Bupa’s vision of aged care

Bupa’s global expertise in aged care

Bupa’s global expertise in aged care

Where we are around the world Bupa’s purpose is longer, healthier, happier lives, and we have made the care of older people one of our key priorities and part of our Bupa 2020 vision. In tackling some of the toughest challenges in health and care we are taking a stand for the frail and the elderly in society — we want to play an active role in ensuring that living longer will also mean living well for most people. We care for more than 32,000 people in our care homes and retirement villages in the UK, Spain, Australia and New Zealand. UK Care homes Retirement villages Residents Employees

Spain Care homes Day care centres Residents Employees

280 5 18,000 26,000

40 22 4,800 3,100

Australia Care homes Residents Employees

65+ 6,000 8,000

New Zealand Care homes Retirement villages Rehabilitation sites Day care centres Residents Employees

60 30 7 36 3,850 4,000

Total numbers around the world

445

35

7

58

32,650

41,100

Care homes

Retirement villages

Rehabilitation sites

Day care centres

Residents

Employees As of end 2014

2 | Bupa’s global expertise in aged care

Four countries: Different systems, different challenges, one approach

We have aged care services in four countries — the UK (280 homes and five aged care villages), Australia (65+ homes), New Zealand (60 homes, 30 retirement villages, and 36 day care centres), and Spain (40 homes and 22 day care centres). We also have an aged care facility in Poland. These countries are very different in terms of the care system, the funding framework, and cultural attitudes to ageing and aged care. Bupa has also evolved very differently in these markets, with many homes in the UK acquired from other operators, but a higher proportion of Bupa-built care homes in Australia and New Zealand.

All these different factors mean it’s impossible to apply exactly the same model of care in every respect, in every country: we have to adapt what we do to the environment we’re in. However, our rigorous Bupa standards are shared globally, as is our ‘Person First’ approach to care.

One of our residents enjoys an ice cream in the sun.

Bupa’s global expertise in aged care | 3

UK

Bupa Care Services in the UK: Towards a more integrated approach

Aged care in the UK — Key facts 6.5 million people in the UK are carers and the number of carers needed by 2037 could rise by 40%. One in five people aged 50-64 are carers, and almost 1.3 million people aged 65 or older are carers.

280

18,000

26,000

Care homes

Residents

Employees

5

58%

Retirement villages

Employee engagement

10% of carers are looking after someone with dementia. 850,000 people in the UK receive care in their own home, or in a care home funded by local authorities. 420,000 people live in care homes in the UK. The UK population aged 85 and over is projected to multiply more than 5 times from 1,465,000 in 2013 (2.3% of the total population) to 7,787,000 by 2086 (9% of the population). The 75-84 segment will jump from 3,641,000 in 2013 (5.7% of the population) to 7,485,000 in 2086 (8.7% of the population). Sources: Carers UK, LaingBuisson; Bupa, Age UK, HSCIC, independent Age

Aged care in the UK: The funding framework Around 56% of the residents in UK care homes are funded by the state, with the remaining 44% paying for their own care. Within Bupa UK, 75% of our residents are funded by the state, with 25% paying for their own care. One of the main challenges in the UK is the fragmented nature of the state funding system. There are different criteria that apply in England, Wales, Scotland, and Northern Ireland, but as a general rule, people over 65 can get some funding for their care, but only those with very significant needs and a low level of savings or assets are likely to be paid for in full. The 2014 Care Act was intended to ensure that Local Authorities are obliged to pay a fair rate that reflects the true cost of care. However, the government announced in July 2015 that the changes put forward in the Act will be delayed for five years.

