Dear colleagues, partners and all those who stand with us, The year 2024 will go down in the history of Rokiškio sūris AB as the most financially successful year we have ever had. We have achieved record turnover - not just as a result of numbers, but also as a result of the professionalism of our people, the trust of our partners and our strong direction. | |
Another particularly encouraging news is the significant increase in profits compared to 2023. Despite the decrease in the amount of raw milk processed during the year, our ability to work efficiently, to produce high value-added products and to manage our business processes successfully, has enabled us to achieve this result. We also have a lot to be proud of when it comes to exports. Export volumes have increased both in financial and quantitative terms. This shows that our products are valued not only in Lithuania but also abroad. In 2024, we continued our policy of employee welfare, with an average salary increase of around 6%. We have also invested in training, development and seminars - our long-term investment in the competence and growth of our team. An important aspect of 2024 is the successful completion of investment projects, such as the construction of a storage facility for long-ripened cheese and the expansion of curd production. But more importantly, we have launched two particularly significant projects that will allow us to maintain our leadership in the dairy sector not only in Lithuania but also in the entire Baltic region. Our sustainability strategy is consistently pursued: from responsible use of raw materials to energy efficiency and social initiatives. As in the past, we believe that only sustainable business growth can be sustainable. We have clear goals for 2025: to deliver the planned investments on time and to a high standard, to be a reliable partner for milk sellers and, above all, to foster the development of our employees as the foundation for all other achievements. My sincere thanks to all of you who contribute to our common success. Every day shows that our vision - Trusted Dairy Professionals - is not just words, but something we live and work by. Together, we create value, strengthen communities and achieve our goals. | |
Chief Executive Officer | Chief Financial Officer |
Dalius Trumpa | Antanas Kavaliauskas |
Group | Company | ||||
Notes | 2024 | 2023 restated | 2024 | 2023 restated | |
Sales | 5 | 334,199 | 264,072 | ||
Cost of sales | 10 | ( | ( | (305,302) | (247,846) |
Gross profit | 28,897 | 16,226 | |||
Selling and marketing expenses | 6, 10 | ( | ( | (11,354) | (10,207) |
General and administrative expenses | 7, 10 | ( | ( | (5,031) | (5,372) |
Other income | 8 | 11,336 | 3,627 | ||
Other gains/(losses) - net | 9 | 103 | 136 | ||
Operating profit | 23,951 | 4,410 | |||
Finance costs | 11 | ( | ( | (1,841) | (1,486) |
Profit before income tax | 22,110 | 2,924 | |||
Income tax | 12 | ( | ( | (808) | 44 |
Profit for the year | 21,302 | 2,968 | |||
Profit for the year attributable to: | |||||
Owners of the Company | 21,302 | 2,968 | |||
Non-controlling interest | - | - | |||
21,302 | 2,968 | ||||
Basic and diluted earnings per share (in EUR per share) | 13 | 0.68 | 0.08 | ||
Dalius Trumpa | Antanas Kavaliauskas |
Managing Director | Finance Director |
Group | Company | ||||
Notes | 2024 | 2023 restated | 2024 | 2023 restated | |
Profit for the year | 21,302 | 2,968 | |||
Other comprehensive income | |||||
Items that will not be reclassified to profit or loss | |||||
Other comprehensive income for the year, net of tax | - | - | |||
Total comprehensive income for the year | 21,302 | 2,968 | |||
Total comprehensive income for the year attributable to: | |||||
Owners of the Company | 21,302 | 2,968 | |||
Non-controlling interest | - | - | |||
21,302 | 2,968 | ||||
Group | Company | ||||||
At 31 December | At 31 December | ||||||
Notes | 2024 | 2023 | 2023 01 01 | 2024 | 2023 | 2023 01 01 | |
ASSETS | restated | restated | restated | restated | |||
Non-current assets | |||||||
Property, plant and equipment | 14 | 56,411 | 42,961 | 44,365 | 41,751 | ||
Intangible assets | 15 | 162 | 22 | 77 | 132 | ||
Investments in subsidiaries | 16 | 169 | 5,048 | 5,048 | 5,048 | ||
Trade and other receivables | 20 | 827 | 11,464 | 536 | 827 | ||
Deferred income tax assets | 17 | 2,500 | 1,128 | 1,143 | 1,847 | ||
Loans granted | 18 | 2,213 | 1,724 | 1,767 | 2,174 | ||
62,282 | 62,347 | 52,936 | 51,779 | ||||
Current assets | |||||||
Inventories | 19 | 72,229 | 78,393 | 90,583 | 68,446 | ||
Loans granted | 18 | 2,896 | 1,335 | 1,539 | 2,896 | ||
Trade and other receivables | 20 | 56,675 | 49,279 | 44,941 | 62,762 | ||
Prepaid income tax | 139 | 803 | 923 | 91 | |||
Cash and cash equivalents | 21 | 3,401 | 56 | 237 | 1,149 | ||
135,340 | 129,866 | 138,223 | 135,344 | ||||
Total assets | 197,622 | 192,213 | 191,159 | 187,123 | |||
EQUITY | |||||||
Attributable to owners of the Company | |||||||
Share capital | 22 | 10,402 | 9,362 | 10,402 | 10,402 | ||
Share premium | 18,073 | 18,073 | 18,073 | 18,073 | |||
Reserve for acquisition of treasury shares | 24 | 10,850 | 9,943 | 10,850 | 10,850 | ||
Treasury shares | 23 | ( | ( | (2,251) | (1,895) | (2,251) | (2,251) |
Other reserves | 24 | 3,016 | 2,154 | 2,154 | 2,154 | ||
Retained earnings | 88,453 | 91,886 | 82,169 | 84,485 | |||
Total equity | 128,543 | 129,523 | 121,397 | 123,713 | |||
LIABILITIES | |||||||
Non-current liabilities | |||||||
Borrowings | 25 | 5,950 | 1,750 | 3,850 | 5,950 | ||
Deferred income tax liability | 17 | - | - | - | - | ||
Deferred income | 26 | 2,097 | 1,869 | 1,720 | 1,585 | ||
Contract liabilities | 31(ii) | 2,126 | - | 1,896 | 2,126 | ||
Provisions | 28 | 1,421 | 1,230 | 1,180 | 1,180 | ||
11,594 | 4,849 | 8,646 | 10,841 | ||||
Current liabilities | |||||||
Borrowings | 25 | 24,440 | 32,335 | 39,127 | 24,440 | ||
Deferred income | 26 | 399 | 310 | 307 | 206 | ||
Trade and other payables | 27 | 30,208 | 24,313 | 21,466 | 25,583 | ||
Profit tax payable | 2,124 | 636 | - | 2,124 | |||
Provisions | 28 | 314 | 247 | 216 | 216 | ||
57,485 | 57,841 | 61,116 | 52,569 | ||||
Total liabilities | 69,079 | 62,690 | 69,762 | 63,410 | |||
Total equity and liabilities | 197,622 | 192,213 | 191,159 | 187,123 | |||
Notes | Share capital | Share premium | Reserve for acquisition of treasury shares | Treasury shares | Other reserves | Retained earnings | Total | |
Balance at 1 January 2023 | 10,402 | 18,073 | 10,850 | (2,251) | 15,105 | 84,485 | 136,664 | |
Correction relates to chage of accounting policy of PPE (Note 33) | - | - | - | - | (12,951) | - | (12,951) | |
Reatated balance at 1 January 2023 | 10,402 | 18,073 | 10,850 | (2,251) | 2,154 | 84,485 | 123,713 | |
Profit for the year | - | - | - | - | - | 2,968 | 2,968 | |
Other comprehensive income for the year | - | - | - | - | - | - | - | |
Total comprehensive income for the year | - | - | - | - | - | 2,968 | 2,968 | |
- | - | - | - | - | - | - | ||
Transactions with owners | ||||||||
Bonus to the Board members | - | - | - | - | - | (33) | (33) | |
Dividends | 22 | - | - | - | - | - | (5,251) | (5,251) |
Total transactions with owners for the year | - | - | - | - | - | (5,284) | (5,284) | |
Balance at 31 December 2023 (restated) | 10,402 | 18,073 | 10,850 | (2,251) | 2,154 | 82,169 | 121,397 | |
Profit for the year | - | - | - | - | - | 21,302 | 21,302 | |
Other comprehensive income for the year | - | - | - | - | - | - | - | |
Total comprehensive income for the year | - | - | - | - | - | 21,302 | 21,302 | |
Transactions with owners | ||||||||
Formation of reserve for own shares | - | - | 6,300 | - | - | (6,300) | - | |
Purchase of own shares | - | - | - | (7,891) | - | - | (7,891) | |
Cancelation of own shares | (1,040) | - | (7,207) | 8,247 | - | - | - | |
Bonus to the Board members | - | - | - | - | - | (34) | (34) | |
Dividends | 22 | - | - | - | - | - | (5,251) | (5,251) |
Total transactions with owners for the year | (1,040) | - | (907) | 356 | - | (11,585) | (13,176) | |
Balance at 31 December 2024 | 9,362 | 18,073 | 9,943 | (1,895) | 2,154 | 91,886 | 129,523 |
Attributable to owners of the Company | ||||||||
Notes | Share capital | Share premium | Reserve for acquisition of treasury shares | Treasury shares | Other reserves | Retained earnings | Total | |
Balance at 1 January 2023 | ( | |||||||
Correction relates to chage of accounting policy of PPE (Note 33) | ( | ( | ||||||
Restated balance at 1 January 2023 | ( | |||||||
Comprehensive income | ||||||||
Profit for the year | ||||||||
Other comprehensive income for the year | ||||||||
Total comprehensive income for the year | ||||||||
Transactions with owners | ||||||||
Bonuses to the Board members | ( | ( | ||||||
Dividends | 22 | ( | ( | |||||
Total transactions with owners for the year | ( | ( | ||||||
Balance at 31 December 2023 | ( | |||||||
Comprehensive income | ||||||||
Profit for the year | ||||||||
Total other comprehensive income for the year | ||||||||
Total comprehensive income for the year | ||||||||
Transactions with owners | ||||||||
Formation of reserve for own shares | ( | |||||||
Purchase of own shares | ( | ( | ||||||
Cancelation of own shares | ( | ( | ||||||
Transfers to non-distributable reserve | ( | |||||||
Bonus to the Board members | ( | ( | ||||||
Dividends | 22 | ( | ( | |||||
Total transactions with owners for the year | ( | ( | ( | ( | ||||
Balance at 31 December 2024 | ( | |||||||
Group | Company | ||||
Year ended | Year ended | ||||
31-Dec | 31-Dec | ||||
Notes | 2024 | 2023 | 2024 | 2023 | |
Cash flows from operating activities | |||||
Cash generated from operations | 30 | 18,196 | (1,912) | ||
Interest paid | ( | ( | (1,841) | (1,486) | |
Income tax paid | ( | ( | (793) | (1,534) | |
Net cash generated from/ operating activities | 15,562 | (4,932) | |||
Cash flows from investing activities | |||||
Purchases of property, plant and equipment | 14 | ( | ( | (5,576) | (8,810) |
Purchases of intangible assets | 15 | ( | ( | - | 28 |
Proceeds from sale of property, plant and equipment | 30 | 325 | 164 | ||
Other loan repayments received | 202 | 1,685 | |||
Interest received | 998 | 358 | |||
Dividends received | 31 | 10,338 | 3,259 | ||
Net cash (used in) investing activities | ( | ( | 6,287 | (3,316) | |
Cash flows from financing activities | |||||
Dividends paid | 22 | ( | ( | (5,251) | (5,251) |
Purchase of own shares | ( | (7,891) | - | ||
Repayment of non-current borrowings | ( | ( | (2,100) | (2,100) | |
Net change in credit line | ( | (6,788) | 14,687 | ||
Net cash (used in) financing activities | ( | (22,030) | 7,336 | ||
Net (decrease) in cash and cash equivalents | (181) | (912) | |||
Cash and cash equivalents at the beginning of the year | 21 | 237 | 1,149 | ||
Cash and cash equivalents at the end of the year | 21 | 56 | 237 | ||
Year of acquisition | Main activity | Group’s ownership interest (%) as at 31 December | ||
Subsidiaries | 2024 | 2023 | ||
Rokiškio Pienas UAB | 2006 | Distribution of dairy products | 100.00 | 100.00 |
Rokiškio Pieno Gamyba UAB | 2013 | Production of dairy products | 100.00 | 100.00 |
Jekabpils Piena Kombinats SIA | 2005-2011 | Raw milk collection | 100.00 | 100.00 |
Kaunata SIA* | 2010 | Raw milk collection | 60.00 | 60.00 |
DairyHub.LT UAB | 2021 | Production of dairy products | 100.00 | 100.00 |
Group | Company | |||
2024 | 2023 | 2024 | 2023 | |
Cash and cash equivalents at banks | 4,244 | 3,896 | 56 | 237 |
Trade receivables | 50,774 | 46,830 | 45,346 | 39,797 |
Loans granted | 3,092 | 3,342 | 3,059 | 3,306 |
58,110 | 54,068 | 48,461 | 43,340 | |
Group | Company | |||
Credit limit | Amount receivable | Credit limit | Amount receivable | |
Customer A | 2,700 | 2,594 | 2,700 | 2,594 |
Customer B | 2,400 | 2,207 | 2,400 | 2,207 |
Customer C | 2,500 | 2,121 | - | - |
Customer D | 4,800 | 4,113 | - | - |
Customer E | 4,500 | 4,003 | 4,500 | 4,003 |
Customer F | 6,000 | 3,922 | 6,000 | 3,922 |
Customer G | 4,000 | 3,790 | 4,000 | 3,790 |
Customer H | 3,950 | 2,994 | 3,950 | 2,994 |
Group | Company | |||
Credit limit | Amount receivable | Credit limit | Amount receivable | |
Customer A | 4,345 | 4,119 | - | - |
Customer B | 4,500 | 4,036 | 4,500 | 4,036 |
Customer F | 5,500 | 3,751 | 5,500 | 3,751 |
Customer G | 4,000 | 3,375 | 4,000 | 3,375 |
Customer D | 3,500 | 2,673 | - | - |
Customer I | 2,500 | 2,397 | 2,500 | 2,397 |
Customer J | 2,000 | 1,726 | 2,000 | 1,726 |
Customer K | 2,000 | 1,623 | 2,000 | 1,623 |
Group | Company | |||
2024 | 2023 | 2024 | 2023 | |
in excess of EUR 1,000 thousand | 1,987 | 2,987 | 1,987 | 2,987 |
in excess of EUR 500 thousand, but not in excess of EUR 1,000 thousand | - | - | - | - |
not in excess of EUR 500 thousand | 1,105 | 355 | 1,105 | 319 |
3,092 | 3,342 | 3,092 | 3,306 | |
Group | Not yet due | Less than 30 days past due | More than 30 days past due | More than 90 days past due | More than 180 days past due | More than 365 days past due | Total |
December 31, 2024 | |||||||
Expected loss rate | 0.10% | 0.10% | 0.80% | 0.80% | 0.80% | 0.80% | |
Gross carrying amount – trade receivables | 42,529 | 5,694 | 1,069 | 640 | 668 | 175 | 50,775 |
Loss allowance | 43 | 6 | 9 | 5 | 5 | 2 | 70 |
Group | Not yet due | Less than 30 days past due | More than 30 days past due | More than 90 days past due | More than 180 days past due | More than 365 days past due | Total |
December 31, 2023 | |||||||
Expected loss rate | 0.10% | 0.10% | 1.00% | 1.00% | 1.00% | 0.90% | |
Gross carrying amount – trade receivables | 38,250 | 3,159 | 538 | 743 | 1,017 | 675 | 44,382 |
Loss allowance | 38 | 3 | 5 | 7 | 10 | 6 | 70 |
Company | Not yet due | Less than 30 days past due | More than 30 days past due | More than 90 days past due | More than 180 days past due | More than 365 days past due | Total |
December 31, 2024 | |||||||
Expected loss rate | 0.12% | 0.10% | 0.80% | 0.80% | 0.80% | 0.80% | |
Gross carrying amount – trade receivables | 37,101 | 5,694 | 1,069 | 640 | 668 | 175 | 45,347 |
Loss allowance | 45 | 6 | 8 | 5 | 5 | 1 | 70 |
Company | Not yet due | Less than 30 days past due | More than 30 days past due | More than 90 days past due | More than 180 days past due | More than 365 days past due | Total |
December 31, 2023 | |||||||
Expected loss rate | 0.12% | 0.10% | 1.00% | 1.00% | 1.00% | 0.90% | |
Gross carrying amount – trade receivables | 31,217 | 3,159 | 538 | 743 | 1,017 | 675 | 37,349 |
Loss allowance | 37 | 3 | 5 | 7 | 10 | 6 | 70 |
Group | Not yet due | Less than 30 days past due | More than 30 days past due | More than 90 days past due | More than 180 days past due | More than 365 days past due | Total |
December 31, 2024 | |||||||
Gross carrying amount – trade receivables | 121 | 51 | 82 | 151 | 181 | 2,918 | 3,504 |
Expected loss rate | 98.0% | ||||||
Loss allowance | 3,435 | ||||||
Group | Not yet due | Less than 30 days past due | More than 30 days past due | More than 90 days past due | More than 180 days past due | More than 365 days past due | Total |
December 31, 2023 | |||||||
Gross carrying amount – trade receivables | 1,992 | 438 | 601 | 139 | 357 | 2,707 | 6,234 |
Expected loss rate | 59.6% | ||||||
Loss allowance | 3,716 | ||||||
Company | Not yet due | Less than 30 days past due | More than 30 days past due | More than 90 days past due | More than 180 days past due | More than 365 days past due | Total |
December 31, 2024 | |||||||
Gross carrying amount – trade receivables | 121 | 51 | 82 | 151 | 181 | 2,918 | 3,504 |
Expected loss rate | 98.0% | ||||||
Loss allowance | 3,435 | ||||||
Company | Not yet due | Less than 30 days past due | More than 30 days past due | More than 90 days past due | More than 180 days past due | More than 365 days past due | Total |
December 31, 2023 | |||||||
Gross carrying amount – trade receivables | 1,992 | 438 | 601 | 139 | 357 | 2,707 | 6,234 |
Expected loss rate | 59.6% | ||||||
Loss allowance | 3,716 | ||||||
Group | Less than 3 months | From 3 to 12 months | From 1 to 5 years | After 5 years |
At 31 December 2024 | ||||
Borrowings from banks and other financial liabilities | 30,760 | 1,575 | 1,750 | - |
Accrued expenses | 22,443 | - | - | - |
53,203 | 1,575 | 1,750 | - |
Group | Less than 3 months | From 3 to 12 months | From 1 to 5 years | After 5 years |
At 31 December 2023 | ||||
Borrowings from banks and other financial liabilities | 37,552 | 1,575 | 3,850 | - |
Accrued expenses | 19,898 | - | - | - |
57,450 | 1,575 | 3,850 | - |
Company | Less than 3 months | From 3 to 12 months | From 1 to 5 years | After 5 years |
At 31 December 2024 | ||||
Borrowings from banks and other financial liabilities | 30,760 | 1,575 | 1,750 | - |
Trade payables | 20,714 | - | - | - |
51,474 | 1,575 | 1,750 | - |
Company | Less than 3 months | From 3 to 12 months | From 1 to 5 years | After 5 years |
At 31 December 2023 | ||||
Borrowings from banks and other financial liabilities | 37,552 | 1,575 | 3,850 | - |
Trade payables | 17,507 | - | - | - |
55,059 | 1,575 | 3,850 | - | |
Group | Company | |||
2024 | 2023 | 2024 | 2023 | |
Borrowings (Note 25) | 34,085 | 42,977 | 34,085 | 42,977 |
Less: cash and cash equivalents (Note 21) | (4,244) | (3,896) | (56) | (237) |
Net debt | 29,841 | 39,081 | 34,029 | 42,740 |
Shareholders’ equity | 149,207 | 139,528 | 129,523 | 121,397 |
Total capital | 179,048 | 178,609 | 163,552 | 164,137 |
Fresh milk products | Cheese and other dairy products | Group | |
2024 | |||
Sales | 131,591 | 277,288 | 408,879 |
Inter-segment sales | - | (38,531) | (38,531) |
Third party sales | 131,591 | 238,757 | 370,348 |
Segment’s gross profit | 16,339 | 34,558 | 50,897 |
2023 | |||
Sales | 110,407 | 228,843 | 339,250 |
Inter-segment sales | - | (34,996) | (34,996) |
Third party sales | 110,407 | 193,847 | 304,254 |
Segment’s gross profit | 20,120 | 22,798 | 42,918 |
Sales revenue | Total assets | Capital expenditure | ||||
2024 | 2023 | 2024 | 2023 | 2024 | 2023 | |
Lithuania | 117,980 | 93,737 | 192,213 | 191,159 | 5,576 | 8,809 |
Europe Union countries | 194,276 | 133,549 | - | - | - | - |
Near East | 10,963 | 22,364 | - | - | - | - |
North America | 4,377 | 5,575 | - | - | - | - |
Far East | 3,295 | 3,635 | - | - | - | - |
Other countries | 3,308 | 5,212 | - | - | - | - |
334,199 | 264,072 | 192,213 | 191,159 | 5,576 | 8,809 | |
Sales revenue | Total assets | Capital expenditure | ||||
2024 | 2023 | 2024 | 2023 | 2024 | 2023 | |
Lithuania | 121,805 | 111,023 | 212,798 | 234,185 | 7,683 | 10,487 |
Europe Union countries | 220,903 | 153,359 | 4,502 | 6,129 | 1 | 17 |
Near East | 13,330 | 23,080 | - | - | - | - |
North America | 4,398 | 5,575 | - | - | - | - |
Far East | 4,780 | 5,069 | - | - | - | - |
Other countries | 5,132 | 6,148 | - | - | - | - |
370,348 | 304,254 | 217,300 | 240,314 | 7,684 | 10,504 | |
Group | Company | |||
2024 | 2023 | 2024 | 2023 | |
Transportation services | (4,985) | (4,739) | (4,562) | (4,410) |
Wages and salaries | (4,449) | (3,725) | (2,335) | (1,937) |
Intermediation services | (567) | (440) | (567) | (430) |
Product image creation and advertising expenses | (1,311) | (1,188) | (260) | (205) |
Repair and maintenance | (1,017) | (928) | (931) | (840) |
Depreciation of property, plant and equipment | (769) | (525) | (726) | (479) |
Warehousing services | (435) | (405) | (435) | (405) |
Customs fees | (139) | (365) | (139) | (365) |
Other expenses | (2,057) | (1,827) | (1,399) | (1,136) |
(15,729) | (14,142) | (11,354) | (10,207) | |
Group | Company | |||
2024 | 2023 | 2024 | 2023 | |
Wages and salaries | (5,164) | (4,438) | (2,768) | (2,553) |
Taxes (other than income tax) | (61) | (53) | (36) | (36) |
Provisions for impairment of loans granted and doubtful receivables and write-offs of loans and receivables (reversals) (Note 20) | 620 | (14) | 620 | (11) |
Consultations | (243) | (260) | (160) | (179) |
Depreciation of property, plant and equipment and amortisation of intangible assets | (758) | (681) | (583) | (570) |
Repairs and maintenance | (736) | (582) | (283) | (316) |
Telecommunications and IT maintenance expenses | (296) | (184) | (213) | (141) |
Insurance expenses | (185) | (203) | (166) | (185) |
Bank charges | (187) | (134) | (182) | (130) |
Business trips | (147) | (79) | (105) | (62) |
Fines | (7) | (9) | (8) | (1) |
Staff training | (116) | (54) | (81) | (29) |
Membership fees | (10) | (16) | (9) | (15) |
Charity and support | (528) | (425) | (144) | (88) |
Other expenses | (1,079) | (1,419) | (913) | (1,056) |
(8,897) | (8,551) | (5,031) | (5,372) | |
Group | Company | |||
2024 | 2023 | 2024 | 2023 | |
Interest income | 998 | 358 | 998 | 358 |
Dividend and other income | - | - | 10,338 | 3,269 |
998 | 358 | 11,336 | 3,627 | |
Group | Company | |||
2024 | 2023 | 2024 | 2023 | |
Result of disposal of property, plant and equipment | 173 | 147 | 103 | 136 |
173 | 147 | 103 | 136 | |
Group | Company | |||
2024 | 2023 | 2024 | 2023 | |
Raw materials and consumables used | 236,954 | 215,359 | 222,800 | 206,184 |
Changes in inventories of finished goods and work in progress | 11,615 | (21,378) | 12,189 | (21,347) |
Inventory write-down to net realizable value (Note 19) | (770) | (790) | (770) | (790) |
Wages and salaries including social security contributions | 31,080 | 28,117 | 19,143 | 18,129 |
Transportation services | 12,235 | 13,219 | 11,808 | 12,884 |
Depreciation (Notes 14) | 9,789 | 9,106 | 6,737 | 6,086 |
Amortisation of the Government grant for property, plant and equipment (Note 26) | (514) | (453) | (311) | (281) |
Intermediation services | 567 | 440 | 567 | 430 |
Repairs and maintenance | 8,905 | 8,383 | 6,977 | 6,885 |
Cost of finished goods resold | 612 | 385 | 23,546 | 15,302 |
Provisions for impairment of loans granted and doubtful receivables and write-offs of loans and receivables (reversals) | (632) | - | (632) | - |
Taxes (other than income tax) | 820 | 774 | 417 | 649 |
Consultations | 244 | 259 | 160 | 179 |
Telecommunication and IT maintenance expenses | 298 | 185 | 221 | 150 |
Utilities (energy) | 20,268 | 20,538 | 12,180 | 12,163 |
Other | 12,606 | 9,885 | 6,655 | 6,802 |
Total cost of sales, selling and marketing expenses and general and administrative expenses | 344,077 | 284,029 | 321,687 | 263,425 |
Group | Company | |||
2024 | 2023 | 2024 | 2023 | |
Interest expenses: | ||||
- bank borrowings | (1,841) | (1,486) | (1,841) | (1,486) |
Group | Company | |||
2024 | 2023 | 2024 | 2023 | |
Current income tax | (2,765) | (1,695) | (793) | 747 |
Prior year income tax corrections | - | - | - | - |
Deferred income tax (Note 17) | 5 | (1,308) | (15) | (703) |
Income tax (expenses)/ benefit | (2,760) | (3,003) | (808) | 44 |
Group | Company | |||
2024 | 2023 | 2024 | 2023 | |
Profit before income tax | 25,601 | 19,244 | 22,110 | 2,924 |
Tax calculated at a rate of 15% (Note 2.15) | 3,840 | 2,680 | 3,317 | 233 |
Expenses not deductible for tax purposes | 186 | 346 | 125 | 289 |
Income not subject to tax | (1,551) | (528) | (1,551) | (526) |
Charity expenses deductible twice for tax purposes | (152) | (101) | (37) | - |
Investment projects relief | (278) | (335) | (200) | (28) |
Prior year income tax corrections and other | 715 | 941 | (846) | (12) |
Income tax expense/(benefit) | 2,760 | 3,003 | 808 | (44) |
Group | Company | |||
2024 | 2023 | 2024 | 2023 | |
Net profit attributable to shareholders | 22,841 | 16,241 | 21,302 | 2,968 |
Weighted average number of ordinary shares in issue (thousand) | 31,420 | 35,007 | 31,420 | 35,007 |
Weighted average number of treasury shares held (thousand) | (861) | (861) | (861) | (861) |
Basic earnings/(deficit) per share (EUR per share) | 0.73 | 0.46 | 0.68 | 0.08 |
Company | Buildings | Plant and machinery | Motor vehicles and other assets | Construction in progress | Total |
At 1 January 2023 | |||||
Acquisition cost and revalued amount | 17,123 | 63,887 | 39,160 | 4,215 | 124,385 |
Accumulated depreciation | (8,056) | (46,721) | (27,857) | - | (82,634) |
Net book amount | 9,067 | 17,166 | 11,303 | 4,215 | 41,751 |
Year ended 31 December 2023 | |||||
Opening net book amount | 9,067 | 17,166 | 11,303 | 4,215 | 41,751 |
Additions | 56 | 1,818 | 3,001 | 3,933 | 8,808 |
Disposals | (30) | - | (77) | - | (107) |
Write-offs | (1) | - | - | - | (1) |
Transfers from CIP | 172 | 1,302 | 347 | (1,821) | - |
Depreciation charge | (553) | (2,791) | (2,742) | - | (6,086) |
Closing net book amount | 8,711 | 17,495 | 11,832 | 6,327 | 44,365 |
At 31 December 2023 | |||||
Acquisition cost and revalued amount | 17,101 | 65,803 | 40,975 | 6,327 | 130,206 |
Accumulated depreciation | (8,390) | (48,308) | (29,143) | - | (85,841) |
Net book amount | 8,711 | 17,495 | 11,832 | 6,327 | 44,365 |
Year ended 31 December 2024 | |||||
Opening net book amount | 8,711 | 17,495 | 11,832 | 6,327 | 44,365 |
Additions | 129 | 1,849 | 2,043 | 1,555 | 5,576 |
Disposals | (145) | (38) | (39) | - | (222) |
Write-offs | (17) | - | (4) | - | (21) |
Transfers from CIP | 3,504 | 2,060 | 1,193 | (6,757) | - |
Depreciation charge | (650) | (3,100) | (2,987) | - | (6,737) |
Closing net book amount | 11,532 | 18,266 | 12,038 | 1,125 | 42,961 |
At 31 December 2024 | |||||
Acquisition cost and revalued amount | 20,173 | 68,791 | 42,570 | 1,125 | 132,659 |
Accumulated depreciation | (8,641) | (50,525) | (30,532) | - | (89,698) |
Net book amount | 11,532 | 18,266 | 12,038 | 1,125 | 42,961 |
Group | Buildings | Plant and machinery | Motor vehicles and other assets | Construction in progress | Total |
At 1 January 2023 (restated) | |||||
Cost or revaluated amount | 25,458 | 96,647 | 41,443 | 4,215 | 167,763 |
Accumulated depreciation | (13,276) | (68,589) | (29,487) | - | (111,352) |
Net book amount | 12,182 | 28,058 | 11,956 | 4,215 | 56,411 |
Year ended 31 December 2023 | |||||
Opening net book amount | 12,182 | 28,058 | 11,956 | 4,215 | 56,411 |
Additions | 193 | 2,599 | 3,033 | 4,679 | 10,504 |
Disposals | (29) | - | (311) | - | (340) |
Write-offs | - | (1) | - | - | (1) |
Transfers from CIP | 339 | 1,874 | 354 | (2,567) | - |
Depreciation charge | (1,050) | (5,217) | (2,839) | - | (9,106) |
Closing net book amount | 11,635 | 27,313 | 12,193 | 6,327 | 57,468 |
At 31 December 2023 (restated) | |||||
Cost or revaluated amount | 25,742 | 99,814 | 42,990 | 6,327 | 174,873 |
