HUS year 2025: Sustainable economy

The year 2025 was financially challenging for HUS, but we succeeded in our goals. Despite the tight budgetary framework, we were able to improve access to care, balance our finances, and cover the deficits from previous years.

We will be evaluating services outside the budget framework and drawing up an action plan for monitoring them.

We are responsible for arranging specialized healthcare in the Uusimaa region. In addition, we provide many separately invoiced services for the wellbeing services counties, such as pharmaceutical, meal, and hospital cleaning services.

In 2025, we developed a profitability constant model that allows us to identify whether individually produced services are economically viable. Next, we will be examining these services using the model.

We launched the economic balancing program for 2025–2027 in accordance with the plan

In 2025, we had to balance our finances by EUR 140 million, which was taken into account in advance when planning the 2025 budget.    

In order to achieve this goal, we had to initiate cooperation negotiations involving the entire staff in 2024, resulting in savings of approximately EUR 43 million in 2025. In addition, we were able to significantly reduce our purchases of ICT services, service vouchers, and the use of hired labor, among other things. These measures resulted in savings of approximately EUR 40 million.

We were also able to significantly streamline our activities and respond to the growing demand for services without increasing resources.

We launched the 2025 productivity program

In 2025, we launched a productivity program consisting of several sub-projects. With the productivity program, our aim is to be able to produce more services with the same resources.

In 2025, we built a reporting system for inpatient ward work, for providing the different units with a better view of their current situation and target levels. This has made the units more efficient and given them better opportunities to develop their activities.

We also introduced a reporting system for measuring the utilization rate of expensive equipment, which has helped in increasing productivity. The utilization rate of expensive equipment, such as radiotherapy, magnetic resonance imaging, and angiography equipment, as well as surgical robots, is continuously measured. This has created a valuable knowledge base on how to use equipment sensibly and avoid unnecessary investments, for example.

Efficient use of the facilities is also part of the productivity program. The utilization rate of operating rooms has been monitored for some time, but going forward, the aim is to develop a model that can also be used to measure the utilization rate of patient rooms. In addition, there are plans to make greater use of technology, for example, when customers are registering for treatment.

The operational implementation of the service network plan has been initiated

At the beginning of 2025, the biggest changes planned for the HUS service network took place at the Raseborg and Lohja hospitals. Part of Raseborg’s specialized healthcare outpatient clinics moved to Lohja Hospital and at the same time, Lohja Hospital’s surgery activities were increased significantly.