{"id":90,"date":"2025-08-06T10:50:52","date_gmt":"2025-08-06T02:50:52","guid":{"rendered":"https:\/\/web.csh.org.tw\/web\/ESG\/?page_id=90"},"modified":"2026-08-10T08:49:33","modified_gmt":"2026-08-10T00:49:33","slug":"%e6%b0%b8%e7%ba%8c%e6%b2%bb%e7%90%86-1-1%e6%b2%bb%e7%90%86%e6%9e%b6%e6%a7%8b","status":"publish","type":"page","link":"https:\/\/web.csh.org.tw\/web\/ESG-en\/?page_id=90","title":{"rendered":"Governance"},"content":{"rendered":"\n

1.1 Governance Structure:<\/strong><\/p>\n\n\n\n

Chung Shan Medical University Hospital traces its origins to Chung Shan Dental College, founded by Dr. Chou Ju-Chuan in 1960. Following the development and organizational restructuring of the University, the Hospital is now affiliated with Chung Shan Medical University and is overseen by the Board of Directors in accordance with the Private School Act<\/strong> and the Articles of Incorporation of the school foundation.<\/p>\n\n\n\n

As the oversight body within the Hospital\u2019s governance framework, the Board of Directors upholds the principles of independent oversight and forward-looking governance. It maintains clearly defined responsibilities and regular coordination mechanisms with the management team to jointly advance university-hospital integration, healthcare quality, and social responsibility.<\/p>\n\n\n\n

The current Chair of the Board, Ms. Chou Ying-Hsiang, leads a nine-member Board in supporting the Hospital\u2019s sustainable development. Two of the nine directors are women, reflecting the Hospital\u2019s commitment to gender diversity and inclusive governance. The Chair of the Board serves as the presiding officer<\/strong> and is elected by the directors from among themselves. The Chair does not concurrently hold an executive management position within the Hospital, thereby ensuring a clear separation between governance oversight and operational management. The Board entrusts the Superintendent with responsibility for hospital operations, including the coordination of medical and administrative affairs, thereby strengthening execution efficiency and governance effectiveness.<\/strong><\/p>\n\n\n\n

Oversight Team<\/strong> of Chung Shan Medical University Hospital<\/strong><\/p>\n\n\n\n

Chung Shan Medical University Hospital traces its origins to Chung Shan Dental College, founded by Dr. Chou Ju-Chuan in 1960. Following the development and organisational restructuring of the University, the Hospital is now affiliated with Chung Shan Medical University and is overseen by the Board of Directors in accordance with the Private School Act<\/strong> and the Articles of Incorporation of the school foundation.<\/p>\n\n\n\n

As the oversight body within the Hospital\u2019s governance framework, the Board of Directors upholds the principles of independent oversight and forward-looking governance. It maintains clearly defined responsibilities and regular coordination mechanisms with the management team to jointly advance university-hospital integration, healthcare quality, and social responsibility.<\/p>\n\n\n\n

The current Chair of the Board, Ms. Chou Ying-Hsiang, leads a nine-member Board in supporting the Hospital\u2019s sustainable development. Two of the nine directors are women, reflecting the Hospital\u2019s commitment to gender diversity and inclusive governance. The Chair of the Board serves as the presiding officer<\/strong> and is elected by the directors from among themselves. The Chair does not concurrently hold an executive management position within the Hospital, thereby ensuring a clear separation between governance oversight and operational management. The Board entrusts the Superintendent with responsibility for hospital operations, including the coordination of medical and administrative affairs, thereby strengthening execution efficiency and governance effectiveness.<\/strong><\/p>\n\n\n\n

Board of Directors of Chung Shan Medical University Hospital<\/strong><\/p>\n\n\n\n

\u25a0 Governance Responsibilities and ESG Oversight<\/strong><\/p>\n\n\n\n

The Board of Directors is the highest governing body of Chung Shan Medical University and Chung Shan Medical University Hospital. It is responsible for reviewing major policies, annual operating plans, and long-term development strategies, while also playing a key oversight role in the management of environmental, social, and governance (ESG) risks and impacts.<\/p>\n\n\n\n

In recent years, ESG issues have been incorporated into the Board\u2019s regular meeting agenda. Through dedicated reports presented by the President of the University and the Superintendent of the Hospital, the Board regularly reviews the implementation of sustainability strategies and related governance mechanisms across both institutions.<\/p>\n\n\n\n

Through sustainability-related initiatives and governance mechanisms, the University and the Hospital have also expressed their commitment to achieving net-zero carbon emissions by 2050. The Board receives and discusses dedicated reports on topics including carbon neutrality planning, climate change response, ESG development, smart certification programmes, and governance performance indicators. Through this process, the Board continues to strengthen policy risk review, governance effectiveness, and alignment with international standards.<\/p>\n\n\n\n

\u25a0 Diverse Expertise and Sustainable Decision-Making<\/strong><\/p>\n\n\n\n

Through professional exchanges, dedicated reports, and governance oversight mechanisms, the Board remains informed of ESG issues and international sustainability trends. It supports the continued advancement of the University and the Hospital in areas including net-zero emissions, technology-enabled care for ageing populations, smart energy management, health and well-being, and gender equality.<\/p>\n\n\n\n

The Hospital also enhances the transparency and credibility of its sustainability disclosures through participation in sustainability awards, low-carbon certification programmes, and third-party verification of greenhouse gas emissions data.<\/p>\n\n\n\n

The composition of the Board reflects both professional diversity and broad social representation. Its members include current Hospital physicians, former university presidents, and professionals from the medical, education, judicial, and business sectors. Their collective backgrounds encompass clinical practice, educational governance, legal compliance, public policy, and corporate management.<\/p>\n\n\n\n

This diversity enables the Board to deliberate from multiple perspectives, including healthcare quality, institutional development, regulatory compliance, risk management, financial stability, and the public interest, ensuring that governance decisions are consistent with the principles of fairness, public benefit, and sustainable development.<\/p>\n\n\n\n

All directors and supervisors serve on an unpaid basis and remain independent of the Hospital\u2019s operational management structure. This arrangement helps ensure a high degree of transparency and impartiality in the decision-making process and embodies the principle of \u201cindependent oversight\u201d within ESG governance. All Board members are also required to observe conflict-of-interest principles, thereby strengthening oversight effectiveness, preventing potential conflicts of interest, and reinforcing a sound governance structure founded on integrity and ethical conduct.<\/strong><\/p>\n\n\n\n

Collective Knowledge of the Board<\/h5>\n\n\n\n

To strengthen the Board\u2019s understanding of and capacity to respond to sustainability governance issues, the University and the Hospital continue to encourage directors to participate in external professional training, seminars, and sustainability-related exchanges. These activities enhance the Board\u2019s collective understanding of environmental, social, and governance (ESG) risks, climate-related impacts, sustainability strategy integration, and evolving regulatory trends.<\/p>\n\n\n\n

Through continuous learning and professional exchange, Board members are better equipped to remain informed of domestic and international developments in sustainability governance and to apply this knowledge to governance oversight, policy review, and risk assessment. This strengthens the highest governing body\u2019s judgement and responsiveness in relation to sustainability matters.<\/p>\n\n\n\n

On 19 June 2025, all nine members of the Board participated in the seminar \u201cNew Perspectives on Healthcare ESG and Trust Protection.\u201d<\/strong> In addition, one director attended the course \u201cLatest ESG Regulations, Trends, Impacts and Responses\u201d<\/strong> on 4 June 2025.<\/p>\n\n\n\n

Such professional development not only strengthens individual directors\u2019 knowledge of ESG risk identification, regulatory trends, and governance oversight, but also enhances the Board\u2019s overall decision-making quality when reviewing sustainability policies, assessing climate-related and social impact risks, examining annual operating plans, and overseeing sustainability performance.<\/p>\n\n\n\n

Looking ahead, the University and the Hospital will continue to plan and recommend professional training opportunities for Board members in areas including sustainable development, climate governance, social responsibility, healthcare resilience, and responsible governance. Through these efforts, we aim to further strengthen the Board\u2019s collective knowledge and oversight capacity in sustainability strategy integration and long-term value creation.<\/p>\n\n\n\n