Accumulated depreciation | (14,107) | (72,501) | (30,797) | - | (117,405) |
Net book amount | 11,635 | 27,313 | 12,193 | 6,327 | 57,468 |
Year ended 31 December 2024 | |||||
Opening net book amount | 11,635 | 27,313 | 12,193 | 6,327 | 57,468 |
Additions | 151 | 3,251 | 2,061 | 2,222 | 7,685 |
Disposals | (145) | (38) | (38) | - | (221) |
Write-offs | (18) | (2) | - | - | (20) |
Transfers from CIP | 3,505 | 2,693 | 1,193 | (7,391) | - |
Depreciation charge | (1,117) | (5,592) | (3,080) | - | (9,789) |
Closing net book amount | 14,011 | 27,625 | 12,329 | 1,158 | 55,123 |
At 31 December 2024 | |||||
Cost or revaluated amount | 28,830 | 103,553 | 44,467 | 1,158 | 178,008 |
Accumulated depreciation | (14,819) | (75,928) | (32,138) | - | (122,885) |
Net book amount | 14,011 | 27,625 | 12,329 | 1,158 | 55,123 |
Company | Computer software |
At 1 January 2023 | |
Cost | 1,329 |
Accumulated amortisation | (1,197) |
Net book amount | 132 |
Year ended 31 December 2023 | |
Opening net book amount | 132 |
Additions | - |
Amortisation charge | (55) |
Closing net book amount | 77 |
At 31 December 2023 | |
Cost | 1,327 |
Accumulated amortisation | (1,250) |
Net book amount | 77 |
Year ended 31 December 2024 | |
Opening net book amount | 77 |
Additions | - |
Amortisation charge | (55) |
Closing net book amount | 22 |
At 31 December 2024 | |
Cost | 1,325 |
Accumulated amortisation | (1,303) |
Net book amount | 22 |
Group | Computer software |
At 1 January 2023 | |
Cost | 1,462 |
Accumulated amortisation | (1,300) |
Net book amount | 162 |
Year ended 31 December 2023 | |
Opening net book amount | 162 |
Additions | 5 |
Amortisation charge | (74) |
Closing net book amount | 93 |
At 31 December 2023 | |
Cost | 1,466 |
Accumulated amortisation | (1,373) |
Net book amount | 93 |
Year ended 31 December 2024 | |
Opening net book amount | 93 |
Additions | 3 |
Amortisation charge | (74) |
Closing net book amount | 22 |
At 31 December 2024 | |
Cost | 1,462 |
Accumulated amortisation | (1,440) |
Net book amount | 22 |
Group | Company | |||
2024 | 2023 | 2024 | 2023 | |
Rokiškio Pieno Gamyba UAB (consolidated) | - | - | 4,733 | 4,733 |
Rokiškio Pienas UAB (consolidated) | - | - | 105 | 105 |
Jekabpils Piena Kombinats SIA (consolidated) | - | - | 3 | 3 |
DairyHub.LT UAB (consolidated) | - | - | 100 | 100 |
Kaunata SIA (not consolidated) | 165 | 165 | 103 | 103 |
Other (accounted at cost) | 4 | 4 | 4 | 4 |
169 | 169 | 5,048 | 5,048 | |
Group | Company | |||
2024 | 2023 | 2024 | 2023 | |
Deferred income tax assets: | restated | restated | ||
– to be realised after more than 12 months | 1,076 | 1,075 | 1,005 | 1,024 |
– to be realised within 12 months | 123 | 119 | 123 | 119 |
1,199 | 1,194 | 1,128 | 1,143 | |
Deferred income tax liabilities: | ||||
– to be realised after more than 12 months | - | - | - | - |
– to be realised within 12 months | - | - | - | - |
- | - | - | - | |
Net deferred tax liability | 1,199 | 1,194 | 1,128 | 1,143 |
Group | Company | |||
2024 | 2023 | 2024 | 2023 | |
restated | restated | |||
At the beginning of the year | 1,194 | 653 | 1,143 | 1,847 |
Recognised in the income statement | 5 | 541 | (15) | (704) |
Recognised in other comprehensive income | - | - | - | - |
At the end of the year | 1,199 | 1,194 | 1,128 | 1,143 |
Deferred income tax assets | Inventory write-down to net realisable value | Employee post-retirement benefits | Impairment of amounts receivable | Vacation reserve | Total |
At 1 January 2023 | 822 | 210 | 652 | 163 | 1,847 |
Recognised in the income statement | (703) | (1) | - | - | (704) |
Recognised in other comprehensive income | - | - | - | - | - |
At 31 December 2023 | 119 | 209 | 652 | 163 | 1,143 |
Recognised in the income statement | 4 | 27 | (57) | 11 | (15) |
Recognised in other comprehensive income | - | - | - | - | - |
At 31 December 2024 | 123 | 236 | 595 | 174 | 1,128 |
Deferred income tax assets | Inventory write-down to net realisable value | Employee post-retirement benefits | Impairment of amounts receivable | Vacation reserve | Tax loss, transferable for future years | Total |
At 1 January 2023 | 822 | 261 | 652 | 163 | 602 | 2,500 |
Recognised in the income statement | (703) | (1) | - | - | (602) | (1,306) |
Recognised in other comprehensive income | - | - | - | - | - | - |
At 31 December 2023 | 119 | 260 | 652 | 163 | - | 1,194 |
Recognised in the income statement | 4 | 47 | (57) | 11 | - | 5 |
Recognised in other comprehensive income | - | - | - | - | - | - |
At 31 December 2024 | 123 | 307 | 595 | 174 | - | 1,199 |
Group | Company | |||
2024 | 2023 | 2024 | 2023 | |
Long-term loans to employees | 270 | 316 | 237 | 280 |
Other long-term loans | 1,487 | 1,487 | 1,487 | 1,487 |
Less: provision for impairment of loans receivable | - | - | - | - |
Long-term loans, net | 1,757 | 1,803 | 1,724 | 1,767 |
Current portion of loans to employees | 37 | 39 | 37 | 39 |
Other short-term loans granted | 1,298 | 1,500 | 1,298 | 1,500 |
Current portion of long-term loans and short-term loans, net | 1,335 | 1,539 | 1,335 | 1,539 |
Group | Company | |||
2024 | 2023 | 2024 | 2023 | |
Loans granted not past due | 3,092 | 3,342 | 3,059 | 3,306 |
Impaired loans granted | - | - | - | - |
Gross value of loans granted | 3,092 | 3,342 | 3,059 | 3,306 |
Less: Provision for impairment of loans receivable | - | - | - | - |
Net amount | 3,092 | 3,342 | 3,059 | 3,306 |
Group | Company | |||
2024 | 2023 | 2024 | 2023 | |
Raw materials | 3,832 | 3,601 | 1,800 | 1,482 |
Work in progress | 16,041 | 12,917 | 15,712 | 12,710 |
Finished products | 61,157 | 77,129 | 59,386 | 76,010 |
Other inventories | 2,522 | 1,540 | 2,265 | 1,171 |
Total inventories at cost | 83,552 | 95,187 | 79,163 | 91,373 |
Less: inventory write-down to net realizable value | (770) | (790) | (770) | (790) |
Total inventories | 82,782 | 94,397 | 78,393 | 90,583 |
Group | Company | |||
2024 | 2023 | 2024 | 2023 | |
Non-current receivables | ||||
Prepayments for non-current assets | 307 | 456 | 307 | 456 |
Prepayments for milk supply | 11,157 | 80 | 11,157 | 80 |
11,464 | 536 | 11,464 | 536 | |
Current receivables | ||||
Trade receivables | 50,774 | 46,830 | 45,346 | 39,797 |
VAT receivable | 6,237 | 4,247 | 3,335 | 2,826 |
Prepayments for milk supply | 1,018 | 2,628 | 273 | 2033 |
Other prepayments and deferred expenses | 475 | 761 | 325 | 285 |
58,504 | 54,466 | 49,279 | 44,941 | |
Group | Company | |||
2024 | 2023 | 2024 | 2023 | |
In the beginning of the reporting period | 3,786 | 3,786 | 3,786 | 3,786 |
Bad debts reversal during the year | (282) | - | (282) | - |
Recognized impairment during the year | - | - | - | - |
At the end of the reporting period | 3,504 | 3,786 | 3,504 | 3,786 |
Group | Company | |||
At 31 December | At 31 December | |||
2024 | 2023 | 2024 | 2023 | |
Cash at bank and on hand | 4,244 | 3,896 | 56 | 237 |
4,244 | 3,896 | 56 | 237 | |
Group | Company | |||
At 31 December | At 31 December | |||
2024 | 2023 | 2024 | 2023 | |
Cash at bank and on hand | 4,244 | 3,896 | 56 | 237 |
4,244 | 3,896 | 56 | 237 | |
Company | ||
At 31 December | ||
2024 | 2023 | |
Dividends per share, EUR | ||
Total amount of dividends paid | (5,251) | (5,251) |
2024 | 2023 | ||||
Number | Amount | Number | Amount | ||
At the beginning of the year | 861,274 | (2,251) | 861,274 | (2,251) | |
Cancelled treasury shares | (3,586,797) | 8,247 | - | - | |
Treasury shares acquired | 3,586,797 | (7,891) | - | - | |
861,274 | (1,895) | 861,274 | (2,251) | ||
Group | Company | |||
At 31 December | At 31 December | |||
2024 | 2023 | 2024 | 2023 | |
restated | restated | |||
Non-distributable reserve | 1,985 | 1,975 | 1,113 | 1,113 |
Revaluation reserve | 1,041 | 1,041 | 1,041 | 1,041 |
3,026 | 3,016 | 2,154 | 2,154 | |
Group | Company | |||
2024 | 2023 | 2024 | 2023 | |
Non-current | ||||
Non-current borrowings | 1,750 | 3,850 | 1,750 | 3,850 |
Current | ||||
Current borrowings | 32,335 | 39,127 | 32,335 | 39,127 |
Total borrowings | 34,085 | 42,977 | 34,085 | 42,977 |
Group | Company | |||
2024 | 2023 | 2024 | 2023 | |
Cash and cash equivalents | 4,244 | 3,896 | 56 | 237 |
Credit line | (30,235) | (37,027) | (30,235) | (37,027) |
Borrowings (excluding credit line) | (3,850) | (5,950) | (3,850) | (5,950) |
Net debt | (29,841) | (39,081) | (34,029) | (42,740) |
Group | Company | |||
2024 | 2023 | 2024 | 2023 | |
Government grants at the beginning of the year | 2,560 | 2,496 | 2,027 | 1,791 |
Government grants recognised | 463 | 517 | 463 | 517 |
Recognised in the income statement | (514) | (453) | (311) | (281) |
2,509 | 2,560 | 2,179 | 2,027 | |
Less: non-current portion | (2,199) | (2,060) | (1,869) | (1,720) |
Current portion | 310 | 500 | 310 | 307 |
Group | Company | |||
2024 | 2023 | 2024 | 2023 | |
Trade payables | 22,443 | 19,898 | 20,714 | 17,507 |
Salaries, social security contributions and taxes | 2,333 | 2,364 | 1,303 | 1,536 |
Advance amounts received and other payables | 1,248 | 1,489 | 872 | 999 |
Accrued expenses | 2,319 | 1,865 | 1,424 | 1,424 |
28,343 | 25,616 | 24,313 | 21,466 | |
Group | Company | |||
2024 | 2023 | 2024 | 2023 | |
Non-current | ||||
Non-current provisions | 1,573 | 1,421 | 1,230 | 1,180 |
Current | ||||
Current provisions | 345 | 314 | 247 | 216 |
Total provisions | 1,918 | 1,735 | 1,477 | 1,396 |
Group | Company | |||
2024 | 2023 | 2024 | 2023 | |
At the beginning of the year | 1,735 | 1,735 | 1,396 | 1,396 |
Recognized in other comprehensive income – remeasurement loss from change in demographic assumptions | - | - | - | - |
Recognized in profit or loss – interest expense | 183 | - | 81 | - |
At the end of the year | 1,918 | 1,735 | 1,477 | 1,396 |
Impact on defined obligation | ||||||
Change of assumption | Increase in assumption | Decrease in assumption | ||||
2024 | 2023 | 2024 | 2023 | 2024 | 2023 | |
Discount rate | 1% | 1.0% | -1% | -1% | 1% | 1% |
Salary growth rate | 1% | 1.0% | 1% | 1% | -1% | -1% |
Group | Company | |||
At 31 December | At 31 December | |||
2024 | 2023 | 2024 | 2023 | |
Net profit (loss) before income tax | 25,601 | 19,244 | 22,110 | 2,924 |
Adjustments for: | ||||
depreciation (Note 14) | 9,789 | 8,875 | 6,737 | 6,086 |
amortisation (Note 15) | 74 | 74 | 55 | 27 |
write-off of property, plant and equipment and intangible assets (Notes 14 and 15) | 20 | 80 | 21 | 81 |
loss/(profit) on disposal of property, plant and equipment (Note 9) | (173) | (39) | (103) | (28) |
interest expense (Note 11) | 1,841 | 1,486 | 1,841 | 1,486 |
interest income (Note 8) | (998) | (358) | (998) | (358) |
amortisation of loans | - | (230) | - | (230) |
inventory write-down to net realisable value (reversal) | (20) | (4,690) | (20) | (4,690) |
impairment for doubtful receivables and write-offs of bad debts (reversal) | (632) | - | (632) | - |
accrual for vacation reserve and bonuses | 454 | - | - | - |
amortisation of government grants received (Note 26) | (514) | (453) | (311) | (281) |
dividend income | - | - | (10,338) | (3,259) |
Changes in operating assets and liabilities: | ||||
trade and other receivables | (3,418) | 1,843 | (3,727) | 17,402 |
inventories | 11,635 | (17,478) | 12,210 | (17,447) |
prepayments for milk supply | (10,727) | 185 | (10,727) | 185 |
trade and other payable | (173) | (4,250) | 2,078 | (3,810) |
Net cash generated from/(used in) operating activities | 32,760 | 4,289 | 18,196 | (1,912) |
Group | Company | |||
At 31 December | At 31 December | |||
2024 | 2023 | 2024 | 2023 | |
Net book amount (Note 14) | 221 | 369 | 222 | 136 |
Profit/(Loss) on disposal of property, plant and equipment (Note 9) | 173 | 39 | 103 | 28 |
Proceeds from sale of property, plant and equipment | 394 | 408 | 325 | 164 |
At 31 December | ||
2024 | 2023 | |
Antanas Trumpa and family members (Chairman of the Board) | 23.35% | 21.02% |
Pieno Pramonės Investicijų Valdymas UAB (established in Lithuania)* | 30.23% | 27.21% |
RSU Holding SIA (established in Latvia)* | 27.74% | 24.96% |
Other shareholders (legal entities and natural persons, not related parties) | 18.68% | 26.81% |
Group | Company | |||
At 31 December | At 31 December | |||
2024 | 2023 | 2024 | 2023 | |
Purchase of milk from other related parties | 4,237 | 4,021 | 44,300 | 38,844 |
Purchase of non-current assets | - | - | 35 | - |
Purchase of inventory | 0 | 59.00 | 11,627 | 10,526 |
Purchases of services | 343 | 357 | 1,871 | 2,039 |
Sales of transportation services to other related parties | 78 | 93 | 2,463 | 2,183 |
Sales of production and other inventories | 55 | 16,845 | 103,934 | 89,783 |
Interest charges on credit facility | 11 | 11 | 11 | 11 |
Group | Company | |||
At 31 December | At 31 December | |||
2024 | 2023 | 2024 | 2023 | |
Current loan receivable from Dzūkijos Pienas KB | 298 | 298 | 298 | 298 |
Advance payment received from Fonterra (Europe) Coöperatie U.A – non current | - | 1,896 | - | 1,896 |
Advance payment received from Fonterra (Europe) Coöperatie U.A –current | - | 230 | - | 230 |
Trade payables to other related parties | 6 | 68 | 2,992 | 2,459 |
Trade receivables from other related parties | 44 | 2,795 | 9,277 | 8,563 |
Group | Company | |||
At 31 December | At 31 December | |||
2024 | 2023 | 2024 | 2023 | |
Salaries | 224 | 235 | 203 | 218 |
Bonuses/management bonuses paid | 36 | 30 | 36 | 30 |
Accrual (reversal) for management bonuses | - | - | - | - |
Social security contributions | 4 | 4 | 4 | 4 |
264 | 269 | 243 | 252 | |
Group | Company | |||
At 31 December | At 31 December | |||
2024 | 2023 | 2024 | 2023 | |
Audit of the financial statements and management report under the agreement | 111 | 75 | 46 | 45 |
Tax consultation services | 20 | 21 | 13 | 13 |
131 | 96 | 59 | 58 | |
Group | |||||||
At 31 December | At 1 January | ||||||
Notes | 2023 | Increase/ (decrease) | 2023 | 2023 | Increase/ (decrease) | 2023 | |
ASSETS | restated | restated | |||||
Non-current assets | |||||||
Property, plant and equipment | 14 | 82,600 | (25,132) | 57,468 | 82,939 | (26,528) | 56,411 |
Intangible assets | 15 | 93 | - | 93 | 162 | - | 162 |
Investments in subsidiaries | 16 | 169 | - | 169 | 169 | - | 169 |
Trade and other receivables | 20 | 536 | - | 536 | 827 | - | 827 |
Deferred income tax assets | 17 | - | 1,194 | 1,194 | - | 2,500 | 2,500 |
Loans granted | 18 | 1,803 | - | 1,803 | 2,213 | - | 2,213 |
85,201 | (23,938) | 61,263 | 86,310 | (24,028) | 62,282 | ||
Current assets | |||||||
Inventories | 19 | 94,397 | - | 94,397 | 72,229 | - | 72,229 |
Loans granted | 18 | 1,539 | - | 1,539 | 2,896 | - | 2,896 |
Trade and other receivables | 20 | 54,466 | - | 54,466 | 56,675 | - | 56,675 |
Prepaid income tax | 766 | - | 766 | 139 | - | 139 | |
Cash and cash equivalents | 21 | 3,896 | - | 3,896 | 3,401 | - | 3,401 |
155,064 | - | 155,064 | 135,340 | - | 135,340 | ||
Total assets | 240,265 | (23,938) | 216,327 | 221,650 | (24,028) | 197,622 | |
EQUITY | |||||||
Attributable to owners of the Company | |||||||
Share capital | 22 | 10,402 | - | 10,402 | 10,402 | - | 10,402 |
Share premium | 18,073 | - | 18,073 | 18,073 | - | 18,073 | |
Reserve for acquisition of treasury shares | 24 | 10,850 | - | 10,850 | 10,850 | - | 10,850 |
Treasury shares | 23 | (2,251) | - | (2,251) | (2,251) | - | (2,251) |
Other reserves | 24 | 24,729 | (21,713) | 3,016 | 25,922 | (22,906) | 3,016 |
Retained earnings | 99,438 | - | 99,438 | 88,453 | - | 88,453 | |
Total equity | 161,241 | (21,713) | 139,528 | 151,449 | (22,906) | 128,543 | |
LIABILITIES | |||||||
Non-current liabilities | |||||||
Borrowings | 25 | 3,850 | - | 3,850 | 5,950 | - | 5,950 |
Deferred income tax liability | 17 | 2,068 | (2,068) | - | 1,122 | (1,122) | - |
Deferred income | 26 | 2,060 | - | 2,060 | 2,097 | - | 2,097 |
Contract liabilities | 31(ii) | 1,896 | - | 1,896 | 2,126 | - | 2,126 |
Provisions | 28 | 1,421 | - | 1,421 | 1,421 | - | 1,421 |
11,295 | (2,068) | 9,227 | 12,716 | (1,122) | 11,594 | ||
Current liabilities | |||||||
Borrowings | 25 | 39,127 | - | 39,127 | 24,440 | - | 24,440 |
Deferred income | 26 | 500 | - | 500 | 399 | - | 399 |
Trade and other payables | 27 | 25,616 | - | 25,616 | 30,209 | - | 30,208 |
Profit tax payable | 2,172 | - | 2,172 | 2,123 | - | 2,124 | |
Provisions | 28 | 314 | - | 314 | 314 | - | 314 |
67,729 | - | 67,729 | 57,485 | - | 57,485 | ||
Total liabilities | 79,024 | (2,068) | 76,956 | 70,201 | (1,122) | 69,079 | |
Total equity and liabilities | 240,265 | (23,781) | 216,484 | 221,650 | (24,028) | 197,622 | |
Company | |||||||
At 31 December | At 1 January | ||||||
Notes | 2023 | Increase/ (decrease) | 2023 | 2023 | Increase/ (decrease) | 2023 | |
ASSETS | restated | restated | |||||
Non-current assets | |||||||
Property, plant and equipment | 14 | 58,228 | (13,863) | 44,365 | 56,988 | (15,237) | 41,751 |
Intangible assets | 15 | 77 | - | 77 | 132 | - | 132 |
Investments in subsidiaries | 16 | 5,048 | - | 5,048 | 5,048 | - | 5,048 |
Trade and other receivables | 20 | 536 | - | 536 | 827 | - | 827 |
Deferred income tax assets | 17 | - | 1,143 | 1,143 | - | 1,847 | 1,847 |
Loans granted | 18 | 1,767 | - | 1,767 | 2,174 | - | 2,174 |
65,656 | (12,720) | 52,936 | 65,169 | (13,390) | 51,779 | ||
Current assets | |||||||
Inventories | 19 | 90,583 | - | 90,583 | 68,446 | - | 68,446 |
Loans granted | 18 | 1,539 | - | 1,539 | 2,896 | - | 2,896 |
Trade and other receivables | 20 | 44,941 | - | 44,941 | 62,762 | - | 62,762 |
Prepaid income tax | 766 | 157 | 923 | 91 | - | 91 | |
Cash and cash equivalents | 21 | 237 | - | 237 | 1,149 | - | 1,149 |
138,066 | 157 | 138,223 | 135,344 | - | 135,344 | ||
Total assets | 203,722 | (12,563) | 191,159 | 200,513 | (13,390) | 187,123 | |
EQUITY | |||||||
Attributable to owners of the Company | |||||||
Share capital | 22 | 10,402 | - | 10,402 | 10,402 | - | 10,402 |
Share premium | 18,073 | - | 18,073 | 18,073 | - | 18,073 | |
Reserve for acquisition of treasury shares | 24 | 10,850 | - | 10,850 | 10,850 | - | 10,850 |
Treasury shares | 23 | (2,251) | - | (2,251) | (2,251) | - | (2,251) |
Other reserves | 24 | 13,937 | (11,783) | 2,154 | 15,105 | (12,951) | 2,154 |
Retained earnings | 82,169 | - | 82,169 | 84,485 | - | 84,485 | |
Total equity | 133,180 | (11,783) | 121,397 | 136,664 | (12,951) | 123,713 | |
LIABILITIES | |||||||
Non-current liabilities | |||||||
Borrowings | 25 | 3,850 | - | 3,850 | 5,950 | - | 5,950 |
Deferred income tax liability | 17 | 780 | (780) | - | 439 | (439) | - |
Deferred income | 26 | 1,720 | - | 1,720 | 1,585 | - | 1,585 |
Contract liabilities | 31(ii) | 1,896 | - | 1,896 | 2,126 | - | 2,126 |
Provisions | 28 | 1,180 | - | 1,180 | 1,180 | - | 1,180 |
9,426 | (780) | 8,646 | 11,280 | (439) | 10,841 | ||
Current liabilities | |||||||
Borrowings | 25 | 39,127 | - | 39,127 | 24,440 | - | 24,440 |
Deferred income | 26 | 307 | - | 307 | 206 | - | 206 |
Trade and other payables | 27 | 21,466 | - | 21,466 | 25,584 | - | 25,583 |
Profit tax payable | - | - | - | 2,123 | - | 2,124 | |
Provisions | 28 | 216 | - | 216 | 216 | - | 216 |
61,116 | - | 61,116 | 52,569 | - | 52,569 | ||
Total liabilities | 70,542 | (780) | 69,762 | 63,849 | (439) | 63,410 | |
Total equity and liabilities | 203,722 | (12,563) | 191,159 | 200,513 | (13,390) | 187,123 | |
Group | Company | ||||||
Notes | 2023 | Increase/ (decrease) | 2023 restated | 2023 | Increase/ (decrease) | 2023 restated | |
Sales | 5 | 304,254 | - | 304,254 | 264,072 | - | 264,072 |
Cost of sales | 10 | (262,487) | 1,151 | (261,336) | (248,997) | 1,151 | (247,846) |
Gross profit | 41,767 | 1,151 | 42,918 | 15,075 | 1,151 | 16,226 | |
Selling and marketing expenses | 6,10 | (14,253) | 111 | (14,142) | (10,318) | 111 | (10,207) |
General and administrative expenses | 7,10 | (8,555) | 4 | (8,551) | (5,376) | 4 | (5,372) |
Other income | 8 | 358 | - | 358 | 3,627 | - | 3,627 |
Other gains/(losses) - net | 9 | 39 | 108 | 147 | 28 | 108 | 136 |
Operating profit | 19,356 | 1,374 | 20,730 | 3,036 | 1,374 | 4,410 | |
Finance costs | 11 | (1,486) | - | (1,486) | (1,486) | - | (1,486) |
Profit before income tax | 17,870 | 1,374 | 19,244 | 1,550 | 1,374 | 2,924 | |
Income tax | 12 | (2,797) | (206) | (3,003) | 250 | (206) | 44 |
Profit for the year | 15,073 | 1,168 | 16,241 | 1,800 | 1,168 | 2,968 | |
Profit for the year attributable to: | |||||||
Owners of the Company | 15,073 | 1,168 | 16,241 | 1,800 | 1,168 | 2,968 | |
Non-controlling interest | - | - | - | - | - | ||
15,073 | 1,168 | 16,241 | 1,800 | 1,168 | 2,968 | ||
Basic and diluted earnings per share (in EUR per share) | 13 | 0.43 | 0.03 | 0.46 | 0.04 | 0.04 | 0.08 |
Name of the issuer: | ROKISKIO SURIS AB (hereinafter referred to as the Company) |
Legal form: | Public limited company |
Date and place of registration: | 28 February 1992. State Enterprise Centre of Registers |
Company code: | 173057512 |
Address: | Pramones st. 3, LT 42150 Rokiskis, Republic of Lithuania |
Keeper of the register of legal persons: | State Enterprise Centre of Registers |
Telephone number: | +370 458 55200 |
Fax number | +370 458 55300 |
Email address: | rokiskio.suris@rokiskio.com |
Website address: | www.rokiskio.com |
ISIN code: | LT0000100372 |
LEI (Legal Entity Identifier) code: | 48510000PW42N5W74S87 |
Share trading code AB Nasdaq Vilnius | RSU1L |
thousand EUR | ||
1. | Retained earnings of the Company for the year at the beginning of the year | 84,485 |
2. | Dividend for previous year approved by shareholders | -5,251 |
3. | Transfers from other reserves | 1,167 |
4. | Allocated for annual payments (tantiemes) for 2022 | -33 |
5. | Retained earnings (losses) for the year at the beginning of the year after payment of dividends and transfer to reserves | 80,368 |
6. | Net profit/(loss) of the Company for the year under review | 1,800 |
7. | Total distributable profit of the Company | 82,169 |
8. | Share of profits allocated to the statutory reserve | 0 |
9. | Share of profits allocated to the reserve for treasury shares | -6,300 |
10. | Share of profit allocated to other reserves | 0 |
11. | Share of profit allocated to dividends* | -5,251 |
12. | Share of profit allocated to annual payments (bonuses) to members of the Management Board, employee bonuses and other purposes, recorded in the Profit and Loss Account | -30 |
13. | Retained earnings (losses) at the end of the financial year to be carried forward to the following financial year | 70,588 |
Type of shares | Ordinary registered shares |
ISIN code | LT0000100372 |
Number of shares, units | 35,867,970 |
Nominal value per share, EUR | 0.29 |
Authorised capital of the Company, EUR | 10,401,711.30 |
Number of own shares, units | 3,586,797 |
Number of votes to be cast, units | 35,867,970 |
Number of votes for calculating the quorum for the General Meeting of Shareholders | 32,281,173 |
Type of shares | Ordinary registered shares |
ISIN code | LT0000100372 |
Number of shares, units | 32,281,173 |
Nominal value per share, EUR | 0.29 |
Authorised capital of the Company, EUR | 9,361,540.17 |
Number of own shares, units | - |
Number of votes to be cast, units | 32,281,173 |
Number of votes for calculating the quorum for the General Meeting of Shareholders | 32,281,173 |
Type of shares | Ordinary registered shares |
ISIN code | LT0000100372 |
Number of shares, units | 32,281,173 |
Nominal value per share, EUR | 0.29 |
Authorised capital of the Company, EUR | 9,361,540.17 |
Number of own shares, units | 861,274 |
Number of votes to be cast, units | 32,281,173 |
Number of votes for calculating the quorum for the General Meeting of Shareholders | 31,419,899 |
2024 | 2023 | 2022 | 2021 | 2020 | |
Fermented cheeses, t | 38,638 | 39,545 | 37,831 | 35,357 | 32,617 |
Milk sugar, t | 13,411 | 13,934 | 12,701 | 12,631 | 12,592 |
Butter and spreadable fat mixtures, t | 5,133 | 7,432 | 5,816 | 5,451 | 8,333 |
Fresh milk products, t | 45,152 | 41,294 | 42,317 | 45,365 | 46,833 |
WPC powder, t | 2,731 | 2,958 | 2,648 | 2,615 | 2,484 |
Dried milk products, t | 3,101 | 4,125 | 3,129 | 3,170 | 4,348 |
In 2022, Rokiskio suris AB launched a new product - spreadable processed cheeses with additives. In 2023, the already well-known spreadable processed cheeses with ham, chimichuri spices, chanterelles and Grand were joined by a new product - spreadable processed cheese Mozzarella. In 2024, the production of spreadable processed cheese increased by 17.7% compared to 2023. |
thousand EUR | % | thousand EUR | % | % | |
2024 | 2023 | Change | |||
Lithuania | 121,805 | 32.89 | 111,023 | 36.49 | 9.71 |
European countries | 220,903 | 59.65 | 153,359 | 50.40 | 44.04 |
Middle East | 13,330 | 3.60 | 23,080 | 7.59 | -42.24 |
Far East | 4,780 | 1.29 | 5,069 | 1.67 | -5.70 |
North America | 4,398 | 1.19 | 5,575 | 1.83 | -21.11 |
Other countries | 5,132 | 1.39 | 6,148 | 2.02 | -16.53 |
Total: | 370,348 | 100.00 | 304,254 | 100.00 | 21.72 |
In March 2024, sour cream in a bag was added to the “Rokiškio Naminis” line. Sour cream fits perfectly in a line characterised by high quality and deep traditions of Lithuanian dairy production. |
In spring 2024, we upgraded the packaging of Rokiškio Bifi Active kefir from 0.7 kg to 1 kg. This change brings even more convenience and value to consumers. |
Spring also saw the launch of Rokiškio's sweetest dairy novelty - Rokiškio Bifi Creamy creamy yoghurts with granola. The yoghurts come in three unique flavours: mango and passionfruit, cherry and strawberry. "Rokiškio Bifi Creamy” double-layered creamy yoghurts with granola will leave no one indifferent with their pleasantly smooth texture and the taste of ripe berries or exotic fruits, while the granola will add crunch and richness to this exquisite tasting dessert. "Rokiškio Bifi Creamy” is a spoonful of creamy dream! This product was selected by NielsenIQ as one of the "Best New Launch 2024" projects. |
Another spring novelty is Rokiškio GRAND grated hard cheese. Perfect for pasta, soups and salads such as Caesar. It is the ideal choice for both professional chefs and home cooks. At the same time, the packaging of Rokiškio sūris AB's pride and joy, Rokiškio GRAND cheese, has been renewed, with a visible and clear emphasis on the name and an update of other design details. |
