C O R P O R AT E R E S P O N S I B I L I T Y R E P O R T

2015

4 CEO’s review

5 STAKEHOLDERS’ EXPECTATIONS

6 STRATEGY

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Diacor Turku is growing fast

DIGITALISATION

The digitalisation megatrend

Digitalising Diacor

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MEETING THE CUSTOMERS’ EXPECTATIONS

Corporate customers

The corporate customers’ changing needs

Case management helps reduce costs and the number of short-term sick leaves

Wilhelmiina Palvelut Oy tested the case management service

Private customers

The needs of the private customers

Finns are interested in online treatment

How does Diacor meet the customer’s individual expectations?

Customer satisfaction is high at Diacor’s hospital

Clinics close to the customer

15 IN THE MEDIA

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MANAGEMENT AND DIACOR PERSONNEL

Streamlining of business models and the organisational structures of the customer interface

Diacor also wants to be a Terve Yritys™, i.e. a healthy company

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DIACOR’S EXPERTS

Long standing employees were praised for their commitment

Training 2015

Power in sports

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CORPORATE RESPONSIBILITY

Responsible ownership shows

Corporate reputation and responsibility survey 2015 – Diacor among the top ten

24 RESULTS

26 EVENTS DURING THE YEAR

As part of our responsible business practices, we now publish our seventh corporate responsibility report. I addition to the information traditionally found in an annual report, we include information about the stakeholders’ expectations on us, the economic and social impact of our activities and our environmental footprint. A deep understanding of our stakeholders’ expectations is important to us as it helps us develop our business in a responsible manner. Over the past year, we have put particular focus on this perspective.

Diacor is a social enterprise whose economic success makes it possible to do good. Most of the dividends we pay out are used by our main owner, the Helsinki Deaconess Institute, in projects to help the most disadvantaged members of our society.

editor-in-chief Anja Hallberg • subeditor Leena Pasanen • marketing and communications manager Susan Patronen • pictures Janne

Mikkilä • layout McCann

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2015

5

DIACOR PERSONNEL

CUSTOMERS

OWNERS

DIFFERENT TYPES OF PARTNERS

MEDIA

ORGANISATIONS, UNIONS

• Patient organisations

• Non-governmental

organisations

• Trade unions and

organisations• Practitioners

• Personnel

• Helsinki Deaconess

Institute

• LähiTapiola

• Insurance companies

• Subcontractors and

suppliers

• Lessors

• Universities

• Research institutes

PUBLIC HEALTHCARE

AUTHORITIES, THE SOCIAL INSURANCE INSTITUTION

STUDENTS, THE EXPERTS

OF THE FUTURE

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STAKEHOLDERS’ EXPECTATIONS

Diacor’s goal has been to act responsibly and according to the expectations of the stakeholders and the market. Th e company acts as a good corporate citizen in accordance with laws, regulations, good governance and other good business practices. Understanding of the stakeholders’ expectations and the changes in these in a changing business environment provides a good basis for scenario work as well as strategic choices.

Diacor regularly carries out surveys relating to the customers’ expectations and customer satisfaction surveys. In 2015, we extended this work with more extensive interviews among both private and corporate customers.

Th e success of Diacor’s own team in their work is central to the company’s success.

Good management, well-functioning working processes, good team spirit and opportunities for developing at work are very important expectations. Particularly the meaningfulness of the work is a central source of motivation for many of Diacor’s employees. Th e expectations of students and future experts are also oft en based on the idea of a meaningful and inspirational job.

When it comes to the owners’ expectations on Diacor, responsible acting towards diff erent stakeholders is emphasised. Exemplary business management, professional customer service and care and results that ensure a steady fl ow of dividends are important factors from the owners’ point of view.

Th e expectations of diff erent partners – who represent very diff erent sectors – on Diacor

have many things in common: smooth communication and dialogue, perseverance and continued cooperation, ethical operations and joint development. In discussions with partners such as insurance companies, expectations concerning good management of care chains, eff ectiveness, cost-effi ciency and seamless cooperation have also been brought up. Th e expectations of authorities, associations and organisations are quite similar. Seamless cooperation and transparency are emphasised.

Th is time, the expectations of customers, Diacor personnel and owners on the company’s operations are described in more detail in the corporate responsibility report.

As part of our strategy work, we at Diacor wanted do deepen our

understanding of the expectations of signifi cant stakeholders and clarify how

the company in its operations can fulfi l the expectations on responsibility.

CEO’S REVIEWOur special goals for the year 2015 was to clarify the direction of our strategy and launch major renewal projects. Renewal because the industry is at a major turning point which, on the one hand, puts pressure on us to change, but which, on the other hand, also off ers interesting new opportunities for business development and new initiatives.

Th e challenging situation on the market was refl ected in our results in 2014, and one of our most important goals for 2015 was to turn the course towards improved results. We succeeded in this, and it is important that we strengthen and continue this development in 2016. Th e turnover grew to 78.8 million euros (+2.0%). Th e business profi t improved by around 4.6 million euros (+5.4%) compared to the previous year.

Identifying the customers’ needs, improving the customer experience and creating a range of services that help us meet these goals are at the heart of our strategy. We have embraced the opportunities of digitalisation, and during the year, we launched a number of development projects to create even bett er opportunities to use Diacor’s services in a more fl exible way than before and regardless of the time and place. In the spring of 2016, our mobile service DiacorPlus makes it possible to contact our experts using, for instance, video or a chat service. Th ere are, in other words, many ways to get in touch with Diacor’s experts.

During the past year, we streamlined our business models and the organisational structures of the customer interface. Our focus on developing the

customer experience is refl ected in a positive development of the NPS (Net Promoter Score) index, which measures customer satisfaction. Our experts receive patients more than 800,000 times a year. Another signifi cant fi gure is the 140,000 employees in the companies that are covered by Diacor’s occupational healthcare services. During the past year, we have developed our Terve Yritys™ (healthy business) concept, and our occupational healthcare services focus on eff ective preventive work and occupational well-being projects.

In June, Diacor expanded its operations from the Helsinki region to Turku by buying the share capital of the local clinic Eloni Oy. Diacor Turku serves customers in the Hansa Quarter right in the heart of Turku.

Th e number of surgical procedures performed at the hospital increased slightly in comparison with the year 2014. Otherwise, the work at the hospital continued as before, with strong focus on day surgery and orthopaedic procedures.

Our value customer program has been well received. Th e program has been on the market for around a year and its focus is on the customer. Th e program off ers our customers new services as well as discounts on services relating to illness and health. We have, for instance, organised lectures on topics relating to health and well-being, which have been very popular.

Successful work, enthusiasm and a good spirit among Diacor personnel are central to our success. Th erefore, we follow up and develop

occupational well-being as part of our business management. Diacor gathers information about the level of and any changes in occupational well-being four times a year through the Terve Yritys™ Pulssi survey and indicators. Based on the results, the teams discuss possible areas of development and make joint decisions that allow quick measures to guarantee occupational well-being. Th e results of the Pulssi survey are above the national benchmark. I am very happy to see that Diacor employees do not hesitate to bring up potential areas of development in their work and are ready to renew themselves in accordance with our values.

We hope that you will all fi nd our publication interesting.

LAURA RAITIO

CEO

100%DOMESTIC CONTENT

140,000PRIVATE CUSTOMERS

IN OCCUPATIONAL HEALTHCARE

800,000APPOINTMENTS WITH EXPERTS

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THE CHANGING BUSINESS ENVIRONMENT

CHALLENGES US TO RENEW OURSELVES

THE CORNERSTONES OF OUR STRATEGY

VALUESExcellent customer service

Renewal

Exemplariness

MISSIONWe promote people’s health and

makes it possible to do good.