Management Team<\/strong><\/p>\n\n\n\n

The Hospital\u2019s management team is led by the Superintendent, who oversees overall hospital operations and works with the executive leaders of the Daqing Main Campus, Wenxin Campus, and Chung Hsing Branch. Together, they coordinate six major functional areas: clinical services, medical administration, medical education, medical research, allied health professions, and nursing care. This structure is further integrated with specialised medical centres focusing on healthcare quality, medical imaging, oral medicine, geriatric care, and dementia care, forming a multidisciplinary and multi-campus governance framework.<\/p>\n\n\n\n

Members of the management team are primarily senior executives with extensive experience in clinical practice, education, research, administration, and quality management. Appointments are made in accordance with the Hospital\u2019s Employee Selection and Appointment Regulations<\/strong> and other relevant internal policies, with comprehensive consideration given to professional competence, past performance, organisational contribution, and management experience. This approach reinforces professional accountability and clearly defined management responsibilities.<\/p>\n\n\n\n

To strengthen institutionalised governance, the Hospital has established 53 functional committees<\/strong> covering a wide range of areas, including healthcare quality, patient safety, ethical review, information security, occupational safety, sustainable development, and medical disputes. Through professional division of responsibilities and cross-departmental collaboration, these committees enhance both decision-making quality and governance effectiveness.<\/p>\n\n\n\n

In 2025, a total of four Management Meetings were convened. Thirteen proposals were submitted during the year, all of which were subsequently presented to the Board of Directors for review and resolution. Matters identified by the Superintendent as major incidents were also reported to the Board, ensuring timely and transparent communication between operational management and governance oversight.<\/p>\n\n\n\n

Performance Management of the Management Team<\/h5>\n\n\n\n

The Hospital implements a structured and formal performance evaluation system for managerial personnel as an important mechanism for strengthening governance effectiveness and improving healthcare quality.<\/p>\n\n\n\n

In accordance with the Employee Performance Evaluation Regulations, the annual evaluation of managers varies according to professional status. For managers who are physicians, the assessment covers four dimensions: \u201cContribution to the Department,\u201d \u201cTeaching and Service,\u201d \u201cProfessional Conduct and Medical Ethics,\u201d and \u201cGroup Assessment.\u201d For non-physician managers, the assessment covers five dimensions: \u201cJob Competence,\u201d \u201cKnowledge and Experience,\u201d \u201cWork Efficiency,\u201d \u201cProfessional Dedication,\u201d and \u201cService Attitude.\u201d<\/strong> Clearly defined performance ratings are applied to reflect differences in actual performance.<\/p>\n\n\n\n

Evaluation results serve not only as a basis for reappointment, rewards, and disciplinary measures, but are also linked to education, training, and career development planning. This encourages continuous improvement among managerial personnel, reinforces accountability, strengthens leadership effectiveness, and contributes to the Hospital\u2019s broader goals of sustainable organisational development.<\/p>\n\n\n\n

To ensure the effective implementation of strategic plans and development priorities, the Hospital has established a diversified meeting system spanning both governance and operational levels<\/strong>. Clearly defined monitoring items and fixed meeting frequencies provide a structured mechanism for managing and overseeing performance objectives.<\/p>\n\n\n\n

These meetings cover major projects and budgets, departmental implementation outcomes, medical education and research development, cancer care, and construction progress. Through institutionalised meeting mechanisms, the Hospital ensures transparency in decision-making and traceability in management and follow-up.<\/p>\n\n\n\n

1.2 Ethical Management<\/strong><\/p>\n\n\n\n

Hospital governance has always been one of the Hospital\u2019s core priorities. We are committed to building a transparent, accountable, and ethical organizational culture as the foundation for long-term sustainable development. Through an institutionalized governance framework, we continue to improve operational management while honestly disclosing both the achievements and challenges of our performance.<\/p>\n\n\n\n

The Hospital recognizes that risk management is essential to stable operations. Whether facing market, environmental, or governance risks, we adopt systematic assessment and response strategies to ensure organizational agility in times of uncertainty and to advance steadily towards long-term value creation.<\/p>\n\n\n\n

Internal Audit and Regulatory Compliance<\/strong><\/p>\n\n\n\n

The Hospital has established an internal audit mechanism in accordance with the Guidelines for Establishing Internal Control Task Forces in Medical Institutions under the Ministry of Health and Welfare<\/strong>. Risk-based auditing is implemented with reference to the Standards for the Establishment of Medical Institutions<\/strong> and hospital accreditation requirements to ensure compliant and effective operations and strengthen governance effectiveness.<\/p>\n\n\n\n

During the reporting period, the Hospital did not violate laws or regulations related to healthcare services, health, or safety, did not receive environmental penalties, and did not experience any incidents meeting the threshold for major regulatory violations.<\/p>\n\n\n\n

For the purpose of this report, a major violation is defined with reference to the Financial Supervisory Commission as an incident involving a fine of NTD 1 million or more<\/strong>, an administrative sanction by a competent authority that could materially affect operations or reputation, or a violation causing a significant impact on society or the environment.<\/p>\n\n\n\n

For ordinary regulatory sanctions that do not meet the threshold for major violations, the Hospital also adheres to the principle of transparent disclosure, reviews the underlying causes, and incorporates improvement actions into management processes to strengthen legal compliance awareness and internal controls.<\/p>\n\n\n\n

Special Feature | Labour Law Sanction and Improvement Measures<\/strong><\/p>\n\n\n\n

In 2025, the Hospital received one administrative sanction involving Article 11, Paragraph 1 of the Act of Gender Equality in Employment<\/strong>, with a fine of NTD 300,000<\/strong>. The case arose from an equal employment dispute related to the termination of an employee during pregnancy and was classified as an ordinary regulatory sanction below the Hospital\u2019s threshold for major violations.<\/p>\n\n\n\n

Following review by the internal personnel evaluation committee, the case primarily reflected insufficient understanding among unit managers regarding termination procedures, employment protection requirements for pregnant employees, and documentation requirements for counselling and performance improvement records.<\/p>\n\n\n\n

The Human Resources unit has since strengthened pre-termination review procedures, compliance reminders for managers, and requirements for retaining counselling and improvement records. Related training has also been incorporated into follow-up improvement priorities to help managers at all levels better understand gender equality, workplace human rights, and labour law requirements, thereby reducing the risk of similar incidents recurring.<\/p>\n\n\n\n

The internal audit function reports to the Board of Directors and operates with independence and objectivity. It is responsible for planning annual audit programmes, conducting audits, tracking deficiencies and corrective actions, and reporting regularly to the Board and senior management.<\/p>\n\n\n\n

Audit coverage extends across clinical, administrative, and financial units, with key areas including process controls, regulatory compliance, information security, patient safety, and implementation of risk management measures.<\/p>\n\n\n\n

The Hospital\u2019s internal control system is designed based on risk assessment results and incorporates the Common Operational Control Items<\/strong> prescribed by the Executive Yuan. Control procedures are embedded directly into operational workflows so that key controls are substantively integrated into daily activities, reinforcing the principle that effective processes and effective controls should operate as one.<\/p>\n\n\n\n

The Hospital also promotes a unit-level self-assessment mechanism under which managers periodically identify risks and review internal control implementation. The internal audit function provides guidance and tracks improvement.<\/p>\n\n\n\n

In addition, the Hospital reviews compliance performance and system effectiveness through internal and external audits, including health authority inspections and internal audits, third-party verification such as hospital accreditation, benchmarking, and stakeholder feedback. This forms a dynamic governance framework that continuously strengthens operational resilience and transparency.<\/p>\n\n\n\n

Operational Performance and Financial Transparency<\/strong><\/p>\n\n\n\n

Guided by the principles of integrity and accountability, the Hospital is committed to improving operational performance and financial transparency. Institutionalised management mechanisms are used to ensure efficient resource allocation and maintain the trust of external stakeholders.<\/p>\n\n\n\n

