSTAINABILITY OF THE HOSPITAL
Culture with Soul
Social Responsibility and Legitimacy
In turn, being a university hospital allows it to promote and strengthen models of innovation, training and research. Aware of the transforming nature of education in an emerging society, the transmission of knowledge and the generation of research spaces are fundamental since, through them, it is committed to the construction of environments that add social value to stakeholders.
The social projection of the Hospital is evidenced in its commitment to be an open-door institution, which seeks to intervene socially in vulnerable communities with local, regional and national emphasis, through the intervention of training programs in integral health issues, which contribute to the improvement of the health level of different sectors of society, reducing gaps at the socio-cultural level.
This chapter will address the results of the management of some of the programs, projects and strategies that reflect the care and commitment of the Hospital from the social component of sustainability.
Principle 1: Businesses should support and respect the protection of universally recognized human rights within their sphere of influence.
Principle 2: Businesses should make sure that they are not complicit in human rights abuses.
Principle 3: Businesses should respect the freedom of association and the effective recognition of the right to collective bargaining.
Principle 4: Businesses should support the elimination of all forms of forced and compulsory labor.
Principle 5: Businesses should support the effective abolition of child labor.
Principle 6: Businesses should support the abolition of discrimination in respect of employment and occupation.
Principle 7: Businesses should support a precautionary approach to environmental challenges.
Principle 8: Businesses should encourage initiatives that promote greater environmental responsibility.
Principle 9: Businesses should encourage the development and diffusion of environmentally friendly technologies.
2.1
KNOWLEDGE
AND INNOVATION
The strategic area of Knowledge and Innovation of the Pablo Tobón Uribe Hospital has the purpose of learning, researching, innovating, generating and transmitting knowledge in health. From the Teaching Department, the Hospital leads the articulated work with Higher Education Institutions at national and international level. It also has a Teaching Policy, which establishes the rules and procedures for the development of training practices, in order to contribute to the comprehensive training of students and ensure the safe care of patients.
One of the cross-cutting objectives of the strategic area is the promotion of scientific production and publication through research and articles in indexed journals at national and international level, for which the Research Department is responsible for the coordination of the different types of research that are developed within the Hospital as its own, shared and funded research.
KNOWLEDGE MANAGEMENT IN THE HOSPITAL
It is the process that allows the systematic articulation of human and technical knowledge relevant to the development of organizational capabilities, in order to generate and share value with its stakeholders within the framework of its strategic direction.
The Hospital's Knowledge Management model focuses on the human being represented in patients, families, companions, collaborators, students, suppliers of delegated goods and services and the community in general; seeking the generation of value for stakeholders, sustainability and organizational learning through the identification, acquisition, transformation, application and transfer of knowledge.
Ángela María Arias Arango
Chief of Education Paramedical Division - HPTU
WE ENCOURAGE SCIENTIFIC PRODUCTION AND PUBLICATION THROUGH RESEARCH AND ARTICLES IN NATIONAL AND INTERNATIONAL INDEXED JOURNALS.
LINES OF KNOWLEDGE MANAGEMENT
01
Line of research
Its purpose is to generate knowledge in the care and management of high complexity health services, which impacts on the quality of life of patients and position the Hospital as a reference in high quality research at national and international level. It is developed through the design, promotion and support of clinical and basic research processes within the organization, the establishment of strategic alliances with universities and research centers, as well as the search for funding sources under the highest ethical and regulatory standards.
02
Education line
Its purpose is to develop training processes of human talent in the health area, with the highest technical and human quality standards, contributing to the development of qualified professionals with solid ethical and scientific principles at the service of the community and being part of the commitment of the University Hospital.
This line is developed through the establishment and administration of teaching-service agreements with higher education institutions, the planning and supervision of rotations and internships of human talent in training and the design and execution of curricular programs under active learning methodologies; consistent with scientific development, high complexity and the philosophy of the Hospital.
03
Training line
Its objective is to develop and enhance the competencies, suitability and superior performance of the collaborators; in order to ensure the continuity of knowledge and the sustainability of the Hospital. It is carried out through the detection, planning, design, execution and follow-up of the training actions required by the collaborators of the Hospital and delegated service companies, implementing active learning methodologies to facilitate the acquisition and development of competencies according to the assigned responsibilities.
04
Innovation line
Its purpose is to create value and develop organizational capabilities to innovate in products, services and processes in the pursuit of excellence and sustainability of the Hospital. This line is developed by identifying opportunities, strengthening the culture of innovation, establishing strategic alliances, seeking funding sources, structuring projects, developing technological surveillance, leading the process of obtaining patents and immersing the organization in national and international innovation ecosystems.
05
Extension line
Its objective is to establish and develop channels to share organizational knowledge with the community and strengthen the Hospital's learning from the interaction with its environment, in order to develop reciprocal capabilities to improve the quality of life in society. This line is developed through the formalization of links with the community and cooperation networks, the offer of knowledge to patients, relatives, caregivers, health professionals and the general public, and the execution of social responsibility activities.
John Fredy Nieto Rios
Internist Physician Nephrologist - HPTU
KNOWLEDGE MANAGEMENT MODEL
THE HOSPITAL AND ITS COMMITMENT TO HIGHER EDUCATION
The Education Department is responsible for planning, coordinating and supervising the process of training internships for students in the health area at the Hospital, in order to transmit knowledge to the staff in training to ensure safe patient care and academic excellence of the students by promoting the teaching culture and knowledge management in health.
During 2024, the following people attended the event
422
medical interns in
843 rotations
575
residents from different
medical specialties
1.617
rotations in 51
areas of the Hospital
During this same period, the Hospital had the presence of students from professions such as nursing, surgical instrumentation, pharmaceutical chemistry, pharmacy management, business administration, nutrition and dietetics, among others, who carried out their academic internships within the institution through a teaching-service agreement*.
Dr. Sebastian Betancur and EIA University students - HPTU
[Theteaching-service agreement refers to a functional link established between educational institutions and other organizations for the purpose of training human talent in health or between educational institutions when at least one of them has health practice scenarios. This link is based on a long-term academic, administrative and research planning process, agreed upon by the parties to the teaching-service relationship.
