1.10 Stakeholder negotiation
To enhance a stakeholder-oriented management mechanism for sustainable governance, National Military Taichung General Hospital adheres to the AA1000 Stakeholder Engagement Standard (AA1000 SES) to establish a systematic framework for stakeholder identification, analysis, and communication. This approach ensures that the promotion of sustainable development strategies fully addresses the expectations and needs of key internal and external stakeholders and effectively incorporates their feedback into decision-making and management processes.
Regarding stakeholder identification methods, the hospital employs the five core principles proposed by AA1000 SES—Dependency, Responsibility, Tension/Interest, Influence, and Diverse Perspectives—as the foundation for evaluation. Through internal professional discussions within the Sustainable Development Committee, combined with practical experience from various business units, external expert advice, and sustainable practice cases from domestic and international medical institutions, the hospital conducts a systematic inventory and hierarchical analysis of stakeholders. Following a comprehensive evaluation, six major stakeholder groups are identified: internal staff, patients and their families, supervisory and accreditation agencies, military units, community residents, and suppliers/contractors.
Within the overall stakeholder management framework, the relevance of each stakeholder group to the hospital’s operations and sustainable development varies. The hospital maintains stable, two-way interactive relationships through diverse communication mechanisms and institutionalized feedback channels, incorporating stakeholders’ concerns into strategic planning and operational decision-making to ensure alignment between sustainable development goals and societal expectations.
Internal staff, as the core asset of the medical system’s operation, possess professional expertise and a strong commitment to service that directly impact medical quality and patient safety. The hospital prioritizes areas such as salary and benefits, education and professional development, workplace safety and health, and management of doctor-patient relationships. Through multiple channels—including internal announcement systems, supervisor forums, employee satisfaction surveys, and feedback mechanisms (e.g., suggestion boxes and digital platforms)—staff opinions are promptly communicated to management and serve as a foundation for system improvements and policy adjustments.
Patients and their families are the primary recipients of the hospital’s medical services, with their needs and satisfaction directly reflecting the quality of care and service effectiveness. The hospital continuously promotes patient-centered improvements, focusing on medical quality, patient safety, the quality of doctor-patient communication, and the friendliness of the medical environment. Communication channels include patient satisfaction surveys, complaint and suggestion mechanisms, patient suggestion boxes, and clinical care visit systems. Through these institutionalized feedback mechanisms, medical service processes are continuously optimized to enhance overall care quality and the patient experience.
Supervisory and accreditation agencies serve as crucial external oversight and guidance bodies for hospital operational management and medical quality improvement. Their policies, regulations, and evaluation systems form the foundation of hospital governance. The hospital’s primary focus areas include regulatory compliance, medical quality assessment results, policy coordination, and related audit requirements. Key communication methods encompass formal official correspondence, policy meetings, hospital accreditation processes, and supervisory inspections to ensure operations adhere to national medical policies and regulations while continuously enhancing governance maturity.
Military units are essential mission-oriented partners of the hospital. The hospital is responsible for providing medical care and emergency medical support to military personnel and their families and is an integral part of the military medical system. Key areas of focus include military medical development, combat injury rescue capabilities, emergency medical support missions, and military health management. The hospital ensures efficient collaboration through meetings within the Ministry of National Defense’s military medical system, joint exercises, mission coordination platforms, and emergency response mechanisms to guarantee the timeliness and effectiveness of medical support during both wartime and peacetime.
Community residents are vital external stakeholders within the hospital’s service area. The hospital has long been deeply rooted in the local community, committed to promoting health and public health education while strengthening the connection between medical services and the community. Key focus areas include community health promotion activities, accessibility of medical services, hospital-community interaction, and environmental impact. The hospital facilitates information exchange and engagement through community health lectures, public health initiatives, medical education campaigns, official websites, and social media platforms to enhance overall community health.
Suppliers and contractors are vital partners in the hospital’s medical operations supply chain, with their service quality and supply stability directly impacting operational efficiency and safety. The hospital prioritizes procurement process transparency, contract compliance, sustainable supply chain management, and integrity oversight. Through supplier meetings, performance evaluations, audits, and contract management, the hospital ensures supply chain quality and stability while gradually integrating sustainable procurement practices to enhance supply chain resilience and responsible governance. This stakeholder engagement survey also gathered input from internal contractor personnel; however, since they are part of the supplier/contractor group, supplier representatives completed the questionnaires on their behalf. A total of 152 responses were received, representing 36.1% of all valid questionnaires and reflecting the overall perspective of outsourced service workers.
