1.8 Sustainable Management Policy
The Taichung General Hospital of the Armed Forces is committed to the mission of “wholehearted dedication, holistic care, and promoting the health of military personnel and civilians.” It actively responds to global sustainable development trends and the challenges of achieving net-zero transformation in the medical industry by continuously strengthening integrated management mechanisms across Environmental, Social, and Governance (ESG) dimensions. The hospital is gradually embedding the concept of sustainable development into medical services, administrative management, and organizational governance structures. Guided by the policies of the Ministry of National Defense’s military medical system, the hospital continues to advance the establishment of sustainable governance systems, foster cross-departmental collaboration, and enhance professional capacity. It is progressively developing a sustainable medical model that integrates low-carbon transformation, operational resilience, and social responsibility, aiming to become a high-quality, resilient, and sustainable healthcare institution.
Regarding the promotion of sustainable governance
In March 2024, the hospital, in collaboration with the military medical system, participated in the signing ceremony of the “Hospital Sustainable Development Initiative,” launched by the Taiwan Sustainable Energy Research Foundation (TAISE). This event officially affirmed the hospital’s commitment to advancing medical sustainability. The signing not only demonstrates the hospital’s proactive response to global sustainable development trends and climate change challenges but also reflects its strong recognition that medical institutions, beyond their responsibility to safeguard public health, must actively embrace environmental protection, social care, and sustainable governance. The hospital is gradually evolving from a traditional healthcare provider into a sustainable medical institution with a focus on environmental responsibility and social impact.
Through participation in the sustainable development initiative, the hospital continues to strengthen the foundation of sustainable governance by gradually integrating sustainability concepts into medical service processes, administrative management systems, and resource allocation decision-making mechanisms. It promotes systematic improvements through cross-departmental collaboration to enhance operational efficiency, resource utilization, and environmental performance. Simultaneously, the hospital continuously monitors domestic and international medical institutions’ development trends and best practices in carbon emission management, energy efficiency improvement, green procurement, circular economy, and climate risk management, using these insights as key references for internal system refinement and sustainable strategy planning.
To enhance the organizational driving force for sustainable governance, the hospital plans to officially establish a “Sustainable Development Committee” in 2025 as the highest governance platform. This committee will coordinate hospital-wide sustainable development policies, goal management, and promotional activities. It will integrate professional expertise from medical, administrative, information technology, environmental management, and human resources departments, establish cross-departmental coordination and communication mechanisms, and be responsible for promoting ESG strategy planning, major issue management, performance tracking, risk assessment, and sustainable information disclosure. By creating an institutionalized governance framework, the hospital aims to continuously improve the efficiency of sustainable decision-making and execution consistency, while strengthening senior management’s oversight and accountability regarding sustainability issues.
Regarding Sustainable Information Disclosure and Stakeholder Communication
In 2026, our institute published its first Sustainability Report, formally establishing a systematic mechanism for sustainable information disclosure. By transparently presenting our environmental performance, social responsibility, and governance achievements, we not only enhance information transparency and improve communication quality with stakeholders but also demonstrate tangible progress in promoting sustainable governance and our commitment to continuous improvement.
Based on the results of the materiality assessment, our institute has established management objectives and performance tracking mechanisms for 12 highly material issues. Using quantitative indicators, we regularly review the progress of these initiatives, which serve as important references for resource allocation, management decisions, and continuous improvement. This approach ensures that sustainable management efforts are effectively aligned with hospital operational strategies and continuously address stakeholder concerns.
To ensure the effective implementation of our sustainable development strategy and strengthen the link between governance decisions and operational performance, we have established clear “core tracking indicators” and medium- to long-term goals for the identified highly material issues. We fully recognize that demonstrating sustainability performance must be closely integrated with the hospital’s actual operations; therefore, this year, we have specifically aligned various tracking indicators with the key highlights of each chapter in the report.
This table highlights key dimensions such as “Performance Management,” “Social Engagement,” “Excellence in Healthcare,” “Environmental Sustainability,” and “Happy Workplace.” Through rigorous quantitative data tracking—including third-party-verified greenhouse gas emissions, reductions in medical dispute cases, implementation of sustainable procurement within the supply chain, and investments in education and training resources—we not only accurately present our institute’s sustainability governance achievements for 2025 but also clearly outline the pathway toward sustainable transformation by 2030. Our institute will continue to drive decision-making with data, implement continuous improvement through the PDCA cycle, and demonstrate to all stakeholders our accountable commitment to sustainable operations and excellence in healthcare.
Core Material Issue Performance Tracking
For detailed information on material issues, core tracking indicators, and corresponding chapter highlights, please refer to the table below.
