据港交所12月9日披露，明基医院集团股份有限公司(简称：明基医院)通过港交所主板上市聆讯，中金公司 （601995）、花旗为联席保荐人。 招股书显示，明基医院是中国内地一家民营营利性综合医院集团，目前拥有和运营南京明基医院和苏州明基医院等 两家民营营利性综合医院。根据弗若斯特沙利文的数据，以2024年总收入计，公司是华东地区最大的民营营利性综 合医院集团，于华东地区的市场份额为1.0%；以相同口径计，公司在全国民营营利性综合医院集团中排名第七，于 中国的市场份额为0.4%；以2024年的床均收入计，公司在中国内地所有民营营利性综合医院集团中排名第一。 截至2025年6月30日，上述两家医院总建筑面积合计约40万平方米，总注册床位数1850张，拥有超1000名医生的有 经验团队，其中包括35名来自中国台湾和海外的专家。于2024年，公司的门诊就诊次数超200万人次，年住院手术 量超22,000例。 南京明基医院于2008年开始运营，2022年起获评三级甲等医院，是江苏省南京市首家获得三甲评级的民营医院。根 据弗若斯特沙利文的数据，以2024年总收入计，南京明基医院是中国第三大民营营利性综合医院(其于中国的市场 ...

智通财经APP获悉，据港交所12月9日披露，明基医院集团股份有限公司(简称：明基医院)通过港交所主板上市聆 讯，中金公司、花旗为联席保荐人。 招股书显示，明基医院是中国内地一家民营营利性综合医院集团，目前拥有和运营南京明基医院和苏州明基医院等 两家民营营利性综合医院。根据弗若斯特沙利文的数据，以2024年总收入计，公司是华东地区最大的民营营利性综 合医院集团，于华东地区的市场份额为1.0%；以相同口径计，公司在全国民营营利性综合医院集团中排名第七，于 中国的市场份额为0.4%；以2024年的床均收入计，公司在中国内地所有民营营利性综合医院集团中排名第一。 截至2025年6月30日，上述两家医院总建筑面积合计约40万平方米，总注册床位数1850张，拥有超1000名医生的有 经验团队，其中包括35名来自中国台湾和海外的专家。于2024年，公司的门诊就诊次数超200万人次，年住院手术 量超22,000例。 南京明基医院于2008年开始运营，2022年起获评三级甲等医院，是江苏省南京市首家获得三甲评级的民营医院。根 据弗若斯特沙利文的数据，以2024年总收入计，南京明基医院是中国第三大民营营利性综合医院(其于中国的市 ...

截至发稿，ST中珠市值为53亿元。 每经头条（nbdtoutiao）——处方药变"瘾品"：国内首次报告普瑞巴林滥用致成瘾病例，网络平台暴 露"无病历可购药"漏洞，列管与否尚需科学考量 （记者 曾健辉） 每经AI快讯，ST中珠（SH 600568，收盘价：2.68元）12月9日晚间发布公告称，公司第十届第十四次董 事会会议于2025年12月9日以通讯会议的方式召开。会议审议了《关于召开公司2025年第四次临时股东 会的议案》等文件。 2025年1至6月份，ST中珠的营业收入构成为：医院收入占比56.92%，房地产项目占比25.88%，医药行 业占比8.93%，医疗器械占比4.15%，中心合作占比3.59%。 ...

Core Viewpoint - The establishment of the Cardiac Rehabilitation Professional Committee in Rizhao marks a significant step towards standardizing and enhancing cardiac rehabilitation services in the region, focusing on multi-center research, early severe rehabilitation practices, and talent cultivation [5][6]. Group 1: Committee Formation - The inaugural members of the Rizhao Cardiac Rehabilitation Professional Committee were elected, including 1 chairperson, 7 vice-chairpersons, and 42 committee members [3]. - Dr. Wang Yuanyuan, the director of the Cardiac Rehabilitation Center at Rizhao Heart Hospital, was elected as the chairperson of the committee [3]. Group 2: Development Consensus - Dr. Wang emphasized the committee's focus on five key areas: technical standards, multi-center research, early severe rehabilitation practices, center construction support, and talent cultivation [5]. - The establishment of the committee is expected to promote a scientific, unified, and standardized cardiac rehabilitation process across local medical institutions, aiding patients in safely and effectively rebuilding their physical and mental vitality [5][6]. Group 3: Academic Exchange and Regional Development - An academic forum was organized, where experts discussed new technologies in cardiac rehabilitation, heart failure rehabilitation, and cardiovascular disease management [8]. - Rizhao Heart Hospital has been dedicated to exploring and building cardiac rehabilitation since its establishment, achieving recognition as a national demonstration unit for cardiac rehabilitation centers [8]. - The committee's formation is seen as a new mission to lead the development of cardiac rehabilitation in the region, with a commitment to integrating quality resources and enhancing multidisciplinary collaboration [8].

