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Orion_Logo_Slogan_EN_Nega_RGB.svg
Financial
Statement
documents
2024
ORION CORPORATION | Financial Statement documents 2024 2/217
Building well-being
Well-being means something unique for each human being
in all stages of life. We draw on our century-long experience
in healthcare while keeping our sights firmly set on future
innovations to support you every step of your way.
Our novel therapies help change the lives of patients across
the globe. We serve societies in sustaining health systems
with a diverse portfolio of cost-effective and value-adding
drugs. Our veterinary products enable pet owners and
farmers to care for their animals.
Inspired by our Nordic heritage, we strive to empower
people around the world to live their lives to the fullest –
today and tomorrow.
Report by the Board of
Orion in brief ...............................................................................................
Report by the Board of Directors of Orion Corporation
for the financial year 2024 .......................................................................
Sustainability statement .......................................................................
Corporate Governance Statement .....................................................
Consolidated financial statements (IFRS) .............................................
Parent company Orion corporation financial statements (FAS) ......
Proposal by the Board of Directors of Orion Corporation to the
Annual General Meeting 2025 on the resolution on the use of
the profit shown on the Balance Sheet and the distribution of
dividend .......................................................................................................
Signatures for the Financial Statements and Report
by the Board of Directors .........................................................................
Auditor’s Report .........................................................................................
Assurance Report on the Sustainability Report ...................................
Independent Auditor’s Reasonable Assurance Report on Orion
Corporation’s ESEF Financial Statements .............................................
Translated, non-official version of Orion Corporation’s Financial statement
documents 2024, presented in ESEF format.
All the figures in the financial statements have been rounded, which is why
the total sums of individual figures may differ from the total sums shown.
Directors and Financial
Statements 2024
ORION CORPORATION | Financial Statement documents 2024 4/217
Orion in brief
Orion is a globally operating Finnish pharmaceutical
company − a builder of well-being. Orion develops,
manufactures and markets human and veterinary
pharmaceuticals and active pharmaceutical ingredients.
The company is continuously developing new drugs
and treatment methods. The core therapy areas of
Orion’s pharmaceutical R&D are oncology and pain.
Orion’s A and B shares are listed on Nasdaq Helsinki.
Business areas in the end of 2024
Test tube and bottle.jpg
Easyhaler.jpg
Medicine tablet.jpg
Paw.jpg
Factory.jpg
INNOVATIVE
MEDICINES
Innovative
medicines
developed or
marketed by
Orion, and
which have
patent or other
product
protection.
Research focus
areas oncology
and pain.
BRANDED
PRODUCTS
Orion’s in-house
developed
legacy products
and other
products with
brand value that
provides a
competitive
advantage.
GENERICS
AND
CONSUMER
HEALTH
Generic
prescription
medicines and
self-care
products.
ANIMAL
HEALTH
Proprietary and
generic
products for
companion
animals and
livestock.
FERMION
Active
pharmaceutical
ingredients for
Orion and other
pharma
companies.
Diagram.jpg
Net sales in 2024 (2023)
1,542 MEUR ( 1,190)
Operating profit
417 MEUR (275 )
Research worker.jpg
R&D investments
180 MEUR (127)
Operating profit margin
27% ( 23%)
Human rights.jpg
Shareholders at the end of the year
90,222 (88,722)
Pruduction worker.jpg
Personnel at the end of the year
3,880 (3,744)
Factory 2.jpg
6 production sites in Finland,
1 in France, 1 in Belgium
Production sites include packaging and warehouse operations
in Salo, Finland and in Arendonk, Belgium
ORION CORPORATION | Financial Statement documents 2024 5/217
Orion_TP_2024_map_EN.svg
Net sales by business
488
Net sales by market area
514
Sustainability
Orion is committed to continuously improving its sustainability performance. Orion’s Sustainability Agenda outlines
Company’s comprehensive sustainability development efforts in the short- and long-term. The Sustainability Agenda
comprises four themes: Patient safety as a top priority, Active work for a better environment, Care for well-being
professionals, and Ethics at the core of our business. It aggregates the Company’s sustainability commitments,
targets, actions, and metrics of these four key themes.
Report by the Board of Directors of Orion
Corporation for the financial year 2024
Sustainability Statement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Corporate Governance Statement . . . . . . . . . . . . . . . . . . . . .
Group’s key figures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Basic information on Orion’s shares . . . . . . . . . . . . . . . . . . . .
Calculation of the key figures . . . . . . . . . . . . . . . . . . . . . . . . . .
ORION CORPORATION | Financial Statement documents 2024 7/217
Report by the Board of Directors of Orion Corporation
for the financial year 2024
Group’s key figures
Key figures relating to financial performance
2022
2023
2024
Net sales, EUR million
1,340.6
1,189.7
1,542.4
EBITDA, EUR million
487.1
326.4
509.4
% of net sales
36.3%
27.4%
33.0%
Operating profit, EUR million
439.6
274.9
416.6
 % of net sales
32.8%
23.1%
27.0%
Profit before taxes, EUR million
440.3
271.9
413.1
% of net sales
32.8%
22.9%
26.8%
Profit for the period, EUR million
349.5
216.8
329.9
% of net sales
26.1%
18.2%
21.4%
Research and development expenses, EUR million
133.2
126.9
179.6
% of net sales
9.9%
10.7%
11.6%
Capital expenditure, excluding acquired in business combinations, EUR million
109.6
92.7
86.1
% of net sales
8.2%
7.8%
5.6%
Acquired in business combination, net of cash, EUR million
82.0
0.1
Interest-bearing net liabilities, EUR million
-118.7
93.3
121.7
Basic earnings per share, EUR
2.49
1.54
2.35
Cash flow from operating activities per share, EUR
3.09
0.85
2.09
Equity ratio, %
60.9%
62.3%
61.9%
Gearing, %
-13.1%
10.5%
12.1%
Return on capital employed (before taxes), %
45.1%
25.3%
34.9%
Return on equity (after taxes), %
42.2%
24.1%
34.8%
Average personnel during the period
3,472
3,710
3,712
ORION CORPORATION | Financial Statement documents 2024 8/217
Financial review
Net sales
Orion Group’s net sales increased by 29.6% and totalled EUR 1,542.4 ( 1,189.7) million. Much of
the growth came from Innovative Medicines business division, whose strong development was
driven by Nubeqa®, as well as two significant milestone payments totalling EUR 130 million.
There was one significant milestone payment of EUR 30 million in the comparison period. Sales
of Branded Products, Generics and Consumer Health and Animal Health business divisions also
developed favourably. Exchange rate fluctuations had a EUR 3.9 million positive impact on net
sales. Excluding the significant milestone payments mentioned above, net sales increased by
21.8% to EUR 1,412.4 (1,159.7) million. Net sales of Orion’s top ten pharmaceuticals amounted to
EUR 766.2 (563.7) million. They accounted for 49.7% ( 47.4% ) of total net sales.  
Operating profit
Orion Group’s operating profit increased by 51.5% and totalled EUR 416.6 (274.9) million. The
increase was due to growing net sales and especially the growth of Nubeqa® royalties, and two
significant milestone payments, totalling EUR 130 million. The operating profit of the comparison
period includes a milestone payment of EUR 30 million and a EUR 30.7 million positive item
related to the transfer of the insurance portfolio of Orion Pension Fund’s B fund to an external
pension insurance company at the end of 2023. Excluding major milestones (EUR 30 million in
2023 and EUR 130 million in 2024) and the items related to the transfer of the insurance portfolio
of Orion Pension Fund’s B fund in 2023 (EUR 30.7 million in 2023 and EUR 3.4 million in 2024),
operating profit increased by 32.2% to EUR 283.2 (214.2) million.
Gross profit from sales in local currencies increased by EUR 68.8 million from the comparative
period. Price, cost and product portfolio changes had a negative impact of EUR -31.6 million on
gross profit. Currency exchange rate changes had a positive impact of EUR 3.1 million. With the
combined impact of these items, the gross profit from product and service sales was EUR 40.3
million higher than in the comparative period.
Milestone payments accounted for EUR 133.8 (32.4) million and royalties for EUR 271.0 (123.9)
million of net sales and operating profit. Other operating income and expenses accounted for
EUR 9.5 (43.7) million of operating profit.
Operating expenses increased by EUR 112.8 million. The costs were partly increased by the
write-down of EUR 17.5 million due to the termination of the ODM-111 project and the write-
down of EUR 23.5 million due to the termination of the ganaxolone contract. Otherwise, the
increase was mainly due to planned increases in research and development costs, as well as sales
and marketing expenses.
Operating expenses
Sales and marketing expenses increased by 23.7% and totalled EUR 278.1 (224.8) million. The
EUR 23.5 million write-down related to the termination of the ganaxolone contract is included in
the costs for 2024. In other respects, the growth was planned and came mostly from increased
efforts to support the growth of the Branded Products business division. Costs were also
increased by royalties paid to Endo, the total amount of which increased in line with the increase
in Nubeqa® revenues, and by Japan, where Orion established a sales office in 2024. Research
and development expenses increased by 41.5% and totalled EUR 179.6 (126.9) million. R&D
costs accounted for 11.6% (10.7%) of the Group’s net sales. The EUR 17.5 million write-down
related to the termination of the ODM-111 project is included in the costs for 2024. Excluding
that item, the increase in R&D expenses was planned. Administrative expenses increased by 9.2%
and were EUR 81.7 (74.8) million.
Group’s profit
Profit for the period totalled EUR 329.9 (216.8) million. Basic earnings per share were EUR 2.35
(1.54).
Financial position and cash flow
Cash flow from operating activities was significantly better than in the comparative period at EUR
293.4 (119.0) million. The EUR 30 million milestone payment recognised in 2023 increased the
cash flow for the period. The main part of the cash flow effect of the transfer of the insurance
portfolio of Orion Pension Fund’s B Fund (EUR 44.4 million), i.e. the excess cash, was also
recognised in the reporting period. Also, working capital increased clearly less than in the
comparative period. In addition, the cash flow generated by Nubeqa’s product sales and
royalties, for example, was clearly better than in the comparative period.
Cash flow from investing activities was EUR -85.2 (-108.4) million. Cash flow of the comparative
period includes the upfront payments to Amneal and Jemincare, a total of EUR 33 million.
Cash flow from financing activities was EUR -108.8 (-243.2) million. The difference with the
comparative period is due to a total of EUR 150 million loans raised in 2024.
Group’s total liabilities as at 31 December 2024 were EUR 624.1 (548.6) million. Interest-bearing
liabilities amounted to EUR 327.3 (200.0) million. Of the total interest-bearing liabilities, EUR
297.2 (171.0) million were long-term liabilities. The Group had EUR 205.6 (106.7) million in cash
and cash equivalents at the end of the reporting period.
ORION CORPORATION | Financial Statement documents 2024 9/217
Group’s gearing was 12.1% (10.5%) and the equity ratio 61.9% (62.3%). Equity per share was EUR
7.15 (6.34).
Capital expenditure
Capital expenditure totalled EUR 86.1 (92.7 excluding assets acquired in business combination)
million. This comprised EUR 63.6 (72.3) million on property, plant and equipment and EUR 22.5
( 20.4) million on intangible assets.
.
ORION CORPORATION | Financial Statement documents 2024 10/217
Business review
Orion’s operations and sales network
Orion is headquartered in Espoo, Finland. The company has a total of eight production sites, six
in Finland, one in France and one in Belgium. The company has two large research centres in
Finland and smaller R&D offices in the UK and the US. In addition, Orion’s Animal Health division
has small R&D operations in France and Belgium. Orion also has back-office operations in India
and China.
Orion has decided to outsource the production of its plant in Kuopio, Finland. It is estimated that
the Kuopio plant will continue to operate until at least the summer of 2026. Orion has also
decided to outsource the manufacture of injection products due to Simdax® and Dexdor®
becoming generic. The outsourcing of the manufacturing of injection products will take place
between 2024 and 2027. Both outsourcings are done to European factories. These decisions are
a continuation of Orion’s efforts to continuously improve its operations and their efficiency.
Orion’s products are sold globally in over one hundred countries through Orion’s own sales
network and by partners. Orion has its own sales network in Europe and six countries in the Asia-
Pacific region. Elsewhere in the world, Orion’s human pharmaceuticals are sold mainly by the
company’s partners. Orion is engaged in the sale of veterinary drugs through its own sales
network in the Nordic countries, Belgium, France, some Eastern European countries and
Vietnam. Elsewhere, these products are sold by partners. The company is also engaged in the
sale of Fermion and contract manufacturing products and services globally. In addition, Orion
markets and sells drugs and products manufactured by several other companies.
In 2024, Orion established a sales office in Japan, which initially focuses on the sale of Orion’s
Parkinson’s disease drugs and women’s health products.
Top ten best-selling pharmaceutical products
EUR million
1
1–12/24
1–12/23
Change %
Nubeqa® (prostate cancer)
A
368.3
182.5
> 100 %
Easyhaler® product portfolio (asthma, COPD)
B
166.4
144.2
+15.4%
Entacapone products2 (Parkinson’s disease)
B
84.1
88.4
-4.8%
Dexdomitor®, Domitor®, Domosedan ® and Antisedan®
(animal sedatives)
D
31.9
22.8
+40.4%
Burana® (inflammatory pain)
C
24.6
25.1
-2.0%
Divina® series (menopausal symptoms)
B
24.2
21.0
+15.1%
Simdax® (acute decompensated heart failure)
C
19.2
25.7
-25.4%
Dexmedetomidine products for human use3
C
16.4
21.5
-23.4%
Fareston®  (breast cancer)
C
16.0
13.5
+18.1%
Trexan® (rheumatoid arthritis, cancer)
C
15.0
19.1
-21.2%
Total
766.2
563.7
+35.9%
Share of net sales, %
49.7%
47.4%
1 Business division, A = Innovative Medicines, B = Branded Products, C = Generics and Consumer Health, D = Animal Health
2 Entacapone products include Stalevo®, Comtess®, Comtan® and all other products including entacapone.
3 Includes Dexdor®, Precedex® and other dexmedetomidine products for human use
Innovative Medicines
The Innovative Medicines business division includes medicines with patent or other product
protection. In addition to the commercial sales and royalties from these products, any milestone
payments or other revenue, such as product sales for R&D use, related to the products or
research and development projects of the business division, are included in its net sales.
Net sales of the division in JanuaryDecember 2024 increased by more than 100% and totalled
EUR 525.2 (235.1) million. Currently, the net sales of the business division are mainly generated
by Orion’s sales of Nubeqa®. Orion’s sales of Nubeqa® in JanuaryDecember 2024 more than
doubled and totalled EUR 368.3 (182.5) million, of which royalties were EUR 267.5 (119.7) million
and product sales, i.e., deliveries to Bayer, EUR 100.8 (62.8) million. In addition, the net sales
includes a milestone payment of EUR 70 million related to the sale of Nubeqa®, as well as a EUR
60 million item, recognised as a milestone payment, which was released from the balance sheet
to the profit and loss statement when the collaboration agreement with MSD was converted into
an exclusive licensing agreement for MSD.
Nubeqa® (darolutamide) is approved in more than 85 countries around the world for the
treatment of patients with non-metastatic castration-resistant prostate cancer (nmCRPC), who are
at high risk of developing metastatic disease. It is also approved for the treatment of patients with
ORION CORPORATION | Financial Statement documents 2024 11/217
metastatic hormone-sensitive prostate cancer (mHSPC) in combination with chemotherapy in
over 80 markets around the world. Filings in other regions are underway or planned by Bayer.
In December 2024, Orion and Marinus Pharmaceuticals, Inc. decided to mutually terminate their
European wide marketing and distribution agreement for ganaxolone. Marinus regained
ganaxolone’s commercial rights in Europe where the compound is approved only for the 
adjunctive treatment of epileptic seizures associated with rare cyclin-dependent kinase-like 5
(CDKL5) deficiency disorder (CDD) in patients 2 to 17 years of age. As a result of the termination
of the agreement, Orion made a write-down of EUR 23.5 million in the last quarter of 2024.
Branded Products 
The Branded Products business division includes products that have a strong brand name which
provides a competitive advantage. Currently, most of the business division’s products are
products developed by Orion. Key products are the Easyhaler® product portfolio, the
entacapone products and the Divina® series. Total net sales of the Branded Products business
division in JanuaryDecember 2024 increased by 10.2% and were EUR 287.5 (260.9) million. The
growth was mainly driven by the Easyhaler® product portfolio.
Orion’s Easyhaler® is a dry-powder inhaler developed in-house, for which Orion has developed
Easyhaler®-adapted dry-powder formulations of several well-known generic active
pharmaceutical ingredients (salbutamol, beclometasone, budesonide, formoterol, salmeterol
and fluticasone). Total net sales of the Easyhaler® product portfolio for the treatment of asthma
and chronic obstructive pulmonary disease increased by 15.4% and amounted to EUR 166.4
(144.2) million. The sales of the budesonide-formoterol combined formulation increased by
22.3% to EUR 115.4 (94.3) million. The sales of other Easyhaler® products (beclometasone,
budesonide, formoterol, salbutamol and salmeterol-fluticasone combined formulation) increased
by 2.4% to EUR 51.1 (49.9) million. Orion has announced that the Easyhaler® product portfolio
has potential to exceed EUR 200 million in peak annual sales. The estimate is based on, among
others, initiatives and recommendations by healthcare systems and health organisations to prefer
dry-powder inhalers over metered-dose inhalers due to climate reasons.
Orion’s entacapone products for the treatment of Parkinson’s disease are Stalevo®, Comtess®,
Comtan® and other entacapone-containing products. Their total net sales in JanuaryDecember
2024 decreased by 4.8% and amounted to EUR 84.1 (88.4) million. Sales volume increased but
due to declining prices the net sales was lower than in the comparative period. Orion markets
entacapone products in Europe and in some countries in the Asia-Pacific region. Elsewhere, the
products are sold by partners. The most important individual market for Orion’s entacapone
products is currently Japan, where sales rights returned from Novartis to Orion at the end of
2024. In June 2024, Orion and Navamedic signed a license and supply agreement for a novel
Parkinson's disease treatment Precifit® (Flexilev®), including the OraFID® dispenser. Orion has
exclusive right to market, distribute and sell Precifit® across Europe, excluding Sweden, Norway,
Denmark, and Iceland.
Sales of the Divina® series of hormone replacement products increased by 15.1% to EUR 24.2
(21.0) million.
