4.0 Overview of Hiromoto

1. Policy

• Pursue medical technology at the level of a medical center by integrating the latest international NCCN treatment guidelines.
• Implement the “Medical Accident Prevention and Dispute Resolution Act” to foster an honest and compassionate medical environment.
• Procurement and investment in medical equipment should prioritize enhancing patient safety, minimizing medical errors, and optimizing healthcare services.
• Commit to developing quality and patient safety management systems that meet “medical center-level medical service standards.” Utilize data-driven approaches, human factors principles, and cross-team collaboration to enhance military and clinical medical quality, advance sustainable governance (ESG), and ultimately become the preferred benchmark for a sustainable, resilient hospital serving both military personnel and civilians in central Taiwan, fulfilling the highest quality commitment.

2. Strategy

• Technology transfer strategy: Enhance department management and facilitate the transfer of key technologies (such as EVT, r-TMS, etc.) through the “Military Southern Medical Alliance.”
• Develop precision medicine and minimally invasive surgical techniques—such as the anterior approach to hip replacement in orthopedics and 3D navigation surgery—to enhance diagnostic and treatment accuracy.
• Whole-person care strategy: Promote multidisciplinary teams (MDTs), Enhanced Recovery After Surgery (ERAS) postoperative accelerated recovery programs, and post-acute care (PAC).
• Plan investments to develop equipment that can automate and intelligently replace highly repetitive or labor-intensive tasks, enabling core personnel to concentrate on direct patient care services.
• Utilize decision support tools to facilitate collaborative participation between physicians (case managers) and patients, enabling the exchange of information and joint discussions to reach medical decisions that support patients in making choices aligned with their values.
• Encourage all units to participate in the “SNQ National Quality Mark,” the “National Medical Quality Award,” the “Pioneer Quality Control Circle,” the “National Innovation Award,” and the “Taiwan Medical Quality Association Quality Improvement Competition” to enhance medical quality.
• Incorporate committee evaluation feedback from “Emergency Medical Capability Grading,” “Hospital Accreditation,” “Health Bureau Supervision,” and “Research and Evaluation Visits” into the patient safety and medical quality review committee’s control items. Regularly hold meetings to assess and ensure the effectiveness of improvements addressing identified deficiencies.

3. Goals

1. Short-term:

• – Commission the Emergency and Critical Care Medical Building to comprehensively enhance integrated treatment and preventive medicine in the fields of emergency and critical care, cardiovascular diseases, and cancer.
• – Introduce the ROSA robotic arm.
• – Fully implement the “Automated Identification System for Auxiliary Drugs and Medical Materials,” utilizing smart barcodes and RFID technology for procurement acceptance, distribution, and inventory management to achieve precise stock control.
• – Establish digital IDs (unique equipment codes) for all hospital medical devices to enable real-time monitoring of equipment location and utilization.
• – Gradually implement paperless indicator management and visual dashboards.

2. Midterm:

• – Implement a medical dispute reporting system to improve the real-time management of medical dispute incidents.
• – Strengthen regional medical alliance collaboration through enhanced defense strategies and technical exchanges.
• – Introduce “medical collaborative transport robots” in operating rooms, supply centers, and related units to manage the high-frequency transport of medical materials and waste, thereby optimizing internal logistics and enhancing infection control measures.
• Plan to develop the “Da Vinci Robotic Surgical System,” integrating multimodal imaging equipment to enhance precision and real-time treatment effectiveness in emergency and critical surgeries.
• – Integrate AI-assisted imaging diagnostic systems into the PACS workflow to improve physicians’ diagnostic efficiency.
• – Align with the hospital’s development as a “Major Emergency Responsibility Hospital” by implementing systematic root cause analysis for key emergency and critical care indicators to ensure consistently excellent quality performance.
• – Conduct medical Failure Mode and Effects Analysis (FMEA) on high-risk, cross-team processes to ensure patient safety and infection control during the implementation of new technologies.

3. Long-Term:

• – Obtain qualification as a Major Emergency Hospital.
• – Establish a hospital-wide management system for medical supplies, medical equipment, and cross-ward item flow to support intelligent scheduling and personnel management operations.
• – Develop a resilient, innovative, and sustainable value-based medical quality management framework by referencing international standards, such as those published by ISQua (the International Society for Quality in Health Care), and national innovation awards.
• – Utilize hospital information systems, electronic medical records, IoT medical devices, and big data to develop core predictive models that proactively issue warnings and enable interventions to improve outcomes before risks materialize or processes fail.