Educational institutions with which the Hospital had a teaching-service agreement during 2024:
- EIA University
- Pablo Tobón Uribe Institute of Education
- University of Antioquia
- Pontificia Bolivariana University
- San Martín University Foundation
- CES University
- Catholic University of Manizales
- Colegio Mayor de Antioquia
- Universidad del Norte
- Pontificia Javeriana University (Cali)
- Rosario University
- University of Los Andes
- University of Caldas
- University of Sinú
- Colombia Adventist University
- ECOSESA
- University of Quindío
- SENA
- Uniminuto
HOSPITAL ROTATIONS
During 2024, the Hospital received 55 interns from 16 different countries, including El Salvador, Argentina, Peru, Mexico, Germany, Brazil, Dominican Republic, Paraguay, Ecuador, England, Scotland, Spain, Panama, France, Venezuela and the Netherlands, who participated in 87 rotations.
In turn,
the Department of
Education
received
15
views and
references
in order to improve the teaching-service practices of the visiting institutions, among which are: Colegio Cumbres, Colegio Montessori, Colegio Marymount, Colegio Benedictinos, Clínica El Rosario. Universidad del Norte, RP Médicas, Comfamiliar Risaralda, Universidad Nacional, Universidad del Quindío and Universidad Pontificia Bolivariana.
Dr. Edwin de Jesús De la Peña Arrieta
Resident - HPTU
LEVEL OF EXPERIENCE
During 2024, a survey was conducted among 1,908 students focused on the level of satisfaction. 1,908 students focused on their level of satisfaction, in which the Hospital obtained a rating of
97%
of satisfaction
with the Hospital
88%
satisfaction
with our teachers
99%
of satisfaction
by the universities
universities
This type of measurement contributes to the continuous improvement of processes with the objective of adding social value in activities involving training and education for human talent in health.
Some of the Hospital's teachers were highlighted for their excellent performance during the year:
Clara Maria Arango
Internist and endocrinologist
Luz Angela Angarita
Physician Head of Research Department
Juan Fernando Arango
Clinical hemato-oncologist
Diana Marcela Alvarez
Internist Physician
Carolina Baquero
Physician specializing in genetics
Juan Miguel Arias
Anesthesiologist Intensive Care Specialist
David Ricardo Baquero
Coloproctologist and Surgeon
Ana María Bedoya
Laboratory Physician
MEDICINE PROGRAM: ALLIANCE HOSPITAL PABLO TOBÓN URIBE - EIA UNIVERSITY
For six years, the Pablo Tobón Uribe Hospital and Universidad EIA have had the Medicine Program, which seeks to provide students with a humanistic and ethical training in medical practice. In 2024, 757 students were studying undergraduate medicine, distributed as follows:
EIA Medical Students - HPTU
-
TOTAL STUDENTS 757
-
IN 2024, AS A RESULT OF THE ALLIANCE BETWEEN THE HOSPITAL AND THE EIA UNIVERSITY, THE FIRST COHORT OF THE UROLOGY SPECIALIZATION PROGRAM BEGAN, AND THE SPECIALIZATION PROGRAMS IN GENERAL SURGERY, NEUROSURGERY, INTERNAL MEDICINE, AND THE UNDERGRADUATE PROGRAM IN NUTRITION AND DIETETICS WERE APPROVED.
PABLO TOBÓN URIBE EDUCATION INSTITUTE
In line with its commitment to education and training, the Hospital has the Pablo Tobón Uribe Education Institute, which offers technical-labor education in auxiliary nursing to young people from Medellín and different departments nationwide who wish to train in this area.
During 2024, the Institute had 115 students from different municipalities of Antioquia such as Betania, Liborina, Rionegro, Yarumal, Caramanta, San Pedro, Apartadó and Segovia, as well as from other departments such as Guaviare, Guajira, Sucre, Risaralda, Córdoba and Caldas.
During this period, 68 students received financial support for the payment of their education, through apprenticeship contracts financed by the Hospital, individuals and foundations such as: Fundación Fraternidad Medellín, Fundación Julio Ernesto Urrea, Fundación Santiago Mejia Herrera, Corporación San Blass and Fundación GlobalGiving (international).
Nurse Viviana Duque Zapata -
Teacher - Pablo Tobón Uribe Institute of Education
and Students - HPTU
DURING THE SAME YEAR, THE INSTITUTE CERTIFIED 65 STUDENTS, OF WHICH 75% WERE LINKED TO THE PABLO TOBÓN URIBE HOSPITAL TO BEGIN THE WORK PROCESS,
75% WERE LINKED TO THE PABLO TOBÓN URIBE HOSPITAL TO BEGIN THEIR WORK PROCESS THERE.
HOSPITAL SIMULATION CENTER
This space, located in the Hospital's facilities, aims to centralize the practice of simulation within a hospital environment, promoting the development of skills and continuing education in the training of employees, trainees from different disciplines, patients, caregivers and other members of the external community.
During 2024,
were carried out
571
events
training events
such as courses, diploma courses, workshops
updates and internships;
with a total of
6.882
participants
This space continues to grow,
currently has
97
equipment
for low, medium and high fidelity
medium and high fidelity.
Among the equipment acquired in 2024 is the Newborn TORY® S2210 GAUMARD simulator, which offers real physical and physiological attributes, wireless mobility and ease of use; designed to simulate real clinical cases in all phases of neonatal care. It also features a female pelvis with accessories, delivery pelvis, male pelvis with accessories, a Victoria® Model: S2200 GAUMARD delivery simulator and a visual cervical dilatation board.
Hospital Simulation Center - HPTU
INNOVATION AND TECHNOLOGY
The Pablo Tobón Uribe Hospital and EIA University created the EIA-HPTU Innovation and Development Laboratory. This laboratory represents a comprehensive strategy to address social, environmental, engineering and health issues that directly impact the quality of life of people. It also encourages the active participation of students, professors and researchers in the conception and execution of projects designed to address specific challenges in the field of health.
