In July, the cicadas begin to sing and all things flourish in Jinling. On July 10, Nanjing Zijin Hospital held its solemn mid-year work summary conference for 2026. Hospital leaders, heads of all departments, key personnel from each clinical division, and employee representatives gathered together to discuss the hospital’s future development.

　　With the heartfelt and melodious hospital anthem “Your Recovery Bears Witness to Our Wish” brought to a close, the conference was officially opened under the chairmanship of Gao Zhiqiang, Executive Vice President of Nanjing Zijin Hospital.

　　President Ge Jiangping of Nanjing Zijin Hospital delivered a work summary report for the first half of the year. Drawing on comprehensive data and an in-depth retrospective analysis, she systematically outlined the hospital’s development trajectory and clearly defined the priorities for the second half of the year.

　　Over the past six months, the hospital has solidified its foundations through steady operations. Upholding its public‑service mission, it has demonstrated the warmth of medical care through initiatives such as voluntary blood donation and support for children with special needs, while fostering team cohesion via employee‑care programs, embedding a humanistic ethos into every policy and detail. At the same time, safeguards for quality and safety have been continuously strengthened: a three‑tier quality‑control system and core institutional protocols have been rigorously implemented, and the comprehensive resumption of CARF re‑accreditation has established a closed‑loop management framework, providing robust assurance for the hospital’s high‑quality development. Building on this progress, the hospital has prioritized a dual leap—advancing both refined management and the elevation of disciplinary capabilities. The hospital-wide rollout of meticulous management has enabled its seven core departments to collaborate effectively, gradually maturing the overall organizational structure and translating cost‑reduction and efficiency‑enhancement from concept into practice. Concurrently, sub‑specialty development has deepened and expanded; an integrated “medical‑nursing‑therapeutic” operational model has taken root, clear pathways for talent cultivation have been established, and research translation and academic exchange have advanced in tandem, fortifying the hospital’s distinctive competitive resilience and its voice within the industry. Only by confronting challenges head‑on can we deliver targeted solutions. Guided by a triple‑pronged approach—issues, objectives, and outcomes—President Ge has outlined the hospital’s agenda for the second half of the year. She emphasized the need to benchmark comprehensively against international, national, and industry standards, elevating medical quality, service processes, and internal management across the board; at the same time, she called for accelerating the translation of research findings into clinical applications, launching performance‑based reforms, strengthening the talent pipeline, and officially commencing preparations for the hospital’s 40th anniversary, drawing on its rich legacy to galvanize momentum for the future. This entire report serves not only as a retrospective but also as a fresh starting point.

　　Subsequently, Vice President Wang Yifang outlined the work plan for the second half of the year. He systematically refined clinical operations, emphasizing the need to firmly uphold the baseline of medical safety and strictly adhere to infection-control red lines. Grounded in specialized department development, he highlighted the distinctive advantages of rehabilitation, formulated individualized rehabilitation plans, and underscored the importance of proactively aligning with national policy priorities to promote the standardized application and integrated development of traditional Chinese medicine.

　　The head of the department delivered a statement outlining the work plan for the second half of the year.

　　Liu Yafeng, Director of the Jiangning Campus, squarely addressed existing shortcomings, systematically laying out the work plan for the second half of the year across five key dimensions—discipline development, medical insurance operations, quality and safety, talent and technology, and scientific research and innovation. Director Liu emphasized that the Jiangning Campus will strengthen accountability through these five strategic pillars, confidently tackling developmental challenges and contributing the Jiangning campus’s strength to the hospital’s high‑quality growth.

　　Wang Changbao, Director of the Qinhuai Campus, emphasized that leveraging subspecialty development as a key driver, the hospital will focus on three major strategic priorities: the Critical Care Rehabilitation and Wakefulness Promotion Center, pediatric rehabilitation, and traditional Chinese medicine–based rehabilitation. He stressed that building distinctive strengths must be grounded in concrete actions and deepened over time, providing clear guidance for the developmental pathways of each department. In terms of quality and safety, he firmly mandated strict adherence to core institutional protocols, underscored the importance of rigorously safeguarding medical record quality and quality‑control standards, and called for the parallel advancement of research and academic pursuits alongside ongoing training in health‑insurance policies, ensuring mutual reinforcement.

　　Xiao Feng, Director of the Medical Affairs Department, provided a vivid exposition and in-depth analysis of the relationship between quality control and clinical practice. He advocated resolving the tension between clinical care and quality assurance by embracing “seeking common ground while setting aside differences,” introducing new technologies to enhance efficiency, refining fault‑tolerance mechanisms, and respecting the distinct developmental trajectories of each department—thereby achieving the dual objectives of ensuring patient safety and safeguarding the physical and mental well-being of healthcare professionals.

　　Director of the Nursing Department, Ye Xianghong, has focused on three key pillars: enhancing management capabilities through systematic training and external collaboration; strengthening the talent base by optimizing cadre development and translating academic advancements into clinical practice; and fortifying quality assurance through refined management and rigorous skills assessments. Through these efforts, she is committed to building the Zijin Nursing brand and contributing nursing expertise to the hospital’s high‑quality development.

　　Finally, Executive Vice President Gao Zhiqiang delivered a concluding address. He underscored that the current healthcare landscape is undergoing profound transformation, with challenges and opportunities intertwined. Building on Dean Ge’s report and extending it through the work plans of the responsible leaders and department heads, the conference adopted a structured, step‑by‑step approach that both built on past achievements and set the stage for future progress. He urged all members of the Zijin community to internalize the spirit of the meeting and translate it into concrete actions—demonstrating not only the initiative to act and the competence to deliver, but also the steadfast resolve to achieve results while maintaining integrity. In the face of change, we must recalibrate our course; in the crucible of tackling tough challenges, we must strengthen our team. Only then can we ensure the successful completion of this year’s goals and tasks, and together write a new chapter in the hospital’s high‑quality development.