Core Insights - The hospital has successfully passed the national-level grassroots chest pain center re-evaluation and has been approved as a national-level hypertension management center, marking a dual enhancement in cardiovascular disease emergency treatment and chronic disease management [1][3]. Group 1: Chest Pain Center - The chest pain center serves as a "green channel" for acute chest pain patients, directly impacting the success rate of treating high-risk conditions like acute myocardial infarction and aortic dissection [3]. - Since becoming a national-level chest pain center, the hospital has established a comprehensive collaborative treatment system integrating pre-hospital emergency care, in-hospital treatment, and post-operative rehabilitation, significantly reducing the "door-to-balloon time" to as fast as 23 minutes [3][5]. - The hospital reports a reperfusion treatment rate exceeding 95% for acute myocardial infarction patients at the chest pain center [3]. Group 2: Hypertension Management Center - The approval of the hypertension management center initiates a new phase in chronic disease management, focusing on the standardized management of hypertension, a primary risk factor for cardiovascular diseases [3][5]. - The hospital plans to implement a comprehensive management system that includes screening, diagnosis, treatment, and follow-up by integrating resources from various departments [5]. - Key features of hypertension management will include a combined Chinese and Western medicine assessment system, a smart management platform for real-time data upload and remote guidance, and regional collaboration to standardize management practices [5]. Group 3: Future Development - The hospital aims to enhance blood pressure control rates and provide standardized, precise Chinese and Western medicine combined treatment services locally [5]. - The acquisition of these national-level qualifications exemplifies the hospital's commitment to a balanced development of Chinese and Western medicine and serves as a testament to its high-quality discipline construction [5]. - The hospital intends to leverage this dual achievement to further solidify the chest pain center's accomplishments and accelerate the development of the hypertension management center through technological innovation and process optimization [5].

据媒体此前报道，有网民发视频称，她在宜春丰城中医院工作五年，因肺癌向医院请病假却遭到拒绝。 经调查了解，陈某系中医院ICU护士，在今年职工体检中发现肺部疾病，中医院批准其一个月病假赴上 海诊疗。病假结束后，陈某再赴上海复查，医生出具休息14天的门诊疾病证明书。陈某向中医院提出再 休一个月病假的申请，因其未能提供需住院治疗的证明，中医院根据医院请假制度规定，给予了其一个 月的事假，但在沟通过程中出现意见分歧。 12月8日上午，市卫健委、中医院相关负责同志已与陈某夫妇见面，听取他们的意见，现场解决了其请 病假等实际问题。市卫健委对中医院相关领导语气生硬等问题提出了严肃批评，取得了当事人的理解。 后续我们将积极改进工作，切实加强对职工的人文关怀，不断提升管理服务水平。 新京报讯 12月8日，丰城市卫生健康委员会发布情况通报，内容如下： 12月7日17时许，丰城市中医院职工陈某发布了"在这个单位工作五年，却连个病假都批不了"视频，引 发社会关注。市卫健委立即开展核实处理。 ...

齐鲁晚报.齐鲁壹点郭纪轩通讯员王坤鹏 近日，由中国人民解放军北部战区总医院牵头、国内顶尖机构联合承担的"冠心病患者出凝血风险精准 分层和优化策略研究"项目，正式获批立项为国家科技重大专项。济医附院心内科凭借在心脑血管疾病 诊疗领域的扎实临床基础与科研积淀，成功跻身该国家级重大课题参与单位之列，这标志着医院临床研 究能力与学术影响力获得了国家级平台的认可，正式融入服务国家重大战略需求的科研攻坚体系。 未来，医院将继续以服务健康中国战略为引领，积极争取和融入更多国家级、省部级高水平科研项目与 平台，不断加强有组织的科研，推动临床诊疗水平与创新能力双提升，为保障区域百姓健康、助力我国 医学科技进步作出新的更大贡献。 该项目旨在建立全国性的风险分层标准与优化治疗策略，对于提升冠心病整体诊疗水平、改善患者远期 预后具有重大意义。能够参与此类国家级高水平、多中心临床研究，是对我院心内科及相关团队长期以 来在临床科研与实践方面工作的充分肯定。此次入选国家科技重大专项参与单位，是该院坚持"科教兴 院"、深化内涵建设、积极参与高水平学术合作的重要成果。医院始终坚持以临床问题为导向，积极融 入国家与区域创新网络，通过与顶尖医疗中 ...

