In response to the challenges of climate change, resource consumption, and the need to maintain uninterrupted healthcare services, the Hospital regards environmental sustainability as a fundamental component of healthcare resilience. We actively support the goals of the Paris Agreement<\/strong> and Taiwan\u2019s 2050 Net-Zero Emissions target<\/strong>, with the Sustainability Development Management Committee coordinating initiatives related to energy conservation and carbon reduction, resource circularity, digital governance, and green procurement.<\/p>\n\n\n\n While safeguarding patient safety and healthcare quality, the Hospital continues to pursue improvements across building facilities, energy efficiency, water resource management, waste segregation, and employee behaviour. Through these efforts, routine operational management is gradually being transformed into a practical foundation for low-carbon healthcare and sustainable operations.<\/p>\n\n\n\n The Hospital\u2019s environmental management framework focuses on regulatory compliance, greenhouse gas inventory management, resource efficiency, and organisational participation<\/strong>. We continue to comply with government environmental regulations and relevant requirements, while implementing the ISO 14064-1:2018<\/strong> standard for greenhouse gas inventories to enhance the quality of emissions data and transparency of carbon management.<\/p>\n\n\n\n Through source reduction, improved energy and water efficiency, circular economy practices, and cross-departmental communication, the Hospital continues to broaden employee participation in sustainability, energy conservation, and carbon management. Key initiatives and achievements are summarised below:<\/p>\n\n\n\n Building on its existing management of energy, water resources, waste, and pharmaceuticals, the Hospital has further established a climate risk and opportunity management mechanism based on the TCFD framework<\/strong>. Climate adaptation, business continuity, and the low-carbon transition have been incorporated into Hospital-level governance as core elements in the continued advancement of environmental sustainability management.<\/p>\n\n\n\n To advance sustainable development in the areas of environment, society, hospital governance, and climate adaptation and management, the Hospital has established a Sustainability Development Management Committee appointed by the Superintendent.<\/p>\n\n\n\n The Committee integrates relevant units across clinical services, medical administration, nursing, engineering, general affairs, procurement, information technology, and branch campuses. Through regular meetings and designated working groups, it promotes climate governance and cross-departmental collaboration.<\/p>\n\n\n\n The results of climate risk and opportunity assessments serve as important references for energy improvement, campus resilience, disaster preparedness and response, procurement management, and information disclosure, allowing climate-related considerations to be progressively integrated into Hospital management and daily operations.<\/p>\n\n\n\n To strengthen data governance capabilities, the Hospital has completed a greenhouse gas inventory in accordance with ISO 14064-1:2018<\/strong>. Inventory results are used as the basis for identifying emission hotspots, analysing carbon-reduction potential, and establishing future targets.<\/p>\n\n\n\n In alignment with Taiwan\u2019s 2050 net-zero policy and the TCFD disclosure framework, the Hospital will continue to enhance operational resilience and governance transparency through energy-efficiency improvements, low-carbon procurement, periodic assessments, and information disclosure mechanisms.<\/p>\n\n\n\n The Hospital promotes climate governance based on the four core pillars of the TCFD framework, linking governance responsibilities, strategic direction, risk management, and metrics and targets with existing operational management processes. Implementation is summarised below:<\/p>\n\n\n\n Based on the characteristics of healthcare services and the operational needs of its campuses, the Hospital has established a climate risk and opportunity management process covering inventory, identification, management, monitoring, and improvement<\/strong>.<\/p>\n\n\n\n The process is built on cross-departmental data collection and scenario-based discussion. Rather than assessing risk solely through individual environmental indicators, the Hospital simultaneously considers impacts on healthcare delivery, infrastructure, supply chains, patient safety, and financial performance. These assessments provide the basis for determining management priorities and allocating resources.