Pihlajalinna Oyj

“to own workforce and their management (SBM-3) Pihlajalinna’s material impacts concern the company’s own workforce (hereinafter referred to as own personnel or Pihlajalinna professionals), which covers employees in employment relationships (hereinaft er referred to as employees) and self-employed people (hereinafter referred to as practitioners), as well as temporary employees. Pihlajalinna’s ambition is to be the most desirable workplace in its industry, one where employees have a high level of job satisfaction and opportunities for professional development. Pihlajalinna builds its culture on its strengths, which are humane leadership and a peoplecentric work community that is grounded in shared rules.”

Annual report 2025A · The company itself

“Work-related accidents Actual negative impact (Own operations) The physical demands of work, the variety of work environments, and the unpredictable situations related to patient care can increase the risk of accidents among personnel. In addition, individual customers’ potentially challenging or disruptive behaviour can cause mental strain and weaken personnel’s sense of safety and wellbeing at work. Work -related accidents can lead to sick leaves, long-term reductions in work ability, and psychological strain.”

Annual report 2025A · The company itself

“If the workload becomes unreasonable, it can impair recovery and make it difficult to balance work and private life. This increases the risk of mental and physical strain, burnout, sick leaves, and decreased work ability, particularly in the short term. Work-life balance is supported through high-quality supervisory work and activities aligned with the active caring model.”

Annual report 2025A · The company itself

“Shift and night work can, in some cases, lead to prolonged sick leaves and increased employee turnover. This increases recruitment and onboarding costs and places strain on the broader team, which can reduce efficiency and increase absences. Combined, these factors can weaken Pihlajalinna’s short -term profitability.”

Annual report 2025A · The company itself

“An actual negative impact is related to shift work and night work, which causes a strain on part of the personnel, and work-related accidents caused by threatening and violent incidents in customer-facing work.”

Annual report 2025A · The company itself

“In 2025, the focus areas were the threat of customer violence and strengthening psychological safety.”

Annual report 2025A · The company itself

“There are potential negative impacts on the work-life balance of Pihlajalinna’s personnel. If the workload becomes excessive, it can cause both psychological and physical stress and increase the risk of burnout, increased absences and reduced work ability.”

Annual report 2025A · The company itself

“Both actual and potential negative impacts on the health and safety of personnel have been identified. To promote mental health and psychological safety, the employer can best contribute to mental wellbeing through good day-to-day management and close cooperation with occupational healthcare and pension insurance companies.”

Annual report 2025A · The company itself

“One of the key priorities of Pihlajalinna’s new strategy is to be the most desirable workplace. The ambition is to be an attractive employer where people enjoy working and can develop professionally.”

Annual report 2025A · The company itself

“The collective agreement period in the private social services sector ended on 31 December 2025. Negotiations for a new agreement have been ongoing since November, but employee organisations announced at the end of January that the talks had been suspended without results.”

Annual report 2025A · The company itself

“The collective bargaining agreement for private healthcare service sector is valid until 30 April 2026. Wages in social and healthcare services in the private sector have increased faster than the general development of earnings between 2023 and 2024.”

Annual report 2025A · The company itself

“Maintaining competitive wages causes costs and can affect shortterm profitability.”

Annual report 2025A · The company itself

“Pihlajalinna is a member of the Finnish Association of Private Care Providers (Hali) and, based on its membership, obliged to comply with universally binding collective agreements, namely the Collective Agreement for the Healthcare Services Sector and the Collective Agreement for the Private Social Services Sector.”

Annual report 2025A · The company itself

“Supply chain management has been developed by creating a process for auditing suppliers.”

Annual report 2025A · The company itself

“The availability of services is also secured through the continuous recruitment of practitioners and the development of partnerships.”

Annual report 2025A · The company itself

“Pihlajalinna wants to be the most desirable workplace for healthcare professionals, where the best talent in the industry has a high level of job satisfaction and to which they want to make a long-term commitment.”

Annual report 2025A · The company itself

“Pihlajalinna wants to be the most desirable workplace for the professionals in the industry.”