Financial management is conducted in accordance with the Uniform Accounting System Regulations for School Foundations and Their Affiliated Private Schools<\/strong>. The Hospital has established a comprehensive annual budgeting and final accounts process, including departmental budget preparation, Budget Committee review, approval by the Management Meeting, endorsement by the Board of Directors, and submission to the Ministry of Education for record.<\/p>\n\n\n\n

This process ensures that financial planning is forward-looking and implementation remains controllable. Budget execution is monitored regularly and analysed in two stages: the first half of the academic year and the full academic year. Final accounts are prepared after the academic year closes and are submitted to the Board of Directors for review, forming an institutionalised financial management cycle.<\/strong><\/p>\n\n\n\n

For operational performance, individual units pursue management objectives according to approved budget indicators and work plans, while the Management Meeting integrates strategic direction and resource allocation.<\/p>\n\n\n\n

The Hospital also regularly undergoes external assessments, such as hospital accreditation and quality indicator monitoring by the Joint Commission of Taiwan, as well as competent authority inspections and stakeholder feedback reviews. These mechanisms provide cross-validation and review of financial and operational effectiveness.<\/p>\n\n\n\n

To strengthen financial transparency and compliance responsibility, relevant budget and final account summaries are disclosed to the Board of Directors and the Ministry of Education in accordance with applicable requirements. The Financial Management Office also proactively provides analytical reports to help management and individual units understand resource utilisation.<\/p>\n\n\n\n

This system combines vertical governance with horizontal collaboration to enhance overall operational resilience and organisational transparency.<\/p>\n\n\n\n

As a university-affiliated hospital, the Hospital prepares financial information on an academic-year basis<\/strong> in accordance with accounting requirements established by the Ministry of Education. The academic year runs from 1 August to 31 July of the following year<\/strong>, which differs from the reporting period used in this Sustainability Report.<\/p>\n\n\n\n

As the final accounts for the 2025 academic year have not yet been approved, financial information disclosed in this report is primarily based on the completed final accounts for the 2024 academic year<\/strong>, together with operating performance data for the past four years to illustrate financial and operational trends.<\/p>\n\n\n\n

Summary of Operating Performance for the Past Four Academic Years<\/strong><\/p>\n\n\n\n

Unit: NTD million<\/strong><\/p>\n\n\n\n

Item<\/strong><\/td>2024 Academic Year<\/strong><\/td>2023 Academic Year<\/strong><\/td>2022 Academic Year<\/strong><\/td>2021 Academic Year<\/strong><\/td><\/tr><\/thead>
Revenue<\/strong><\/td><\/td><\/td><\/td><\/td><\/tr>
Medical service revenue<\/td>13,431<\/td>12,708<\/td>12,626<\/td>10,871<\/td><\/tr>
Medical service deductions<\/td>-1,051<\/td>-1,102<\/td>-1,193<\/td>-973<\/td><\/tr>
Financial income<\/td>37<\/td>26<\/td>15<\/td>2<\/td><\/tr>
Other income<\/td>308<\/td>299<\/td>460<\/td>584<\/td><\/tr>
Total revenue<\/strong><\/td>12,725<\/strong><\/td>11,931<\/strong><\/td>11,908<\/strong><\/td>10,484<\/strong><\/td><\/tr>
Expenses<\/strong><\/td><\/td><\/td><\/td><\/td><\/tr>
Personnel costs<\/td>3,295<\/td>3,180<\/td>3,359<\/td>2,842<\/td><\/tr>
Pharmaceutical and material costs<\/td>5,317<\/td>4,930<\/td>4,920<\/td>4,427<\/td><\/tr>
Medical service costs<\/td>2,275<\/td>2,301<\/td>2,158<\/td>2,084<\/td><\/tr>
Administrative expenses<\/td>235<\/td>200<\/td>149<\/td>143<\/td><\/tr>
Financial expenses<\/td>16<\/td>21<\/td>20<\/td>18<\/td><\/tr>
Loss on disposal of assets<\/td>22<\/td>28<\/td>71<\/td>18<\/td><\/tr>
Other expenses<\/td>1<\/td>0<\/td>2<\/td>0<\/td><\/tr>
Total expenses<\/strong><\/td>11,161<\/strong><\/td>10,660<\/strong><\/td>10,679<\/strong><\/td>9,532<\/strong><\/td><\/tr>
Surplus for the Period<\/strong><\/td>1,564<\/strong><\/td>1,271<\/strong><\/td>1,229<\/strong><\/td>952<\/strong><\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n

GRI-Specific Economic Value Distribution Items<\/strong><\/p>\n\n\n\n

Unit: NTD million<\/strong><\/p>\n\n\n\n

Item<\/strong><\/td>2024 Academic Year<\/strong><\/td>2023 Academic Year<\/strong><\/td>2022 Academic Year<\/strong><\/td>2021 Academic Year<\/strong><\/td><\/tr><\/thead>
Employee wages and benefits<\/td>4,335<\/td>4,207<\/td>4,345<\/td>3,815<\/td><\/tr>
Payments to providers of capital<\/td>16<\/td>21<\/td>20<\/td>18<\/td><\/tr>
Payments to government<\/td>19<\/td>17<\/td>16<\/td>14<\/td><\/tr>
Community investment<\/td>19<\/td>19<\/td>15<\/td>4<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n

Notes:<\/strong><\/p>\n\n\n\n

    \n
  1. Amounts in this table are presented in NTD million. Financial information is prepared on an academic-year basis, covering the period from 1 August to 31 July of the following year.<\/li>\n\n\n\n
  2. \u201cEmployee wages and benefits\u201d are compiled based on major accounting items in the financial statements and include personnel costs and employee-related expenditures under medical service costs and administrative expenses.<\/li>\n\n\n\n
  3. The Hospital does not distribute dividends. \u201cPayments to providers of capital\u201d therefore represent interest expenses only.<\/li>\n\n\n\n
  4. \u201cPayments to government\u201d include land value tax, house tax, stamp tax, licence tax, fines, and fuel usage fees recorded under administrative expenses.<\/li>\n\n\n\n
  5. \u201cCommunity investment\u201d includes donations recorded under project implementation and administrative expenses.<\/li>\n<\/ol>\n\n\n\n

    1.3 Risk Management<\/strong><\/p>\n\n\n\n

    Hospital-Level Risk Governance<\/strong><\/p>\n\n\n\n

    Healthcare institutions face a wide range of risks, including disasters, information system disruptions, medical supply shortages, patient safety incidents, medication management issues, occupational safety hazards, climate change, and medical disputes.<\/p>\n\n\n\n

    Chung Shan Medical University Hospital manages these risks through a hospital-level governance framework involving the Crisis Management Committee, internal audits, specialised committees, and cross-departmental collaboration. The Hospital continuously identifies, assesses, responds to, and monitors risks to ensure stable healthcare delivery during both routine operations and unexpected events.<\/p>\n\n\n\n

    In response to healthcare digitalisation, climate change, supply chain uncertainty, and workforce pressures, the Hospital also continuously reviews risk items and management measures based on Hazard Vulnerability Analysis, material topic management, internal and external audits, competent authority requirements, stakeholder feedback, and annual operational changes.<\/p>\n\n\n\n

    The Hospital\u2019s risk management approach is built around four core principles: prevention, response, recovery, and improvement<\/strong>. Hazard Vulnerability Analysis (HVA), regulatory compliance, information security, supply chain management, occupational health and safety, climate adaptation, and patient safety are incorporated into the overall risk management framework.<\/p>\n\n\n\n

    Specialised risks are managed by the responsible units under established systems, with detailed approaches and performance outcomes disclosed in the relevant sections of this report.<\/p>\n\n\n\n

    Governance Structure and Allocation of Responsibilities<\/strong><\/p>\n\n\n\n

    The Hospital has established a Crisis Management Committee<\/strong>, chaired by the Superintendent, with members drawn from medical, nursing, administrative, and other senior management functions.<\/p>\n\n\n\n

    The Committee coordinates disaster prevention, emergency response, resource allocation, and cross-departmental collaboration. It meets quarterly to review Hazard Vulnerability Analysis results, annual priority risks, emergency response plans, exercise outcomes, and improvement actions, and adjusts response strategies on a rolling basis as risk conditions evolve.<\/p>\n\n\n\n