VISIONClose to you

We are the customer’s

preferred choice

We renew ourselves in

cooperation with the customer

We offer healthcare services

that are independent of

time and place

The renewal of the healthcare service sector, the rapid changes in the business

environment and the uncertainty about the impact and direction of some trends

gave reason to refl ect on Diacor’s strategy from a new viewpoint in the spring of

2015. As a basis for the strategy work, we built different scenarios of possible future

operating environments and refl ected on their impact on the industry and the

company’s solutions. This way, we could develop action plans for different situations

and carefully select solutions and tasks that need to be completed anyway, no matter

how the market situation changes.

Refl ection on strategic choices through scenario work was a suc-cessful choice. A group of around 30 people from our organisation

are involved in this work, planning the choices that will take us towards the future. Refl ecting on diff erent possibilities helped us think more openly about the market and our way of acting within it. Th e future will probably be some-where in between the scenarios we have been refl ecting on – a combination of the operating environments we have been picturing. Th e important thing is that we have not restricted our thinking to just one possible future, but are open and alert even to unexpected changes.”

Antti Aro

Business director, corporate customers

Th e renewal of the public so-cial and healthcare services, the increasingly consumer fo-cused market with its changing

demands, new competitors and revenue models on the market and the fast tech-nological development are among the forces of change that are putt ing pressure on us. Digitalisation – i.e. the world be-coming more electronic – is a very sig-nifi cant trend. One of the cornerstones of our strategy is to bring our experts closer to our customers, regardless of time and place. ”

Tuomas Teuri

IT Manager

Th e changes in the health-care are already showing and will continue to become more prominent in our every-

day work here at Diacor, as we serve both private customers and companies. Th e rap-id changes may make some people uncer-tain or concerned about their own personal skills. All employees must be prepared to renew themselves and start thinking in new ways. Th e strong culture and values of our business provide a good basis for renewal. Good leadership and management, a great working atmosphere and a high level of pro-fessionalism create a basis for success.”

Susan Kallio

Director of Human Resources

Our mission makes our work im-portant. Good results allows us to distribute dividends to our owners now and in the future. Th rough

our main owner, the Helsinki Deaconess In-stitute, the dividends are channelled to bene-fi t the most underprivileged members of our society. On the other hand, good results allow us to realise our strategy, as we can develop our business to bett er meet the challenges of the fu-ture. As part of our strategy, we expanded our business to Turku in June 2015, when Eloni Oy in the Hansa Quarter right in the heart of Turku became part of Diacor.”

Minna Elomaa

Deputy CEO, Business Director, private customers

”

We do not leave the scenarios on the shelf to gather dust, but chang-es in the operating environment, monitoring of the implementa-

tion of the strategy and assessment of choices are central parts of our management work. It has been very important to carefully plan new projects and ensure that we have the resources required to successfully complete the project. Th rough reviews throughout the organisation, the strategy and the projects to implement it have and will become familiar to everyone. Diacor’s personnel have a passion for renewal. Th e challenges posed by the changing business environment are turned into a source of pas-sion for Diacor’s personnel.

Anja Hallberg

Leading Doctor

”

” ” ”

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We serve our customers professionally and through multiple chan-

nels • We set a new course in occupational healthcare and well-be-

ing services • We meet our patients in our clinics in selected cities

and in our hospital • We offer comprehensive electronic services

We give our customers more and better time and

show them that we really care • We want to create

a much better customer experience • We create

new channels through which we can better

listen to our customers • We create new

kinds of health and well-being services

We continuously improve and play a proactive role in changes

• We operate cost-effi ciently and improve the effi ciency of our

common practices • We manage expertise and success while

adhering to Diacor’s values • We are bold innovators

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DIACOR TURKU IS GROWING FAST

DIGITALISING DIACOR

Minna and Timo Talvio, the founders of Eloni, continued at Diacor aft er the acquisition. Th ey founded their clinic right in the heart of Turku in 2013. Th e new Diacor Turku in the heart of the Hansa Quarter provides jobs for around 150 healthcare professionals who are either independent practitioners or contract employees.

Th e new owner makes it possible to develop the services at Diacor Turku. Th e growing rate

has been excellent ever since Eloni was founded and profi tability improved in 2015 as planned. Th is development has continued under Diacor’s leadership. In 2015, sales increased by almost 40 per cent and the number of appointments by almost 30 per cent compared to the previous year. Th e numbers are exceptionally good for the economic area of Turku.

- Diacor felt like a natural buyer because of the shared values and social impact. Th ese things

have been important to us ever since we founded Eloni. Now, Diacor Turku provides both doctors and customers with a real opportunity to do good. Our domestic, socially conscious concern has att racted customers in Turku as well, says leading doctor Minna Talvio.

A wide-ranging, long-term development pro-gram is under way at Diacor. Its aim is to make it possible for Diacor and Diacor’s customers to become pioneers in the fi eld of digital services in healthcare. In 2015, we planned and defi ned things that will be implemented from 2016 on-wards. Th ere will be many changes, which will take Diacor to a whole new level when it comes to taking advantage of IT.

Th e biggest project is known as Delta, and the most visible aspect of this project is a new patient data system. Th e plan is that it will be taken into use at the end of 2016. Th e goal of Delta is to move to modularity in the IT architecture. Th is will allow Diacor to respond to changing customer needs more quickly in the future. Apart from the renewal of the patient data system, Delta includes a number of support applications in areas such as

fi nancial management, customer management and reporting. Delta changes the core systems, but the operating models will undergo an even bigger change. Delta mainly focuses on the internal systems, but also makes it possible for Diacor to bett er meet the customers’ needs. Th e most prominent among the new digital services for customers is the mobile application DiacorPlus. Th e service allows customers to check their own health information and talk to a healthcare professional through a chat or video connection. DiacorPlus can be downloaded from app stores to iOS, Android and Windows phones as of spring 2016. We develop our services together with the customers and gather feedback on the new service channel to make sure that future development goes in the right

direction. Th e fi rst version contains only a few of the services we have been planning – we will continue to develop the channel while listening to the customers. We believe that the DiacorPlus application will become our most frequented clinic by the year 2020.

Th e mobile app is designed for the individual and will raise Diacor’s level of service in that category. Corporate customers are waiting for the new types of services that digitalisation make possible. Th e new service portal gave corporate customers new tools for reporting in 2015. We have also launched a project for developing the digital services for corporate customers, and our aim is to launch new digital services already during 2016.

For most of Diacor’s 50-year history, the company’s operations have been focused in the Helsinki region.

In 2015, Diacor decided to expand its operations to Turku in accordance with the strategy and bought the

entire share capital of the clinic Lääkäriasema Eloni Oy in Turku. The acquisition is an important step in

Diacor’s strategy. One thing that is certain is that remote services will become more common. In the future, there will be new ways of seeing your doctor regardless of time and place besides traditional appointments. Th ese remote services also include patient portals, where patients can check their own information. Th e visits to the doctor will also change as the patients themselves start making measurements and observations. Most of us already use some kind of health-related measuring equipment. We may, for instance, have a fi tness app in

our smartphone. As technology develops, it becomes easier to make more and more wide-ranging measurements in real time. As it is, this information is hardly used at all in healthcare – in the future, the patient’s own measurements will play a central role. It also becomes more common that patients have access to technology and information that used to be accessible only to healthcare professionals. Th is phenomenon is referred to as consumerisation. Many patients already have answers from ‘Dr Google’ when they come to

the clinic. When patients have access to the same information as healthcare professionals, this inevitably changes roles. Th ese are just a few examples of the impacts of digitalisation. Th e direction of the change is, to some extent, still unclear. At least, it is certain that the changes will be implemented in cooperation with the customers and that the changes require agile technology and operating models. At Diacor, we do not wait for change but make it happen.

Digitalisation in the healthcare industry has been discussed for a decade and is expected to change the

industry in a signifi cant way. What does digitalisation in healthcare really mean? The question is so big that

it must be divided up into smaller parts.

THE DIGITALISATION MEGATREND

In the picture, from the left,

Paula Arvilommi, Ronnie

Grandell, Tuuli Seitajoki and

Laura Suni at Diacor Turku.