Annual report 2025A · The company itself

“Pihlajalinna professionals with a high level of wellbeing Behind the wellbeing of Pihlajalinna professionals is meaningful work in a work community that is managed with high quality and has a high level of wellbeing. At Pihlajalinna, professionals are treated equally a nd fairly, and their personal and professional development is ensured.”

Annual report 2025A · The company itself

“Workplace risks are assessed in Pihlajalinna’s units at least once a year and whenever significant changes occur. for own workforce Competitive wages Opportunity (Own operations) Adequate and competitive wages support personnel commitment, reduces employee turnover and strengthens the employer brand. This can increase work motivation and productivity, fostering Pihlajalinna’s robust business growth. Pihlajalinna complies with labour legislation and collective agreements.”

Annual report 2025A · The company itself

“Measures against violence and harassment in the workplace Prevention of harassment and violence (Own operations) Clear procedures and measures for preventing violence and harassment promote workplace safety, personnel satisfaction, and overall wellbeing at work. Pihlajalinna has an operational model for managing harassment and inappropriate behaviour, which promotes personnel wellbeing when followed. In addition, Pihlajalinna has an operational model for the prevention of threat and violence situations.”

Annual report 2025A · The company itself

“Pihlajalinna’s actual positive impact on working conditions is related to the stability of the personnel’s employment relationships, healthy and safe work, equal wages, and wellbeing. Pihlajalinna offers its personnel stable employment relationships and the possibility of practicing a profession.”

Annual report 2025A · The company itself

“The actions focus particularly on the personnel’s working conditions, wellbeing at work and occupational safety. Particular attention is paid to work-life balance, supporting work ability, adequate and equal wages, and equal opportunities.”

Annual report 2025A · The company itself

“Material positive impacts are related to the stability of employment relationships of Pihlajalinna’s personnel, adequate wages, health and safety, gender equality and equal pay for equal work among the personnel, training and skills development of the personnel and measures to prevent violence and harassment in the workplace among the personnel.”

Annual report 2025A · The company itself

“Pihlajalinna offers stable employment relationships and the possibility of practicing a profession. Pihlajalinna focuses on smooth day-today work.”

Annual report 2025A · The company itself

“Pihlajalinna ensures that personnel in social and healthcare services have access to high-quality vocational upskilling. In addition to an extensive service line-specific training offering, upskilling opportunities are offered in connection with Pihlajalinna’s training and networking days, such as the annual Pihlis Day for healthcare personnel.”

Annual report 2025A · The company itself

“In 2025, Pihlajalinna developed its overall remuneration framework and the analysis of wage data. In order to ensure equal pay and a fair wage levels, Pihlajalinna has defined job grades for roles with a contractual monthly wage, as well as related wage levels, and started a job grade assessment for doctors' job roles.”

Annual report 2025A · The company itself

“Working hours of the personnel Pihlajalinna prevents and mitigates negative impacts related to the working hours of personnel, such as the burden of shift work and night work, in many different ways. Pihlajalinna actively cooperates with occupational healthcare regarding the burden related to shift work and night work.”

Annual report 2025A · The company itself

“The private sector produces more than half of all appointments with physicians.”

Annual report 2025A · The company itself

“The wellbeing services counties must be able to cover their deficits by the 2026 deadline. However, the Finnish Government has proposed a legislative amendment that would allow counties which fully balance their finances to cover their deficits only by the end of 2027 or 2028.”

Annual report 2025A · The company itself

“A potential compromise of customer or patient safety, for example due to a medical error or delay, may in individual cases impair the health of an individual customer in the short, medium, or long term. Negative impacts and risks related to customer and patient safety are managed through, for example, preventive processes, maintaining personnel’s competence, meeting quality criteria, and ensuring the high quality of services. Risks are assessed as part of risk assessments and human rights risk assessments.”

Annual report 2025A · The company itself

“Limitations in service availability may lead to lost individual customers or partnerships if their needs cannot be met. In addition, maintaining availability in areas with low demand can result in extra costs. Technical disruptions in services, particularly in remote services, may cause financial losses and reputational damage in the short or medium term.”

