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HUS year 2019

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  • HUS 2019
    • From the CEO
    • Review by the Chair of the Executive Board
    • Focus areas 2019
    • Strategic goals and indicators 2019
    • New Strategy and values
    • Significant events
      • Construction continues
      • Diagnostic Center
      • Function transfers
      • Productivity program
      • Apotti changes the way we work
      • Changes in management
    • Organization 2019
    • Specific Catchment Area
    • Executive Board 2019
  • Patient care
    • Service demand increased
    • Patients treated
    • Access to treatment
    • Quality and Patient Safety
      • JCI
        • Case: Making quality visible
      • Magnet Hospital
    • Nursing at HUS
    • Cases
      • Case: Mobile hospital LiiSa
      • Case: Infertility treatments with donated gametes begin
      • Case: Hyvinkää operating rooms
      • Case: OLKA operations expanded
  • Personnel
    • HUS personnel in figures
    • High-quality management and leadership
      • New Strategy responds to the demands of a changing operating environment
      • Staff ideas for productivity program
      • HR administration, finances and communications reorganized
      • Disability management and activities
      • E-services for occupational health care
      • Safety management in practice
      • Emergency clinic integration was a major change for personnel
    • Employer profile attracts experts
      • Centralized recruitment of substitutes in Porvoo
      • Old ringers step in
      • Shortage of physicians eased through training program
    • Strategic competence development
      • Retraining for career development
    • HUS employees are proud of their work
      • Improving your own work leads to commitment
      • Orientation and training for improved competence
      • Mentoring in support of orientation
      • More potential for influence for specializing physicians
      • Mentoring increases satisfaction among specializing physicians.
      • Tools to promote wellbeing at work
      • Workload monitored with a view to reducing it
      • Lean development reduced workload
    • Values reinforce culture
    • Indicators and tables
  • Finances
    • Productivity declined
    • Service production higher than anticipated
    • Billing member municipalities
    • Investments
    • Funding
  • Research and teaching
    • Research
    • Teaching
    • Helsinki Biobank
      • Sample collecting
      • Sample deliveries
      • Data management and data capabilities
      • Communications and visibility
  • Sustainability
    • Environment
      • Waste
      • Energy
      • Carbon footprint
      • Training, advisory services and communications
      • Attaining environmental goals
    • HUS Logistics Sustainability Report
      • Review of 2019
      • Principal sustainability themes at HUS Logistics
      • Sustainability is a team effort
      • Managing corporate financial responsibility.
      • Effectiveness through procurement
        • Principles and policies governing ethical procurement
        • Targets and outcomes of ethical procurement
      • Corporate social responsibility management
      • Corporate environmental responsibility management
      • Reporting principles
  • HUS 2019
    • From the CEO
    • Review by the Chair of the Executive Board
    • Focus areas 2019
    • Strategic goals and indicators 2019
    • New Strategy and values
    • Significant events
      • Construction continues
      • Diagnostic Center
      • Function transfers
      • Productivity program
      • Apotti changes the way we work
      • Changes in management
    • Organization 2019
    • Specific Catchment Area
    • Executive Board 2019
  • Patient care
    • Service demand increased
    • Patients treated
    • Access to treatment
    • Quality and Patient Safety
      • JCI
        • Case: Making quality visible
      • Magnet Hospital
    • Nursing at HUS
    • Cases
      • Case: Mobile hospital LiiSa
      • Case: Infertility treatments with donated gametes begin
      • Case: Hyvinkää operating rooms
      • Case: OLKA operations expanded
  • Personnel
    • HUS personnel in figures
    • High-quality management and leadership
      • New Strategy responds to the demands of a changing operating environment
      • Staff ideas for productivity program
      • HR administration, finances and communications reorganized
      • Disability management and activities
      • E-services for occupational health care
      • Safety management in practice
      • Emergency clinic integration was a major change for personnel
    • Employer profile attracts experts
      • Centralized recruitment of substitutes in Porvoo
      • Old ringers step in
      • Shortage of physicians eased through training program
    • Strategic competence development
      • Retraining for career development
    • HUS employees are proud of their work
      • Improving your own work leads to commitment
      • Orientation and training for improved competence
      • Mentoring in support of orientation
      • More potential for influence for specializing physicians
      • Mentoring increases satisfaction among specializing physicians.
      • Tools to promote wellbeing at work
      • Workload monitored with a view to reducing it
      • Lean development reduced workload
    • Values reinforce culture
    • Indicators and tables
  • Finances
    • Productivity declined
    • Service production higher than anticipated
    • Billing member municipalities
    • Investments
    • Funding
  • Research and teaching
    • Research
    • Teaching
    • Helsinki Biobank
      • Sample collecting
      • Sample deliveries
      • Data management and data capabilities
      • Communications and visibility
  • Sustainability
    • Environment
      • Waste
      • Energy
      • Carbon footprint
      • Training, advisory services and communications
      • Attaining environmental goals
    • HUS Logistics Sustainability Report
      • Review of 2019
      • Principal sustainability themes at HUS Logistics
      • Sustainability is a team effort
      • Managing corporate financial responsibility.
      • Effectiveness through procurement
        • Principles and policies governing ethical procurement
        • Targets and outcomes of ethical procurement
      • Corporate social responsibility management
      • Corporate environmental responsibility management
      • Reporting principles
  • Archive
  • In English
    • Suomi
    • Svenska
HUS.fi

Cases

Front page > Patient care > Cases
Patient care
  • Service demand increased
  • Patients treated
  • Access to treatment
  • Quality and Patient Safety
    • JCI
      • Case: Making quality visible
    • Magnet Hospital
  • Nursing at HUS
  • Cases
    • Case: Mobile hospital LiiSa
    • Case: Infertility treatments with donated gametes begin
    • Case: Hyvinkää operating rooms
    • Case: OLKA operations expanded
  • Patient care
    • Service demand increased
    • Patients treated
    • Access to treatment
    • Quality and Patient Safety
      • JCI
        • Case: Making quality visible
      • Magnet Hospital
    • Nursing at HUS
    • Cases
      • Case: Mobile hospital LiiSa
      • Case: Infertility treatments with donated gametes begin
      • Case: Hyvinkää operating rooms
      • Case: OLKA operations expanded

Here are some case examples of things that have been going on at HUS in 2019.

  • Case: Mobile hospital LiiSa
  • Case: Infertility treatments with donated gametes begin
  • Case: Multipurpose facilities add flexibility at Hyvinkää
  • Case: OLKA operations expanded

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Every year, about 680,000 patients are treated at the HUS Helsinki University Hospital. HUS employs nearly 27,000 professionals to serve all patients’ best interests. We are responsible for specialist medical care for the residents of 24 member municipalities. In addition, we provide nationally centralized care for many rare and severe diseases. HUS Helsinki University Hospital is the biggest health care provider and the second-largest employer in Finland. Our expertise is internationally recognized and accredited. As a university hospital, we constantly study and develop our treatment methods and activities.

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