Core Viewpoint - The establishment of a hospital operations management department is essential for integrating core business and operational management, enhancing service quality, and achieving cost control under the new medical reform policies [3][4][5]. Group 1: Importance of Hospital Operations Management - The pressure for internal control in hospitals has increased due to the DRG/DIP cost control requirements and the government's push for high-quality development in public hospitals [3]. - Hospital operations management is crucial for transforming operational management into value creation and improving both service capacity and quality [3][4]. - There is a common misunderstanding regarding the role of the operations department, which is distinct from other departments like medical quality and financial management [3][4]. Group 2: Functions and Benefits of the Operations Department - The operations department serves as a service organization for both internal staff and external patients, aiming to resolve workflow issues and enhance service delivery [6]. - It is not meant to replace existing functional departments but to integrate medical service processes, improve service quality, and increase hospital efficiency [7]. - The operations department can effectively coordinate between various departments, addressing issues that arise from departmental silos and enhancing collaboration [8][9]. Group 3: Operational Efficiency and Support - The operations department can drive the standardization and process optimization of medical services, ensuring comprehensive support for clinical departments [10]. - It provides timely and comprehensive management and decision-making support to hospital administrators, facilitating better problem identification and resolution [11][13]. - By improving internal service support for frontline medical staff, the operations department allows them to focus on patient care rather than administrative issues [14]. Group 4: Data Analysis and Strategic Implementation - The operations department plays a critical role in analyzing operational data and proposing solutions to achieve strategic goals [16]. - It assists departments in enhancing service quality and internal development, thereby freeing department heads to concentrate on strategic and significant issues [17]. - The establishment of the operations management department is seen as a necessary evolution in hospital management, particularly as hospitals grow and require more refined management practices [17]. Group 5: Publication and Knowledge Sharing - The experiences and innovative practices of the operations management department at Zhongnan Hospital of Wuhan University have been compiled into a book, providing a reference for hospital operational management [18]. - The book addresses key decision-making issues in hospital management, including system construction, resource allocation, process optimization, and performance evaluation [18]. Group 6: Structure and Content Overview - The book outlines the development and evolution of hospital operations management, including domestic and international research, operational model construction, and practical explorations [19][20]. - It covers resource allocation methods, medical service process management, and the construction of performance evaluation systems [19][20].

Core Insights - Recent announcements from Yonghe Zhikong and Dadongfang reveal significant low-price disposals of their private hospitals, indicating a distress in the healthcare sector [3][8] - Yonghe Zhikong has been unable to attract buyers for its hospitals, with prices dropping drastically, exemplified by a 90% reduction in the valuation of Dazhou Medical Oncology Hospital [6][7] - Dadongfang is also divesting underperforming assets, including a hospital sold for just 1 yuan, reflecting challenges in the healthcare market [8][11] Yonghe Zhikong Overview - Yonghe Zhikong has been attempting to pivot towards the healthcare sector since 2019, acquiring several oncology hospitals to enhance profitability [3][4] - Despite these efforts, the revenue from medical services has remained low, peaking at approximately 148 million yuan in 2023, which constituted about 15.57% of total revenue [4] - The company has faced continuous losses from its hospital operations, with Dazhou Medical Oncology Hospital reporting a net loss of 706,000 yuan in 2024 [6][7] Financial Performance and Asset Disposals - Yonghe Zhikong's attempts to sell its hospitals have seen significant price reductions, with the Dazhou Medical Oncology Hospital's share price dropping from 27.67 million yuan to 2.77 million yuan [5][6] - The company has also listed other hospitals for sale, including the Kunming Medical Oncology Hospital, which is being offered at 33% of its original acquisition price [5][6] - The financial struggles of these hospitals are evident, with all four hospitals listed for sale reporting ongoing losses and one having negative net assets [5][6][7] Dadongfang Overview - Dadongfang has been strategically divesting certain underperforming hospital assets, including the sale of Jin Hua Lian Ji Hospital for 1 yuan [8][11] - The company has expanded its healthcare services through acquisitions since 2022, focusing on pediatric care and other medical services [9][10] - Despite growth in revenue from pediatric services, the overall profitability remains low, with significant fixed costs impacting financial performance [10][11] Market Challenges - Both companies are facing challenges due to changes in healthcare policies and market conditions, leading to declining revenues and increased operational losses [11] - The healthcare sector is experiencing a shift, with companies needing to adapt to new economic realities and consumer demands to remain viable [9][10]

柳丽华介绍医院"一院三区"及医教研协同进展，肯定了后勤在推进精益管理、节能降耗方面的成效。她 强调，面对"健康中国2030"与"双碳"战略，未来医院将围绕节能降耗、智慧运维与环境友好三大方向， 持续提升绿色建设与运营水平。 日前，由山东省医院协会主办、山东大学齐鲁第二医院承办的山东省医院协会绿色医院分会成立大会暨 首届绿色医院建设与创新发展学术交流会在济南召开。山东省医院协会会长赵升田、齐鲁二院党委书记 柳丽华出席会议并致辞。齐鲁二院党委副书记孙永国当选山东省医院协会绿色医院分会主任委员。 赵升田指出，绿色医院建设已从"选择题"变为"必答题"，医疗机构既面临规划与运营的新机遇，也需要 应对系统整合等多重挑战。他希望分会汇聚专业力量，聚焦关键问题，树立行业标杆，推动山东省绿色 医院建设迈上新台阶。 孙永国以《城市更新背景下大型医院空间活化与更新探索与实践》为题，将城市更新的宏大命题，落实 到了医院建筑的具体空间中，以"有机更新"的理念，推动大型医院从粗放扩张转向与城市深度融合、共 生发展的精细化发展新模式。 中国医院协会后勤管理专业委员会主任委员、中国医学科学院北京协和医院原党委副书记柴建军作《医 疗机构后勤高 ...