    In addition to the Crisis Management Committee, the Hospital manages governance, information security, supply chain, patient safety, occupational safety, and environmental risks through the Board of Directors, Management Meeting, Sustainability Development Management Committee, Information Security Committee, Occupational Safety and Health Committee, healthcare quality and patient safety committees, and procurement management mechanisms.<\/p>\n\n\n\n

    Internal control and risk-based auditing are also embedded within the governance system. Audit coverage includes process control, regulatory compliance, information security, patient safety, and implementation of risk management measures.<\/p>\n\n\n\n

    System effectiveness and improvement outcomes are reviewed through unit self-assessments, internal and external audits, competent authority inspections, third-party verification, and stakeholder feedback.<\/p>\n\n\n\n

    Hazard Vulnerability Analysis and Emergency Response<\/strong><\/p>\n\n\n\n

    The Hospital conducts a Hazard Vulnerability Analysis (HVA)<\/strong> annually to assess disaster risks that may affect healthcare services, patient safety, employee safety, and the operation of facilities and equipment.<\/p>\n\n\n\n

    Annual priority management items are identified based on risk rankings. In 2025, the top five risks were fire, earthquake, information system outage, typhoon, and power outage<\/strong>, indicating the need for continued attention to natural disasters, infrastructure stability, and information system availability.<\/p>\n\n\n\n

    All high-risk items are reported to the Crisis Management Committee for review and serve as the basis for annual emergency response exercises, revision of standard operating procedures, facility and equipment maintenance, education and training, and resource allocation.<\/p>\n\n\n\n

    \u25a0 Top Five Disaster Risks over the Past Four Years<\/strong><\/p>\n\n\n\n

    Rank<\/strong><\/td>2022<\/strong><\/td>2023<\/strong><\/td>2024<\/strong><\/td>2025<\/strong><\/td><\/tr><\/thead>
    1<\/strong><\/td>Earthquake<\/td>Information system outage<\/td>Radioactive material leakage<\/td>Fire<\/td><\/tr>
    2<\/strong><\/td>Information system outage<\/td>Fire<\/td>Earthquake<\/td>Earthquake<\/td><\/tr>
    3<\/strong><\/td>Fire<\/td>Medical dispute<\/td>Typhoon<\/td>Information system outage<\/td><\/tr>
    4<\/strong><\/td>Violent incident<\/td>Mass casualty incident<\/td>Elevator incident<\/td>Typhoon<\/td><\/tr>
    5<\/strong><\/td>Healthcare-associated outbreak<\/td>Public complaint<\/td>Mass casualty incident<\/td>Power outage<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n

    \u25a0 Hazard Vulnerability Risk Analysis Framework<\/strong><\/p>\n\n\n\n

    Stage<\/strong><\/td>Management Focus<\/strong><\/td>Implementation<\/strong><\/td><\/tr><\/thead>
    Define Scope<\/strong><\/td>Define the scope of risks<\/td>Identify disasters or events that may affect healthcare services, employee safety, facilities and equipment, or operational continuity<\/td><\/tr>
    Identify Hazards<\/strong><\/td>Identify risk items<\/td>Include natural disasters, information system disruption, fire, power outage, infectious disease outbreaks, violent incidents, and mass casualty events<\/td><\/tr>
    Assess Risk<\/strong><\/td>Analyse level of impact<\/td>Assess likelihood, severity of impact, vulnerability, and response capacity<\/td><\/tr>
    Prioritise Risks<\/strong><\/td>Identify priority items<\/td>Rank annual high-risk items and submit them to the Crisis Management Committee for review<\/td><\/tr>
    Develop Response Measures<\/strong><\/td>Establish management measures<\/td>Revise SOPs, conduct exercises, adjust resource allocation, strengthen facilities and equipment, and provide staff training<\/td><\/tr>
    Monitor and Evaluate<\/strong><\/td>Continuous improvement<\/td>Track exercise outcomes, corrective actions, and changes in risk profiles and incorporate findings into the following year\u2019s management priorities<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n

    Key Risk Management Areas<\/strong><\/p>\n\n\n\n

    Risk Area<\/strong><\/td>Management Focus<\/strong><\/td>Related Section<\/strong><\/td><\/tr><\/thead>
    Disaster and Business Continuity Risk<\/strong><\/td>Use HVA, Crisis Management Committee oversight, emergency response plans, exercises, and SOP revisions to manage risks such as fire, earthquake, typhoon, power outage, mass casualty events, and information system outages<\/td>1.3 Risk Management<\/td><\/tr>
    Internal Control, Compliance, and Governance Risk<\/strong><\/td>Use risk-based audits, internal controls, compliance reviews, and competent authority inspections to ensure compliant operations and maintain governance transparency<\/td>1.2 Ethical Management<\/td><\/tr>
    Information Security and Personal Data Risk<\/strong><\/td>Use information security governance, ISO 27001, vulnerability management, backup and recovery mechanisms, and personal data audits to reduce risks of system interruption, data leakage, and improper use of personal information<\/td>1.5 Information and Cybersecurity<\/td><\/tr>
    Supply Chain and Critical Medical Supply Risk<\/strong><\/td>Use procurement systems, inventory management, shortage reporting, defective product handling, and supplier evaluation to maintain stable supply of medical materials and clinical operations<\/td>1.6 Procurement Management<\/td><\/tr>
    Healthcare Quality and Patient Safety Risk<\/strong><\/td>Use healthcare quality management, patient feedback mechanisms, Shared Decision-Making, medication safety management, and incident reporting to reduce risks during healthcare delivery<\/td>2.1 Patient-Centred Services \/ 2.3 Healthcare Quality \/ 2.4 Medication Safety<\/td><\/tr>
    Climate, Environmental, and Occupational Safety Risk<\/strong><\/td>Use climate risk identification, facility maintenance, energy management, occupational safety risk assessment, and education and training to reduce climate-related impacts and workplace hazards<\/td>3.1 Climate Action \/ 3.2 Climate Governance and Risk and Opportunity Management \/ 4.5 Occupational Safety and Health<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n

    1.4 Medical Innovation and Research<\/strong><\/p>\n\n\n\n

    The Hospital actively promotes clinical innovation and translational medical research, with a focus on smart healthcare, precision health, and interdisciplinary collaboration as key drivers of sustainable healthcare and academic development.<\/p>\n\n\n\n

    Research activities are coordinated by the Vice Superintendent responsible for Medical Research. The Hospital has established the Translational Medicine Center, Artificial Intelligence Center, Lung Cancer Diagnosis and Treatment Research Center, Clinical Trial Center, and Human Research Protection Center<\/strong>, integrating basic research, clinical application, clinical trials, and ethical oversight into an institutionalised research and development system.<\/p>\n\n\n\n

    These centres include shared laboratories, molecular imaging facilities, health data analytics capabilities, and a human biobank, supported by doctoral-level researchers and dedicated research assistants. This infrastructure supports the full research process, from cell-based experiments and data analysis to clinical trials and practical application of research outcomes.<\/p>\n\n\n\n

    Research teams have long focused on cancer, rare diseases, toxicological impacts, healthy ageing, and smart healthcare, while collaborating with domestic and international academic and research institutions to develop precision medicine and innovative models of diagnosis and treatment.<\/p>\n\n\n\n

    R&D System and Resource Investment<\/strong><\/p>\n\n\n\n

    In 2025, the Hospital continued to expand investment in research and development. Total R&D expenditure increased from NTD 464 million in 2024 to NTD 574.16 million in 2025, while R&D expenditure as a percentage of annual Hospital revenue increased from more than 4.2% to 4.81%.<\/strong><\/p>\n\n\n\n

    These figures demonstrate the Hospital\u2019s continued commitment to treating research and innovation as important investments in healthcare quality and long-term competitiveness.<\/p>\n\n\n\n

    For externally funded research projects, both the number and total value of projects supported by the National Science and Technology Council, Ministry of Health and Welfare, and other organisations increased compared with the previous year. Total external research funding rose from NTD 274 million to NTD 356.28 million<\/strong>, reflecting continued external recognition of the Hospital\u2019s research themes and clinical innovation priorities.<\/p>\n\n\n\n