Some of the innovation and development projects led by this alliance are:
TranscendVR:
Virtual reality application that seeks to reduce anxiety and stress in pediatric patients during hospital procedures.
Development of a wireless signal acquisition and transmission system for patient monitoring:
Innovative system for the identification of physiological signals, cardiac, pulmonary and abdominal sounds, providing greater comfort to patients and reducing wired connections to monitors.
In addition, the Hospital has the MODELAR 3D PRINTING CENTER, in which 3D printing is used as part of the planning of highly complex surgeries to obtain better surgical results, in less time and with a better recovery of the patients.
THE HOSPITAL AND ITS COMMITMENT TO RESEARCH
The Hospital gives a preponderant place to research, both clinical and basic, with the aim of increasing the number of publications indexed at national and international level. For this purpose, it has a Research Department, whose objective is to direct, accompany and support research to generate scientific knowledge.
Research can be developed both within the Hospital (proposed by collaborators) and in alliance with academic institutions, research centers and pharmaceutical companies at national and international level. Each of these must be previously evaluated by the Research and Research Ethics Committee, which takes into account ethical and methodological aspects that must accompany each study.
HOSPITAL PUBLICATIONS 2016-2024
Research Department-HPTU Team
During 2024, the Hospital developed
111
research
in classification Q1 to Q4,
of which
32%
are in the Q1
(top quartile in indexed journals)
according to the JSR index (Scientific Journal Rankings), which evidences the research quality within international standards when creating and publishing scientific content.
During this same period, the Hospital developed 60 research projects in partnership with the pharmaceutical industry, which are still active.
Regarding the support received by interns and residents for the development of research,
137
participated in 71 of them,
of which
21%
were classified in Q1 to Q4, and 21% were classified in Q1 to Q4.
75%
in non-indexed journals.
Likewise, in
39
articles were lead authors and in
32
co-authors.
Currently, the Hospital has two active research groups. The first is Clinical Research HPTU classified in category A1 by Colciencias and the second, GIMIEM (Internal Medicine and Medical Specialties Research Group), which arose as an initiative of the Hospital's internal medicine group.
In terms of the overall satisfaction of patients who participated in clinical trials, the Hospital obtained a result of
96%
by 2024.
2.2
CULTURE WITH SOUL
Culture with Soul is a strategic area of the Hospital through which it seeks to provide a compassionate service; consolidate a motivated and constantly developing human team. As a permanent challenge, the Hospital seeks to integrate its collaborators to its culture, for which it has strategies aimed at strengthening the organizational climate, managing integral, technical and scientific human development plans, as well as generating spaces that allow the attraction of human talent, its social projection and its family growth.
This chapter will describe the management and conciliation model: Empresa Familiarmente Responsable efr®, through which the Hospital makes visible its practices and policies of balance, diversity, co-responsibility and flexibility vis-à-vis the personal, work and family aspects of its collaborators.
[GRI 401]
Mussatye Elorza Parra
Pediatric Intensivist Physician - HPTU
Gabriel Eduardo Gómez Estrada
Intensivist Pain and Palliative Care Physician - HPTU
CARING FOR THOSE WHO CARE: THE HOSPITAL'S COMMITMENT TO ITS EMPLOYEES
By 2024,
the Hospital's total number of
of the Hospital was
2.968
of which the
76%
were women
and the
24%
men
[GRI 2-7A].
Regarding the place of
place of residence, the
84%
are located in Medellín and
14%
remaining 14% in other municipalities of the
Metropolitan Area
of the Aburrá Valley.
Staff turnover was consolidated at 9% for reasons related to personal issues, the start of academic studies, retirement, entrepreneurship and new projects in other countries.
DISTRIBUTION OF EMPLOYEES BY GENERATION:
1%
Baby boomer
23%
Generation X
55%
Generation Y
21%
Generation Z
Generations at Pablo Tobón Uribe Hospital
Baby Boomers
(1946 - 1964)
Present in our community:
1%
They are highly experienced employees who bring wisdom, discipline and commitment to the team. They value stability, a job well done and a vocation for service.
Generation X
(1965 - 1980)
Present in our community:
23%
Known as the bridge generation. They value work-life balance, are resilient, committed and have lived through the transition between analog and digital.
Generation Y / Millennials
(1981 - 1996)
Present in our community:
55%
They are the generation with the largest presence. They stand out for their ability to adapt, critical thinking and purpose orientation. They seek to grow, contribute and generate positive impact from what they do.
Generation Z
(1997 - 2012)
Present in our community:
21%
Digital natives, creative, empathetic and with a fresh outlook on the world of work. They are curious, value diversity and sustainability, and want their work to be meaningful.
DECENT WORK
From the philosophical and foundational principles of the Hospital, respect for human dignity is fundamental. The Human Management Division is the one who leads the strategies for the protection and care of the Human Rights of its collaborators through different processes such as:
ELECTION:
Process through which we seek to find the person with the appropriate profile to perform in the vacant position, in such a way that allows the achievement of the objectives of their position, their personal and professional development and that contributes to the achievement of the strategic objectives of the Hospital.
EMPLOYMENT RELATIONSHIP:
The purpose of this process is to ensure that the person chosen is hired by the Hospital, following the parameters established by law and by the Hospital, so that both the Hospital and the person acquire certainty about the duties and rights that are adopted as a result of the employment relationship that is contracted.
GENERAL INDUCTION:
A space through which general elements and knowledge are provided to the new employee to facilitate the process of adaptation to the Hospital.
TRAINING:
Its objective is to provide the employee with tools that facilitate the development of skills and abilities to adequately perform the role for which he/she was hired.
TRAINING:
It is the process by means of which the development of human and technical-scientific competencies required to comply with institutional and regulatory requirements is facilitated, through teaching/learning experiences that allow maintaining the suitability and performance of the responsibilities of the positions, by means of different methodologies.
HUMAN DEVELOPMENT:
The purpose of this process is to promote the development of employee competencies in accordance with the needs of the Hospital and the environment through performance assessment, individual and teamwork intervention, identification of potential and talent management, and the promotion of a safe, healthy and sustainable work environment (Climate).