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THE CORPORATE CUSTOMERS’ CHANGING NEEDS

A very traditional view on the added value of occupational healthcare is that suitable occupational healthcare services guarantee that the employees get the treatment they need in case of illness and work preventively to ensure that the working conditions do not risk causing illness or making illnesses worse. During this millennium, the development has moved strongly towards a model where these basic occupational healthcare services are no longer enough, but where the customer requires strong support in

the management of working ability. At the same time, it has been confirmed that the customers want the services to be correctly targeted and the operations to be as transparent as possible.

Over the past few years, the effectiveness of the measures used has also been discussed. The occupational healthcare services should contribute to increasing the number of healthy and efficient working hours in the customer company. A new trend is that the customers want good occupational healthcare services that make the employees more committed and the work more attractive and innovative – i.e. that help the employer make occupational well-being a true competitive advantage.

HOW DOES DIACOR MEET THE

CHANGING NEEDS?

Diacor wants to be the occupational healthcare service company that best takes the customers’ needs into account. For several years, we have been building a consultative approach to occupational healthcare services. The most essential aspect of this work is to carefully identify the customer’s needs in cooperation with the customer and build a well-functioning

solution to meet those needs. This approach to optimise the occupational healthcare services has received a lot of positive feedback from customers. In practice, optimisation means an agile customer-specific project lead by a project manager from Diacor in which the starting point and needs are assessed and the parties plan and agree on the practicalities of the occupational healthcare cooperation, for example the yearly timetable. The optimisation process involves setting measurable goals. The optimisation process provides transparency for the customer as well as clear goals for the working community. The cost development can also be kept under control when the optimised services are efficiently and correctly targeted.

Diacor’s occupational healthcare team is, at the moment, conducting a major concept reform in cooperation with the customers. The starting point of the reform is the customers’ needs, and instead of talking about occupational healthcare matters in hard-to-understand ‘officialese’, we talk about Healthy work, Healthy management, A healthy working community, A healthy employee and how we together can achieve these things. Of course, the idea is not just to talk differently but also to do things differently than

before. Of course, we still make sure to fulfil our legal obligations when it comes to occupational healthcare. Our new occupational healthcare cooperation concept is known as the Terve yritysTM (healthy business) concept.

In order to be able to make more efficient use of customer feedback and prioritise development projects correctly, Diacor has made agreements with external research companies about regular customer interviews. TNS Gallup extensively interviews the company’s corporate customers. This way, the customer’s voice is heard more strongly at Diacor. The intent is clear. Diacor wants to be an occupational healthcare partner that the customer can always trust.

WILHELMIINA PALVELUT OY TESTED THE CASE MANAGEMENT SERVICE

Wilhelmiina Palvelut Oy, which has around 100 employees, started testing the case management service in August 2015. In six months, the number of occupational healthcare visits decreased by 58% and the sick leaves by 16%. This meant significant savings for the company.

CEO Minna Saranpää says that her personal experience of the case management service has been positive. The managers of the company say the same.

- The managers say that the service supports them in their work. Previously, the managers had to take on a stronger role in discussions about sick leaves. They no longer have to determine whether an illness requires sick leave or whether the employee should come to work. The threshold to call the occupational healthcare nurse is low and it is easy to discuss your health with a professional. You also get an evaluation of the situation right away.

- The service also makes it possible to treat all parties equally, as no other factors than the employee’s health influence the decision, Human Resources Director Virpi Annaniemi adds. Annaniemi points out that well-functioning occupational healthcare cooperation is very important to the company. They try to get the most out of it.

- This is a good example of well-functioning cooperation and of how we can develop together with the customer. Here at Wilhelmiina, we are open to trying new things. We decided to start using the case management service when we started thinking about the cost of occupational healthcare and its impact on sick leaves. The case management service allows closer cooperation and makes the managers’ job easier.

Diacor has around 6,800 companies and entrepreneurs as occupational healthcare customers. These

companies have a total of around 140,000 employees. Diacor is therefore responsible for the well-being of

a considerable portion of the workforce.

CASE MANAGEMENT HELPS REDUCE COSTS AND THE NUMBER OF SHORT-TERM SICK LEAVES

The case management service is based on a system where an occupational healthcare nurse assesses the need for treatment and gives advice over the phone. The callers are efficiently directed to different paths of care.

The idea is that advice given by an occupational healthcare nurse over the phone and home care often suffice, for example in cases where a patient suffers from a head cold. It is better for the patient to stay at home and recover than to go to the clinic with a fever. The employee can also get an absence certificate written by an occupational healthcare nurse for the day in question based on his or her own reporting. The case management service makes the managers’ job easier if their subordinates become ill. The experiences of the case management service have been wholly positive – companies, managers and employees all benefit, says Seidi Erätuli-Flander, who manages the case management service.

The case management service has generous opening hours: weekdays 6.30am to 8.30 pm, Saturdays 7 am to 3 pm and Sundays 9 am to 3 pm. Through the extensive opening hours, we want to ensure that the service is accessible to shift workers as well. The case management service comes with a monthly fee per employee.

The case management service makes the treatment of illness within occupational healthcare more cost-efficient and lowers the number of sick days for short-term illnesses. The service is estimated to eliminate one in four doctor’s appointments and lower the number of sick days for short-term illnesses by around 15 per cent. The case management service was pilot tested last autumn in cooperation with several customer companies and the results were very good. In the future, we want to develop the case management service using digital and mobile services.

Last autumn, Diacor launched a new service – a case manage-

ment service – which helps the employees in matters relating

to their health while at the same time lowering the cost of oc-

cupational healthcare for the company.

x A HEALTHY COMPANY

f(x) HEALTHY WORK

HEALTHY MANAGEMENT

A HEALTHY WORKING

COMMUNITY

A HEALTHY EMPLOYEE

THE NEEDS OF THE PRIVATE CUSTOMERS

Sometimes, it may be very important and timely for a customer to actively take care of his or her health. The patient may be looking for advice on how to prevent illness or on how to live a healthier life. At other times, the customer may need to use the services specifically as a patient as he or she is suffering or recovering from an illness. The customers’ expectations when it comes to the services and perhaps the channels used, the way the services, treatment and advice are realised and the way of being present vary widely.

In order to be able to understand and serve our customers even better, we focus on listening to and analysing feedback and take measures when

necessary. All feedback is collected, regardless or whether it reaches Diacor by telephone, in other conversation, through the clinic’s AskPole survey or in writing. This way, we can identify possible areas of development and improve our services.

Every year, Diacor also surveys the opinions of private customers on actors in the healthcare industry using interviews conducted by external research companies. In 2015, this survey was complemented with another in which customers were interviewed about their selection criteria and asked to evaluate Diacor’s success with regards to these expectations. In November 2015, we also commissioned a survey that a thousand Finns aged 18 to 75

responded to. The goal of the survey was to find out how the Finnish people’s attitudes towards healthcare are changing.

The results shows that customers particularly value skilled personnel when choosing a service provider and that they make choices based on good previous personal experiences. The service must be well-functioning and it is important to be able to get an appointment quickly at a clinic nearby. Good value for money is also an important selection criterion. The customers give Diacor good ratings when it comes to these selection criteria. Diacor’s customers feel that our services are professional, reliable, domestic and responsible.

The expectations of the private customers when it comes to health, well-being and care vary depending

on their life situation.

Almost half (46%) of the Finns look for information online before

going to see a doctor because of an illness or symptom.

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FINNS ARE INTERESTED IN ONLINE TREATMENT

On third would appreciate if an expert could assess the need for treatment using video before a doctor’s appointment is made. 36% would be happy to use a smartphone app where they could see their appointments as well as information about the experts who have treated them, their prescriptions and referrals, the cost of the treatment and their vaccination schedules. Many would also like an SII card that can be downloaded to the phone.

This information comes from a survey carried out among a thousand Finns aged 18 to 75 in November 2015. The goal of the survey was to find out how the Finnish people’s attitudes towards healthcare are changing. As many of 45% of the respondents had health-related concerns.

