Peter Challender,
President Orica Mining Services Europe, Middle East and Africa

Training Manager and Facilitator

George Aveling
CEO , TMI Consultancy Sdn Bhd, Malaysia.

(NAS Airport Services, Kenchic Ltd, ABM, Chloride Exide, Ennsvalley Bakers)

One of the best investments we have made over the last 15 years has been the on-going development work we have done with Frits and Sally-Ann. One of my proudest professional moments was the ability (for the first time in the history of our company) in 2005 to reward every single member of staff with a share of profit.

Alan McKittrick
Group Managing Director

Sally-Ann & Frits have, since 1995 to this current day, proved beyond a doubt that they are integral to our business success. Their genuine personal commitment, vast business experience, approach and style excite and engage our people at all levels to think about how they may become better people and better employees and then our people just do it!

It has been an incredible journey for us and one we would be hard pressed to undertake again without their expertise, experience, direction and focus. The consistency and continuity of the relationship has meant that they are seen as part of our organisation; beyond the role of a consulting supplier more of an integral stakeholder; helping us to shape our culture, our behaviours, our relationships with customers and with each other. We are very proud to have recently set up our own group Mentoring program. Sally-Ann and Frits are two extra-ordinary professionals with big hearts!

Faith Githaiga
Group Human Resources Manager

I have been personally and professionally inspired by the learning and development I have benefited from whist working with companies within the NAS group. My career development in the last 15 years has been shaped by the value and depth of seemingly simple yet profound messages and learning that I have received and implemented in my life both at work and at home.

Janealice Mutuota
Group Procurement Officer

The Business objectives:

• To improve the quality of service for attending and residing private patients
• Numbers of private insurance patients coming to the hospital tending downwards
• Need to position the hospital as the first private hospital of choice by both consulting practitioners as well as patients themselves
• Implementing identified improvements required in initial patient welcome (and processing); and the seamless integration of services between different departments

The Journey

After initial discussions and interviews with a range of people (including existing and previous patients) as well as extrapolating data from Patient Satisfaction Surveys and other measurement instruments; a process and implantation plan was formulated and signed off by the senior management team.

Several interventions over a period of time were held including a Champions of Change workshop to sustain and coordinate hospital development activity on an on-going basis where monitored results and improvements were fed to the senior team as part of their management review, communication and budgetary sign-off.

What was different?

• Welcome process for patients was changed from being a form-filling exercise to one of a warm reassurance for patients and their families
• A Positive improvement (beyond the expectation of the Hospital Administrator team) in patient satisfaction matrices
• Attraction of consulting physicians opting to provide their services and clinics on site increased within the first 12 month period of measurement
• The Aga Khan Hospital Karibu (Induction) program was introduced for all new starters for the first time
• Closer communication and connection after triage assessment for attending and residing patients between functions within the hospital.
• People felt a sense of Pride in working for the hospital because of its improved standards in patient concern and welfare (beyond the traditional healthcare provided by departmental specialties)