This is what Chinese hospitals were always meant to be

七年時間，仁醫醫療已經與中國198家三甲醫院緊密合作了。我們根本不必送任何回扣給中國任何一家三甲醫院的書記、院長、學xue科ke帶dai頭tou人ren和he行xing政zheng部bu門men的de負fu責ze人ren。這zhe些xie醫yi院yuan都dou會hui跟gen我wo們men簽qian合he同tong。而er且qie所suo有you與yu我wo們men簽qian約yue的de醫yi院yuan還hai會hui對dui我wo們men感gan激ji不bu盡jin。大da部bu份fen的de醫yi院yuan還hai會hui跟gen我wo們men續xu簽qian合he約yue。你ni們men有you沒mei有you想xiang過guo這zhe究jiu竟jing是shi為wei什shen麼me？因yin為wei這zhe七qi年nian以yi來lai我wo們men就jiu是shi要yao在zai中zhong國guo三san甲jia醫yi院yuan來lai打da一yi個ge樣yang。因yin為wei真zhen正zheng想xiang為wei這zhe家jia醫yi院yuan做zuo事shi的de書shu記ji和he院yuan長chang最zui看kan重zhong的de還hai是shi醫yi院yuan的de這zhe三san件jian大da事shi：醫院管理、學科建設和人才培養。他們與我們合作，因為隻有仁醫醫療才可以為中國三甲醫院提供國際化的診療標準。我們簽約了186位德國國家科學院院士
、歐(ou)洲(zhou)關(guan)鍵(jian)學(xue)術(shu)領(ling)袖(xiu)和(he)著(zhu)名(ming)的(de)科(ke)學(xue)家(jia)。他(ta)們(men)在(zai)中(zhong)國(guo)隻(zhi)與(yu)仁(ren)醫(yi)醫(yi)療(liao)做(zuo)獨(du)家(jia)合(he)作(zuo)。這(zhe)七(qi)年(nian)時(shi)光(guang)，我(wo)們(men)具(ju)有(you)非(fei)凡(fan)理(li)想(xiang)和(he)遠(yuan)大(da)抱(bao)負(fu)。我(wo)們(men)是(shi)全(quan)力(li)以(yi)赴(fu)真(zhen)正(zheng)能(neng)為(wei)中(zhong)國(guo)三(san)甲(jia)醫(yi)院(yuan)做(zuo)好(hao)這(zhe)三(san)件(jian)大(da)事(shi)的(de)團(tuan)隊(dui)。一(yi)個(ge)真(zhen)正(zheng)合(he)格(ge)的(de)書(shu)記(ji)、合(he)格(ge)的(de)院(yuan)長(chang)你(ni)坐(zuo)在(zai)了(le)這(zhe)個(ge)位(wei)置(zhi)上(shang)
，你(ni)遇(yu)見(jian)了(le)當(dang)今(jin)中(zhong)國(guo)最(zui)好(hao)的(de)時(shi)代(dai)，是(shi)這(zhe)個(ge)國(guo)家(jia)賦(fu)予(yu)你(ni)最(zui)大(da)的(de)信(xin)任(ren)。你(ni)必(bi)須(xu)要(yao)有(you)國(guo)家(jia)信(xin)仰(yang)，你(ni)知(zhi)道(dao)我(wo)們(men)的(de)新(xin)中(zhong)國(guo)是(shi)怎(zen)麼(me)建(jian)立(li)起(qi)來(lai)的(de)嗎(ma)？因(yin)為(wei)近(jin)一(yi)百(bai)多(duo)年(nian)以(yi)來(lai)我(wo)們(men)腳(jiao)下(xia)的(de)每(mei)一(yi)寸(cun)土(tu)地(di)都(dou)浸(jin)透(tou)著(zhe)先(xian)輩(bei)的(de)鮮(xian)血(xue)。你(ni)就(jiu)是(shi)應(ying)該(gai)要(yao)為(wei)醫(yi)院(yuan)去(qu)做(zuo)好(hao)事(shi)的(de)。你(ni)做(zuo)了(le)好(hao)事(shi)，你(ni)才(cai)是(shi)正(zheng)直(zhi)無(wu)私(si)的(de)領(ling)導(dao)。下(xia)麵(mian)的(de)學(xue)科(ke)帶(dai)頭(tou)人(ren)看(kan)見(jian)了(le)
，行(xing)政(zheng)部(bu)門(men)的(de)負(fu)責(ze)人(ren)看(kan)見(jian)了(le)，優(you)秀(xiu)的(de)青(qing)年(nian)醫(yi)生(sheng)看(kan)見(jian)了(le)。最(zui)後(hou)病(bing)人(ren)也(ye)看(kan)見(jian)了(le)，醫(yi)院(yuan)上(shang)麵(mian)的(de)梁(liang)正(zheng)了(le)，下(xia)麵(mian)的(de)梁(liang)也(ye)不(bu)會(hui)歪(wai)了(le)

