On the afternoon of December 24, 2025, the hospital convened its weekly administrative meeting for Week 52 of 2025. Centered around the theme "Reshaping Core Competitiveness through Service," the meeting officially launched the special initiative for Royal Lee Cancer Hospital's 2026 "Year of Service." Mr. Wu Jie, the newly appointed Deputy General Manager of Operations, made his first appearance and self-introduction. Chairman Li Min delivered an on-site mobilization address, and heads of all departments and functional divisions attended the meeting and took a collective oath.

01 Chairman's Address: Service is the Lifeline of Hospital Development

In his kickoff speech, Chairman Li Min emphasized that the 2026 "Year of Service" is a crucial strategic move for the hospital's long-term development. Practicing a "patient-centered" approach cannot remain just a slogan; it must be integrated into every detail of service delivery.

The hospital has established a special task force, personally led by Chairman Li Min, to create a closed-loop management mechanism encompassing "planning – execution – self-inspection – rectification – improvement." This aims to promote the standardization of services and gradually build a service brand with distinctive Royal Lee characteristics. He called upon all leaders and managers to lead by example, engage deeply with frontline staff, and ensure that various service initiatives are effectively implemented. He solemnly declared: The Royal Lee Cancer Hospital 2026 "Year of Service" special initiative is officially launched.

02 Plan Interpretation: Systematic Layout, Action by All

Ms. Zhong Yanxia, Director of the Hospital Administration Office, provided a detailed explanation of the *Hospital's 2026 "Year of Service" Implementation Plan*. The plan revolves around four key dimensions: core objectives, organizational structure, progress roadmap, and support systems. It clearly establishes a leadership group and five special task forces – the Activity Execution Group, Service Insight Group, Training Enhancement Group, Brand Promotion Group, and Self-inspection & Rectification Group – with detailed responsibilities and division of labor.

03 Departmental Voices: Confronting Pain Points, Collaborating for Improvement

During the discussion session, heads of clinical departments such as Surgical Oncology and General Medicine, drawing from their frontline experience, analyzed the current service pain points in the patient consultation process. They candidly admitted that some medical staff are still influenced by habitual thinking, and their awareness of service innovation needs strengthening. The inherent flexibility and warmth expected of a private hospital have not been fully realized. They called for the hospital to provide more systematic training support.

Leaders of administrative and functional departments focused on patient feedback, pointing out that amidst intensifying competition from surrounding medical facilities, service is the key lever for the hospital to break through. Currently, the nursing team has already taken the initiative, beginning to develop service assessment standards and conduct specialized training. They are directly linking service quality to performance evaluations, contract renewals, and promotions, transforming "soft services" into "hard constraints."

04 Chairman's Concluding Remarks: Internalizing Service in the Heart, Externalizing in Action

In his summary, Chairman Li Min clarified that he would personally oversee hospital operations management in 2026, with a primary focus on advancing and deepening the quality of service. Chairman Li Min emphasized that attentive service should come from the heart and gradually become internalized as a professional habit and mindset for every employee. This not only enhances the patient experience but will ultimately benefit ourselves and our families as well.

At the conclusion of the meeting, all attendees solemnly took an oath. The resounding vows not only set the action tone for the 2026 "Year of Service" but also interpreted medical responsibility through the lens of service, consolidating a solid and warm force for the hospital's high-quality development.