<\/p>\n\n\n\n \u25a0 Climate Change Risk and Opportunity Management Process<\/strong><\/p>\n\n\n\n To enhance strategic resilience in responding to climate change, the Hospital has introduced scenario analysis tools to assess physical risks under a high-emissions pathway as well as policy, technology, market, and reputational risks under a net-zero transition pathway.<\/p>\n\n\n\n Scenario analysis is not treated as a single predictive forecast. Instead, it is used to help the Hospital identify potential stress conditions in advance and incorporate continuity of healthcare services, energy allocation, equipment maintenance, campus drainage, and disaster preparedness into medium- and long-term planning.<\/p>\n\n\n\n The high-emissions scenario refers to the SSP5-8.5 pathway in the IPCC Sixth Assessment Report (AR6)<\/strong> and incorporates information from Taiwan\u2019s climate change projection platform to examine trends in extreme temperatures, heavy rainfall, and typhoon-related precipitation.<\/p>\n\n\n\n The Hospital assesses near-, medium-, and long-term time horizons to evaluate the resilience of campus infrastructure and the ability to maintain healthcare services.<\/p>\n\n\n\n Note: Scenario parameters are based on the IPCC AR6, the Taiwan Climate Change Projection Information and Adaptation Knowledge Platform (TCCIP), and publicly available information from Taiwan\u2019s Climate Change Administration, Ministry of Environment.<\/em><\/p>\n\n\n\n The transition scenario refers to the International Energy Agency\u2019s Net Zero Emissions by 2050 Scenario (NZE)<\/strong> and the direction of countries\u2019 Nationally Determined Contributions (NDCs)<\/strong>.<\/p>\n\n\n\n The Hospital evaluates the potential impacts of carbon pricing, energy-efficiency requirements, low-carbon supply chains, and healthcare-service transformation on operating costs, capital expenditure, procurement decisions, and public trust.<\/p>\n\n\n\n These assessments serve as a strategic reference for energy-efficiency investment, renewable energy evaluation, digital healthcare, and responsible procurement.<\/p>\n\n\n\n Based on the scenarios above and cross-departmental assessments, the Hospital categorises climate-related issues into three areas: transition risks, physical risks, and climate-related opportunities<\/strong>.<\/p>\n\n\n\n The following tables summarise the main risks and opportunities, their categories and drivers, their relevance to Hospital operations, and their expected time horizons. These results provide a basis for subsequent management targets and action planning.<\/p>\n\n\n\n To ensure consistency and traceability in climate risk and opportunity assessments, the Hospital has established scoring factors and assessment thresholds to evaluate both the significance and potential financial impact of each climate-related risk and opportunity. The results serve as the basis for matrix analysis and management prioritisation.<\/p>\n\n\n\n Following discussion by the Sustainability Development Management Committee<\/strong>, and taking into account management effectiveness and resource allocation, the Hospital defines an item as requiring priority management when both its risk\/opportunity significance score<\/strong> and financial impact score<\/strong> exceed 12 points out of a maximum of 20<\/strong>.<\/p>\n\n\n\n Items meeting this threshold are incorporated into formal management processes, assigned targets, and subject to regular monitoring and review.<\/p>\n\n\n\nIssue<\/strong><\/td> Key Actions and Achievements<\/strong><\/td><\/tr><\/thead> Carbon Reduction and Energy Management<\/strong><\/td> \u2022 Completed greenhouse gas inventories and consolidated energy consumption data as the basis for energy conservation, emissions reduction, and regulatory reporting. \u2022 Continued to improve the efficiency of air-conditioning, lighting, refrigeration, elevator, and other equipment. \u2022 Evaluated solar power installations and smart energy management systems to progressively strengthen the resilience of low-carbon operations.<\/td><\/tr> Water Resource Management<\/strong><\/td> \u2022 Continued replacing equipment with water-efficient alternatives and optimising hot-water supply management to reduce both water and energy consumption. \u2022 Conducted regular monitoring of water quality and wastewater discharge and completed regulatory reporting and management in accordance with applicable requirements. \u2022 Strengthened the stability of water use across Hospital campuses through routine inspections and abnormal-event reporting mechanisms.<\/td><\/tr> Waste Management<\/strong><\/td> \u2022 Implemented segregation systems for general waste, recyclable materials, infectious waste, and food waste. \u2022 Provided waste-segregation training for newly recruited employees and outsourced cleaning personnel. \u2022 Reduced environmental impact through source reduction, waste segregation, and compliant collection and disposal.<\/td><\/tr> Pharmaceutical Waste Management<\/strong><\/td> \u2022 Installed collection bins and engaged pharmacists in waste segregation and education to ensure safe disposal. \u2022 Needles, antibiotics, liquid medications, and other pharmaceutical waste are collected and handled according to category. \u2022 Strengthened procurement-volume control and inventory management to reduce medication waste and disposal risks.<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n 3.2 Climate Governance and Risk and Opportunity Management<\/h2>\n\n\n\n
