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Come Q3 2025, is there a way one can access the Pitogo building through a vertical clearance from the MAB/Main hospital building?

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Come Q3 2025, is there a way one can access the Pitogo building through a vertical clearance from the MAB/Main hospital building?

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As we embark on pursuing recognition of more and more Centers of Excellence, do we have plans in developing (investing) allied healthcare workers as specialists on top of the doctors?

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We have an AOY for managers and rank and file staff. Do we have plans for awards for leaders of light ?

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Following our GHA accreditation and recognition from DOH as a Medical tourism facility, what specific medical service/s are we pursuing to market and compete with other hospitals in Asia in the coming years?

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For Finance Team, noticed that there’s no budget assumption for training, does it mean we do no longer have one?

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Most of the business plan thrusts are revenue growth/census growth centric. Which is understandable considering that SLMC's brand is topnotch in the Philippines and it ensures a high degree of loyalty from our patient base which comes from the top tier of Philippine society. After the plans to increase the topline, what are the plans to trim down the middle lines or to cut down related costs to grow our bottom lines? We maybe non-stock non-profit but embarking on cost-cutting will lead to more income to be re-invested in growing our business further.

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The presentations from each group were initiated independently by each team. For CPBD as the host of this event and as data from each group are being collected, what are your plans for 2025 based on the information provided by each group?

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If in the future that SLMC will implement AI in our processes and services, will this mean employees will be replaced by AI?

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To HR-We are proud that we have the first Daisy recognition for nurses in the Philippines. Out competitors hospitals already have it, in addition they have Daisy for LEADERS. At present we do not have it, hope that we can look into it as well.

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To PxE, our inmoment measures the overall experience of our patients. Great and not so great experience is being reflected to where they get admitted/discharge. Do we have plans to make it leaner like complaint score will be tagged to respective unit of concerns rather that the unit they get admitted for us to see the true picture.

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We have InMoment Surveys to get a feel of patient’s experience of our services. Do we have plans of streamlining internal customer feedback to ensure the culture of care we expect from the memebers of our organization translates as well within our community?

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How will the projected 4% price increase be implemented without affecting patient volumes?

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What risks could impact the projected revenue growth rates for each payor class?

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What more specific strategies are in place to achieve the target volume growth for International Accounts and HMOs?

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To our Kung Fu Panda and Dragon Warrior, what do you think is the best measure of success for the entire Digital Transformation Journey of SLMC?

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For Digital Transformation, is there a role for medical doctors during the transformation and as an academic medical center will this transformation impact the training programs ?

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When will chatbot be able to answer specific details? (Eg. When prices are asked, it can give a figure; When room number or schedule of doctor is asked, it can give a day and room?)

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The Culture of Care is inspiring..We will support it 100%. We are seeing good plans for nurses and doctors. How about your CARE plans for the rest of the employees, the admin staff, the ancillary staff, pharmacist, engineers, researchers, the middle managers and all. Meron po ba?

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How is our 2024 9 % growth rate as compared to our major competitors? What is the basis of 2025 10% target growth rate?

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Is SLMC ready to embrace AI and let said technology help us in enhancing our processes?