CULTURE WITH SOUL:
Set of beliefs, values and behaviors that the Hospital has adopted over time and that through its two pillars, Excellence and Humanism, give life and maintain the institutional philosophy.
OCCUPATIONAL HEALTH AND SAFETY:
Seeks to protect, promote, preserve and improve the safety, integral health and quality of life of the employees of the Hospital and companies providing delegated and complementary services, in order to prevent occupational accidents, occupational diseases and provide them with a safe and healthy work environment.
TERMINATION OF EMPLOYMENT:
Its purpose is to terminate the employment relationship of an employee with the Hospital. This termination may occur for different reasons: retirement for just cause, retirement by mutual consent or voluntary resignation, expiration of the agreed term, unilateral decision, old age pension, disability and death of the employee.
The Hospital considers of utmost importance the fundamental right to work and under no circumstances participates in or supports forced labor or servitude. In coherence with this, the labor relationship is based on compliance with the guidelines established by Colombian labor legislation.
CONCILIATION MODEL: FAMILY RESPONSIBLE COMPANY efr®.
[GRI 401-2]
Based on the purpose of a Culture with Soul, We care for those who care, the Hospital promotes a balance between personal, family and work life, through conciliation measures that contribute to stability and loyalty in a reliable, safe and healthy work environment that fosters the development and integral wellbeing, as well as the leadership of the collaborators to provide a service with Soul.
The Family-Responsible Company model is oriented towards a new social and labor culture based on flexibility, respect and mutual commitment. This welfare model promotes the reconciliation of family, work and personal life through different dimensions such as: quality in employment, personal and professional development, temporal and spatial flexibility, support for the family of collaborators and equal opportunities.
Isabel Cristina Castillo Vergara
Head of Quality of Life and Communications Section- HPTU
The efr® model has different policies and benefits grouped according to its objectives:
QUALITY
IN EMPLOYMENT
Through this policy, the Hospital intends to contribute to the generation of an optimal work environment, from the human to the structural, in order to guarantee stability and well-being at work. Some of the measures that support the quality of employment are:
- Indefinite term contract
- Balanced food and nutrition
- Recreational and cultural events
- Discount on Hospital services
- Mental health care
- Housing dreams
- Sustainable mobility
- Employee Fund benefits
PERSONAL AND PROFESSIONAL
AND PROFESSIONAL
This policy encourages the integral growth of employees through the following strategies:
- Strengthening development in doing
- Strengthening development in being
- Volunteering with Soul
- Healthy finances
- Growing together
- Recognizing-Being
- Leadership Institute
- Conciliation partner
TEMPORAL AND SPATIAL FLEXIBILITY
AND SPACE
This policy seeks options that allow employees to manage their time and make the workplace more flexible, so that they can perform their work in a culture focused on efficiency. These are some of its strategies:
- Flexispace
- Time Bank
- Trashing day
- Time for you
- Time off for good use of the shift table
FAMILY SUPPORT
OF EMPLOYEES
This policy seeks measures that make it possible for employees to carry out activities outside the Hospital, aimed at family development and support. Some of its strategies are:
- First day of school
- Graduation Day
- Companionship for your pet due to death
- Sharing with my baby
- Dependent care
- Marriage leave
- Health and family
- Becoming moms
- Becoming a parent
- We accompany you
EQUAL OPPORTUNITY
OPPORTUNITIES
This policy seeks to ensure that employees have equal opportunities to access various benefits, such as advanced training, recognition programs and other activities within the Hospital. On the other hand, at the level of employment, it aims to ensure that people enter and are promoted without discrimination of any kind. The measures that make up this policy are:
- Equity and respect for diversity
- Equality for training
- Neutral job offers
- First job
The investment made
by the Hospital in the
conciliation model
by 2024 was
$41.786
million pesos.
In 2024, the following were realized
49
wellness activities, with
564
beneficiary collaborators,
through
1.396
participations.
By 2024, the number of reconciliation measures was increased to 63, with 15 new measures distributed in five groups:
- Special lunches for celebrations
- Transportation of collaborators for special events
- Food vouchers for brigade collaborators
- Comprehensive medical checkup
- Cardiovascular risk prevention strategies
- Tax advice
- Mental health strategies for families of collaborators
- Entrepreneurship support
- Accompanying the labor market insertion of employees' families
The Hospital also works in coordination with the Comfenalco family compensation fund to create recreational spaces and activities that benefit employees and their families. This articulation is framed within the efr® Benefits of the Compensation Fund, which is part of the Quality in Employment policy.
Some of these participations were:
- Map of dreams
- Manifesting recognition and gratitude.
- Relaxation massages
- Cycle of conferences on care and well-being
- Work-life balance
- Personal finance
- Aromatherapy and gemotherapy workshop
Personal Finance Strategies HPTU - BANCOLOMBIA
MEASUREMENT OF ORGANIZATIONAL CLIMATE
[GRI 404-3]
As a Hospital, we remain committed to continue promoting interventions and support to strengthen a positive and satisfactory work environment for employees, understanding that the well-being of each person has a direct impact on the organizational culture and the quality of service provided. Measuring the organizational climate allows us to identify areas for improvement in terms of attracting human talent within the organization. This is done twice a year and the next one will be carried out in 2025.
During 2024, we carried out an effort to promote a healthy organizational climate through the following strategies:
Health Informatics Team Members - HPTU
INDIVIDUAL ACCOMPANIMENTS
Under the 70:20:10 model approach, we offer psycho-educational spaces designed for the development of key competencies that favor performance and well-being in the Hospital. These spaces are open to all employees in order to enhance their professional and personal growth.
In 2024, the following participated
90
partners
GROUP ACCOMPANIMENTS
Theoretical and practical workshops strengthen competencies and coping strategies that promote a positive work environment in work teams.
In 2024
participated
674
partners
PERFORMANCE APPRAISAL
This is an annual process that allows for group and individual evaluation of the performance of the Hospital's collaborators to identify strengths and opportunities and generate self-development plans that allow for continuous improvement.