Although people actively look for information online, barely one in five (19%) trust the health-related information they find there. Still, almost half (47%) of the respondents primarily try to treat their illnesses themselves, without the help of a doctor.

WOMEN ARE MORE INTERESTED

IN HEALTH

Women are more active and passionate when it comes to their health than men are and take care of it more carefully. They are more active in looking for health-related information and also trust the information they find online more than med do. On the other hand, women find it more important to meet the doctor face-to-face than men do. Although men are less interested in their health than women are, they are more willing

than women to embrace new health-related digital services.

One in five Finns (21%) would like to take care of as many health-related matters as possible at home in the future. However, among the so-called forerunners as many as 37% would like to have an opportunity to take care of health-related matters at home. The forerunners themselves feel that they embrace new services and technical applications faster than people in general. A little over one in five respondents were forerunners. They were usually younger than 40 years old and male.

76% of all respondents wanted to be able to find all health-related information, prescriptions, referrals and results in one place. 42% would be prepared to hand over more information about their health to the service provider if that meant better healthcare.

A WAKE UP CALL IS NEEDED IN

HEALTH-RELATED MATTERS

As many as 42% would like to get tailored recommendations on how to prevent illness and improve their own health. Almost as many (40%) are interested in a service where you can regularly meet a personal health expert, i.e. a kind of personal trainer with focus on your health.

One in three Finns (35%) would also like to read reviews of doctors. They want the clinics’ web pages to contain clear information about how each doctor has succeeded in his or her work.

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HOW DOES DIACOR MEET THE CUSTOMER’S INDIVIDUAL EXPECTATIONS?

The program is free of charge and offers varying benefits, expert knowledge as well as events and lectures. The main objective of the program is to promote our value customers’ health and increase health awareness. Customers of all ages get financial benefits and access to topical services and examinations. Good health is the most valuable thing a person can have and each person’s health should be treated individually. In order to meet their value customers’ needs, Diacor must also actively develop and target their services.

Customers come to Diacor for a wide range on reasons. Some suffer from an illness while others

want to promote their health. The individual approach is also reflected in our service concept and process development work. The individual approach gives the customer the opportunity to choose between face to face encounters, electronic services and, in some cases, self-service. Diacor always wants to provide friendly service and a feeling of peace of mind and security, regardless on the channel. During the past year, our personnel has been trained in how to develop the customer experience. This work continues as Kohtaamisia! (Encounters!) training.

Insurance companies are among Diacor’s most important partners in the work with both

corporate and private customers. Efficient chains of care and quick and clear reporting of the treatment given are among the common goals. Close cooperation between different actors ensures a good service experience for their common customers. Diacor focuses on well-managed chains of care. We provide good care in a focused way and at the right time.

In order to meet their customers’ diverse needs relating to health and well-being, Diacor has developed a

value customer program that any Finn who is over 18 years old can join.

CUSTOMER SATISFACTION IS HIGH AT DIACOR’S HOSPITAL

IN THE MEDIACLINICS CLOSE TO THE CUSTOMER

In 2015, almost 3,400 procedures were carried out at Diacor’s hospital in Ruoholahti in Helsinki. The number of patients grew by around 4% compared to the preceding year. Our expert surgeons, great customer service and good treatment results are reflected in the feedback from our customers. The Net Promoter Score has long been over 80. As many as 98% of the customers said that they were happy or very happy with the services of the doctors and other personnel at the hospital.

Efficient chains of care and cooperation with occupational healthcare and physiotherapy make sick leaves shorter. For instance, patients of working age (18–65) who underwent demanding shoulder surgery at Diacor’s hospital spent an average of 38 days on sick leave after the procedure. The median figure for the industry was 44 days. The number of sick days has decreased by almost 12% compared to the year 2014. Information about sick leaves after shoulder

and knee surgery is regularly reported on our website.

The number of paediatric surgical procedures at Diacor’s hospital increased during 2015. Little patients visit Diacor to have different types of ear surgery and to get treatment for hernias and testicular problems, among other things. The procedures are performed as day surgery and flexibility when it comes to times help parents plan the treatment.

Over the year, Diacor published press releases on topics relating to their services. The releases have had varying success in reaching over the news threshold. The most popular press release was the one about alcohol use during holidays that was published 8.12.2015. It became one of the most widely read articles in the evening newspapers:

“THE DOCTOR SAYS: BE CAREFUL

ABOUT HOW MUCH YOU DRINK DURING

YOUR HOLIDAY”

Surprisingly many lose control over their alcohol use during holidays. A long holiday, such as a Christmas holiday, allows people to drink alcohol both more often and in larger quantities than usual. This comes with its own dangers, warns internal medicine specialist Timo Honkanen at Diacor.

- Like many other doctors, I have come across so-called alcohol cramp patients on return flights from holiday destinations. These have been drinking large quantities of alcohol for 1–2 weeks during their holiday and then stopped once the journey home started. The body reacts to this sudden change by cramping, often violently. This is quite often the case when airplane crew ask if there is a doctor present. When you stop using alcohol after a period of heavy drinking, you must be careful, so that you are fit to travel on the day you return home.

Honkanen points out that it is the total amount of alcohol that matters. Some people start drinking already in the morning, then wash down their lunch with wine or even something stronger and go on to party even harder in the evening. The total amount of alcohol consumed during the day then becomes large. Obviously, the same can happen at home. The Christmas holiday is typically a time when Finns drink more than they usually do.

Long-term excessive drinking is always dangerous, but even excessive drinking on one single occasion can cause health problems. Just a couple of days of heavy drinking could in the worst case cause pancreatitis.

- The excessive drinking parties held by some young men, for example when they leave the army, clearly make them susceptible to pancreatitis, says Honkanen.

HOWEVER, THE DOCTOR DOES NOT

WANT TO BE TOO EXTREME ABOUT THIS.

- A glass or two for example at a Christmas dinner is not a problem, not even if it happens two days in a row. A two-week drinking spree is a completely different thing. Moderation is best, like in many other aspects of life.”

Diacor’s full service clinics are located near good communications or in busy shopping centres. We also serve customers in clinics that focus on occupational healthcare near workplaces.

No major changes have happened in the clinics in 2015, but significant development projects are under way in the vicinity of some clinics. Diacor’s clinics in the Tapiola business centre and the Iso Omena shopping centre operated in the midst of a changing environment due to the vicinity of the Western Metro building site, which extends into Espoo.

At Diacor Tapiola, the effects of the metro work and the renewal of the entire Tapiola business centre were felt all year. In the beginning of 2016, it was confirmed that the clinic will move to new premises in early 2017. Diacor Tapiola will then move to new premises in shopping centre Ainoa. In other words, we started the new year by planning and building a new clinic.

The limited number of parking spaces caused problems for visitors to the shopping centre Iso Omena during the year. The extension of the shopping centre will continue during 2016 and the parking problems will begin to ease. Diacor Iso Omena is also one of the busiest clinics for private customers.

The clinic in Tikkurila underwent a surface renovation in the summer of 2015. Diacor Tikkurila has been in the same premises since 1993. The location is central, right next to the new Tikkurila Square and only a stone’s throw away from Finland’s second busiest railway station.

Diacor Kannelmäki, our newest clinic in the Helsinki region, is located in shopping centre Kaari. The activities have developed a lot over the last year, and special focus has been put on families and sportspeople. The customers have found the new clinic and its services and the reception has been very positive.

16 17

DIACOR ALSO WANTS TO BE A TERVE YRITYS™, I.E. A HEALTHY COMPANY

The doctrines and practices of the Terve YritysTM concept, which has been developed in cooperation with our occupational healthcare customers, is naturally the desired state for Diacor as well. The changes in the market for healthcare services are reflected as changes in the content of the work and in the working methods. In addition to good management, successful work in times of change requires a well-functioning working community and employees who are fit for work and able to cope with the changes. In order to support these preconditions, targeted measures were implemented in different Diacor units.