In July 2024, a new product line was added to the Rokiškio range - Rokiškio LACTOSE-FREE - products designed for those who are lactose intolerant or lactose avoidant, but who do not want to give up the benefits and taste of milk. This line consists of milk, cottage cheese and natural yoghurt, which retain all their natural nutritional properties when lactose is removed in the technological process. It is the perfect choice for lactose intolerant people as well as for anyone looking for dairy products that are easier to digest. |
In September 2024, at the prestigious “Baltic Brand” Forum, the Rokiškis brand was recognised as one of the fastest-growing brands in Lithuania, taking the honourable 5th place. This is a solid accolade that demonstrates consistent growth, consumer confidence and a further strengthening of the brand's market position. "The Baltic Brand” rankings is an annual study that assesses the popularity of brands and changes in consumer behaviour in the Baltic States. It covers more than 600 brands and 300 aspects of consumer lifestyle. |
At the end of 2024, Rokiškio GRAND grated aged hard cheese maxi in 1 kg packs was added to the range. This is a high quality, long-ripened hard cheese, which is very practical for wholesale and export due to its large 1 kg packaging. |
Risk factor | Source of risk | Risk management. |
Economic factors: Supply of raw materials | Small farms; Seasonality; Competition; Lack of a long-term public regulatory framework. The evolution of raw milk prices during the winter and summer periods. Significant movements in milk prices on world markets. | To mitigate potential risks and their impact, milk producers are paid milk price premiums for long-term cooperation, higher milk quality, loyalty and balancing seasonality in milk production. The risk is managed by additional imports of milk from other countries (Estonia, Latvia) and by diversifying the purchase of raw milk from different sized suppliers in Lithuania. |
Sales of products | The group's principal activity is milk processing. Its main product is rennet cheese. Revenue from the sale of cheese accounts for the majority of revenue. The company's revenue, profit and cash flow may be adversely affected by changes in demand and prices for cheese and other products such as milk sugar, butter, WPC on the markets. The production of long-ripened hard cheese is a lengthy technological process that lasts between 9 and 24 months. This lengthy process may adversely affect the company's cash flow and results of operations. Internal competition between local producers. Cheaper Polish production on the Lithuanian market. Increase in the volume and range of cheaper products from other EU countries. | Finding alternatives to imports. Increasing the range of products. Finding new markets. Working with business partners. Risk assessment for each client. |
Environmental factors | Our activities consume large amounts of energy and natural resources. This poses a risk of environmental pollution directly and/or indirectly, as well as air pollution from technological installations. | Vehicle replacement, maintenance, control of operating conditions. Choosing energy suppliers. Resource saving, accounting and control measures. Process control, automation, modernisation. Monitoring the use and impact of natural resources. |
Use of chemicals. This poses risks to workers, products and the environment. | Employee training, personal protective equipment. Accounting and control. Process automation. | |
Physical environmental pollution: noise, smell, light | Control measurements and assessment. Deploying technical tools. Focus on design. | |
Treatment of industrial and surface wastewater. Discharge of pollutants with industrial and surface wastewater. | Maintenance, operating conditions, process control. Pollutant concentration studies, emission accounting. Use of reserves at a municipal wastewater treatment plant. Cleaning and maintenance of sand oil traps and sewers. | |
Improper management of waste from operations poses a threat to the environment | Waste sorting and accounting. Ensuring proper storage conditions. Process management, staff training. Transfer to legitimate processors. | |
Regulation and compliance. Risks are manifested in the high volume of regulation and change in legislation. | Certified management system compliant with ISO 14001:2015 Environmental Management Systems. Requirements and guidelines for use. Continuous evaluation of legislation and developments. Reporting, evaluation of established reports. | |
Environmental concerns of residents, neighbouring businesses and local authorities. The company is located in an industrial area of the city and is adjacent to both other businesses and residential areas. | Disseminating information about company news in the local press and on the internet. Active cooperation with local authorities, residents and business communities. Assessment of the impact of planned activities in accordance with the established procedures In the production areas, climate control systems are installed, which not only maintain the set temperature and humidity parameters, but also work in a recuperative mode. | |
Accounting and reduction of GHG emissions. Dissemination of information and achievement of reduction targets to actors in the supply chain. 94% of our emissions are GHG emissions from dairy farms. | ||
Energy risks | We consume a lot of electricity, heat and water in our operations. All production and non-production equipment relies on electricity to operate. This poses a risk to the uninterrupted supply of electricity. Electricity, heat (steam) and water supply influence the production and technological processes. | Electricity is supplied by an independent energy supplier under the terms of a contract. Distribution is provided by the Energy Distribution Operator. Medium-voltage switchgear is fed from two independent sources, which feed the power transformers. If one substation loses voltage, the other is immediately energised. We have installed 90 MW of solar power plants. Heat energy is supplied by centralised urban heating networks using biofuels (wood) in Rokiškis and Utena. We also produce our own heat with two boiler plants in Utena and Ukmergė which use natural gas. Strict contractual conditions for the supply of thermal energy (steam), defining maximum requirements for pressure and temperature. Installed steam metering to control and ensure consumption and demand of the respective workshops. Boilers for hot water production. The heat pumps recover some of the heat from the environment and reduce the amount of heat energy purchased. Rokiškis receives most of its water supply from its own waterworks and treats wastewater in its own plants. The technological operation of wastewater treatment plants is strictly controlled, and monitoring is carried out and reports are submitted and made public in accordance with the established procedures. Part of the water is purchased from the city's waterworks and part of the wastewater is managed by the city's water management company. The water supply and wastewater treatment services for companies in Utena and Ukmergė are provided by the urban water management companies. |
Food safety and quality | In order to achieve one of the most important objectives of Rokiskio sūris AB - to ensure food safety and quality and to avoid product recalls, the existing and potentially dangerous risk factors (biological, chemical, physical) have been identified, and the favourable conditions for their occurrence and increase have been analysed. The risk assessment consists of an evaluation of the likelihood of the risk factor occurring and the severity of the consequences. Risk assessment covers the entire production chain, from the purchase of raw materials to delivery to the customer. | Based on the level of risk identified and the methodology approved by the Codex Alimentarius Commission, categories of control measures are identified and control measures are defined. Identification of key control measures for the main risk factors at play; Assessing the effectiveness of operational controls to reduce risks to an acceptable level; Developing the necessary action plans to improve the control system; Regular risk management and monitoring of targets. |
Information security | IT risks relate to the use of illegal software, lost and unrecoverable data, and data vulnerabilities. | Only legal, licensed IT software is used to avoid potential threats. A configurable firewall is used to protect against unauthorised access to the company from outside. Unauthorised access to data is limited to those rights and roles that are necessary for their work. A test environment is used to test changes to applications. Data loss is prevented by backing up data. All company computers have anti-virus software installed. Old computer equipment is replaced by new equipment with supported software versions. |
Occupational risk factors: Physical factors: | Inadequate workplace design; Non-compliance with the general minimum requirements for work equipment; Mobile self-propelled, non-self-propelled work equipment; Potentially hazardous installations; Stability and robustness of structures; Escape routes and exits; Fire detection and extinguishing; Electric current; Activities of other companies in the provision of services and other work for the company. | Workplaces and work equipment are maintained. Any deficiencies that may affect workers' health and safety are corrected. Controls for work equipment shall be clearly visible, identifiable and labelled. The work equipment shall have a control system that allows it to be brought to a complete and safe stop. Emergency stop devices shall be provided for this purpose. Where there is a risk of injury to a worker as a result of mechanical contact with moving parts of the work equipment, such parts shall be covered by guards and protective devices shall be fitted to prevent access to dangerous areas. Work equipment shall bear the necessary safety and health signs to ensure the safety of workers. Workers shall receive appropriate information on the use of work equipment, on-the-job training and instruction, i.e. they shall be made aware of the hazards they may encounter from work equipment. Mobile work equipment shall be so arranged and constructed as to expose the worker to minimum risk. Such equipment is subject to regular maintenance, training and periodic health checks. Potentially hazardous installations are operated in accordance with the Law on the Maintenance of Potentially Hazardous Installations. Maintenance of potentially hazardous installations is carried out. Employees working with potentially hazardous equipment are trained, periodically checked for their knowledge and periodically checked for their health. To ensure the stability and robustness of buildings, maintenance is carried out in accordance with the technical building regulations. Evacuation routes are maintained and signposted. Fire extinguishing equipment and fire safety engineering systems are appropriate for the size and purpose of the buildings, the equipment in the buildings, the nature of the materials stored in the buildings, and the number of employees in the workplaces. Fire extinguishers and fire safety engineering systems are subject to maintenance testing. Fire extinguishing equipment is labelled. Workplaces are equipped with a ventilation system. Ventilation equipment is maintained and updated. Fire safety training and drills are organised for staff. Hazardous areas in workplaces are marked. Workstations have strong, stable floors. Workers are provided with special footwear that is slip-resistant. Electrical installations shall be installed in such a way as to avoid the risk of fire or explosion and to protect workers from direct or indirect contact with electrical installations. Periodic resistance measurements of electrical installations shall be carried out in accordance with the procedures laid down by law. In order to ensure the safety and health of workers, avoiding risks arising from the activities of another undertaking and risks to their workers from the activities of the company, a description of the procedures for cooperation and coordination shall be drawn up and coordinating persons shall be appointed. |
Physical: Noise Lighting Chemical factors: Ergonomic factors: | Work equipment Inadequate or poorly installed and maintained lighting in workplaces is a major occupational risk factor, affecting workers' emotional stress, reducing productivity and increasing the number of accidents. Use of chemicals in laboratory testing, cleaning of work equipment and facilities. Manual work exists in many workplaces | Use of personal protective equipment, compulsory health checks for noise, training for workers. Occupational risk assessments measure lighting in workplaces. If the lighting does not meet the hygiene standards, the luminaires are replaced with new LED luminaires. The advantages are lower energy consumption, longer lifetime and higher efficiency. High-pressure washing stations are installed to fully control the doses of chemicals needed for cleaning and disinfecting rooms and to improve staff conditions. Occupational risk assessments are carried out in workplaces where chemicals are used. Mandatory health checks. Information and training for workers. Use of personal protective equipment where hazardous chemical agents are likely. Artificial ventilation system in place. An occupational risk assessment is carried out. An ergonomic risk assessment to prevent musculoskeletal disorders. Compulsory health screening. Manual and electric wheelchairs are used to reduce ergonomic risks. Lifts are also used. The company has introduced robotic technology to avoid heavy lifting. Job rotation is implemented. |
Social factors: | Finding and recruiting staff. Staff development, and integrating staff into work processes. Retaining staff and reducing turnover. | Search for workers at the labour exchange. Cooperation with research institutions. Recommendations from employees working for the company. Internal company resources (encourages employees to develop their skills and qualifications). The company has a performance appraisal and development system. Staff development plans are drawn up each year. Training is organised both by sending employees to external seminars organised by suppliers and internally. The company strives to build a stable workforce by fostering good relations, providing opportunities for development, growth, participation in decision-making, and employee benefits under the Collective Agreement. These social factors do not depend solely on the actions of the company. The company may be forced to increase investment in robotic production processes, i.e. replacing manual labour with robots. The Collective Agreement is updated in 2024 to include more benefits for the company's employees. Employee engagement is promoted through social actions and various events that increase the sense of community and pride in the company. |
Financial indicators (EUR thousand) | 2024* | 2023* | 2022 | 2021 | 2020 |
Sales revenue | 370,348 | 304,254 | 359,269 | 253,062 | 210,829 |
Gross profit | 50,897 | 42,918 | 39,888 | 18,627 | 21,388 |
EBITDA | 37,305 | 29,910 | 22,890 | 9,094 | 13,431 |
EBIT | 27,442 | 20,730 | 13,042 | 965 | 4,171 |
Operating profit | 27,442 | 20,730 | 13,042 | 965 | 4,171 |
Profit before tax (EBT) | 25,601 | 19,244 | 12,593 | 596 | 3,972 |
Net profit/loss | 22,841 | 16,241 | 12,514 | 553 | 4,061 |
Fixed assets | 55,123 | 57,468 | 86,310 | 82,965 | 76,646 |
Short-term assets | 147,642 | 155,221 | 135,340 | 119,902 | 120,424 |
Total assets | 217,376 | 216,484 | 221,650 | 202,867 | 197,070 |
Shareholders' equity | 149,207 | 139,528 | 151,449 | 142,480 | 145,428 |
Profitability (%) | |||||
Return on assets [ROA] | 12.65 | 9.46 | 6.14 | 0.28 | 2.22 |
Return on equity [ROE] | 15.82 | 11.16 | 8.51 | 0.38 | 2.94 |
Gross profit margin (%) | 13.74 | 14.11 | 11.10 | 7.36 | 10.14 |
EBITDA margin (%) | 10.07 | 9.83 | 6.37 | 3.59 | 6.37 |
EBIT margin (%) | 7.41 | 6.81 | 3.63 | 0.38 | 1.98 |
Return on constant capital employed [ROCE] | 18.39 | 14.86 | 8.61 | 0.53 | 2.45 |
Profitability ratio [EBT margin] | 6.91 | 6.32 | 3.51 | 0.24 | 1.88 |
Net profit margin | 6.17 | 5.34 | 3.48 | 0.22 | 1.93 |
Financial structure | |||||
Liabilities/equity ratio | 0.46 | 0.55 | 0.46 | 0.42 | 0.36 |
Equity to assets ratio | 0.69 | 0.64 | 0.68 | 0.7 | 0.74 |
Debt-to-equity ratio | 0.23 | 0.31 | 0.2 | 0.19 | 0.18 |
Debt ratio | 0.31 | 0.36 | 0.32 | 0.3 | 0.26 |
Gross liquidity ratio | 2.36 | 2.29 | 2.35 | 2.77 | 2.7 |
Market value indicators | |||||
Share price to earnings per share ratio [P/E ratio] | 3.97 | 6.74 | 8 | 144 | 24.33 |
Net earnings per share | 0.73 | 0.46 | 0.37 | 0.02 | 0.12 |
Name of indicator | Methodology for calculating the indicator | Value of indicator |
EBITDA | Earnings before interest, tax, depreciation and amortisation. | EBITDA - operating profit before depreciation, amortisation and impairment of fixed assets - helps investors assess the potential for profit generation before investing in fixed assets. |
EBITDA margin | EBITDA / Revenue | EBITDA to revenue ratio shows the efficiency of a company's operations. |
EBIT | Earnings before interest and tax, i.e. net profit + corporation tax + finance costs. | EBIT - operating profit. EBIT is a very important indicator as operating profit is used to pay all liabilities to creditors. It is a good indicator of a company's ability to generate cash flow. |
EBT | Profit before tax, i.e. net profit + corporation tax. | Profit before net investment and financing activities and income tax. |
Average return on assets [ROA] | Ratio of operating profit for the last 12 months to average total assets for the last 12 months. | This indicator shows how efficiently a company's assets are managed, i.e. how much net profit is generated for every euro of assets, which is one of the most popular measures of a company's performance |
Rate of return on equity [ROE] | Ratio of average (net) profit for the last 12 months to average equity for the last 12 months. | The return on equity (or return on equity) shows how many euros of net profit are generated per euro of equity. This indicator is important for shareholders in assessing the return on their past investment in the company. |
Return on constant capital employed [ROCE] | Ratio of the sum of operating profit (EBIT) and financial operating income for the last 12 months to the average capital employed for the last 12 months. | The ROCE profitability ratio measures the return on the funds required for the company's ongoing operations. It is often compared with the interest rates on loans available on the market at the time. The ROCE of a company is considered to be higher than the cost of borrowed capital at that time. |
Liabilities/equity ratio | Liabilities/Equity | The liabilities/equity ratio shows the amount of a company's total long-term and short-term liabilities per euro of equity. |
Debt-to-assets ratio | Financial debts (long-term + short-term)/ Assets | It is a financial ratio that compares a company's financial debts to its total assets. The ratio shows how much of the company's assets are financed by debt. |
Debt-to-equity ratio | Financial debts (long-term + short-term)/Equity | This is one of the main indicators of financial leverage. The debt-to-equity ratio shows how many euros of short-term and long-term debt are held per euro of equity. The debt calculation takes into account all the interest-bearing liabilities of the company. |
Debt ratio | Liabilities to assets ratio | The debt ratio reflects the proportion of a company's assets that are acquired with borrowed funds. |
Gross liquidity ratio | Ratio of current assets to current liabilities | The current ratio measures the ability of an enterprise to meet its short-term liabilities using its current assets. |
P/E (share price/earnings ratio) | Share price at the end of the period / (Net profit/Shares) | The share price/earnings ratio reflects how much an investor pays per euro of a company's net profit earned in the previous period. |
Earnings per share | Net profit/Shares | Earnings per share shows how much a company earns in net profit per share outstanding. |
Sales | 2024 | 2023 | Change (%) |
Fresh dairy products | 131,591 | 110,407 | 19.19 |
Cheese and other milk products | 238,757 | 193,847 | 23.17 |
Total sales revenue (EUR thousand) | 370,348 | 304,254 | 21.72 |
Gross profit | |||
Fresh dairy products | 16,339 | 20,120 | -18.79 |
Cheese and other milk products | 34,558 | 21,647 | 59.64 |
Total gross profit (EUR thousand) | 50,897 | 41,767 | 21.86 |
Number of shares | Nominal value | Total nominal | Share of authorised capital (%) | |
Type of shares | (pcs.) | (EUR) | Value (EUR) | |
Ordinary registered shares | 32,281,173 | 0.29 | 9,361,540.17 | 100 |
2020 | 2021 | 2022 | 2023 | 2024 | |
Opening price, EUR | 2.54 | 3 | 2.88 | 2.96 | 2.92 |
Closing price, EUR | 2.92 | 2.88 | 2.96 | 2.92 | 2.93 |
Maximum price, EUR | 2.98 | 3.18 | 3.20 | 3.06 | 3.74 |
Lowest price, EUR | 2.1 | 2.6 | 2.50 | 2.78 | 2.8 |
Turnover, pcs. | 261,788 | 218,200 | 196,098 | 86,531 | 64,264 |
Turnover, million euro | 0.65 | 0.63 | 0.57 | 0.25 | 0.21 |
Capitalisation, million euro | 80 | 101 | 103 | 103 | 99 |
Name, surname Company name Company code | Address | Owned | With persons acting in concert | |
Number of ordinary registered shares | Share of capital and votes % | Share of capital and votes % | ||
Pieno pramones investiciju valdymas UAB Company code 173748857 | Pramones st. 3, Rokiskis Lithuania | 9,758,312 | 30.23 | 81.32* |
RSU Holding Ltd SIA, reg. No 40103739795 | Elizabetes iela 45/47, LV-1010 Riga | 8,953,883 | 27.74 | |
Antanas Trumpa Chairman of the Board of the Company | 2,378,755 | 7.37 | ||
Andrius Trumpa | 2,760,247 | 8.55 | ||
Rita Trumpaite-Vanagiene | 2,399,120 | 7.43 | ||
SB Asset Management managed investment and pension funds funds UAB | Gyneju st.14, Vilnius Lithuania | 2,088,986 | 6.47 | |
Per year | Amount of dividends declared, EUR | Dividend per share, EUR |
2014 | Dividendai nebuvo mokami | 0 |
2015 | 2,341,737.37 | 0.07 |
2016 | 2,341,373.37 | 0.10 |
2017 | 3,586,797.00 | 0.10 |
2018 | 3,506,165.30 | 0.10 |
2019 | 3,500,669.60 | 0.10 |
2020 | 3,500,669.60 | 0.10 |
2021 | 3,500,669.60 | 0.10 |
2022 | 5,251,004.40 | 0.15 |
2023 | 5,251,004.40 | 0.15 |
Work experience | Rokiskio suris AB has been operating since 1966. 1971 - 2017 Head of the Company (Director). |
Education | 1966 Kaunas Polytechnic Institute, specialist in food industry machinery and apparatus, qualified as a mechanical engineer. In 1979 he defended his thesis "Organisation of the work of vacuum machine" at Kaunas Polytechnic Institute, for which he received the degree of Candidate of Technical Sciences on 12 October 1994. The doctorate degree was awarded by the Lithuanian Science Council on 1994. |
Shares in Rokiskio suris AB | Directly owns 2,378,755 shares (6.63 % of the authorised capital and votes) Together with related parties, 29,837,114 shares (81,32 % of the authorised capital and votes). |
Involvement in other companies | Chairman of the Board of Rokiskio pienas UAB (company code 300561844, registered office address Pramones st. 8, Utena) and Rokiskio pieno gamyba UAB (company code 303055649, registered office address Pramones st. 8, Utena). A shareholder of Pieno pramones investiciju valdymas (company code 173748857, address Pramones st.3, Rokiskis), holding 5.211 units, i.e. 55,76 % of the shares and votes of UAB Pieno pramonės investi valdymas. |
Work experience | Since 2001 Sales and Marketing Director Rokiskio suris AB (company code 173057512, address Pramonss st.3, Rokiskis). |
Education | Kaunas University of Technology, graduated engineer (1993). Baltic Management Institute, Master's degree in Business Administration (EMBA programme, 2000). |
Shares in Rokiskio suris AB | No shares. |
Involvement in other companies | A shareholder of Pieno pramones investiciju valdymas UAB (company code 173748857, address Pramones st. 3, Rokiskis), holding 4.07 % of the shares and votes of Pieno pramones investiciju valdymas UAB. Director of DairyHub.LT UAB (company code 305831304, address Kauno st. 65, Ukmerge). Has no shares in this company. |
Work experience | Director and owner of Osmotics Consulting Ltd. "Osmotics Consulting provides dairy and other agricultural companies with strategic, M&A, management and financial advice. Paul has over 35 years of experience in general management, setting up and managing international joint ventures, marketing, engineering and finance. Worldwide, Paul has worked in Australia, USA, Japan, Latin America, Russia, China, India, Europe and North Africa. Paul M. Campbell currently lives in London. |
Education | University of Canterbury, New Zealand, Chemical and Industrial Engineering. Massey University in New Zealand, Diploma in Dairy Science and Technology. |
Shares in Rokiskio suris AB | He does not own shares in the Company. |
Participation in other activities | There is no information on involvement in other companies. |
Work experience | Since 2005 Development Director of Rokiskio suris AB (company code 173057512, address Pramones st. 3, Rokiskis). From 2020 Director of Milk Purchasing for Lithuania at Rokiskio suris AB (company code 173057512, address Pramones st.3, Rokiskis). |
Education | Lithuanian Academy of Agriculture, economics and organisation. |
Shares in Rokiskio suris AB | No shares. |
Involvement in other companies | Shareholder of Pieno pramones investiciju valdymas UAB, holds 4.07 % of the shares and votes of Pieno pramones investiciju valdymas UAB (company code 173748857, address: Pramones st. 3, Rokiskis); Member of the Board of the Latvian company SIA Jekabpils piena kombinats (company code 45402008851, registered office address Akmenu iela 1, Jekabpils, Latvia), no shares. |
Work experience | 1992-2018 m. Head of Branch, SEB Bank AB, Senior Project Manager, Client Department. |
Education | Higher engineering education, Kiev Polytechnic Institute. |
Shares in Rokiskio suris AB | No shares. |
Involvement in other companies | It is not involved in the activities of other companies. |