4 | Bupa’s global expertise in aged care

In the UK, we’re working towards a more integrated approach that brings together both social care and healthcare more effectively. This is a distinctively ‘Bupa Way’ and applies some of what we’ve learned in Australia, New Zealand and Spain, adapt the ideas to fit the particular circumstances that apply in the UK. In Australia and Spain, for example, our integrated approach to aged care involves having either a GP or a nurse liaison manager at every home, managing the different providers of care, overseeing proper handovers at the different stages, and ensuring that the individual resident is always the priority. In New Zealand, every care home has a facility manager and clinical manager on site. We believe that some of these ideas could be adapted to the UK, and our care co-ordinators could play a similar co-ordinating role at the centre of the system. The combination of our scale and experience in the UK, and the long-standing partnerships we have with the NHS and local authorities means we are one of the few operators with the capacity to join up the different aspects of aged care. We’re already providing residential care and community services on our own sites, including expert care for people living with dementia, supported by trained nurses and carers. Our homes offer a safe place for step-down care for people being discharged from hospital, where they can be assessed by a multidisciplinary team, and given the specialist physiotherapy, occupational therapy and rehabilitation they need to get back to their own home. We can then manage the discharge process, by liaising with community services and ensuring the right back-up is available. We also offer services to those still living independently, including new retirement villages.

The key is to think about how all these services connect, and make it easier and quicker for individuals to move between them without ‘falling through the gaps’. This reduces the cost of the system as a whole, and gives individuals more personalised care: the right care, at the right time, in the right setting. Personalisation is at the heart of our own model — Bupa UK pioneered the ‘Person First’ approach to aged care, which now underpins Bupa’s approach across the world. It’s especially important for dementia, but the same principles apply for all the other types of care: we tailor what we do to fit what each individual needs. Good planning is vital here, and we’ve created new approaches to ensure that the individual is always at the centre of the process. We’ve developed short-stay care plans and carry out comprehensive pre-admission assessments for those entering our care homes, to ensure their needs are properly met, and they are in the right place. We do all this cost-effectively and to a high quality, as has been demonstrated through quality benchmarking and customer satisfaction surveys. The rehabilitation service at our Gorton Parks home, for example, regularly achieves a 95% satisfaction rate, and our care home quality

Focus: Retirement villages in the UK The idea of the retirement village has evolved in response to the changing needs of older people, and the changing demographics that mean more of us are living for longer. Bupa has five UK retirement villages, and two more under construction. Richmond Villages offer a safe and caring environment where people can live active, sociable, and independent lives for as long as possible, and have support on hand as their needs or circumstances change. There are apartments for those who are able to care for themselves, or for couples where one person needs more support, and suites which provide full assisted living, including meals and daily chores. Everyone can access personal care if they need it, and there is a care home on every site, providing both respite care and higher levels of support for more dependent people, including nursing and dementia care.

Residents and colleagues celebrate the opening of the Bupa Fieldway care home in Surrey, UK.

framework is among the best in the sector. This framework has four pillars: quality of life, as measured by indicators such as residents’ engagement in activities; quality of care, measured by clinical factors such as pressure ulcers; the quality of the environment; and the quality of leadership and management. We’re proud of what we’ve done to raise standards and identify areas where we can improve. We are also making full use of digital technology to enhance quality and efficiency. This includes a database originally used by Bupa’s homes in Spain, which makes it easier to monitor each resident’s needs, deploy our care professionals more efficiently, and prove we are complying with the standards required by local authorities and government inspectors. We also plan to use it to help us engage more actively with our residents’ families. We are also exploring the idea of using our homes as ‘community hubs’. With 280 across the country, in both urban and rural areas, we’re ideally placed to offer services and support for older people at our own sites.

“Bupa UK pioneered the ‘Person First’ approach to aged care, which now underpins Bupa’s approach across the world.” Richard Adams, Chief Nurse, Bupa UK

The villages also offer ‘Richmond Retreats’, which are essentially holidays for older people, with a level of additional support that conventional hotels wouldn’t be able to supply.

