Nanoori Hospital's Vision: Leading Spine Surgery and Medical Excellence

The name "Nanoori Hospital" was personally proposed by Jaehyun Lim, the director of Gangnam Nanoori Hospital. It signifies the commitment to "sharing the patient's pain," "sharing the hospital's growth with employees," and "contributing to society."

After serving as the 2nd and 3rd generation director of Gangnam Nanuri Hospital, Jaehyun Lim returned as the 6th generation director after a decade, expressing the weight of responsibility on his shoulders and the challenges posed by the changed circumstances since his previous tenure.

What changes have occurred during the first three months of your tenure?

Nanuri Hospital has four hospitals in South Korea Gangnam, Incheon (Bupyeong, Juan), and Suwon. Despite being the main hospital, it has yet to catch up with other hospitals in terms of growth. However, it recorded the highest-ever revenue this time, maintaining its pride. This achievement has motivated the staff and filled them with confidence.

What are the distinctive strengths of Nanoori Hospital in the field of the spine?

Non-surgical treatment, rehabilitation, surgeries for severe cases, and high-risk surgeries are all possible at Nanuri Hospital. To achieve this, we spared no effort in investing in human resources, recruiting not only university professors but also experienced specialists.

From the outset, our goal was to become a "hospital with excellent surgical outcomes," capable of handling challenging surgeries such as spinal tumors and deformities.

Our track record of successful surgeries has been instrumental in shaping Nanoori Hospital into what it is today. In fact, patients who faced surgical challenges at university hospitals have sought treatment at our hospital.

Recent issues surrounding medical school admissions have emphasized the role of secondary hospitals and specialized hospitals.

Nevertheless, we have consistently focused on strengthening our internal capabilities. In particular, we have invested heavily in facility upgrades. We have expanded our operating rooms from 4 to 7 and implemented a sterile system. Our goal has been to equip ourselves with hardware and competitiveness comparable to even university hospitals, especially in the field of spinal surgery.

I heard that many foreign patients also visit the hospital.

Foreign patients from 20 countries worldwide have received treatment at our hospital, with an average annual growth rate of 55% from 2019 to 2023. Although we attempted overseas expansion, most of it was put on hold due to COVID-19. Currently, we focus on providing medical services and surgeries to foreign patients visiting domestically, carrying the responsibility of being a leader in K-medical.

If you had to describe Nanoori Hospital in one word?

Last year, 68% of the patients at Gangnam Nanoori Hospital were introduced by others, and 86% underwent surgery. The satisfaction rate of patients treated at our hospital and the percentage of them referring others are exceptionally high. As we have done so far, we will continue to strive to be a hospital trusted by patients and known as a place where they can entrust their families.

What is your future goal?

We operate with the vision and goal of creating a hospital lasting 100 or 200 years. To achieve this, maintaining sufficient software and hardware infrastructure is crucial. Therefore, we provide treatment to all patients regardless of the complexity of their cases, and we strive to become a genuinely specialized hospital in spine and joint care. I am committed to doing my best to realize these goals during my tenure.