Work experience | M&A consultant at Deloitte (2011-2017) Head of M&A Fonterra Europe (2017-2019) Head of Supply Fonterra Europe (2019-2021) Commercial and Partnerships Director Fonterra Europe (2021-2024) Currently: Director Strategy & Partnerships @ HZPC |
Education | Master's degree in Strategic Management (Rotterdam RSM University) |
Shares in Rokiskio suris AB | No shares. |
Involvement in other companies | There is no information on involvement in other companies. |
Work experience | Rokiskio suris AB (company code 173057512, address Pramones st.3, Rokiskis) has been operating since 1991. 2002-2006 Production Director of Rokiskio suris AB. 2007-2017 Deputy Director of Rokiskio suris AB. CEO of Rokiskio suris since 01.01.2018. Since 2007.01.02 Director of the subsidiary Rokiskio pienas UAB (company code 300561844, registered office address Pramones st.8, Utena). Since 29.04.2013 Director of the subsidiary Rokiskio pieno gamyba UAB (company code 303055649, registered office address Pramones st.8, Utena). |
Education | Kaunas University of Technology, Food Industry Machinery and Machine, Mechanical Engineer. |
Shares in Rokiskio suris AB | Does not hold shares directly in Rokiskio suris AB. Together with related parties - 29,837,114 shares (81.32 % of the authorised capital and votes) |
Involvement in other companies | Shareholder of Rokvalda UAB (company code 300059165, address Basanaviciaus st.16A-125, Vilnius), holding 100% of the shares and votes. Since 2010 Chairman of the Board of the Latvian company SIA Kaunata (company code 240300369, registered office address Rogs, Kaunata pag., Rezeknes nov., Latvia). Does not own shares in this company. Since 11 December 2013 Director of SIA RSU Holding (company code 40103739795, business address Elizabetes iela 45/47, Riga). Holds 92 % of the shares of SIA RSU Holding. The shareholder of Pieno pramones investiciju valdymas UAB (company code 173748857, address Pramones st.3, Rokiskis) holds 27.97 % of the shares and votes of Pieno pramones investiciju valdymas UAB. |
Members of the company's management Responsibilities | Name, surname | In office since |
CEO | Dalius Trumpa | 2018-01-01 |
Director of Finance | Antanas Kavaliauskas | 2002-05-01 |
Milk Purchasing Director | Ramunas Vanagas | 2020-01-01 |
Acting Director of Logistics | Ramunas Kubilius | 2024-02-20 |
Sales and Marketing Director | Darius Norkus | 2001-07-18 |
Employee group | Average number of employees | Change | |
2024 | 2023 | (%) | |
Managers* | 6 | 6 | 0 |
Specialists | 263 | 265 | -0.75 |
Workers | 886 | 934 | -5.14 |
Total | 1,155 | 1,205 | -4.15 |
Education | 2024 | 2023 | Change, % |
Higher education | 289 | 301 | -3.99 |
Higher education | 427 | 452 | -5.53 |
Secondary | 424 | 433 | -2.08 |
Unfinished secondary education | 15 | 19 | -21.05 |
2024 | 2023 | Change, % | |
Managers | 3,378 | 3,313 | 1.96 |
Specialists | 2,442 | 2,066 | 18.20 |
Workers | 2,237 | 1,944 | 15.07 |
Group average | 2,288 | 2,150 | 6.42 |
Date of publication | Brief description of the report |
18.04.2024 | On April 30, 2024, the Ordinary General Meeting of Shareholders of AB Rokiskio suris is convened |
18.04.2024 | Strategic investor Fonterra decided to withdraw from the share capital of AB Rokiškio sūris |
30.04.2024 | Resolutions supplemented by the Ordinary General Meeting of Shareholders of Rokiskio suris AB convened on 30 April 2024 |
30.04.2024 | The audited annual information of Rokiskio suris AB for the year 2023 |
02.05.2024 | Ex-day dividend payment of AB Rokiškio sūris |
16.05.2024 | Regarding purchase of own shares of Rokiskio suris AB |
23.05.2024 | AB "Rokiškio sūris" dividend payment procedure for the year 2023 |
24.05.2024 | Rokiskio suris AB completed purchasing of own shares |
28.05.2024 | Information on the shares issued by Rokiskio suris AB and the votes granted |
28.05.2024 | Notification on the disposal of voting rights |
05.06.2024 | On June 27, 2024, the General Extraordinary Meeting of Shareholders of AB Rokiskio suris is convened |
27.06.2024 | Resolutions supplemented by the Extraordinary General Meeting of Shareholders of Rokiskio suris AB convened on 27 June 2024 |
30.08.2024 | Six-months results of AB Rokiskio suris Group for 2024 |
10.09.2024 | A new version of the Articles of Association of Rokiškio sūris AB is registered |
11.09.2024 | Loss of treasury shares of Rokiškio sūris AB |
11.09.2024 | Information on the shares issued by Rokiškio sūris AB and the votes granted |
18.09.2024 | On the acquisition of own shares of Rokiškio sūris AB |
27.09.2024 | Rokiskio suris AB acquires own shares |
27.09.2024 | Information on the shares issued by Rokiskio suris AB and the votes granted |
01.10.2024 | Notification on the disposal of voting rights |
30.12.2024 | Dates of publication of AB "Rokiškio sūris" Group results for 2025 |
Members of the management bodies | Number of people | Total amounts accrued, (salaries and bonuses) thousand EUR* | TOTAL average per member, (salaries and bonuses) thousand EUR | incl. average wage levels | incl. average royalty rate | incl. average size of bonuses |
Board members* | 6 | 120.65 | 20.11 | 14.16 | 5.95 | 0 |
Chief Executive Officer and Chief Financial Officer | 2 | 70.02 | 35.01 | 35.01 | 0 | 0 |
PRINCIPLES/GUIDELINES | YES /NO /NOT APPLICABLE | COMMENTARY |
Principle 1: General Meeting of Shareholders, fair treatment of shareholders and shareholders' rights The corporate governance system should ensure fair treatment of all shareholders. The corporate governance system should protect shareholders' rights. | ||
1.1 All shareholders should have equal access to the information and/or documents provided for in the legislation and should be able to participate in the adoption of decisions of importance to the company. | Yes | All shareholders have equal access to information and/or documents required by law and to participate in decisions of importance to the company. The Company provides information through the Central Regulated Information Database of AB Nasdaq Vilnius Stock Exchange in Lithuanian and English simultaneously. The information shall be published immediately and simultaneously, thus ensuring simultaneous provision of information to all. |
1.2 It is recommended that a company's capital should consist only of shares that give their holders equal voting, ownership, dividend and other rights. | Yes | The Company's authorised capital consists of ordinary registered shares, giving all holders of the Company's shares equal voting, ownership, dividend and other rights. |
1.3 It is recommended that investors should be given the opportunity to familiarise themselves with the rights attaching to new or existing shares in advance, i.e. before purchasing them. | Yes | The Company makes available to investors in advance the rights attaching to new or existing shares to be issued. |
1.4 Exceptional transactions of major importance, such as the disposal of all or substantially all of the company's assets, which would effectively amount to a disposal of the company, should be subject to the approval of the General Meeting of Shareholders. | Yes | In accordance with the Company's Articles of Association, significant transactions, i.e. decisions on investment, transfer, lease, pledge and mortgage of fixed assets with a carrying amount exceeding 1/5 of the Company's authorised capital, decisions on guaranteeing or guaranteeing the performance of obligations of other persons exceeding 1/5 of the Company's authorised capital and decisions on the acquisition of fixed assets for a price exceeding 1/5 of the Company's authorised capital, do not require the approval of the Company's shareholders. These decisions (in accordance with the Company's Articles of Association) shall be approved by the Board. For very important exceptional transactions, such as the disposal of all or almost all of the Company's assets, the Company would be guided by the Law on Joint Stock Companies of the Republic of Lithuania as well as by other legal acts setting out the requirements for approval of such transactions. |
1.5 The procedures for organising and participating in the General Meeting of Shareholders should ensure that shareholders have an equal opportunity to participate in the General Meeting of Shareholders and should not prejudice the rights and interests of shareholders. The choice of the place, date and time of the General Meeting of Shareholders should not preclude the active participation of shareholders in the General Meeting of Shareholders. In the notice convening the general meeting, the company should indicate the latest date on which proposed draft resolutions may be submitted | Yes | All shareholders of the Company shall be informed of the date, place and time of the General Meeting of Shareholders by publicly announcing the General Meeting of Shareholders, the agenda, and draft resolutions in advance in accordance with the procedure established by law, in the Central Regulated Information Base of the AB Nasdaq Vilnius Stock Exchange, in the electronic publication "Public Announcements of Legal Entities" issued by the Centre of Registers of Legal Entities, as well as in the Company's website www.rokiskio.com In the notice of the General Meeting of Shareholders, the Company shall indicate by when shareholders may supplement the agenda of the General Meeting of Shareholders and propose draft resolutions. |
1.6 In order to ensure the right of shareholders living abroad to access information, it is recommended that, where possible, the documents prepared for the General Meeting of Shareholders be made available to the public in advance not only in the Lithuanian language, but also in English and/or in other foreign languages. It is also recommended that the minutes of the General Shareholders' Meeting after signing and/or the decisions adopted are made public not only in Lithuanian but also in English and/or other foreign languages. It is recommended that this information be published on the company's website. Not all documents may be made publicly available if their public disclosure would be detrimental to the company or would disclose the company's business secrets. | Yes | The documents prepared for the General Meeting of Shareholders, including the draft resolutions of the meeting, in accordance with the procedure established by the Law on Companies of the Republic of Lithuania, shall be published on the website of the Nasdaq Vilnius Stock Exchange and on the Company's website not later than 21 days prior to the General Meeting of Shareholders, and shall be made available to the shareholders for public inspection in Lithuanian and English. The resolutions approved by the General Meeting of Shareholders, including the financial statements, the audit report, the management report, amendments to the Articles of Association, etc., are publicly disclosed in Lithuanian and English through the Central Regulated Information Database of Nasdaq Vilnius and on the Company's website www.rokiskio.com. |
1.7 Shareholders entitled to vote should be given the opportunity to vote at the shareholders' meeting in person, either present or absent. Shareholders should not be prevented from voting in advance in writing by completing a single ballot paper. | Yes | The Company's shareholders have the right to participate in the General Meeting of Shareholders both in person and through a representative, provided that the person has a proper power of attorney or a contract for transfer of voting rights has been concluded with him/her in accordance with the procedure established by the legislation, as well as the Company shall enable the shareholders to cast their votes by completing a general ballot paper, as provided for by the Law on Companies of the Republic of Lithuania. |
1.8 In order to enhance shareholders' ability to participate in general meetings, it is recommended that companies should increase the use of modern technology to enable shareholders to participate and vote in general meetings by electronic means. In such cases, the security of the information transmitted must be ensured and the identity of the attendees and voters must be identifiable. | No | The Company does not comply with the provisions of this Recommendation as it is not possible to ensure the security of the information transmitted and the identity of the person who participated and voted cannot be established. |
1.9 It is recommended to disclose in the notice of the draft decisions of the convened General Meeting of Shareholders the new nominations of the members of the collegial body, the remuneration proposed for them, the proposed appointment of the audit firm, if these matters are included in the agenda of the General Meeting of Shareholders. When a new member of the collegial body is proposed for election, it is recommended to disclose his/her educational background, work experience and other management positions held (or proposed to be held). | Yes | The company shall disclose in the draft resolutions, when giving notice of a general meeting of shareholders and if the agenda of the general meeting of shareholders includes the election of a new member of the collegial body or the appointment of an audit firm, the nominations of the proposed new members of the collegial body and the audit firm to be appointed. Information on candidates for the members of the collegial body shall be provided in advance by publishing this information on the website of the Nasdaq Vilnius Stock Exchange, on the website of Rokiskio suris AB www.rokiskio.com, or by publicly announcing it to the shareholders present at the General Shareholders' Meeting at the time of the meeting, if the shareholders whose shares represent at least 1/20 of the total number of votes nominate an additional candidate during the meeting. The company publicly discloses the position, experience and educational background of the collegiate body in its annual and six-monthly interim reports. |
1.10 Members of the Company's collegial body, the Chief Executive Officers1 or other competent persons associated with the Company who are in a position to provide information relating to the agenda of the General Meeting of Shareholders should be present at the General Meeting of Shareholders. Proposed candidates for membership of a collegiate body should also attend the General Meeting if the election of new members is on the agenda of the General Meeting. | Yes | General Shareholders' Meetings are attended by members of the company's collegial body and the Chief Executive Officer. Proposed candidates for election to the collegiate body shall also be present if the election of new members is on the agenda of the General Meeting of Shareholders, except in special cases (e.g. if physical attendance at the meeting would be prevented due to quarantine regime or other important circumstances). |
Principle 2: Supervisory Board 2.1 Functions and responsibilities of the Supervisory Board The Supervisory Board should ensure that the interests of the company and its shareholders are represented, that it is accountable to the shareholders and that it exercises objective and impartial oversight of the company's activities and its management bodies, and that it makes regular recommendations to the management bodies. The Supervisory Board should ensure the integrity and transparency of the company's financial accounting and control system. | ||
2.1.1. Members of the Supervisory Board should act honestly, diligently and responsibly in the best interests of the Company and its shareholders and represent their interests, taking into account the interests of employees and the public good. | Not applicable | According to the Articles of Association of Rokiskio suris AB, the Company has only one collegial body - the Management Board. There is no Supervisory Board in the Company. The shareholders of the Company have decided to delegate all management functions to a collegiate body, the Management Board. |
2.1.2. Where the Supervisory Board's decisions may affect the interests of the company's shareholders differently, the Supervisory Board should treat all shareholders impartially. It should ensure that shareholders are adequately informed about the company's strategy, risk management and control, and the management of conflicts of interest. | Not applicable | See point 2.1.1. |
2.1.3. The Supervisory Board should be impartial in making decisions relevant to the company's operations and strategy. The work and decisions of the members of the Supervisory Board should not be influenced by those who elected them. | Not applicable | See point 2.1.1 |
2.1.4. Members of the Supervisory Board should make clear their objection when they consider that a decision of the Supervisory Board could be detrimental to the company. Independent members of the2 Supervisory Board should: a) remain independent in their analysis and decision-making; b) neither seek nor accept any undue preferences that may cast doubt on the independence of the members of the Supervisory Board. | Not applicable | See point 2.1.1 |
2.1.5 The Supervisory Board should oversee that the company's tax planning strategies are designed and implemented in accordance with the law, in order to avoid perverse practices that are not in the long-term interests of the company and its shareholders, which could give rise to reputational, legal or other risks. | Not applicable | See point 2.1.1 |
2.1.6 The company should ensure that the Supervisory Board is provided with sufficient resources (including financial resources) to carry out its duties, including access to all relevant information and the right to seek independent professional advice from external legal, accounting or other specialists on matters within the competence of the Supervisory Board and its committees. | Not applicable | See point 2.1.1 |
2.2 Formation of the Supervisory Board The procedures for the composition of the Supervisory Board should ensure that conflicts of interest are properly managed, and that the company is governed efficiently and fairly. | ||
2.2.1 The members of the Supervisory Board elected by the General Meeting of Shareholders should collectively ensure a diversity of qualifications, professional experience and competences, and strive for gender balance. In order to maintain an appropriate balance of qualifications among the members of the Supervisory Board, it should be ensured that the members of the Supervisory Board as a whole have a broad range of knowledge, views and experience to perform their tasks properly. | Not applicable | See point 2.1.1 |
2.2.2. Members of the Supervisory Board should be appointed for a fixed term, with the possibility of individual re-election, in order to ensure the necessary development of professional experience. | Not applicable | See point 2.1.1 |
2.2.3. Chairperson of the Supervisory Board should be a person whose current or former position would not be an obstacle to the impartial exercise of his/her duties. A former director or member of the management board of a company should not be immediately appointed as chairman of the Supervisory Board. Where a company decides not to comply with these recommendations, information should be provided on the measures taken to ensure the impartiality of the activity. | Not applicable | See point 2.1.1 |
2.2.4 Each member should devote sufficient time and attention to his/her duties as a member of the Supervisory Board. Each member of the Supervisory Board should undertake to limit his/her other professional commitments (in particular managerial positions in other companies) in such a way that they do not interfere with the proper performance of his/her duties as a member of the Supervisory Board. If a member of the Supervisory Board has attended less than half of the meetings of the Supervisory Board during the company's financial year, the company's shareholders should be informed. | Not applicable | See point 2.1.1 |
2.2.5. When the appointment of a member of the Supervisory Board is proposed, it should be disclosed which members of the Supervisory Board are considered independent. The Supervisory Board may decide that a particular member of the Supervisory Board, although fulfilling the criteria for independence, may not be considered to be independent because of particular personal or company-related circumstances. | Not applicable | See point 2.1.1 |
2.2.6 The amount of remuneration for the members of the Supervisory Board should be approved by the company's General Meeting of Shareholders for their activities and participation in the meetings of the Supervisory Board. | Not applicable | See point 2.1.1 |
2.2.7 The Supervisory Board should carry out an annual evaluation of its activities. This should include an assessment of the Supervisory Board's structure, organisation and ability to act as a group, as well as an assessment of the competence and effectiveness of each member of the Supervisory Board and an assessment of whether the Supervisory Board has achieved its stated performance objectives. The Supervisory Board should publish, at least once a year, relevant information on its internal structure and operating procedures. | Not applicable | See point 2.1.1 |
3. Principle: Board 3.1 Functions and responsibilities of the Board The Board should ensure the implementation of the company's strategy, as well as the proper governance of the company, taking into account the interests of shareholders, employees and other interest groups. | ||
3.1.1 The Executive Board should ensure the implementation of the company's strategy, as approved by the Supervisory Board, if one is established. In cases where the Supervisory Board is not established, the Management Board is also responsible for approving the company's strategy. | Yes | The Company has only one collegiate body, the Board of Directors. The Company's Board is responsible for the proper strategic management of the Company (approving the Company's business strategy, approving the annual budget and performance targets, and making important decisions on the Company's organisational management structure as provided for by law). |
3.1.2 The Management Board, as the collegial management body of the Company, shall perform the functions assigned to it by the Act and the Articles of Association of the Company and, in cases where the Company does not have a Supervisory Board, shall perform, inter alia, the supervisory functions provided for in the Act. In exercising the functions assigned to it, the Management Board should take into account the needs of the company, its shareholders, employees and other interest groups, as appropriate, with a view to building a sustainable business. | Yes | The Company is guided by a corporate strategic plan, according to which the mission of the governing bodies of the Company is to create and maintain a strong, competitive, financially capable and technically advanced company that creates and maximises shareholder value. According to the Company's information, all members of the Board of Directors act in good faith in the interests of the Company and its shareholders, are guided by the interests of the Company rather than their own interests or those of third parties, and endeavour to maintain their independence in their decision-making. |
3.1.3. The Board should ensure compliance with the laws and internal company policies applicable to the company or group of companies to which it belongs. It should also establish appropriate risk management and control measures to ensure regular and direct accountability of management. | Yes | The Board ensures compliance with the law and the company's internal policies, both for the company and the Group. The company also has a risk management and control programme. Risk management is carried out by the Company's management. |
3.1.4 The Board should also ensure that the company has in place the measures included in the OECD Good Practice Guidance3 on internal control, ethics and compliance to ensure compliance with applicable laws, regulations and standards. | Yes | The Company has adopted an Anti-Corruption Policy, which clearly and publicly declares its negative attitude towards bribery and corruption. The provisions of this policy apply to all employees, agents, intermediaries and suppliers of the Company. The Company has also adopted a Code of Ethics, a Human Rights Policy, an Equal Opportunities Policy, a Violence and Harassment Prevention Policy and a Personal Data Protection Policy. |
3.1.5 When appointing a director of the company, the Board should take into account an appropriate balance of qualifications, experience and competence. | Yes | When appointing the company's CEO, the Board considers the candidate's qualifications, experience and competence. |
3.1 Formation of the Management Board | ||
3.2.1 The members of the Board elected by the Supervisory Board, or by the General Meeting of Shareholders in the absence of a Supervisory Board, should collectively ensure a diversity of qualifications, professional experience and competences, and strive for gender balance. In order to maintain an appropriate balance of qualifications among the members of the Management Board, it should be ensured that the members of the Management Board as a whole have a wide range of knowledge, views and experience to perform their tasks adequately. | Yes | The members of the Company's Board are elected by the General Meeting of Shareholders. The members of the Company's Board of Directors are qualified and competent to perform their functions and have many years of management experience. Among them, three independent board members have extensive experience in general management, marketing, setting up and managing international joint ventures. |
