6.0 Overview of Hiromoto
1. Policy
With “human-centered care” as the core value and adhering to the principle of “employees as the foundation,” talent is regarded as the key driving force and long-term asset for the sustainable development of the medical system. Through comprehensive talent cultivation, career development, and supportive mechanisms, a resilient and growth-oriented “sustainable talent development framework” is established. Career growth and employee welfare are integrated into long-term strategies, continuously optimizing a supportive workplace, diverse learning opportunities, and equitable development mechanisms to foster a work culture of respect, care, and mutual benefit.
2. Strategies
- Systematic Training Mechanism: Develop an annual plan encompassing new employee onboarding, professional skill development, cross-disciplinary learning, and leadership training for supervisors.
- Diversified Resource Investment: Actively subsidize external training, professional certification courses, and annual membership fees for professional associations to support employees’ continuing education.
- Talent Pipeline and Specialty Development: Enhance leadership training for nursing supervisors and proactively plan professional workforce development for newly established or expanded units.
- Retention and Environment Optimization: Enhance career development opportunities and improve the work environment to address workforce mobility challenges in the medical industry and reduce turnover risks.
3. Goals
(1) Short-Term Goals: Deepening and Stabilization
- Budget Growth: Increase funding for education and training by 10%.
- Management Indicators: Both the overall hospital turnover rate and the nursing turnover rate are below 12%.
- Grassroots Leadership: Train nursing supervisors to enhance management resilience.
- Certification Optimization: Provide subsidies for employees to obtain professional certifications, thereby enhancing their career competitiveness.
(2) Mid-Term Goals: Transformation and Efficiency
- Dual-Track Development: Enhance clinical and management career pathways to offer diverse promotion opportunities.
- Digital Transformation: Implement digital learning systems to improve cross-unit learning efficiency and facilitate knowledge transfer.
- Forward-Looking Deployment: Secure complete talent reserves in advance for expanded units to ensure service stability.
- Annual turnover rate for nursing staff below 10%.
- Optimize the workplace environment, improve manpower allocation efficiency, and reduce employee turnover to stabilize medical capacity.
(3) Long-Term Goals: Sustainability and Vision
- Sustainable Talent Pool: Develop a talent-focused “sustainable capital” management model.
- Technology Integration: Incorporate advanced smart medical technologies to develop cross-disciplinary professionals in smart healthcare.
- Benchmark Institution: Strengthen organizational resilience and enhance medical quality to realize the vision of a sustainable healthcare institution.
4. Management Practices
(1) Talent Training and Development
- Develop a comprehensive annual education and training plan that includes new employee orientation, advanced professional courses, cross-disciplinary learning, and leadership training for supervisors. Implement tiered training mechanisms tailored to job categories and levels.
- Continuously invest resources to support employees’ participation in internal and external seminars, professional certification programs, and continuing education.
- Establish a subsidy program for the annual membership fees of professional associations to encourage employee participation in professional societies and promote industry-academic collaboration.
- Hold annual training camps for nursing supervisors to enhance leadership, cross-department communication, and quality management skills.
- Promote subsidies for professional certification training and implement strategies for talent retention.
(2) Safe and Healthy Work Environment
- Establish an occupational safety and health office and a cross-departmental occupational safety and health committee, holding regular meetings to review safety policies and implement risk mitigation measures.
- Conduct annual occupational safety and health education and training for all employees, covering infection control, chemical safety, emergency response, and other relevant topics.
- Implement legally mandated professional training and certification for personnel involved in specific hazardous operations.
- Conduct semi-annual monitoring of the workplace environment, including assessments of organic solvents, chemicals, carbon dioxide concentration, noise levels, and other relevant factors.
- Establish mechanisms for occupational hazard prevention, accident reporting, root cause analysis, and follow-up on improvements.
(3) Reasonable Salary and Benefits System
- Continuously optimize the performance reward system associated with clinical quality, patient safety, and service delivery.
- Implement gender pay equity and fair salary systems.
- Promote career development for female physicians and cultivate management talent.
- Provide health checkups and low-dose lung CT (LDCT) scans that exceed regulatory requirements.
- Establish follow-up and health management protocols for employees with abnormal health check results.
- Promote health initiatives, provide psychological support, and implement work-life balance programs.
(4) Friendly Workplace and Employee Care
- Promote gender equality, diversity, inclusion, and a zero-discrimination workplace culture.
- Establish mechanisms for preventing sexual harassment and handling complaints.