4. Management Practices

• – Establish a “Medical Dispute and Care Team” that includes dedicated social workers to provide psychological counseling for second victims (medical staff).
• – Use quantitative indicators, such as the volume of specific procedures performed and complication rates, to monitor medical quality.
• – Promote interdisciplinary care through LINE groups to facilitate real-time consultation and follow-up.
• – Analyze the satisfaction of clinical staff.
• – Establish mechanisms for research funding, outcome tracking, and performance management. Regularly review research outputs and the effectiveness of collaborations to continuously optimize the allocation of research resources.
• – Implement statistical control and anomaly detection systems using statistical control charts for scientific data analysis and to monitor subsequent PDCA (Plan-Do-Check-Act) improvement outcomes.
• – Promote Shared Decision Making (SDM) by actively developing and utilizing clinical decision support tools that involve physicians, case managers, patients, and their families in medical decisions. This collaborative approach aims to provide holistic care that best serves patient welfare.
• – Strive for external recognition and excellence in quality competitions: proactively guide and encourage in-house specialized medical teams to participate in nationally recognized quality competitions, including the “SNQ National Quality Mark,” “National Medical Quality Award,” “Pioneer Quality Circle,” “National Innovation Award,” and the “Taiwan Medical Quality Association Quality Improvement Competition.” Utilize these competitions to enhance departmental pride and drive quality improvements.
• – Implement an employee proposal reward system to encourage frontline staff to proactively identify process bottlenecks and suggest innovations and improvements. Proposals that yield significant results will receive support from the Medical Quality Group for implementation, presentation, and award nomination, thereby fostering motivation for quality control among all staff.
• – Information Platform and Knowledge Sharing: Continuously develop and maintain the hospital’s “Knowledge Management System” and “Evaluation Management System,” ensuring full promotion across all departments. Digitize historical quality improvement results and various case-sharing data to achieve a paperless quality experience and support sustainable organizational learning and knowledge sharing.

5. Performance

• – Medical dispute cases decreased from 16 in 2023 to 5 in 2024.
• – The rate of STEMI patients receiving an ECG within 10 minutes reached 95%.
• – 100% of stroke patients who met the criteria for thrombolysis received intravenous thrombolytic therapy.
• – Complex coronary artery interventions: 151 cases (threshold: 30 cases).
• – Percutaneous transluminal angioplasty (PTA): 407 cases (threshold: 80 cases).
• – Endovascular thrombectomy (EVT) for acute ischemic stroke: 10 cases (threshold: 1 case).
• The time required to complete pediatric developmental assessment reports has been reduced from 70 days to within 40 days, resulting in parent satisfaction increasing to 85%.
• The anesthesia department used forced-air warming blankets 1,493 times, ensuring precise monitoring of surgical safety.
• – Investment in three high-cost medical projects, including a “hybrid operating room,” with a total budget of NT$134 million.
• – Reported and managed 1,230 related abnormal events in 2025.
• – Established 27 topics related to shared medical decision-making.

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Introduction: From Disease Treatment to a Sustainable Healthcare System for Comprehensive Health Protection

Amid the dual global trends of intensified climate change and rapid population aging, the role of medical institutions has gradually evolved from a traditional focus on disease diagnosis and treatment to an integrated health service system encompassing preventive medicine, health promotion, risk management, and social care. As a key military-civilian medical hub in central Taiwan, our hospital deeply recognizes the strong interconnection between medical services and sustainable social development. Marking a significant milestone with the completion and commissioning of the 2025 Acute and Critical Care Medical Building, we have comprehensively strengthened four core areas: acute and critical care, cardiovascular medicine, integrated cancer treatment, and preventive medicine, continuously enhancing the capacity and quality of medical services.

Core Values of the Social Dimension of ESG

Our hospital positions “excellence in medical care” and “specialized care” as the core value pillars of the social dimension in our ESG sustainable development strategy. Through institutionalized quality management, interdisciplinary integrated care models, and the adoption of smart medical technologies, we are progressively building a medical service system that combines safety, efficiency, and patient-centered care. Simultaneously, we actively address climate risks, public health challenges, and pressures on medical resource allocation faced by the healthcare industry, strengthening the resilience and adaptability of the medical system. Our goal is to create a modern medical institution aligned with sustainable development trends.