The Terve YritysTM Pulssi survey was carried out four times during 2015. The survey provides

information on the occupational well-being and working ability of the personnel in different units as well as on how successful the management of the unit is. The overall index in the Pulssi survey was higher than the Finnish benchmark. This promises good working efficiency. Based on the results, we were able to target development measures and monitor their impact. The Terve YritysTM indicators, which combine business and economic indicators with personnel indicators, were used for monitoring the development of the business operations. The cooperation forum continued is traditionally active role in a spirit of good cooperation and open discussion. The cooperation forum

is the official cooperative body between the management and the employees’ representatives.

In 2015, Diacor participated in a project launched by the Finnish Institute of Occupational Health which focused on work engagement in the later part of a person’s career. The project involved coaching employees aged 55 and over on how to keep up their working ability and motivation. 35 people from Diacor participated in the project. The participants were given an opportunity to reflect on how their careers could be as inspiring and stimulating as possible in the future.

STREAMLINING OF BUSINESS MODELS AND THE ORGANISATIONAL STRUCTURES OF THE CUSTOMER INTERFACE

SUCCESSFULL MANAGEMENT

AND EXPECTATIONS OF

DIACOR PERSONNEL

At Diacor, the goal is to continuously learn and develop management. Diacor personnel expect consistent leadership, feedback on their work, smooth communication and efficient tools and solutions that help them serve their customers. Especially now, when the healthcare service industry is changing rapidly, we want a clear

sense of direction for the whole organisation and an ability to make strategic choices. For many Diacor employees, the meaningfulness of the work is a very important source of motivation.

Alongside our personnel policy, which was updated in 2014, we developed a practitioner policy through which we want to strengthen our development as a workplace for highly skilled professionals.

Joint, appreciative and clear guidelines for management that supports success and an approach that appreciates the personnel are important to Diacor. Diacor’s manager forum, PomoD, continued

its activities in 2015. In two events for all managers, we discussed the renewed strategy in a changing market as well as topical management-related themes.

In our corporate customer business, we continued deepening our expertise in selling solutions. Tools for the Terve YritysTM concept and models for developing occupational healthcare cooperation were also taken forward through training. Occupational healthcare professionals

were involved in developing the business models of the future through different customer projects as well as internal development projects.

Our excellent customer service was strengthened through the wide-ranging and effective Kohtaamiset training, which will continue in 2016. The development of our expertise in customer service is one of the most central projects to support our strategy.

In our corporate customer business, we strengthened the development of customer relationships. Job descriptions were clarified to better correspond to the customers’ needs and

the responsibilities for, among other things, developing customer relationships were updated among the customer relationship managers, service managers and occupational healthcare teams. Marketing and communications resourcing was also strengthened, particularly in the area of digital communication skills.

17 managers and experts from Diacor completed a specialist degree in management in 2015. The program has been implemented for several years to strengthen our managers’ expertise. The development of leadership takes a new step in 2016 as Diacor’s ‘school for good management’ opens in the autumn.

Diacor’s organisation was built in 2015 to more strongly support the

customer-focused approach. The cornerstones of the strategy give

a clear sense of direction to the development by boldly renewing,

clarifying and harmonising the working methods.

Diacor’s management team, from top left: Susan Kallio (Director of Human Resources), Minna Elomaa (Deputy CEO, Business Director, private

customers), Antti Aro (Business Director, corporate customers), Anja Hallberg (Leading Doctor). Bottom row: Laura Raitio (CEO), Tuomas Teuri

(IT Manager), Alisa Yli-Villamo (Chief Financial Officer starting from 9.2.2016).

A GOOD REPUTATION

COMMITMENTPROFESSION-

ALISM & QUALITY

A COMMON WORK-PLACE

35

Tutustu työelämään ja tienaa (Learn about working life and

make money) 2015 brought 12 young people to different Diacor

units for two-week traineeships during the summer. Young people aged 15–18, who had no previous work ex-perience, were given the opportunity to help with office work and learn about the secrets of working life.

12

DIACOR’S EXPERTS

1918

LONG STANDING EMPLOYEES

WERE PRAISED FOR

THEIR COMMITMENT

The autumn survey once again confirmed that our practitioners are very committed to their work. The practitioners said that they are happy that the atmosphere and relationships at the workplace is good, so that they can concentrate on their most important task, treating their patients.

The survey shows that Diacor is still generally rated as an excellent workplace. 78% of the respondents gave the overall rating good or very good. 68% of the respondents also found it very important or important that the appointment takes place at Diacor. Happy practitioners are also important when it comes to finding new experts, as word of mouth among colleagues is still the most important channel of recruitment.

Diacor participated in Mediuutiset’s traditional medical employer image survey. In the survey summary it is stated that Diacor’s strengths, from the doctors’ point of view, are flexibility, reasonable working hours, a good working atmosphere, a sufficient number of nurses and specialist nurses and high-quality services and activities. Among Diacor’s strengths in relation to other employer are the incentive bonuses and Diacor’s reputation as a successful and valued employer and reliable salary payer.

810 practitioners worked at Diacor in

2015. Each year, a survey is carried

out among the practitioners to gather

comprehensive information about

job satisfaction in different units and

occupational groups.

DOCTORS IN 35 SPECIALIST FIELDS.

Our expertise is versatile: We have doctors in 35 specialist fields!

810 PRACTITIONERS.

810

EMPLOYEES

Aitola Anne • Erätuli-Flander Seidi Himberg Sanna • Jussila Satu

Kajosmaa Satu • Kovalainen Sanna Kuusisto Marja • Nieminen Satu

Otva Maria • Partanen Pia Rauhamaa Saija • Rännäri Sharon

Sarkola Sirpa

PRACTITIONERS

Aronen Päivi • Iivonen Mauri Katevuo Laura • Kuuva Nina

Pihlakoski Vappu • Puntila Eero Sipponen Taina • Soppi Esa

Tuomaala Seppo • Vanhanen Aija Ylikahri Mikko

10YEARS

EMPLOYEES

Haanperä Anne • Skogström MaijaÅkerfelt Helena

PRACTITIONERS

Airo Ilari • Immonen Ilkka Joensuu Jaana • Leikola Mika

Mikkonen Pertti • Mäkelä-Bengs Päivi Mäntyviita Paavo • Orvomaa Elias

Saari Veli-Matti

20YEARS

EMPLOYEES

Lähteenmäki Hannele • Ojanen Kirsti Saari Nina • Suominen Virpi

Tuominen Arja • Varkka-Tiusanen Pia

PRACTITIONERS

Alhonen Kai • Angervo Maarit Harjula Ari • Heilala Ilkka

Kähönen Leena • Rintala Erkki Steinbock Hannele

30YEARS

EMPLOYER SURVEY 2015

68% FIND IT IMPORTANT THAT THE WORKPLACE IS DIACOR.

68 4927 4 1 1

Important Not important

Unimportant Very unimportant

Cannot say

Very important

78% THINK THAT

DIACOR IS A VERY GOOD

OR GOOD EMPLOYER.

78

AT THE END OF THE YEAR, 37

PRACTITIONERS WERE OLDER

THAN 68 YEARS OLD.

At the end of the year, 37 practitioners were older than 68 years old. The commitment also shows as a willingness to continue working into an advanced age.

- At Diacor, a practitioner’s contract expires when he or she reaches 68 years. After that, those who want to can negotiate a continuation of 1–2 years at a time. – If doctors keep up their expertise and can handle the data systems, there is no reason to make them stop working if they want to continue, says Leading Doctor Anja Hallberg at Diacor. Hallberg says that they had an 80-year-old doctor who just recently retired. - The veteran doctors are very committed to their work. The patients were also sorry to see him go.

(Lääkärilehti, 5.2.2016,

5/2016 vol. 71 , p. 286–289)

68

22OUR EXPERTS SPEAK 22

DIFFERENT LANGUAGES

IN ADDITION TO

FINNISH AND SWEDISH.

Multiculturalism is visible at Diacor – our experts speak 22 different languages

in addition to Finnish and Swedish!