- Establish workplace mutual aid childcare centers for children aged 2 to 6, incorporating the Montessori educational philosophy.
- Establish a three-tier psychological health support system along with professional counseling services.
- Collaborate with psychological counseling, therapy, and social work agencies across multiple counties and cities in the central region to provide free psychological counseling services.
- Organize lectures, courses, and activities focused on psychological health and stress relief.
- Build in-hospital art spaces and public art facilities.
5. Performance
(1) Talent Training and Development
- Establish institutionalized and systematic talent development frameworks to enhance the alignment between talent cultivation and organizational needs.
- Education and training expenses reached NT$1,740,249 in 2025, representing a 21.9% increase compared to 2024.
- Provide an annual subsidy of NT$1,000 per person for professional association membership fees.
- In 2025, twenty-six nursing supervisors completed training.
- The overall turnover rate in 2025 was 11.29%, while the nursing staff turnover rate was 11.80%.
(2) Safe and Healthy Work Environment
- Established a comprehensive occupational safety and health governance framework.
- Achieved a 100% completion rate for annual occupational safety on-the-job training.
- Enhanced safety management and professional competencies for high-risk operations.
- Workplace environment monitoring results from 2023 to 2025 fully complied with national legal standards.
- Maintained zero cases of occupational disease from 2023 to 2025.
(3) Reasonable Salary and Welfare System
- The average bonus for attending physicians reached NT$268,186 in 2025.
- Maintained a 1:1 salary ratio between male and female administrative, nursing, and medical frontline staff.
- The annual salary ratio between female and male physicians was 1:2.07, with ongoing efforts aimed at addressing structural disparities.
- Since 2019, subsidized low-dose computed tomography (LDCT) scans have been available for employees aged 45 and older.
- Achieved a 100% follow-up visit rate for secondary and tertiary management staff in 2025.
(4) Friendly Workplace and Employee Care
- Maintained a record of zero sexual harassment cases.
- Reduced employees’ childcare-related stress and increased their willingness to remain with the company (in 2025, 3 males and 32 females applied for parental leave).
- The use of psychological counseling increased from 54 sessions in 2024 to 81 sessions in 2025.
- Referred 33 individuals to counseling services in 2025.
- Conducted three psychological health promotion lectures, attended by a total of 256 participants.
- Enhanced the healing and psychological support functions within the work environment.
The Armed Forces Taichung General Hospital firmly believes that employees are the most vital asset for the sustainable development of the healthcare system. To fulfill its governance commitment to the social aspect of ESG (Environmental, Social, and Governance), the hospital has gradually moved beyond the traditional personnel management framework, shifting toward a data-driven management model. Using quantitative indicators, it systematically reviews the progress of promoting a happy workplace, enabling the vision of “security in livelihood, peace of mind, and well-being” to be realized through sustainable performance that is measurable, traceable, and improvable. The management framework integrates five key dimensions: workforce structure, occupational safety, pay equity, talent development, and employee care. An annual data governance mechanism is employed to continuously optimize system effectiveness, transforming human capital management from traditional administrative operations into a strategic, sustainable investment.
In managing workforce structure and organizational stability, the hospital is committed to fostering a workplace culture of Diversity, Equity, and Inclusion (DEI) while enhancing overall retention through institutional optimization. By the end of 2025, the hospital employed a total of 886 full-time staff, achieving an overall staffing ratio of 86.9%, which reflects stable and effective manpower allocation. The gender distribution comprises 588 females and 298 males, maintaining an approximate ratio of 70:30. The primary workforce is concentrated within the core professional group aged 31 to 50, forming a medical team rich in experience. Regarding workforce turnover, the overall rate in 2025 was 11.29%, with the nursing staff turnover rate at 11.80%. The hospital continues to mitigate the risk of losing key personnel through career development support, workload optimization, and welfare system enhancements, thereby ensuring continuity in medical services.
Occupational safety and health management have always been the highest priorities in the hospital’s operational governance, with the core management goal of “zero occupational accidents, emphasizing prevention.” The total recordable incident rate (TRIR) in 2025 was 1.39, and the hospital maintained a record of “zero occupational disease cases” from 2023 to 2025, demonstrating strong stability in risk control mechanisms. To ensure workplace safety, the hospital fully implements an education and training system with an annual completion rate of 100%. It conducts biannual environmental monitoring for risk factors such as organic solvents, carbon dioxide concentration, and noise. From 2023 to 2025, all monitoring results fully complied with national legal standards. Relevant data are simultaneously disclosed on the hospital’s internal information platform to enhance governance transparency and strengthen employee trust.