Generics and Consumer Health
Net sales of the Generics and Consumer Health business division, comprising generic (off-patent)
prescription drugs (including biosimilars) and self-care products, increased by 2.1% in January
December 2024 and amounted to EUR 528.4 (517.6) million. Sales developed well in all main
market areas. Generic prescription drugs accounted for 75% (75%) and self-care products for
25% (25%) of the business division’s net sales. The net sales of generic prescription drugs
increased by 2.5% and were EUR 396.3 (386.7) million and the net sales of self-care products
increased by 0.9% and were EUR 132.1 (130.9) million.
The Generics and Consumer Health business division has four geographic regions, which are
Finland and Baltics, Scandinavia, Eastern Europe, and Rest of the World (ROW). The division’s
sales in Finland and Baltics increased by 3.5% and amounted to EUR 320.9 (310.2) million. The
increase came mainly from reference-priced prescription drugs. The general decline in the prices
of reference-priced drugs due to price competition continued, but the average price of Orion’s
reference-priced drugs increased slightly. However, the average price of Orion’s reference-
priced drugs is still clearly lower than the average price of reference-priced drugs in general in
the market. Increase in average price and volume both contributed to the sales growth of Orion. 
In Scandinavia, the division’s sales increased by 12.6% and totalled EUR 87.8 (78.0) million. In
Eastern Europe, the division’s sales increased by 8.3% and amounted to EUR 50.0 (46.2) million.
Sales in ROW declined by 16.2% and stood at EUR 69.7 (83.2) million. The decline is mostly due
to Simdax®, Trexan® and dexmedetomidine products for human use, and due to Russia, where
Orion sold remaining inventories in early 2023 before exiting the market.
Review of the Finnish human pharmaceuticals
market
Finland is an important market for Orion, generating about a fifth of the Group’s net sales.
Majority of the sales in Finland is generated by the Generics and Consumer Health business
division with reference-priced prescription drugs and self-care products being the main product
groups in Finland. The table below shows the market development in according to Pharmarket
statistics (1–12/2024). The increase in Orion’s reference-priced prescription drugs sales is mainly
explained by volume growth.
ORION CORPORATION | Financial Statement documents 2024 12/217
Sales of human pharmaceuticals in Finland (medicinal and non-medicinal products):
EUR million
1–12/24
1–12/23
Change %
Total sales of human pharmaceuticals (hospital and
pharmacy channel)
 
 
 
Market
3,393.5
3,219.2
+5.4%
Orion
351.9
345.3
+1.9%
Prescription drugs total (pharmacy channel)
Market
1,980.9
1,843.7
+7.4%
Orion
211.7
200.4
+5.6%
Reference priced prescription drugs (pharmacy channel)1
 
Market
516.9
540.2
-4.3%
Orion
113.1
105.9
+6.8%
Self-care products (pharmacy channel)
 
Market
493.5
488.2
+1.1%
Orion
121.0
119.1
+1.6%
1 The reference-priced prescription drugs group metric counts in products that were reference-priced prescription drugs at the
time the statistics were compiled. For this reason, sales and market share figures in the comparative period may deviate from
previously published data. 
Source: Pharmarket sales statistics 1–12/2024
Animal Health
Orion sells veterinary drugs itself in the Nordic countries, Belgium, France, some Eastern
European markets and Vietnam, while the Company operates through partners in Rest of the
World. In addition, Orion markets and sells veterinary drugs manufactured by several other
companies.
Net sales of the Animal Health business division in JanuaryDecember 2024 increased by 23.4%
and amounted to EUR 128.2 (103.9) million. The return to a more normal level of sales after a
weak year in 2023 partly explains the growth that came from different sources, with animal
sedatives being the largest single contributor.
Sales of animal sedative products accounted for 24.9% (21.9%), or EUR 31.9 (22.8) million, of the
division’s total net sales. The increase is explained by the recovery in deliveries to partners. The
animal sedative product family comprises Orion’s animal sedatives Dexdomitor®
(dexmedetomidine), Domitor® (medetomidine) and Domosedan® (detomidine), and antagonist
Antisedan® (atipamezole), which reverses the effects of the sedatives.
In April 2024, Orion’s partner Zoetis started the launch of Bonqat® in the US.
Fermion
Fermion manufactures active pharmaceutical ingredients for Orion and other pharmaceutical
companies. Its product range comprises nearly 30 pharmaceutical ingredients. It produces active
pharmaceutical ingredients for Orion’s proprietary drugs developed in-house as well as for
certain generic drugs. Fermion manufactures generic pharmaceutical ingredients for other
pharmaceutical companies and offers contract manufacturing services for the development and
manufacturing of new active pharmaceutical ingredients.
External net sales of Fermion in JanuaryDecember 2024 decreased by 1.8% and totalled EUR
72.3 (73.7) million. Demand for Fermion products has been good and production capacity has
been nearly fully utilised. The production capacity is increasingly more allocated to the
manufacturing of Orion’s active pharmaceutical ingredients.
ORION CORPORATION | Financial Statement documents 2024 13/217
Key licensing and collaboration agreements
regarding assets in the clinical development or
commercialisation phase
Orion has an agreement with Bayer for the development and commercialisation of darolutamide
(i.e. Nubeqa®). Bayer holds global commercial rights to darolutamide, and Orion is entitled to
receive annually tiered royalties on global darolutamide sales. The average annual royalty rate is
initially approximately 20% including product sales to Bayer. As the annual global sales increase,
the average annual royalty rate will increase. If the annual global darolutamide sales were EUR 3
billion, Orion’s average annual royalty rate would be slightly above 25%. Orion manufactures the
product for global markets, i.e. carries the cost of goods sold, and co-promotes the product in
Europe with Bayer. In addition to royalties, Orion is entitled to receive Nubeqa-related sales
milestone payments from Bayer that may total EUR 280 million. The first sales milestone (EUR 30
million) was recorded in Q3 2023 and the second (EUR 70 million) in Q3 2024. There is still one
milestone payment of EUR 180 million, which, according to Orion’s current estimate, could be
recorded in 2026.
In July 2024, Orion and MSD (Merck & Co., Inc. Rahway NJ USA) announced the mutual exercise
of an option to convert the companies’ co-development and co-commercialisation agreement for
opevesostat (ODM-208/MK-5684), an investigational CYP11A1 inhibitor, and other candidates
targeting CYP11A1 into an exclusive global license for MSD. With the exercise of the option, MSD
gained global exclusive rights to develop and commercialise opevesostat and other candidates
targeting CYP11A1 covered by the agreement. Under the terms of the agreement, Orion is
eligible to receive development milestone payments up to USD 30 million, regulatory milestone
payments up to USD 625 million and sales-based milestone payments up to USD 975 million as
well as annually tiered royalty payments ranging from a low double-digit rate up to a rate in the
low twenties on net sales for any commercialised licensed product. The development and
regulatory milestones are determined by the scope of a number of treatment indications and
multiple geographies. Annual sales exceeding several billion US dollars would be required to
reach the total amount of the sales milestones and higher-end of the royalty rate. In addition, as a
result of the exercise of the option, MSD will now assume full responsibility for all past and future
development and commercialisation expenses associated with the candidates covered by the
agreement. As a result of the option exercise and MSD’s assumption of expenses, Orion released
EUR 60 million that was reserved in July 2022 to cover Orion’s share of development cost to be
accrued from the balance sheet to net sales and operating profit in Q3 2024. Orion will retain
responsibility for the manufacture of clinical and commercial supply for MSD. No payment was
associated with the exercise of this option.
Orion has a long-term license agreement with Amneal Pharmaceuticals, Inc. to commercialise
Amneal’s generic products in Orion territories. Under the terms of the agreement, Orion has
exclusive license to commercialise and sell Amneal’s generic products in most parts of Europe as
well as in Australia and New Zealand. The initial portfolio includes a mix of generic products
commercially available in the US today, as well as selected pipeline products currently under
development.
In addition to the above agreements, Orion has a number of other licensing agreements with
various pharmaceutical companies, all of which are important but not considered key
agreements for the Group.
ORION CORPORATION | Financial Statement documents 2024 14/217
Research and development
The core therapy areas of Orion’s pharmaceutical research are oncology and pain. The company
also develops veterinary drugs and selected generic drugs. Orion’s key clinical development
projects are listed in the table below.
In the early research phase, Orion has several projects investigating new drug targets in cancer
and pain. Additionally, Orion has projects underway to develop new veterinary drugs and
selected generic drugs. In addition to the actual drug development, Orion has ongoing projects
aimed at optimising treatment outcomes with existing medicines in different indications by
collecting and using data on patients and medicine use.
Key R&D events
After the reporting period in February 2025, Orion’s partner Newel Health announced that
ROHKEA® VR Therapy (ex-ODD-403) has achieved MDR Class IIa Certification which is an
important milestone to commercialise the product in Europe.
After the reporting period In January 2025, Orion and Invenra announced discovery service and
commercial license agreement to develop innovative bispecific antibody cancer therapeutics.
In December 2024, Orion and Abilita Therapeutics entered research collaboration and option to
license agreement to develop innovative antibody therapeutics.
In November 2024, Orion and Alligator Bioscience amended their agreement concerning two
bispecific antibodies.
In October 2024, Orion decided to terminate the ODM-111 development program due to too
narrow therapeutic window of the molecule. Orion made a write-down of EUR 17.5 million
related to the project in the last quarter of 2024.
In September 2024, Orion strengthened its early-stage research with a new research
collaboration, when Orion and Aitia enter AI-driven drug discovery and drug simulation
collaboration in oncology.
In July 2024, Orion and Bayer’s Phase III ARANOTE trial met its primary endpoint, significantly
increasing radiological progression-free survival (rPFS) with darolutamide + androgen
deprivation therapy (ADT) compared to placebo plus ADT. Based on the results, Bayer has
already submitted applications to extend the marketing authorisation for darolutamide in the US,
the EU and China.
In July 2024, Orion and MSD announced mutual exercise of option providing MSD global
exclusive rights to opevesostat. Going forward, Orion will present in its clinical development
pipeline only the key, i.e. in practice phase III, trials that the partner MSD conducts with
opevesostat. The ongoing Phase II trial CYPIDES is included in Orion’s clinical development
pipeline, as Orion is conducting this study. Further information on clinical trials with opevesostat
is available at https://clinicaltrials.gov/search?term=opevesostat.
Key clinical development projects
Therapy area
Project
Indication
Phase I
Phase II
Phase III
Registration
Oncology
ARANOTE (darolutamide)
Prostate cancer (mHSPC)
Ongoing
Oncology
ARASTEP (darolutamide)
Prostate cancer (BCR)
Ongoing
Oncology
OMAHA1 (opevesostat)2
Prostate cancer (mCRPC)
Ongoing
Oncology
OMAHA2a (opevesostat)2
Prostate cancer (mCRPC)
Ongoing
Oncology
CYPIDES (opevesostat)
Prostate cancer (mCRPC)
Ongoing
Oncology
ODM-212 (TEAD inhibitor)
Solid tumours
Ongoing
Pain/neurology
ODM-105 (tasipimidine)
Insomnia
Ongoing
1 In collaboration with Bayer
2 Trial conducted by Orions partner MSD with global exclusive rights to opevesostat.
Expected next steps in 2025
Expanding ODM-212 Phase I with more patients to incorporate more extensive dose evaluation
Expanding ODM-105 Phase II with more patients
ORION CORPORATION | Financial Statement documents 2024 15/217
Personnel
The average number of employees in the Orion Group in JanuaryDecember 2024 was 3,712
(3,710). Orion has changed the way the number of employees is reported. The company now
reports the headcount, while previously it reported the number of full-time equivalents (FTE).
Salaries and other personnel expenses in January December 2024 totalled EUR 303.9 (273.0 )
million.
Changes in Executive Management
On 23 January 2024, Orion announced that René Lindell has been appointed Chief Financial
Officer of Orion Group as of 1 May 2024. Lindell started already as of 1 April 2024 as Executive
Advisor (until 30 April 2024) and member of the Group Executive Management Board. Lindell’s
predecessor Jari Karlson retired on 30 April 2024. 
On 1 February 2024, Julia Macharey started as Senior Vice President of Orion Group’s new
People & Culture group-level function and member of the Executive Management Board of
Orion Group.
On 22 March 2024, Orion announced that the Corporate Strategy and Program Management
(CSPMO) unit will become part of the Finance and Corporate Business Development group-level
function, and as a result of the change, SVP Virve Laitinen will step down from the Orion
Executive Management Board and will report to the Chief Financial Officer of the Orion Group as
a Head of CSPMO. The change took effect on 1 April 2024.
On 7 May 2024, Orion announced that Olli Huotari, Senior Vice President responsible for
Corporate Functions organisation (including, i.e., Communications, Compliance, Corporate
Responsibility, Intellectual Property Rights, Legal Affairs and Public Affairs) of the Orion Group
and Secretary to the Board of Directors of Orion Corporation, and a member of the Executive
Management Board of the Orion Group has informed the company of his decision to leave
Orion. In order to secure a proper transition of responsibilities to his successor, Orion and
Huotari have agreed that Huotari will continue in his current positions at Orion (including the
membership of the Executive Management Board of the Orion Group) until 31 May 2025, after
which he will leave the company.
On 19 December 2024, Orion announced that Mikko Kemppainen has been appointed as
General Counsel and Secretary to the Board of Directors of Orion Corporation, and a member of
the Executive Management Board of the Orion Group as of 1 June 2025.  
Significant legal proceedings
On 26 October 2023, Orion Corporation filed together with Bayer et al a patent infringement
lawsuit against Hetero USA Inc. et al in the United States District Court for the District of
Delaware. Hetero USA Inc. (et al) has filed an Abbreviated New Drug Application (“ANDA”) for
Nubeqa® (darolutamide) with the US Food and Drug Administration seeking approval to
commercialise a generic version of Nubeqa® prior to certain patents expiring in 2036 and 2038.
However, according to Orion’s information, the ANDA as filed does not seek approval prior to
the expiry of the compound patent protection for Nubeqa® (darolutamide) in the US.
In the US, generic pharmaceutical companies may apply for an ANDA after a certain time has
lapsed from the grant of the marketing authorisation of the originator’s product, and such
applications will occur in the ordinary course of business.
In addition to the above, companies belonging to the Orion Group are parties to various legal
disputes, which are not, however, considered to be significant legal proceedings for the Group.
Annual General Meeting 2024
The Annual General Meeting of the Shareholders of Orion Corporation was held on 20 March
2024 in Helsinki. In addition to matters in accordance with Section 10 of the Articles of
Association and Chapter 5, Section 3 of the Limited Liability Companies Act, the meeting dealt
with the Company’s remuneration report, remuneration policy and proposals concerning
authorisation of the Board of Directors to decide on a share issue by issuing new shares.
Distribution of a dividend of EUR 1.62 per share was approved for 2023, in accordance with the
Board’s proposal. The dividend was paid in two instalments, EUR 0.81 on 3 April 2024 and EUR
0.81 on 23 October 2024.
The decisions taken by the Annual General Meeting and the organising meeting of the Board of
Directors were reported in stock exchange releases on 20 March 2024.
ORION CORPORATION | Financial Statement documents 2024 16/217
Agreements referred to in Ministry of
Finance decree 1020/2012, Section 8,
Paragraph 1, Subparagraph 11
Orion and its co-operation partner Bayer (Bayer Consumer Care AG) have licensing,
commercialisation, manufacturing and supply agreements in place concerning the Nubeqa®
drug. These agreements include terms concerning change of control in the company that entitle
a party to terminate the agreement in certain circumstances, as referred to in the Ministry of
Finance Decree 1020/2012, Section 8, Subsection 1, Paragraph 11.
Information on key intangible resources
Orion’s key intangible resources include patents owned by the company, the company brand
and reputation, skilled employees and their specific professional competencies, partnerships
with other pharma companies and other important stakeholders. These resources enable Orion
to maintain its competitive advantage and are a central part of the company’s growth strategy.
ORION CORPORATION | Financial Statement documents 2024 17/217
Events during the financial year 2024
11 Jan 2024
Orion announced that the insurance portfolio of Orion Pension Fund’s B fund
was transferred to an external pension insurance company.
23 Jan 2024
René Lindell was appointed Chief Financial Officer of Orion Group as of       
1 May 2024.
20 Mar 2024
Orion Corporation’s Annual General Meeting was held in Helsinki.
22 Mar 2024
Orion announced that the Corporate Strategy and Program Management
(CSPMO) unit will become part of the Finance and Corporate Business
Development unit, and as a result of the change, SVP Virve Laitinen will step
down from the Orion Executive Management Board and will report to the
Chief Financial Officer of the Orion Group as a Head of CSPMO.
7 May 2024
Orion announced that Olli Huotari, Senior Vice President responsible for
Corporate Functions organisation of the Orion Group and Secretary to the
Board of Directors of Orion Corporation, and a member of the Executive
Management Board of the Orion Group, has decided to leave the company.
Huotari will continue in his current positions until 31 May 2025.
1 Jul 2024
Orion and MSD announced mutual exercise of option providing MSD global
exclusive rights to opevesostat, an investigational CYP11A1 inhibitor, for the
treatment of metastatic castration-resistant prostate cancer.
1 Jul 2024
Orion upgraded full-year outlook for 2024.
17 Jul 2024
Orion announced that phase III ARANOTE trial of darolutamide in
combination with androgen deprivation therapy in men with metastatic
hormone-sensitive prostate cancer had met its primary endpoint.
11 Sep 2024
Orion upgraded full-year outlook for 2024.
24 Oct 2024
Orion announced that the company terminates ODM-111 development
program due to narrow therapeutic window of the molecule.
19 Nov 2024
Orion and Alligator Bioscience amended their agreement concerning two
bispecific antibodies.
19 Dec 2024
Orion announced that Mikko Kemppainen has been appointed as General
Counsel and Secretary to the Board of Directors of Orion Corporation, and a
member of the Executive Management Board of the Orion Group as of         
1 June 2025.
30 Dec 2024
Orion and Marinus terminated agreement for ganaxolone in Europe.
Events after the financial year 2024
15 Jan 2025
Orion upgraded full-year outlook for 2024 and provided preliminary
information on financial performance for 2024.
ORION CORPORATION | Financial Statement documents 2024 18/217
Shares and shareholders 
On 31 December 2024 Orion had a total of 141,134,278 (141,134,278) shares, of which
32,831,608 ( 33,351,382) were A shares and 108,302,670 (107,782,896) B shares. The Group’s
share capital is EUR 92,238,541.46 ( 92,238,541.46). At the end of December 2024, Orion held
632,855 (782,973) B shares as treasury shares. On 31 December 2024, the aggregate number of
votes conferred by the A and B shares was 764,301,975 (774,027,563) excluding treasury shares.
