Finances
As a result of the social welfare and health care reform, the Government will adopt strategic objectives for the organisation of social welfare and health care every four years. These goals guide the wellbeing services counties and the HUS Group in setting goals and planning. At HUS, the highest decision-making power is exercised by the HUS General Meeting, which confirms the strategy that guides the planning of HUS’s operations and finances.
Operational and financial planning tools include a financial plan for three years and an investment plan for four years. The first year of the financial plan is the budget. The budget and plan describe what we want to do and how we will finance it. During the operating year, we prepare several annual forecasts, which are used to specify the estimate of the realisation of the budget. Financial performance is monitored monthly by means of reporting.
Government funding for social welfare and health care as well as rescue services also affects the funding of the HUS Group, as the HUS Group receives its funding through the Uusimaa wellbeing services counties and the City of Helsinki as a share of their funding. Other sources of income include client fees, sales of medical services to other wellbeing services counties, diagnostic services and other support services for primary health care in member wellbeing services counties and wellbeing services counties in the Southern Finland collaborative area. We receive research and education funding from the state for university research and the education of doctors and dentists.
Our largest expenditure item is personnel costs, which account for more than half of our total annual expenditure. Other costs include medical supplies and medicines, properties, construction and ICT procurements.
HUS Annual Report 2024
The pricing principles for services in HUS hospitals are confirmed by HUS Group’s General Meeting. The main principle for pricing is to support a fair distribution of the costs of care between different wellbeing services counties.
The prices of services are set once a year for the following year on a cost-basis, with the aim of covering all the costs of running the hospital. The same pricing principles are used for our member wellbeing services counties, other wellbeing services counties, and patients from other payers. Product and service prices are approved by the CEO and updated annually.
Service price setting utilizes the productization of specialized healthcare. Products are made up of a variety of services included in the treatment and the product price includes the cost of all services used in the treatment. The price of an individual service included in a product is determined by the cost of providing it. Price setting is therefore heavily based on cost accounting, which also considers anticipated changes in operations, production volumes, and cost levels. We can also sell services as separate deliverables by agreement. Productization of the services helps planning services to the wellbeing services counties, as well as planning and monitoring operations in HUS units.
The nature of some of the services we sell is such that it is not sensible to use the pricing principle described above for their pricing. For example, services provided by the Poison Information Center, costs related to patient insurances, and costs of Medical Helpline and emergency medical services, are charged according to the budgeted costs in proportion to the population of each wellbeing services county.
Service price list and principles of productization and pricing (in Finnish)
Invoicing of HUS Group members
The funding of the HUS Group is largely based on the funding allocated to HUS by the Uusimaa wellbeing services counties and the City of Helsinki (members) for social welfare and health care and rescue services allocated to them by the State. In connection with budget negotiations, HUS Members determine the contributions for each wellbeing services county (the so-called framework). HUS invoices the framework funding on a monthly basis within the same schedule as the Members receive government funding.
Contribution negotiations are part of the annual budget preparation, and the final funding is decided by the HUS General Meeting. The annual funding of contributions is fixed at the overall level, but the shares of members may change at the end of the year according to the actual service use. In the equalisation procedure, the overall framework agreed in the budget must remain unchanged.
HUS will charge the Members on a monthly basis for the health care services outside of the framework funding in accordance with the actual costs. Such services include diagnostic services purchased by primary health care and medical services based on special agreements.
E-invoicing information for suppliers
Purchase invoices
We are able to receive all invoices electronically. HUS has several e-invoice addresses. If you are not yet able to send invoices electronically, please mail them to the purchasing unit's PO box. Only purchase invoices and their attachments may be sent to the invoicing addresses, no other material is accepted.
HUS Group's business ID is 1567535-0. Our e-invoice operator is Posti Messaging Oy, and our operator number is FI28768767.
In the EU, HUS accepts e-invoices via the PEPPOL network (Pan European Public eProcurement On-Line). HUS Group's ID in the network is 0037:15675350 and the operator is Posti Messaging Oy.
Further information: ostolaskut@hus.fi
Support Services invoicing information
Organization invoicing
We deliver our invoices to corporate customers primarily as e-invoices. We request that invoice recipients would provide the following information to us via email to organisaatiolaskutus@hus.fi:
Company name
Business ID
ID number of the e-invoicing operator used by the company
E-invoicing address
Further information: organisaatiolaskutus@hus.fi
HUS group invoicing addresses
HUS group invoicing addresses.pdf(pdf 142.08 KB) (opens in new window, links to another website)HUS Group's investments aim to strengthen the organisation's operational capacity. The principle is that investments are planned in a financially sustainable way.
Investments contribute to the efficient organisation of specialised healthcare, education and research, and the support services they require. HUS makes efficient use of its entire hospital capacity and avoids investments that involve uncertainty as to profitability, stability of demand or utilisation rate. HUS's strategy and the financial circumstances for carrying out the investments drive the content of the investment program. With the health and social services reform, the ownership steering by the wellbeing services counties will also have a strong influence on the level of investment in HUS. Investments are restricted by the borrowing powers set by the central government and the investment program is approved by the designated ministries.
The HUS Group invests about EUR 200–300 million annually. The largest investment category is buildings and real estate which includes both renovations and extensions, and the construction of completely new buildings. Investments in buildings account for about 70% of total investments. The most significant investments in new buildings in the recent years have been Bridge Hospital, Oak Hospital, Laakso Joint Hospital and Jorvi Hospital's new ward building. Other major investments include investments in equipment, which account for around 20%, and ICT investments.
In 2019, HUS launched the preparation of a productivity programme, the objectives of which were to build a model for a long-term productivity programme at HUS level and to map out and present concrete indicators and reports for monitoring the productivity programme. The programme was completed at the beginning of 2020 and since 2021, it has been part of budget preparation. Its objective is to achieve current production at lower costs or to increase current production at current costs, taking into account, however, that the statutory obligations and service level requirements set for the university hospital are met.
The annual programme includes several separate productivity projects focusing on a wide range of topics, including processes, equipment and supplies, service procurement, personnel and facilities. The operating units prepare a concrete and detailed plan for implementing their productivity programme, and its implementation is monitored monthly as part of the monitoring of operations and finances.
Updated: 21.07.2025