Annual report 2025A · The company itself

“Pihlajalinna’s customer base includes particularly vulnerable groups, such as children, for whom data protection and the special requirements of care require special diligence, as well as elderly persons and people with long-term illnesses, who are vulnerable to health-related impacts, and persons who are at a weaker financial position, for whom the accessibility and equality of services are key considerations, and the digitally marginalised, for whom the accessibility of remote services can be a challenge. These particularly vulnerable groups may be at higher risk of negative impacts, such as challenges related to accessibility, data protection or equality.”

Annual report 2025A · The company itself

“Compromised patient safety is a material potential negative impact on individual customers. It may result from human error or deficiencies in the flow of information, for example.”

Annual report 2025A · The company itself

“The three main themes of the sustainability programme support the business strategy and Sustainable Development Goals: Value-based health Value-based health means that Pihlajalinna’s high-quality and cost-effective healthcare services are accessible to everyone. Clinical quality and value are Pihlajalinna’s key strategic priorities.”

Annual report 2025A · The company itself

“Value-based healthcare Opportunity (Own operations, downstream value chain) High-quality and value-based care, preventive work, and positive customer experiences can promote customer retention and new customer acquisition, while also strengthening Pihlajalinna’s reputation in the short or medium term. To ensure high-quality and value-based care as well as a positive customer experience, Pihlajalinna invests in the professional competence of its personnel, both in terms of subject-matter expertise and customer-oriented service. Pihlajalinna develops health-data–based services for at-risk groups in collaboration with partners.”

Annual report 2025A · The company itself

“Personnel treat all individual customers equally, without allowing any characteristic to affect the service provided. Non-discrimination is embedded in Pihlajalinna’s Code of Conduct and included in mandatory training. Equality for individual customers can be enhanced by improving access to services through remote options, even in areas where local services are not available.”

Annual report 2025A · The company itself

“Mobile services, such as the mobile MRI unit and Punkkibussi, bring services closer to users, and their development will continue. Business opportunity through service availability Opportunity (Own operations, downstream value chain) Developing new service models and care pathways, such as Sydänkaista, and remote services, such as Tapaturmalinja, is expected to bring new partnerships and individual customers, as well as open opportunities for new revenue models. Improving the availability of new services supports business development and strengthens reputation in the short and medium term.”

Annual report 2025A · The company itself

“In addition, Pihlajalinna emphasises preventive healthcare and the strengthening of the comprehensive wellbeing of customers. This operating model reduces the need for social and healthcare services and the related environmental burden with regard to materials, the use of space and energy consumption, for example. The approach also supports the principles of planetary health, where human health and the wellbeing of the environment are seen as being inextricably linked.”

Annual report 2025A · The company itself

“Pihlajalinna’s strategic ambitions are to reform healthcare, thriving together with partners and professionals, and building value-based care pathways and a human-oriented workplace community. The enablers of the strategy are operational quality and productivity, service and commercial development, ensuring the offering and network, and taking advantage of digital and data.”

Annual report 2025A · The company itself

“Pihlajalinna’s strategy emphasises the value-based care pathways, which is linked to the health, safety and social inclusion of individual customers.”

Annual report 2025A · The company itself

“The social inclusion of individual customers is at the heart of Pihlajalinna’s activities and involves several actual positive impacts. Pihlajalinna promotes the availability of services and equality of care by developing care pathways and service structures to meet the needs of different patient groups.”

Annual report 2025A · The company itself

“Strategy, business model and value chain (SBM-1) Pihlajalinna is a private social and healthcare service provider. The Group offers private clinic and hospital services, as well as services related to occupational healthcare and insurance cooperation.”

Annual report 2025A · The company itself

“Pihlajalinna offers social and healthcare service production models for wellbeing services counties.”

Annual report 2025A · The company itself

“Private clinic and hospital services Pihlajalinna’s private clinic and hospital network covers all of Finland, focusing on the biggest regional centres. In addition to general practitioners, specialists and nurses’ appointments and emergency and onc all services, the services offered include, among other things, surgical operations, physiotherapy and examination services.”

