contentSlug

type

ContentSlug_ContentQuery

slug

ContentPageContentQuery

content

trendingContent

query ContentSlug_ContentQuery(
  $contentSlug: String!
  $type: [ContentType!]
) {
  ...ContentPageContentQuery_13QmVO
}

fragment CompanyDetails_Content on Content {
  __isContent: __typename
  companies {
    name
    description
    pageUrl
    id
  }
}

fragment ContentBasicInfo on Content {
  __isContent: __typename
  id
  type
  title
  lang
  companies {
    viewerIsFollowing
    id
    name
    pageUrl
  }
  tags {
    viewerIsFollowing
    id
    name
    pageUrl
  }
  ...PublishingDetails
  ...Reactions
}

fragment ContentMetadata on Content {
  __isContent: __typename
  type
  title
  lang
  pageUrl
  alternatePageUrls: translations {
    __typename
    pageUrl
    lang
  }
  imgUrl
  description
  ... on Video {
    liveTime
    videoUrl
  }
  ... on Webcast {
    liveTime
    videoUrl
  }
}

fragment ContentPageContentQuery_13QmVO on Query {
  content(slug: $contentSlug, type: $type) {
    __typename
    id
    type
    title
    isPremium
    lang
    htmlBody
    summary
    companies {
      forum {
        latestPosts {
          ...ForumPosts
        }
      }
      name
      id
      viewerIsFollowing
      pageUrl
      defaultInstrument {
        isin
        id
        marketOpen
        marketClose
        marketplace {
          region
        }
        returns {
          total
        }
      }
    }
    tags {
      viewerIsFollowing
      id
      name
      pageUrl
    }
    createdAt
    ... on Video {
      liveTime
    }
    ... on Webcast {
      liveTime
    }
    slug
    ... on CompanyReport {
      reportUrl
    }
    ... on ThirdPartyCompanyReport {
      reportUrl
    }
    ... on StockExchangeRelease {
      reportUrl
    }
    ...ContentBasicInfo
    ...ContentMetadata
    ...PriceAndRecommendation_Content
    ...CompanyDetails_Content
    ...ReportLink_Content
    ...KeyFigures_Content
  }
  ...TrendingContent_1jQ2Cn
}

fragment ForumPosts on ForumPost {
  text
  likesCount
  url
  author
  postedAt
  authorImgUrl
}

fragment KeyFigures_Content on Content {
  __isContent: __typename
  companies {
    defaultInstrument {
      estimateData {
        modelType
        reportingCurrency
      }
      snapshot {
        transaction {
          date
          actualized {
            year
            quarter
            revenue
            revenueGrowth
            ebitAdjusted
            ebitReported
            ebitda
            enterpriseValue
            epsAdjusted
            dividend
            dividendYield
            sharePrice
            nav
            navPerShare
            opexOfNav
            quarterlySharePrice
          }
          estimates {
            year
            quarter
            revenue
            revenueGrowth
            ebitAdjusted
            ebitReported
            ebitda
            enterpriseValue
            epsAdjusted
            dividend
            dividendYield
            sharePrice
            nav
            navPerShare
            opexOfNav
            quarterlySharePrice
          }
        }
      }
      id
    }
    id
  }
}

fragment PriceAndRecommendation_Content on Content {
  __isContent: __typename
  createdAt
  companies {
    name
    pageUrl
    defaultInstrument {
      priceData {
        tradeCurrency
      }
      snapshot {
        priceData {
          date
          lastPrice
          tradeCurrency
        }
        transaction {
          date
          recommendation
          targetPrice
        }
        prevTransaction {
          recommendation
        }
      }
      id
    }
    id
  }
}

fragment PublishingDetails on Content {
  __isContent: __typename
  createdAt
  publishers {
    name
    imgUrl
  }
  authors {
    __typename
    id
    name
    slug
    imgUrl
    jobTitle
  }
  ... on Video {
    liveTime
  }
  ... on Webcast {
    liveTime
  }
}

fragment Reactions on Content {
  __isContent: __typename
  id
  reactionGroups {
    reactionType
    reactionsCount
    viewerReacted
  }
}

fragment ReportLink_Content on Content {
  __isContent: __typename
  type
  isPremium
  ... on CompanyReport {
    reportUrl
  }
  ... on ThirdPartyCompanyReport {
    reportUrl
  }
  ... on StockExchangeRelease {
    reportUrl
  }
}

fragment TrendingContent_1jQ2Cn on Query {
  trendingContent(type: ARTICLE) {
    __typename
    id
    title
    lang
    pageUrl
    createdAt
    type
    imgUrl
    companies {
      squareLogoUrl
      name
      id
    }
    authors {
      __typename
      imgUrl
      id
    }
    publishers {
      imgUrl
    }
  }
}


terveystalo-oyj-hilppa-rautpalo-appointed-terveystalos-svp-human-resources-and-member-of-the-group-management-team

