For Diacor, the year 2009 was a year of special efforts as had been planned. The financial crisis, which began towards the end of 2008, had the effect of demolishing the growth plans that many service enterprises had for 2009. At Diacor, we did well in the challenging circumstances, to the extent of even increasing our turnover by approx. 2 percent when compared to 2008. Our turnover in 2009 amounted to 51.8 million euros. Our business profit was reduced from 6.7. million euros to 4.4 million euros, which gave a business profit percentage of 8.5%.

Significant investments in facilities and equipment, mainly at Ruoholahti and Kirkkonummi, are at the back of this development in our business profit. We also invested in sales and marketing and resources in service development as planned. In accordance with our strategy, we are seeking long-term sustainable growth, and the investments we have made play an important role in the building of our future success. The dividends paid by Diacor to its owner, Helsinki Deaconess Institute Foundation, amount to 4 million euros. This sum will be used in carrying out the Foundation’s various diaconia projects, i.e. projects in the field of social work.

From the point of view of business, the past year was a highly variable one, even unpredictable at times, and one of numerous events. I am especially proud of the work that we have done with our staff towards clarifying Diacor’s new vision, new mission, and new strategy. Our aim is to be the trailblazer in the field of health services in the year 2015 in Finland. In 2009, as in earlier years, we attended to our values, and we ensured that excellence in customer service and quality were evident in all our contacts with our customers.

In 2009, our strategic projects included the development of a nationwide service model for occupational health service and preparatory steps towards a totally new Wellbeing Business. We also relaunched Diacor’s steeped-in-tradition sports medicine service function.

The focused training of our was staff continued with and the significant Osaa ja uudistu -project, lasting 2.5 years and supported by TEKES, was brought to conclusion. We also defined the principles involved in good supervisor’s work (Pomo Diacorens) and the know-how profile of a supervisor. The results of our staff questionnaire improved over the previous years and showed the level to be good. We also received excellent results from the engagement questionnaire conducted among the doctors partnering with Diacor.

Diacor is part of the societal Helsinki Deaconess Institute Foundation Group, which is a powerful actor in the social services and health sector in Finland. During the past year, we engaged in closer cooperation within the Group, e.g. in developing our services and in procurements.

The year 2010 at Diacor will continue to be characterised by the investments in our future, including service development and marketing. We believe that the demand for health services will increase in Finland in the coming years, one reason being the ageing of the population. In accordance with our mission statement, we will be investing especially in developing health-promoting services and we want to be involved in promoting doing good at the premises of our occupational health service customers.

We believe that strong actors will also be able to cope with challenging situations. We have huge possibilities ahead of us. Despite the economic downturn, Diacor’s prospects in the short term look good. By working hard, by reacting speedily, by taking good care of our customers, our own staff, and our practitioner partners, we will be able to meet the challenges.

During 2009 we adopted societal responsibility and reporting on it as one our objectives. This report also contains the traditional annual report details, but now for the first time we also tell about what Diacor has done and is doing in the area of economic, social, and environmental responsibilities.


Anni Vepsäläinen