Annual report 2025A · The company itself

“Pihlajalinna provides an extensive range of laboratory and imaging services. Imaging examinations include, for example, magnetic, X-ray and ultrasound examinations.”

Annual report 2025A · The company itself

“Pihlajalinna promotes the health of individual customers by providing valuebased and high-quality care and by facilitating quicker access to care. This generates health benefits for individual customers as well as savings for society and employers. Pihlajalinna has a comprehensive network of hospitals and private clinics, remote services along with extensive diagnostic services which ensure quick availability and accessibility of services and support wellbeing services counties with the reduction of queues for care.”

Annual report 2025A · The company itself

“Pihlajalinna can have a positive impact on individual customers' health and safety by offering diverse general practitioner and medical specialist services. Pihlajalinna has a comprehensive network of hospitals and private clinics, remote services and extensive diagnostics services.”

Annual report 2025A · The company itself

“The Private Healthcare Services operating segment consists of private clinic, diagnostics, hospital, occupational healthcare, remote and fitness center services. These comprehensive care path services are provided by Pihlajalinna to corporate customers, insurance companies, the public sector, and private customers through its nationwide network of medical centers and diverse digital channels.”

Annual report 2025A · The company itself

“The Public Services operating segment consists of social and healthcare services produced primarily for the public sector, which include outsourcing and housing services, mainly remotely produced responsible doctor services, as well as a wide range of staffing and recruitment services.”

Annual report 2025A · The company itself

“The impacts on consumers and end-users mainly arise through Pihlajalinna’s own services, although business relationships, such as insurance company partners, may also influence customer satisfaction.”

Annual report 2025A · The company itself

“to consumers and end-users and their management (SBM-3) The material impacts of Pihlajalinna Group’s operations affect consumers and the end-users of services (hereinafter referred to as individual customers). Individual customers include patients in healthcare operations, the customers of social care and other customers, such as the customers of fitness centres, who use Pihlajalinna’s services either directly or through partners, such as corporations, insurance companies or the public sector.”

Annual report 2025A · The company itself

“Customer and patient safety and access to services A failed care experience and the inadequate availability of services may give rise to significant business risks for Pihlajalinna, such as weaker customer satisfaction, reputational damage and increased monitoring by the authorities.”

Annual report 2025A · The company itself

“This can affect the privacy and data protection of the individuals concerned, potentially causing significant harm to wellbeing, such as psychological stress.”

Annual report 2025A · The company itself

“The financial risk related to the privacy and data security of individual customers may materialise in the event of a cyberattack or data breach. In such cases, Pihlajalinna may be subject to compensation claims, regulatory investigations, and reputational damage, which can lead to financial losses in the short or medium term. Pihlajalinna manages risks related to breaches of data protection and information security through Data Protection and Information Security Policy, internal control procedures, and a crisis management plan.”

Annual report 2025A · The company itself

“Data protection and information security are central to the implementation of the strategy, and the aim is to ensure the legally compliant and secure processing of data and prevent deviations and incidents that could jeopardise the privacy of individual customers. Data protection and information security are not only legal obligations – they are part of Pihlajalinna’s value proposition.”

Annual report 2025A · The company itself

“Cyber-attacks and information security incidents can be large in scale and affect multiple services at the same time, especially if an attack targets critical systems or cloud services. Such incidents may concern a large proportion of individual customers and cause significant data protection and service disruption risks.”

Annual report 2025A · The company itself

“In healthcare services, business is highly dependent on stakeholders, such as individual customers, trusting that personal data, especially sensitive health data, is processed in a safe and legally compliant manner. Negative impacts related to data protection and information security constitute material risks to business, such as negative reputational impacts, the loss of customer trust, legal consequences and jeopardised partnerships.”

Annual report 2025A · The company itself

“Information security was further reinforced through technical and administrative measures, and employee information security training was updated to address increasing regulatory and operational requirements.”

Annual report 2025A · The company itself

“The systematic development of information security capabilities will continue.”

Annual report 2025A · The company itself

“Pihlajalinna mitigates potential data breach impacts through robust information security planning, personnel training, and procedures aligned with regulatory guidelines. In the event of a data breach, individual customers are informed immediately and provided with details of the compromised data as well as instructions for managing the situation. Pihlajalinna provides guidance and training to personnel on communication related to customer privacy, data protection, and service security.”

