Chair of the Executive Board: Many successes during the year – a good foundation for the future

HUS’s core task, patient care, developed in many ways during 2025. Patient satisfaction increased and the NPS promoter score was 83 at the end of the year, which is an excellent result. Waiting lists for treatment were significantly reduced in several specialist areas; for example, waiting lists for neurosurgery were eliminated entirely.

At the same time, employee satisfaction has remained at a good level. Although major cooperation negotiations took place at HUS at the end of 2024, staff satisfaction has not declined significantly.

Balancing the finances provides us with some headroom

The finances were successfully balanced by the end of the year and the deficit was covered on schedule. A few years ago, few would have believed that this could be pulled off. Financial balance is particularly important, as it gives HUS room for maneuver in the coming years.

The work of the Board of Directors has also been smooth and productive, both within the Board and with the executive management of HUS. The Board has maintained its role and has not interfered with clinical work or operative management. 

The reduction of treatment waiting lists will continue in 2026.

The past year laid a solid foundation for the years ahead, even though challenges remain. 
There are long waiting lists for artificial joint replacement surgery, and HUS is establishing a dedicated joint replacement hospital Orton in 2026 to improve access to treatment. There are also long waiting lists for the treatment of eye diseases, and we will have to work hard to address this issue in the future.

Even though the financial situation is now better, we must continue to consider carefully where our money is spent. For example, vacant properties incur significant, unnecessary costs, and ways of eliminating these costs must be identified. 

Highlighting the ideas of our personnel

From a development perspective, it would be important to make wider use of ideas proposed by our personnel for improving activities. The personnel has many potential ideas, and it is largely a question of management: how boldly are ideas brought up and how can good practices be spread to other parts of the organization.

Risto Rautava
Chair of the Executive Board at HUS Group