Bupa’s global expertise in aged care | 5

Australia Aged care in Australia — Key facts 19% of older people (aged 65 years or over) had a need for assistance with one or more of the core everyday activities of self-care, mobility and communication. The rate was higher for women than men (22% compared with 16%)1. About 13% of people over 70 years of age live in a residential care facility2. About 80% of aged care and support is provided in the home by informal carers, including partners, family, friends and neighbours3. In 2009, there were around 2.6 million informal carers, forming 12% of the population4. An estimated 1.2 million Australians are caring for someone with dementia5. We’re seeing a shift in the government’s aged care focus towards delivering more care in the home. We’re also seeing a shift from a state to marketbased system. The idea is to give Australians more control over their own decisions about aged care, and encourage the development of innovative services at a competitive price.

Aged care in Australia: The funding framework In Australia, the government provides over 70% of funding for aged care. However, most people in residential care are required to make some contribution towards the cost of their accommodation and care. Care fees cover daily living costs such as nursing care, housekeeping, and meals. There is a basic daily care fee, payable by anyone entering residential aged care, which is determined by the government and currently equates to 85% of the basic pension. There is also a means-tested care fee which is based on income and assets, and ensures a higher contribution from those able to afford it. The means-tested fees are capped annually and over a resident’s lifetime. If a resident’s accommodation is not fully funded by the government they have three options for paying their accommodation costs: a one-off refundable accommodation deposit, a daily accommodation payment, or any combination of the two. If they choose the deposit route, the money is invested by the home, and the income is used to pay for the resident’s care, and the capital is returned to the family after the resident’s death. Given the sums involved, paying for residential care is a major financial decision, and we’ve set up a panel of independent and properly trained advisers who can give impartial advice to residents and families. The government has also instituted various reforms to improve residents’ access to pricing information6. Providers are now required to publish the amount of their daily fees and deposits on a government website.

A resident in one of our care homes in Australia, enjoying a game of backgammon.

1. http://www.abs.gov.au/ausstats/[email protected]/Lookup/2071.0main+features752012-2013 2. http://www.cepar.edu.au/media/101879/cepar_aged_care_fact_sheet_low.pdf 3. http://www.cepar.edu.au/media/101879/cepar_aged_care_fact_sheet_low.pdf 4. http://www.abs.gov.au/AUSSTATS/[email protected]/Lookup/4102.0Main+Features40Dec+2012 5. https://wa.fightdementia.org.au/wa/research-and-publications/key-facts-and-statistics 6. Caps accurate as at 1 July 2015: http://www.myagedcare.gov.au/aged-care-homes-costs-explained/means-tested-care-fee 6 | Bupa’s global expertise in aged care

Bupa Aged Care Australia: The new integrated model of care

65+

6,000

8,000

Care homes

Residents

Employees

75%

95.6%

8.1/10

Employee engagement

Bed occupancy

Customer satisfaction

Bupa Aged Care is a major player in the sector in Australia. We’ve built a successful, respected, and trusted organisation, and our ambition now is to enhance our reputation in dementia care, palliative care, acute and chronic pain management, and complex care, with our pioneering Bupa Model of Care. This new model is the result of a long process of assessment, development, and consultation in Australia, which started with a review of the way GPs were working with our care homes. As in the UK, it had not been common for GPs to work inside care homes in Australia, and while the government had been trying to encourage doctors to collaborate with homes more closely the results had been inconsistent. We looked at the factors that GPs found difficult when working in homes, including the lack of a proper consulting room, inconsistent record-keeping, and the difficulty of ensuring nursing support during visits. We also saw the positive results being achieved in our Sanitas Residencial aged care business in Spain, where having a GP on site is required by law, and decided that this might be a good model going forwards. Then we looked at the other factors that defined the highest-quality homes, from strong and stable leadership, to proper accountability, good delegation, and robust succession management. Finally we focused on our nurses, and found that they were spending too much time administering medication, and not enough on the more complex aspects of care, where their skills would be better used.

home, and primary and secondary care. Our GPs attend residents’ review meetings, manage the training of nursing and care employees, and take an active part in preventative primary care. They also carry out minor procedures at the home, which avoids the need for costly and disruptive hospital visits, and reduces the stress for residents, especially those with dementia. It also gives our nurses the chance to learn new skills and widen their experience.