Annual report 2025A · The company itself

“Projects planned for the coming years include the introduction of new technologies, such as advanced threat detection systems and AI ‑ based analytical tools. In addition, Pihlajalinna is strengthening its personnel’s training and raising awareness of information security issues so that the entire organisation is better prepared for threats.”

Annual report 2025A · The company itself

“Pihlajalinna’s transition risks in the 1.5°C scenario are related to regulatory changes that have an impact particularly on reporting and measures aimed at the reduction of CO2 emissions, the adoption of lower-emission technologies and the development of new, more climate-friendly services, which increases costs and investment needs. The amount of transition risks increases in the medium term.”

Annual report 2025A · The company itself

“Pihlajalinna’s aim is to reduce GHG emissions, improve energy efficiency and develop stakeholder dialogue, as well as create targets and measures with supplier partners to reduce emissions from procurement.”

Annual report 2025A · The company itself

“Sustainable business means sustainably produced healthcare services and that investing in sustainable development promotes the wellbeing of individual customers, the personnel and the environment.”

Annual report 2025A · The company itself

“I n addition to transition risks, Pihlajalinna also has transition opportunities related to market changes and technological development in all time horizons in the 1.5°C scenario. Transition opportunities include developing services that support climate change mitigation and providing the personnel with training programmes on sustainable practices. Pihlajalinna is already taking advantage of transition opportunities as part of its normal business operations.”

Annual report 2025A · The company itself

“Pihlajalinna prepares for transition risks at the organisational level by systematically monitoring regulation and improving data collection through automation. Cooperation with the supply chain and property owners will be strengthened by assessing rising costs and considering energy efficiency in new sites, including Green Deal agreements between tenant and lessor. In addition, Pihlajalinna anticipates partners' sustainability expectations with the help of open communication and stakeholder surveys and assesses the impacts of these expectations on procurement decisions.”

Annual report 2025A · The company itself

“Pihlajalinna Group’s Environmental Policy compiles the principles for environmental management and practices, such as identifying the environmental impacts of operations and the continuous development of activities. Pihlajalinna’s Environmental Policy defines the company’s commitment to environmental efforts and guides decisionmaking across all business areas. Pihlajalinna’s private healthcare services, including private clinics, occupational healthcare services and hospitals, are certified under the ISO 14001 environmental management standard.”

Annual report 2025A · The company itself

“Pihlajalinna is committed to integrating environmental aspects into its procurement practices in order to promote sustainable and responsible business. Key suppliers and service providers are expected to commit to Pihlajalinna’s Supplier Code of Conduct. In addition, suppliers must identify the key environmental impacts of their operations at their sites, prevent adverse environmental impacts of their operations and develop the management of environmental impacts in order to reduce and minimise negative environmental impacts.”

Annual report 2025A · The company itself

“In addition, Pihlajalinna has signed the international Science Based Targets initiative (SBTi) commitment, according to which the company will set sciencebased climate targets that are aligned with the 1.5°C pathway. The targets will be submitted for validation by the SBTi’s experts in spring 2027.”

Annual report 2025A · The company itself

“Pihlajalinna also takes advantage of technological solutions, such the Red Robin AI tool provided by Pihlajalinna’s cooperation partner Visiba, which provides an assessment of clinical urgency of care and a preliminary diagnosis, and directs the individual customer to the appropriate care.”

Annual report 2025A · The company itself

“During the year, Pihlajalinna’s data lake was completed and achieved Class B certification as a patient information system. This significantly enhances data governance and enables broader and more systematic utilisation of data in service development.”

Annual report 2025A · The company itself

“The scope and utilisation of the data lake will be expanded, and data and artificial intelligence will be leveraged to support the automation of value-based care pathways and to improve process efficiency.”

Annual report 2025A · The company itself

“Projects planned for the coming years include the introduction of new technologies, such as advanced threat detection systems and AI ‑ based analytical tools. In addition, Pihlajalinna is strengthening its personnel’s training and raising awareness of information security issues so that the entire organisation is better prepared for threats.”