During 2024
were valued at
2.827
employees
(95%)
TOOL KIT - U WITH SOUL
Easily accessible virtual spaces were designed with resources to strengthen 7G competencies and provide support on mental health issues to employees. This kit seeks to generate reflection, self-awareness and provide theoretical information and practical tools for personal and professional development.
During 2024,
this space benefited
1.853
partners
GROWING TOGETHER" LECTURE SERIES
These are training spaces that seek to strengthen the management of emotions, effective communication, teamwork and interpersonal relationships.
These conferences are designed
to be accessed virtually
and in 2024 participated
373
partners
MENTAL HEALTH CAPSULES
Through this strategy, relevant information is shared with employees about emotional wellbeing and self-care strategies, promoting an organizational culture based on mental health.
In 2024,
this initiative impacted
1.903
partners
LEADERSHIP DEVELOPMENT - LEADERSHIP INSTITUTE
This strategy seeks to strengthen the leadership skills necessary for the continuous improvement of the organizational climate and the development of work teams. In particular, it seeks to impact the leader's support variable.
During 2024
participated
432
partners
SPACES FOR ORGANIZATIONAL CLARITY
To ensure strategic alignment and effective communication within the Hospital, various initiatives are in place to facilitate the transmission of key information:
- Meetings with the Director: these are spaces where the General Director of the Hospital shares progress, strategies and institutional perspectives with all employees.
- Gilberto Londoño Conference: annual meeting with process leaders to learn about the Hospital's projection at a strategic level.
- Internal communication channels: newsletter "Ponte al día", "Al día con tus grupos primarios", bulletin boards, e-mail, Corporate WhatsApp and Intranet.
EMPLOYEE TRAINING AND DEVELOPMENT
[GRI 404]
The Hospital has defined two types of training for its employees: Advanced Training and Continuous Training, both of which are part of the efr® Personal and Professional Development policy.
From advanced training, the Hospital sponsors its collaborators in training programs and postgraduate studies that allow them to qualify their work. With continuous training, we seek to contribute to the strengthening of the competencies of the staff by means of courses, conferences, academic meetings, among others.
Kelly Patricia Velasquez Fernandez
Head of Marketing Section- HPTU
In 2024, the economic investment for both types of
for both types of training was
33.341
million pesos, corresponding to
33,341 million pesos, corresponding to
570,176 hours [GRI 404-1]
distributed as follows
by Division:
General Management
403
Paramedical Division
303.149
Medical Division
213.890
Administrative andFinancial Division
28.322
Operations Division
8.796
Quality Division
7.807
Human Resources Division
6.114
General Secretariat and Legal Affairs
1.692
LEADERSHIP INSTITUTE
The purpose of this program is to develop individual and group leadership skills aimed at enhancing competencies of being and doing. It has three phases of intervention:
Phase 0 - Cultivating my personal leadership
Between 2022 and 2024, 28 groups have been formed in this intervention, in addition to five groups from the Leading Me strategy, covering 965 participants.
Phase I - Empowering leadership skills:
Between 2015 and 2024, 23 groups were formed. In 2024, 58 employees participated.
Phase II - Leadership that inspires and accompanies:
Six groups were formed between 2023 and 2024. In 2024, 113 collaborators participated.
Cycles of conferences Growing together:
In 2024, six conferences were held with 381 employees impacted.
EARLY RETIREE PROGRAM [GRI 404-2]
The Hospital has a program to support employees through the efr® Give more life to your years measure, which is part of the Quality in Employment policy and aims to support employees in the pre-retirement process through various training strategies.
In 2024, topics were developed such as:
- Personal Finance
- Pensioners' rights and regulations
- Tools for integral development, among others.
Myriam Arias Arcila
Head of Training Section - HPTU
OCCUPATIONAL HEALTH AND SAFETY
[GRI 403]
The Hospital has mechanisms to promote and protect the physical and mental health of its employees, fostering healthy work environments. The Occupational Health and Safety area seeks to protect, promote, preserve and improve the safety, integral health and quality of life of the collaborators and personnel of delegated and complementary services companies; to prevent work accidents and occupational diseases in order to provide them with a safe and healthy work environment.
[GRI 403-6].
HPTU Collaborators
JOINT OCCUPATIONAL HEALTH AND SAFETY COMMITTEE -COPASST-.
It is responsible for the promotion and monitoring of occupational health and safety standards within the Hospital.
During 2024, the Committee led the following activities:
- Participation of members in 100% of investigations of accidents and incidents involving employees, supporting the execution of action plans and implementing strategies to strengthen safety standards and norms in the areas with the highest accident rates.
- Participation in planning and verification of the Occupational Health and Safety Management System, both in legal and accrediting entities.
- Elections of new members for the period 2024-2025
Manuela Campillo Rios
Health Informatics Analyst - HPTU
GROUP OF LEADERS AND SECURITY GUARDS
He is in charge of following up on safe behaviors and mentoring his peers to improve the safety of collaborators in the areas.
During 2024 the number of occupational incidents was 133 and the number of occupational accidents was 122.
In relation to the processes in
labor incidents,
the Hospital investigated the
100%
of those that occurred and action plans were established.
action plans were established, in addition to
compliance with them.
In addition, goals are established according to epidemiological behavior and are periodically disclosed to process leaders.
[GRI 403-2] [GRI 403-9].
It is worth mentioning that the Hospital's commitment to high complexity health care is also achieved thanks to the contribution of contractors, subcontractors and suppliers of supplies, goods and services, for which the Hospital verifies their management through Occupational Safety and Health, so that, according to the characteristics of each organization, the guidelines of the Occupational Safety and Health Policy are complied with.
[GRI 403-3] [GRI 403-8].
THE FOLLOWING ACHIEVEMENTS WERE OBTAINED DURING 2024:
Continuity was given to the
GROUP OF SECURITY LEADERS
21
PERSONS
29
VIGÍAS
in order to promote safe behaviors and peer mentoring to improve the safety of collaborators in the assistance and administrative areas.