“There’s a definite improvement in quality of life, as well as quality of care. Prescription levels are down too, as are complaints, and falls. Both residents and families really seem to like it. I’m convinced it’s the right way to go.” Paul Bates, Chief Medical Officer, Bupa Australia and NZ

GP involvement isn’t the only change. We’ve also changed the way our homes are led and managed. Having looked at how the best homes operate, we decided that the optimum structure was a unit of around 36 residents, overseen by a care manager taking full responsibility for every aspect of their care. This is a new role, focused on residents’ needs, and in most homes we have appointed highly experienced registered nurses recruited from the public sector. The care managers are supported by a community nurse for each shift, who ensures a full handover, and the same carers look after each resident all the time, giving them more opportunity to build long-term relationships of mutual respect and trust. There are residents’ review meetings at last once a month, involving the resident, their family, and all the relevant professionals responsible for their care, from diet to physiotherapy. There are also regular leadership meetings involving the whole senior team, including the clinical, catering, and maintenance managers.

The new Bupa Model of Care addresses all these factors, and creates a new paradigm for the whole sector. Fifteen of our homes now have their own GP on site, or on contract, and a Clinical Manager ensures full co-ordination between the

Bupa’s global expertise in aged care | 7

The Bupa Model of Care is based on specific and verifiable processes, which have been captured in a management system and made easily accessible on our intranet. Everything that’s repeatable is turned into one of these processes, from initial reviews and assessments on arrival, to care plans, activities, and end-of-life care. This means our nurses and carers can easily transfer between our homes, and we can ensure consistently high standards throughout Australia.

Seeing the results After its launch in April 2013, we have been rolling out the new model to all our homes, and we have already evolved and improved it. We’ve seen changes to everyone’s roles — not just nurses but carers too. For example, our nurses are now taking on more demanding medical roles, including care planning, assessing new residents, and support for our GPs. As a result, administering medicines is now the responsibility of our carers. The carers have had to be accredited to do this, and their competence is managed and assessed by our nurses, who have been given leadership training to help them do this. It’s quite a small change, in some ways, but it’s given both our carers and nurses new skills, and built stronger teams.

managing problems and crises, we can now focus on examining how each resident is living in our homes, and how they are been cared for by the home’s professionals. We can all see the difference it has made to people’s quality of life. It has also helped us to attract and retain talent, and made our ‘Bupa Way’ promise a reality for every resident. Early indications suggest there are significant savings for the taxpayer too. We’ve appointed the University of Tasmania to assess the results of the change, evaluated against 20 different criteria including hospitalisations, falls, the incidence of pressure ulcers, employee satisfaction, resident satisfaction, family satisfaction, and cost effectiveness, both for home and the system. Early results show that unplanned hospital visits from homes with a GP arrangement have fallen by 50%, and each of these homes could save the Australian health system as much as A$500,000 a year per home. We are incredibly proud of what the model has achieved, and we hope it can be a model for aged care across the world, both in Bupa, and more widely.

The new model is a radical shift in the way we operate: we’re now being proactive instead of reactive, which means that instead of

The ‘Bupa way’ — Our promise to our customers

Be comfortable

Be yourself

Be reassured

Be connected

A place to call home

Personal touch

Passionate people

Meaningful engagement

Welcoming and homely environment

Your lifestyle, your way

Employees who want you to enjoy everyday

Part of the community

Familiar things around you

Your personality will shine through

Skilled and compassionate carers

Family welcomed and supported

Room to be yourself

Getting to know you

Experts in dementia care

Enjoy new and old hobbies

Feel safe and relaxed

Respect and understanding

Specialised aged care GPs

Stimulating activities

Fresh meals to suit your taste

Care with dignity

Proactive approach to your health

New friends

8 | Bupa’s global expertise in aged care

New Zealand

Bupa Care Services New Zealand: A different side to integration

Aged care in New Zealand — Key facts 4% of 65+ year olds are in residential care for older people. According to Census 2013, there are more than 430,000 family, whanau, and aiga7 carers in New Zealand supporting someone who has ill health, a disability, a mental illness, an addiction, or who requires assistance in old age. 41.3% of aged-care givers in New Zealand are over 50. Two out of every three New Zealanders are touched by dementia.