| Code | Major Issue | Core Tracking Indicator | Target Value | 2025 Performance | Remarks |
|---|---|---|---|---|---|
| A1 | Sustainable Management of Medical Environment | Complete Greenhouse Gas Inventory | Once | 100% | Complete the 2025 greenhouse gas inventory and third-party verification by March 26, 2026 (corresponding to Chapter 5.1, pp. 92-98) |
| A2 | Regulatory Compliance | Number of Violations | 0 cases | 3 cases | Including 1 case related to publicly funded vaccines and 2 cases related to disability employment, all have been rectified (corresponding to Chapter 2.3, pp. 45-46) |
| A3 | Hospital Governance | Sustainable Procurement Requirements for Supply Chain | The proportion of suppliers who are domestic distributors, manufacturers, or contractors reaches 100% | 100% | The proportion of suppliers who are domestic distributors, manufacturers, or contractors reaches 100% (corresponding to Chapter 2.1, pp. 38-42) |
| A4 | Operational Performance | Business Revenue Growth Rate | ≥3% | 4.99% | From 1.783 billion in 2024 to 1.872 billion in 2025, steady growth (corresponding to Chapter 2.2, P.42-45) |
| A5 | Risk Management | Major Risk and Emergency Response Drills | 100% Completion Rate | 100% Completed | Includes monthly cybersecurity drills, as well as natural disaster and Forward Surgical Team (FRSD) field drills (corresponding to Chapters 2.4, 4.5, P.46-51, P.80-89) |
| B1 | Community Health Promotion | Annual Health Education Sessions | At least 20 sessions per year | 20 sessions | A total of 20 sessions were held in 2025, with 609 participants (corresponding to Chapter 3.1, pp. 56-57) |
| C1 | Doctor-Patient Relationship | Reduction in Medical Dispute Cases | No more than 10 cases per year | Reduced to 5 cases | Medical dispute cases significantly decreased from 16 in 2023 to 5, and 27 shared decision-making initiatives between doctors and patients were promoted (corresponding to Chapter 4.2, pp. 71-72) |
| C3 | Medical Quality | Unplanned readmission rate within 14 days after discharge | Annually ≤ 5.57% | 5.20% | Meets and is below the set readmission rate quality and safety indicator (corresponding to Chapter 4.1, pp. 66-71) |
| C5 | Smart Healthcare | Completion rate of smart system implementation | 100% implementation as planned | 100% (implemented) | Successfully implemented AI interpretation systems for chest X-ray and low-dose lung CT (corresponding to Chapter 4.3, pp. 72-74) |
| D1 | Energy Management | Electricity Consumption Reduction | ≥1% per year | 1.24% | Electricity saving rates are 2.10% in 2023, 2.28% in 2024, and 1.24% in 2025 (corresponding to Chapter 5.1, pp. 92-98) |
| D5 | Low-Carbon Hospital | Energy Intensity Reduction Rate | ≥2% per year | 3.25% | Energy intensity in 2025 decreased by 3.25% compared to 2024 (corresponding to Chapter 5.1, pp. 92-98) |
| E6 | Talent Training | Growth Rate of Education and Training Expenses | Continuous positive growth every year | 21.90% | Education and training expenses reached NT$1,740,249 in 2025, with a growth rate of 21.90% (corresponding to Chapter 6.1, pp. 110-113) |
In addition to the core issues mentioned above, our hospital has established specific management objectives for other critical areas, including environmental sustainability, regulatory compliance, operational performance, risk management, community health promotion, doctor-patient relationships, smart healthcare, and low-carbon hospital initiatives. We continuously strive to enhance overall sustainability governance. The hospital will maintain regular monitoring, performance reviews, and management audits to assess progress on these key issues and will adjust management strategies promptly in response to changes in internal and external environments. This approach aims to improve the effectiveness of sustainability governance and strengthen the organization’s long-term resilience.
Release of the First Sustainability Report
This marks the hospital’s official entry into a new phase of sustainability information management and performance disclosure. Moving forward, we will continue to adhere to the principles of information transparency, honest disclosure, and responsible governance by establishing a comprehensive sustainability management system and performance tracking mechanism. This approach will strengthen communication with stakeholders and enhance social trust, fulfilling our public responsibilities and commitment to sustainable development.
In terms of talent development and professional capacity building, our hospital recognizes that sustainable development depends on strong professional talent support. Therefore, we actively encourage staff to participate in education and training related to sustainable development, climate change, and the net-zero transition, as well as professional certification courses. For example, the Medical Planning and Management Office has sent personnel to attend professional training courses organized by the Taiwan Sustainable Energy Research Foundation (TAISE), where they obtained the professional certification of “Climate and Health Manager.” This initiative has gradually enhanced the hospital’s expertise in climate change and health risk management. It also establishes a crucial foundation for subsequent efforts in climate risk assessment, greenhouse gas inventory, energy management, and low-carbon medical strategies.
Through the cultivation of professional talent and the establishment of organizational learning mechanisms, our hospital continuously promotes the dissemination of sustainability knowledge and interdisciplinary collaboration, gradually embedding sustainability concepts into the daily operations and management decisions of various business units. Examples include advancing energy-saving improvements through energy management measures, integrating resource efficiency optimization mechanisms into medical processes, and progressively incorporating green procurement and sustainable purchasing principles into procurement management systems. These efforts demonstrate the hospital’s commitment to transforming sustainability concepts into concrete actions.
Overall
Our hospital is developing a comprehensive and forward-looking sustainability governance system grounded in institutional frameworks, supported by professional expertise, and driven by cross-departmental collaboration. By engaging in sustainability initiatives, establishing dedicated governance structures, cultivating sustainability professionals, and promoting transparency through sustainability information disclosure, we continuously advance the transformation of the healthcare system from a traditional service model to a sustainable medical institution that integrates environmental responsibility, social value, and governance effectiveness.
Looking ahead, our hospital will continue to deepen exchanges and cooperation with TAISE as well as domestic and international sustainability professional organizations. We will strengthen climate change adaptation capabilities, build medical resilience, and promote net-zero transition efforts. Additionally, we will progressively enhance ESG governance frameworks, performance management systems, and the quality of information disclosure. Simultaneously, we will embed a culture of sustainability throughout the organization, integrating sustainable development from institutional management into organizational culture and shared values among all staff. This commitment will be reflected in daily medical services and operational management, continuously generating sustainable development outcomes that combine medical, social, and environmental value.