Overall, by implementing a stakeholder management mechanism based on AA1000 SES, the hospital enhances its ability to respond to external environmental changes and social expectations while improving internal governance transparency and fostering a culture of participatory decision-making. Through systematic identification and hierarchical management, the hospital can develop tailored communication strategies for different stakeholders, thereby increasing engagement efficiency and the quality of policy responses.
| Stakeholders | Meaning to Our Institution | Areas of Concern | Communication Channels |
|---|---|---|---|
| Hospital Staff | Staff are the core asset of hospital operations. We are committed to providing a comprehensive working environment that allows staff to focus on delivering the highest quality medical care. | Salary and Benefits, Education and Training, Workplace Safety, Doctor-Patient Relationships | Hospital Announcements, Seminars, Satisfaction Surveys, Suggestion Box |
| Patients and Their Families | Patients and their families are the primary focus of our services. Their needs and expectations are the driving force behind our continuous efforts to improve medical quality and promote compassionate care. | Medical Quality, Patient Safety, Doctor-Patient Communication, Medical Environment | Satisfaction Surveys, Complaint Channels, Patient Suggestion Boxes, Care Visits |
| Regulatory Authorities and Certification Bodies | Regulatory authorities and certification bodies are the guiding units for hospital operations. Their policies and regulations are important foundations for us to ensure medical quality and compliant operations. | Regulatory compliance, medical quality, evaluation results, policy coordination | Official correspondence, meetings, evaluations, inspections |
| Military Units | Providing comprehensive medical services and emergency injury and illness treatment to military personnel and their dependents is an important mission of our hospital as a member of the military medical system. | Military field medicine, combat injury rescue, medical support, health management | Ministry of National Defense Military Medical Bureau meetings, training exercises, mission coordination, and operational area military medical business briefings |
| Community Residents | We are deeply rooted in the local area, safeguarding the health of nearby community residents by providing health promotion activities and medical services, and establishing close partnerships. | Community health promotion, medical accessibility, fostering good neighborly relations, environmental protection | Community activities, health lectures, website, social media |
| Suppliers/Contractors | Suppliers and contractors are our important partners. Through rigorous selection and management mechanisms, we ensure the quality of procurement and stability of services. | Procurement process, contract principles, sustainable supply chain, integrity management | Outsourcing Management Committee, joint bidding vendor briefing for pharmaceuticals and medical supplies, audits, contract management |
Table of communication channels, frequency, and effectiveness between our institute and stakeholders:
| Stakeholders | The significance of stakeholders to our institution | Communication channels | Frequency | Communication effectiveness |
|---|---|---|---|---|
| Hospital Staff | The colleagues employed by the hospital are the core of its operations and its most important asset. The hospital ensures that patients receive the best medical care by providing employees with comprehensive software and hardware environments | Labor-Management Meeting | Once per quarter | 1. Complete 3 labor-management meetings in 2025. 2. Complete 36 institutional affairs meetings in 2025. 3. Complete 53 medical department meetings in 2025. 4. Complete 12 sessions each of physician forums, business management meetings, and supervisory committee meetings in 2025. 5. Complete 4 occupational safety and health committee meetings in 2025. 6. Complete 49 planning office meetings in 2025. 7. Complete a total of 11 teaching and research meetings in 2025, including clinical teacher forums and external training physician forums. 8. Employee satisfaction survey results for 2025 (5-point scale): (1) Hospital identification: 3.85 (2) Job satisfaction: 4.01 (3) Compensation incentives: 3.15 (4) Peer relationships: 3.6 (5) Supervisor leadership: 3.83 (6) Learning and growth: 3.62 (7) Work environment: 3.57 (8) Overall satisfaction: 3.71 9. The real-time feedback system received 166 responses in 2025. |
| Meetings | Once per quarter/month/week (depending on the type of meeting) | |||
| Director’s mailbox | Irregular / As needed | |||
| Employee Satisfaction Survey | Annually | |||
| Issue Reporting System | Irregularly | |||
| Patients and Family Members | Patients and their family members are the recipients of hospital services. Their needs and expectations drive the hospital to continuously improve the quality of medical services and provide more humane care, in order to establish a good doctor-patient relationship and realize holistic care. | Director’s Mailbox | Irregular intervals | 1. In 2025, a total of 376 cases of patient or family opinions, complaints, and appeals were collected through various channels. Among them, the physical director’s mailbox had the highest number with 221 cases, followed by the online director’s mailbox with 125 cases, others (including letters, documents, and faxes) with 11 cases, and the complaint hotline (including on-site) with 19 cases. Regarding the nature of feedback, thank-you letters were the most with 204 cases, followed by service attitude with 74 cases, improvement suggestions with 61 cases, medical consultations with 22 cases, rights protection with 11 cases, and reports of violations with 4 cases.