3.2.2 The names of the candidates for election to the Board, their education, qualifications, professional experience, positions held, other relevant professional commitments and potential conflicts of interest should be disclosed, without prejudice to the requirements of the legislation on the processing of personal data, at the meeting of the Supervisory Board at which the Management Board or individual members thereof are to be elected. In the absence of a Supervisory Board, the information set out in this point should be provided to the general meeting of shareholders. The Board should compile the data referred to in this point on its members on an annual basis and present them in the company's management report. | Yes | Information on the candidates for the Company's Board shall be provided to the shareholders in accordance with the procedure established by the Law of the Republic of Lithuania on Joint-Stock Companies in the materials of the shareholders' meeting, which shall be made available to the shareholders in advance. Information on the members of the collegial management bodies (names, surnames, information on their education, qualifications, professional experience, participation in the activities of other companies, other relevant professional commitments) shall be provided in the Company's periodic reports and on its website. |
3.2.3 All new board members should be familiarised with their duties, the company's structure and activities. | Yes | All new members of the company's board are briefed on their duties, the company's structure and activities. |
3.2.4 Board members should be appointed for a fixed term, with the possibility of individual re-election, to ensure the necessary growth in professional experience and sufficiently frequent reconfirmation of their status. | Yes | The members of the Board are elected for a 4-year term. There is no limit to the number of terms. The members of the Board are elected by the General Meeting of Shareholders. Shareholders nominate and vote for candidates for the Board based on their own views as to which candidates are best placed to represent the interests of shareholders. |
3.2.5 The Chairperson of the Board should be a person whose current or former position would not be an obstacle to the impartial conduct of business. In the absence of a Supervisory Board, a former director of the company should not be immediately appointed to the post of Chairman of the Board. Where a company decides not to comply with these recommendations, information should be provided on the measures taken to ensure the impartiality of the activity. | No | The Chairman of the Board of Directors of the company is the former CEO of the company. In appointing the former CEO as Chairman of the Board, the members of the Board took into account the former CEO's long-standing managerial experience and his competence for the position of Chairman of the Board. |
3.2.6 Each member should devote sufficient time and attention to his/her duties as a Board member. If a member of the Board has attended less than half of the meetings of the Board during the company's financial year, the company's Supervisory Board should be informed, or, in the absence of a Supervisory Board, the general meeting of shareholders. | Yes | Members of the Company perform their assigned functions well: they actively participate in the meetings of the collegial body and devote sufficient time to the performance of their duties as a collegial member. A quorum of Board members is established at all Board meetings, which allows the Board to take decisions in a constructive manner. During 2024, the Board held 8 Board meetings. All Board meetings were held remotely. All Board meetings were attended by all Board members. |
3.2.7. If, in the cases provided for in the Act, some of the members of the Board will be independent in the election of the Board where no Supervisory Board is established,4 , it should be published which members of the Board are considered independent. The board may decide that a particular member of the board, although fulfilling all the criteria for independence set out in the Act, cannot be considered independent because of particular personal or company-related circumstances. | No | As the company does not have a Supervisory Board, three independent members of the Board have been elected to the Board of the company and meet the criteria of independence set out in the Law on Public Limited Companies. The Board of Rokiskio suris AB consists of 6 members. Candidates to the Board may be nominated by shareholders whose shares carry at least 1/20 of the total votes. |
3.2.8. The amount of remuneration to be paid to the members of the Board for their activities and participation in Board meetings should be approved by the company's general meeting of shareholders. | Yes | In accordance with the Law on Joint-Stock Companies of the Republic of Lithuania, the members of the Board of Directors are paid remuneration for their work on the Board of Directors by the decision of the General Meeting of Shareholders. The members of the Board of Directors do not receive any other remuneration for their activities and participation in meetings. |
3.2.9 Board members should act honestly, diligently and responsibly in the best interests of the Company and its shareholders and represent their interests, taking into account other interest holders. They should not pursue personal interests in their decision-making, they should be subject to non-competition agreements and they should not take advantage of business information and opportunities that are relevant to the company's business to the detriment of the company. | Yes | According to the Company's information, all members of the Board of Directors act in good faith in the interests of the Company and its shareholders, are guided by the interests of the Company rather than their own interests or the interests of third parties, and endeavour to maintain their independence in their decision-making. |
3.2.10. Each year the Board should carry out an evaluation of its own performance. This should include an assessment of the Board's structure, organisation and ability to act as a group, as well as an assessment of the competence and effectiveness of each member of the Board and an assessment of whether the Board has achieved its stated performance objectives. The Board should, at least once a year, publish relevant information on its internal structure and operating procedures, without prejudice to the requirements of the legislation on the processing of personal data. | No | The Company does not have a practice of evaluating the performance of the Board. As two members of the Board are members of the Company's management (functional directors of the Company) and one member of the Board is a former long-serving manager of the Company, the Board is considered to have sufficient organisation and ability to work as a group. Therefore, it does not carry out any assessment of competence and effectiveness. The other two members of the Board are independent members. |
4. Principle 1: Working procedures of the Company's Supervisory Board and Management Board The company's procedures for the work of the Supervisory Board, if established, and the Management Board should ensure the effective work and decision-making of these bodies and promote active cooperation between the company's bodies. | ||
4.1 Board and the Supervisory Board, if established, should work closely together for the benefit of both the company and its shareholders. Good corporate governance requires an open discussion between the management board and the supervisory board. The Management Board should regularly and, if necessary, promptly inform the Supervisory Board on all matters of importance to the company, such as planning, business development, risk management and control, and compliance with company commitments. The Executive Board should inform the Supervisory Board of actual deviations of the business development from the previously formulated plans and objectives, indicating the reasons for this. | No | The Company does not have a Supervisory Board. The shareholders of the Company have decided to delegate all management functions to a single collegiate body, the Management Board. They believe that. that a single collegial body, the Management Board, is sufficient to ensure the effective management of the Company. |
4.2 It is recommended that meetings of the Company's collegial bodies be held at appropriate intervals in accordance with a pre-approved schedule. It is up to each company to decide on the frequency of meetings of its collegial bodies, but it is recommended that they be held at a frequency that ensures uninterrupted discussion of key corporate governance issues. Meetings of the company's collegial bodies should be convened at least once a quarter of the year. | Yes | The Board shall meet in accordance with a timetable approved in advance in the Rules of Procedure of the Board, i.e. at least once every 3 months, and more frequently if necessary. The agenda for the Board meeting, together with the notice convening the meeting, shall be sent to all Board members at least five (5) days before the Board meeting, indicating the items to be discussed at the meeting. Scheduled meetings of the Board shall be convened by its Chairperson or, in his/her absence, by his/her Deputy. |
4.3 Members of the collegial body should be informed in advance of the convening of a meeting in order to allow sufficient time for adequate preparation of the issues to be discussed at the meeting and for the discussion leading to the adoption of decisions. The members of the collegial body should be provided with all relevant material relating to the agenda of the meeting together with the notice of the convened meeting. The agenda should not be amended or supplemented during the meeting unless all members of the collegial body are present and agree to such amendment or supplementation or unless there is an urgent need to deal with matters of importance to the company. | Yes | The agenda may only be added to a meeting if all Board members are present, there is an important matter and all Board members agree that it should be dealt with urgently. |
4.4 In order to coordinate the work of the company's collegial bodies and ensure an efficient decision-making process, the chairpersons of the company's collegial supervisory and management bodies should coordinate the dates and agendas of the meetings convened and cooperate closely on other issues related to the company's governance. Meetings of the company's Supervisory Board should be open to the members of the company's Management Board, in particular where the meeting deals with issues relating to the removal of members of the Management Board, liability, remuneration. | Not applicable | The company does not have a Supervisory Board and therefore cannot comply with this provision. |
5. Principle 1: Nomination, Remuneration and Audit Committees 5.1 Purpose and composition of committees The committees established in the company should enhance the effectiveness of the Supervisory Board and, where there is no Supervisory Board, of the Management Board, which performs supervisory functions, by ensuring that decisions are taken after due consideration and by helping to organise the work in such a way as to ensure that decisions are not influenced by material conflicts of interest. The Committees should act independently and in a principled manner and make recommendations related to the decision of the collegial body, but the final decision is taken by the collegial body itself. | ||
5.1.1 Depending on the specific circumstances of the company and the governance structure chosen, the company's Supervisory Board and, in the absence of a Supervisory Board, the Board of Management, which performs supervisory functions, shall set up Committees. It is recommended that the collegial body form nomination, remuneration and audit committees5 . | Yes/No | The Company has an Audit Committee. The Audit Committee was formed and elected at the General Meeting of Shareholders on 24 April 2009. The General Shareholders' Meeting approved the Terms of Reference for the establishment and operation of the Audit Committee. 30 April 2021 The Company's General Meeting of Shareholders elected 3 new members of the Audit Committee, 2 of whom are independent members. The members of the Audit Committee were elected for a term of 4 years. The Audit Committee is an independent, objective monitoring, research, evaluation and advisory committee dedicated to improving the organisation's performance and creating added value. Its main function is to systematically and comprehensively assess and promote improvements in the effectiveness of the organisation's risk management, control and oversight processes, and to report to the Board and Management on the achievement of objectives and targets, the effectiveness of risk management procedures, and the functioning of the internal controls. The Company does not have nomination and remuneration committees. As the Company's Board is composed of competent members and performs its functions effectively, the Company does not see the need for any other committees at present. |
5.1.2 Companies may decide to form fewer than three committees. In this case, companies should provide an explanation as to why they have chosen an alternative approach and how the chosen approach meets the objectives set for three separate committees. | ||
5.1.3. the functions assigned to the committees formed in the companies may be performed by the collegial body itself in the cases provided for by law. In such a case, the provisions of this Code relating to committees (in particular as regards their role, functioning and transparency) should apply to the collegiate body as a whole where appropriate. | Not applicable | The Board of Directors of the Company does not perform the functions assigned to the Audit Committee. |
5.1.4 Committees set up by a collegiate body should normally consist of at least three members. Subject to legal requirements, committees may be composed of as few as two members. The members of each committee should be selected primarily on the basis of their expertise, with a preference for independent members of the collegial body. The Chairperson of the Board should not be the Chairperson of the Committees. | Yes | The Audit Committee shall be composed of 3 members, 2 of whom shall be independent, with at least 5 years' experience in the accounting field, with relevant experience in the finance and accounting of listed companies. The Chairman of the Board is not a member of the Committee. |
5.1.5 The mandate of each committee formed should be determined by the collegiate body itself. The committees should carry out their duties in accordance with their terms of reference and regularly report to the collegial body on their activities and their results. The terms of reference of each committee, defining its role and specifying its rights and duties, should be published at least once a year (as part of the information that the company publishes annually on its governance structure and practices). Companies should also publish each year in their management report, without prejudice to the requirements of the legislation on the processing of personal data, reports by existing committees on their composition, number of meetings and attendance of members at meetings during the previous year, as well as on their main activities and performance. | Yes | The Audit Committee shall be governed by the rules of procedure established by the Committee and approved by the General Meeting of Shareholders. These bylaws lay down the rules defining the rights and duties of the Audit Committee, the size of the Audit Committee, the period of membership of the Audit Committee, the educational and professional requirements of the members of the Audit Committee and the principles of independence. The Audit Committee shall submit an annual activity report to the General Meeting of Shareholders each year, disclosing the composition of the Committee, the number of meetings and attendance of its members, a description of the work carried out and the results. |
5.1.6 In order to ensure the independence and objectivity of committees, members of the collegial body who are not members of the committee should normally be entitled to attend committee meetings only at the invitation of the committee. The committee may invite or require the attendance of certain employees or experts of the company. The chairman of each committee should be able to communicate directly with shareholders. The circumstances in which this should be done should be set out in the rules governing the operation of the committee. | Yes | The members of the collegial body take decisions at meetings of its members, but in certain cases the Committee shall invite the CEO of the Company and the responsible employees of the Company who are in charge of the areas of activity of the matters under discussion to attend its meetings. The Chairman of the Audit Committee is also able to communicate with shareholders. |
5.2 Nomination Committee. | ||
5.2.1 The main functions of the Nomination Committee should be: (1) to select candidates for vacancies in the Supervisory, Governing Body and Executive Management positions and to recommend them to the collegial body for consideration. The Nomination Committee should assess the balance of skills, knowledge and experience in the management body, prepare a description of the functions and skills required for the specific position and assess the time required to complete the assignment; (2) regularly assess the structure, size, composition, skills, knowledge and performance of the supervisory and management bodies, and make recommendations to the collegiate body on how to bring about the necessary changes; 3) giving due attention to succession planning. | No | The Company does not have a nomination committee. |
5.2.2 The CEO should be consulted on matters relating to members of the collegial body who have an employment relationship with the company and the CEO, with the right to make proposals to the Nomination Committee. | No | |
5.3 Remuneration Committee. | No | The Company does not have a Remuneration Committee. The company has a remuneration policy covering all forms of remuneration, including fixed remuneration, performance-related benefits, pension modules and severance payments. The Company's policy is approved by the Company's management in consultation with the Company's Trade Union Committee. |
The main functions of the Remuneration Committee should be:
| ||
5.4 Audit Committee. | ||
5.4.1 The main functions of the Audit Committee are defined in the legislation governing the Audit Committee6 . | Yes | The Audit Committee shall be governed by the Audit Committee Charter approved by the General Meeting of Shareholders of the Company. The Audit Committee carries out independent, objective monitoring, research, evaluation and advisory activities to improve the Company's performance and create added value. |
5.4.2 All members of the Committee should be provided with detailed information relating to the company's specific accounting, financial and operational characteristics. The audit committee should be informed by the company's senior management of the accounting treatment of significant and unusual transactions, which may be accounted for in different ways. | Yes | All members of the Committee are provided with detailed information relating to the specific accounting, financial and operational features of the Company and, on request, are provided with information on the execution of significant transactions. |
5.4.3 The Audit Committee should decide whether (and if so, when) the Chairman of the Board, the CEO, the Chief Financial Officer (or senior finance and accounting staff), the Internal Auditor and the External Auditor should attend its meetings. The Committee should be able to meet i with the relevant persons, if necessary, in the absence of the members of the management bodies. | Yes | The Audit Committee shall decide on the attendance of other persons at its meetings and, if necessary, the Audit Committee shall invite to its meetings the CEO of the Company and the responsible employees of the Company who are in charge of the areas of activity of the matters under discussion. The Chairman of the Audit Committee shall also be able to communicate with the shareholders. |
5.4.4 The Audit Committee should be informed of the work programme of the internal auditors and receive internal audit reports or a periodic summary. The audit committee should also be informed of the work programme of the external auditors and should receive a report from the audit firm describing any relationship between the independent audit firm and the company and its group. | Yes | The Audit Committee is informed of the work carried out by the Internal Auditor and receives the conclusions of the investigations carried out. The Audit Committee receives reports each year from the external auditors describing any relationship between the independent audit firm and the Company and its Group. |
5.4.5 The Audit Committee should review the company's compliance with the provisions in place governing the ability of employees to make a complaint or anonymously report allegations of wrongdoing within the company, and should ensure that there are procedures in place for a proportionate and independent investigation of such matters and for the appropriate follow-up action. | Yes | The Company has given employees the opportunity to file complaints or anonymous reports of irregularities committed by the Company, but the Company has not received any such complaints or reports during the reporting period. |
5.4.6 The Audit Committee should report to the Supervisory Board, or if no Supervisory Board is formed, to the Management Board, at least once every six months, at the same time as the approval of the annual and half-yearly reports. | Yes | The Audit Committee analyses and evaluates the company's annual and half-yearly financial statements and makes recommendations to the Board of Directors for their approval, together with its own performance reports for that period. |
6. Principle 1: Avoidance and disclosure of conflicts of interest The corporate governance framework should encourage members of the supervisory and management bodies of the company to avoid conflicts of interest and ensure a transparent and effective mechanism for disclosure of conflicts of interest by members of the supervisory and management bodies of the company. The corporate governance system should recognise the rights of stakeholders as enshrined in law and promote active cooperation between the company and stakeholders to create wealth, jobs and financial stability. In the context of this principle, stakeholders include investors, employees, creditors, suppliers, customers, the local community and others with an interest in the company. | ||
A member of a company's supervisory and management body should avoid a situation where his or her personal interest conflict or may conflict with the interests of the company. If such a situation does arise, the member of the supervisory or management body of the company should, within a reasonable period of time, inform the other members of the same body, or the body of the company which elected him, or the shareholders of the company of the situation of such a conflict of interests, indicating the nature of the interests and, where possible, the value. | Yes | Members of the Company's governing bodies shall conduct themselves in such a way as to avoid any conflict of interest with the Company. During the reporting period, there are no known cases of conflict of interest between the Company and a member of its governing body. |
7. Principle 1: Company remuneration policy The company's remuneration policy and the procedures for its review and disclosure should prevent potential conflicts of interest and abuse in determining the remuneration of members of the collegiate bodies and the chief executive officers, as well as ensure the openness and transparency of the company's remuneration policy, including the company's long-term strategy. | ||
7.1 The Company should adopt and publish on the Company's website a remuneration policy, which should be reviewed regularly and be consistent with the Company's long-term strategy. | Yes/No | The Company has a remuneration policy in place and approved by the Company's management, but it is not published on the Company's website. The Remuneration Policy was approved at the company's 2020 Annual General Meeting and is published on the company's website. |
7.2 Remuneration policies should cover all forms of remuneration, including fixed remuneration, performance-related remuneration, financial incentive schemes, pension schemes, termination payments, and conditions that provide for the company to recover amounts paid or to suspend payments | Yes | The company has a remuneration policy covering all forms of remuneration, including fixed remuneration, performance-related benefits, pension modules and severance payments. |
7.3 In order to avoid potential conflicts of interest, the remuneration policy should stipulate that members of the collegiate bodies which exercise supervisory functions should not receive remuneration which is linked to the performance of the company. | Yes | See point 3.2.8. |
7.4 The remuneration policy should provide sufficient detail on the severance pay policy. Severance payments should not exceed a fixed amount or a fixed number of annual salaries and should generally not exceed a fraction of two years' fixed remuneration or its equivalent. Termination payments should not be made if the contract is terminated due to poor performance. | Yes | Severance payments are granted in accordance with the provisions of Chapter 5 of the Labour Code of the Republic of Lithuania and the Collective Agreement of the Company. |
7.5 If the company has a financial incentive scheme, the remuneration policy should include sufficient details on the retention of shares after vesting. In the case of share-based awards, the shares should not vest for at least three years after the award. After vesting, members of the collegiate bodies and chief executives should retain a certain number of shares until the end of their term of office, depending on the need to cover any costs associated with the acquisition of shares. | No | The Company does not have a financial incentive scheme. |
