Postgraduate medical education (PGME) is pivotal in shaping competent, resilient healthcare professionals, yet traditional training methods often fall short in preparing doctors for the dynamic and complex nature of clinical practice. This presentation, titled "Empowering and Engaging Doctors in Training through Workplace-Based Learning," advocates for a transformative approach to PGME, emphasizing the integration of workplace-based learning (WBL) as a cornerstone of effective training. By embedding education within the clinical environment, WBL empowers trainees to develop critical skills such as reflective practice, adaptability, and resilience-essential for navigating the unpredictable challenges of healthcare.
However, the clinical learning environment presents significant hurdles, including competing clinical demands, manpower shortages, and conflicting priorities among stakeholders. Trainers and trainees, both employed by the Hospital Authority (HA), often struggle to balance immediate service delivery with the need for meaningful educational engagement. Addressing these challenges requires a collaborative effort to create an environment where education and clinical work are mutually reinforcing.
This presentation highlights the critical role of HA in fostering a culture that prioritizes and supports PGME. Drawing on Quinn's Advanced Change Theory, we propose actionable strategies for leaders to integrate education and clinical work seamlessly, advocate for systemic support, and cultivate a culture that values learning as a driver of quality and safety. By embracing Safety-II thinking and situated learning theories, HA can empower doctors in training to thrive in a complex healthcare system.
The call to action is clear: through collaboration and a shared commitment to workplace-based learning, HA can lead the way in empowering and engaging doctors in training. By addressing systemic barriers and fostering a culture that prioritizes education alongside service delivery, we can ensure that doctors in training are equipped to deliver high-quality, safe, and patient-centred care.

Hospital accreditation is a critical process widely adopted across the world as one of the tools to ensure that healthcare institutions meet established standards of quality and safety. Beyond its role in compliance and patient care improvement, accreditation serves as a powerful tool for staff engagement, fostering a culture of excellence and collaboration within healthcare organisations. 
The journey toward accreditation requires active participation and support from all levels of staff in clinical and non-clinical departments, from frontline staff to senior management. By involving employees in the preparation, implementation, and continuous improvement phases, hospitals can create a sense of shared purpose and accountability. This engagement not only improves compliance with accreditation standards but also empowers staff to take pride in their work, leading to higher job satisfaction and retention rates.
Gleneagles Hospital Hong Kong (Gleneagles), part of IHH Healthcare which is one of the world's largest healthcare networks, has been accredited by the Australian Council on Healthcare Standards (ACHS) International since 2019 and is one of the first private hospitals in the city to participate in the new China's International Hospital Accreditation (CIHA) Standards which are the first internationally recognised hospital accreditation standards of the country.
This presentation explores how the accreditation process may be leveraged to enhance staff involvement, motivation, and ownership in achieving organisational goals, and shares Gleneagles' experience in how staff engagement throughout the whole accreditation process can lead to measurable improvements in patient outcomes, operational efficiency and employee morale.

Artificial intelligence (AI) will potentially transform the role of the clinician and revolutionise the practice of medicine. The rise of large language models and generative AI has revolutionised the application of AI in health. Autonomous surgical robots are also being developed, changing the role of the proceduralist. There are potential moral and ethical dilemmas that arise when applying AI in health, illustrated by the classic 'trolley problem'. There are also medicolegal implications, such as who is legal liability in negligence, as well as health law issues such as privacy and intellectual property. There is a need for governance to ensure AI is introduced safely, equitably and sustainably. Clinicians need to lead health AI policy.