__typename

title

isPremium

lang

htmlBody

summary

companies

createdAt

publishers

authors

reactionGroups

pageUrl

translations

imgUrl

description

Terveystalo operates in the healthcare sector. The company offers services and solutions such as surveys and examinations, training and coaching, rehabilitation, and health and fitness mapping. Its customers include small and medium-sized corporate customers, as well as public sector players. The head office is located in Helsinki.

News from Terveystalo about investments in the hospital network:                   news.alertir.com              Sairaalainvestoinnit jatkuvat: Terveystalo avaa uuden lääkärikeskus-sairaalan...

Here is a fresh company report on Terveystalo from Roni following the Q4 results  Terveystalo’s top line fell more than our expectations, still driven by a market situation that remains challenging in many respects, but relative to this, profitability was at a very strong level. Guidance indicates that the challenging market will continue at least in the early part of the year, and earnings development is taking a transition year this year. However, we see potential for the company to return to earnings growth in the longer term, and in light of this, the stock’s valuation (adj. P/E 12x & dividend yield ~7%) is, in our view, attractive enough to stay on board. We are cutting our target price to EUR 10.4 (previously EUR 10.6) and reiterate our Accumulate recommendation. Quote from the report:  In the short term, earnings growth remains negative, but we expect the development to straighten out towards the end of the year. Despite short-term challenges, we see potential for earnings growth in the coming years, supported by healthcare market growth drivers and a moderate recovery of the Finnish economy. Reflecting this, as well as the company’s stable business and strong market position, we believe the stock’s valuation is at a moderate level. A counterweight to the acceptable valuation is, naturally, the moderate growth outlook.                    Inderes              Terveystalo Q4'25: Kannattavuus pitää markkinan vastatuulessa - Inderes    Terveystalon ylärivi laski odotuksiamme enemmän edelleen monilta osin haastavan markkinatilanteen ajamana, mutta tähän nähden kannattavuus oli hyvinkin vahvalla tasolla.

Opposing views are always welcome  I could write a lot about these topics, but maybe there’s no need to turn this thread into a pure dental business thread. Trust me, I’ve dealt with these phenomena a lot over those years – also regarding dental M&A and integrations. Clinic consolidations are the most straightforward and easiest synergy source to implement. You can imagine that if there are two so-called half-full clinics close to each other, it makes sense to run the entire volume from one location. You get rid of the fixed costs for one of them entirely. You relatively halve maintenance costs when you run the volume with half the number of dental chairs. You need one reception instead of two. Instrument maintenance is handled for the combined volume at once. You can plan the shifts of the assisting staff more efficiently when operating from one location. Also, you aren’t as sensitive to staff absences – it’s easier to cover. On the flip side, dentists can no longer just dictate which days and at what times they hold their practice. You have to juggle and pressure them too so that the schedules align. That also creates friction that some sensitive dentists won’t tolerate, and they end up leaving  Perhaps that’s enough on this topic for now

I am skeptical that this would automatically lead to staff departures. Isn’t it relatively indifferent to a dentist who owns the environment if no other changes occur in the work? Especially in a situation where Terveystalo does not have existing dental operations into whose framework Hohde would have to be forced. I could be wrong, of course. You are right that if they start changing materials and tools, it could change this dynamic.  I also don’t quite buy the idea that locations would be merged; that is difficult from an infrastructure standpoint and I see very little benefit in it. If customers could be directed to the room next door on the fly, the situation might be different. Don’t dentists already have pretty good opportunities to influence their schedules? I have been under the impression that, especially in the current market, the biggest differences come from compensation and the number of patients to be treated. Hopefully, I’m not rubbing you the wrong way with this bit of pushback!