THE CAMPAIGN LEARN

ABOUT WORKING LIFE

AND MAKE MONEY

BROUGHT 12 YOUNG

PEOPLE TO DIACOR.

DIACOR PERSONNEL MOVE

Diacor personnel made 2015 the year of running by participating in races such as Naisten Kymppi, where 30 Diacor employees ran for a good cause. A group from Diacor also tested their endurance in the Helsinki City Run, and the year of running ended with the running event RunFest where Diacor participated with 17 teams. On the whole, Diacor employees have a wide range of opportunities to participate in different kinds of sports with support from the organisation. A good example of this is the opportunity to use the exercise app HeiaHeia, which promotes a sense of community and encourages exercise.

2015

The picture shows Susan Kallio,

Director of Human Resources

changing needs and are where the customers are, says Olli Holmström. He says that the customers are starting to use digital services more and more and that Diacor has come a long way in developing such services.

- Digital presence, i.e. the use of services that use mobile devices and such, will increase. Digital presence means responsibility also because among the vast and diverse information that can be found online, these are also reliable resources that can be consulted.

Both owners are also happy that the company’s financial performance has remained good despite the challenges in the healthcare sector. The logic of business makes Diacor develop its services continuously, and at the same time, the ownership structure makes it possible to maintain accountability.

In 2015, five occupational healthcare doctors in the Helsinki region became qualified occupational healthcare specialists, and four occupational healthcare nurses and one occupational psychologist completed specialist studies in occupational healthcare. 17 managers from Diacor completed a specialist degree in management.

20 21

POWER IN SPORTS

The year of sports medicine was very busy at Diacor. The sports medicine seminar which is organised every spring has for almost 30 years been Finland’s biggest annual educational event for professionals in the field. The event attracted a large number of participants in April 2015 as well.

The cornerstone of our work in the field of spots is our cooperation with clubs. Volunteers from Diacor have offered medical services at some sporting events. The first aid services at the fast-growing Runfest race and the new trail running event Helsinki City Trail were taken care of by Diacor personnel. We were also involved in organising the medical services at the figure skating competition Finlandia Trophy in Espoo.

As of 2015, we have taken our cooperation with clubs to a whole new level. It is not about visibility or advertising, but specifically about supporting athletes in a professional way, whether they need health checks, treatment for sports injuries or nutritional therapy. For instance, many young immigrants are active in basketball clubs, and the health checks they undergo at Diacor may be the first in their lives. We also organised public lectures for our partner clubs. Athletes and others within the clubs get help with different issues from their own sports doctor. Quite a few clubs also have paid employees, so if necessary, the cooperation agreement can also include occupational healthcare services.

In 2015, Diacor partnered with, among others, the Olympic Committee, HIFK Football and its farm team Gnistan, the floorball club M-Team, the basketball teams EBT, HNMKY, Pantterit and ToPoLa, the top league handball teams Riihimäen Cocks and Vantaan Atlas, the top league volleyball team Korson Veto and the swimming club Wanders. Diacor also cooperates with the Finnish Sportswriters Association, the Sports Museum of Finland and TUL’s Greater Helsinki District.

Among individual athletes, we sponsor the javelin thrower Lassi Etelätalo, the speed skater Mika Poutala and the skier Aino-Kaisa Saarinen. Our cooperation with the Finnish Sports Confederation (Valo) is also intensifying.

RESPONSIBLE OWNERSHIP SHOWS

- The Helsinki Deaconess Institute is happy and proud of owning Diacor, says the foundation’s director Olli Holmström.

- Major changes are under way n the Finnish social and healthcare sector. At the same time, challenges are growing due to an ageing population, marginalisation, immigration and the problematic economic situation.

- Responsible healthcare is emphasised in the private sector as well. It is important for us here at the Helsinki Deaconess Institute that Diacor is a social enterprise and that the dividends are used for doing good and for continuously developing better services.

A COMMON SET OF VALUES

It is important also for LähiTapiola that Diacor is a Finnish company with Finnish owners that cares about the customers’ health and well-being.

- The owners’ core values is not to maximise the financial gain but to produce high-quality and efficient services for Finnish people, says Minna Kohmo, the CEO of LähiTapiola.

- Just like at Diacor, we at LähiTapiola make the customer our centre of attention. The health,

well-being and livelihood of the Finnish people play an increasingly important role in our society due to our ageing population, the cuts in social security and the overall changes in society. In this respect, we specialise in providing security in life and want to be part of people’s everyday safety network.

- We buy high-quality services for our insur-ance customers from Diacor and thus ensure quick treatment, recovery and rehabilitation. We want to provide truly meaningful services for our customers and Diacor is therefore an excellent partner.

- We and Diacor view the world in a very similar way due to our shared values, which makes cooperation feel natural. We want to be there for the Finnish people, says Minna Kohmo.

THERE FOR THE WEAKEST ONES

The Helsinki Diaconess Institute uses the dividends from Diacor to help the least privileged members of our society.

- The foundation is an expert in difficult social problems and has a strong social conscience, Olli Holmström says.

Holmström explains how the foundation thanks to the dividends, among other things, is able to generate more money for projects and thus help more people in need. One target group is marginalised young people.

- Our ongoing youth outreach work, the Vamos project, finds young people who are marginalised or at risk of becoming marginalised and helps them get back into society through an education or job. Finland cannot afford to lose these young people, Holmström points out.

One the other hand, we also have old people who have nobody right in the middle of busy Helsinki. For them, there is the Seniori-Vamos project, which annually reaches around a hundred elderly Helsinki residents who are threatened by loneliness.

THE OWNERS ENCOURAGE

INNOVATION

The owners believe that it is very important that Diacor is a good place to work and that the employees are passionate about developing new types of services.

- In the future, it will be even more important that the personnel understands the customers’

Diacor is owned by the Helsinki Deaconess Institute (87.5%) and LähiTapiola (12.5%). It is important to

both owners that Diacor is a company that acts responsibly towards its employees as well as surrounding

society and manages its finances in an exemplary manner. The most important indicator for success is the

effectiveness of the operations.

Aino-Kaisa Saarinen and Mika Poutala (below) appeared at

a sports medicine seminar organised by Diacor in April.

2322

TERVE YRITYS™ PULSSI INDEX

5.00

National benchmark 4.53.9/2014 10/2014 11/2014 Q1/2015 Q2/2015 Q3/2015 Q4/2015

4.80

4.60

4.40

4.20

4.00

4.83 4.77 4.70 4.734.90 4.72 4.76

PAPER CONSUMPTION

12,000 12

Reams Sheets

10,000 10

8,000 8

6,000 6

4,000 4

2,000 2

Printing paper Sheets/visit

2011 2012 20142013 2015

ELECTRICITY CONSUMPTION1,700

MWh

1,600

1,500

1,400

1,300

1,200

3.20

kWh

2.80

3.00

2.60

2.40

2.20

2.00

Electricity consumption MWh kWh/appointment

2011 2012 20142013 2015

HAZARDOUS WASTE

10,000

8,000

6,000

4,000

2,000

kg20

19

18

17

16

15

14

13

12

11

g

Waste Excess Grams/appointment

2011 2012 20142013 2015

WATER CONSUMPTION

2011 2012 20142013 2015

9,000

m3

8,000 16

7,000 14

6,000 12

5,000 10

4,000 8

3,000 6

2,000 4

1,000 2

18

Litres

The total consumption of water in the clinics in the Helsinki region in 2015 and earlier years was estimated based on information from the Tapiola and Flamingo clinics and the Ruoholahti hospital. Based on this information and the information from Turku, Diacor’s water consumption in 2015 was estimated to 9,508 m³. Last year, the figure was 7,527 m³. However, the measurement method in the Helsinki region is still based on the water consumption in two clinics, which means that Diacor’s total water consumption may in reality be slightly smaller than the report indicates. The Tapiola premises were also significantly extended in 2015, which raises the estimate for Diacor’s water consumption in the Helsinki region. The consumption in Turku increases Diacor’s total consumption.