7.6 The company should publish on the company's website information on the implementation of the remuneration policy, which should focus on the remuneration policy of the collegiate bodies and the management for the next and, where appropriate, the following financial year. It should also provide an overview of how the remuneration policy was implemented in the previous financial year. Such information should not contain commercially valuable information. Particular attention should be paid to material changes in the company's remuneration policy compared to the previous financial year. | No | See point 7.1. |
7.7 It is recommended that the remuneration policy, or any material change to the remuneration policy, should be placed on the agenda of the general meeting of shareholders. Schemes where members of the collegial body and employees are remunerated in shares or share options should be approved by the general meeting of shareholders. | No | See point 7.1. |
8. Principle 1: The role of stakeholders in corporate governance The corporate governance system should recognise the rights of stakeholders, whether enshrined in law or in mutual agreements, and promote active cooperation between the company and stakeholders in order to create wealth, jobs and financial stability. In the context of this principle, stakeholders include investors, employees, creditors, suppliers, customers, the local community and others with an interest in the company. | ||
8.1 The corporate governance framework should ensure that the rights and legitimate interests of interest holders are respected. | Yes | The company's corporate governance system ensures that the rights of interest holders protected by law are respected. The Company provides for the participation of interest holders in the management of the Company through the participation of the Company's employees and milk producers in the share capital of the Company. The majority of the employees are shareholders of the Company and therefore participate directly in the management of the Company. Interest holders involved in the governance process are given access to relevant information and the opportunity to vote on relevant decisions. In addition, the Company has made arrangements for confidential reporting of illegal or unethical practices. |
8.2 The corporate governance framework should allow interest holders to participate in the governance of the company in accordance with the law. Examples of the participation of interest holders in the governance of the company could include the participation of employees or their representatives in important decisions of the company, consultations with employees or their representatives on corporate governance and other important issues, participation of employees in the share capital of the company, the involvement of creditors in the governance of the company in cases of insolvency, etc. | ||
8.3 Where stakeholders are involved in the governance of the company, they should be given access to relevant information. | ||
8.4 Interest holders should be able to confidentially report illegal or unethical practices to the collegiate body exercising the supervisory function. | ||
9. Principle 1: Disclosure of information The corporate governance framework should ensure that timely and accurate disclosures are made on all material matters relating to the company, including its financial position, performance and corporate governance. | ||
9.1 Without prejudice to the Company's procedures for confidential information and trade secrets, as well as the requirements of the legislation governing the processing of personal data, the Company's public disclosure of information should include, but not be limited to: | Yes | The information referred to in this Recommendation is disclosed in the Company's annual and half-yearly reports, subject to the requirements of data processing legislation and the confidential information regime. This information shall be published on the website of AB Nasdaq Vilnius Stock Exchange and on the Company's website. |
9.1.1. the Company's performance and financial results; | ||
9.1.2. the company's business objectives and non-financial information; | ||
9.1.3. the persons owning or controlling a shareholding in the company, directly and/or indirectly and/or jointly with related persons, as well as the structure of the group of companies and the interrelationships between them, indicating the final beneficiary; | ||
9.1.4. the members of the company's supervisory and management bodies, which of them are considered independent, the company's chief executive officer, the shares or votes they hold in the company, and their participation in the management of other companies, their competence and remuneration; | ||
9.1.5. reports from existing committees on their composition, number of meetings and attendance of members during the previous year, as well as on their main activities and results; | ||
9.1.6. the foreseeable material risk factors and the company's risk management and oversight policies; | ||
9.1.7. the Company's transactions with related parties; | ||
9.1.8. key issues relating to employees and other stakeholders (e.g. human resources policy, employee participation in the management of the company, promotion through shares or stock options, relations with creditors, suppliers, the local community, etc); | ||
9.1.9. the company's governance structure and strategy; | ||
9.1.10. initiatives and measures in the areas of social responsibility policy, anti-corruption, and major investment projects underway or planned. This list is to be considered as a minimum and companies are encouraged to go beyond the disclosures contained in this list. This principle of the Code does not relieve companies of their obligation to disclose information as required by law. | ||
9.2 For the disclosures referred to in paragraph 9.1.1 of Guideline 9.1, it is recommended that a company that is a parent company in relation to other companies should disclose the consolidated results of the whole group. | Yes | The Company discloses information on the consolidated results of the Company and its group of subsidiaries. The disclosures are made in the consolidated management report and consolidated half-yearly financial statements. |
9.3 In the disclosures referred to in paragraph 9.1.4 of Guideline 9.1, it is recommended to provide information on the professional experience and qualifications of the members of the company's supervisory and management bodies and the company's chief executive officer, and on any potential conflicts of interest that could affect their decisions. It is also recommended to disclose the remuneration or other income received by the members of the supervisory and management bodies of the company and by the company's manager from the company, as detailed in Principle 7. | Yes | The information referred to in the Recommendation is provided in the Company's annual and half-yearly reports. The consolidated management report shall disclose information on total employee-related costs, the amount of remuneration paid to the Company's chief executive officer during the year, and the Remuneration Report shall disclose the remuneration received by the members of the collegial body. |
9.4 Disclosures should be made in such a way that no shareholders or investors are discriminated against in terms of the manner and extent to which they receive information. Disclosure should be made to all and at the same time. | Yes | The Company discloses all regulated information through the AB Nasdaq Vilnius news distribution system. This ensures that it is available to the widest possible public. The information is simultaneously available in both Lithuanian and English. In addition, the Company publishes the information before or after the Nasdaq Vilnius trading session to ensure that all shareholders and investors of the Company have equal access to the information and to make appropriate investment decisions. The Company shall not disclose information that may affect the price of its issued securities in comments, interviews or otherwise until such information is made publicly available through the Central Regulated Information Base. |
10. Principle 1: Selection of the Company's audit firm The company's mechanism for selecting the audit firm should ensure the independence of the audit firm's report and opinion. | ||
10.1 In order to obtain an objective opinion on the Company's financial position and financial performance, the Company's set of annual financial statements and the financial information contained in the Management Report should be reviewed by an independent audit firm. | Yes | An independent audit firm audits the separate and consolidated annual financial statements of the Company and its subsidiaries (the Group) in accordance with International Financial Reporting Standards as adopted by the European Union. The independent audit firm also assesses the consistency of the management report with the audited financial statements. |
10.2 It is recommended that the nomination of the audit firm be proposed to the General Meeting of Shareholders by the company's Supervisory Board or, if the company does not have a Supervisory Board, by the company's Management Board. | Yes | The Board of Directors of the Company proposes the appointment of the auditor to the General Meeting of Shareholders. |
10.3 If the audit firm has received fees from the company for non-audit services, the company should disclose this publicly. This information should also be made available to the company's supervisory board or, if the company does not have a supervisory board, to the company's management board when considering which audit firm to propose to the general meeting of shareholders. | Yes | Information on the remuneration of the audit firm is disclosed publicly in the Company's management reports. The audit firm shall provide non-audit services only with the approval of the Audit Committee. During 2024, the Audit Committee received a fee of EUR 20 thousand for non-audit services rendered to the Company's Group. |
Director | Dalius Trumpa |
Members of the Board | |
Antanas Trumpa | |
Darius Norkus | |
Paul M Campbell | |
Ramūnas Vanagas | |
Jonas Vaičaitis | |
Thomas Jan de Bruijn |
Salary components (EUR) | ||||
Basic-fixed salary | Variable part of the salary - incentive fund | Bonuses | Financial allowance | |
Head of the company | 21,127 | 10,154 | - | - |
Salary components (EUR) | ||||
Basic-fixed salary | Variable part of the salary - incentive fund | Bonuses | Financial allowance | |
Head of the company | 9,909 | 6,192 | - | - |
Year | Net profit (kEur) | Average monthly salary (Eur) |
2024 | 22,841 | 2,288 |
(change %) | 40.63 | 6.42 |
2023 | 16,241 | 2,150 |
(change %) | 29.78 | 15.59 |
2022 | 12,514 | 1,860 |
(change %) | 2.162,93 | 35.57 |
2021 | 553 | 1,372 |
(change %) | -86,38 | 6,36 |
2020 | 4,061 | 1,290 |
(change %) | -0.98 | 6.17 |
KEY ELEMENTS OF DUE DILIGENCE | PARTS OF THE SUSTAINABILITY STATEMENT |
a) Integration of Due Diligence into Governance, Strategy and Business Model | GOV-1, GOV-2, GOV-3, SBM-3 |
(b) Involvement of Affected Stakeholders in All Key Stages of the Due Diligence Process | GOV-2, SBM-2, IRO-1, MDR-P, S1-2, S2-2, S3-2, S4-2 |
(c) Identification and Assessment of Negative Impacts | IRO-1, SBM-3 |
d) Taking action to address these negative impacts | MDR-A, E1, E2, E3, E4, E5, S1, S2, S3, S4, G1 |
e) Monitoring and Communicating the Effectiveness of These Actions | MDR-M, MDR-T, E1, E2, E3, E4, E5, S1, S4, G1 |
The initial link | The Group’s activities | The final link | ||||||||||
Raw milk collection | Raw materials needed for production | Manufacture and supply of other raw materials, equipment and supply of significant services | Purchases, raw milk purchases | Product manufacturing, warehousing, sales | Cutting, packing, Storage | Wholesale | Delivery, logistics - own transport | Delivery, logistics - hired transport | Retail trade | Consumption/use | Waste management | |
Scope | Sustainability theme | Objectives and indicators | Value in 2024 | Alignment with the Sustainable Development Goals |
Reducing Environmental Impact | Climate change: GHG emissions and energy | Reduce Scope 1 and 2 GHG emissions by 30% (compared to 2020) | -22% | |
Reduce Scope 3 GHG emissions by 5% (compared to 2020) | -0.4% | |||
Ensure 90% of electricity and thermal energy comes from renewable sources | 52% | |||
Reduce energy consumption intensity by 2% annually | -19% | |||
Pollution | 0 incidents/accidents related to pollution-related requirements | 0 | ||
Circular Economy (Resources, waste) | Achieve 95% of waste reused; reduce landfill waste | 93.1% | ||
Ensure 85% of product packaging is recyclable | 88.9 % | |||
Ensure 10% of used water is recycled or reused | 6.6% | |||
Reduce water consumption intensity by 10% (compared to base year) | +7.9 % | |||
Responsible Supply chain | Supplier relationship management including application of environmental and social criteria, animal welfare, biodiversity and ecosystems, pollution (soil, water) | 90% of acquired key materials/ingredients certified by GFSI | 85.38% | |
Somatic cell count in raw milk must not exceed 400,000/ml | Avg. 198,000/ml | |||
100% of key suppliers comply with environmental and/or social standards | 100% | |||
100% of inspected farms meet criteria for animal welfare, environmental and social standards | 100% | |||
Employee and Community Well-being | Working conditions, including health and safety, Social dialogue | Increase employee loyalty and satisfaction index (eNPS) score by 2–3 points by 2027 | 40.2 | |
Maintain employee turnover at a similar level | 15.32% | |||
Zero serious workplace accidents | 0 | |||
Training and skills development | Allocate sufficient resources for employee training, professional development and academic studies | EUR 125,000 | ||
Implement a digital training management system to analyse training hours and effectiveness | In progress | |||
Equal Treatment and Equal Opportunities | Zero cases of discrimination at the workplace. | 0 | ||
Increase proportion of women on the Board | 0 | |||
Gender pay gap not exceeding 10% | 10.77% | |||
Affected Communities | Support (financially or production) at least 100 events annually | ~70-80 | ||
Product Quality and Safety | Consumer health & safety | Expand range of healthier products by 3% by 2027 | 6% of total SKUs | |
Ensure no recurring complaints related to product safety and quality | 3 | |||
Zero product recalls due to safety breaches | 0 | |||
Quality and transparent Information about the products | Zero cases of product or labelling falsification | 0 | ||
Ethical Governance | Business ethics and compliance (incl. anti-corruption) | Zero significant breaches of law | 0 | |
Zero confirmed cases of corruption | 0 | |||
Investment and Innovation | Improving operational efficiency / reducing environmental impact through innovations and/or solutions (100%) | 100% | ||
Data Security | Zero data protection breaches | 0 | ||
100% of administrative staff trained on data protection topics | 0 |
Key stakeholders | How to get involved | Purpose of involvement/cooperation | Indications that the Group takes into account the results of the engagement |
Shareholders and other investors | Regular financial reports, AGMs, direct comments at shareholder meetings | Conducting profitable and sustainable operations in compliance with the law and the Group's Articles of Association | Share price fluctuations, or by other means (for more information, see the Management Report "Shareholder Rights") |
Customers (wholesale buyers) | Face-to-face meetings, contractual agreements, personalised offers | Long-term business-to-business (B2B) cooperation | Sales growth, orders repeatability, customers feedback |
Employees (including trade unions) | Internal communication, surveys, meetings with trade unions, employee representatives | Create the right working conditions, ensure safety, develop competences and improve process efficiency, ensuring that identified risks are properly managed and impacts minimised. | Employee satisfaction levels, staff turnover, results of employee surveys, complaints |
Consumers | Market research, social networks, loyalty programmes, consumer surveys | To best meet market needs, develop safe, quality products, and assess the Group's strengths and weaknesses | Brand awareness, consumer feedback, sales dynamics |
Raw milk suppliers, suppliers' employees | Long-term supply contracts, quality control programmes, educational initiatives, surveys, dialogues | Seeking long-term partnerships and creating mutual value | Product quality, supplier loyalty, supply chain stability (the Group operates with suppliers that are assessed against established criteria and included in a list of trusted suppliers) |
Suppliers of other raw materials and services, employees of suppliers | Regular meetings, cooperation agreements, quality standards, surveys, dialogues | Selecting suppliers on the basis of ethical business and environmental and social criteria | Supply chain efficiency, on-time delivery, supplier evaluation indicators (The Group operates with suppliers that are evaluated against established criteria and included in a list of trusted suppliers) |
Government organisations | Ensuring compliance, participation in industry discussions, regulatory meetings. | To comply impeccably with the laws of the Republic of Lithuania and to obtain advisory assistance or financial support for the Group's ongoing investment projects | Regulatory compliance, inspection results, company's reputation with public authorities |
Media | Press releases, press conferences, proactive communication. | Provide transparent and reliable information to the public | Tone of media coverage of the Group, number of publications, outreach for disseminating information |
Local communities and non-governmental organisations (NGOs) | Social responsibility projects, dialogue with communities, support programmes, channels for local communities to express their views | Promote community by supporting various initiatives, thereby contributing to the well-being of our employees, ensuring a lasting positive impact on the local population, contributing to the creation of employment opportunities and improving quality of life | Community satisfaction, participation in initiatives, long-term relationships with NGOs |
Academic community | Partnership projects, research funding, student placements | Collaborate on research into new product development, packaging and process improvements in operations; develop the younger generation. | Adoption of innovations, publications about the company, recruitment of specialists/trainees |
+ positive impact | (F) ⚫ actual impact | 🟡 - opportunities | |
- negative impact | (G) ⚪ possible effects | ❗- risks |
ESRS / Sustainability theme | Material sub-themes | Material impact | Material risks and/or opportunities | Value chain | ||
Primary | Group activities | Final link | ||||
E1 Climate change | Adaptation to climate change Climate change mitigation Energy | (-) ⚫ Energy consumption and direct GHG emissions in the Group's activities and GHG emissions in the value chain (ST, MT, LT) (+) ⚫ Assessing and reducing GHG emissions through energy efficiency projects and retrofitting of vehicles. (ST, MT, LT) (+) ⚫ Educational support for dairy farms to promote a lower climate impact of the industry. (ST, MT, LT) | The risks and opportunities are described in Chapter 2 of the ESRS on Climate Risk Assessment and Management | Y | Y | |
E2 Pollution | Air pollution Water pollution Soil pollution Microplastics | (-) ⚫ Air pollution (particulate matter) from process plants, transport, manufacturing, and combustion processes (ST, MT, LT) (-) ⚪Water and soil pollution caused by agricultural activities: livestock waste management, fertiliser and pesticide use (ST, MT, LT) (-) ⚫ Plastic packaging of the Group's dairy products contributes to microplastic pollution (ST, MT, LT) | Risks: ❗Financial losses and the necessary investments to meet increasing environmental requirements can lead to financial burdens. Opportunities: not identified | Y | Y | Y |
E3 Water and marine resources | Water consumption Water abstraction Water discharge | (+) ⚫ Reuse of treated water, reducing demand for water resources. (ST, MT, LT) | Risks: ❗ Consequences of inadequate sewage management: fines and reputational damage (v. i. periods) Opportunities: not identified | Y | ||
E4 Biodiversity and ecosystems | Direct impacts on biodiversity loss Impacts on the extent and condition of ecosystems | (+) ⚪Participation in the State Forest Enterprise's reforestation programmes with plans to continue in the future (ST, MT, LT) | Risks: ❗ Declining ecosystems due to environmental factors can lead to rising commodity prices. (period i.) Opportunities: not identified | Y | Y | |
E5 Circular economy | Resource inputs, including resource use Resource outputs related to products and services Waste | (-) ⚫ Production waste generated; packaging of products produced (ST, MT, LT) (+) ⚪ Innovations in packaging design to minimise environmental impact (ST, MT, LT). | Risks: ❗New requirements related to waste, packaging (MT, LT) ❗ Lack of attention to packaging can negatively affect the image among sustainability-minded consumers (MT, LT) ❗ Decrease in availability of raw milk, increase in purchase price due to environmental requirements, disease or drought (MT, LT) Opportunities: 🟡 Incorporating waste and products into the circular economy (ST, MT, LT). | Y | Y | Y |
S1 Own workforce | Freedom of association, existing works councils and workers' information, consultation and participation rights Collective bargaining, including the share of workers covered by collective agreements Health and safety Equal treatment and equal opportunities for all (all sub-themes) Privacy | (+) ⚫Additional financial incentives, benefits, promotion of staff development and learning, open communication and collective bargaining (ST, MT, LT) (-) ⚪ Increasing investment in robotic manufacturing would make some jobs redundant (LT) (-) ⚪The main adverse effects on workers arise from mechanised processes in production, which can cause injuries (+) ⚫Strategic diversity beyond legal requirements (ST, MT, LT) (-) ⚪ Data leakage incidents involving employees' personal data | Risks: not identified Opportunities: 🟡 Clear development and career progression processes and the promotion of diversity with equal working opportunities increase employee loyalty, foster innovation, improve the working climate and enhance the organisation's reputation (ST, MT, LT) | Y | ||
Risks: ❗ Gender imbalance may lead to ineligibility, reputational damage. (ST, MT, LT) ❗ Data leakage incidents involving employees' personal data and the resulting negative impact on the Group in terms of reputational and financial damage (ST, MT, LT) Possibilities: not identified | Y | |||||
S2 Value chain workers | Working conditions Equal treatment and equal opportunities for all Other work-related rights | (+) ⚫ Criteria for suppliers promote good working conditions for workers in the value chain (ST, MT, LT) | Risks: ❗ Human rights abuses along the value chain, especially in third country territories, can cause financial and reputational damage (ST, MT, LT). Opportunities: 🟡 Strict requirements and certifications for suppliers help to improve both the conditions of workers in the sector and the company's image and reputation. (ST, MT, LT) | Y | ||
S3 Affected communities | Economic, social and cultural rights of communities | (-) ⚪Effects of manufacturing activities in cities where factories are located (ST) (+) ⚫ Active support for communities in Rokiškis, Utena and Ukmergė. (ST, MT, LT) (+) ⚫ Cooperation with farmers to develop modern, cost-effective and sustainable farms (ST, MT, LT) | Risks: ❗ Withdrawing support from local communities may cause dissatisfaction and damage to the Group's reputation (ST, MT, LT) Opportunities: 🟡 Strategic giving focused on creating mutual value, strengthening relationships with communities and improving corporate image. (ST, MT, LT) | Y | ||
S4 Consumers and end-users | Privacy Access to (quality) For information visit Health and safety | (-) ⚪Despite the principles of responsible marketing, misleading or unethical information may lead to consumer dissatisfaction (ST, MT, LT) (-)⚪ Customer data loss incidents have a negative impact on customers and their trust (ST, MT, LT) (+) ⚫ Additional information verification filter ensures fair, transparent and reliable communication (ST, MT, LT) | Risks: ❗Reputational and financial damages due to leakage of customer data (ST, MT, LT) ❗ Financial risks due to incorrect labelling of products (periods in v.i.) Opportunities: 🟡 N/A | Y | Y | |
(-)⚪ Products that do not meet safety and quality requirements may cause health problems for consumers. (MT, LT) (+) ⚫ Production processes ensure the nutritional quality of products, contributing to a healthy, safe and complete diet. (ST, MT, LT) | Risks: ❗ Failure to meet safety and quality requirements could result in financial and reputational consequences for the Group (including fines). (ST, MT, LT) Opportunities: Not identified | Y | Y | |||
G1 Business ethics | Company culture | (+) ⚫ Additional initiatives and actions going beyond legal requirements enhance staff satisfaction and motivation. (ST, MT, LT) | Risks: ❗ Failure to comply with rules, procedures and laws can lead to legal, financial and reputational consequences (MT, LT) Opportunities: 🟡 Additional initiatives to strengthen company culture (ST, MT, LT) | Y | ||
Protection of speakers | Not identified | Risks: ❗ Failure to operate a whistleblowing channel and protect whistleblowers puts the company at risk (reputational as well as financial) from unreported potential misconduct. Opportunities: 🟡 Not identified | Y | |||