Annual report 2025A · The company itself

“Operational quality and productivity are continuously developed through, for example, process efficiency, automation and the use of artificial intelligence.”

Annual report 2025A · The company itself

“According to the occupational health statistics of Kela, approximately 2.1 million workers are covered by occupational healthcare services, and private clinics are the most significant providers of occupational healthcare services.”

Annual report 2025A · The company itself

“Occupational health services focus on maintaining the work ability of companies’ employees and providing cost-effective solutions for companies.”

Annual report 2025A · The company itself

“For corporate customers in occupational healthcare, Pihlajalinna offers services that help maintain work ability with the aim of supporting organisations and helping them achieve their goals. In addition to statutory preventive services, Pihlajalinna offers medical care services.”

Annual report 2025A · The company itself

“These comprehensive care path services are provided by Pihlajalinna to corporate customers, insurance companies, the public sector, and private customers through its nationwide network of medical centers and diverse digital channels.”

Annual report 2025A · The company itself

“Important stakeholders include insurance companies, companies, consumers and the public sector.”

Annual report 2025A · The company itself

“According to the health insurance statistics of the financial sector, over 1.3 million Finns have private medical expenses insurance.”

Annual report 2025A · The company itself

“Revenue from Private Healthcare Services was EUR 465.2 (451.5) million, an increase of 3.0 per cent. Revenue increased especially among insurance company customers and occupational healthcare services.”

Annual report 2025A · The company itself

“These comprehensive care path services are provided by Pihlajalinna to corporate customers, insurance companies, the public sector, and private customers through its nationwide network of medical centers and diverse digital channels.”

Annual report 2025A · The company itself

“Important stakeholders include insurance companies, companies, consumers and the public sector.”

Annual report 2025A · The company itself

“Pihlajalinna is subject to limited physical climate risks and transition risks in the short term in both the 1.5°C scenario and the 4.5°C scenario. In the longer term, the amount of physical climate risks increases, especially in the 4.5°C scenario.”

Annual report 2025A · The company itself

“The climate risks related to Pihlajalinna’s operations are divided into two main categories: physical risks and transition risks. Physical risks include, for example, extreme phenomena caused by climate change, such as flooding, drought and storms, as well as the degradation of e cosystems, which may all have a direct impact on Pihlajalinna’s operating conditions and the continuity of services. Transition risks include changes in the regulatory and market environment, as well as the introduction of new technologies that may all have an impact on Pihlajalinna’s key business areas and service development.”

Annual report 2025A · The company itself

“Physical climate risks can be prepared for at the site-specific level and at the level of the organisation by improving the climate resilience of facilities in cooperation with property owners (e.g. cooling, sewerage, auxiliary power) and by taking advantage of weather monitoring and contingency plans. The wellbeing of the personnel is safeguarded by providing temperature-controlled workspaces, for example. In addition, Pihlajalinna anticipates the changing needs of customers by developing the competence of personnel and by enhancing the operating site’s capabilities with regard to special circumstances.”

Annual report 2025A · The company itself

“In 2025, Pihlajalinna made substantial progress in the development of its IT and digital capabilities, focusing on service modernisation and the strengthening of data-driven management.”

Annual report 2025A · The company itself

“The development of remote services improves the availability of services, especially in areas where in-person services or the necessary experts are not available.”

Annual report 2025A · The company itself

“Pihlajalinna’s goal is to ensure the accessibility of services for all customer groups and to prevent the negative impacts of delayed access to care. Key actions include the development of the service network, the strengthening of remote and digital services and the active monitoring of access to care statistics and customer feedback.”

Annual report 2025A · The company itself

“Forever fitness centres offer diverse wellbeing services.”

Annual report 2025A · The company itself

“These comprehensive care path services are provided by Pihlajalinna to corporate customers, insurance companies, the public sector, and private customers through its nationwide network of medical centers and diverse digital channels.”

Annual report 2025A · The company itself

“Important stakeholders include insurance companies, companies, consumers and the public sector.”