60

3,850

4,000

Care homes

Residents

Employees

30

7

36

Retirement villages

Rehabilitation sites

Day care centres

85% of New Zealanders over 60 are touched by dementia. The Ministry of Health in New Zealand is shifting its focus and resources to aged care in the home, in response to growing demand and an ageing population. More resources will be given to care professionals working in the community, and providing many of the services currently performed in hospital, such as post-operative rehabilitation, wound care, and intravenous drug therapy.

Aged care in New Zealand: The funding framework Residential aged care for those over 65 is funded by a mix of private and government funding, which is managed through District Health Boards. Individuals are assessed according to their needs and their financial means, and around 67% of residents in care homes qualify for government funding, while the remaining 33% pay for themselves. The Social Security Act provides that people who are assessed as needing aged care but who are not eligible for funding, have their basic weekly care fees capped at an agreed national rate.

76% Employee engagement

Our business in New Zealand is a trusted and market-leading business, respected by its peers and by the public sector, with a strong and stable leadership team, and a positive and open working culture. It offers the broadest range of services of all our four countries: residential and nursing care, retirement villages, medical alarms, day care, rehabilitation, and the 0800 Dementia hotline, which is open to everyone, providing help and advice from nurses seven days a week, twelve hours a day. Our care homes in New Zealand offer hospital and rest home care, as well as specialist dementia and psycho-geriatric care for those with more advanced forms of the condition. All our homes work actively with local GPs to ensure our individual residents get the care they need. We are considered to provide the best care in the sector, actively supporting our employees to complete dementia training under the country’s nationally recognised qualification. But we’re not complacent, and we’re continuing to enhance our model of care and invest in quality. We have a dedicated Nursing Quality & Risk team, for example, which is unusual in the sector, and we’re spending more than our competitors on accreditation, certification, and incidents management, which includes robust KPIs in areas such as pressure ulcers and falls. We are also taking the lead in becoming more transparent, through initiatives such as putting our customer satisfaction data and other reports on the web.

7. Whanau and aiga are the Maori and Samoan words for family, respectively. Bupa’s global expertise in aged care | 9

Retirement villages are an important aspect of aged care in New Zealand and we run 30 sites, the vast majority of them in the same location as one of our care homes. Some of these have been acquired, and others built by Bupa. The villages all offer a free week’s respite care as part of the resident’s Occupational Rights Agreement, and the proximity of the care home ensures that people can remain in familiar surroundings regardless of changing needs over time.

Focus: Residential villages in New Zealand We now have 30 retirement villages in New Zealand, where this way of approaching early old age is becoming extremely popular. We aim to create small close-knit communities where people know one another and have the chance to live a full and active life ‘the way they want’. We can take care of household maintenance, laundry and even catering, freeing up time for a wide range of activities, hobbies, and socialising. Our residents have all the comforts of home and all the freedom of independence, but with a support network in place if they need it. Almost all our villages are on the same site as a Bupa care home, making the transition easier if that becomes necessary. The villages also offer weekly wellness checks, and all residents have a medical alarm, and access to seven days of respite care in the adjacent care home every year as part of their care package.

Our living room areas are a great place for residents to come together and chat.

10 | Bupa’s global expertise in aged care

Hanneke Smits, 91, is a longterm resident within one of our care villages in New Zealand.