Core Pillar<\/strong><\/td> Governance<\/strong><\/td> Strategy<\/strong><\/td> Risk Management<\/strong><\/td> Metrics and Targets<\/strong><\/td><\/tr><\/thead> Disclosure Focus<\/strong><\/td> Incorporate climate issues into Board oversight and establish cross-departmental governance mechanisms.<\/td> Promote energy-efficiency and adaptation actions and accelerate planning for the net-zero transition.<\/td> Identify risks, capture opportunities, and establish response and management mechanisms.<\/td> Establish targets, monitor performance, and disclose information based on greenhouse gas inventory results.<\/td><\/tr> CSMUH Implementation<\/strong><\/td> Under the Hospital\u2019s sustainability governance framework, a governance hierarchy for climate-related issues has been established. The Board oversees major policy directions and implementation progress; the Superintendent coordinates sustainability initiatives; and the Sustainability Development Management Committee is responsible for strategy development, policy integration, and cross-departmental implementation.<\/td> The Hospital promotes energy transition and operational adaptation by evaluating solar photovoltaic systems, smart energy management, and replacement of high-energy-consuming equipment. Continuity of healthcare services, infrastructure resilience, and low-carbon procurement are incorporated into medium- and long-term strategies.<\/td> Standardised inventory and risk-identification procedures have been established to identify emissions and climate-impact hotspots related to energy, transportation, refrigerants, pharmaceuticals, and the supply chain, providing a basis for priority management and resource allocation.<\/td> Based on greenhouse gas inventory results and climate risk assessments, the Hospital continues to develop phased carbon-reduction targets, energy management indicators, and climate-resilience monitoring mechanisms, progressively improving disclosure transparency.<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n Climate Change Risk and Opportunity Management<\/h3>\n\n\n\n
Step<\/strong><\/td> Description<\/strong><\/td><\/tr><\/thead> 1. Risk and Opportunity Inventory<\/strong><\/td> Refer to the TCFD framework and IPCC guidance to identify physical risks, transition risks, and climate-related opportunities, covering infrastructure, healthcare processes, and supply chains across the main Hospital and branch campuses.<\/td><\/tr> 2. Risk and Opportunity Identification<\/strong><\/td> Consolidate cross-departmental input and evaluate factors including likelihood, magnitude of impact, vulnerability, onset speed, and financial impact to establish a comprehensive list of risks and opportunities.<\/td><\/tr> 3. Risk and Opportunity Management<\/strong><\/td> Develop management responses for high-impact items, including campus backup systems, disaster preparedness and response, energy-efficient equipment improvements, low-carbon procurement, digital healthcare, and telehealth.<\/td><\/tr> 4. Monitoring and Improvement<\/strong><\/td> Track implementation progress through energy management, internal audits, and the Sustainability Development Management Committee. Significant deviations or major risk and opportunity events are escalated for dedicated review, with management measures adjusted on a rolling basis.<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n Scenario Analysis and Strategy<\/h3>\n\n\n\n
\u25a0 Scenario 1: SSP5-8.5 Physical Risk<\/h3>\n\n\n\n