The Occupational Health and Safety team participated in committees such as:
Medical devices,
Infection prevention,
evaluation of new technology,
radiological protection, among others;
in order to assess their impact on the health and safety of collaborators and personnel of the delegated services companies.
2.3
SOCIAL RESPONSIBILITY AND LEGITIMACY
It is a strategic area through which the Hospital seeks to contribute to the welfare of the community and transcend in the world, being a reference and influential in the health care, social and environmental areas. The Social Responsibility process supports the fulfillment of this strategic objective and its mission is to contribute to sustainable development and create social value with its stakeholders through the management of social impacts.
Catalina Betancur Duque
Social Responsibility Coordinator-HPTU
THE HOSPITAL AND ITS COMMITMENT TO THE COMMUNITIES
[GRI 413-1] [GRI 413-2] [GRI 413-2].
INTERNAL COMMUNITY
Internally, the Hospital has Social Responsibility programs, projects and strategies aimed at patients, collaborators and families.
Some of them are:
Pablito Pedagogical Playroom
The Pablito Classroom has been in operation for 22 years and is located in the Pediatrics area. Its main purpose is to initiate and provide continuity to the educational, playful, pedagogical, formative and cultural processes of hospitalized pediatric patients and outpatients, which favors their affective, cognitive and social development, thus contributing to reduce the negative factors derived from hospitalization.
The Pablito Classroom has a teacher and two students in their last year of preschool education, who plan, execute and lead academic and stimulation activities, and coordinate visits from other institutions. This space is configured as an interdisciplinary accompaniment in which hospitalized children find a welcoming environment inside the Hospital through play, games and pedagogical stimulation. Likewise, the patients' companions have the opportunity to participate in different activities aimed at their integral wellbeing.
During 2024,
had
1.351
pediatric patients attended,
who enjoyed a space for fun and
to have fun and learn through different
different individual and group activities.
individually and in groups.
ACTIVITIES FOR CHILDREN
Directed recreational and pedagogical activities
Musical activities
Free play, crafts and painting
Reading activities
Canine Activity: Healing Footprints
Environmental education activities
Robotics activities
ACTIVITIES FOR ADULTS
Environmental education activities
Physical activity
Respectful parenting education
Thanks to different strategic alliances with some institutions and corporations such as Universidad EIA, Instituto Tecnológico Metropolitano, Corporación Cantoalegre, Fundación Juegaterapia, Parque Biblioteca La Quintana, Florida Parque Comercial, Ruta N, Fundación Manitas Creativas, Mundo Noel, Fundación Arturo Calle, among others; part of the activities carried out in the period 2024, focused on digital literacy of pediatric patients; educational intervention assisted with canine therapy and musical accompaniment to patients in the Pablito Classroom, pediatric hospitalization and Critical Care Units.
Volunteering with Soul
This program seeks to offer employees, retirees and their families, spaces that allow them to put their knowledge, skills, talents and time at the service of the community (stakeholders) in favor of the most vulnerable populations. It has a committee made up of representatives from different areas of the Hospital, who plan and mobilize resources for the development of the activities.
In 2024, the following were carried out
20
activities aimed at
1.213
beneficiaries,
381
hours invested by
450
volunteers, of whom 391 were collaborators, 42 family members and 17 external volunteers.
An overall satisfaction rate of 99% was obtained.
In addition, during 2024, a new line was implemented that seeks for the Hospital to host other organizations to carry out their volunteer activities. In this new line, eight activities were carried out focused on reading to hospitalized patients, training spaces for young people, among others.
Some of the activities carried out were:
Donation of school kits
Canine walk with the Canes Guerreros Foundation
Health day
Cocineritos
(a playful activity for pediatric patients and family members of collaborators) with the support of Frisby
Celebration of Christmas novenas at Aula Pablito with pediatric patients and caregivers
Joint strategy Quiet hospital
A quiet hospital is one where silence, respect, mental health and conciliation are part of everyday life and have an impact on all stakeholders of the organization; thus achieving an optimal environment for the performance of the functions of the collaborators, the restoration of health in patients and the general welfare of the companions and other actors involved in the health care process.
This strategy is led by the Social Responsibility process and the Occupational Health and Safety section. In 2024, in alliance with ARL Sura and Conhintec, continuous noise measurements were carried out for two weeks using IOT (Internet of Things) devices in the identified critical areas (Intensive Care Unit, Adult and Pediatric Emergency, Administration, Hospitalization Unit, 8th floor - Tower B and the Academic Unit), evaluating the impact of implementing feedback systems (screens) when noise levels exceed a comfort threshold. This also made it possible to characterize the main acoustic sources through low noise measurements and to design a guide of good practices aimed at controlling the identified noise sources.
The strategy has Silence Leaders, who are collaborators in the prioritized areas and are in charge of identifying possible sources of noise, with the objective of replicating the message about the importance of silence to achieve work comfort and improve the patient care process.
Disconnect Strategy
This strategy seeks to generate playful, recreational, relaxation and personal growth spaces through cognitive and motor stimulation, individual active breaks and group sessions aimed at patients over 75 years of age, companions of hospitalized patients, collaborators and students of the Pablo Tobón Uribe Education Institute.
During 2024
participated
453
general hospitalization patients
over 75 years old in individual sessions of cognitive and motor
cognitive and motor stimulation sessions.
The following were obtained
1.966
assistance provided to companions of hospitalized patients
(100% satisfaction rate)
262
attendance by employees of health care units during active breaks
in active breaks
39
attendance in 2 group sessions
for students
of the Institute of Education
58
attendance at 8 group sessions
in the framework of the
Caring for the Critical Care Caregiver Program.
Granito de Alma Fund
The purpose of this fund is to help vulnerable patients and companions in the areas of transportation and food, according to the priorities identified by the Social Work area. The economic resources are obtained by contributions from collaborators who voluntarily join the fund and by the money deposited by parishioners in the lamp racks of the Hospital's internal chapel.
