Investments and productivity program
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.
To improve HUS productivity, we have developed a long-term productivity program. Our aim with the program is to the achieve current production at lower costs or increase the current production at current costs, taking into account, however, that the statutory obligations and service level requirements imposed on the university hospital are met. The first year of implementation of the productivity program was 2020.
The program includes 29 separate productivity projects which focus on a wide range of topics, including processes, equipment and supplies, personnel, and facilities. The aim is, for example, to increase location-independent work (remote consultations), automation, device utilization rates and recycling, and to develop communication, price awareness, and cooperation with primary health care associated with the treatment pathway.
The responsible persons appointed for the various projects in the program report on the progress of the productivity program three times a year to the HUS Executive Group.