Annual report 2025A · The company itself

“Operational quality and productivity are continuously developed through, for example, process efficiency, automation and the use of artificial intelligence.”

Annual report 2025A · The company itself

“Operations are based on the ISO 14001 environmental management framework, which, as part of Pihlajalinna’s integrated management system, creates consistent practices across the Group. Pihlajalinna’s private healthcare services, i.e. private clinics, occupational health services and hospitals, are certified under the ISO 14001 environmental management standard.”

Annual report 2025A · The company itself

“Pihlajalinna Sydänkaista is an example of value-based care that reduces healthcare costs and morbidity while improving the individual customer’s quality of life. Another example of these types of development efforts is the Kevyt askel programme for treating obesity through a combination of lifestyle changes and pharmacological treatment.”

Annual report 2025A · The company itself

“Pihlajalinna’s strategy emphasises that the Group’s success is built in cooperation with partners and professionals.”

Annual report 2025A · The company itself

“Extensive geographical coverage aims for equality of services between regions.”

Annual report 2025A · The company itself

“Kela’s freedom-of-choice pilot for people aged 65 and over began in September 2025, and its utilisation rate increased sharply towards the end of the year. Under the pilot, people aged 65 or over are reimbursed by Kela for appointments with a general practitioner in the private sector at a price that is equal to the customer fee in public primary care. There are more than 1.3 million people over the age of 65 in Finland, and according to Kela, only 3.3 per cent had received reimbursements for doctor’s visits under the pilot by the end of the year.”

Annual report 2025A · The company itself

“The ageing of the population and the increasing prevalence of chronic diseases drive up the demand for healthcare services, which increases the importance of cost management.”

Annual report 2025A · The company itself

“The selected SDGs are as follows: Good health and wellbeing (SDG 3) in the context of Pihlajalinna’s operations means strengthening value-based healthcare services by providing high-quality social, health and wellbeing services through Pihlajalinna’s private clinics, hospitals, fitness centres and housing services across Finland.”

Annual report 2025A · The company itself

“The most significant risks are cyber-attacks on infrastructure or hardware and the resulting reputational damage and potential liability for damages.”

Annual report 2025A · The company itself

“According to Statistics Finland, in December 2025 consumers’ assessments of their current financial situation improved slightly compared with the same period the year before. However, consumer confidence in the economy remains low.”

Annual report 2025A · The company itself

“The customer experience is a strategic priority for Pihlajalinna, and measuring the customer experience and feedback process is part of the customer experience management model. The feedback process highlights topics for service development.”

Annual report 2025A · The company itself

“Development in demand and general economic environment may have a more significant impact on Pihlajalinna’s financial result than currently expected.”

Annual report 2025A · The company itself

“Climate action (SDG 13) includes actions such as setting emission reduction targets and guiding personnel and customers towards more sustainable procedures and practices, such as digital solutions, sustainable procurement practices and stakeholder engagement.”

Annual report 2025A · The company itself

“The healthcare sector consumes energy and resources from the perspective of procurement and property, but the carbon footprint can be decreased by reducing energy consumption, using renewable energy and optimising operations. The use of digital solutions, such as remote services and remote work, reduces commuting and travel and, consequently, emissions. The transition plan draft also takes into account guidance for customers to use remote services.”

Annual report 2025A · The company itself

“Statistics Finland reports that in December 2025 there were 51,000 more unemployed people than in December 2024. Unemployment is now at its highest level since 2009.”

Annual report 2025A · The company itself

“All the Group’s business operations are in Finland. Pihlajalinna pays all of its taxes to Finland.”

Annual report 2025A · The company itself

“Geographic location was used as a criterion in assessing regional differences in the accessibility of services, access to care and the availability of resources across Finland. Pihlajalinna operates only in Finland, so all the impacts are concentrated in Finland.”

Annual report 2025A · The company itself

“Pihlajalinna operates in Finland and does not have direct activities in areas involving significant risks related to forced labour.”

Annual report 2025A · The company itself

“The group creates economic value for society by providing cost-effective and value-based social and healthcare services, sourcing products and services from local operators, and paying all taxes in Finland.”

Annual report 2025A · The company itself