    To encourage younger physicians to participate in research, the Hospital also continues to provide internal project funding to support residents and early-career physicians, cultivating clinical research talent and strengthening research capacity.<\/p>\n\n\n\n

    Table 1.4-1 R&D Investment and Research Project Funding in 2025<\/strong><\/p>\n\n\n\n

    Management Area<\/strong><\/td>2024<\/strong><\/td>2025<\/strong><\/td><\/tr><\/thead>
    Total R&D expenditure<\/strong><\/td>NTD 464,000,000<\/td>NTD 574,164,497<\/td><\/tr>
    R&D expenditure as a percentage of annual Hospital revenue<\/strong><\/td>More than 4.2%<\/td>4.81%<\/td><\/tr>
    Internally funded R&D expenditure<\/strong><\/td>NTD 190,000,000<\/td>NTD 217,887,927<\/td><\/tr>
    Number of externally funded research projects<\/strong><\/td>121<\/td>126<\/td><\/tr>
    Total external research funding<\/strong><\/td>NTD 274,000,000<\/td>NTD 356,276,570<\/td><\/tr>
    Growth in R&D resources<\/strong><\/td>\u2013<\/td>Both the number and value of funded projects increased compared with the previous year<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n

    Note: \u201c\u2013\u201d indicates that the item was not separately disclosed for comparison in that year.<\/em><\/p>\n\n\n\n

    Table 1.4-2 Participation of Young Physicians and Residents in Research in 2025<\/strong><\/p>\n\n\n\n

    Area<\/strong><\/td>2025 Outcome<\/strong><\/td><\/tr><\/thead>
    Participation of young physicians in research<\/strong><\/td>46 residents or early-career physicians participated in research projects<\/td><\/tr>
    Development of collaborative research talent<\/strong><\/td>41 served as co-investigators<\/td><\/tr>
    Development of principal investigator capability<\/strong><\/td>5 served as principal investigators<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n

    Research Ethics and Clinical Trial Management<\/strong><\/p>\n\n\n\n

    Research ethics and academic integrity are essential foundations for the long-term development of medical innovation. The Hospital strengthens participant protection and research quality through human research ethics review, document and on-site audits, management of protocol deviations and non-compliance, and reviews of journal publications and research outputs.<\/p>\n\n\n\n

    In 2025, the number of new human research ethics review cases increased compared with 2024. The approval rate rose from 90.1% to 99.7%<\/strong>, while the average review processing time decreased from 40.1 days to 29.6 days<\/strong>, demonstrating continued improvement in review efficiency and process management.<\/p>\n\n\n\n

    In academic integrity, the Hospital continued to review journal publications and research outputs. No violations of research ethics or academic integrity were identified in 2025.<\/p>\n\n\n\n

    The Hospital is also preparing to apply for accreditation by the Association for the Accreditation of Human Research Protection Programs (AAHRPP)<\/strong>, further strengthening research ethics governance and international alignment.<\/p>\n\n\n\n

    Table 1.4-3 Research Ethics and Academic Integrity Management Outcomes<\/strong><\/p>\n\n\n\n

    Management Area<\/strong><\/td>2024<\/strong><\/td>2025<\/strong><\/td><\/tr><\/thead>
    Human research ethics review cases<\/strong><\/td>374<\/td>398<\/td><\/tr>
    Review approval rate<\/strong><\/td>90.10%<\/td>99.70%<\/td><\/tr>
    Review efficiency<\/strong><\/td>Average 40.1 days<\/td>Average 29.6 days<\/td><\/tr>
    Journal publication and research output reviews<\/strong><\/td>346<\/td>421<\/td><\/tr>
    Research ethics and academic integrity violations<\/strong><\/td>0 cases<\/td>0 cases<\/td><\/tr>
    Human research ethics audits<\/strong><\/td>641<\/td>621<\/td><\/tr>
    Protocol deviation and non-compliance management<\/strong><\/td>175 cases<\/td>173 cases<\/td><\/tr>
    International research ethics accreditation \/ assessment<\/strong><\/td>FERCAP international accreditation maintained<\/td>Preparing for AAHRPP accreditation<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n

    Table 1.4-4 Clinical Trial Outcomes in 2025<\/strong><\/p>\n\n\n\n

    Area<\/strong><\/td>2025 Outcome<\/strong><\/td><\/tr><\/thead>
    Clinical trial initiation<\/strong><\/td>45 newly initiated clinical trials<\/td><\/tr>
    Cross-departmental research participation<\/strong><\/td>15 clinical departments participated in clinical trials<\/td><\/tr>
    Clinical research personnel involvement<\/strong><\/td>22 attending physicians served as principal investigators<\/td><\/tr>
    Review system and digital management<\/strong><\/td>Clinical trial contract review system and electronic case review system continued to operate<\/td><\/tr>
    Parallel review mechanism<\/strong><\/td>45 clinical trials adopted parallel review<\/td><\/tr>
    Study start-up efficiency<\/strong><\/td>Average of 70 days from submission to trial initiation<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n

    Clinical Innovation Applications<\/strong><\/p>\n\n\n\n

    The Hospital continues to translate research outcomes into responses to clinical needs, focusing on patient safety, precision treatment, smart healthcare, and public health. Research capacity is applied to cancer care, cardiovascular and geriatric health, maternal and child health, smart pharmacy, and drug abuse prevention.<\/p>\n\n\n\n

    Through interdisciplinary collaboration and the adoption of healthcare technologies, research results support clinical decision-making and are progressively translated into practical improvements in quality of care and service efficiency.<\/p>\n\n\n\n

    Table 1.4-5 Clinical Innovation Applications<\/strong><\/p>\n\n\n\n

    Innovation Area<\/strong><\/td>Representative Outcomes and Contributions<\/strong><\/td><\/tr><\/thead>
    Cancer Care<\/strong><\/td>Developed CAR-T cell therapy, LAGA\u00ae minimally invasive lung cancer localisation technology, next-generation sequencing, and single-port robotic surgery, establishing a comprehensive cancer diagnosis and treatment system. The Hospital is also a national leader in thyroid ablation techniques and provides teaching and training support to other hospitals.<\/td><\/tr>
    Cardiovascular and Healthy Ageing<\/strong><\/td>Established a heart failure care team and Taichung City\u2019s first integrated dementia care centre, providing integrated care and promoting continuity of community-based services.<\/td><\/tr>
    Maternal and Child Health<\/strong><\/td>Strengthened obstetric, gynaecological, and neonatal services in response to declining birth rates, providing comprehensive maternal and infant care resources.<\/td><\/tr>
    Smart Pharmacy and Safety<\/strong><\/td>Introduced the ADC+S visual dashboard and SEMO injectable medication identification system, secured 3 patents, and implemented the technologies clinically, significantly reducing medication errors and waiting times.<\/td><\/tr>
    Drug Abuse Prevention<\/strong><\/td>Established a Drug Testing Center, the first urine testing laboratory in central Taiwan accredited by the Ministry of Health and Welfare and the largest hair drug testing facility in Taiwan, supporting forensic testing and substance abuse prevention.<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n

    Translation of Research Outcomes, Intellectual Property, and Industry-Academia Collaboration<\/strong><\/p>\n\n\n\n

    The Hospital continues to promote the translation of research outcomes into clinical and industrial applications through patent strategy, spin-off companies, and research output management.<\/p>\n\n\n\n

    In 2025, the Hospital obtained 11 patents<\/strong> and continued to advance outcomes related to spin-off companies, indicating that R&D investment, ethics management, and research translation are progressively forming an institutionalised management process.<\/p>\n\n\n\n

    Going forward, the Hospital will continue to assess the maturity and potential application pathways of research outcomes as an important basis for technology transfer, commercialisation, and interdisciplinary collaboration.<\/p>\n\n\n\n

    For industry-academia collaboration, the Hospital strengthens research quality, participation, and interdisciplinary collaboration through education and training, seminars, exchange activities, and research incentive mechanisms.<\/p>\n\n\n\n