Physical Risk<\/strong><\/td> Parameter<\/strong><\/td> 2021\u20132040 (Early 21st Century)<\/strong><\/td> 2041\u20132060 (Mid-21st Century)<\/strong><\/td> ~2100 (Late 21st Century)<\/strong><\/td><\/tr><\/thead> Increasing Severity and Frequency of Extreme Weather Events<\/strong><\/td> Number of typhoons<\/td> \u2013<\/td> Decrease by 10%<\/td> Decrease by 50%<\/td><\/tr> <\/td> Proportion of intense typhoons<\/td> \u2013<\/td> Increase by 105%<\/td> Increase by 60%<\/td><\/tr> <\/td> Change in typhoon rainfall within 200 km of the typhoon centre<\/td> \u2013<\/td> Increase by 20%<\/td> Increase by 35%<\/td><\/tr> Changes in Precipitation Patterns<\/strong><\/td> Average change in total precipitation across Taiwan<\/td> Increase by 0.9%<\/td> Increase by 6.6%<\/td> Increase by 20%<\/td><\/tr> <\/td> Average change in rainfall intensity on rainy days across Taiwan<\/td> Increase by 1.9%<\/td> Increase by 7.4%<\/td> Increase by 27.9%<\/td><\/tr> Rising Average Temperature<\/strong><\/td> Increase in average temperature across Taiwan<\/td> 0.8\u00b0C<\/td> 1.6\u00b0C<\/td> 3.5\u00b0C<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n \u25a0 Scenario 2: NZE + NDCs Transition Risk<\/h3>\n\n\n\n
Climate Risk and Opportunity Assessment<\/h3>\n\n\n\n
\u25a0 Transition Risks<\/h3>\n\n\n\n
Risk Type<\/strong><\/td> Risk Item<\/strong><\/td> Risk Driver<\/strong><\/td> Relevance to CSMUH<\/strong><\/td> Time Horizon<\/strong><\/td><\/tr><\/thead> Policy and Regulation<\/strong><\/td> Carbon tax \/ carbon fee<\/td> Introduction of carbon pricing mechanisms, including the potential future inclusion of healthcare institutions in carbon-fee schemes<\/td> The Hospital operates a large building footprint with high energy demand. If carbon pricing mechanisms are expanded to healthcare institutions, operating costs and pressure for energy-efficiency investment may increase. Early greenhouse gas inventories and carbon-reduction planning can help mitigate potential financial impacts.<\/td> Short term<\/td><\/tr> Technology<\/strong><\/td> Insufficient adoption of energy-efficient equipment<\/td> Failure to introduce high-efficiency equipment or green building technologies in a timely manner<\/td> Some Hospital buildings have been in use for extended periods. Delays in equipment replacement may reduce overall energy efficiency and sustainability performance and may also limit future opportunities to obtain subsidies or certifications.<\/td> Medium term<\/td><\/tr> Market<\/strong><\/td> Procurement constraints arising from low-carbon requirements<\/td> Increasing expectations for low-carbon supply chains affecting healthcare procurement<\/td> If suppliers lack low-carbon capabilities or sufficient environmental information, the Hospital\u2019s choices of medical supplies, equipment, or pharmaceuticals may be constrained, potentially affecting healthcare processes and service quality.<\/td> Long term<\/td><\/tr> Reputation<\/strong><\/td> Inadequate climate risk management<\/td> Failure to respond proactively to climate risks may affect public trust and institutional reputation<\/td> Hospitals are public-service institutions that carry a high degree of public trust. Inadequate preparedness for extreme climate events may result in operational disruption or patient-care risks, thereby affecting public confidence.<\/td> Short term<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n \u25a0 Physical Risks<\/h3>\n\n\n\n
Risk Type<\/strong><\/td> Risk Item<\/strong><\/td> Risk Driver<\/strong><\/td> Relevance to CSMUH<\/strong><\/td> Time Horizon<\/strong><\/td><\/tr><\/thead> Acute Physical Risk<\/strong><\/td> Typhoons \/ Flooding<\/td> Natural disasters such as typhoons and flooding may disrupt healthcare operations, reduce asset value, and potentially contribute to emerging infectious disease risks.<\/td> The Hospital is located in an urban area, with some equipment and facilities located underground or within existing building structures. Short-duration heavy rainfall or flooding may affect mechanical rooms, diagnostic and treatment equipment, emergency services, and inpatient care, while also increasing infection risks.<\/td> Short term<\/td><\/tr> Chronic Physical Risk<\/strong><\/td> Extreme climate conditions<\/td> Increasing extreme rainfall and climate instability may raise facility-maintenance pressure, increase vector-borne disease risks, and affect energy allocation and operational planning.<\/td> More frequent extreme rainfall and high-humidity conditions require the Hospital to maintain stable air-conditioning, drainage, and infection-control systems over extended periods. Failure to do so may affect equipment lifespan, quality of care, and operational burden.<\/td> Long term<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n \u25a0 Climate-Related Opportunities<\/h3>\n\n\n\n