2. The average patient satisfaction survey results for 2025 were: Outpatient: 85.43%, Emergency: 75.90%, Inpatient: 76.39%. 3. The average satisfaction result for inpatient meals provided in 2025 was 84.69%. |
| Patient Satisfaction Survey | Annually | |||
| Meal Satisfaction Survey | Once a month | |||
| Regulatory Authorities and Certification Bodies | Regulatory authorities and certification bodies are the guiding units for hospital operations and also ensure that medical quality meets standards. Their various policies and regulations are related to operations. | On-site Inspection/Supervision | Once a year/Irregular intervals | 1. In 2025, an on-site inspection was conducted by the Health Bureau. 2. In 2025, the Military Medical Bureau conducted two business follow-up visits, both of which were completed in accordance with regulations. 3. In 2025, our hospital received a total of 11,751 official documents from external units. 4. Once a year, the budget and final accounts reports are submitted to the superior unit for review. |
| Irregular | ||||
| Official Document | Irregular | |||
| Meeting | Irregular | |||
| Telephone | Irregular | |||
| Military Units | Providing comprehensive medical services and emergency injury and illness treatment to military officers, soldiers, and their dependents is an important mission of the military medical system. | Ministry of National Defense Military, Public, and Private Medical Integration Exercise and Seminar | Irregular intervals | 1. In August 2025, conduct integrated military, public, and private medical drills. 2. Following the guidance of the Military Medical Bureau, hold lectures on preventive healthcare, infectious diseases, tobacco and betel nut control, and mental health either within the hospital or by dispatching personnel to operational zones. A total of 17 sessions will be held in 2025. 3. In 2025, the Central Region Mental Health Center will conduct 401 sessions of mental health education, case discussions, group counseling, and individual interviews through outreach activities. 4. In 2025, hold 12 military medical business meetings in the operational zones to communicate and coordinate with various levels of health service units in the war zones, providing various medical support. |
| Operational Area Military Medical Business Meeting | Once a month | |||
| Official Documents | Irregular | |||
| Preventive Health Lectures | Once every six months | |||
| Community Residents | The hospital deeply roots itself in the local area by providing various health promotion activities and medical services to individuals or organizations in the neighboring community, taking care of residents’ health. | Neighborhood Health Education and Promotion | Irregularly scheduled | 1. In 2025, a total of 20 health education lectures were held at community centers, with 609 participants. 2. In 2025, a total of 8 medical rescue support activities were coordinated in cooperation with the Health Bureau. 3. In 2025, 7 community integrated (cancer) screening sessions were conducted, with a total of 973 participants. 4. In 2025, 127 community screening sessions were held, with a total of 4,026 participants. |
| Community Health Promotion Activities | Irregular | |||
| Community Screening Activities | Irregular | |||
| Suppliers/Contractors | Suppliers/contractors undertake hospital financial, labor, or engineering procurement projects in accordance with the signed contracts. The hospital safeguards the rights and interests of the hospital and its visitors by implementing vendor selection, evaluation, and supervision. | Outsourcing Vendor Meeting | Once a month | 1. In 2025, a total of 12 contractor meetings were held, primarily to assess and supervise the contractors’ execution of their tasks. There were 14 internal engineering occupational safety inspections conducted. |
| Contract Performance Supervision | Irregular / Unscheduled |
The primary feedback issues reported by our hospital have been addressed through the implementation of improvement measures. Detailed records are maintained in each department for reference. Based on the stakeholder engagement results from 2025, specific responsive actions have been taken, corresponding to the relevant sections outlined in this report.
In the future, our hospital will continue to enhance the stakeholder engagement mechanisms, strengthen the effectiveness of our digital communication platforms, and improve the systematic capabilities for collecting, consolidating, and analyzing feedback. This will enable stakeholder input to be transformed into decision-making information more promptly and effectively. Additionally, we will further integrate stakeholder opinions into strategic planning and performance management systems, reinforcing the connection between feedback mechanisms and management cycles to improve the accuracy and foresight of governance decisions.
Through the continuous optimization described above, our hospital aims to better align its sustainable development strategies with social needs and emerging trends in the evolving medical environment, while further enhancing the organization’s adaptability and responsiveness to external uncertainties. We will continue to advance the medical institution’s steady progress toward development goals that are more resilient, transparent, and sustainable.