Voting rights conferred by shares
Each A share entitles its holder to twenty (20) votes at General Meetings of Shareholders and
each B share to one (1) vote. However, a shareholder cannot vote more than 1/20 of the
aggregate number of votes from the different share classes represented at a General Meeting of
Shareholders. The Company itself and Orion Pension Fund do not have the right to vote at an
Orion Corporation General Meeting of Shareholders. Both share classes, A and B, confer equal
rights to the Company’s assets and dividends.
Conversion of shares
The Articles of Association entitle shareholders to demand the conversion of their A shares to B
shares within the limitation on the maximum number of shares of a class. A total of 519,774
A shares were converted into B shares in JanuaryDecember 2024.
Trading in Orion’s shares
Orion’s A shares and B shares are quoted on Nasdaq Helsinki in the Large Cap group under the
Healthcare sector heading under the trading codes ORNAV and ORNBV. Trading in both of the
Company’s share classes commenced on 3 July 2006, and information on trading in the
Company’s shares has been available since that date. On 31 December 2024, the market
capitalisation of the Company’s shares, excluding treasury shares, was EUR 6,004.7 million.
In 2024, a total of 1,761,742 of Orion’s A shares and 54,904,940 B shares were traded on Nasdaq
Helsinki. The total value of the shares traded was EUR 2,320.6 million. During the year, 5.4% of
the A shares and 50.7% of the B shares were traded. The average turnover in Orion’s shares
was 40.2%.
The price of Orion’s A shares increased by 8.7% and the price of its B shares increased by 8.9% in
2024 . On 31 December 2024 the closing quotation was EUR 42.60 for the A shares and EUR
42.78 for the B shares. The highest quotation for Orion’s A shares in 2024 was EUR 49.85 and the
lowest quotation was EUR 32.50. The highest quotation for the B shares in 2024 was EUR 50.16
and the lowest quotation was EUR 31.86.
Orion shares are also traded on various alternative trading platforms in addition to Nasdaq
Helsinki.
Authorisations of the Board of Directors
On 20 March 2024, the Annual General Meeting of Orion Corporation authorised the Board of
Directors to decide on a share issue by issuing new shares. The Board of Directors shall be
entitled to decide on the issuance of no more than 14,000,000 new Class B shares. The share
issue authorisation shall be valid until the next Annual General Meeting of the Company. The
terms of the authorisation are reported in more detail in a stock exchange release on 20 March
2024.
On 23 March 2022, the Annual General Meeting authorised the Board of Directors to decide on a
share issue by conveying own shares. The Board of Directors is entitled to decide on the
conveyance of no more than 1,000,000 own Class B shares held by the Company.  The
authorisation to convey own shares is valid for five years from the decision of the Annual General
Meeting. The terms of the authorisation are reported in more detail in a stock exchange release
on 23 March 2022.
The Board of Directors is not authorised to increase the share capital or to issue bonds with
warrants or convertible bonds or stock options.
Share-based incentive plans
The Group has one currently operating share-based incentive plan for key persons of the Group: 
Orion Group’s Long-Term Incentive Plan 2022, announced in a stock exchange release published
on 10 February 2022.
Share ownership
Orion’s shares are in the book-entry system maintained by Euroclear Finland, and Euroclear
Finland maintains Orion’s official shareholder register.
At the end of  December 2024, Orion had a total of 90,222 (88,722) registered shareholders, of
whom 96% (95%) were private individuals. They held 38% (39%) of the entire share stock and had
61% (62%) of the total votes. There were 48 (46) million nominee-registered and foreign-owned
shares, which was 34% (32%) of all shares, and they conferred entitlement to 9% (9% ) of the total
votes.
At the end of December 2024, Orion held 632,855 (782,973) B shares as treasury shares, which is
0.45% (0.55%) of the Company’s total share stock and 0.08% (0.10%) of the total votes.
ORION CORPORATION | Financial Statement documents 2024 19/217
Flagging notifications
Orion received no flagging notifications during the reporting period. The details of the
notifications published by Orion are available at www.orionpharma.com/en/flaggings.
Management’s shareholdings
At the end of 2024, the members of the Board of Directors owned a total of 693,490 of the
Company’s shares, of which 626,023 were A shares and 67,467 B shares. At the end of 2024, the
President and CEO owned 34,673 of the Company’s shares, which were all B shares. The
members of the Group’s Executive Management Board (excluding the President and CEO)
owned a total of 165,931 of the Company’s shares, which were all B shares. Thus, the Company’s
executive management held 0.63% of all of the Company’s shares and 1.68% of the total votes.
These shareholdings include holdings by controlled corporations.
ORION CORPORATION | Financial Statement documents 2024 20/217
Strategy
Orion’s Board of Directors has confirmed the Company’s strategy.
Global trends and operating environment for
pharma Industry
The following key global trends drive growth opportunities and challenges in pharma industry
and affect Orion’s operating environment:  
Demographics and aging of population: as population ages, the prevalence of various
diseases increases, causing increased demand for drugs and treatments.
Cost pressure in healthcare and pharmaceuticals: the share of healthcare costs of available
funds continues to increase, both at national and individual level, creating needs for cost-
effective drugs and treatments. Geopolitical developments are decreasing predictability and
causing challenges in global supply chains.
Advancements in science and technologies: personalised medicine, increased genetic and
epigenetic data and developments in drug dosing and diagnostics create possibilities and
markets for new treatments and therapies.
Sustainability regulation and demand for sustainability: sustainability and compliance in all
business sectors increasingly guide the actions and decisions of consumers, authorities and
investors.
Digitalisation, the use of AI and real time data: The amount and significance of data is growing,
and it has become a valuable tool for generating competitive business opportunities. Societies
and companies are increasingly relying on artificial intelligence, machine learning, and
automation.
Our purpose is building well-being
Well-being means something unique for each human being in all stages of life. We draw on our
century-long experience in healthcare while keeping our sights firmly set on future innovations to
support you every step of your way.
Our novel therapies help change the lives of patients across the globe. We serve societies in
sustaining health systems with a diverse portfolio of cost-effective and value-adding drugs. Our
veterinary products enable pet owners and farmers to care for their animals.
Inspired by our Nordic heritage, we strive to empower people around the world to live their lives
to the fullest – today and tomorrow.
Orion’s strategy
Orion is an innovative, research-focused pharmaceutical company with a strong Nordic heritage
that serves societies and helps change lives across the globe. All business divisions play a key
role in Orion’s growth strategy. The three key elements in the strategy are the following:
1) Build a customer driven portfolio through our competitive businesses:
Innovative Medicines focuses on oncology and pain management, leveraging Orion’s R&D
expertise in these crucial and expanding fields.
Branded Products continues building on its strength and success in Respiratory and
Parkinson’s disease.
Generics and Consumer Health provides a large cost-effective generics portfolio
complemented by value-added and complex generics to European hospitals and other
selected markets and caters to customer needs with consumer health products with value
propositions.
Animal Health continues building a competitive portfolio for companion and livestock animals.
Fermion manufactures key APIs to all business divisions.
2) Expand to new geographies:
Strengthen European market position.
Strengthen and expand operations in Asia Pacific including Japan.
Establish operations in USA to build R&D and commercialisation capabilities.
3) Develop growth enablers:
Orion has determined the following areas where it builds its capabilities in order for the company
to achieve strategic success:
Competences and culture development in accordance with Orion’s values.
Safety and sustainability  Prioritise patient safety and sustainability across the entire
product lifecycle, positioning Orion as a trustworthy European partner, known for dependable
delivery, transparency, and responsibility.
Global commercialisation capabilities – build the expertise to enable the global
commercialisation of our products on a larger scale. 
Data driven execution excellence Build expertise and operational models for a data-driven
approach, optimising decision-making based on hard data. 
Master End-to-End value chain developing competitive advantage in every step from molecule
development to marketing and distribution.
ORION CORPORATION | Financial Statement documents 2024 21/217
The roles of the business divisions in Orion’s business portfolio:
In Innovative Medicines patients with cancer and pain meet innovations and disruptive pharma
to transform their lives. Innovative Medicines is the global growth driver for Orion.
Branded Products provides the platform for growth in Europe & Asia. In Branded Products the
target is to be an impactful player in Respiratory, Central Nervous System, and Women’s Health
in Europe and Asia.
Generics and Consumer Health is Orion’s solid bedrock. In Generics and Consumer Health we
create everybody access to affordable quality medicines and help individuals to promote their
health.
Animal Health is committed to the well-being of companion animals and livestock.
Fermion manufactures key APIs to all business divisions.
Orion’s growth strategy in three steps according to Orion strategic roadmap:
1) Strengthen & Expand – Strengthen European and Asia Pacific market positions.
2) Build and Invest – Build and invest into global commercial assets and capabilities.
3) Accelerate – Grow and maximise value of global assets.
Orion’s sustainability commitments
Patient safety as a top priority: Patient safety has been a priority for us for over a hundred years
and it continues to be the cornerstone of our daily operations. We play a significant role in
ensuring the reliable supply of medications – even in the wake of a crisis.
Active work for a better environment: We want to be the environmental leaders in our industry.
We continuously raise the bar in climate and environmental responsibility, and we challenge
others to follow. Orion is committed to working towards no biodiversity loss caused by our
business or our value chain. Orion is also determined to keep global warming under 1.5°C,
supported by our approved science-based near-term targets. We recognise the importance of
sustained climate action and are committed to achieve net-zero emissions by 2050.
Care for well-being professionals: We want to take care of Orionees – professionals who put
their heart and expertise in everything they do. Our workplace is inspiring. We want our
people to feel well.
Ethics at the core of our business: We maintain strict ethical standards and act responsibly in all
situations. Together with our partners we are building a transparent and sustainable business.
Financial objectives
Through the financial objectives, Orion aims to develop the Group’s shareholder value and
ensure financial stability and profitable growth. Orion’s financial objectives for 2024–2028 are:
To grow net sales with a compound average annual growth rate (CAGR) of at least 8%.
To grow operating profit faster than net sales. 
To maintain an equity ratio of at least 50% and to generate return on equity (ROE) of 25% or
higher.
To increase the dividend per share annually with a payout ratio of 50% to 100%.
Achievement of these objectives requires continuous and sufficient investments in development
of the product portfolio and growth. Received milestone payments which are part of Orion’s
business model can generate volatility in short term growth on net sales and operating profit.
Orion’s dividend distribution policy
Orion’s dividend distribution takes into account the distributable funds and the capital
expenditure and other financial requirements in the medium and long term to achieve the
financial objectives.
ORION CORPORATION | Financial Statement documents 2024 22/217
Proposal by the Board of Directors of Orion Corporation to the Annual General Meeting
2025 on the resolution on the use of the profit shown on the Balance Sheet and the
distribution of dividend
Orion Corporation’s distributable funds at 31 December 2024 are EUR 601,482,478.08, of which the profit for the financial year is EUR 232,653,163.99. The Board of Directors proposes to the Annual
General Meeting of Orion Corporation to be held on 3 April 2025 that a dividend of EUR 1.64 per share be paid on the basis of the Balance Sheet confirmed for the financial year that ended on 31
December 2024. No dividend shall be paid on treasury shares held by the Company on the record date for dividend payment.
According to the proposal, the dividend would be paid in two instalments. The first instalment of EUR 0.82 per share would be paid to a shareholder who is on the record date for the payment of the
dividend, 7 April 2025, registered in the Company’s shareholders’ register maintained by Euroclear Finland Oy. The Board of Directors proposes that the first instalment would be paid on 14 April 2025.
The second instalment of EUR 0.82 per share would be paid to a shareholder who is on the record date for the payment of the dividend, 16 October 2025, registered in the Company’s shareholders’
register maintained by Euroclear Finland Oy. The Board of Directors proposes that the second instalment would be paid on 23 October 2025.
The Board of Directors proposes that the Annual General Meeting would authorise the Board of Directors to resolve, if necessary, on a new record date for payment and payment date for the second
instalment of the dividend in case of changes in the rules of Euroclear Finland Oy or the regulations regarding the Finnish book-entry system or if other rules binding the Company so require.
In addition, the Board of Directors proposes to the Annual General Meeting that EUR 450,000 of the Company’s distributable funds be donated to medical research and other purposes of public interest
as decided by the Board of Directors. Any remaining distributable funds would be allocated to retained earnings.
There have been no material changes in the Company’s financial position since the end of the financial year. The liquidity of the Company is good and, in the opinion of the Board of Directors, the
proposed profit distribution would not compromise the liquidity of the Company.
Espoo, 25 February 2025
Orion Corporation
Board of Directors
ORION CORPORATION | Financial Statement documents 2024 23/217
Outlook for 2025
Net sales are estimated to be EUR 1,550 million to EUR 1,650 million.
Operating profit is estimated to be EUR 350 million to EUR 450 million.
Basis for outlook
Collaboration agreements with other pharmaceutical companies are an integral part of Orion’s
business model. Agreements often include payments recorded in net sales and operating profit
that vary greatly from year to year. Forecasting the timing and amount of these payments is
difficult. In some cases, they are conditional on terms such as R&D outcomes which are not
known until studies have been completed, the progress of R&D projects or the attainment of
specified sales levels. Regarding possible new contracts under negotiation, neither the outcome
nor the schedule of contract negotiations is generally known before the final signing of the
agreement.
In 2024, Orion booked two material milestones totalling EUR 130 million. The outlook for 2025
does not include any material milestone payments or one-offs.
Milestone payments received by Orion in 2020–2024
Year
2020
2021
2022
2023
2024
EUR million
42
3
234
32
134
The outlook does not include income, expenses or other impacts related to any future material
product or company acquisition or divestment.
Net sales
The outlook assumes that the Nubeqa® royalties and product sales booked by Orion will clearly
increase in 2025. Orion’s assumption is based on forecasts received from its partner Bayer.
However, it is difficult to predict the exact level of product sales and royalties of a strongly
growing product for the whole year.
The Branded Products business division is estimated to grow in 2025. Growth is anticipated to be
driven by the Easyhaler® product portfolio but also other products are expected to support the
growth. Entacapone products, for example, benefit from the fact that Orion has taken over the
sales of the products in Japan. Animal Health business division is anticipated to grow slightly,
with growth coming from various products. The net sales of the Generics and Consumer Health,
and Fermion business divisions are estimated to be at a similar level as in 2024.
Operating profit
The underlying operating profit growth, i.e. excluding material milestones, is expected to be
driven by Nubeqa® royalties. However, it is difficult to predict the exact level of royalties of a
strongly growing product for the whole year. Any variance from the predicted level can have a
notable impact on Orion’s operating profit. Also, the mechanism by which each quarter’s product
deliveries are always fully deducted from the next quarter’s royalty payments is causing
fluctuation to operating profit. Even though this impact on operating profit is only temporary, the
timing of product deliveries may have notable impact on Orion’s operating profit in one calendar
year. Orion’s income is increasingly coming from the United States and thus changes in the US
dollar exchange rate cause fluctuations in Orion’s operating profit. 
Research and development costs, and in particular their timing, can also cause fluctuations in
operating profit. Although the future costs of research and development projects are known
quite well in advance, there are uncertainties about their timing. The start of projects may be
delayed, and projects may progress faster or slower than expected. Projects may also have to be
terminated, in which case the anticipated costs will not be fully realised. Orion estimates that R&D
costs in 2025 will increase from 2024.
Sales and marketing expenses are expected to be at a similar level as in 2024. In 2024, sales and
marketing expenses included EUR 23.5 million write down from ganaxolone. In 2025, the growth
of underlying sales and marketing expenses is mainly due to growing investments to the
Easyhaler® sales in Europe, ramping up the sales and sales force in Japan, and Nubeqa® royalty
payable as per an agreement with Endo Pharmaceuticals.
Capital expenditure
The Group’s total capital expenditure in 2025 is expected to be at a similar level as in 2024. The
estimate of capital expenditure does not include any investments related to any future material
product or company acquisition.
ORION CORPORATION | Financial Statement documents 2024 24/217
Near-term risks and uncertainties 
Orion is exposed to risks that may arise from its operations or changes in the operating
environment. The most significant risk factors described below can potentially have an adverse
effect on Orion’s business operations, financial position or financial results. Other risks, which are
currently either unknown or considered immaterial to Orion may, however, become material in
the future.
Orion’s own production and other operations are exposed to risks that may materially disrupt
their operations or even interrupt them at least temporarily. Such risks include, for example,
accidents, damages, natural disasters, strikes, employee illness, conflicts, terrorism, cyber-attacks,
hybrid influence, disruption of information or communication systems, disruption of energy
supply, and disruption of supply and logistics chains. Orion’s production and business operations
are dependent on global supply and logistics chains, the inaction of which may lead to low
availability of finished products and raw materials, starting materials, semi-finished products,
supplies, equipment and spare parts needed in production.
Sales of individual products and also Orion’s sales in individual markets may vary, for example
depending on the extent to which the ever-tougher price and other competition prevailing in
pharmaceutical markets in recent years will specifically focus on Orion’s products. Changes in
pharmaceutical or other regulation in individual markets or more broadly, for example at EU
level, may affect the sales and profitability of Orion’s products. Changes in overall market
demand may also have negative impact on sales.
Product deliveries to key partners are based on timetables that are jointly agreed in advance.
Nevertheless, they can change, for example as a consequence of decisions concerning
adjustments of stock levels. In addition, changes in market prices and exchange rates affect the
value of deliveries.
Key currencies that carry an exchange rate risk for Orion are the US dollar, the Swedish krona and
the Polish zloty. Other significant currencies are the Danish krone and the Norwegian krone.
However, the overall effect of the risk arising from currencies of European countries will be
abated by the fact that Orion has organisations of its own in most European countries, which
means that in addition to sales income there are also costs in these currencies. 
The current geopolitical conflicts and unrest, and other challenges in the global supply and
logistics chains of pharmaceuticals have increased the already elevated risk of supply disruptions.
The possible rise of raw material prices and other supply chain costs deteriorates the profitability
of Orion’s products, since in the pharmaceutical industry it is very difficult to pass on cost
increases to the prices of own products, especially prescription medicines, particularly in Europe.
If high cost inflation occurs, it will pose a risk to Orion’s profitability. 