Animal welfare | (+) ⚫ Additional initiatives such as high criteria, inspections, training and education ensure animal welfare in line with the "5 freedoms" principle (ST, MT, LT) | Risks: ❗ Failure of suppliers to meet animal welfare standards poses reputational, credibility and financial risks, (ST, MT, LT) Opportunities: 🟡 Using high quality milk from healthy animals and rigorous standards, the Group produces premium products (ST, MT) | Y | Y | ||
Supplier relationship management, including payment practices | (-) ⚪ Negative impact due to lack of supplier responsibility (ST, MT, LT) (+) ⚫ Strict criteria and standards for suppliers in place) (ST, MT, LT) (+) ⚫ Cooperation with local farmers (ST, MT, LT) | Risks: ❗ Risk of inadequate controls or lack of supplier responsibility (ST, MT, LT) Opportunities: 🟡 Cooperation with farmers strengthens the Group's reputation (ST, MT, LT) | Y | |||
Corruption and bribery | (-) ⚪ Corruption cases | Risks: ❗ Incidents of corruption in the supply chain or other areas and the impact on the company's image (ST, MT, LT) Opportunities: 🟡 Not identified | Y | Y | ||
Entity-specific disclosures | Responsible investment and innovation | (+) ⚫ Roboticisation of systems improves working conditions for employees (ST, MT, LT) (+) ⚫ Innovations to enhance environmental protection and energy saving are introduced (ST, MT, LT) (+) ⚫ Environmental, social and economic criteria are strictly taken into account when making investment decisions, (ST, MT, LT) (-)⚪ Innovating without taking into account environmental, social aspects can have negative environmental consequences | Risks: ❗Inadequate deployment process, technology application and lack of knowledge (ST, MT, LT) ❗Lack of environmentally friendly packaging (ST, MT, LT) ❗Insufficient consideration of social and environmental criteria in investment (ST, MT, LT) Opportunities: 🟡 Investment decisions based on environmental, social and economic criteria enhance the company's reputation (ST, MT, LT) | Y | ||
Classification of physical hazards | Potential adverse effects on operations or assets | Assessment of financial materiality | Adaptation solutions | |
Chronic* | Temperature-related: Variable temperature (air, freshwater, seawater) | Rising temperatures can disrupt the reliability of agricultural supply chains (raw milk), leading to increased uncertainty and price volatility. | Significant in the long term | Contributing to animal welfare through initiatives and cooperation with farmers Farm assessment and advice |
Acute* | Water-related: Drought | Droughts, combined with the predicted warming and less rapid increases in precipitation, could threaten livestock and feed resources, and lead to changes in crop production which could increase costs. | Significant in the long term | Contributing to animal welfare through initiatives and cooperation with farmers Farm assessment and advice |
Wind-related: Storms | Assets damaged/destroyed in the event of an extreme occurrence Assets drowned/destroyed by suppliers in the event of an extreme occurrence and the associated impact on the Group during operational/supply disruptions. | Significant | Taken into account when designing buildings or outdoor equipment | |
Risk assessment | |||
Transition events (TCFD) | Potential financial impact | ||
Politics and law | Higher pricing of GHG emissions | The risk that countries will introduce (higher) taxes on emissions, allowances or expand GHG taxation measures in the future, leading to higher costs. | |
Increased GHG emissions reporting obligations | Reputational and financial risks if the Group fails to meet its GHG reduction targets on time. | ||
Obligations and regulation of existing products and services/production processes | Introducing more energy-efficient technologies/solutions in production and the associated costs. | ||
Litigation risk | Imposing sanctions through non-compliance with requirements related to climate change contributions or failure to disclose climate risks. Increased costs and/or reduced demand for products and services as a result of fines and court rulings. | ||
Technology | Costs of Transitioning to Less Polluting Technologies | Replacing existing products with less polluting alternatives can increase production costs, as the company may have to invest in new technologies, change the composition of its products, or buy more expensive sustainable raw materials. | |
Failed Investments in New Technologies | Uncertainty in investing in new technologies - potential risk of investment failure. | ||
Costs of Transitioning to Less Polluting Technologies | Write-offs of existing assets, investments in low-emission technologies. Research and development (R&D) expenditure on new and alternative technologies | ||
Market | Changes in Customer Behaviour and Priorities | Adaptation costs associated with increasing demands from customers, such as providing information on product emissions. Loss of customers, loss of demand if the size of issues does not meet customer expectations. | |
Rising raw material prices | Increased input costs (due to the costs of adapting agricultural and dairy farms to climate mitigation requirements). | ||
Reputation | Changes in Consumer Priorities | Changing consumer preferences and growing demand for products with minimal environmental impact may lead to a reduction in demand for goods if some products do not meet the need for new innovative solutions; moreover, failure to meet its sustainability targets may lead to a loss of market share. | |
Increased Stakeholder Concerns | Failure to meet investors' needs, more expensive borrowing from banks if the Group fails to meet sustainability expectations or causes environmental damage. | ||
Base year 2020 | 2025 target | 2026 target | 2027 target | |
Scope 1 and 2 emissions (kt CO2e) | 42 | 31 | 30 | 29 |
Reduction compared to base year | -25% | -27% | -30% | |
Scope 3 emissions (kt CO2e) | 632 | 625 | 613 | 600 |
Reduction compared to base year | -1% | -3% | -5% | |
GHG emissions (kt CO2e) | 673 | 656 | 643 | 629 |
Reduction compared to base year | -2% | -4% | -7% |
Energy consumption and mix | 2024 |
(1) Consumption of Hard Coal and Coal-derived Fuels (MWh) | 0 |
(2) Consumption of Crude Oil and Petroleum-derived Fuels (MWh) | 46 511 |
(3) Consumption of Natural Gas (MWh) | 18 891 |
(4) Consumption of Other Fossil Fuels (MWh) | 0 |
(5) Consumption of Purchased Electricity, Heat, Steam and Cooling from Fossil Fuel Sources (MWh) | 25 299 |
(6) Total Fossil Fuel Energy Consumption (MWh) (sum of rows 1-5) | 90 763 |
Share of Fossil Fuel Energy in Total Energy Consumption (%) | 48% |
(7) Consumption of Nuclear Fuel (MWh) | 0 |
Share of Nuclear Energy in Total Energy Consumption (%) | 0 |
(8) Consumption of Renewable Fuels, Including Biomass (which also covers bio-based industrial and municipal waste, biogas, renewable hydrogen, etc.) | 22 |
(9) Consumption of Purchased Electricity, Heat, Steam and Cooling from Renewable Sources (MWh) | 98 439 |
(10) Consumption of Renewable Energy Generated without Fuel Combustion (MWh) | |
(11) Total Renewable Energy Consumption (MWh) (sum of rows 8-10) | 98 524 |
Share of Renewable Energy in Total Energy Consumption (%) | 52% |
Total Energy Consumption (MWh) (sum of rows 6 and 11) | 189 162 |
Energy Consumption Intensity per Net Revenue | 2023 | 2024 | Change in % |
Total Energy Consumption from Activities in Climate Change Mitigation and Adaptation Key Sectors Divided by Net Revenue Generated from Those Activities (MWh / EUR) | 2 264 | 1 839 | -19% |
Table 10 GHG emissions | |||||
Emission type | Retrospective data | ||||
Base year 2020 | 2023 | 2024 | Comparison with base year | Comparison with previous year (% N / N-1) | |
Scope 1 GHG emissions | |||||
Total Scope 1 GHG Emissions (tCO2e) | 23 206 | 14 504 | 17 151 | -26% | 18% |
Percentage of Scope 1 GHG Emissions Covered by a Regulated Emissions Trading Scheme (ETS) (%) | - | - | - | - | - |
Scope 2 GHG emissions | |||||
Total Scope 2 GHG Emissions (Market-Based Method) (tCO2e) | 18 403 | 30 676 | 15 426 | -16% | -50% |
Total Scope 2 GHG Emissions (Location-Based Method) (tCO2e) | 13 269 | 7 626 | 7 638 | -42% | 0% |
Material Scope 3 Emissions | |||||
Total Indirect (Scope 3) GHG Emissions (tCO2e) | 631 535 | 682 924 | 628 3220 | -1% | -8% |
1. Purchased Goods and Services | 620 206 | 672 370 | 616 698 | -1% | -8% |
2. Capital Goods | 1 851 | 2 095 | 3 117 | 68% | 49% |
3. Fuel- and Energy-Related Activities (not included in Scope 1 or 2) | 4 288 | 2 771 | 3 161 | -26% | 14% |
4. Upstream Transportation and Distribution | 604 | 772 | 708 | 17% | -8% |
5. Waste Generated in Operations | 327 | 261 | 264 | -19% | 1% |
9. Downstream Transportation and Distribution | 4 259 | 4 655 | 4 272 | 0% | -8% |
Total GHG Emissions | |||||
Total GHG Emissions (Location-Based Method) (tCO2e) | 668 008 | 705 053 | 653 008 | -2% | -7% |
Total GHG Emissions (Market-Based Method) (tCO2e) | 673 142 | 728 103 | 660 796 | -2% | -9% |
Evaluation area | Assumptions |
Purchased Goods and Services | The main raw materials used in production and packaging are assessed (Only significant quantities are assessed, small items are not assessed and represent <1% of total quantities). |
Capital Goods | All expenditure on fixed assets is assessed, using average expenditure emission factors for expenditure categories. |
Fuel- and Energy-Related Activities (not included in Scope 1 or Scope 2) | The energy losses (electricity, heating), and emissions from the consumption of fuel during extraction, processing and transportation, or from purchased electricity, are assessed. |
Upstream Transportation and Distribution | The transportation of main raw materials (based on distance travelled). |
Waste Generated in Operations | Waste transferred for management based on internal waste accounting. |
Business Travel | Minor category, to be assessed in the future. |
Employee Commuting | Minor category, to be assessed in the future. |
Upstream Leased Assets | All related issues have been assessed at Level 1 and Level 2 |
Downstream Transportation and Distribution | Road, sea and rail freight is assessed on the basis of origin-destination points and freight weights. |
Processing of Sold Products | Not relevant, no emission activities involved |
Use of Sold Products | Not relevant, no emission activities involved |
End-of-Life Treatment of Sold Products | Minor category, to be assessed in the future. |
Downstream Leased Assets | Not relevant, no emission activities involved |
Franchises | Not relevant, no emission activities involved |
Investments | Not relevant, no emission activities involved |
GHG Emissions Intensity per Net Revenue | Base year 2020 | 2023 | 2024 | Comparison with base year | Comparison with previous year (% N / N-1) |
Total GHG Emissions (Location-Based Method) per Net Revenue (tCO₂e / monetary unit) | 3,168 | 2,317 | 1,763 | -44% | -24% |
Total GHG Emissions (Market-Based Method) per Net Revenue (tCO₂e / monetary unit) | 3,193 | 2,393 | 1,785 | -44% | -25% |
No. | CAS Number | Pollution(1) | Emission limit | Pollutants emitted | ||||
to air (column 1a) kg/year | to water (column 1b) kg/year | to land (column 1c) kg/year | to air (column 2a) kg/year | to water (column 2b) kg/year | to land (column 2c) kg/year | |||
2024 | ||||||||
Total phosphorus | - | 5 000 | 5 000 | 5 242 | ||||
Total water consumption* (m³) | Amount of recirculated and reused water (m³) | Water consumption intensity: total water consumption related to own operations (m³) per million EUR of net revenue | Water withdrawal (m³) | Water discharge** (m³) | |
2024 | |||||
Production processes | 0 | 124 857 | 5 104 | 1 890 199 | 2 020 390 |
Waste generated, tonnes | |
2024 | |
Total quantity | 10,869 |
Hazardous | 22 |
Non-hazardous | 10,847 |
Waste Directed to Recycling | |
Total quantity | 10,118 |
Hazardous | |
Non-hazardous | 10,118 |
Other Recovery Operations | |
Total quantity | - |
Hazardous | - |
Non-hazardous | - |
Waste Directed to Recovery – Incineration with Energy Recovery | |
Total quantity | - |
Hazardous | - |
Non-hazardous | - |
Waste Directed to Disposal – Landfilling | |
Total quantity | 751 |
Hazardous | 22 |
Non-hazardous | 729 |
Total quantity, tonnes | Share, % | |
2024 | 751 | 6.9 |
Taxonomy code | Name of activity | Activity assessment for compliance with substantial contribution criteria | Activity checked for compliance with all applicable DNSH criteria |
CCM 7.3 | Installation, maintenance and repair of energy efficiency equipment | In 2024, the Group invested in energy efficiency measures that make a significant contribution to climate change mitigation. | Verified - compliant. |
CCM 7.5 | Installation, maintenance, and repair of equipment and devices for measuring, regulating, and controlling building energy performance | In 2024, the Group also invested in devices and equipment for measuring, regulating and controlling the energy performance of buildings, which make an important contribution to climate change mitigation. | Verified - compliant. |
CCM 4.1 | Electricity generation using photovoltaic solar energy technology | The Group has installed solar power plants for its own use, generating electricity using solar photovoltaic technology, which makes an important contribution to climate change mitigation. | Verified - compliant. |
CCM 4.25 | Heat or cooling generation using waste heat | This includes the Group's use of higher capacity heat pumps installed in separate containerised buildings. The activities generate heat and/or cooling using waste heat, which makes an important contribution to climate change mitigation. | Verified - compliant. |
CCM 5.5 | Collection and transport of non-hazardous waste separated at source | The activity meets the criteria: all separately collected and transported non-hazardous waste, separated at source, is sent for preparation for reuse or recycling. | Verified - compliant. |
CE 2.3 | Collection and transport of non-hazardous and hazardous waste | The activity meets the established criteria, as waste is sorted in accordance with the Waste Regulations, separated at the point of generation, and transferred for recovery or recycling under concluded agreements. | Verified - compliant. |
CCM 5.1 | Construction, development and operation of water collection, treatment and supply systems | The activity fulfils the criteria for a significant contribution to the taxonomy, as the average energy consumption for water extraction and treatment is 0,355 kWh/m³, within the threshold of 0,5 kWh/m³. The leakage rate criterion does not apply as the supply volume is less than 10 000 m³/d. | Verified - compliant. |
WTR 2.1 | Water supply | The activity complies with the criteria set out in point 1: a) The water supply system complies with the requirements of Directive (EU) 2020/2184; water testing is carried out according to a defined plan and reported to the State Food and Veterinary Service (SFVS). Commission Decision (EU) 2022/679 has not been transposed into Lithuanian Hygiene Norm HN24, therefore compliance with it is not mandatory. b)There are no system leak. c) Water is used solely for the company’s internal needs and not for consumer supply. Water consumption is metered and verified. The activity also meets the criteria set out in point 4, as the water resources are approved in accordance with Directive 2000/60/EC, are not adversely affected, the permit from the Lithuanian Geological Survey (LGT) has been obtained, and the boreholes are registered. The criteria set out in the remaining points are not applicable to the Group. | Verified - compliant. |
CCM 5.3 | Construction, expansion, and operation of sewage collection and treatment systems | The activity fulfils the criteria, as the total energy consumption is 13 kWh/PE within the limit of 25 kWh/PEfor a treatment plant with a capacity of 10 000 to 100 000 PE. The assessment of GHG emissions is not applicable as the company does not operate an intensive GHG emitting (anaerobic) plant. | Verified - compliant. |
CCM 5.4 | Renovation of sewage collection and treatment systems | The activity meets the criteria because:
| Verified - compliant. |
Percentage of turnover / Total turnover | ||
Meets the taxonomy criteria (for each objective) | Taxonomic (for each objective) | |
CCM | 0.003 % | 0.2 % |
CCA | 0 % | 0 % |
WTR | 0 % | 0 % |
CE | 0 % | 0 % |
PPC | 0 % | 0 % |
BIO | 0 % | 0 % |
Percentage of capital expenditure / Total capital expenditure | ||
Meets the taxonomy criteria (for each objective) | Taxonomic (for each objective) | |
CCM | 9 % | 19 % |
CCA | 0 % | 0 % |
WTR | 0.2 % | 0.2 % |
CE | 0 % | 0.7 % |
PPC | 0 % | 0 % |
BIO | 0 % | 0 % |
Percentage of operational expenditure / Total operational expenditure | ||
Meets the taxonomy criteria (for each objective) | Taxonomic (for each objective) | |
CCM | 10 % | 37 % |
CCA | 0 % | 0 % |
WTR | 0,1 % | 0.1 % |
CE | 0.4 % | 0.4 % |
PPC | 0 % | 0 % |
BIO | 0 % | 0 % |
Financial year 2024 | 2024 | Substantial Contribution Criteria | DNSH criteria ('Does Not Significantly Harm')(h) | ||||||||||||||||
Economic activities | Code | Turnover | Proportion of Turnover 2024 | Climate change mitigation | Adaptation to climate change | Water | Pollution | Circular economy | Biodiversity | Climate change mitigation | Adaptation to climate change | Water | Pollution | Circular economy | Biodiversity | Minimum safeguards | Proportion of Taxonomy aligned (A.1.) or eligible (A.2.) turnover, 2023 | Category (enabling activity) | Category (transitional activity) |
Text | Thousands EUR | % | Y; N; N/EL | Y; N; N/EL | Y; N; N/EL | Y; N; N/EL | Y; N; N/EL | Y; N; N/EL | Y/N | Y/N | Y/N | Y/N | Y/N | Y/N | Y/N | % | E | T | |
A. TAXONOMY ELIGIBLE ACTIVITIES | |||||||||||||||||||
A.1 Environmentally sustainable activities (Taxonomy-aligned) | |||||||||||||||||||
Generating electricity using photovoltaic solar technology | CCM 4.1 | 13 | 0.003% | Y | N/EL | N/EL | N/EL | N/EL | N/EL | - | Y | - | - | Y | Y | Y | 0.004% | - | - |
Turnover of environmentally sustainable activities (Taxonomy aligned) (A.1) | 13 | 0.003% | Y | N/EL | N/EL | N/EL | N/EL | N/EL | - | Y | - | - | Y | Y | Y | 0.004% | |||
Of which: enabling activities | 0 | 0% | - | - | - | - | - | - | - | - | - | - | - | - | - | 0% | E | ||
Of which: Transitional activities | 0% | - | - | Y | - | - | Y | Y | Y | 0% | T | ||||||||
A.2. Taxonomy-Eligible but not environmentally sustainable activities (not Taxonomy-aligned activities) | |||||||||||||||||||
EL; N/EL | EL; N/EL | EL; N/EL | EL; N/EL | EL; N/EL | EL; N/EL | ||||||||||||||
Road freight transport services | CCM 6.6 | 704 | 0.2 % | EL | N/EL | N/EL | N/EL | N/EL | N/EL | 0.2% | |||||||||
Turnover of Taxonomy eligible but not environmentally sustainable activities (not Taxonomy-aligned activities) (A.2) | 704 | 0.2 % | 0.2 % | - | - | - | - | - | 0.2% | ||||||||||
Turnover of Taxonomy eligible activities (A.1+A.2) | 716 | 0.2 % | 0.2 % | - | - | - | - | - | 0.2% | ||||||||||
B. TAXONOMY-NON-ELIGIBLE ACTIVITIES | |||||||||||||||||||
Turnover of Taxonomy non-eligible activities | 369 633 | 99.8% | |||||||||||||||||
TOTAL: A + B | 370 348 | 100% | |||||||||||||||||
Financial year 2024 | 2024 | Substantial Contribution Criteria | DNSH criteria ('Does Not Significantly Harm')(h) | ||||||||||||||||
Economic activities | Code | Capital Expenditure | Proportion of Capital Expenditure 2024 | Climate change mitigation | Adaptation to climate change | Water | Pollution | Circular economy | Biodiversity | Climate change mitigation | Adaptation to climate change | Water | Pollution | Circular economy | Biodiversity | Minimum safeguards | Proportion of Taxonomy aligned (A.1.) or eligible (A.2.) turnover, 2023 | Category (enabling activity) | Category transitional activity |
Text | Thousands EUR | % | Y; N; N/EL | Y; N; N/EL | Y; N; N/EL | Y; N; N/EL | Y; N; N/EL | Y; N; N/EL | Y/N | Y/N | Y/N | Y/N | Y/N | Y/N | Y/N | % | E | T | |
A. TAXONOMY ELIGIBLE ACTIVITIES | |||||||||||||||||||
A.1 Environmentally sustainable activities (Taxonomy-aligned) | |||||||||||||||||||
Installation, maintenance and repair of energy efficiency equipment | CCM 7.3 | 492 | 6% | Y | N/EL | N/EL | N/EL | N/EL | N/EL | - | Y | - | Y | - | - | - | 0.1% | E | - |
Construction, development and operation of water collection, treatment and supply systems | CCM 5.1 | 12 | 0.2% | Y | N/EL | N/EL | N/EL | N/EL | N/EL | - | Y | Y | - | - | - | Y | -* | - | - |
Water supply | WTR 2.1 | 12 | 0.2% | N/EL | N/EL | Y | N/EL | N/EL | N/EL | - | Y | - | - | - | - | Y | -* | - | - |
Upgrading wastewater collection and treatment systems | CCM 5.4 | 156 | 2% | Y | N/EL | N/EL | N/EL | N/EL | N/EL | - | Y | Y | Y | - | Y | Y | 2.5% | - | - |
CapEx of environmentally sustainable activities (Taxonomy-aligned) (A.1) | 660 | 9% | 9% | - | 0.2% | - | - | - | - | Y | Y | Y | - | Y | Y | 2.6% | |||
Of which: Enabling activities | 492 | 6% | 6% | - | - | - | - | - | - | Y | - | Y | - | - | - | 0.1% | E | ||
Of which: Transitional activities | 0 | 0 % | 0 % | - | - | - | - | - | - | - | 0% | T | |||||||
A.2. Taxonomy-Eligible but not environmentally sustainable activities (not Taxonomy-aligned activities) | |||||||||||||||||||
EL; N/EL | EL; N/EL | EL; N/EL | EL; N/EL | EL; N/EL | EL; N/EL | ||||||||||||||
Construction of new buildings | CCM 7.1 CE 3.1 | 57 | 0.7% | EL | N/EL | N/EL | N/EL | EL | N/EL | 0% | |||||||||
Carriage by motorcycles, passenger cars and light commercial vehicles | CCM 6.5 | 414 | 5% | EL | N/EL | N/EL | N/EL | N/EL | N/EL | 4.4% | |||||||||
Road freight transport services | CCM 6.6 | 291 | 4% | EL | N/EL | N/EL | N/EL | N/EL | N/EL | 12.4% | |||||||||
CapEx of Taxonomy eligible but not environmentally sustainable activities (not Taxonomy-aligned activities) (A.2) | 762 | 10% | 10% | - | - | - | 0.7% | - | 16.9% | ||||||||||
CapEx of Taxonomy eligible activities (A.1+A.2) | 1 422 | 19% | 19% | - | 0.2% | - | 0.7% | - | 19.5% | ||||||||||
B. TAXONOMY-NON-ELIGIBLE ACTIVITIES | |||||||||||||||||||
CapEx of Taxonomy-non-eligible activities | 6 263 | 81% | |||||||||||||||||
TOTAL: A + B | 7 685 | 100% | |||||||||||||||||
Financial year 2024 | 2024 | Substantial Contribution Criteria | DNSH criteria ('Does Not Significantly Harm')(h) | ||||||||||||||||
Economic activity | Code | Operational Expenditure | Proportion of Operational Expenditure 2024 | Climate change mitigation | Adaptation to climate change | Water | Pollution | Circular economy | Biodiversity | Climate change mitigation | Adaptation to climate change | Water | Pollution | Circular economy | Biodiversity | Minimum safeguards | Proportion of Taxonomy aligned (A.1.) or eligible (A.2.) turnover, 2023 | Category (enabling activity) | Category transitional activity |
Text | Thousands EUR | % | Y; N; N/EL | Y; N; N/EL | Y; N; N/EL | Y; N; N/EL | Y; N; N/EL | Y; N; N/EL | Y/N | Y/N | Y/N | Y/N | Y/N | Y/N | Y/N | % | E | T | |
A. TAXONOMY ELIGIBLE ACTIVITIES | |||||||||||||||||||
A.1 Environmentally sustainable activities (Taxonomy-aligned) | |||||||||||||||||||
Installation, maintenance and repair of energy efficiency equipment | CCM 7.3 | 10 | 0.1% | Y | N/EL | N/EL | N/EL | N/EL | N/EL | - | Y | - | Y | - | - | Y | 0,2% | E | - |
Generating electricity using photovoltaic solar technology | CCM 4.1 | 0.1 | 0% | Y | N/EL | N/EL | N/EL | N/EL | N/EL | - | Y | - | - | - | - | Y | 0% | E | - |
Production of heat or cooling using waste heat | CCM 4.25 | 75 | 0.9% | Y | N/EL | N/EL | N/EL | N/EL | N/EL | - | Y | - | Y | Y | Y | Y | -* | - | - |
Collection and transport of non-hazardous waste separated at source | CCM 5.5 | 36 | 0.4% | Y | N/EL | N/EL | N/EL | N/EL | N/EL | - | Y | - | - | Y | - | Y | -* | - | - |
Collection and transport of non-hazardous and hazardous waste | CE 2.3 | 36 | 0.4% | NTA | N/EL | N/EL | N/EL | Y | N/EL | - | Y | Y | Y | Y | - | Y | -* | - | - |
Construction, development and operation of water collection, treatment and supply systems | CCM 5.1 | 11 | 0.1% | Y | N/EL | N/EL | N/EL | N/EL | N/EL | - | Y | Y | - | - | Y | Y | -* | - | - |
Water supply | WTR 2.1 | 11 | 0.1% | N/EL | N/EL | Y | N/EL | N/EL | N/EL | - | Y | - | - | - | Y | Y | -* | - | - |
Construction, extension and operation of wastewater collection and treatment systems | CCM 5.3 | 733 | 8% | Y | N/EL | N/EL | N/EL | N/EL | N/EL | - | Y | Y | Y | - | Y | Y | 9.3% | - | - |
OpEx of environmentally sustainable activities (Taxonomy-aligned) (A.1) | 864 | 10% | 10% | - | 0.1% | - | 0.4% | - | - | Y | Y | Y | Y | Y | Y | 9.7% | - | ||
Of which: enabling activities | 10 | 0.1% | 0,1% | - | - | - | - | - | - | Y | - | Y | - | - | Y | 0.2% | E | ||
Of which: Transitional activities | 0 | 0% | - | - | - | - | - | - | - | - | 0% | T | |||||||
A.2. Taxonomy-Eligible but not environmentally sustainable activities (not Taxonomy-aligned activities) | |||||||||||||||||||
EL; N/EL | EL; N/EL | EL; N/EL | EL; N/EL | EL; N/EL | EL; N/EL | ||||||||||||||
Acquisition and ownership of buildings | CCM 7.7 | 271 | 3% | EL | N/EL | N/EL | N/EL | N/EL | N/EL | 0,7% | |||||||||
Carriage by motorcycles, passenger cars and light commercial vehicles | CCM 6.5 | 247 | 3% | EL | N/EL | N/EL | N/EL | N/EL | N/EL | N/EL | |||||||||
Road freight transport services | CCM 6.6 | 1 927 | 22% | EL | N/EL | N/EL | N/EL | N/EL | N/EL | 0% | |||||||||
OpEx of Taxonomy-eligible but not environmentally sustainable activities (not Taxonomy-aligned activities) (A.2) | 2 445 | 28% | 28% | - | - | - | - | - | 0,9% | ||||||||||
OpEx of Taxonomy eligible activities (A.1+A.2) | 3 309 | 38% | 38% | - | 0.1% | - | 0.4% | - | 10,6% | ||||||||||
B. TAXONOMY-NON-ELIGIBLE ACTIVITIES | |||||||||||||||||||
OpEx of Taxonomy-non-eligible activities | 5 398 | 62% | |||||||||||||||||
TOTAL: A + B | 8 707 | 100% | |||||||||||||||||
Line | Nuclear energy-related activities | |
1 | The company conducts research, development, demonstration and deployment of innovative electricity generation technologies using nuclear processes that produce minimal waste throughout the nuclear fuel cycle; it also finances such activities or holds related positions. | NO |