During 2024,
annual investment of
corresponding to
$51.463.177
in food for companions
of hospitalized patients
An annual investment of
corresponding to
$13.317.700
in support of patient and
of patients and companions
patients and companions who required it to support their medical treatment.
LOCAL COMMUNITY: COMUNA 7, MEDELLÍN
We are neighbors program
This program aims to facilitate and manage the relationship between the Hospital and the neighboring community, generating an articulated work with different institutions and community leaders for the benefit of the community. Thus, the Hospital generates channels of dialogue and constant interrelation in its area of influence with the purpose of understanding through different community actors their needs and impacts in order to manage them adequately from the joint work.
In 2024, the following activities were implemented:
I am a Neighbor Day
The third edition of the "Soy Vecino" (I am a Neighbor) Day was held with the intention of promoting spaces for participation and articulated work among different actors that benefit the community of Robledo. There were more than 45 health, education, environmental and cultural activities; through stands, workshops and presentations; the participation of different institutions and leaders of Commune 7 and 1,200 attendances by the community.
Vocational Fair
Its third edition was held at the Barbara Micarelli School, where, in addition to this institution, the Santa Bertilla Boscardín and Guillermo Taborda schools participated, with approximately 300 students in tenth and eleventh grades. Likewise, 14 Higher Education Institutions of Medellín attended the event to make known the different educational offers of the city and the ways to access them. In this space, the Hospital also set up a life project stand, in order to raise awareness among participants.
School of Leaders
In its second version, it continued as a training space for community leaders in order to have a greater impact on the community through trained leaders prepared to contribute to the intervention of various problems. Topics addressed included health, leadership, environment and digital tools. Nine leaders received certificates of attendance for their participation in the different modules.
Project I take care of myself with my Soul
The project is part of the We are neighbors program and seeks to strengthen healthy lifestyles in high school students of educational institutions in commune 7, through the promotion of healthy lifestyles and prevention of psychoactive substance use. It has been developed since 2017 with intervention in different educational institutions of the sector.
In 2024,
the project was implemented at the
VID School,
where we developed
23
health training activities for primary and secondary school students, parents and teachers, on topics such as: prevention of psychoactive substance use, emotion regulation, physical activity, conflict resolution, sexual education, assertive communication, life project and self-esteem.
The total number of attendances was
3.897
people who are part of the school's educational community.
Healthy neighbors project
As of 2018, there is the Healthy Neighbors project, which aims to promote healthy lifestyles in the Hospital's neighbors through targeted physical activity sessions that are executed in its facilities. In 2024, the activities continued to be led by a physical trainer from the Hospital in articulation with the Institute of Sports and Recreation of Medellin (INDER).
In 2024,
were executed
284
sessions
of directed group physical activity,
from Monday to Friday,
with an average attendance of
50
people per session.
In addition, a new line focused on aquatic physical activity was opened in alliance with a neighboring residential unit. As for the educational line, some of the topics addressed were: sleep hygiene, depression and self-esteem in old age, global warming, skin care and digital tools. Likewise, outings were made to various sites in the city such as: Cerro Pan de Azúcar, Museo de Ciencias Naturales de la Salle - ITM, agro-ecological farm in the San Cristóbal district (Medellín) and Parques del Río. Lastly, with the support of the Pablo Tobón Uribe Education Institute, two cardiovascular risk screenings were conducted with
88
attendance of group members
of the group.
Impact assessment
Annually, the Hospital conducts an evaluation of its relationship with the neighboring community of direct influence. During 2024, the participants of the We Are Neighbors Committee continued to highlight the Hospital as a strategic neighbor of the sector. Among the strengths, they point to the Hospital as an institution strongly valued by its stakeholders, with high levels of credibility and a positive national and international reputation. All the people surveyed consider that the Hospital generated positive impacts through the activities carried out.
As for the Healthy Neighbors group,
the group inquired about the environment of trust
of trust between the Hospital
and the community:
100%
of the participants (36 group members)
(36 group members)
affirmed that the Hospital
is a place where they feel
welcomed
The results of the evaluation show the growth of the Healthy Neighbors Project in relation to physical activity, health education talks and outings to city events. The participants state that through this space they feel more and more active and healthy, they can socialize, enjoy and get to know places in the city in the company of others, reduce muscle pain and have a positive mood, favoring their healthy aging process.
REGIONAL AND NATIONAL COMMUNITY
Through Social Responsibility programs and projects, the Hospital continues to have a regional and national presence in urban and rural communities, through health training processes, knowledge transfer and highly complex health services for vulnerable populations.
Project ECHO
The project is based on the ECHO® model, which stands for Extension for Community Healthcare Outcomes, an internationally validated telehealth methodology based on the construction of knowledge networks between basic health centers (peripheral centers) and specialist centers.
In turn, the ECHO project of the Pablo Tobón Uribe Hospital seeks to build a knowledge network with health personnel from different levels of complexity and students of health sciences, through telementoring strategies that will allow them to advance in the management of chronic, frequent and complex diseases.
Two clinics were held in 2024:
Urgent adult patient
Pediatric patient care
in which the following results were obtained
the following results were obtained:
PATIENT CARE CLINICS
PEDIATRIC AND URGENT ADULT PATIENTS
12
sessions held
(100% compliance)
586
attendance
95%
level of satisfaction
of attendees
Percentage of content assimilation
68%
approval
pre-test
92%
approval
post test
Means a
24%
increase in approval
In addition, some of the participants were connected from municipalities in the East, West, Southwest and Urabá of Antioquia; and other parts of the country, such as Calí, Popayán, Tunja, San Andrés, Barranquilla, Sincelejo, Montería, Pasto, Bucaramanga, Bogotá, Riohacha, Armenia, Manizales, among others. Outside the country, people from Havana, Cuba attended the event.