Regarding Medical Quality and Patient Safety Management

Our hospital considers this the cornerstone of sustainable medical development. Through systematic management mechanisms and data-driven decision-making models, we embed a culture of patient safety at every level of organizational operation. We actively promote a non-punitive reporting system, fostering a reporting culture characterized by anonymity, voluntariness, confidentiality, non-punishment, and shared learning to facilitate the disclosure of abnormal events and feedback from experiences. In 2025, the hospital reported a total of 1,230 abnormal events, with medication-related incidents being the most common type (798 cases). Reports primarily came from pharmacists and nursing staff, indicating that frontline clinical personnel play a key role in risk identification and reporting mechanisms. Through interdisciplinary collaboration—among physicians, pharmacists, and nurses—and continuous education and training, our hospital effectively enhances medical risk identification and real-time response capabilities. We also encourage proactive reporting through incentive systems, creating a positive cycle that strengthens our safety culture.

In terms of quality management improvement

Our hospital actively promotes Quality Control Circle (QCC) activities, encouraging frontline clinical and administrative staff to implement systematic improvements on key issues in medical processes through Root Cause Analysis (RCA) and continuous improvement cycles (PDCA). These efforts have not only led to significant internal performance enhancements but have also earned gold awards at the International Convention on Quality Control Circles (ICQCC), demonstrating that our hospital’s quality management meets international standards. Additionally, our hospital has obtained multiple SNQ National Quality Mark certifications, further enhancing the credibility and external trust in the quality of our medical services.

Regarding Doctor-Patient Relationships and the Protection of Patient Rights

Our hospital actively promotes the Shared Decision-Making (SDM) approach and introduces Patient Decision Aids (PDAs), enabling patients to participate in medical decision-making with full disclosure of information. This initiative not only enhances medical transparency and patient autonomy but also helps reduce the risk of medical disputes, fosters a trust-based doctor-patient relationship, and further strengthens the human-centered values of medical care.

Building the Acute and Critical Care Medical System

As a core node in the regional medical network, our hospital actively promotes the integration of medical resources and regional joint defense mechanisms. Through institutionalized technology transfer and medical support systems, we enhance the overall accessibility and responsiveness of healthcare services. The newly constructed emergency department features advanced flow planning and infection control designs, combined with rapid triage and integrated specialty services, significantly improving the efficiency of acute and critical care. In the cardiovascular field, our hospital meets the international standard of completing interventional treatment for acute myocardial infarction patients within 90 minutes. Through regional alliance cooperation, we improve the success rate of complex surgeries and reduce mortality. In stroke care, our hospital provides 24/7 thrombolysis and thrombectomy services and continuously optimizes treatment efficiency within the golden treatment window, demonstrating high professionalism and rapid response capabilities.

In Medical Innovation and Specialized Development

Our hospital actively promotes the use of precision medicine and minimally invasive surgical techniques. By minimizing surgical invasiveness and shortening recovery times, we not only enhance patients’ quality of life but also significantly reduce medical resource consumption, embodying the core principles of sustainable healthcare. For example, innovative methods such as minimally invasive orthopedic joint replacement and 3D navigation surgery in otolaryngology greatly improve diagnostic accuracy and safety. Additionally, precise anesthesia monitoring effectively lowers surgical risks and accelerates recovery.

In Holistic Care and Long-Term Health Management

Through interdisciplinary integrated teams, our hospital delivers comprehensive care services spanning acute treatment, post-acute care (PAC), and chronic disease management. The rehabilitation department has developed a highly efficient PAC care model that effectively reduces readmission rates and enhances patient functional recovery. The Children’s Development Joint Assessment Center provides integrated evaluation services through interdisciplinary teams. Additionally, the rheumatology and immunology department improves chronic disease management effectiveness by leveraging interdisciplinary collaboration and digital tools, fully demonstrating the integrative value of holistic care.

In the Cancer Care System

Following national cancer treatment quality standards, our hospital has established a multidisciplinary team (MDT) integrated treatment model. Through cross-disciplinary collaboration among surgery, internal medicine, radiotherapy, and nutritional support, we provide comprehensive and individualized treatment plans. Using colorectal cancer as an example, our hospital ensures treatment quality and reduces mortality through minimally invasive surgery and rigorous pathological examination protocols, while incorporating functional medicine principles to enhance patients’ treatment tolerance and quality of life. Additionally, our hospital offers psychological and social support through the Cancer Resource Center and patient support systems, thereby strengthening the overall depth of care.

In summary, our hospital focuses on medical quality and patient safety, integrating smart medical advancements with specialized innovation. We continuously enhance clinical care capabilities and service quality while promoting a patient-centered medical model through interdisciplinary collaboration and humanistic care. Through these diverse strategies and practical implementations, our hospital not only strengthens the professionalism and efficiency of medical services but also transforms excellent medical outcomes into long-term social assets. This approach gradually realizes a modern medical system characterized by resilience, innovation, and sustainable development, thereby establishing a safe, reliable, and sustainable health protection network for the central Taiwan region.