Authorities and key customers in different countries carry out regular and detailed inspections of
drug development and manufacturing at Orion’s  sites. Any remedial actions that may be
required may at least temporarily have effects that decrease delivery reliability and increase
costs. Orion’s product range also contains products manufactured by other pharmaceutical
companies and products that Orion manufactures on its own but for which other companies
supply active pharmaceutical or other ingredients and components or parts (among these the
Easyhaler® products). Possible problems related to the delivery reliability or quality of the
products of those manufacturers may cause a risk to Orion’s delivery reliability. The single-
channel system used for pharmaceuticals distribution in Finland, in which Orion’s products have
been delivered to customers through only one wholesaler, may also cause risks to delivery
reliability.
Research projects always entail uncertainty factors that may either increase or decrease estimated
costs. Although the future costs of research and development projects are known quite well in
advance, there are uncertainties about their timing. The start of projects may be delayed, and
projects may progress faster or slower than expected having an impact on predicted costs within
an individual year. Projects may also have to be terminated, in which case the anticipated costs
will not be fully realised. Orion often undertakes the last, in other words Phase III, clinical trials in
collaboration with other pharmaceutical companies. Commencement of these collaboration
relationships and their structure also materially affect the schedule and cost level of research
projects.
Collaboration arrangements are an important component of Orion’s business model. Possible
collaboration and licensing agreements related to these arrangements also often include
payments to be recorded in net sales that may materially affect Orion’s financial results. The
payments may be subject to conditions relating to the progress of research projects or sales or to
new contracts to be signed, and whether these conditions or contracts materialise and what their
timing is, will always entail uncertainties. The upfront and milestone payments paid by Orion to its
collaborators, which are recorded as investments in intangible assets in balance sheet, include
write-down risk that may be realised if, for example, a collaborative research project fails or
otherwise has to be discontinued.
Sustainability statement
General information . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Environmental information . . . . . . . . . . . . . . . . . . . . . . . . . . . .
EU Taxonomy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
ESRS E1 Climate change . . . . . . . . . . . . . . . . . . . . . . . . . . . .
ESRS E2 Pollution . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
ESRS E3 Water and marine resources . . . . . . . . . . . . . . . .
ESRS E4 Biodiversity and ecosystems . . . . . . . . . . . . . . . .
ESRS E5 Resource use and circular economy . . . . . . . . . .
Social information . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
ESRS S1 Own workforce . . . . . . . . . . . . . . . . . . . . . . . . . . . .
ESRS S2 Workers in the value chain . . . . . . . . . . . . . . . . . .
ESRS S3 Affected communities . . . . . . . . . . . . . . . . . . . . . .
ESRS S4 Consumers and end-users . . . . . . . . . . . . . . . . . .
Governance information . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
ESRS G1 Business conduct . . . . . . . . . . . . . . . . . . . . . . . . . .
ORION CORPORATION | Financial Statement documents 2024 26/217
Sustainability statement
General information
Orion is a globally operating Finnish pharmaceutical company. Orion develops, manufactures
and markets human and veterinary pharmaceuticals and active pharmaceutical ingredients.
Orion creates additional value for patients, customers and societies by providing innovative,
accessible and affordable medicines. The company operates in the global pharmaceuticals
market as part of a global supply chain. Orion’s upstream value chain involves research and
development (R&D) services, raw materials refining, precursor & excipient manufacturing, final
products and active pharmaceutical ingredients (API) manufacturing, and interim processes. It
also includes upstream logistics, packaging and QC (Quality Control) & QA (Quality Assurance).
These QA & QC activities are carried out to ensure the high- quality standards of products.
Depending on the situation, they are performed either by Orion or by value chain partners when
dealing with upstream processes. Animal Health business upstream value chain involves research
and development (R&D) services, raw materials refining, precursor & excipient manufacturing,
and final products. It also includes upstream logistics, packaging and QC (Quality Control) & QA
(Quality Assurance). Own operations include R&D, API (Active Pharmaceutical Ingredient)
manufacturing, product manufacturing, packaging, and QC & QA. The downstream value chain
includes downstream logistics, distribution, end-users, and product end-of-life and disposal.
Group production facilities are located in Finland, France and Belgium. Pharmaceutical research
centres are located in Finland and the United Kingdom. In addition, Orion has an R&D unit in the
United States.
At the end of December 2024, Orion had a total of 90,222 shareholders. In accordance with its
strategy and financial objectives, Orion creates shareholder value by growing revenues,
improving profitability and increasing dividends.
At the end of December 2024, significant groups of products include Nubeqa® (approved for the
treatment of patients with non-metastatic castration-resistant prostate cancer [nmCRPC], who are
at high risk of developing metastatic disease, and for the treatment of patients with metastatic
hormone-sensitive prostate cancer [mHSPC] in combination with chemotherapy) and Easyhaler®
product portfolio (Easyhaler® is a dry-powder inhaler developed in-house, for which Orion has
developed Easyhaler®-adapted dry-powder formulations of several well-known generic active
pharmaceutical ingredients that are used for the treatment of asthma and chronic obstructive
pulmonary disease). The definition for significant group of products used here is by the
ESRS Disclosure Requirement SBM-1 and the relevant Application Requirement.
The Group’s main market areas based on share of net sales are Finland, Scandinavia, Other
Europe, North America, and Rest of the World (ROW).
The average number of employees in the Orion Group in January–December 2024 was 3,712
employees. Of them 2,804 were in Finland, 73 in Scandinavia, 610 in other Europe, 2 in North
America and 223 in Rest of the World (ROW). Employee head count in countries where Orion has
significant employment is described under S1-6 Characteristics of the undertaking’s employees.
Orion continuously assesses and develops the effectiveness, compliance, and quality of its value
chain including its own operations. Continuity management ensures the continuity of the critical
functions of Orion Corporation and its subsidiaries in all situations in accordance with the
planned level.
Values and Sustainability Agenda
Company values are the foundation for Orion’s operations, and they characterise the way of
working in Orion Group. The Group values are:
Appreciate each other: We succeed, face challenges and learn together. We build in all
collaboration on mutual trust, appreciation and diversity.
Strive for excellence: We aim at high performance in everything we do. We embrace safety and
quality. We actively develop our operations and work in sustainable way.
Build the future: We create solutions for the future together with our customers. We fight
diseases by innovative treatments to improve quality of lives.
Orion is committed to continuously improving its sustainability performance. Orion’s
Sustainability Agenda outlines Company’s comprehensive sustainability development efforts in
the short- and long-term. The Sustainability Agenda comprises four themes: Patient safety as a
top priority, Active work for a better environment, Care for well-being professionals, and Ethics at
the core of our business. It aggregates the Company’s sustainability commitments, targets,
actions, and metrics of these four key themes.
Orion’s sustainability-related targets are described in the topical sections of this report. Section
E1-4 Targets related to climate change mitigation and adaptation describes Orion’s group-wide
near-term science-based targets, which includes a commitment that a share of Orion’s suppliers
also set science-based targets. Orion has conducted a life cycle assessment (LCA) for the
Easyhaler® product range. According to the assessment, most important source of the products’
total climate emissions stem from the upstream value chain outside Orion’s own operations. This
emphasises the importance for setting climate-targets for the value chain. Orion has not assessed
its significant market areas in relation to its sustainability-related targets.
ORION CORPORATION | Financial Statement documents 2024 27/217
We are taking proactive steps in business sustainability transformation. We address both
sustainability regulations and increasing demand for sustainability, reinforcing Orion’s
competitiveness and market access in a dynamic operating environment. Orion’s Sustainability
Agenda is a systematic approach to sustainability across the value chain. With this, we aim to
minimise our footprint and adverse impacts while enhancing our positive impacts on the
environment, people, and society.
Orion’s sustainability commitments
Patient safety as a top priority: Patient safety has been a priority for us for over a hundred years
and it continues to be the cornerstone of our daily operations. We play a significant role in
ensuring the reliable supply of medications – even in the wake of a crisis.
Active work for a better environment: We want to be the environmental leaders in our industry.
We continuously raise the bar in climate and environmental responsibility, and we challenge
others to follow. Orion is committed to working towards no biodiversity loss caused by our
business or our value chain. Orion is also determined to keep global warming under 1.5°C,
supported by our approved science-based near-term targets. We recognise the importance of
sustained climate action and are committed to achieve net-zero emissions by 2050.
Care for well-being professionals: We want to take care of Orionees – professionals who put
their heart and expertise in everything they do. Our workplace is inspiring. We want our
people to feel well.
Ethics at the core of our business: We maintain strict ethical standards and act responsibly in all
situations. Together with our partners we are building a transparent and sustainable business.
Reporting principles
Sustainability statement reporting principles
Basic information
The sustainability statement is prepared in accordance with the Finnish Accounting Act, as well as
the European Sustainability Reporting Standards (ESRS). Orion publishes its sustainability
statement according to the ESRS for the first time in March 2025. From there onwards, the
sustainability statement will be published annually.
The reporting period is 1 January 2024 to 31 December 2024, which coincides with the financial
reporting period.
The comparative data for the financial year 2023 presented in the 2024 sustainability statement
has been assured by PricewaterhouseCoopers Oy as part of limited assurance of the voluntary
2023 sustainability reporting, which is reported in accordance with the GRI Standards.
Comparative data for 2023 is presented in sections Climate metrics and S1-5 Targets related to
managing material negative impacts, advancing positive impacts, and managing material risks
and opportunities.
BP-1 Basis for preparation
The sustainability statement has been prepared in a consolidated basis for Orion Group.
Sustainability reporting covers all the Group companies, so the scope of consolidation is the
same as in the rest Orion Corporation’s Financial statement documents.
Reporting principles for metrics, including possible disclosures in relation to specific
circumstances, are reported alongside with the disclosure they refer to.
In the preparation of the sustainability statement, Orion has considered its material sustainability
impacts, risks and opportunities connected to the Company through its own operations and
direct and indirect business relationships in the upstream and downstream value chain. The
process of defining material impacts, risks and opportunities and results are described in section
Material sustainability-related impacts, risks and opportunities of this report. This includes
material upstream and downstream information.
Events after the end of the reporting period
There have been no other events after the reporting period.
GOV-5 Risk management and internal controls over sustainability
reporting
At Orion, the purpose of internal control is to ensure the reliability over sustainability reporting as
part of the Group’s overall internal control. The purpose of the internal control of sustainability
reporting is to ensure to a sufficient degree that sustainability reporting is accurate, in addition to
ensuring compliance with internal guidelines and with laws and other regulations.
In preparation for the Finnish Accounting Act Chapter 7 due to Corporate Sustainability
Reporting Directive (CSRD) and the ESRS in 2024, Orion has undertaken a review and
enhancement of its internal controls for sustainability reporting. The process involved developing
the reporting process, including roles and responsibilities, reporting instructions, as well as
implementing new tools such as an internal control catalogue. These measures ensure that the
company’s sustainability reporting is accurate, reliable, and compliant with the latest regulatory
requirements.
Accuracy, reliability and compliance are the general objectives of sustainability reporting. This
means that sustainability data is collected, consolidated and reported in accordance with the
ORION CORPORATION | Financial Statement documents 2024 28/217
reporting principles and applicable regulation. Assessed risks have been taken into account in
the control environment.
Sustainability reporting at Orion involves data collected from various internal sources and
external partners. Main risks in sustainability reporting include miscalculations and human errors
in reporting, ambiguities in definitions used and poor data quality or missing data.
Mitigation strategies for the identified risks include processes and procedures as part of the
control environment for sustainability reporting. This includes adequate manual and automated
controls over reporting, such as data quality and availability reviews, trend analysis, sanity checks,
and ensuring reporting instructions are comprehensive and up-to-date.
Internal controls have been integrated to the procedures and processes within the organisations
responsible for the sustainability data.
Company’s Audit Committee assists the Board of Directors in overseeing the Company’s financial
and sustainability reporting and control. Audit Committee monitors and assesses the Group’s
financial and sustainability reporting processes, internal control effectiveness in terms of
company’s financial and sustainability reporting, risk management systems, and processes
internal audit plans and reports among other things. Any noticed shortcomings in internal control
are communicated in a timely manner to the parties responsible for corrective measures and to
the management and the Board of Directors, if necessary.
Audit Committee receives regular updates on sustainability reporting. During 2024, the Audit
Committee monitored the progress of the CSRD reporting implementation project. This included
monitoring that the Company’s sustainability reporting processes and sustainability report quality
and integrity were at a sufficient level.
The sustainability statement is subject to limited assurance by a sustainability reporting assurance
provider. Audit committee processes reports by the sustainability reporting assurance provider.
Sustainability governance and strategy
GOV-1, GOV-2 The role of, information provided to
and sustainability matters addressed by the
administrative, management and supervisory
bodies
The sustainability statement outlines aspects of sustainability governance. The foundational
principles underlying responsibilities, along with governance processes like internal control,
internal audit, risk management and other governance aspects such as detailed work experience
of administrative, management and supervisory bodies are reported as part of Corporate
Governance Statement.
Composition and diversity of the members of administrative, management,
and supervisory bodies
2024
Board of Directors
Members (number)
8
Non-executive members (%)
100
Executive members (%)
0
Finnish (%)
62.5
Other nationality (%)
37.5
Gender diversity (%)
60
Average age (years)
60.3
Average seniority (years)
14
Independent members of the Board of Directors (%)
100
Executive Management Board
Members (number)
9
Finnish (%)
88.9
Other nationality (%)
11.1
Gender diversity (%)
80
Average age (years)
53.9
Average seniority (years)
7.7
The gender diversity is calculated as an average ratio of female to male members on the Board of Directors and Executive
Management Board. The average seniority is determined by calculating the average number of years that board members have
been part of the Board of Directors and their relevant career durations in pharmaceutical industry. For Executive Management
Board members, the average seniority is based on time that they have been part of Orion’s Executive Management Board.
For independence Orion follows the recommendations on Corporate Governance Code for Finnish listed companies.
ORION CORPORATION | Financial Statement documents 2024 29/217
Board of Directors and Board committees
Orion’s Board of Directors is the highest governing body overseeing all matters concerning
sustainability, and approving key corporate policies such as Orion’s Code of Conduct. The Board
of Directors oversees, monitors and assesses the functioning and efficiency of Orion’s risk
management system, where environmental, social and governance related dependencies,
impacts, risks and opportunities are integrated into of risk management process and the Board of
Directors report. The Board of Directors oversees target setting and monitor progress through
this sustainability statement. Orion’s strategy, approved by Board of Directors, incorporates
Orion’s sustainability commitments and sustainability as one of the key areas to build capabilities
in order for the company to achieve strategic success.
The Nomination Committee evaluates and ensures that the Board of Directors possesses the
necessary skills and expertise to oversee sustainability matters. At Board of Directors and its
Committee meetings, environmental, social and governance topics are throughout the year
discussed, with reviews presented by Orion’s Executive Management and Orion’s experts.
Through the reviews the Board of Directors exercises oversight on Orion’s material impacts and
risks, as well as the progress on Orion’s Sustainability Agenda and related targets on addressing
material impacts and risks. Reporting on the implementation of sustainability due diligence is
part of Orion’s Sustainability statement, thereby providing the Board of Directors the ability to
exercise adequate oversight on Orion’s due diligence implementation. The Board of Directors’
expertise is rooted in their diverse work experiences and backgrounds. Regular reviews, Orion’s
sustainability statement and provided trainings support that the Board’s expertise remains up to
date and is developed to oversee ESG matters. During the fiscal year 2024, specific trainings on
the Corporate Sustainability Reporting directive and the Network and Information Security 2
directive (NIS-2) were organised for the Board of Directors.
In the Board of Directors and its Committees’ meetings the reviews handled in the 2024, focused
on environmental, social or governance related topics such as:
Updates to Orion’s statements and policies such as Code of Conduct and their approval
Sustainability reporting and related regulatory development e.g. reviewing and guiding the
assessment process for dependencies, impacts, risks and opportunities, overseeing reporting
and assurance processes
Company risk management update, including sustainability-related risks
Compliance and ethics review
Employees well-being and development
Regular updates on work safety and geopolitical situation
President and CEO
Sustainability is led by the President and CEO. The Orion Executive Management Board assists
the President and CEO in decision-making. Executive Management Board consists of Orion
Corporation’s President and CEO as Chairman, and other members appointed by Orion
Corporation’s Board of Directors. An employee representative also attends Executive
Management Board meetings. Orion’s Executive Management Board approves dependencies,
impacts, risks and opportunities, Orion’s Sustainability Agenda and sustainability targets. Orion’s
President and CEO is responsible for implementing and monitoring progress of the Sustainability
Agenda and sustainability targets. This duty is delegated to the Senior Vice President of
Corporate Functions, whose responsibility area covers also Corporate Responsibility function.
Corporate Responsibility function as one of the Group level functions is part of the management
and supervision system. It participates in the steering and supervision of the operations of the
Group entities in their own operating areas. In this task, Corporate Responsibility function assists
the President and CEO in the sustainability management of the Group.
Progress made in Sustainability Agenda and sustainability targets is quarterly reported to the
Executive Management Board. Executive Management Board also reviews and approves the
relevant policies such as Sustainability and EHS policies, and EHS management principles.
Executive Management Board is also responsible for ensuring that policies and EHS
management principles are being followed throughout the Group level.
The environmental, social and governance related reviews and topics presented by Group
management and sustainability experts ensure that the Executive Management Board’s expertise
is up to date and developed. Through these reviews on a regular and as-needed basis
throughout the year Executive Management Board is also informed about the results and
effectiveness of policies, actions, metrics and targets adopted to address material impacts, risks
and opportunities. During the fiscal year 2024, specific trainings on the Corporate Sustainability
Reporting Directive and the Network and Information Security 2 directive (NIS-2) were organised
for the Executive Management Board.
In the Executive Management Board’s meetings in the 2024 fiscal year, the reviews and topics
presented by Group management and sustainability experts focused on various environmental,
social or governance related topics such as:
Strategy review and alignment quarterly, including sustainability regulation reviews as part of
operating environment monitoring, overview of Sustainability Agenda as part of strategic
programs, and sustainability targets within objectives and key results
Review of company risk management results, including sustainability-related risks
Development of regulatory management framework, including a focus on sustainability
regulations
Updates of Orion policies, and approvals of relevant policies
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Updates and approvals to sustainability targets
Approval of climate transition plan
Compliance review
Sustainability reporting and related regulatory development, including the approval of
assessment of dependencies, impacts, risks and opportunities & review as part of reporting
implementation of sustainability due diligence
Development work on diversity, equality and inclusion
Updates on regulatory developments concerning sustainability
Review of Environmental, Health and Safety and sustainability performance within the supply
chain
Sustainability and its linkage to incentives
Employees well-being & development
Occupational health & safety
Review of the development of a global quality system
GOV-3 Integration of sustainability-related
performance in incentive schemes
Orion Group maintains both short-term incentive (STI) and long-term incentive (LTI) plans for the
President and CEO as well as for the other members of the Group’s Executive Management
Board. Performance criteria for the short-term incentive plan are decided annually, performance
criteria for the long-term incentive plan are set for a three-year performance period.
