Annual Report 202014
Altia leaders according to revised
leadership principles co-designed during
the previous year. Additionally, a change
leadership programme was launched.
Other training covered e.g. regular
induction sessions for new employees
and training in technical skills and tools.
The holistic Human Factor development
programme to improve safety culture
continued in 2020, with workshops
and training at the Finnish production
facilities. The progamme adopts a
broader perspective on occupational
accidents and the promotion of
occupational safety. Altia aims to achieve
its goal of zero absences attributable to
occupational accidents by 2030.
Incentive programmes
Short-term and long-term incentives
Altia’s salaried, senior salaried employees
and management participate in an
annual performance incentive scheme.
The potential annual reward is based on
both the Group’s and its business units’
targets, as well as on personal targets.
Rewards are paid either once a year or
more frequently as an annual reward
or sales bonus. Workers participate in a
production bonus system. The production
bonuses are based on the targets of each
production unit.
Based on the result for 2020, no
annual performance bonuses were paid.
Other bonuses, including the cash-
based long-term incentive programme
2017-2019, totalled EUR 1.0 (0.5)
million, including social expenses. In
connection with the preparation of the
Altia-Arcus merger, the project team
members were paid an Anora project
bonus of EUR 1.1 million due to the
extraordinary workload.
Share-based incentive scheme
Altia’s CEO, the members of the
Executive Management Team and
selected key employees are part of a
share-based, long-term incentive scheme.
The objectives of the share-based long-
term incentive scheme are to align the
interests of Altia’s management and key
employees with those of the Company’s
shareholders and, thus, to promote
shareholder value creation in the long
term, and to commit the management
and key employees to achieving Altia’s
strategic targets as well as the retention
of Altia’s valuable key resources. The
scheme complements a balanced
incentive structure.
The scheme consists of annually
commencing individual performance
share plans (PSP), each with a three-year
performance period, followed by the
payment of the potentially earned share
reward. The commencement of each
individual plan is subject to a separate
Board approval.
The first plan (PSP 2019–2021)
commenced in the beginning of
2019 and the potential share reward
thereunder will be paid in the spring of
2022, provided that the performance
targets set by the Board of Directors
are achieved. The potential reward will
be paid in listed shares of Altia. Those
eligible to participate in the first plan are
approximately 20 individuals.
If all the performance targets set for
PSP 2019–2021 are fully achieved, the
aggregate maximum number of shares
to be paid based on this first plan is
approximately 250 000 shares.
The second plan (PSP 2020–2022)
commenced in the beginning of
2020 and the potential share reward
thereunder will be paid in the spring
2023, provided that the performance
targets set by the Board of Directors
are achieved. The potential reward will
be paid in listed shares of Altia. Those
eligible to participate in the second plan
are approximately 25 individuals.
If all the performance targets set for
PSP 2020–2022 are fully achieved, the
aggregate maximum number of shares
to be paid based on this second plan is
approximately 271 000 shares.
Sustainability
From the beginning of 2020, Altia has
been guiding it’s responsibilty efforts
according to the Sustainability Roadmap
2030. The roadmap sets ambitious,
numerical targets to the four focus
areas. The key target is to have carbon
neutral production in 2025, without using
compensations.
Altia's sustainability roadmap has
four focus areas, which also include
the cornerstones of the previous plan:
Our Distillery, Our Drink, Our Society
and Our People. The focus areas are
based on selected United Nations
Sustainable Development Goals
(SDGs), Altia’s purpose and strategy,
stakeholder expectations, the company’s
own operating principles and codes of
conduct, as well as the amfori BSCI Code
of Conduct, which in turn is based on
key international agreements protecting
workers’ rights. Altia has joined the
amfori BSCI initiative and aims to
annually increase the traceability and
transparency of product and raw material
supply chains.
More details can be found in the
Non-Financial Statement published in
connection with the Report by the Board
of Directors and in the Annual Report’s
dedicated section on Sustainability.
Health, safety and environment
Occupational health and safety
Occupational safety is a vital part of
Altia’s corporate responsibility. Altia
aims to reduce the number of accidents
and absences caused by accidents and
sickness.
In 2020, the sickness absence was
4.0% (3.7%). The accident frequency
(the number of accidents per one million
working hours, excluding commuting) for
accidents requiring at least one day of
absence was 7 (9). There were no fatal
work-related accidents in 2020 (0).
The environment and energy efficiency
The most significant environmental
impacts of Altia’s operations are energy
consumption, water consumption, waste
water quality, waste generation and the
non-quality costs generated from scrapped
raw materials, packaging materials and end
products. Environmental indicators have
been defined to support the reduction of
these impacts. Annual targets and related
actions were defined for different locations.
Organic loading of wastewater
decreased at Rajamäki, Tabasalu
and Koskenkorva plants during the
reporting period. At Koskenkorva,
wastewater calculations include also
A-Rehu’s amount. A-Rehu operates
on Koskenkorva plant area. Water