## Annual report Sub-navigation Navigation links - Current: Sub-navigation - [ From the Chief Executive Officer ](/en/about-us/annual-reports/hus-year-2025/chief-executive-officer-balancing-finances-and-covering) - [ From the Chair of the Executive Board ](/en/about-us/annual-reports/hus-year-2025/chair-executive-board-many-successes-during-year-good) - [ Personnel ](/en/about-us/annual-reports/hus-year-2025/hus-year-2025-personnel) - [ Customer ](/en/about-us/annual-reports/hus-year-2025/hus-year-2025-customer) - [ Cooperation with wellbeing services counties ](/en/about-us/annual-reports/hus-year-2025/hus-year-2025-cooperation-wellbeing-services-counties) - [ Sustainable economy ](/en/about-us/annual-reports/hus-year-2025/hus-year-2025-sustainable-economy) - [ Continuous improvement and reform ](/en/about-us/annual-reports/hus-year-2025/hus-year-2025-continuous-improvement-and-reform) - [ Sustainability ](/en/about-us/annual-reports/hus-year-2025/hus-year-2025-sustainability) - [ From the Chief Executive Officer ](/en/about-us/annual-reports/hus-year-2025/chief-executive-officer-balancing-finances-and-covering) - [ From the Chair of the Executive Board ](/en/about-us/annual-reports/hus-year-2025/chair-executive-board-many-successes-during-year-good) - [ Personnel ](/en/about-us/annual-reports/hus-year-2025/hus-year-2025-personnel) - [ Customer ](/en/about-us/annual-reports/hus-year-2025/hus-year-2025-customer) - [ Cooperation with wellbeing services counties ](/en/about-us/annual-reports/hus-year-2025/hus-year-2025-cooperation-wellbeing-services-counties) - [ Sustainable economy ](/en/about-us/annual-reports/hus-year-2025/hus-year-2025-sustainable-economy) - [ Continuous improvement and reform ](/en/about-us/annual-reports/hus-year-2025/hus-year-2025-continuous-improvement-and-reform) - [ Sustainability ](/en/about-us/annual-reports/hus-year-2025/hus-year-2025-sustainability) # HUS year 2025: Personnel Employee experience is one of our five strategic priorities, and we are striving towards our ambitious goal of becoming the most attractive workplace. Our goal is to have enough skilled personnel, an incentive-based remuneration system, and good management throughout the organization. In other words, people want to come work for us, and they enjoy their work here. **On this page** Show all In pursuit of these goals, we began developing our personnel planning and reforming our working time management in 2025. We also developed the activities regarding occupational health, safety, and wellbeing to ensure smooth and mutually supportive cooperation. ## A new approach to personnel planning to support our activities Our operating environment is changing at an accelerating pace, and our personnel planning must adapt to these changes. Our goal is to create a new strategy-based and data-driven personnel planning model for HUS that can flexibly support the planning and use of human resources in everyday work. The new model is based on strategic personnel planning, the personnel budget drawn up on that basis, and on the monitoring of these, i.e., the qualitative and quantitative planning of the personnel needed to organize our services. ### The target state and development needs for personnel planning have been determined By 2025, we will have jointly defined the kind of personnel planning model we want to achieve and what we must improve in order to reach our objectives. In 2026, we will test the model in practice and begin its implementation. In 2027, all units within HUS will be conducting personnel planning in accordance with the new model. ### The ultimate benefit of the reform will be evident in the higher-quality care offered to patients. The reformed personnel planning process increases flexibility in personnel planning and is more closely integrated with financial planning. One of the main goals of the reform is to ensure that HUS has the expertise required by its strategy in both the short and long term. The aim of the reform is to support service production: the right amount, the right kind of personnel, at the right time. ## Professional skills on time – a comprehensive project to reform working time management harmonizes operating practices Over the years, HUS has developed several methods for planning work shifts. Different practices place a burden on both shift planners and managers in terms of time management. The aim of the project to reform working time management is to harmonize, streamline, and simplify operating models, thereby improving efficiency. A consistent approach to shift planning also supports knowledge-based management, as it produces comparable data from different units. The reform project includes, among other things, work-shift planning and rest-period management, consideration of working time preferences, and better integration of employee skills into planning work. The project will introduce a new T2 system that enables software-assisted planning. ### Extensive change requires a step-by-step approach Reforming the working time management system is an extensive project which will take several years. Preparations for the reform began in 2023 with a decision to harmonize the various operating models at HUS. After specifying the technical and functional requirements, we put the work time management system out to tender. In 2026, it will be time to specify the operational requirements in more detail, conduct practical testing in the actual environment, and begin phased deployment. We estimate that deployment will take several years. ## Better support for work ability through the coordination of occupational health, safety, and wellbeing We want to develop the activities regarding occupational health, safety, and wellbeing to ensure smooth and mutually supportive cooperation. We have recognized that we at HUS can streamline the support process for the ability to work. Our goal is to clarify the roles of employees, managers, and various support functions when a person is experiencing issues with their ability to work. This enables us to provide better support for the ability to work and to reduce absences due to illness. ### A functional work model leads the way During 2025, we have created a functional work model that combines the efforts of the work community and occupational healthcare services to improve work ability. With various alternative paths, the model clarifies for employees and managers alike how to act in problematic situations. In 2026, our next step is to promote the sub-projects included in the model, such as absences due to illness, reactivation of replacement work, development of guidelines for managers, management of occupational healthcare cases of work ability, and improvement of reporting. In order to make the functional work model part of everyday life, we will acquire a work ability management information system to support it and implement it during 2026–2027. ## Personnel in figures 14,400 nurses 3,800 doctors 2,500 specialist staff members 5,900 other staff members \* Person-year as in previous indicatorKey figures on personnel 2021–20252021 (\*)2022202320242025Number of personnel26,83326,72827,40926,92626,481Person-years22,08224,12424,90825,29624,490Average age43.743.843.543.944.1Gender distribution women/men83.3% / 16.7%82.9% / 17.1%82.6% / 17.4%82.7% / 17.3%82.6% / 17.4%Total exit turnover of permanent personnel10.5%11.4%9.2%8.2%7.0%Exit turnover of permanent personnel, excluding retirements7.9%8.6%6.8%5.5%4.9%Sick leave percentage4.4%5.4%4.5%4.4%4.5%Days absent due to illness per person15.117.9 14.514.414.6Retired employees586661484484550Average age of retirement61.562.561.661.961.2Share of disability pension contributions of payroll expenses0.86%0.79%0.73%0.66%0.54%Salaries and fees of operating expenses, excluding social security contributions42.70%43.90%46.00%46.70%47.50%Use of hired labor in euros36,341,839 39,355,07540,485,76833,305,95918,344,044Training days / person2.22.02.22.22.4Employee Net Promoter Score (eNPS) -101-7## Key events in 2025 ## The 2022–2025 term for occupational safety and health ended We improved work ability management and knowledge-based management. We were delighted to see that the accident frequency decreased. Training, actions to improve team spirit, and increased collaboration with occupational health care supported our staff's wellbeing.  Updated: 01.04.2026 Print this page