Within the STI plan, 50% of the targets are company level targets, 50% are personal. One of the
personal targets is sustainability related. This target is defined by a sustainability index that
encompasses various metrics: an environmental metric focused to climate change, a social metric
addressing occupational safety and a patient safety metric ensuring the reliable global supply of
Orion products. These metrics address climate change, occupational health and safety, as well as
health and safety impacts. The weight of each metric is 1/3 of the sustainability index.
The remuneration of the President and CEO is based on the Company’s remuneration policy
approved by the Annual General Meeting 2024. The structure of the plans (e.g. weight of
personal targets) as well as the related terms and conditions of the short-term incentive and long-
term incentive plans are decided by the Board of Directors of Orion Corporation. The personal
targets of the President and CEO are decided by the Board of Directors whereas the personal
targets of the other Orion Executive Management Board members are decided by the President
and CEO.
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GOV-4 Statement on due diligence
Statement on due diligence table presents mapping of the information on due diligence process provided in Orion Corporation’s Sustainability statement. The disclosures relate to impacts on people
and/or the environment.
Statement on due diligence
Core elements of due diligence
Paragraphs in the sustainability statement
a) Embedding due diligence in
governance, strategy and
business model
GOV-1, GOV-2 The role of, information provided to and sustainability matters addressed by the administrative, management and supervisory bodies
GOV-3 Integration of sustainability-related performance in incentive schemes
SBM-3 Material impacts, risks and opportunities and their interaction with strategy and business model
G1-1 Policies and Corporate Culture
b) Engaging with affected
stakeholders in all key steps of
the due diligence
GOV-1, GOV-2 The role of, information provided to and sustainability matters addressed by the administrative, management and supervisory bodies
SBM-2 Interests and views of stakeholders
IRO-1 The identification and assessment of materials impacts, risks and opportunities
S1-1 Policies related to own workforce
S2-1 Policies related to value chain workers
S3-1 Policies related to affected communities
S4-1 Policies related to consumers and end-users
S1-2 Processes for engaging with own workers and workers’ representatives about impacts
S2-2 Processes for engaging with value chain workers about impacts
S3-2 Processes for engaging with affected communities about impacts
S4-2 Processes for engaging with consumers and end-users about impacts
c) Identifying and assessing
adverse impacts
IRO-1 The identification and assessment of materials impacts, risks and opportunities
SBM-3 Material impacts, risks and opportunities and their interaction with strategy and business model
E1 IRO-1 The identification and assessment of material climate-related impacts, risks and opportunities
E2 IRO-1 The identification and assessment of material pollution-related impacts, risks and opportunities
E3 IRO-1 Description of the processes to identify and assess material water and marine resources-related impacts, risks and opportunities
SBM-3 Material impacts, risks and opportunities,
E4 IRO-1 the identification and assessment process of material impacts, risks and opportunities related to biodiversity and ecosystems
E5 IRO-1 The identification and assessment of material impacts, risks and opportunities related to circular economy
SBM-3 Material impacts, risks and opportunities related to own workforce
SBM-3 Material impacts, risks and opportunities related to workers in the value chain
S2-3 Processes to remediate negative impacts and channels for value chain workers to raise concerns
SBM-3 Material impacts, risks and opportunities related to affected communities
SBM-3 Material impacts, risks and opportunities related to consumers and end-users
G1 IRO-1 The identification and assessment of material impacts, risks and opportunities related to business conduct
ORION CORPORATION | Financial Statement documents 2024 32/217
Core elements of due diligence
Paragraphs in the sustainability statement
d) Taking actions to address
those adverse impacts
E1-3 Actions and resources in relation to climate change
E1-1 Transition plan for climate change mitigation
E2-1 Policies related to pollution
E3-2 Actions and resources related to water and marine resources
E4-3 Actions and resources related to biodiversity and ecosystems
E5-2 Actions and resources related to resource use and circular economy
S1-4 Taking action on material impacts on own workforce, and approaches to mitigating material risks and pursuing material opportunities related to own workforce, and
effectiveness of those actions
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
S2-3 Processes to remediate negative impacts and channels for value chain workers to raise concerns
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
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
S1-3 Processes to remediate negative impacts and channels for own workers to raise concerns
S2-3 Processes to remediate negative impacts and channels for value chain workers to raise concerns
S3-3 Processes to remediate negative impacts and channels for affected communities to raise concerns
S4-3 Processes to remediate negative impacts and channels for consumers and end-users to raise concerns
e) Tracking the effectiveness of
these efforts and communicating
Climate metrics
E2-4 Metrics: Pollution of air, water and soil
E4-5 Impact metrics related to biodiversity and ecosystems change
Metrics related to resource use and circular economy: E5-5 Resource outflows: waste
Employee metrics
E1-4 Targets related to climate change mitigation and adaptation
E2-3 Targets related to pollution
E3-3 Targets related to water and marine resources
E4-4 Targets related to biodiversity and ecosystems
E5-3 Targets related to resource use and circular economy
S1-5 Targets related to managing material negative impacts, advancing positive impacts, and managing material risks and opportunities
S2-3 Processes to remediate negative impacts and channels for value chain workers to raise concerns
S2-5 Targets related to managing material negative impacts, advancing positive impacts, and managing material risks and opportunities
S3-5 Targets related to managing material negative impacts, advancing positive impacts, and managing material risks and opportunities
S4-5 Targets related to managing material negative impacts, advancing positive impacts, and managing material risks and opportunities
G1-2 Management of relationships with suppliers
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Strategy, business model and value chain
SBM-1 Strategy, business model and value chain
Orion’s Board of Directors has confirmed the Company’s strategy, which is described below.
Orion’s business model and value chain description is presented in the beginning of the General
information section of this report.
The three key elements in Orion’s strategy are the following:
1) Build a customer driven portfolio through our competitive businesses:
Innovative Medicines focuses on oncology and pain management, leveraging Orion’s R&D
expertise in these crucial and expanding fields.
Branded Products continues building on its strength and success in Respiratory and
Parkinson’s disease.
Generics and Consumer Health provides a large cost-effective generics portfolio
complemented by value-added and complex generics to European hospitals and other
selected markets and caters to customer needs with consumer health products with value
propositions.
Animal Health continues building a competitive portfolio for companion and livestock animals.
Fermion manufactures key APIs to all business divisions.
2) Expand to new geographies:
Strengthen European market position.
Strengthen and expand operations in Asia Pacific including Japan.
Establish operations in USA to build R&D and commercialisation capabilities.
3) Develop growth enablers:
Orion has determined the following areas where it builds its capabilities in order for the company
to achieve strategic success:
Competences and culture development in accordance with Orion’s values.
Safety and sustainability – Prioritise patient safety and sustainability across the entire product
life cycle, positioning Orion as a trustworthy European partner, known for dependable
delivery, transparency, and responsibility.
Global commercialisation capabilities – build the expertise to enable the global
commercialisation of our products on a larger scale.
Data driven execution excellence – Build expertise and operational models for a data driven
approach, optimising decision-making based on hard data.
Master End-to-End value chain developing competitive advantage in every step from molecule
development to marketing and distribution.
The roles of the business divisions in Orion’s business portfolio:
In Innovative Medicines patients with cancer and pain meet innovations and disruptive pharma
to transform their lives. Innovative Medicines is the global growth driver for Orion.
Branded Products provides the platform for growth in Europe & Asia. In Branded Products the
target is to be an impactful player in Respiratory, Central Nervous System, and Women’s Health
in Europe and Asia.
Generics and Consumer Health is Orion’s solid bedrock. In Generics and Consumer Health we
create everybody access to affordable quality medicines and help individuals to promote their
health.
Animal Health is committed to the well-being of companion animals and livestock.
Fermion manufactures key APIs to all business divisions.
Orion’s growth strategy in three steps according to Orion strategic roadmap
1) Strengthen & Expand – Strengthen European and Asia Pacific market positions.
2) Build and Invest – Build and invest into global commercial assets and capabilities.
3) Accelerate – Grow and maximise value of global assets.
Scenario-based continuous foresight and strategising process
Orion has a group-wide growth strategy targeting significant growth through geographical
expansion, building a customer-driven portfolio, and developing growth enablers. Due to global
nature of the business, it is imperative to monitor the development of geopolitical situation as
well as the development of different markets and potential disruptive factors.
Thus, Orion has integrated scenarios of the future operating environment into the strategy
process and has built the capability and system supporting continuous strategising. Scenarios are
comprehensive descriptions of possible alternative future operating environments in year 2035.
The scenarios integrated to Orion’s strategy process form the basis for continuous strategising
and monitoring of the operating environment at group and business division levels. The scenario
descriptions are re-evaluated annually and modified, as necessary.
The scenarios contain descriptions of key developments in the areas of geopolitics, economical
and business conditions, technology, and sustainability. Preliminary contingency plans for each of
these scenarios have also been defined containing elements such as, which activities/initiatives
ORION CORPORATION | Financial Statement documents 2024 34/217
should be accelerated or stopped, which business opportunities could arise through the
scenarios and what kind of capabilities would be required to benefit from these opportunities.
Orion’s strategy is continuously assessed and annually confirmed by the Board of Directors. The
idea in the continuous foresight and strategising process is that the validity of the strategy is
continuously assessed through operating environment monitoring and progress of the strategy
implementation. The operating environment monitoring framework is built on the strategic
assumptions regarding Orion’s external operating environment. Hence, these assumptions form
the assumed development of the external operating environment during the strategy period.
Should any signals from the  operating environment monitoring indicate a significant change in
any of the strategic assumptions, then the relevant part of the strategy would be re-evaluated and
adjusted, as appropriate. Similarly, targeted needs for adjusting the strategy could also arise
through significant deviations in strategy implementation. The strategy implementation is
monitored with consideration to short-, medium- and long-term time horizons, by using a defined
objectives and key results for the strategy period as well as the progress of strategically
significant key development programs. Additionally, the most important strategic risks and their
management activities are monitored in the same context.
The validity of the external strategic assumptions (operating environment monitoring), the status
of strategy implementation (objectives and key results, and key programs) and strategic risks are
evaluated on a quarterly basis in strategy review and alignment sessions with Orion Executive
Management Board and reported also to the Board of Directors.
The objectives of Orion’s continuous foresight and strategising process are to: 1) evaluate
Orion’s current strategic direction, 2) identify and build new opportunities, and 3) improve
Orion’s strategic agility.
During the first half of 2024, Orion has evaluated its operating environment scenario descriptions
with a heightened focus on sustainability. Recognising the importance of climate change,
biodiversity, and other sustainability issues, these descriptions were thoroughly built to reflect
anticipated developments in various environmental conditions. This holistic approach ensures
that the company’s strategy remains resilient and adaptive in the future. To further this initiative,
the company engaged in in-depth discussions with relevant internal stakeholders, aiming to
seamlessly integrate sustainability into scenario descriptions. Based on this collaborative
evaluation, some short- and mid-term findings have already been identified as elements to be
incorporated into the assessment of material sustainability-related impacts, risks and
opportunities with the aim to integrate them to Orion’s risk management process. This is
designed to enhance the company’s risk management process, allowing Orion to not only
manage risks but also to exploit sustainability opportunities. Moreover, longer term elements
from the evaluation are scheduled to be integrated into the company’s annual operating
environment scenario review next year. This process will ensure that relevant sustainability
matters are integrated into Orion’s continuous foresight and strategising process. In this context,
the scenario dependent contingency plans will also be revisited and amended, as necessary to
include potentially needed sustainability measures. By embedding sustainability into the core of
strategic planning, Orion not only addresses the environmental impacts but also is committed to
creating long-term value for stakeholders.
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SBM-2 Interests and views of stakeholders
The following table includes a summary of Orion’s key stakeholder groups and how stakeholder engagement is organised in the Orion Group. Outcomes of engagement that are taken into account by
Orion due to the nature of pharmaceutical industry are described in section S4-2 Processes for engaging with consumers and end-users about impacts of this report. Views and interests of affected
stakeholders about the Company’s sustainability-related impacts are communicated to the Board of Directors as a part of annual sustainability reporting. In 2024, Orion Audit Committee received
regular updates regarding the sustainability-related impacts as part of the updates regarding CSRD reporting implementation project.
Stakeholder engagement
Key stakeholder groups
Type of engagement
Purpose of engagement
How the outcome of engagement has been taken into
account by Orion?
Own workforce
Participation, consultation, information:
cooperation on country level, meetings with employee
representatives at regular intervals in compliance with
local regulatory requirements
cooperation on European level, in the framework of an
informal European Works Council
employee representative in the Orion Executive
Management Board
employee representative in Global Operations
Management Team, in Global Operations Production
Management Team, and in R&D Leadership Team
EHS platform to collect safety observations and
improvement suggestions
Consultation:
bi-annual Pulse Survey (all employees and non-
employees)
every two years Equality survey, every three years D&I
survey (all employees and non-employees)
collecting expectations and needs on individual
competence and career development in an annual
employee review process (all employees)
The purpose of the engagement is to:
effectively and continuously through various structures
and engagement modes to identify any concerns and
issues,
incorporate the feedback and information into
organisational development and
assess the appropriateness of measures taken in
response to concerns communicated to the employer in
relation to working conditions, occupational health and
safety in work, and ensuring fair and equal treatment of
employees.
Setting targets, development plans and actions based on
Pulse Survey results
Employee and manager training opportunities
Programme to develop safety culture in Orion
Actions to support work well-being
Suppliers and value chain
workers
Supplier due diligence
Sustainable procurement process
Industry collaboration via Pharmaceutical Supply Chain
Initiative
Grievance mechanism / Orion Compliance line
On-site audits as a part of supplier sustainability
management process
Supplier trainings by the Pharmaceutical Supply Chain
Initiative
Ensuring sustainable operations in the upstream value
chain
Identify impacts to value chain workers and to assess the
effectiveness of actions taken
Sustainability risk management and compliance
Reliable supply
Good and sustainable business relationships
Financial performance and ability to meet contract
obligations
Continue to implement and develop sustainable
procurement process
Supporting the development of Orions partners
sustainability competencies
Affected communities
No direct engagement
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Key stakeholder groups
Type of engagement
Purpose of engagement
How the outcome of engagement has been taken into
account by Orion?
Patients, end-users and
consumers
Channels available for patients, consumers and other end-
users:
Product information inquiries, adverse events and quality
complaints via appropriate channels
Orion call centre
Participation, consultation, information:
User testing for patient information leaflets
Collaboration with patient organisations
Understand patient and consumer experiences of Orions
products to ensure safe, effective, high-quality and cost-
effective products.
Incorporate patient and consumer feedback in the life-
cycle management of products.
Attaining information in relation to any decisions on
appropriate measures required to mitigate risks
associated with the use of Orion products
Provide product information and guidance to support
successful disease management and adherence to
treatment, improved usability and responsible disposal of
medications.
Development of product offering and instructions for
existing products
Supply chain management for reliable supply and
sustainability through the value chain
Corrective actions to further develop the product
information and patient safety, when deemed necessary
Pharmacies
Meetings and dialogue
Product information and guidance
Digital channels to share information with pharmacies in
Finland
Support the appropriate usage of products and
engagement to treatment and responsible disposal of
products.
Reliable supply
Supply chain management for reliable supply and
sustainability through the value chain.
Corrective actions to further develop the product
information and patient safety, when deemed necessary.
Development of product offering and instructions for
existing products.
Healthcare professionals
Collaboration via meetings and trainings  incl. advisory
boards
Digital channels to share information
Secure effective and safe treatments of patients by
offering reliable, up-to date information about Orion
products, their appropriate use, and the latest research.
R&D activities to develop new medicines and medical
treatments
Reliable supply
Participating in and supporting research and
development of medicines and medical treatments.
Supply chain management for reliable supply and
sustainability through the value chain.
Corrective actions to further develop the product
information and patient safety, when deemed necessary.
Portfolio development to meet customer requirements.
Customers and partner
sales
Partner engagement as a part of customer relationship
management process
Third party due diligence
Digital channels to share information
Stakeholder questionnaires
Good and sustainable business relationships
Developing, maintaining and providing effective and
high-quality products
Reliable supply and sustainable operations
Support customers to reach their targets
Dialogue with customers and partners
Product maintenance and development
Collaboration development and business development
Investors
Financial and sustainability reporting
Investor communications
Investor meetings and events
Creating value for shareholders
Engaging investors to dialogue
Reliable, transparent, comprehensive and timely
communications
Sustainability risk management and compliance
Dialogue with investors
Policy makers and
authorities
Dialogue through different boards, associations, working
groups, Orions own channels and media
Direct engagement
Regulatory activities
Inspection through authorities
Improving public health
New innovations through R&D
Effective and high-quality products
Reliable supply
Regulatory compliance
Public affairs activities are to support implementation of
Orion corporate strategy.
We measure the results of public affairs activities on
regular basis and report according to the legal
requirements (e.g. transparency registers in EU and
Finland).
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Material sustainability-related impacts, risks
and opportunities
The section IRO-1 The identification and assessment of materials impacts, risks and opportunities
and its sub-section. The process to identify and assess material impacts, risks and opportunities
describe the process how Orion has determined the information to be disclosed about the
impacts, risks and opportunities that it has been assessed to be material, including the use of
thresholds.
IRO-1 The identification and assessment of
materials impacts, risks and opportunities
Orion updated its materiality assessment in 2023–2024. The company assessed material
sustainability-related impacts, risks and opportunities following the requirements of ESRS and
‘double materiality’ approach, which combines impact materiality and financial materiality. The
Board of Directors has overseen the process and the results. In addition, Orion Executive
Management Board has reviewed the results. The results of the materiality assessment are
presented in the SBM-3 Material impacts, risks and opportunities and their interaction with
strategy and business model section of this report.
The assessment covered Orion’s whole value chain holistically and did not focus on specific
activities, business relationships, geographies or other factors that give rise to heightened risk of
adverse impacts. A wide range of internal experts participated in the assessment process through
discussions and workshops. In addition, internal and external stakeholders were consulted
through a stakeholder survey and in a workshop. The consulted stakeholders included the key
stakeholder groups presented in SBM-2 Interests and views of stakeholders section of this report.
Value chain workers and affected communities were not included to the consultation.