Based on the more exact information on electricity consumption, we can calculate Diacor’s total electricity consumption with the precision of a single clinic. In 2015, the result was 1737 MWh. The acquisition of the clinic in Turku increases the total consumption significantly. The total consumption increased by around 13.8% compared to last year. However, the overall consumption corresponds to the cyclic changes of the past years.

We get detailed report of the management of special and hazardous waste. The monitoring data indicated that one patient visit produced an average of around 12.2 grams of special and hazardous waste in 2015. Last year, the corresponding figure was 17.2 grams. In total,

Diacor produced 7,200 kg of special and hazardous waste. The amount of hazardous waste has decreased by around 30% since 2014. This applies to both the amount per patient visit and the total amount. Despite the acquisition in Turku the amount of waste is significantly smaller than last year.  The additional hazardous waste in 2011 was due to the patient archive digitalisation project, which continued at the clinics in 2014.

The goal for 2016 was to deepen our understanding of Diacor’s impact as a social enterprise through a more accurate description of the value creation model.

OBJECTIVES AND ACHIEVEMENTS

2015

One important goal of corporate responsibility in 2015 was to specify the most central themes and expectations of the stakeholders. In the corporate responsibility report, we discuss these topics particularly from the point of view of customers and Diacor personnel. Another goal was to become more active in communicating the responsibility approach to personnel and customers.

FINANCIAL RESPONSIBILITY

When it comes to financial responsibility, the goals were to improve

the results and increase customer satisfaction. We were able to fulfil these goals. The challenging situation on the market was reflected in Diacor’s results in 2014, and one important goal was to turn the course towards improved results. The turnover grew to 78.8 million euros (+2.0%). The business profit improved by around 4.6 million euros (+5.4%) compared to the previous year.

Good results allows us to distribute dividends to our owners now and in the future. Through the main owner, the Helsinki Deaconess Institute, the dividends are channelled to benefit the most underprivileged members of our society. On the other hand, good results allow us to implement our strategy, as we can develop our business to better meet the challenges of the future. Improving the customer experience, identifying

the customers’ needs and creating a range of services that help us meet these goals are at the heart of our strategy. During the year, Diacor streamlined its business models and the organisational structures of the customer interface. The efforts were reflected as a positive development of the Net Promoter Score.

SOCIAL RESPONSIBILITY

When it comes to social responsibility, the goal was active use

of the Terve YritysTM indicators for monitoring our success in meeting the goals for the well-being of the employees. Successful work, enthusiasm and a good spirit among Diacor personnel are central to our success. Occupational well-being is therefore monitored and developed within the company as part of the management of the business. Information about the level of and any changes in occupational well-being is gathered four times a year through the Terve YritysTM Pulssi survey and indicators. Based on the results, the teams discuss possible problems and areas of development and make joint decisions that allow quick measures to guarantee occupational well-being. The results of the Pulssi survey are above the national benchmark.

ENVIRONMENTAL

RESPONSIBILITY

When it comes to environmental responsibility, we aimed to

decrease the consumption of paper, electricity,

water and disposable supplies in relation to the amount of operations. When it comes to waste management, we follow the recommendations of the industry, and all waste, including that from office work, is sorted and recycled. The corporate responsibility report for 2015 also includes figures for the clinic in Turku that was acquired in June. For this clinic, we have included the figures for a half-year period. The acquisition of a new clinic significantly increased the total consumption for last year.

Since 2014, we have particularly focused on decreasing the use of office paper, electricity and disposable supplies and on encouraging employees to use public transport, for instance by providing tickets as an employee benefit. The paper consumption in relation to the number of visitors has been decreasing since 2013, and in 2015 it continued to decrease significantly. Thanks to further specified guidelines and active participation on the part of the employees, the consumption decreased by as much as 20% during the year. Paper consumption will continue decreasing as, for example, insurance companies and the SII move to fully electronic systems.

Most of Diacor’s activities take place in rented premises, which means that we often do not have access to exact information on water consumption. The reporting of electricity consumption has improved significantly in 2015, which means that those results are more reliable than in previous reports.

12

3

CORPORATE RESPONSIBILITYCorporate responsibility plays a central role in decision making within the business and in strategic choices.

Corporate responsibility is examined from the point of view of social, financial and environmental responsibility.

ESSENTIAL FACTORS IN DIACOR’S OPERATIONS

INTERACTION WITH THE CUSTOMERS

A high level of professionalism

Effective data protection

Excellent customer service

A RESPONSIBLE APPROACH THROUGHOUT THE ORGANISATION A responsible employer

Close cooperation with practitioners

Values as the basis of the operations

RESPONSIBILITY TOWARDS THE OWNERS

Profitable and sustainable growth

321

24 25

RESULTSCORPORATE REPUTATION AND RESPONSIBILITY SURVEY 2015 – DIACOR AMONG THE TOP TEN

Diacor was included in TNS Gallup’s survey of corporate reputation and responsibility in 2015 and achieved good ratings. TNS Gallup measured corporate reputation by asking consumers about their views on the quality of the companies’ products and services and their economic success, among other things. Th e company’s responsibility ratings, which were also measured separately, also aff ected the reputation.

60 businesses from 6 diff erent sectors were included in the survey. Th e results indicate that the strengths of Finnish companies when it comes to reputation are typically their products, services, personnel and professional skills as well as things relating to delivery and reliability. Areas of development, on the other hand, are mostly related to responsibility.

Corporate reputation and responsibility are likely to start aff ecting the customers’ purchasing behaviour more and more in the future. “Consumers are a lot more conscious now than they were ten or even fi ve years ago. Th ey expect a certain degree of responsibility from businesses. Responsibility is, indeed, becoming a tool for profi ling oneself and a competitive advantage, says Customer Strategies Director Sirkka Paronen, who is responsible for the survey.

Source: TNS Gallup, newsletter

During the report year, the board of Diacor included the Director of the Helsinki

Deaconess Institute Olli Holmström (Chairman), CEO Minna Kohmo (Deputy

Chairman), LähiTapiola Keskinäinen Henkivakuutusyhtiö, Church Council Member

Leena Rantanen, the Church Board, Ombudsman Arto Mäenmaa, the Jenny and

Antti Wihuri Foundation. Laura Raitio is the CEO of the company. Ernst&Young Oy

functioned as the auditor and Authorised Public Accountant Johanna Winqvist-

Ilkka as the chief auditor.

INCOME STATEMENTDIACOR GROUP

1.1–31.12.2015

DIACOR TERVEYS-

PALVELUT OY

1.1–31.12.2014

TURNOVER 78,812,711 75,137,697

Other profi ts of the business 1,616,355 73,360

Materials 16,537,377 16,091,628

Personnel expenses 32,170,582 31,036,356

Depreciation and reduction in value 32,170,582 1,520,786

Other operating expenses 25,183,868 24,391,679

BUSINESS PROFIT 4,568,913 2,170,607

Financial income and expenses 45,249 340,177

PROFIT BEFORE APPROPRIATIONS AND TAXES 4,614,163 2,510,784

Income tax 722,025 401,292

PROFIT (LOSS) OF THE FINANCIAL PERIOD 3,892,138 2,109,492

BALANCE SHEET – EQUITY AND LIABILITIES

DIACOR GROUP

1.1–31.12.2015

DIACOR TERVEYS-

PALVELUT OY

1.1–31.12.2014

OWN CAPITAL

Capital stock 1,530,000 1,530,000

Share premium account 1,497,383 1,497,383

Profi t of previous fi nancial periods 5,952,892 5,124,156

Profi t of the fi nancial period 3,892,138 2,109,492

OWN CAPITAL IN TOTAL 12,872,413 10,261,031

PROVISIONS 312,495 0

LIABILITIES

Long-term liabilities 5,505,652 6,231,774

Short-term liabilities 13,879,793 11,867,377

SHORT-TERM LIABILITIES 19,385,444 18,099,151

BALANCE SHEET – ASSETSDIACOR GROUP

1.1–31.12.2015

DIACOR TERVEYS-

PALVELUT OY

1.1–31.12.2014

FIXED ASSETS

Intangible assets 9,050,342 4,903,092

Tangible assets 1,250,699 1,508,547

Investments 1,522,151 3,802,975

FIXED ASSETS IN TOTAL 11,823,192 10,214,614

CURRENT ASSETS

Stocks 688,186 609,213

Short-term receivables 19,277,240 17,093,332.85

Cash and cash equivalents 781,735 443,022

CURRENT ASSETS IN TOTAL 20,747,160 18,145,568

26 27

CASH FLOWS OF THE BUSINESSDIACOR GROUP

1.1–31.12.2015

DIACOR TERVEYS-

PALVELUT OY

1.1–31.12.2014

Profit/loss before extraordinary items 4,614,163 2,510,784

Adjustments

Depreciation according to plan 1,968,326 1,520,786

Financial income and expenses -45,249 -340,177

Other income and expenses not associated with cash payment -1,575,000 0

Other adjustments 312,495 0

CASH FLOW BEFORE THE CHANGE IN WORKING CAPITAL 5,274,735 3,691,393

Increase(-)/decrease(+) of short-term interest free receivables 281,034 -1,054,266