Of course, synergies can also be found in overlapping administrative functions (financial management, HR, to some extent dental business management, etc.). In terms of scale, however, the greatest potential lies in merging locations within the same city. The dental business is, however, a so-called utilization rate business, where treatment rooms must operate at the highest possible utilization rate to achieve economies of scale. The attrition of dentists is an almost certain consequence of such a deal, though both the buyer’s and seller’s management naturally try to influence the scale of this. The underlying reasons for the attrition include psychological uncertainty about what changes the new owner will bring; in this uncertainty, a dentist might move their practice to a competitor even before the deal closes, choosing for themselves what kind of environment they work in. Some may decide to move later, after evaluating for themselves whether the implemented changes are to their liking or not. A large part will continue happily even after the deal. If Hohde has had many high-volume dentists as owners, they have surely been committed for a fixed term via the purchase agreement. Achieving economies of scale requires the standardization of operating models at the locations, which is to some extent a trade-off with the satisfaction of the dentists. For example, the range of instruments and supplies used is harmonized (e.g., to achieve procurement savings), meaning as a dentist, you might not necessarily get to work with the instruments you would otherwise prefer. This is quite normal balancing in this business. When building independent dental clinics or chains, it’s very common to attract dentists specifically by differentiating from large chains, offering the dentist more freedom to determine their schedules, methods, and the tools they use for their work. This is exactly what changes in these arrangements, causing movement outward. It is well known in the dental sector that customers follow their own dentist to a very large extent. The mentioned cross-selling, on the other hand, is certainly something with potential, and many dentists see it as an opportunity to ensure customer flow, so it can be viewed as a retention factor. Having experience in this as well, I must say that realizing this is also extremely challenging and an exercise that takes years. The unfortunate fact is that the average other healthcare professional has near-zero interest in referring and selling dental services alongside their own work. So there is synergy potential in this area, but the scale and timeline of its realization are often estimated far too optimistically. My views are based on years of working in both this and related businesses.

Aren’t synergies generated across many other lines in addition to cross-selling, and isn’t that why these acquisitions are made? Economies of scale are likely the core of Terveystalo’s business?

I think this is very good reflection and contains relevant points! I was left thinking about the part where you discussed dental services and linked achievable synergies to merging locations. Based on my own logic, actual synergy benefits shouldn’t be linked to this at all… almost the opposite. I believe a more significant benefit would come from “cross-selling”, i.e., the dentist referring to a general practitioner and vice versa. This, of course, requires work to realize the benefits.  What is the basis for the idea that there will be attrition among dentists during the transition?

Terveystalo

Terveystalo Plc Stock Exchange Release 16 February 2026 at 15:00 a.m. EETHilppa Rautpalo, Master of Laws (trained at the bench), born in 1974, has been appointed Senior Vice President of Human...

<div class="abstract"></div>Terveystalo Plc Stock Exchange Release 16 February 2026 at 15:00 a.m. EETHilppa Rautpalo, Master of Laws (trained at the bench), born in 1974, has been appointed Senior Vice President of Human Resources and a member of the Group's Management Team. She will start in the position no later than 14 August 2026. Hilppa Rautpalo will report to President and CEO Ville Iho.Hilppa Rautpalo has extensive experience leading Human Resources and Legal Affairs at several companies across various industries. Rautpalo joins Terveystalo from Lassila &amp; Tikanoja, where she serves as Senior Vice President for Legal Affairs, Human Resources, and EHSQ and is a member of the company's Management Team. Prior to this, she worked as the company's Senior Vice President of Human Resources."I warmly welcome Hilppa to Terveystalo. Hilppa has extensive, in-depth experience in strategic personnel management and operational environments, combining strong service expertise with the complex personnel issues and operating models. She possesses excellent abilities to enhance Terveystalo's organisational culture, employee experience, and leadership structures at a time when we are investing in employee well-being, skills development, customer centricity and sustainable growth," says Ville Iho, CEO of Terveystalo."I am eager to seize the opportunity to strengthen Terveystalo's competitive edge through its HR and management practices. The healthcare industry's environment is changing rapidly, and staff skills, work well-being, and a commitment to professionalism are crucial to enhancing both service quality and efficiency. It feels meaningful to join Terveystalo during this vital phase of transformation. It is rewarding to collaborate with the management team and all employees in an organisation that upholds strong values and an eagerness to innovate," says Hilppa Rautpalo. Attachment: CV, Hilppa Rautpalo Terveystalo Communications Distribution: Nasdaq Helsinki Ltd Principal media <a href="http://www.terveystalo.com">www.terveystalo.com</a> <div></div>