The process to identify and assess material impacts, risks and
opportunities
In 2023, Orion material topics were identified on a topic level. Firstly, a longlist of potentially
material sustainability topics was created based on the ESRS, other voluntary frameworks,
previous materiality assessment and other relevant documents such as policies and risk
assessment results. Secondly, a preliminary short list of material topics was created based on the
analysis of stakeholder study, desktop review of relevant materials, and work meetings and
discussions. Thirdly, the impacts, risks and opportunities were identified and assessed in
workshops. The assessment of impacts, opportunities, and risks was carried out in accordance
with the perspectives required by ESRS, and the thresholds were determined based on expert
assessment. After each preceding step, the outcome was validated by internal experts. Compiled
assessment results were reviewed by Orion Executive Management Board.
In 2024, the scope of impact, risk, and opportunity assessments was broadened to include the
sub-topics and sub-sub-topics outlined in ESRS. The work started by identifying more in detail,
scoring and prioritising the impacts and dependencies for Orion’s whole value chain through
discussions and workshops with various internal experts. Orion utilised multiple methodologies
and sources to support this work to ensure a thorough assessment of impacts across the value
chain. The methodologies included scenario work on climate and biodiversity, analyses of
performance data, sales figures and Verisk Maplecroft industry-specific risk data, and
comparative analyses of proxy data, various analyses on WWF’s water and biodiversity risk maps
and maps of sensitive and protected areas, as well as an adaptation of the LEAP analysis defined
by TNFD (The Taskforce on Nature-related Financial Disclosures). Orion also conducted
discussions with external experts, such as ecotoxicologists in the SUDDEN -project (Sustainable
Drug Discovery and Development with End-of-Life Yield). A detailed description of which of the
methodologies were used for analysing the impacts and dependencies for each topical issue are
presented under respective topical sections of this report.
The scoring of impacts considered severity and likelihood for negative impacts and scale, scope
and likelihood for positive impacts. The time horizon for actual impacts was set at short-term. For
potential impacts, short-, medium-, and long-term time horizons were considered as part of the
likelihood of the impact. For most potential impacts, a longer time horizon increased the
likelihood that the impact takes place. The grading for both impact and likelihood was adapted
from Pharmaceutical Supply Chain Initiative’s (PSCI) double materiality analysis for Orion’s
context. The quantitative materiality threshold for impacts was set based on expert assessments
and internal experts also validated the results.
Next, the identification of potential risks and opportunities related to sustainability matters
covered in topical ESRS was made. Also, the potential connections between Orion’s impacts and
dependencies with risks and opportunities were considered through internal expert assessment
and validation. In this phase, Orion utilised multiple methodologies and sources, such as scenario
work on climate and biodiversity, desktop research and assessment report conducted by external
consultancy in 2023, operating environment monitoring, stakeholder feedback, and screening of
GHG sources and regulations. In the risk and opportunity identification and analysis Orion took
into account the value chain holistically and end-to-end, from suppliers to own production and
further to its distribution channels. This evaluation was done regardless of the locations, types of
products or services provided to Orion, or with what resources the products or services are made
for Orion. A more detailed description of methodologies and assumptions used are presented
under each topical section of this report.
The most prominent risks and opportunities from the impact assessment were brought to Orion’s
risk management network for risk and opportunity assessment. The risks were further processed
ORION CORPORATION | Financial Statement documents 2024 38/217
in series of risk workshops. The risk and opportunity severity and probability assessments were
first done individually by risk management network members, with the Corporate Responsibility
function and Compliance function acting as a reference group. The severity and probability
assessment utilised the same risk management rating guidelines (i.e. 0–25 scale) while assessing
normal business risks. Probability and the financial and non-financial impact scales were hence
identical to any other risk rating done in Orion. Orion’s risk management process considers short-
and medium-term time horizons. The consolidated assessment results (probability and severity
scores) including a simple sensitivity analysis were then in the end discussed in a follow-up
workshop.
During the assessment process owners and managers for each risk and opportunity were
identified. The risk and opportunity statements have been reviewed and accepted by the
respective risk or opportunity owners.
The double materiality assessment results, including a list of material sub-topics and sub-sub-
topics, were validated and summarised. The reportable content was determined by comparing
the assessment results to ESRS data points and identifying material data points by using the
thresholds determined in materiality assessment process. The outcome was reported to the
Orion Executive Management Board and the Board of Directors.
The future revision dates of the materiality assessment are to be confirmed at a later date.
Integration to risk management and overall management process
Orion has a risk management policy and associated Standard Operating Procedures (SOP) and
specific instructions. Risk management policy was latest updated and approved by the Board of
Directors in 2024. The main objective of Orion’s risk management policy is to identify, assess, and
control risks that could jeopardise the company’s operations and achievement of its goals. The
policy ensures effective management of risks related to personnel, customers, products,
reputation, assets, intellectual property, information, and overall company performance.
Based on Orion’s strategies and financial goals, the risk management policy aims to detect,
analyse, and assess risks that may hinder the execution of the company’s strategy and attainment
of its objectives. The policy encompasses various types of risks including strategic, operational,
financial, compliance, environmental, social, governance, cyber, and external risks.
Orion integrates risk management into its daily management processes and corporate
governance, adhering to a three lines of defence model that delineates roles and responsibilities
by each line of defence. This model underpins the practical application, development, and
review of the risk management process. Risk management is ongoing and is embedded within
the company’s strategic planning, operational activities, day-to-day decision-making, and
operational monitoring. Environmental, social, and governance (ESG) risks are incorporated into
Orion’s risk management framework. The policy ensures ESG risks are managed according to
legal requirements and the company’s best knowledge and financial conditions.
Orion’s President and CEO is accountable for risk management. In practise, members of the
Executive Management Board play a significant role in risk management and its implementation
in their positions as heads of Business divisions and Group-level functions. Orion’s Executive
Management Board reviews corporate’s risk status on a regular basis and analyses outcomes
annually. Risks are taken into account in decision making together with concurrent mitigation
effectiveness assessment.
Orion’s ESG risks are managed in similar workflows and methodologies as for risks in other risk
categories. Overall, the process to identify, assess and manage the sustainability-related risks and
opportunities are integrated into the Orion’s existing risk management process and governance
model.
SBM-3 Material impacts, risks and opportunities
and their interaction with strategy and business
model
Description of material impacts and their interaction with Orion’s business model and strategy, as
well as location in the value chain are presented below. Actual impacts are realised on short-
term. The likelihood of a potential impact increases with a lengthening time horizon. For potential
impacts listed in the table, there is a reasonable expectation that a potentially material impact
may take place on medium- or long-term. Orion’s material impacts from its own activities include
impacts from its own operations as well as downstream impacts on end-users regarding health
and safety, access to quality information, privacy, and protection of children, and on the
environment from the use of medicines. Orion’s other value chain impacts, whether actual or
potential, take place through Orion’s business relationships.
Orion develops, manufactures and markets both human and veterinary pharmaceuticals, as well
as active pharmaceutical ingredients. Orion’s strategy and business model is to offer an extensive
portfolio of proprietary and generic medicines, along with consumer health products. This wide
portfolio is supported by Orion’s own manufacturing capabilities and a comprehensive network
of suppliers.
Orion recognises that as a global pharmaceutical company, Orion’s strategy and business model
are connected to the typical environmental impacts, subsequent effects on local communities,
and the impacts on supply chain workers associated with the industry and the material risks
arising from those impacts.
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Orion’s material potential impacts on its own workforce do not originate from its strategy or
business model. Orion’s values inform Orion’s strategy process and implementation, which are in
line with Orion’s People Policy, which is described in more detail under Working conditions in
S1-1 Policies related to own workforce under ESRS S1 Own workforce.
Orion’s material potential impacts on patients, consumers, or other end-users do not originate
from Orion’s strategy or business model. Orion’s primary objective is to ensure highest patient
safety and quality standards, which is a critical requirement for a pharmaceutical company.
Material impacts
Impacts
Impact description
Upstream
value chain
Own
operations
Downstream
value chain
Environmental impacts
GHG emissions / climate change
Orion has emissions in all emission scopes, contributing to anthropogenic climate change. Consequently, Orion has an actual
material impact on climate change.
A
A
A
Pollution to water from
pharmaceutical residues
Pollution to water from pharmaceutical residues has impacts on organisms and ecosystems, and through the health of
ecosystems on human health. Pollution from antibiotic residues may also contribute to anti-microbial resistance. Orion’s
activities have actual impact on water pollution from the use phase of medicines, which is the main source of pharmaceutical
residue pollution. Potential impacts to water from own or supply chain waste waters, if such were to occur, would be localised
and most likely diluted over time, but could be notable at the time.
P
P
A
Pollution to soil or water from
mismanaged hazardous substances
Hazardous substances that are not stored correctly, and hazardous waste that is not directed to appropriate handling, may
result in leaks into natural waters or soil and cause pollution. Pollution has adverse effects on organisms, ecosystems, and
human health.
P
P
Pollution to air, water or soil from
other pollutants
Harmful emissions to air, water, or soil can cause pollution, which has adverse effects on organisms, ecosystems, and human
health. Orion’s own operations do not typically cause pollution to soil, and emissions to air and water are carefully managed.
The potential impact and likelihood of pollution is higher in the supply chain.
P
P
P
Water use in high water risk areas in
the value chain
Use of clean water in Orion’s own operations or in the supply chain may have impacts on both the biodiversity and ecosystems
and the local communities in the area, through reduced availability of clean water. The potential impact in the supply chain is
likely larger than small, as the pharmaceutical industry is a water-intensive industry. The impact is likely to take place in more
than one location in the supply chain. Orion has suppliers in multiple geographical areas that are experiencing water stress.
P
P
Impact on the state of species
Use of lysates from horseshoe crab blood contributes to the diminishing state of the species. The likelihood of a material impact
on the endangered species Tachypleus tridentatus is low because of screening processes in place, but there is no sufficient
data to rule out impacts on the vulnerable species Limulus polyphemus from Orion’s current use of lysates.
P
P
Impact on biodiversity and
ecosystems
Biodiversity loss and decline of ecosystems have both local and systemic consequences on both people and the planet. Orion’s
activities have actual impact on biodiversity and ecosystems through the direct drivers of biodiversity loss; specifically climate
change and pollution. There is also potential impact on biodiversity from land-use change and direct exploitation of natural
resources within Orion’s supply chain.
A
P
A
P
A
Non-circular use of resources
Non-circular use of resources contributes to both climate change and biodiversity loss. In many cases, circularity is not an
option in the pharmaceutical industry, but in some cases regeneration for reuse or recycling is possible. Solvents constitute a
significant chemical use at Orion, and while they are regenerated where possible, it is not always the case. Orion also uses large
amounts of packaging, and only a small portion of it can be circulated.
A
P
A
A
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Impacts
Impact description
Upstream
value chain
Own
operations
Downstream
value chain
Social impacts
Health and safety
Inadequate health and safety actions could have negative impacts on the physical health and mental well-being and income of
the person working for Orion.
P
Social dialogue, the existence of
works councils and the information,
consultation and participation rights
of workers
Inadequately protected rights to collectively bargain and be appropriately represented could have the potential to negatively
affect secure employment and working conditions of a person working for Orion.
P
Freedom of association, Collective
bargaining, including rate of workers
covered by collective agreements
P
Work-life balance
Deficiencies in work-life balance could potentially have a negative impact on a person’s health, safety at work, the family, and
children.
P
Work-life-balance
Secure employment
Providing secure employment and flexible work arrangements supports employees’ changing work-life balance needs,
enabling them to feel resilient and maintain well-being both at work and in their personal lives. This contributes to a positive
work culture for everyone and allows individuals to focus on meaningful tasks.
A
Gender equality and equal pay for
work of equal value
Diversity
Employment and inclusion of persons
with disabilities
Training and skills development
If equal opportunities and freedom from discrimination are not ensured in hiring practices, career treatment, including
compensation and training, it could negatively affect an individual’s well-being, learning, career progression and health.
P
Training and skills development
Offering equal opportunities for skill development and career advancement to all individuals regardless of gender can lead to
long-term positive impacts for employees who might otherwise be disadvantaged due to gender.
A
Measures against violence and
harassment in the workplace
Continued violence and/or harassment over a longer period of time could have the potential to cause severe negative impacts
on a person affecting their health, well-being, career and personal life.
P
Measures against violence and
harassment in the workplace
The implementation of a zero-tolerance policy regarding violence and harassment supports the psychological and physical
safety particularly of vulnerable individuals but has positive effects on the well-being of all individuals in the work community.
A
Privacy
If personal data is not adequately protected, it could be exposed to outsiders or misused, potentially leading to negative
impacts on a person’s safety and security, reputation, finances, mental and physical health, and personal relationships.
P
Health and safety
Inadequate health and safety actions would have potential severe adverse impacts on physical health and mental well-being of
workers.
P
Freedom of association, the existence
of works councils and the information,
consultation and participation rights
of workers
Social dialogue
Collective bargaining, including rate
of workers covered by collective
agreements
Restrictions on freedom to join a union, ways for having a dialogue with the employer, and ability to collectively bargain on
working conditions leaves a worker in a vulnerable position unable to negotiate the terms and conditions of employment on
equal terms with the employer and at heightened potential of violations of labour rights.
P
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Impacts
Impact description
Upstream
value chain
Own
operations
Downstream
value chain
Work-life balance
Having insufficient work-life balance has potential adverse impacts on the worker, the family and the children of the worker.
P
Working time
Adequate wages
Insufficient working time potentially leads to insufficient earnings to cater for the household needs, excessive working time
leads to potential health and safety impacts, as well as impacts on the family unit.
Wages below minimum/adequate wage adversely impacts the household ability to afford food, shelter and other life
necessities.
P
Equal treatment and opportunities
for all
Not enjoying equal treatment and opportunities in hiring, treatment during career, including compensation and training, has
negative impacts on a person’s learning, career development and even health.
P
Measures against violence and
harassment in the workplace
Violence and/or harassment over a period of time cause severe negative impacts on a person affecting health, career and
personal life.
P
Child labour
Child labour causes various severe adverse impacts to a child’s development and life.
P
Forced labour
Forced labour causes various severe adverse impacts to a person including health, safety, security, financial situation, family
relations, etc.
P
Privacy
If personal data is not adequately protected, it can be exposed to outsiders or misused, leading to negative impacts i.a. on a
person’s safety and security, reputation, finances, mental and physical health, and personal relationships.
P
Adequate housing
Inadequate housing conditions pose a potential adverse impact on worker’s health and safety.
P
Water and sanitation
Pollution of water potentially causes negative impacts in diminished access to water, especially in high water scarcity areas, and
access to sanitation, and consequently has negative impacts on health as well as livelihood.
P
Land-related impacts
Adequate food
Pollution of soil and dumping of hazardous waste potentially causes reducing of organic matter and fertility of soil, impacting
food production and livelihood, as well as health of local community members.
P
Healthy environment
Pollution of air causes negative health impacts, increasing respiratory disease, consequently having potential impacts also on
livelihood.
P
Access to quality information
If Orion’s pharmaceutical product information was not accurate or Orion did not conduct efficient outreach to health
professionals on its treatments there would be potential misuse of Orion pharmaceutical product.
P
Privacy
If Orion had shortcomings in its data privacy processes, patient and consumer data privacy might be negatively impacted
concerning data collected in relation to adverse events or clinical trials.
P
Health and safety
If Orion pharmaceutical products were inefficient, unsafe, or not meeting quality standards, or Orion was not able to ensure
continued supply of pharmaceutical products, patient health and safety would be adversely affected.
P
Orion provides large portfolio of medications, develops new medication, ensures their appropriate benefit-risk balance, and
secures continued access to patient critical medicines, improving health and life quality of patients.
A
Protection of children
If Orion pharmaceutical product packaging were not child-proofed, there would be a heightened risk of impacts to children.
P
Responsible marketing practices
If Orion’s marketing/distribution or that of its partner organisations were not to follow the legal and ethical requirements, this
could lead to negative health and safety impacts on patients or end-users of pharmaceutical products in geographical risk
contexts.
If Orion did not ensure means for end-user to verify the authenticity of Orion pharmaceutical product that may increase the risk
of confounding a counterfeit product for an authentic product.
P
ORION CORPORATION | Financial Statement documents 2024 42/217
Impacts
Impact description
Upstream
value chain
Own
operations
Downstream
value chain
Governance impacts
Ethical corporate culture
An ethical and inclusive corporate culture enhances employees’ mental health and careers, promotes responsible business
practices, positively impacting the value chain and society.
A
P
A
P
A
P
If Orion failed to ensure ethical corporate culture, it could negatively impact employees’ well-being and career, human rights,
and capability to address environmental impacts. this lapse could potentially lead to loss of trust or even losing the license to
operate, ultimately affecting negatively patient health.
P
P
P
Sustainability of supply chain
Systematic sustainable procurement mitigates the risks of unsustainable business practices within the supply chain. It also
strengthens suppliers’ sustainable business practices, reduces environmental impacts, and promotes social responsibility,
human rights, and the well-being & careers of employees in the supply chain.
A
P
A
P
Insufficient supplier management could disrupt reliable supply of medicines, impact health and lead to human rights abuses
affecting value chain employees’ well-being and career, as well as impact local communities and the environment.
P
P
Good governance
Good governance practices, as part of the license to operate, mitigate Orion’s operations’ negative impacts, and enhance
transparency and enable enhanced impact management.
A
P
A
P
A
P
If Orion failed to ensure good governance practices, it could negatively impact workplace safety and well-being, labour
practices and environmental responsibility. This could erode trust in the company, jeopardise its license to operate and lead to
negative health impacts for patients.
P
P
P
Data protection
If Orion’s actions to ensure full protection of privacy were insufficient, it could erode trust in the company, lead to data breaches
and exploitation, cause emotional distress to individuals, and ultimately leading to negative health impacts for patients.
P
P
Corruption and bribery
Corruption and bribery affect negatively on public safety and health. Bribery could lead to counterfeit medicines, whereas
corruption deepens inequalities, impacts negatively on the stability of societies, human rights and environment, and increases
costs to EU and nations.
P
P
P
Animal welfare
The well-being of companion animals positively impacts the well-being of companion animal owners, while the well-being of
livestock enhances the food quality, improving people’s well-being.
A
P
Inadequate management could compromise the quality and reliability of clinical studies, affecting drug safety and efficacy, and
causing approval delays, and ultimately impacting public health. Unnecessary antibiotic use in animals could contribute to
antimicrobial resistance (AMR).