In terms of preventive medicine and health promotion strategies, the hospital has implemented a high-standard health management system that offers health check programs exceeding regulatory requirements. Since 2019, it has fully subsidized low-dose lung computed tomography (LDCT) scans for employees aged 45 and older, enhancing early disease screening and risk prevention efforts. For employees classified under second- and third-level management based on health check results, a follow-up and return-visit management system has been established. The return-visit follow-up rate reached 100% in 2025, ensuring timely intervention and appropriate care for identified health risks.
The salary system is designed based on the principles of fairness, transparency, and performance linkage, creating a competitive market salary structure that also ensures internal equity. According to 2025 statistics, the basic salary ratio between male and female administrative, nursing, and medical staff at the grassroots level remains 1:1, achieving absolute pay equity. The total annual salary ratio for physicians is 1:2.07, primarily due to the lower overall proportion of female physicians and differences in the representation in management positions, rather than systemic unfairness. The hospital has concurrently implemented a career development program for female physicians, encouraging their participation in management and leadership roles to gradually reduce structural disparities. Regarding the performance bonus system, the average bonus for attending physicians in 2025 reached NT$268,186, effectively strengthening the link between professional commitment and service quality while enhancing overall retention.
The talent development strategy focuses on creating a “sustainable talent pool,” treating human capital as a long-term investment that requires systematic planning. In 2025, education and training expenses reached NT$1,740,249, representing a 21.9% increase from NT$1,427,760 in 2024, reflecting the hospital’s ongoing commitment to intensifying talent cultivation efforts. Additionally, a new annual membership fee subsidy system for professional societies was introduced to encourage employees to actively engage in external professional communities and knowledge exchange networks. For senior talent development, the hospital conducts a fixed annual nursing supervisor training camp; in 2025, a total of 26 supervisors completed the training, effectively enhancing leadership capabilities and fostering cross-departmental communication resilience among middle and senior management.
In building a friendly workplace and psychological support system, the hospital aims to achieve governance goals of “zero discrimination, zero bullying, and high support,” comprehensively strengthening employees’ psychological safety and sense of belonging. Gender equality and complaint mechanisms are designed with rigorous protocols and enforce a zero-tolerance policy. To date, there have been no reports of sexual harassment cases, demonstrating the effectiveness of system implementation. Psychological health support follows the Ministry of National Defense’s “three-level prevention and control system,” providing professional and accessible counseling resources through the Mental Health Office. As the system matures and trust increases, the number of psychological counseling sessions rose from 54 in 2024 to 81 in 2025, reflecting growing employee acceptance and reliance on the hospital’s psychological support resources. Furthermore, the Mental Health Office actively collaborates with counseling, social work, and psychiatric clinics in Miaoli, Taichung, Changhua, Yunlin, Chiayi, Nantou, and Penghu counties, assisting employees with personal needs by linking them to partner institutions in the “Armed Forces Mental Health Care Program,” which offers up to six free counseling sessions per person annually. In 2025, 33 referrals were made for counseling services. The hospital also continues to promote employee mental health by holding three related promotional lectures in 2025, with 256 participants. Psychological health promotion has been incorporated into the regular education and training system, requiring employees to complete two hours of online mental health courses annually through the hospital’s training platform, fostering overall workplace mental health and well-being.
Simultaneously, the hospital actively promotes family-friendly policies by establishing a workplace mutual-aid childcare center based on the Montessori educational philosophy, providing childcare services for employees’ children aged 2 to 6. Statistics show that in 2025, 75% of employees’ children attended the center, effectively reducing childcare pressures and enhancing work stability and organizational cohesion. By integrating work and family support systems, the hospital strengthens employees’ overall quality of life, creating a more resilient and inclusive workplace environment.
Overall, the Armed Forces Taichung General Hospital has progressively established a sustainable human resource management model grounded in data governance. By integrating system design, data monitoring, and cultural transformation, workplace management has evolved from traditional administrative functions into a strategic core of ESG governance. Moving forward, the hospital will continue to enhance digital management tools and analytical models, improve the return on human capital investment, and continuously optimize workplace safety, pay equity, and talent development mechanisms. This approach will enable the organization to achieve a long-term balance between medical professional development and sustainable governance, steadily advancing toward a modern medical institution that combines excellent medical quality with sustainable value.