Increase(-)/decrease(+) of current assets -60,551 -8,142

Increase(+)/decrease(-) of short-term interest free debts 976,056 370,782

CASH FLOW OF THE BUSINESS BEFORE FINANCIAL ITEMS AND TAXES 6,471,274 2,999,766

Interest received and other financial income 20,846 35,598

Interest and other financial expenses paid -191,283 -97,064

Direct taxes paid -427,157 -534,788

CASH FLOW OF THE BUSINESS 5,873,680 2,403,511

CASH FLOWS OF THE BUSINESSDIACOR GROUP

1.1–31.12.2015

DIACOR TERVEYS-

PALVELUT OY

1.1–31.12.2014

CASH FLOWS FROM INVESTMENTS

Investments in tangible and intangible assets -968,942 -1,329,665

Bought shares in subsidiaries -4,066,028 0

Sold shares in affiliated companies 4,725,000 0

Bought shares in affiliated companies -40,440 -268,970

Dividends received from investments 218,793 401,604

NET CASH FLOW FROM INVESTMENTS -131,617 -1,197,031

CASH FLOWS OF FINANCING

Taking of long-term loans 4,000,000 3,500,000

Repayment of long-term loans -5,094,441 -211,851

Dividends paid and other distribution of profit -2,109,492 -4,005,000

NET CASH FLOW OF FINANCING -3,203,933 -716,851

CHANGES IN CASH FLOWS 2,538,130 489,630

CASH AND CASH EQUIVALENTS AT THE BEGINNING OF THE FINANCIAL YEAR 5,652,346 5,162,716

CASH AND CASH EQUIVALENTS AT THE END OF THE FINANCIAL YEAR 8,190,475 5,652,346

The cash and cash equivalents include a consolidated account, which is shown under short-term receivables. Diacor terveyspalvelut Oy has prepared its first consolidated financial statement 31.12.2015 after purchasing the entire share capital of Eloni Oy in the summer of 2015.

EVENTS DURING THE YEAR

STREAMLINING OF BUSINESS MODELS AND THE ORGANISATIONAL STRUCTURES OF THE CUSTOMER INTERFACE STARTS

The management group and the management groups for the private customer business and the corporate customer business

MEETING WITH STAKEHOLDERS

Diacor participates in the Finnish Medical Convention in Helsinki

SUPPORTING YOUNG PEOPLE

We launch the summer employee program by employing 12 young people

IMPLEMENTING THE STRATEGY

Acquisition of Eloni Oy share capital, Diacor Turku is born

A NEW SERVICE FOR CUSTOMERS

Health and weather service in cooperation with the Finnish Meteorological Institute

DEVELOPING MANAGEMENT WORK

Boss D day

LEARNING ABOUT THE STRATEGY

Around 40 events at the clinics and in the hospital

HELPING THE LEAST PRIVILEGED MEMBERS OF SOCIETY

Collection of clothes for underage asylum seekers at the Helsinki Deaconess Institute

FOR DIACOR PERSONNEL

Medical convention in Turku

ISO 9001 MANAGEMENT SYSTEM CERTIFICATION

COLLECTION OF CHRISTMAS GIFTS

For the child and family work, the clients of Seniori-Vamos, the new group home for underage asylum

seekers in Karhusaari and the young asylum seekers of Lakisto and

Alppikatu

IMPLEMENTATION OF THE STRATEGY

Selling of minority shares in Tampereen Lääkärikeskus Oy

IMPROVING COMMUNICATION WITH CUSTOMERS

New webpages

FOR DIACOR PERSONNEL

For instance data protection training three times a year, practitioner evening twice a year

RATKAISUN PAIKKA

Ratkaisun paikka (a place for solutions) is Finland’s biggest corporate responsibil-ity event. It was organised on 12 May in Wanha Satama. Diacor was one of the main partners of the event for the third year in a row. Diacor took care of the responsibilities associated with the partnership in coopera-tion with the Helsinki Deaconess Institute.

VOLUNTEER WORK AND EXERCISING TOGETHER

Diacor participated in the running event RunFest in

Kaivopuisto in Helsinki

IMPROVING INTERNAL COMMUNICATION

Renewing of the intranet

IMPLEMENTATION OF THE STRATEGY

Launching of the Diacor mobile service project

CORPORATE CUSTOMER BUSINESS QUALITY THURSDAY

More than 200 participants

VACCINATION CAMPAIGN AT THE END OF THE YEAR

20,581 doses of flu vaccine were given as a result of a value customer campaign

JANUARY FEBRUARY MARCH APRIL MAY JUNE JULY AUGUST SEPTEMBER OCTOBER NOVEMBER DECEMBER

WHERE TO FIND US

DiacorPlusdiacorplus.fi

eDIACORdiacor.fi

Helsinki

ALPPIKATUAlppikatu 2 BFI-00530 Helsinki, FinlandTelephone: 09 7750 7806

Vantaa

FLAMINGOTasetie 8FI-01510 Vantaa, FinlandTelephone: 09 7750 8300

TIKKURILAUnikkotie 5 a AFI-01300 Vantaa, FinlandTelephone: 09 7750 8666

HOSPITALPorkkalankatu 22 CFI-00180 Helsinki, FinlandTelephone: 09 775 088

HERTTONIEMISuunnittelijankatu 2FI-00880 Helsinki, FinlandTelephone: 09 7750 8222

ITÄKESKUSTallinnanaukio 4 AFI-00930 Helsinki, FinlandTelephone: 09 7750 6301

KANNELMÄKIKantelettarentie 1FI-00420 Helsinki, FinlandTelephone: 09 7750 7100

Espoo

ISO OMENAPiispansilta 9 FI-02230 Espoo, FinlandTelephone: 09 7750 6255

TAPIOLAItätuulentie/-kuja 11FI-02100 Espoo, FinlandTelephone: 09 7750 8555

MRIPorkkalankatu 22 AFI-00180 Helsinki, FinlandTelephone: 09 7750 8130

CITY CENTREKeskuskatu 7FI-00100 Helsinki, FinlandTelephone: 09 7750 8444

PASILAMaistraatinportti 2FI-00240 Helsinki, FinlandTelephone: 09 7750 8255

LEPPÄVAARALeppävaarankatu 7 AFI-02600 Espoo, FinlandTelephone: 09 7750 8622

PITÄJÄNMÄKIHiomotie 8FI-00380 Helsinki, FinlandTelephone: 09 7750 8777

RUOHOLAHTIPorkkalankatu 22 AFI-00180 Helsinki, FinlandTelephone: 09 7750 8100

Kirkkonummi and Turku

KIRKKONUMMIOccupational healthcare unitLuostarinportti 2FI-02400 Kirkkonummi, FinlandTelephone: 09 775 0800

TURKUHansa Quarter, Yliopistonkatu 20FI-20100 Turku, FinlandTelephone: 02 484 4500