P
P
P
Whistleblower protection
If not protected, could lead to severe consequences to whistleblowers and consequently underreporting and may lead to
impacts to people, society and the environment.
P
P
P
A
Actual
P
Potential
Material risks and opportunities and their connections to the key
elements of Orion’s strategy
The results of Orion’s risk and opportunity assessment process are presented in the table below,
along with their location in the value chain and their connections to the key elements of Orion’s
strategy. The process is described in detail in The process to identify and assess material impacts,
risks and opportunities. The key elements of Orion’s strategy are presented in the SBM-1
Strategy, business model and value chain section of this report.
As a result of the process, out of 29 identified risks, only one risk was assessed as material. No
other risks scored higher than 10 (in 0–25 scale with same scoring principles as for business risks),
which is Orion’s materiality threshold level used also in business risk assessments. Typically,
impact was estimated to be quite high, but probability low. Supply chain related ESG risks were
considered material in aggregate. Risk related to new regulation on Environmental Risk
Assessments was not assessed as material, but chosen to be included nevertheless, because it is
closely tied to Orion’s most material environmental impact. Orion’s material risks do not have
current material financial effects on the company’s financial position, financial performance or
cash flows. They are also not associated with a significant risk that the carrying amounts of assets
ORION CORPORATION | Financial Statement documents 2024 43/217
and liabilities reported in the related financial statements would be materially adjusted within the
next annual reporting period.
Out of 12 opportunities considered, no opportunities were deemed material. Orion evaluated
opportunities using the same principles and processes as used for risks. Orion adopted a
cautious and conservative approach when assessing the financial impact of opportunities. If an
opportunity did not demonstrate a clear potential to provide significant business benefit, or if it
appeared to be merely an avoided risk, or a requirement for maintaining societal license to
operate, it was not considered material.
Description of the underlying causes that contribute to the emergence of the
aggregated material risk related to Orion’s supply chain
There are various underlying causes that may contribute or lead to the aggregated material risk
related to Orion’s long and complex supply chain in the upstream value chain.
In the context of social aspects, the risk arises in part from potential impacts on supply chain
workers and on local communities in the supply chain. Relevant impacts include potential severe
negative impacts on the health and safety, working conditions, and other work-related rights of 
workers who manufacture pharmaceutical products and active pharmaceutical ingredients in
India and China. Further relevant impacts include potential severe impacts on local communities’
access to clean water and sanitation, those related to local communities’ land and food
production and those related to local communities’ right to a healthy environment around
production sites of pharmaceuticals, and active pharmaceutical ingredients, in India and China.
Concerning environmental aspects, the risk arises in part from potential environmental impacts in
the supply chain. Relevant impacts include pollution of air, water or soil from mismanaged
hazardous materials or waste, or from pharmaceutical residues; reduced availability of clean
water for ecosystems and communities from excess use of water in industrial operations; and
adverse impacts on biodiversity from direct drivers of biodiversity loss or impacts on species.
These environmental impacts are in connection with the value chain impacts on local
communities. The risk from these impacts is most prevalent in India and China but also exist in
other geographies.
Furthermore, the relation of the risk to environmental aspects, the risk partially arises from
pharmaceutical manufacturing dependence on clean water and water-related regulating
ecosystem services, such as dilution and flood control. These risks are most prevalent in
geographies with high water stress within Asia and Europe.
Physical climate risk processes also contribute to the emergence of the risk. Such processes
include especially flooding, extreme weather events and systemic risks to communities. The risks
are most prevalent in geographies that are most impacted by climate change.
ORION CORPORATION | Financial Statement documents 2024 44/217
Material risks
RISK
Risk location in value chain
Build a customer driven
portfolio through Orion’s
competitive businesses
Expand to new
geographies
Develop growth enablers
Pharmaceuticals in the Environment (PiE) is Orion’s most material environment-related impact.
EU’s strategic approach for PiE will necessitate investments in urban wastewater management,
which will cause expenses for Orion due to producer responsibility costing model allocations,
increase costs in Orion’s own operations, and increase data requirements. Additionally, there is
reputational risk for Orion in Finland if Orion does not commit to be involved in municipal
wastewater treatment development.
Downstream / Own
Operations
These costs once allocated
to the products can turn
many products
unprofitable and can be
withdrawn from the market
This risk can jeopardise
Orion’s strategic capability
development in the area of
sustainability across the
entire product life cycle,
where Orion wants to
position itself as a
trustworthy European
partner, known for
dependable delivery,
transparency, and
responsibility.
Orion has long and complex upstream supply chain where there are risks related to external
suppliers’ ESG impacts, or their non-compliance with ESG business ethics or requirements, or
related to unforeseen negative ESG events, such as physical effects of climate change. Due to
these risks:
• Orion experiences financial losses and/or damage to its reputation
• Orion’s critical medicines (patient critical/high market share) become unavailable
• Orion misses business opportunities (e.g. lacking qualification for tender processes)
• Orion’s supply chain resilience and/or reliability declines
None of these risks are material separately, but they are material in aggregate.
Upstream
This risk affects mostly
Orion’s generics business,
which is very dependent on
externally sourced
products, to some extent
also Fermion, which is
dependent on many API
intermediate suppliers.
Medicines non-availability
due ESG non-compliance
of Orion’s suppliers or
Orion’s weakened supply
chain resilience cause
insecurity to plans aimed
for entering to new
markets.
Sustainability across the
entire value chain and
product life cycle is one of
Orion’s strategic capability
development areas.
Orion’s Branded Products as well as Generics and Consumer Heath businesses may experience
sales growth challenges and limitations to keep products on the market, if business case(s) for
new products in Generics and Branded Products businesses become restricted or unfeasible
due to the added costs of environmental risk assessment (ERA) generated by new studies to
comply with the new mandatory requirements applicable to all new Marketing Authorizations in
Europe effective 1 September 2024.
This risk is not material in itself, but it is connected to Orion’s most material environmental
impact.
Downstream
The requirement can be
detrimental for some
Orion’s generics and
branded products where
due to the heavy
competition and low prices
these types of additional
costs make the products
unprofitable.
This risk can jeopardise
Orion’s strategic capability
development in the area of
sustainability across the
entire product life cycle,
where Orion wants to
position itself as a
trustworthy European
partner, known for
dependable delivery,
transparency, and
responsibility.
Related to the above risk table, descriptions about the mitigation actions for each of them can be
found under the topical sections as follows:
Risk number 1 (Pharmaceuticals in Environment):  E2-2 Actions and resources related to pollution
Risk number 2 (Global Supply Chain): ESRS E1 Climate change, ESRS E2 Pollution, ESRS E3 Water
and marine resources, ESRS E4 Biodiversity and ecosystems, ESRS E5 Resource use and circular
economy, ESRS S2 Workers in the value chain, ESRS S3 Affected communities, G1-2 Management
of relationships with suppliers
Risk number 3 (Environmental Risk Assessment): E2-2 Actions and resources related to pollution.
ORION CORPORATION | Financial Statement documents 2024 45/217
IRO-2 Disclosure requirements in ESRS covered by the sustainability statement
Sustainability statement content index
Disclosure requirement
Name of disclosure
Page
Additional information
Cross-cutting standards
ESRS 2 General disclosures
BP-1
General basis for preparation of sustainability statements
BP-2
Disclosures in relation to specific circumstances
Reporting principles for metrics,
including possible disclosures in
relation to specific circumstances,
are reported alongside with the
disclosure they refer to.
GOV-1
The role of the administrative, management and supervisory bodies
GOV-2
Information provided to and sustainability matters addressed by the undertaking’s administrative, management and supervisory bodies
GOV-3
Integration of sustainability-related performance and incentive schemes
GOV-4
Statement on due diligence
GOV-5
Risk management and internal controls over sustainability reporting
SBM-1
Strategy, business model and value chain
SBM-2
Interests and views of stakeholders
SBM-3
Material impacts, risks and opportunities and their interaction with strategy and business model
IRO-1
Description of the processes to identify and assess material impacts, risks and opportunities
IRO-2
Disclosure requirements in ESRS covered by the undertaking’s sustainability statement
Environmental information
ESRS E1 - Climate change
ESRS 2 GOV-3
Integration of sustainability-related performance and incentive schemes
E1-1
Transition plan for climate change mitigation
ESRS 2 SBM-3
Material impacts, risks and opportunities and their interaction with strategy and business model
ESRS 2 IRO-1
Description of the processes to identify and assess material climate-related impacts, risks and opportunities
E1-2
Policies related to climate change mitigation and adaptation
E1-3
Actions and resources in relation to climate change policies
E1-4
Targets related to climate change mitigation and adaptation
E1-5
Energy consumption and mix
E1-6
Gross Scopes 1, 2, 3 and Total GHG emissions
E1-7
GHG removals and GHG mitigation projects financed through carbon credits
E1-8
Internal carbon pricing
ORION CORPORATION | Financial Statement documents 2024 46/217
Disclosure requirement
Name of disclosure
Page
Additional information
Environmental information
ESRS E2 - Pollution
ESRS 2 IRO-1
Description of the processes to identify and assess material pollution-related impacts, risks and opportunities
E2-1
Policies related to pollution
E2-2
Actions and resources related to pollution
E2-3
Targets related to pollution
E2-4
Pollution of air, water and soil
ESRS E3 - Water and marine resources
ESRS 2 IRO-1
Description of the processes to identify and assess material water and marine resources-related impacts, risks and opportunities
E3-1
Policies related to water and marine resources
E3-2
Actions and resources related to water and marine resources
E3-3
Targets related to water and marine resources
ESRS E4 - Biodiversity and ecosystems
E4-1
Transition plan and consideration of biodiversity and ecosystems strategy and business model
ESRS 2 SBM-3
Material impacts, risks and opportunities and their interaction with strategy and business model
ESRS 2 IRO-1
Description of processes to identify and assess material biodiversity and ecosystem-related impacts, risks, dependencies and opportunities
E4-2
Policies related to biodiversity and ecosystems
E4-3
Actions and resources related to biodiversity and ecosystems
E4-4
Targets related to biodiversity and ecosystems
E4-5
Impact metrics related to biodiversity and ecosystems change
ESRS E5 - Resource use and circular economy
ESRS 2 IRO-1
Description of the processes to identify and assess material resource use and circular economy-related impacts, risks and opportunities
E5-1
Policies related to resource use and circular economy
E5-2
Actions and resources related to resource use and circular economy
E5-3
Targets related to resource use and circular economy
E5-4
Resource inflows
E5-5
Resource outflows
ORION CORPORATION | Financial Statement documents 2024 47/217
Disclosure requirement
Name of disclosure
Page
Additional information
Social information
ESRS S1 - Own workforce
ESRS 2 SBM-2
Interests and views of stakeholders
ESRS 2 SBM-3
Material impacts, risks and opportunities and their interaction with strategy and business model
S1-1
Policies related to own workforce
S1-2
Processes for engaging with own workers and workers’ representatives about impacts
S1-3
Processes to remediate negative impacts and channels for own workers to raise concerns
S1-4
Taking action on material impacts on own workforce, and approaches to mitigating material risks and pursuing material opportunities
related to own workforce, and effectiveness of those actions
S1-5
Targets related to managing material negative impacts, advancing positive impacts, and managing material risks and opportunities
S1-6
Characteristics of the undertaking’s employees
S1-8
Collective bargaining coverage and social dialogue
S1-9
Diversity metrics
S1-14
Health and safety metrics
S1-16
Compensation metrics (pay gap and total compensation)
S1-17
Incidents, complaints and severe human rights impacts
ESRS S2 - Workers in the value chain
ESRS 2 SBM-2
Interests and views of stakeholders
ESRS 2 SBM-3
Material impacts, risks and opportunities and their interaction with strategy and business model
S2-1
Policies related to value chain workers
S2-2
Processes for engaging with value chain workers about impacts
S2-3
Processes to remediate negative impacts and channels for value chain workers to raise concerns
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 action
S2-5
Targets related to managing material negative impacts, advancing positive impacts, and managing material risks and opportunities
ESRS S3 - Affected communities
ESRS 2 SBM-2
Interests and views of stakeholders
ESRS 2 SBM-3
Material impacts, risks and opportunities and their interaction with strategy and business model
S3-1
Policies related to affected communities
S3-2
Processes for engaging with affected communities about impacts
S3-3
Processes to remediate negative impacts and channels for affected communities to raise concerns
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
S3-5
Targets related to managing material negative impacts, advancing positive impacts, and managing material risks and opportunities
ORION CORPORATION | Financial Statement documents 2024 48/217
Disclosure requirement
Name of disclosure
Page
Additional information
Social information
ESRS S4 - Consumers and end-users
ESRS 2 SBM-2
Interests and views of stakeholders
ESRS 2 SBM-3
Material impacts, risks and opportunities and their interaction with strategy and business model
S4-1
Policies related to consumers and end-users
S4-2
Processes for engaging with consumers and end-users about impacts
S4-3
Processes to remediate negative impacts and channels for consumers and end-users to raise concerns
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
S4-5
Targets related to managing material negative impacts, advancing positive impacts, and managing material risks and opportunities
Governance information
ESRS G1 - Business conduct
ESRS 2 GOV-1
The role of the administrative, supervisory and management bodies
ESRS 2 IRO-1
Description of the processes to identify and assess material impacts, risks and opportunities
G1-1
Corporate culture and business conduct policies
G1-2
Management of relationships with suppliers
G1-3
Prevention and detection of corruption and bribery
G1-4
Confirmed incidents of corruption or bribery
ORION CORPORATION | Financial Statement documents 2024 49/217
Datapoints that derive from other EU legislation
Disclosure requirement and related datapoint
SFDR
reference
Pillar 3
reference
Benchmark
Regulation
reference
EU Climate
Law
reference
Additional information
Page
ESRS 2 GOV-1
Board’s gender diversity paragraph 21 (d)
ESRS 2 GOV-1
Percentage of board members who are independent paragraph 21 (e)
ESRS 2 GOV-4
Statement on due diligence paragraph 30
ESRS 2 SBM-1
Involvement in activities related to fossil fuel activities paragraph 40 (d) i
Not material
ESRS 2 SBM-1
Involvement in activities related to chemical production paragraph 40 (d) ii
Not material
ESRS 2 SBM-1
Involvement in activities related to controversial weapons paragraph 40 (d) iii
Not material
ESRS 2 SBM-1
Involvement in activities related to cultivation and production of tobacco paragraph 40 (d) iv
Not material
ESRS E1-1
Transition plan to reach climate neutrality by 2050 paragraph 14
ESRS E1-1
Undertakings excluded from Paris-aligned Benchmarks paragraph 16 (g)
ESRS E1-4
GHG emission reduction targets paragraph 34
ESRS E1-5
Energy consumption from fossil sources disaggregated by sources (only high climate impact sectors)
paragraph 38
ESRS E1-5
Energy consumption and mix paragraph 37
ESRS E1-5
Energy intensity associated with activities in high climate impact sectors paragraphs 40 to 43
ESRS E1-6
Gross Scope 1, 2, 3 and Total GHG emissions paragraph 44
ESRS E1-6
Gross GHG emissions intensity paragraphs 53 to 55
ESRS E1-7
GHG removals and carbon credits paragraph 56
ESRS E1-9
Exposure of the benchmark portfolio to climate-related physical risks paragraph 66
Omitted from reporting
2024 as is a phase-in
requirement
ESRS E1-9
Disaggregation of monetary amounts by acute and chronic physical risk
paragraph 66 (a)
Omitted from reporting
2024 as is a phase-in
requirement
ESRS E1-9
Location of significant assets at material physical risk paragraph 66 (c)
Omitted from reporting
2024 as is a phase-in
requirement
ESRS E1-9
Breakdown of the carrying value of its real estate assets by energy-efficiency classes paragraph 67 (c)
Omitted from reporting
2024 as is a phase-in
requirement
ESRS E1-9
Degree of exposure of the portfolio to climate-related opportunities paragraph 69
Omitted from reporting
2024 as is a phase-in
requirement
ESRS E2-4
Amount of each pollutant listed in Annex II of the E-PRTR Regulation (European Pollutant Release
and Transfer Register) emitted to air, water and soil, paragraph 28
ESRS E3-1
Water and marine resources paragraph 9
ESRS E3-1
Dedicated policy paragraph 13
Not material
ORION CORPORATION | Financial Statement documents 2024 50/217
Disclosure requirement and related datapoint
SFDR
reference
Pillar 3
reference
Benchmark
Regulation
reference
EU Climate
Law
reference
Additional information
Page
ESRS E3-1
Sustainable oceans and seas paragraph 14
Not material
ESRS E3-4
Total water recycled and reused paragraph 28 (c)
Not material
ESRS E3-4
Total water consumption in m3 per net revenue on own operations paragraph 29
Not material
ESRS 2- IRO 1 - E4
Paragraph 16 (a) i
ESRS 2- IRO 1 - E4
Paragraph 16 (b)
Not material
ESRS 2- IRO 1 - E4
Paragraph 16 (c)
ESRS E4-2
Sustainable land / agriculture practices or policies paragraph 24 (b)
Not material
ESRS E4-2
Sustainable oceans / seas practices or policies paragraph 24 (c)
Not material
ESRS E4-2
Policies to address deforestation paragraph 24 (d)
ESRS E5-5
Non-recycled waste paragraph 37 (d)
ESRS E5-5
Hazardous waste and radioactive waste paragraph 39
ESRS 2- SBM3 - S1
Risk of incidents of forced labour paragraph 14 (f)
Not material
ESRS 2- SBM3 - S1
Risk of incidents of child labour paragraph 14 (g)
Not material
ESRS S1-1
Human rights policy commitments paragraph 20
ESRS S1-1
Due diligence policies on issues addressed by the fundamental International Labor Organisation
Conventions 1 to 8, paragraph 21
ESRS S1-1
Processes and measures for preventing trafficking in human beings paragraph 22
ESRS S1-1
Workplace accident prevention policy or management system paragraph 23
ESRS S1-3
Grievance/complaints handling mechanisms paragraph 32 (c)
ESRS S1-14
Number of fatalities and number and rate of work-related accidents paragraph 88 (b) and (c)
ESRS S1-14
Number of days lost to injuries, accidents, fatalities or illness paragraph 88 (e)
ESRS S1-16
Unadjusted gender pay gap paragraph 97 (a)
ESRS S1-16
Excessive CEO pay ratio paragraph 97 (b)
ESRS S1-17
Incidents of discrimination paragraph 103 (a)
ESRS S1-17
Non-respect of UNGPs on Business and Human Rights and OECD paragraph 104 (a)
ESRS 2- SBM3 – S2
Significant risk of child labour or forced labour in the value chain paragraph 11 (b)
ESRS S2-1
Human rights policy commitments paragraph 17
ESRS S2-1
Policies related to value chain workers paragraph 18
ESRS S2-1
Non-respect of UNGPs on Business and Human Rights principles and OECD guidelines
paragraph 19
ESRS S2-1
Due diligence policies on issues addressed by the fundamental International Labor Organisation
Conventions 1 to 8, paragraph 19
ESRS S2-4
Human rights issues and incidents connected to its upstream and downstream value chain
paragraph 36
ESRS S3-1
Human rights policy commitments paragraph 16
ORION CORPORATION | Financial Statement documents 2024 51/217
Disclosure requirement and related datapoint
SFDR
reference
Pillar 3
reference
Benchmark
Regulation
reference
EU Climate
Law
reference
Additional information
Page
ESRS S3-1
Non-respect of UNGPs on Business and Human Rights, ILO principles or and OECD guidelines
paragraph 17
ESRS S3-4
Human rights issues and incidents paragraph 36
ESRS S4-1
Policies related to consumers and end-users paragraph 16
ESRS S4-1
Non-respect of UNGPs on Business and Human Rights and OECD guidelines paragraph 17
ESRS S4-4
Human rights issues and incidents paragraph 35
ESRS G1-1
United Nations Convention against Corruption paragraph 10 (b)
Not material
ESRS G1-1
Protection of whistle-blowers paragraph 10 (d)
Not material
ESRS G1-4
Fines for violation of anti-corruption and anti-bribery laws paragraph 24 (a)
ESRS G1-4
Standards of anti-corruption and anti-bribery paragraph 24 (b)
ORION CORPORATION | Financial Statement documents 2024 52/217
Environmental information
EU Taxonomy
The EU Taxonomy Regulation is a classification system for sustainable economic activities. Orion
has been actively monitoring the development of the EU Taxonomy and its related disclosure
obligations. During 2024, Orion did not make any changes to its Taxonomy-related
interpretations. Out of the six environmental objectives in the EU Taxonomy, the environmental
objective of pollution prevention and control remains relevant for Orion.