“I’ve got a beautiful little unit — it’s sunny and my home help comes every day. I like getting involved and keeping active. After all, even if it’s the end of your life you have to make the most of it.” Hanneke Smits, aged 91, village resident for over 20 years

The government’s shift to home-based aged care is a significant opportunity for us. The geographical spread of our 60 care home and village sites means we can use them as hubs for community-based services, and draw on the existing skills of our experienced and dedicated workforce. This is an aspiration, but we’re already offering day care at a number of our homes, and we have both the clinical capability and specialist know-how to provide step-down and intermediate care, as well as assessment, treatment and rehabilitation, including speech therapy, physiotherapy, and occupational therapy. This is important because having the right community support in place can shorten hospital stays by anything up to three weeks, which is good for everyone. Looking ahead, we could also use the systems set up for our medical alarms business as a ‘one-stop shop’ for people to call for advice and arrange services, and make even more use of our existing team of community liaison co-ordinators, who work with GPs and hospitals to manage transfers between hospitals and homes, and the other parts of the care system.

The ‘Bupa Way’ The ‘Bupa Way’ in New Zealand is very similar to the parallel approach in Australia. It started with us talking to our residents across the country, to find out what they really wanted from us. And we found that came down to four things: wonderful people working at Bupa; a home from home; participation in their own care; and the personal touch. We really do think we’re giving our residents that. People who visit our homes find that many of our carers have a real love for the residents and want the best for them: all our people share the same passion to give the residents the best possible quality of life. As one of them recently said, “This is such a beautiful care home, caring, special home. Leaving my family was very emotional, but as soon as I stepped through the doors I felt special — and there is always somebody there to care for me.” It’s no surprise that this particular home has achieved a 92% customer satisfaction rate.

Our care homes take pride in the gardens to ensure residents have the nicest possible surroundings during their stay.

“In New Zealand, integrated care is not just about bringing together primary and secondary care — it’s the whole spectrum. Giving people the right support at the right time, in the right place. That’s true integration.” Gráinne Moss, General Manager, Bupa Care Services NZ

To sum up, the ‘Bupa Way’ in New Zealand is an integrated approach to care, but is a different model from the one we have in Australia and Spain.

Bupa’s global expertise in aged care | 11

Spain

Aged care in Spain: The funding framework

Aged care in Spain — Key facts In 2013, Spain had a total population of 46.7 million, of which 8.2 million (17.7%) were over 65 — an increase of over 13% from 2006. In 2013, life expectancy at birth, according to the National Institute of Statistics was 79.3-yearsold for men and 85.2-years-old for women. Spain is one of the countries in Europe with the highest proportion of over 80s. As of 2013, there was a 26% increase on 2006 of the number of over-65s, 31% of which were over 80. The most common diagnosis of those living in Spanish care homes is dementia — accounting for over 30% of cases. According to projections, the average annual increase in the elderly population between 2013-2023 will be 1.64%. The aged care system in Spain is one of the most integrated in the world: every home needs to have a GP by law, so that there would always be a safe and appropriate place for older people to go to after or instead of hospital.

Sanitas Residencial in Spain: Personalised comprehensive care

40

4,800

3,100

Care homes

Residents

Employees

5,056

22

83%

Beds

Day care centres

Employee engagement

93.4%

65.1%

Bed occupancy

Customer satisfaction

12 | Bupa’s global expertise in aged care

In Spain, residential and domestic care can be funded partly or wholly by the government, but wealthier people have to pay for themselves. Government funding is focused on those who are in more acute need, or are more dependent. In a typical care home, 35% of the residents will be publicly funded, and 65% self-funded. Those receiving government support receive the money for their care, and can then elect where to spend it, which is the opposite to the UK. This means more choice and control resides with the individual, and homes have to market themselves more actively to appeal to every potential resident, regardless of their funding position. The managers of care homes have to be a lot more commercially minded as a result, and that’s why many of them have been recruited from other industry sectors with a similar focus on the customer experience. This has been a strategic priority for our Spanish business since 2011, and it’s one reason why it’s continued to perform strongly despite the downturn in the economy.