Opportunity Type<\/strong><\/td> Opportunity<\/strong><\/td> Description<\/strong><\/td> Relevance to CSMUH<\/strong><\/td> Time Horizon<\/strong><\/td><\/tr><\/thead> Products and Services<\/strong><\/td> Digitalisation<\/td> Improve operational processes, enhance resource efficiency, and optimise energy and workforce allocation.<\/td> The Hospital has introduced smart healthcare, electronic medical records, and energy management systems to improve administrative and clinical efficiency while reducing energy and labour costs.<\/td> Medium term<\/td><\/tr> Resource Efficiency<\/strong><\/td> Optimised Energy Management<\/td> Improve equipment and management practices to continuously reduce energy consumption and operating costs.<\/td> Replacing ageing equipment and introducing energy-efficient air-conditioning and lighting systems can help continuously reduce energy expenditure.<\/td> Short term<\/td><\/tr> Products and Services<\/strong><\/td> Renewable Electricity Adoption<\/td> Introducing solar power installations can increase the share of renewable energy use and strengthen energy autonomy and resilience.<\/td> The Hospital has assessed the feasibility of installing solar energy systems on available building spaces. Future adoption of renewable electricity may strengthen the Hospital\u2019s sustainability profile and improve preparedness for carbon-pricing policies.<\/td> Long term<\/td><\/tr> Resource Efficiency<\/strong><\/td> Sustainable Healthcare<\/td> Promoting low-carbon healthcare and waste-reduction initiatives can enhance resource efficiency and strengthen sustainable healthcare capabilities.<\/td> The Hospital promotes green outpatient services, digital medical records, and paperless services to reduce material consumption and healthcare waste in alignment with low-carbon trends.<\/td> Medium term<\/td><\/tr> Products and Services<\/strong><\/td> Telehealth<\/td> Developing telehealth services supports low-carbon healthcare delivery while improving access to care and expanding healthcare coverage.<\/td> The Hospital continues to expand telehealth services for patients in rural areas and those requiring long-term care, while reducing carbon emissions associated with travel for medical visits.<\/td> Short term<\/td><\/tr> Resilience<\/strong><\/td> Increase in Climate-Related Diseases<\/td> Climate change may increase the incidence of climate-related diseases, strengthening the role of healthcare institutions in public health protection and emergency response.<\/td> By integrating emergency and critical care, infection control, and public health capabilities, the Hospital can provide care and response services for climate-related health risks and serve as an important regional hub for climate-health risk management.<\/td> Medium to long term<\/td><\/tr> Resilience<\/strong><\/td> Building a Sustainability Culture<\/td> Develop diverse ESG expertise and promote organisation-wide sustainability culture and cross-departmental collaboration.<\/td> The Hospital has established a sustainability governance and learning framework and promotes green healthcare and sustainable management through collaboration across departments.<\/td> Medium term<\/td><\/tr> Resilience<\/strong><\/td> Enhancing Sustainability Influence<\/td> Strengthen ESG practices, expand domestic and international collaboration, and enhance institutional influence and international visibility.<\/td> The Hospital actively participates in healthcare sustainability initiatives and related collaborative platforms, strengthening its institutional brand and public influence.<\/td> Long term<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n \u25a0 Climate Risk and Opportunity Scoring Factors and Assessment Thresholds<\/h3>\n\n\n\n
Assessment Category<\/strong><\/td> Risks<\/strong><\/td> Opportunities<\/strong><\/td> Scoring Method<\/strong><\/td><\/tr><\/thead> Significance Factors<\/strong><\/td> \u2022 Likelihood \u2022 Impact \u2022 Onset Speed \u2022 Vulnerability<\/td> \u2022 Feasibility \u2022 Impact \u2022 Timeliness & Window of Opportunity \u2022 Strategic Alignment with CSMUH<\/td> Four dimensions are used to form a composite risk\/opportunity factor. Each dimension is scored from 1 to 5<\/strong>, and the four scores are summed to determine the overall risk\/opportunity significance score<\/strong>.<\/td><\/tr> Financial Impact<\/strong><\/td> <\/td> \u2022 Level IV:<\/strong> Major financial benefit (NTD 2 million or more) or an extremely significant positive reputational impact \u2013 20 points<\/strong> \u2022 Level III:<\/strong> Financial benefit of NTD 1.51\u20131.99 million or a highly significant positive reputational impact \u2013 15 points<\/strong> \u2022 Level II:<\/strong> Minor financial benefit of NTD 1.01\u20131.50 million or a moderately significant positive reputational impact \u2013 10 points<\/strong> \u2022 Level I:<\/strong> Very minor financial benefit of NTD 1 million or less or a minimal positive reputational impact \u2013 5 points<\/strong><\/td> Each risk\/opportunity is assigned the corresponding score according to its level of financial impact.<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n Threshold for Significant Risks and Opportunities<\/h3>\n\n\n\n
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