HUS year 2025: Continuous improvement and reform

We will strive to achieve these goals in 2025 by initiating ISO 9001 quality management system certification for the entire organization, strengthening the conditions for research, training, development, innovation, and teaching, and increasing our impact through digitalization.

We have undergone the first audits of the HUS-level quality management system

In 2025, we effectively proceeded with the development of an ISO 9001 quality management system covering the entire HUS. The work began in the fall of 2024, and its goal was to harmonize operating practices, strengthen patient safety, and support management and continuous development.

We are adapting the requirements of the standard to HUS activities, harmonizing internal procedures, and compiling them into a shared operating manual. The quality management system reinforces effective care, streamlines daily work, and supports both personnel wellbeing and HUS’s appeal.

Building a shared quality management system was a rewarding process

We divided all our clinical and group service units into three stages of progress. The first units laid a strong foundation for the future work of the entire organization.

During 2025, we streamlined our document-management procedures and extensive set of guidelines, established regular management reviews, and drew up a shared quality policy. We also trained our personnel in the principles of the quality management system and in the common operating practices.

Working together has been seen as inspiring, and our professionals have been bold in bringing up unclear issues to be resolved together. At the same time, we have picked up useful practices from one another.

First certification audit exceeded expectations

The first external audit, carried out at the end of 2025, provided positive feedback on how our quality management system is genuinely integrated into our everyday work and management. Clear processes, roles, and responsibilities reduce uncertainty, errors, and redundant work.

The audit only revealed two minor deviations, for which we drew up clear corrective measures. In addition, we received a list of areas for improvement.

The final sprint before the finish line in 2026 will bring everything together

In 2026, units that already have an accredited or certified quality management system will be included in the system. They will be integrated into HUS’s joint quality management system. The goal is to achieve ISO 9001 certification for the entire organization by early 2027.

We strengthened the prerequisites for research, training, development, innovation, and teaching in the collaborative area 

Our goal at HUS is to create excellent conditions for scientific research, development, innovation, and the training of new professionals throughout the Southern Finland collaborative area. 

All representatives of research organizations in the Southern Finland collaborative area have reported similar challenges: bureaucracy related to launching research projects and differences in the operating practices of organizations. One of our first improvements is to combine the structures of research permit applications. Our goal is to reduce the number of application forms from the current 17 to two or three forms. The work begun in 2025 will continue in 2026. 

We surveyed the requirements for clinical drug and device trials in the collaborative area.

We reviewed the capabilities of the wellbeing services counties in the Southern Finland collaborative area in terms of clinical drug and device trials conducted on patients. We observed that some areas are already actively operating, whereas others are still developing their processes for drug and device trials. 

A survey we conducted among companies in the sector in spring 2025 provided us with important information about key areas for development. We initiated work to promote uniform research practices and research capabilities in the region, and this work will also continue in 2026.

When a unified network is in place and hospitals and healthcare units across the region operate according to the same principles, we will be able to quickly participate in national and international drug and device trials.

Research and education in figures in 2025

Increasing digitalization improved impact

In 2025, we promoted impact and productivity with determination by increasing the use of digital technology, strengthening knowledge-based management, and developing processes and the division of labor. The aim was to shift the focus from individual digital solutions to comprehensive systems in which technology supports smooth everyday life, foresight, and timely decision-making.

The DIGIAI program promoted digital development

We advanced digital development in accordance with the DIGIAI program. The program provided a common direction and structures that enabled digital solutions and the use of artificial intelligence to be closely integrated into operational management and clinical activities. The development work was carried out in collaboration with clinical profit areas and responded to identified everyday needs.

The use of Maisa expanded

We strengthened the impact of investments made in the Apotti customer and patient information system by getting more out of the system than before. In particular, we developed and expanded the use of the Maisa customer portal, which streamlined customer transactions and supported patients’ self-care. The number of appointments made in Maisa increased by 8% compared to 2024, and the overall utilization rate of the service rose from 75% to approximately 79%.

Automatic reports support daily management

We strengthened knowledge-based management by introducing standardized, automated reports as part of the daily management of clinical profit areas. The reports support an up-to-date situational picture and consistent decision-making. The utilization rate of managers in knowledge management reports was over 80%, which shows that knowledge management has become an established part of everyday management.

The use of prediction models expanded beyond inpatient wards

We developed proactive guidance by expanding the use of prediction models beyond inpatient wards and continuing to develop the Ennu prediction model for inpatient wards to include forecasts covering several months. When developing the prediction model, we also made a conscious decision not to continue developing the prediction model for ward beds, as it was found not to produce the expected added value. We focused our development efforts on more effective prediction models.

Digital development progressed with the help of pilots

At the same time, we established new work distribution pilots in all clinical profit areas as part of everyday work and for wider use. Digitalization served as an enabler, but the focus was on smooth workflows, appropriate use of expertise, and the benefits experienced by personnel. 

During the year, we implemented several AI pilots and technology trials, and we put Käännösapuri (Translation Assistant), among other things, into production use. We successfully piloted the recording assistant and found that it streamlined the work of the professionals. Expanding the pilot program will continue next year.

Digital development will also continue in a targeted manner in the coming years. Digital solutions enable us to enhance our impact and foresight, while freeing up our professionals’ time for what matters most – encountering people.