In Spain, our aged care business operates under the Sanitas Residencial brand, and offers residential, nursing, and day care. Each of our care homes works to the requirements of its regional health authority, of which there are 17, but within that there is a way of working they all share, Bupa’s global expertise in aged care. There was a major change in this in 2011, when we decided to adopt the ‘Person First’ approach, in which everything is centred on the individual resident. Up to that point Sanitas Residencial had been excellent at the functional aspects of care and the processes needed to achieve this, but had not focused so much on customer satisfaction. The change has been dramatic: within a year, customer satisfaction had risen from 34.2% to 65.1%.

Each Sanitas Residencial home has a manager, who is usually not a clinician, and a clinical team which includes at least one full-time doctor for every hundred residents. There are also supervisors, physiotherapists, occupational therapists and activities managers, and ‘social workers’ whose responsibilities are customer service, sales, and family liaison. Some regional authorities require a clinical psychologist on site as well, and every home has a dementia champion. This is integrated care in practice, and looking ahead, there’s also an opportunity to use our care homes as community hubs, and build even closer links with local Sanitas day care and ‘active care’ centres.

Sanitas Residencial remains an extremely wellmanaged operation, and is one of our most advanced businesses in using digital technology to drive efficiency and better record-keeping — our Spanish care homes are able to capture all the data about each resident on one centralised system, which improves both the quality and consistency of care. All 63 processes within our homes are standardised, and implemented under the same comprehensive management system. This ensures quality, safety, efficiency, and excellence. It also makes it possible to capture new ideas and test their efficacy.

Residents in one of our Sanitas Residencial care homes enjoying a painting session.

Bupa’s global expertise in aged care | 13

Focus: ‘Cuidado Activo’ Active Care centres Our Cuidado Activo centres are an important element in the mix of care older people need, bridging the gap between completely independent living, and full-time residential care. We ran a pilot of the new service in three care homes in 2013, and it’s been so successful we extended it to 22 care homes, and now help around 300 people. Unlike traditional day care centres, Cuidado Activo is a flexible 24/7 service provided on a local basis, which is tailored to each person’s needs. It’s supported by an ‘active ageing’ programme and supervised by the medical professionals in our care homes. It takes the pressure off families during the day, and ensures older people are looked after and feel healthy and happy in a social environment. As the daughter of one of the residents told us: “We’re very happy with this service: my mother feels like she is at home, she has adapted very well and she is loved by everyone. Her mood and general health have also improved. She enjoys all of the activities, participates a lot and has a good relationship with other residents. She’s made good friends and the carers are also very attentive and sweet. I am an only child and I couldn’t find another solution for my mother’s care — not only because I worked all day but also because it was difficult to find somewhere that I could trust completely and where my mother felt comfortable.”

Our residents enjoy spending time in the gardens alongside fellow residents, family and carers.

Leading the way in personalised care Sanitas has led the way in the Spanish care sector in a number of ways, most obviously in reducing the use of physical restraints and anti-psychotic drugs, which traditionally have been used extensively in Spain. Sanitas offers not just comprehensive care, but personalised care: a focus on the customer runs through every aspect of the home, from the way care managers engage with families (who are our customers too), to the relationships between carers and those they care for. This approach is now being formalised into a new way of caring and explicitly linked to Bupa’s values. We believe it will result in even higher levels of customer satisfaction, and will help motivate and recognise our people by rewarding excellent care.

“We take the time to listen to residents and understand their needs, and always attempt to see things through the customer’s eyes.” Louise Wilson, Customer Centricity Director, Sanitas Residencial

Sanitas has built a successful model that proves it’s possible to provide excellent care and make sustainable returns, if the funding framework is supportive, and the care system is integrated. Sanitas wants to be the provider of choice for aged care in Spain, trusted by families and pioneering new and better ways to care.

14 | Bupa’s global expertise in aged care

One of our Sanitas Residencial residents enjoying gardening.

Bupa’s global expertise in aged care | 15

© Bupa 2015

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