2 | The company constructs and safely operates new nuclear installations for the generation of electricity or process heat, including for district heating or industrial applications such as hydrogen production. It also enhances their safety by applying the best available technologies, finances such activities, or holds related positions. | NO |
3 | The company safely operates existing nuclear installations for the generation of electricity or process heat, including for district heating or industrial applications such as hydrogen production from nuclear energy. It also enhances the safety of these installations, finances such activities, or holds related positions. | NO |
Activities related to fossil gas | ||
4 | The company constructs or operates electricity generation installations that use fossil gaseous fuels, finances such activities, or holds related positions. | NO |
5 | The company constructs, refurbishes, and operates combined heat and/or cooling and power generation facilities using fossil gaseous fuels, finances such activities, or holds related positions. | NO |
6 | The company constructs, refurbishes, and operates heat generation installations that use fossil gaseous fuels to produce heat and/or cooling; it also finances such activities or holds related positions. | YES |
Gender | Number of employees* |
2024 | |
Men | 709 |
Women | 446 |
Other | 0 |
No data available | 0 |
Total: Salaried employees | 1,155 |
Country | Number of employees* | |
2024 | ||
Lithuania | 1,097 | |
Latvia | 58 | |
Notes: the average annual number of employees is calculated in accordance with Order No 134 of the Minister of Finance of the Republic of Lithuania "On the Approval of the Rules for the Calculation of the Average Number of Employees per Year" | ||
*Actual number of employees, excluding head count, is reported. | ||
2024 | |||||
Average number of employees | |||||
WOMEN | MEN | OTHER (*) | NON-DISCLOSED | TOTAL | |
Number of employees | 446 | 709 | 0 | 0 | 1,155 |
of which with permanent contract | 417 | 667 | 0 | 0 | 1,084 |
of which with temporary contract | 29 | 42 | 0 | 0 | 71 |
Number of salaried workers working non-guaranteed hours | 0 | 0 | 0 | 0 | 0 |
2024 | |||
Number of employees | |||
Lithuania | Latvia | TOTAL | |
Number of employees | 1,097 | 58 | 1,155 |
of which with permanent contract | 1,028 | 56 | 1,084 |
of which with temporary contract | 69 | 2 | 71 |
Number of salaried workers working non-guaranteed hours | 0 | 0 | 0 |
Employees who left the company or were dismissed * | Staff turnover rate** | |
2024 | 177 | 15.32 |
Number of non-employed staff* | |
2024 | 25 |
Coverage of collective bargaining agreements | Social dialogue | ||
Part of the coverage | Employees – EEA (in countries with > 50 employees, representing > 10% of the total number of employees) | Employees – non-EEA (estimate for regions with > 50 employees representing > 10% of all employees) | Representation at workplace (EEA only) (in countries with > 50 employees, representing > 10% of the total number of employees) |
0-19% | Latvia | - | Latvia |
20-39% | - | - | - |
40-59% | - | - | - |
60-79% | - | - | - |
80-100% | Lithuania | - | Lithuania |
Gender distribution of staff at top management level | ||
2024 | ||
Number of employees | Employee share, %. | |
Men | 5 | 100% |
Women | 0 | 0% |
Total | 5 | 100% |
2024 | ||
Number of employees | Employee share, % of employees | |
Under 30 years old | 94 | 8% |
30-50 years | 487 | 42% |
Over 50 years old | 574 | 50% |
Total | 1,155 | 100% |
2024 | |
Share of employees with disabilities, % of employees with disabilities | |
All staff | 1.3% |
2024 | |
Employees of the company: | |
Number of work-related fatalities and work-related ill-health cases | 0 |
Number of recordable work-related accidents | 7 (light) |
Total number of hours worked by all employees during the year | 1 966 599.35 |
Rate of recordable work-related accidents (number of recordable work-related accidents × 1,000,000) / total number of hours worked | 3.56 |
Number of recordable work-related ill-health cases | 2 |
Number of lost working days due to work-related injuries, fatalities from occupational accidents, work-related ill-health, and fatalities from work-related ill-health | 191 |
Percentage of own workforce covered by the undertaking’s occupational health and safety management system based on legal requirements and/or recognised standards or guidelines (calculated based on headcount, not full-time equivalent) | 100% |
Non-employees classified as own workforce: | |
Number of work-related fatalities among non-employees working at the undertaking’s sites, due to work-related injuries and work-related ill-health | 0 |
Gender pay gap, %* | |
2024 | |
All staff | 10.77 |
Ratio of the total annual compensation of the highest-paid individual to the median total annual compensation of all employees (excluding the highest-paid individual)* | |
2024 | 2.7 |
Number of incidents of corruption or bribery during the reporting period | 0 |
Number of outstanding legal proceedings for late payments | 0 |
ESRS 2 General Disclosures | ||
Disclosure Requirements | Page | |
1. Basis for reporting | ||
BP-1 | General basis for preparation of sustainability statements | 131 |
BP-2 | Disclosures in relation to specific circumstances | 131 |
2. Governance | ||
GOV-1 | Role of administrative, management and supervisory bodies | 132 |
GOV-2 | Information provided to and sustainability matters addressed by the administrative, management, and supervisory bodies | 135 |
GOV-3 | Integration of sustainability performance into incentive schemes | 135 |
GOV-4 | Statement on due diligence | 136 |
GOV-5 | Risk management and internal control over sustainability reporting | 136 |
3. Strategy | ||
SBM-1 | Strategy, business model and value chain | 137 |
SBM-2 | Stakeholder interests and views | 141 |
SBM-3 | Material impacts, risks and opportunities and their interaction with strategy and business model | 144, 147, 154, 168, 173, 179, 184, 204, 207, 219, 224, 230, 239 |
4. Impact, Risk and Opportunity Management | ||
4.1 Disclosures on the materiality assessment process | ||
IRO-1 | Description of processes to identify and assess material impacts, risks and opportunities | 150 |
IRO-2 | Disclosure requirements in ESRS covered by the Group’s sustainability statement | 154 |
4.2 Minimum Disclosure Requirements for Policies and Actions | ||
MDR-P | Policies adopted to manage material sustainability matters | 158, 169, 181, 186, 219, 226, 233, 240, 250 |
MDR-A | Actions and resources in relation to material sustainability matters | 159, 170, 175, 210, 236, 245, 250 |
5. Metrics and Targets | ||
MDR-M | Metrics in relation to material sustainability matters | 248, 252 |
MDR-T | Tracking effectiveness of policies and actions through targets | 161, 171, 177, 183, 188, 224, 229, 238, 246, 251 |
Environmental topics | ||
E1 ESRS Climate Change | ||
Governance | ||
E1 GOV-3 | Integration of sustainability-related performance in incentive schemes | 135 |
Strategy | ||
E1-1 | Transition plan for climate change mitigation | 156 |
E1 2 SBM-3 | Material impacts, risks, opportunities, and their interaction with the strategy and business model | 147, 154 |
Impact, Risk and Opportunity Management | ||
E1 IRO-1 | Description of processes to identify and assess material climate-related impacts, risks and opportunities | 150 |
E1-2 | Policies related to climate change mitigation and adaptation | 158 |
E1-3 | Actions and resources in relation to climate change policies | 159 |
Metrics and targets | ||
E1-4 | Targets related to climate change mitigation and adaptation | 161 |
E1-5 | Energy consumption and energy mix | 163 |
E1-6 | Gross Scopes 1, 2, 3 and Total GHG emissions | 164 |
E1-7 | GHG removals and GHG mitigation projects financed through carbon credits | 167 |
E1-8 | Internal carbon pricing | 167 |
E2 ESRS Pollution | ||
Impact, Risk and Opportunity Management | ||
E2 IRO-1 | Description of the processes to identify and assess material pollution-related impacts, risks and opportunities | 152 |
E2-1 | Policies related to pollution | 169 |
E2-2 | Actions and resources related to pollution | 170 |
Metrics and Targets | ||
E2-3 | Targets related to pollution | 171 |
E2-4 | Pollution of air, water and soil | 172 |
E3 ESRS Water and Marine Resources | ||
Impact, Risk and Opportunity Management | ||
E3 IRO-1 | Description of processes to identify and assess material impacts, risks and opportunities related to water and marine resources | 153 |
E3-1 | Policies related to water and marine resources | 175 |
E3-2 | Actions and resources related to water and marine resources | 175 |
Metrics and Targets | ||
E3-3 | Targets related to water and marine resources | 177 |
E3-4 | Water consumption | 178 |
E4 ESRS Biodiversity and Ecosystems | ||
Strategy | ||
E4-1 | Transition plan and consideration of biodiversity and ecosystems in the strategy and business model | 180 |
E4 SBM-3 | Material impacts, risks and opportunities and their interaction with strategy and business model | 179 |
Impact, Risk and Opportunity Management | ||
E4 IRO-1 | Description of processes to identify and assess material impacts, risks and opportunities related to biodiversity and ecosystems | 153 |
E4-2 | Policies related to biodiversity and ecosystems | 181 |
E4-3 | Actions and resources related to biodiversity and ecosystems | 182 |
Metrics and Targets | ||
E4-4 | Targets related to biodiversity and ecosystems | 183 |
E4-5 | Impact metrics related to biodiversity and ecosystems change | 183 |
E5 ESRS Resource Use and Circular Economy | ||
Impact, Risk and Opportunity Management | ||
E5 IRO-1 | Description of processes to identify and assess material impacts, risks and opportunities related to resource use and circular economy | 154 |
E5-1 | Policies related to resource use and circular economy | 185 |
E5-2 | Actions and resources related to resource use and circular economy | 186 |
Metrics and Targets | ||
E5-3 | Targets related to resource use and circular economy | 188 |
E5-4 | Resource inputs | 189 |
E5-5 | Resource outputs | 189 |
Social themes | ||
S1 ESRS Own Workforce | ||
Impact, Risk and Opportunity Management | ||
S1 SBM-2 | Stakeholder interests and views | 141 |
S1 SBM-3 | Material impacts, risks and opportunities and their interaction with strategy and business model | 204 |
Impact, Risk and Opportunity Management | ||
S1-1 | Policies related to own workforce | 207 |
S1-2 | Processes for engaging with own workforce and workers’ representatives about impacts | 208 |
S1-3 | Processes to remediate negative impacts and channels for own workforce to raise concerns | 209 |
S1-4 | Taking action on material impacts on own workforce, and approaches to managing material risks and pursuing material opportunities related to own workforce, and effectiveness of those actions | 210 |
Metrics and Targets | ||
S1-5 | Targets related to managing material negative impacts, advancing positive impacts, and managing material risks and opportunities | 211 |
S1-6 | Characteristics of employees | 212 |
S1-7 | Characteristics of non-employees considered part of the own workforce | 214 |
S1-8 | Collective bargaining coverage and social dialogue | 215 |
S1-9 | Diversity metrics | 215 |
S1-10 | Adequate wages | 216 |
S1-11 | Social protection | 216 |
S1-12 | Employees with disabilities | 216 |
S1-13 | Training and skills development metrics | 217 |
S1-14 | Health and safety metrics | 217 |
S1-16 | Remuneration metrics (pay gap and total remuneration) | 218 |
S1-17 | Incidents, complaints, and severe human rights impacts | 218 |
S2 ESRS Workers in the Value Chain | ||
Impact, Risk and Opportunity Management | ||
2 ESRS SBM-2 | Stakeholder interests and views | 141 |
2 ESRS SBM-3 | Material impacts, risks and opportunities and their interaction with strategy and business model | 219 |
Impact, Risk and Opportunity Management | ||
S2-1 | Policies related to value chain workers | 220 |
S2-2 | Processes for engaging with value chain workers about impacts | 221 |
S2-3 | Processes to remediate negative impacts and channels for value chain workers to raise concerns | 221 |
S2-4 | Taking action on material impacts on value chain workers, and approaches to managing material risks and pursuing material opportunities related to value chain workers, and effectiveness of those actions | 223 |
Metrics and Targets | ||
S2-5 | Targets related to managing material negative impacts, advancing positive impacts, and managing material risks and opportunities | 224 |
S3 ESRS Affected Communities | ||
Strategy | ||
S3 SBM-2 | Stakeholder interests and views | 141 |
S3 SBM-3 | Material impacts, risks and opportunities and their interaction with strategy and business model | 224 |
Impact, Risk and Opportunity Management | ||
S3-1 | Policies related to affected communities | 226 |
S3-2 | Processes for engaging with affected communities about impacts | 227 |
S3-3 | Processes to remediate negative impacts and channels for affected communities to raise concerns | 227 |
S3-4 | Taking action on material impacts on affected communities, and approaches to managing material risks and pursuing material opportunities related to affected communities, and effectiveness of those actions | 228 |
Metrics and Targets | ||
S3-5 | Targets related to managing material negative impacts, advancing positive impacts, and managing material risks and opportunities | 229 |
S4 ESRS Consumers and end-users | ||
Strategy | ||
S4 SBM-2 | Stakeholder interests and views | 141 |
S4 SBM-3 | Material impacts, risks and opportunities and their interaction with strategy and business model | 230 |
Impact, Risk and Opportunity Management | ||
S4-1 | Policies related to consumers and end-users | 233 |
S4-2 | Processes for engaging with consumers and end- users about impacts | 234 |
S4-3 | Processes to remediate negative impacts and channels for consumers and end-users to raise concerns | 235 |
S4-4 | Taking action on material impacts on consumers and end- users, and approaches to managing material risks and pursuing material opportunities related to consumers and end-users, and effectiveness of those actions | 236 |
Metrics and Targets | ||
S4-5 | Targets related to managing material negative impacts, advancing positive impacts, and managing material risks and opportunities | 238 |
Governance topics | ||
G1 ESRS Business Conduct | ||
Governance | ||
G1 GOV-1 | Role of the administrative, management, and supervisory bodies | 132 |
Impact, Risk and Opportunity Management | ||
G1 IRO-1 | Description of processes to identify and assess material impacts, risks and opportunities | 150 |
G1-1 | Business conduct policies and corporate culture | 240 |
G1-2 | Management of relationships with suppliers | 244 |
G1-3 | Prevention and detection of corruption and bribery | 244 |
Metrics and Targets | ||
G1-4 | Confirmed incidents of corruption or bribery | 247 |
G1-5 | Political influence and lobbying | 248 |
G1-6 | Payment practices | 248 |
Disclosure requirement and related data unit | Reference to SFDR | Reference to Pillar 3 | Reference to the Benchmark Regulation | Reference to the EU climate legislation | Page |
2 ESRS GOV-1 Gender balance on the Board Article 21(d) | Indicator 13 of Annex 1, Table 1 | Annex II to Commission Delegated Regulation (EU) 2020/1816 | 133 | ||
2 ESRS GOV-1 Percentage of independent board members Article 21(e) | Annex II to Commission Delegated Regulation (EU) 2020/1816 | 133 | |||
2 ESRS GOV-4 Declaration of due diligence Article 30 | Annex 1, Table 3, Indicator 10 | 136 | |||
2 ESRS SBM-1 Participation in activities related to fossil fuels Article 40(d)(i) | Indicator 4 of Annex 1, Table 1 | Article 449a of Regulation (EU) No 575/2013; Table 1 of Commission Implementing Regulation (EU) 2022/2453: Qualitative information on environmental risks and Table 2: Qualitative information on social risks | Annex II to Commission Delegated Regulation (EU) 2020/1816 | 203 | |
2 ESRS SBM-1 Involvement in activities related to the production of chemicals Article 40(d)(ii) | Indicator 9 of Annex 1, Table 2 | Annex II to Commission Delegated Regulation (EU) 2020/1816 | 138 | ||
2 ESRS SBM-1 Participation in activities related to controversial weapons Article 40(d)(iii) | Indicator 14 in Annex 1, Table 1 | Article 12(1) of Delegated Regulation (EU) 2020/1818, Annex II to Delegated Regulation (EU) 2020/1816 | 138 | ||
2 ESRS SBM-1 Participation in activities related to tobacco production and cultivation Article 40(d)(iv) | Article 12(1) of Delegated Regulation (EU) 2020/1818, Annex II to Delegated Regulation (EU) 2020/1816 | 138 | |||
E1-1 ESRS Roadmap to a climate-neutral economy by 2050 Article 14 | Article 2(1) of Regulation (EU) 2021/1119 | 162 | |||
E1-1 ESRS Undertakings not covered by benchmarks aligned to the Paris Agreement Article 16(g) | Article 449a Regulation (EU) No 575/2013; Template 1 of Commission Implementing Regulation (EU) 2022/2453: Bankbook. Indicators of potential transformation risks related to climate change. Credit quality of exposures by sector, emissions and residual maturity | Article 12(1)(d) to (g) and (g) and Article 12(2) of Delegated Regulation (EU) 2020/1818 | 149 | ||
E1-4 ESRS GHG emission reduction targets | Article 34 Indicator 4 of Annex 1, Table 2 | Article 449a Regulation (EU) No 575/2013; Template 3 of Commission Implementing Regulation (EU) 2022/2453: Bankbook. Indicators of potential climate change-related transformation risks. Reconciliation parameters | Article 6 of Delegated Regulation (EU) 2020/1818 | 162 | |
E1-5 ESRS Fossil energy consumption broken down by source (only for sectors with significant climate impact) Article 38 | Annex 1, Table 1, Indicator 5 and Table 2, Indicator 5 | 163 | |||
E1-5 ESRS Energy consumption and mix Article 37 | Indicator 5 of Annex 1, Table 1 | 163 | |||
E1-5 ESRS Energy consumption intensity related to the activities of sectors with significant climate impacts Articles 40-43 | Indicator 6 of Annex 1, Table 1 | 164 | |||
E1-6 ESRS Combined Scope 1, Scope 2 and Scope 3 and total emissions Article 44 | Annex 1, Table 1, Indicators 1 and 2 | Article 449a; Regulation (EU) No 575/2013; Template 1 of Commission Implementing Regulation (EU) 2022/2453: Bankbook. Indicators of potential climate change-related transformation risks. Credit quality of exposures by sector, emissions and residual maturity | Articles 5(1), 6 and 8(1) of Delegated Regulation (EU) 2020/1 818 | 164 | |
E1-6 ESRS Energy intensity of total GHG emissions Articles 53-55 | Indicator 3 of Annex 1, Table 1 | Article 449a of Regulation (EU) No 575/2013; Template 3 of Commission Implementing Regulation (EU) 2022/2453: Bankbook. Indicators of potential climate change-related transformation risks. Reconciliation parameters | Article 8(1) of Delegated Regulation (EU) 2020/1818 | 167 | |
E1-7 ESRS GHG removals and carbon credits Article 56 | Article 2(1) of Regulation (EU) 2021/1119 | 167 | |||
E1-9 ESRS Exposure of the benchmark portfolio to climate-related physical risk Article 66 | Annex II to Delegated Regulation (EU) 2020/1818, Annex II to Delegated Regulation (EU) 2020/1816 | 167 | |||
E1-9 ESRS Breakdown of sums of money by acute and chronic physical risk, Article 66(a) E1-9 ESRS Determination of the location of important assets subject to significant physical risk Article 66(c) | Article 449a of Regulation (EU) No 575/2013; Articles 46 and 47 of Commission Implementing Regulation (EU) 2022/2453; Template 5. Bank book. Indicators of potential physical risks associated with climate change. Exposures related to physical risks. | ||||
E1-9 ESRS Breakdown of the carrying amount of an undertaking's real estate by energy efficiency class; Article 67(c) | Article 449a of Regulation (EU) No 575/2013; Article 34 of Commission Implementing Regulation (EU) 2022/2453; Template 2. Bankbook. Indicators of potential risks of climate change-related transformation. Loans secured by real estate. Collateral measures Energy efficiency | ||||
E1-9 ESRS Extent of portfolio exposure to climate-related options Article 69 | Annex II to Commission Delegated Regulation (EU) 2020/1818 | ||||
E2-4 ESRS Amount of each pollutant listed in Annex II of the E-IPTR Regulation (European Pollutant Release and Transfer Register Regulation) discharged into air, water and soil, Article 28 | Annex 1, Table 1, Indicator 8, Annex 1, Table 2, Indicator 2, Annex 1, Table 2, Indicator 1, Indicator 3, Annex 1, Table 2 | 172 | |||
E3-1 ESRS Aquatic and marine resources Article 9 | Indicator 7 of Annex 1, Table 2 | 175 | |||
E3-1 ESRS Adopted policy Article 13 | Indicator 8 of Annex 1, Table 2 | 175 | |||
E3-1 ESRS Sustainable oceans and seas Article 14 | Indicator 12 of Annex 1, Table 2 | 175 | |||
E3-4 ESRS Total quantity of water recycled and reused Article 28(c) | Indicator 6.2 of Annex 1, Table 2 | 178 | |||
E3-4 ESRS Total water consumption (m3) by net revenue of own operations Article 29 | Indicator 6.1 of Annex 1, Table 2 | 178 | |||
2 ESRS IRO 1 - E4 Article 16(a)(i) | Indicator 7 of Annex 1, Table 1 | 152-153 | |||
2 ESRS IRO 1 - E4 Article 16(b) | Indicator 10 of Annex 1, Table 2 | 152-153 | |||
2 ESRS IRO 1 - E4 Article 16(c) | Indicator 14 in Annex 1, Table 2 | 152-153 | |||
E4-2 ESRS Sustainable land use/agricultural practices/policies Article 24(b) | Indicator 11 of Annex 1, Table 2 | 179 | |||
E4-2 ESRS Sustainable ocean/marine use practices or policies Article 24(c) | Indicator 12 of Annex 1, Table 2 | 181 | |||
E4-2 ESRS Policies to address deforestation Article 24(d) | Indicator 15 of Annex 1, Table 2 | 181 | |||
E5-5 ESRS Untreated waste Article 37(d) | Indicator 13 of Annex 1, Table 2 | 190 | |||
E5-5 ESRS Hazardous waste and radioactive waste Article 39 | Indicator 9 of Annex 1, Table 1 | 190 | |||
2 ESRS - SBM3 - S1 Risk of incidents involving forced labour Article 14(f) | Annex I, Table 3, Indicator 13 | 207 | |||
2 ESRS - SBM3 - S1 Risk of child labour incidents Article 14(g) | Annex I, Table 3, Indicator 12 | 207 | |||
S1-1 ESRS Human rights policy commitments Article 20 | Annex I, Table 3, Indicator 9 and Table 1, Indicator 11 | 208 | |||
S1-1 ESRS Policy on comprehensive verification applicable to aspects covered by International Labour Organisation Core Conventions Nos. 1 to 8 Article 21 | Annex II to Commission Delegated Regulation (EU) 2020/1816 | 207 | |||
S1-1 ESRS Processes and measures to prevent trafficking in human beings Article 22 | Indicator 11 of Annex I, Table 3 | 218 | |||
S1-1 ESRS Policy or management system for the prevention of accidents at work Article 23 | Annex I, Table 3, Indicator 1 | 205 | |||
S1-3 ESRS Complaints/complaints handling mechanism Article 32(c) | Annex I, Table 3, Indicator 5 | 208 | |||
S1-14 ESRS Number and rate of deaths and work-related accidents Article 88(b) and (c) | Indicator 2 of Annex I, Table 3 | Annex II to Commission Delegated Regulation (EU) 2020/1816 | 217 | ||
S1-14 ESRS Number of working days lost due to injury, accident, death or sickness Article 88(e) | Annex I, Table 3, Indicator 3 | 217 | |||
S1-16 ESRS Unadjusted gender pay gap Article 97(a) | Indicator 12 of Annex I, Table 1 | Annex II to Commission Delegated Regulation (EU) 2020/1816 | 218 | ||
S1-16 ESRS Excessive coefficient of remuneration for the Executive Director Article 97(b) | Annex I, Table 3, Indicator 8 | 218 | |||
S1-17 ESRS Discrimination cases Article 103(a) | Annex I, Table 3, Indicator 7 | 218 | |||
S1-17 ESRS Failure to comply with the UN Guiding Principles on Business and Human Rights and OECD Recommendations Article 104(a) | Annex I, Table 1, Indicator 10 and Table 3, Indicator 14 | Annex II of Delegated Regulation (EU) 2020/1816, Article 12(1) of Delegated Regulation (EU) 2020/1818 | 218 | ||
2 ESRS - SBM3 - S2 High risk of child labour or forced labour in the value chain Article 11(b) | Annex I, Table 3, indicators 12 and 13 | 138 | |||
S2-1 ESRS Human rights policy commitments Article 17 | Annex I, Table 3, Indicator 9 and Table 1, Indicator 11 | 208 | |||
S2-1 ESRS Policy on value chain workers Article 18 | Annex 1, Table 3, Indicators 11 and 4 | 220 | |||
S2-1 ESRS Failure to comply with the UN Guiding Principles on Business and Human Rights and OECD Recommendations Article 19 | Indicator 10 in Annex 1, Table 1 | Annex II of Delegated Regulation (EU) 2020/1816, Article 12(1) of Delegated Regulation (EU) 2020/1818 | 220 | ||
S2-1 ESRS Policy on comprehensive verification applicable to aspects covered by International Labour Organisation Core Conventions Nos. 1 to 8 Article 19 | Annex II to Commission Delegated Regulation (EU) 2020/1816 | 220 | |||
S2-4 ESRS Problems and incidents related to human rights in the upstream and downstream parts of the value chain Article 36 | Indicator 14 in Annex 1, Table 3 | 223 | |||
S3-1 ESRS Human rights policy commitments Article 16 | Annex 1, Table 3, Indicator 9 and Table 1, Indicator 11 | 226 | |||
S3-1 ESRS Failure to comply with the UN Guiding Principles on Business and Human Rights, ILO Principles and OECD Recommendations Article 17 | Indicator 10 in Annex 1, Table 1 | Annex II of Delegated Regulation (EU) 2020/1816, Article 12(1) of Delegated Regulation (EU) 2020/1818 | 226 | ||
S3-4 ESRS Human rights problems and incidents Article 36 | Indicator 14 in Annex 1, Table 3 | 228 | |||
S4-1 ESRS Consumer and end-user policy Article 16 | Annex I, Table 3, Indicator 9 and Table 1, Indicator 11 | 233 | |||
S4-1 ESRS Failure to comply with the UN Guiding Principles on Business and Human Rights and OECD Recommendations Article 17 | Indicator 10 in Annex 1, Table 1 | Annex II of Delegated Regulation (EU) 2020/1816, Article 12(1) of Delegated Regulation (EU) 2020/1818 | 233 | ||
S4-4 ESRS Human rights problems and incidents Article 35 | Indicator 14 in Annex 1, Table 3 | 236 | |||
G1-1 ESRS United Nations Convention against Corruption Article 10(b) | Indicator 15 of Annex 1, Table 3 | 240 | |||
G1-1 ESRS Protection of whistleblowers Article 10(d) | Indicator 6 of Annex 1, Table 3 | 241 | |||
G1-4 ESRS Article 24(a) Penalties for infringements of anti-corruption and anti-bribery laws | Indicator 17 of Annex 1, Table 3 | Annex II to Delegated Regulation (EU) 2020/1816 | 247 | ||
G1-4 ESRS Anti-corruption and anti-bribery standards Article 24(b) | Indicator 16 in Annex 1, Table 3 | 247 |