    In 2025, the Hospital organised 4 education, training, or seminar sessions<\/strong> covering industry-academia collaboration, clinical research, and research ethics, with 200 participant attendances<\/strong>. Participation increased compared with the previous year, demonstrating continued development of the Hospital\u2019s research culture and industry-academia collaboration foundation.<\/p>\n\n\n\n

    The Hospital also continues to maintain research and industry-academia incentive programmes. In 2025, 3 personnel<\/strong> received relevant awards. The number of physicians and researchers participating in industry-academia collaboration remained stable compared with the previous year, reflecting the Hospital\u2019s continued support for research translation and industrial collaboration.<\/p>\n\n\n\n

    Table 1.4-6 Research Translation and Industry-Academia Collaboration Outcomes in 2025<\/strong><\/p>\n\n\n\n

    Area<\/strong><\/td>2025 Outcome<\/strong><\/td><\/tr><\/thead>
    Innovation and Patent Strategy<\/strong><\/td>11 patents obtained<\/td><\/tr>
    Spin-Off Development and Research Translation<\/strong><\/td>Continued development of outcomes related to spin-off companies<\/td><\/tr>
    Industry-Academia Collaboration and Research Ethics Exchange<\/strong><\/td>4 training sessions \/ seminars on industry-academia collaboration, clinical trials, and research ethics; 200 participant attendances<\/td><\/tr>
    Participation in R&D Exchange Activities<\/strong><\/td>Participation increased compared with the previous year<\/td><\/tr>
    Research Incentives and Talent Motivation<\/strong><\/td>Research and industry-academia incentive programmes maintained; 3 personnel received related awards<\/td><\/tr>
    Stability of Industry-Academia Participation<\/strong><\/td>Number of participating physicians and researchers remained stable compared with the previous year<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n

    Academic Performance and External Recognition<\/strong><\/p>\n\n\n\n

    The Hospital\u2019s achievements in medical innovation, quality improvement, and smart healthcare continue to receive external recognition, demonstrating that R&D investment, clinical application, research translation, and interdisciplinary collaboration have developed into an increasingly institutionalised innovation ecosystem.<\/p>\n\n\n\n

    In 2025, the Hospital received 48 new awards related to smart healthcare or quality<\/strong>, including 7 National Innovation Awards, 15 SNQ National Quality Marks, 18 Quality Control Circle competition awards, 2 Outstanding Healthcare Awards, and 6 Smart Healthcare recognitions<\/strong>.<\/p>\n\n\n\n

    By the end of 2025, the cumulative number of related awards received in 2024 and 2025 had reached 84<\/strong>.<\/p>\n\n\n\n

    These recognitions cover innovative medical technologies, clinical workflow optimisation, smart system implementation, and patient safety improvement, demonstrating how the Hospital begins with real-world clinical needs and translates research governance, clinical trials, translational applications, and industry-academia collaboration into tangible improvements in healthcare quality and service effectiveness.<\/p>\n\n\n\n

    1.5 Information and Cybersecurity<\/strong><\/p>\n\n\n\n

    Information Security Protection<\/strong><\/p>\n\n\n\n

    To ensure the accuracy, integrity, and availability of medical information, the Hospital has established an Information Security Management System in accordance with Taiwan\u2019s Cyber Security Management Act<\/strong> and the ISO 27001<\/strong> standard.<\/p>\n\n\n\n

    Through the Information Security Committee, dedicated cybersecurity personnel, vulnerability management, response exercises, personal data audits, and external cyber defence collaboration, the Hospital strengthens the resilience of its healthcare information systems.<\/p>\n\n\n\n

    In 2025, the Hospital continued to advance information security governance, vulnerability remediation, penetration testing, social engineering exercises, backup and recovery, and personal data protection.<\/p>\n\n\n\n

    No major incidents involving information leakage, breaches of patient privacy, or loss of patient data occurred during the year. No information system interruption affected clinical care or healthcare services.<\/strong><\/p>\n\n\n\n

    (1) Information Security Management<\/strong><\/p>\n\n\n\n

    The Hospital has established an Information Security Committee<\/strong>, chaired by a Vice Superintendent, which meets quarterly to coordinate information security policies, system implementation, and improvement tracking.<\/p>\n\n\n\n

    In 2025, the Committee met 4 times<\/strong>, with senior management participation or oversight reaching 100%<\/strong>, and completed 10 information security management or improvement actions<\/strong>.<\/p>\n\n\n\n

    The Hospital has appointed a Chief Information Security Officer and one dedicated cybersecurity staff member<\/strong>, responsible for vulnerability scanning, penetration testing, incident response, and risk management.<\/p>\n\n\n\n

    The Hospital has maintained ISO 27001 certification since 2010 and completed transition to ISO 27001:2022<\/strong> in 2024. In 2025, the Hospital continued to maintain the effective operation of its Information Security Management System (ISMS) through internal and external audits, completing 3 audits<\/strong> and 11 corrective actions<\/strong> based on audit findings.<\/p>\n\n\n\n

    (2) Vulnerability Protection<\/strong><\/p>\n\n\n\n

    In 2025, the Hospital completed one information security risk assessment<\/strong> and conducted 8 vulnerability scans<\/strong> covering core information systems, including HIS and PACS. A total of 160 system instances<\/strong> were tested, identifying 69 critical or high-risk vulnerabilities<\/strong>, all of which were remediated.<\/p>\n\n\n\n

    The Hospital also completed one annual penetration test. Neither the initial scan nor the follow-up scan identified any high-risk vulnerabilities.<\/p>\n\n\n\n

    Compared with the previous year, the number of high-risk vulnerabilities decreased and no recurrence of the same type of major vulnerability was identified, indicating continued improvement in vulnerability management and system protection.<\/p>\n\n\n\n

    The Hospital also participates in the H-SOC cybersecurity collaboration network<\/strong> and the H-ISAC threat intelligence sharing system<\/strong>, enabling access to intelligence on common attack methods and emerging threats in the healthcare sector. This information is translated into internal vulnerability remediation, system protection, and staff education.<\/p>\n\n\n\n

    (3) Cybersecurity Exercises<\/strong><\/p>\n\n\n\n

    Results of the 2025 social engineering exercise showed an email open rate of 6.24%<\/strong>, link click rate of 1.39%<\/strong>, and successful deception rate of 0%<\/strong>.<\/p>\n\n\n\n

    All results met the Ministry of Education\u2019s recommended policy indicators, with targets of an email open rate below 10% and link click rate below 6%.<\/p>\n\n\n\n

    Compared with 2024, when the email open rate was 14.14%<\/strong>, link click rate 3.89%<\/strong>, and successful deception rate 0.57%<\/strong>, all three human-factor risk indicators declined, demonstrating improved employee ability to identify phishing emails and social engineering risks.<\/p>\n\n\n\n

    The Hospital also completed HIS and PACS outage recovery exercises. The target recovery time was 4 hours<\/strong>, while actual recovery times were 56 minutes for HIS<\/strong> and 45 minutes for PACS<\/strong>, validating reporting, response, and recovery capabilities under disruptive scenarios.<\/p>\n\n\n\n

    (4) Operational Resilience<\/strong><\/p>\n\n\n\n

    The Hospital continues to strengthen information service continuity and system redundancy to support stable clinical and administrative operations.<\/p>\n\n\n\n

    In 2025, the Hospital received 3,994 IT service requests<\/strong>, with a closure rate of 98.22%<\/strong>.<\/p>\n\n\n\n

    The data centre uses layered protection measures including access control, surveillance, environmental monitoring, and fire suppression systems to protect core equipment.<\/p>\n\n\n\n

    To ensure uninterrupted healthcare delivery, core systems are supported by off-site redundancy, automated backup, and data recovery mechanisms. In 2025, both the automated backup rate and data restoration completeness rate reached 100%<\/strong>, and 2 critical business interruption exercises<\/strong> were completed.<\/p>\n\n\n\n

    No incidents during the year resulted in clinical care or healthcare service disruption due to information system outages. In addition, all 24 environmental or system abnormalities<\/strong> identified through routine inspections were resolved without causing service interruption.<\/p>\n\n\n\n

    (5) Personal Data Protection<\/strong><\/p>\n\n\n\n

    The Hospital manages medical records and personal information in accordance with the Medical Record Confidentiality Guidelines<\/strong> and the Personal Data Security Maintenance Plan<\/strong>.<\/p>\n\n\n\n