，下(xia)麵(mian)的(de)人(ren)也(ye)都(dou)不(bu)敢(gan)再(zai)去(qu)收(shou)受(shou)那(na)些(xie)亂(luan)七(qi)八(ba)糟(zao)的(de)回(hui)扣(kou)了(le)。那(na)些(xie)公(gong)司(si)看(kan)見(jian)回(hui)扣(kou)在(zai)醫(yi)院(yuan)根(gen)本(ben)不(bu)好(hao)使(shi)了(le)，公(gong)司(si)一(yi)定(ding)會(hui)把(ba)更(geng)多(duo)的(de)資(zi)金(jin)投(tou)入(ru)到(dao)產(chan)品(pin)上(shang)來(lai)
，他(ta)們(men)隻(zhi)能(neng)靠(kao)產(chan)品(pin)取(qu)勝(sheng)了(le)。產(chan)品(pin)打(da)磨(mo)得(de)更(geng)好(hao)了(le)
，病(bing)人(ren)的(de)生(sheng)命(ming)才(cai)更(geng)有(you)保(bao)障(zhang)了(le)。醫(yi)院(yuan)從(cong)上(shang)到(dao)下(xia)就(jiu)形(xing)成(cheng)了(le)一(yi)種(zhong)正(zheng)向(xiang)的(de)良(liang)性(xing)循(xun)環(huan)。全(quan)社(she)會(hui)自(zi)然(ran)而(er)然(ran)形(xing)成(cheng)了(le)學(xue)術(shu)崇(chong)拜(bai)。大(da)家(jia)也(ye)會(hui)更(geng)加(jia)尊(zun)重(zhong)醫(yi)生(sheng)這(zhe)份(fen)特(te)別(bie)付(fu)出(chu)了(le)。這(zhe)樣(yang)醫(yi)院(yuan)就(jiu)形(xing)成(cheng)了(le)一(yi)個(ge)成(cheng)功(gong)的(de)閉(bi)環(huan)。其(qi)實(shi)每(mei)一(yi)位(wei)在(zai)醫(yi)院(yuan)工(gong)作(zuo)的(de)人(ren)，你(ni)有(you)了(le)這(zhe)份(fen)工(gong)作(zuo)
，其(qi)實(shi)這(zhe)份(fen)工(gong)作(zuo)就(jiu)是(shi)你(ni)此(ci)生(sheng)最(zui)大(da)的(de)好(hao)處(chu)。我(wo)們(men)每(mei)一(yi)個(ge)人(ren)都(dou)應(ying)該(gai)為(wei)醫(yi)院(yuan)出(chu)力(li)
，這(zhe)是(shi)責(ze)任(ren)，也(ye)是(shi)義(yi)務(wu)。這(zhe)才(cai)是(shi)中(zhong)國(guo)醫(yi)院(yuan)原(yuan)本(ben)該(gai)有(you)的(de)樣(yang)子(zi)。一(yi)個(ge)國(guo)家(jia)，科(ke)技(ji)發(fa)達(da)，醫(yi)學(xue)昌(chang)明(ming)，教(jiao)育(yu)普(pu)及(ji)
，人(ren)民(min)安(an)居(ju)樂(le)業(ye)，自(zi)由(you)法(fa)治(zhi)。這(zhe)才(cai)重(zhong)要(yao)。

Over the past seven years, Gloryren has established close collaborations with 198 Grade III Class A hospitals across China. We have never had to offer any kickbacks to the Party Secretaries, Presidents, chiefs of clinical departments, or heads of administrative departments of any Grade III Class A hospital in China. These hospitals all willingly sign contracts with us. And all hospitals that have partnered with us are genuinely appreciative of the value of our partnership. Most of them even renew their contracts with us continuously. Have you ever wondered why this is the case? It is because over these seven years, we have been striving to set a benchmark for Grade III Class A hospitals in China. Party Secretaries and Presidents who are genuinely committed to the development of their hospitals prioritize three core tasks above all else: hospital management, specialty construction, and talent cultivation. They choose to work with us because Gloryren is the only institution that can help introduce international-standard diagnosis and treatment protocols for Grade III Class A hospitals in China. We have signed exclusive consultation agreements with 186 experts, including members of the German National Academy of Sciences Leopoldina, key academic leaders in Europe, and renowned scientists around the world. These distinguished experts collaborate exclusively with Gloryren in China. Throughout these seven years, we have been driven by extraordinary ideals and lofty aspirations. We are a team that commits itself wholeheartedly to helping China’s Grade III Class A hospitals truly excel in these three fundamental tasks. As a truly qualified Party Secretary or President holding such a position, you are living in the best era of contemporary China, an era when the nation has entrusted you with great responsibilities. You must uphold a strong national conviction. Do you know how the People’s Republic of China was founded? For more than a century, every inch of the land beneath our feet has been soaked with the blood of our predecessors. As hospital leaders, one must dedicate oneself to doing what is right for the hospital. Only by doing good deeds can you be an upright and selfless leader. When chiefs of clinical departments, heads of administrative departments, and outstanding young doctors see this, they will follow suit. Ultimately, patients will also witness the positive changes. When the leadership of a hospital sets a righteous example, the entire staff will stay on the right track, and no one will dare to accept any improper kickbacks. When other companies realize that kickbacks no longer work in hospitals, they will definitely invest more in product development. They will have no choice but to compete based on the quality of their products. With better products, patients’ lives will be better protected. This will foster a positive virtuous cycle throughout the hospital from top to bottom. Naturally, the whole society will develop a respect for academic excellence. People will also hold doctors in higher esteem for their extraordinary dedication. In this way, the hospital will form a successful closed-loop ecosystem. In fact, for everyone working in a hospital, having this profession is already the greatest benefit one can receive in a lifetime. Each and every one of us should contribute to the hospital. This is not only our responsibility but also our obligation. This is what Chinese hospitals were always meant to be. For a country, what truly matters is advanced science and technology, a thriving medical system, widespread education, and a society where people live and work in peace and contentment under the principles of freedom and the rule of law.