Connected municipalities
Colombia
Some of the institutions connected were:
Hospitals
E.S.E. Hospital Marco A. Cardona (Maceo)
E.S.E. German Vélez Gutierrez Hospital (Betulia)
E.S.E. Gustavo González Ochoa Hospital (San Andrés de Cuerquia)
E.S.E. San Juan de Dios Hospital (Santa Fe de Antioquia)
E.S.E. Horacio Muńoz Suescún Hospital (Sopetrán)
E.S.E. San Luis Beltrán Hospital (San Jerónimo)
E.S.E. San Diego Hospital (Cereté, Córdoba)
E.S.E. Hospital Heli Moreno Blanco (Cesar, Cesar)
E.S.E. Santa Isabel Hospital (Gómez Plata)
E.S.E. Hospital Gabriel Pelaez Montoya (Jardín)
Universities
Pontifical Bolivarian University
EIA University
University of Antioquia
National University of Colombia
Antonio Nariño University
San Martín University Foundation
University of Medical Sciences of Havana
ICESI University
Clinics
Cardiovascular Foundation of Colombia
Las Americas Clinic
Medellin General Hospital
CES Clinic
Somer Clinic
Shaio Clinic Foundation
Medellin Clinic
Mederi Hospital Network
Hospital Local del Norte
Alma Mater Hospital
Palermo Clinic
Thorax Institute
Vida Clinic
Valle de Lili Foundation (Cali)
Antioquia Oncology Center
Central Military Hospital (Bogota)
North Clinic Foundation
FOSCAL Clinic
Panamerican Clinic
Health Fraternity Program with the peoples of Antioquia
This program is supported by the Fundación Fraternidad Medellín and its objective is to detect in a timely manner people with malignant pathologies by means of consultations, examinations and procedures to confirm their diagnosis and refer them to their respective insurance company to begin treatment.
In the year 2024, the following results were obtained:
Accompanying the patient in the diagnostic process.
From the hospitals participating in the program, 25
in the program, 25 patients were referred patients
of which
15
(60%) entered
8
(53%) were diagnosed with cancer
With regard to health training, two refresher courses were held on the following topics:
Hematologic cancer
Cancer genetics
Childhood cancer
Side effects of cancer treatments
Chemotherapy and radiotherapy patient care
In addition to the participation of the hospitals belonging to the program, other institutions nationwide were connected with a total attendance of
112
participants
and an overall
overall
98%
Social Program
Its objective is to contribute to the improvement of the health level of the populations of the western, eastern and southwestern sub-regions of Antioquia, through the transmission of health knowledge.
The municipalities in which it has been present are:
WESTERN SUB REGION
1 Buritica - 2013:
481 impacted
2 Santa Fe de Antioquia - 2014:
553 impacted
3 Liborina, Olaya, Sabanalarga - 2015:
550 impacted
4 San Geronimo - 2016:
148 impacted
EASTERN SUB REGION
1 Grenada - 2017:
544 impacted
2 San Rafael - 2018:
321 impacted
3 San Vicente de Ferrer - 2019:
603 impacted
4 Carmen de Viboral - 2020:
1696 impacted
5 Marinilla - 2021:
1013 impacted
6 El Peñol - 2022:
900 impacted
7 Sanctuary - 2023:
1669 impacted
8 Carmen de Viboral - 2024:
596 impacted
9 St. Louis - 2024:
571 impacted
Since 2017, this program has been developed in partnership with Fundación Fraternidad Medellín.
- Western Subregion
- Eastern Subregion
During 2024, the Social Program was developed in the municipalities of San Luis and Carmen de Viboral, obtaining the following results:
Institutional strengthening line
Training directed to the assistance and administrative personnel of the E.S.E. Hospital San Rafael of the municipality of San Luis, in the following topics:
- Cardiopulmonary resuscitation (CPR)
- Polytrauma and encephalocranial trauma (ECT).
- Sedoanalgesia.
- Acute myocardial infarction.
- Decompensated heart failure.
- Vascular trauma.
- Closing lecture: The health of the future.
In this line, there were 505 attendances both from the San Luis Hospital and from other first and second level of complexity institutions from other departments such as Caldas, Atlántico and Cundinamarca.
Health training for leaders
In this line, 53 training activities were developed with 956 young people, parents and teachers in the rural area of the municipality of El Carmen de Viboral in coordination with the Corporación para el Desarrollo Integral Regional (COREDI) on topics such as: life project, inclusion and diversity, emotion regulation, family communication, agroecology, vocation of service, mental health in the classroom, prevention of psychoactive substance use and postural hygiene.
Through this line, we were present in the following villages: Florida, Morros, Aldana, Cristo Rey and Dosquebradas.
Health care hotline for the community
A health day was held in the municipality of San Luis, in which 66 adult and pediatric patients were attended by internal medicine, pediatrics, dermatology, nursing and pharmaceutical chemistry specialties.
After the event, 38 patients (57% of those seen) with diagnoses requiring care by other specialties within the Pablo Tobón Uribe Hospital were prioritized in order to ensure continuity in their diagnosis and treatment process.
Contributing to institutional strengthening: institutional references
In this space, the Hospital offers regional, national and international organizations the opportunity to participate in benchmarking activities, with the purpose of sharing information on the management carried out in various healthcare and administrative processes, highlighting successful experiences and lessons learned related to the adoption of practices and policies that have promoted the provision of excellent, compassionate and high quality healthcare services.
The topics socialized in the general references are:
- Patient Safety
- Infection Control
- Patient and family information and education
- Culture with Soul
- Health information management
- Social Responsibility
- Environmental management system
- Occupational Health and Safety
In 2024, the Hospital will continue the institutional referencing exercises through three days in which the following participated
104
health institutions in Colombia
1.211
people
In addition, the following were attended
119
specific referencing exercises, responding to the specific needs of the requesting entities.
Among the participating organizations, 9% belong to low level of complexity health entities, 12% to medium level of complexity and 79% to high level of complexity. Regarding their place of origin, 51% belong to the Department of Antioquia, 47% to national organizations and 2% to international organizations.
Regarding their level of satisfaction,
71 surveys were received,
with an overall satisfaction rate of
99.6%
on the following aspects: compliance with the objectives of the referral, communication at the time of coordinating the process, implementation of process improvements based on the information received and demonstration of knowledge in the process provided.