    Protected information includes identifiable personal data, medical history, diagnoses, examinations, treatment, medication, imaging, laboratory data, electronic medical records, Protected Health Information (PHI), and Personally Identifiable Information (PII).<\/p>\n\n\n\n

    Role-based access, permission controls, abnormal access alerts, and access log retention are used to ensure that data are used only for healthcare delivery, administrative operations, and purposes permitted by law.<\/p>\n\n\n\n

    In 2025, the Hospital continued to audit abnormal access to medical records and personal information. No medical record or personal data leakage incidents occurred during the year.<\/strong><\/p>\n\n\n\n

    The Hospital also completed information security and personal data protection training for 3,270 employees<\/strong>, achieving a 100% completion rate<\/strong>, and organised 14 related education or awareness activities<\/strong>.<\/p>\n\n\n\n

    These activities continuously strengthen employee awareness of medical record access, personal data protection, social engineering, and risks associated with AI applications.<\/p>\n\n\n\n

    Smart Healthcare<\/strong><\/p>\n\n\n\n

    The Hospital actively promotes smart healthcare transformation through collaboration between the information department and clinical and administrative units.<\/p>\n\n\n\n

    Multiple digital systems have been developed and integrated to strengthen patient safety, quality of care, information services, knowledge management, telehealth, and clinical research support.<\/p>\n\n\n\n

    In 2025, the Hospital continued to optimise abnormal-event alerts, electronic medical records, information system maintenance, digital learning, and research data applications, translating frontline clinical needs into practical information tools that improve healthcare efficiency and organisational resilience.<\/p>\n\n\n\n

    (1) Clinical Support<\/strong><\/p>\n\n\n\n

    The Hospital has introduced system modules for abnormal-event notification and drug interaction alerts, integrated with app and SMS push notifications to help healthcare teams identify abnormal events and potential risks in real time.<\/p>\n\n\n\n

    In 2025, an average of 2,451 abnormal-event alerts per month<\/strong> were sent, strengthening medication safety and patient safety management.<\/p>\n\n\n\n

    The Hospital also continued to advance electronic medical records and data exchange. In 2025, 300 electronic medical record items<\/strong> were formally declared, representing approximately 99%<\/strong> of applicable records, up from approximately 97% in 2024<\/strong>.<\/p>\n\n\n\n

    This reflects continued improvement in medical record digitalisation and completeness of data exchange.<\/p>\n\n\n\n

    (2) Operational Efficiency<\/strong><\/p>\n\n\n\n

    The Hospital adopts a prototype-based development model<\/strong>, with the information department working closely with clinical units to respond rapidly to frontline needs and reduce the gap between system development and practical implementation.<\/p>\n\n\n\n

    These achievements have also attracted visits and exchanges from other hospitals, demonstrating the Hospital\u2019s IT development capability and practical application value.<\/p>\n\n\n\n

    The digital learning platform offered 1,328 courses<\/strong> during the year, with 193,957 cumulative views<\/strong>, supporting knowledge transfer in healthcare, administration, information security, personal data protection, and organisational systems.<\/p>\n\n\n\n

    This strengthens employees\u2019 digital literacy and promotes a culture of self-directed learning.<\/p>\n\n\n\n

    (3) Research Innovation<\/strong><\/p>\n\n\n\n

    The Hospital uses telemedicine to support healthcare needs in remote areas. In 2025, under the Heping District Integrated Delivery System (IDS) programme<\/strong>, the Hospital provided 110 telemedicine follow-up encounters<\/strong>, improving healthcare accessibility in mountainous areas and reducing the burden associated with travelling for care.<\/p>\n\n\n\n

    In clinical research, the Hospital has established research support systems and collaborates with TriNetX<\/strong> to support clinical data research.<\/p>\n\n\n\n

    Related research output increased from 31 publications in 2024 to 82 in 2025<\/strong>, representing growth of more than 1.6 times<\/strong>, demonstrating the Hospital\u2019s achievements in using data to support clinical research, medical innovation, and academic development.<\/p>\n\n\n\n

    1.6 Procurement Management<\/strong><\/p>\n\n\n\n

    Responsible Procurement System<\/strong><\/p>\n\n\n\n

    Chung Shan Medical University Hospital has established a comprehensive procurement management mechanism in accordance with environmental policy and social responsibility requirements and incorporates environmental and sustainability considerations into procurement policy.<\/p>\n\n\n\n

    To ensure transparency and efficiency in procurement, the Hospital has established a supply chain management framework covering procurement management regulations, materials management rules, and material acceptance procedures to ensure that suppliers provide products meeting required standards.<\/p>\n\n\n\n

    Under the Procurement Management Regulations<\/strong>, the Hospital defines procurement procedures and responsibilities to strengthen financial discipline and prevent waste.<\/p>\n\n\n\n

    Under the Materials Management Rules<\/strong>, a central warehousing system is implemented, supported by a smart inventory management system that monitors safety stock levels and regularly generates shortage reports.<\/p>\n\n\n\n

    Under the Material Acceptance Guidelines<\/strong>, medical materials are inspected for model, quantity, expiry date, and other quality requirements. Abnormal items are immediately returned and suppliers are notified, preventing non-compliant products from entering clinical use.<\/p>\n\n\n\n

    Local Procurement Practices<\/strong><\/p>\n\n\n\n

    As a healthcare provider, Chung Shan Medical University Hospital actively collaborates with local suppliers to support local industry development.<\/p>\n\n\n\n

    In 2025, local suppliers, primarily based in Taiwan, accounted for 95% of total procurement expenditure on medical consumables such as reagents<\/strong>, while 99% of expenditure on Chinese and Western medical equipment, including spare parts, was sourced from local suppliers<\/strong>.<\/p>\n\n\n\n

    These local suppliers play a critical role in the Hospital\u2019s healthcare value chain by providing stable products and service support and helping ensure uninterrupted healthcare delivery.<\/p>\n\n\n\n

    Beyond medical consumables and equipment, the Hospital also extends local procurement principles to patient meal services.<\/p>\n\n\n\n

    Through the Nutrition Department\u2019s self-operated kitchen and collaboration with suppliers in Taichung and Nantou, the Hospital integrates food safety, low-carbon diets, and patient nutrition care, further expanding the environmental and social benefits of local procurement.<\/p>\n\n\n\n

    Special Feature | Local Ingredients and Low-Carbon Patient Meals<\/strong><\/p>\n\n\n\n

    The Nutrition Department operates its own kitchen and has maintained HACCP certification<\/strong> under the Ministry of Health and Welfare since 2017, continuously providing safe, hygienic, and nutritious meals for inpatients.<\/p>\n\n\n\n

    In 2025, the Nutrition Department collaborated with 10 suppliers in the Taichung-Nantou region<\/strong>, including 9 in Taichung and 1 in Nantou. Each supplier can reach the Hospital within approximately 30 minutes<\/strong>, and all are registered food businesses.<\/p>\n\n\n\n

    Five major categories of fresh food used during the year\u2014vegetables, fresh chicken, pork, rice, and fruit\u2014were sourced from central and southern Taiwan. Procurement of these local ingredients accounted for 59.9% of total annual food procurement expenditure<\/strong>.<\/p>\n\n\n\n

    Choosing local ingredients helps shorten transportation distances, reduce transport-related carbon emissions, and maintain freshness, while enabling patients to receive meals that balance environmental responsibility, hygiene, and nutrition.<\/p>\n\n\n\n

    The Nutrition Department also supports low-carbon catering goals by digitising operations to reduce paper use, reducing disposable tableware, and promoting food waste reuse.<\/p>\n\n\n\n

    In September 2025, in alignment with the Hospital\u2019s low-carbon policy, vegetarian patient meals were introduced on the second Tuesday of each month<\/strong>, corresponding with the Hospital-wide vegetarian day, encouraging patients to participate in low-carbon dietary actions.<\/p>\n\n\n\n

    Green Procurement<\/strong><\/p>\n\n\n\n

    The Hospital actively promotes green procurement by prioritising products with environmental certifications, including water-saving, electricity-saving, energy-efficiency, or recycling labels, and encourages suppliers to use environmentally responsible materials and technologies.<\/p>\n\n\n\n

    In response to the global net-zero transition, the Hospital aligns with the Resource Circulation Policy Planning and Management<\/strong> initiatives of the Resource Circulation Administration, Ministry of Environment, and incorporates environmental and sustainability requirements into procurement policies to promote products that meet environmental standards.<\/p>\n\n\n\n

    In 2025, the Hospital\u2019s green procurement expenditure reached NTD 13,777,495, accounting for 0.62% of total procurement expenditure.<\/strong><\/p>\n\n\n\n

    This demonstrates that a foundation for green procurement has been established, while also indicating further potential for expansion.<\/p>\n\n\n\n

    The Hospital will continue strengthening green procurement and supply chain management to support a more sustainable healthcare environment.<\/p>\n\n\n\n

    Special Feature | FSC-Certified Paper Cups for Dental Care<\/strong><\/p>\n\n\n\n

    The Hospital continues to promote sustainable procurement by progressively integrating green procurement principles into routine purchasing and use management.<\/p>\n\n\n\n

    Procurement and user departments jointly review feasible alternatives. In 2025, 2 to 3 cross-departmental review and planning sessions<\/strong> were conducted to expand the range of sustainable procurement items.<\/p>\n\n\n\n

    Through review of procurement specifications, assessment of product materials, and analysis of usage scenarios, the Hospital prioritises commonly used clinical and administrative consumables as starting points for reducing single-use plastics while balancing healthcare service needs with environmental objectives.<\/p>\n\n\n\n

    In 2025, the Dental Department fully replaced plastic mouth-rinsing cups used by patients with FSC-certified paper cups<\/strong>, with approximately 10,000 cups used annually<\/strong>.<\/p>\n\n\n\n

    Compared with conventional plastic materials, this change helps reduce plastic consumption and is estimated to reduce annual carbon emissions by approximately 66.375 kg CO<\/strong>\u2082<\/strong>e<\/strong>.<\/p>\n\n\n\n

    This initiative demonstrates the Hospital\u2019s approach of starting with practical, manageable changes and progressively advancing green procurement and the low-carbon transition.<\/p>\n\n\n\n

    Going forward, the Hospital will continue evaluating sustainable alternatives for different procurement categories, progressively expanding the scope of green procurement and strengthening environmental benefits and sustainable management practices.<\/p>\n\n\n\n

    Supply Chain Risk Management<\/strong><\/p>\n\n\n\n

    To reduce the impact of medical supply shortages, quality abnormalities, and urgent demand on healthcare services, the Hospital has established a supply chain management mechanism covering procurement, inventory, acceptance, shortage response, defective product handling, and emergency medical supply distribution.<\/p>\n\n\n\n

    Through central warehousing, smart inventory management, safety stock monitoring, abnormal-event reporting, and contact with alternative suppliers, the Hospital can monitor supply conditions in real time and rapidly activate response procedures when shortages or abnormalities occur.<\/p>\n\n\n\n

    These mechanisms help maintain stable healthcare operations and ensure that patient care needs continue to be met.<\/p>\n\n\n\n

    Supplier Management Highlights and Implementation Measures<\/strong><\/p>\n\n\n\n

    Management Focus<\/strong><\/td>Management Requirements and Measures<\/strong><\/td>2025 Performance<\/strong><\/td><\/tr><\/thead>
    Procurement Management System<\/strong><\/td>Procurement procedures, responsibilities, and expenditure controls are defined under the Procurement Management Regulations to ensure procurement is transparent, reasonable, and aligned with user needs<\/td>6,689 procurement cases<\/strong> processed in 2025; 92%<\/strong> completed under the procedures defined in the Procurement Management Regulations; average procurement processing time approximately 7\u201314 days<\/strong><\/td><\/tr>
    Materials Inventory and Demand Management<\/strong><\/td>Central warehousing is implemented under the Materials Management Rules, with a smart inventory management system used to monitor safety stock and shortages<\/td>91 critical medical material shortages<\/strong> in 2025; average shortage duration 1.26 days<\/strong>; all cases included in shortage tracking and inventory management mechanisms<\/td><\/tr>
    Medical Material Acceptance Management<\/strong><\/td>Medical materials are inspected for model, quantity, expiry date, and quality under the Material Acceptance Guidelines; abnormal items are immediately returned<\/td>Acceptance and abnormal-item handling continued in accordance with requirements, with quality abnormalities incorporated into subsequent supplier management and procurement evaluation<\/td><\/tr>
    Shortage Response Mechanism<\/strong><\/td>Under the Material Shortage Guidelines, shortage reporting, demand coordination, and emergency allocation mechanisms are activated; alternative suppliers may be contacted and safety stock settings reviewed when necessary<\/td>Average duration of critical medical material shortages controlled at 1.26 days<\/strong>; shortage tracking and cross-departmental coordination maintained stable healthcare services; substitute products were used in 0%<\/strong> of shortage cases during the year<\/td><\/tr>
    Defective Product Reporting and Abnormality Handling<\/strong><\/td>Defective products are reported, replaced, and documented under the Defective Product Reporting Principles and used as a basis for subsequent supplier evaluation<\/td>Defective product reporting, abnormality documentation, and supplier improvement tracking continued to reduce the risk of repeated quality issues<\/td><\/tr>
    Emergency Medical Supply Reserves and Distribution<\/strong><\/td>Emergency and strategic medical supplies are maintained under the Emergency Medical Supply Reserve and Distribution Principles; safety stock is checked regularly and delivery support activated when needed<\/td>12 emergency medical supply inventory checks or drills<\/strong> conducted in 2025; 12.87%<\/strong> of emergency reserves met the defined safety stock standard; 0 emergency deliveries<\/strong> activated during the year<\/td><\/tr>
    Supplier Evaluation and Improvement Tracking<\/strong><\/td>Supplier evaluations review supply quality, delivery stability, abnormality handling, and cooperation. Suppliers requiring improvement or observation are placed on a tracking list and required to take corrective action<\/td>2 supplier evaluations<\/strong> conducted in 2025; 7 suppliers<\/strong> placed on improvement or observation lists; 100%<\/strong> of improvement tracking cases closed<\/td><\/tr><\/tbody><\/table><\/figure>\n","protected":false},"excerpt":{"rendered":"

    1.1 Governance Structure: Chung Shan Med<\/p>\n","protected":false},"author":3,"featured_media":0,"parent":0,"menu_order":2,"comment_status":"closed","ping_status":"closed","template":"","meta":{"ngg_post_thumbnail":0,"footnotes":""},"class_list":["post-90","page","type-page","status-publish","hentry"],"_links":{"self":[{"href":"https:\/\/web.csh.org.tw\/web\/ESG-en\/index.php?rest_route=\/wp\/v2\/pages\/90"}],"collection":[{"href":"https:\/\/web.csh.org.tw\/web\/ESG-en\/index.php?rest_route=\/wp\/v2\/pages"}],"about":[{"href":"https:\/\/web.csh.org.tw\/web\/ESG-en\/index.php?rest_route=\/wp\/v2\/types\/page"}],"author":[{"embeddable":true,"href":"https:\/\/web.csh.org.tw\/web\/ESG-en\/index.php?rest_route=\/wp\/v2\/users\/3"}],"replies":[{"embeddable":true,"href":"https:\/\/web.csh.org.tw\/web\/ESG-en\/index.php?rest_route=%2Fwp%2Fv2%2Fcomments&post=90"}],"version-history":[{"count":4,"href":"https:\/\/web.csh.org.tw\/web\/ESG-en\/index.php?rest_route=\/wp\/v2\/pages\/90\/revisions"}],"predecessor-version":[{"id":1091,"href":"https:\/\/web.csh.org.tw\/web\/ESG-en\/index.php?rest_route=\/wp\/v2\/pages\/90\/revisions\/1091"}],"wp:attachment":[{"href":"https:\/\/web.csh.org.tw\/web\/ESG-en\/index.php?rest_route=%2Fwp%2Fv2%2Fmedia&parent=90"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}