Orion’s taxonomy-related disclosures for the financial year 2024 remain largely consistent with
those of the comparative period across all key performance indicators in all relevant economic
activities. Taxonomy-eligible amounts for all key performance indicators either increased or
remained unchanged, with the largest increase observed in eligible turnover and operating
expenditures. The proportion of eligible to non-eligible amounts remained relatively unchanged
in all indicators.
Taxonomy-eligibility and alignment assessment
Within the environmental objective of pollution prevention and control, two economic activities
are relevant for Orion 1.1 Manufacture of active pharmaceutical ingredients (API) or active
substances and 1.2 Manufacture of medicinal products.
The previous assessment of Orion’s Taxonomy-eligibility and alignment remains valid also in
2024. The screening to identify Taxonomy-eligible activities was conducted by comparing the
existing NACE-mapping of Orion’s activities to the Environmental Delegated Act.
The assessment for Taxonomy-alignment was coordinated by the Corporate Responsibility
function in close co-operation with professionals working across the organisation. This included
professionals from, among others, Research & Development and representatives from business
divisions. The assessment of Taxonomy-alignment investigated whether economic activities
fulfilling the technical screening criteria were found. As the technical criteria currently stands,
economic activities fulfilling the technical screening criteria were not identified. The evaluation of
the technical screening criteria was performed at product level.
Taxonomy-alignment requires demonstrating compliance with all three components: substantial
contribution, “Does Not Significantly Harm” (DNSH)-criteria and the Minimum Safeguards (MS).
As economic activities fulfilling the substantial contribution were not identified, the assessment
for Taxonomy-alignment was not pursued further. However, Orion will continue to actively
monitor the development of the regulation and update its Taxonomy-alignment assessment in
future reporting if the content of the regulation changes in material respect.
1.1 Manufacture of active pharmaceutical
ingredients (API) or active substances
One Orion’s Taxonomy-eligible activity is 1.1 Manufacture of active pharmaceutical ingredients
(API) or active substances. At Orion, the eligible activity is the operations of Fermion. Fermion
manufactures active pharmaceutical ingredients for Orion and other pharmaceutical companies.
Its product range comprises nearly 30 pharmaceutical ingredients. Fermion’s production,
excluding deliveries for Orion’s own use, is considered as Taxonomy-eligible.
1.2 Manufacture of medicinal products
Most of Orion’s manufacturing is of medicinal products and is Taxonomy-eligible. There are,
however, some product groups that are not considered as medicinal products, such as vitamins
and basic ointments. These non-medicinal products are considered as non-eligible. In addition,
two exclusions were made for the activity 1.2. Manufacture of medicinal products. These
exclusions are veterinary medicines and medicinal products which are not manufactured by
Orion. These exclusions are based on Orion’s own strict interpretation and are subject to change
if definition of economic activity is clarified or if interpretation guidelines are specified.
The technical screening criteria states that in order for a medicine to be classified as Taxonomy-
aligned, it should be considered to be degradable in the environment in line with the European
Medicines Agency Guideline on the environmental risk assessment of medicinal products for
human use. The criteria therefore suggests that the economic activity concerns the manufacture
of medicines for human use and thus veterinary medicines are considered as non-eligible in line
with Orion’s strict interpretation of the regulation.
EU Taxonomy accounting policy
Turnover presented in the Taxonomy disclosures includes the Orion Group’s net sales. More
information regarding turnover is available in Financial statement note 2.1 Revenue from
contracts with customers. Taxonomy-eligible net sales (A.2) corresponds to the share of external
net sales which are associated with the identified eligible economic activities.
Capital expenditure consists of additions to property, plant and equipment, intangible assets,
right-of-use assets and the additions in business combination excluding goodwill. More
information is available in Financial statement note 3.1 Property, plant and equipment and
intangible assets and 3.2 Leased assets. Taxonomy-eligible capital expenditures (A.2)
corresponds to the share of capital expenditures which are associated with the identified eligible
economic activities. Investments related to non-eligible activities were classified as non-eligible
as a whole.
ORION CORPORATION | Financial Statement documents 2024 53/217
Operating expenditure consists of costs related to research and development, maintenance
materials, leases of low-value assets and short-term leases. More information is presented in
Financial statement note 2.3 Operating expenses and 3.2 Leased assets. Taxonomy-eligible
operating expenditures (A.2) corresponds to the share of operating expenditures which are
associated with the identified eligible economic activities.
Double counting is avoided by having expenses classified with a cost centre and profit centre
structures that identifies activities to separate elements.
The tables below present the proportion of Taxonomy-aligned (A.1) and eligible (A.2) net sales,
capital- and operating expenditures for the financial year ending 31 December 2024. In addition,
information on nuclear and fossil gas related activities according to the Delegated Regulation
(EU) 2022/1214 is also reported.
Row
Nuclear energy related activities
1.
The undertaking carries out, funds or has exposures to research, development,
demonstration and deployment of innovative electricity generation facilities that
produce energy from nuclear processes with minimal waste from the fuel cycle.
NO
2.
The undertaking carries out, funds or has exposures to construction and safe operation
of new nuclear installations to produce electricity or process heat, including for the
purposes of district heating or industrial processes such as hydrogen production, as
well as their safety upgrades, using best available technologies.
NO
3.
The undertaking carries out, funds or has exposures to safe operation of existing
nuclear installations that produce electricity or process heat, including for the purposes
of district heating or industrial processes such as hydrogen production from nuclear
energy, as well as their safety upgrades.
NO
Fossil gas related activities
4.
The undertaking carries out, funds or has exposures to construction or operation of
electricity generation facilities that produce electricity using fossil gaseous fuels.
NO
5.
The undertaking carries out, funds or has exposures to construction, refurbishment, and
operation of combined heat/cool and power generation facilities using fossil gaseous
fuels.
NO
6.
The undertaking carries out, funds or has exposures to construction, refurbishment and
operation of heat generation facilities that produce heat/cool using fossil gaseous fuels.
NO
ORION CORPORATION | Financial Statement documents 2024 54/217
Proportion of turnover from products or services associated with Taxonomy-aligned economic activities – disclosure covering year 2024
Financial year 2024
2024
Substantial contribution criteria
DNSH criteria
(‘Does Not Significantly Harm’)
Economic activities
Code
Turnover
EUR
million
Proportion
of turnover,
year 2024
Climate change
mitigation
Climate change
adaptation
Water
Pollution
Circular economy
Biodiversity
Climate change
mitigation
Climate change
adaptation
Water
Pollution
Circular economy
Biodiversity
Minimum
safeguards
Proportion of
Taxonomy-
aligned (A.1.)
or eligible
(A.2.) turnover
year 2023
Category
enabling
activity
Category
transitional
activity
A. TAXONOMY-ELIGIBLE ACTIVITIES
A.1 Environmentally sustainable activities (Taxonomy-aligned)
Turnover of environmentally sustainable
activities (Taxonomy-aligned) (A.1)
0
0%
0%
of which enabling
0
0%
0%
of which transitional
0
0%
0%
A.2 Taxonomy-eligible but not environmentally sustainable activities (not Taxonomy-aligned activities)
Manufacture of active
pharmaceutical ingredients (API) or
active substances
PPC 1.1
54
4%
EL
5%
Manufacture of medicinal products
PPC 1.2
965
63%
EL
60%
Turnover of Taxonomy-eligible but not
environmentally sustainable activities (not
Taxonomy-aligned activities) (A.2)
1,019
66%
100%
65%
A. Turnover of Taxonomy-eligible
activities (A.1+A.2)
1,019
66%
100%
65%
B. TAXONOMY-NON-ELIGIBLE ACTIVITIES
Turnover of Taxonomy-non-eligible activities
524
34%
TOTAL
1,542
100%
ORION CORPORATION | Financial Statement documents 2024 55/217
Proportion of CapEx from products or services associated with Taxonomy-aligned economic activities – disclosure covering year 2024
Financial year 2024
2024
Substantial contribution criteria
DNSH criteria
(‘Does Not Significantly Harm’)
Economic activities
Code
CapEx
EUR
million
Proportion
of CapEx,
year 2024
Climate change
mitigation
Climate change
adaptation
Water
Pollution
Circular economy
Biodiversity
Climate change
mitigation
Climate change
adaptation
Water
Pollution
Circular economy
Biodiversity
Minimum
safeguards
Proportion of
Taxonomy-
aligned (A.1.)
or eligible
(A.2.) CapEx
year 2023
Category
enabling
activity
Category
transitional
activity
A. TAXONOMY-ELIGIBLE ACTIVITIES
A.1 Environmentally sustainable activities (Taxonomy-aligned)
CapEx of environmentally sustainable
activities (Taxonomy-aligned) (A.1)
0
0%
0%
of which enabling
0
0%
0%
of which transitional
0
0%
0%
A.2 Taxonomy-eligible but not environmentally sustainable activities (not Taxonomy-aligned activities)
Manufacture of active
pharmaceutical ingredients (API) or
active substances
PPC 1.1
17
20%
EL
21%
Manufacture of medicinal products
PPC 1.2
27
31%
EL
27%
CapEx of Taxonomy-eligible but not
environmentally sustainable activities (not
Taxonomy-aligned activities) (A.2)
44
51%
100%
48%
A. CapEx of Taxonomy-eligible
activities (A.1+A.2)
44
51%
100%
48%
B. TAXONOMY-NON-ELIGIBLE ACTIVITIES
CapEx of Taxonomy-non-eligible activities
42
49%
TOTAL
86
100%
ORION CORPORATION | Financial Statement documents 2024 56/217
Proportion of OpEx from products or services associated with Taxonomy-aligned economic activities – disclosure covering year 2024
Financial year 2024
2024
Substantial contribution criteria
DNSH criteria
(‘Does Not Significantly Harm’)
Economic activities
Code
OpEx
EUR
million
Proportion
of OpEx,
year 2024
Climate change
mitigation
Climate change
adaptation
Water
Pollution
Circular economy
Biodiversity
Climate change
mitigation
Climate change
adaptation
Water
Pollution
Circular economy
Biodiversity
Minimum
safeguards
Proportion of
Taxonomy-
aligned (A.1.)
or eligible
(A.2.) OpEx
year 2023
Category
enabling
activity
Category
transitional
activity
A. TAXONOMY-ELIGIBLE ACTIVITIES
A.1 Environmentally sustainable activities (Taxonomy-aligned)
OpEx of environmentally sustainable
activities (Taxonomy-aligned) (A.1)
0
0%
0%
of which enabling
0
0%
0%
of which transitional
0
0%
0%
A.2 Taxonomy-eligible but not environmentally sustainable activities (not Taxonomy-aligned activities)
Manufacture of active
pharmaceutical ingredients (API) or
active substances
PPC 1.1
2
1%
EL
2%
Manufacture of medicinal products
PPC 1.2
223
90%
EL
87%
OpEx of Taxonomy-eligible but not
environmentally sustainable activities (not
Taxonomy-aligned activities) (A.2)
225
91%
100%
89%
A. OpEx of Taxonomy-eligible
activities (A.1+A.2)
225
91%
100%
89%
B. TAXONOMY-NON-ELIGIBLE ACTIVITIES
OpEx of Taxonomy-non-eligible activities
23
9%
TOTAL
248
100%
ORION CORPORATION | Financial Statement documents 2024 57/217
ESRS E1 Climate change
Material impacts related to climate
Impacts
Impact description
Upstream
value chain
Own
operations
Downstream
value chain
Environmental impacts
GHG emissions / climate change
Orion has emissions in all emission scopes, contributing to anthropogenic climate change. Consequently, Orion has an actual
material impact on climate change.
A
A
A
A
Actual
P
Potential
E1-1 Transition plan for climate change mitigation
During 2024, Orion developed its first climate transition plan. The purpose of the transition plan
is to ensure that Orion’s past, current and future climate mitigation efforts, its strategy and
business model are compatible with a Paris-aligned 1.5°C world. This plan has been approved by
the Orion Executive Management Board and was adopted in December 2024. As a nascent
effort, Orion is beginning to implement its climate transition plan and commits to updating it
biannually. As this work progresses, Orion aims to expand its climate transition plan and consider
aligning its transition plan more closely with its business strategy and financial planning.
As a science-driven organisation, Orion aligns with the scientific community’s urgent call to limit
the rise in global average temperature at 1.5 degrees Celsius. Consequently, Orion has
established climate targets that are in line with the 1.5-degree target both for 2030 and 2050. In
its own operations, Orion has a target to reduce its absolute Scope 1 and 2 emissions by 70% by
2030 from a 2023 baseline. This target has been approved by the Science Based Targets
initiative (SBTi). This target has been set by using the cross-sector absolute reduction (i.e., ACA)
pathway.
Orion has also established a goal to address its value chain emissions. Although an absolute
emission reduction target has not been set, a supplier engagement target was set instead. Orion
commits that 78% of its suppliers by emissions covering purchased goods and services, capital
goods and upstream transportation and distribution will have science-based targets by 2029.
This target has also been approved by the SBTi. Orion believes that setting a supplier
engagement target leads to emission reductions within its value chain. Additionally, it serves as
an important building block for future climate action by increasing awareness and improving the
capacity of greenhouse gas accounting within Orion’s suppliers and partners.
Orion’s value chain emissions accounting uses extensively spend-based emission factors. These
factors have a significant uncertainty associated with them, as spend-based emission factors
might omit certain climate- or environment-related attributes and characteristics completely.
Improving data quality in value chain emissions accounting is a priority for Orion. This will enable
precise identification of areas for absolute and more targeted emissions reductions within the
value chain. Orion has conducted life cycle assessments for some of its products to gain a deeper
understanding of their climate impact. This effort will continue with further assessments. Orion
also hopes that its partners and suppliers will begin similar initiatives to enhance data quality
across its value chain.
For its longer-term target, Orion has committed to reach net-zero emissions by 2050. Orion’s net-
zero target is new, and a more detailed methodology has not yet been drafted. As part of Orion’s
commitment to 1,5°C world in line with the Paris Agreement, a net-zero commitment was also
due. This target, however, has not been externally verified by a third party e.g., SBTi. Orion
recognises the challenges of achieving a net-zero target and acknowledges that it does not yet
have all the answers. As a first interim target, it is paramount to achieve the 2030 commitments
first. In the future, Orion will develop a roadmap with more interim targets and how possible
hard-to-abate residual emissions are tackled.
Orion developed a two-pronged approach to climate mitigation actions in its climate transition
plan. The transition plan consists of two elements: an existing internal investment roadmap
outlining the necessary investments to meet its near-term 2030 targets in its own operations, and
a combination of division-specific plans to reduce emissions in all scopes.
Orion is progressing its Scope 1 and 2 roadmap. Emissions from its own operations are being
addressed through energy efficiency, process electrification, and the use of carbon-free energy
as the main decarbonisation levers. These measures are expected to have a significant
quantitative impact, ensuring that the climate commitments for own operations are met. More
specifically, these decarbonisation levers are expected to decrease Orion’s Scope 1 and 2
emissions by around 10,000 tCO2e by end-decade. As an example, a significant portion of
Orion’s current Scope 1 and 2 emissions comes from steam production at Espoo and Turku
ORION CORPORATION | Financial Statement documents 2024 58/217
manufacturing sites. The roadmap includes plans to electrify these processes. By also sourcing
carbon-free electricity, these major emission sources will be reduced significantly.
Orion’s climate impact extends beyond its own operations as approximately 95% of emissions
comes from its value chain. Orion addresses its value chain emissions by its supplier engagement
SBTi target, but also each business division has drafted their own, division-specific plan which
focuses primarily on Scope 3 emissions.
Each division’s plan addresses their most important climate impacts with specific, measurable
time-bound actions in attempt to reduce these emissions. For instance, actions include extended
supplier due diligence, considering their portfolio and material choices, and optimising logistics.
Due to sensitive information, these plans are described at only at a high level and the list of
actions is not exhaustive. Drafted for the first time in 2024, these plans will be further developed.
Activities in the division-specific plans are expected to decrease Orion’s emissions. However, a
recurring theme in division-specific plans is the need to improve value chain emission data
quality, enabling divisions to make more informed decisions about their climate impact.
Enhancing data quality is a point for future focus and aligns with Orion’s supplier engagement
target. Additionally, some emission reduction actions might counterintuitively materialise once
the emission data quality and emission accounting improve.
Orion has not identified significant locked-in GHG emissions. However, Orion has some GHG-
intensive processes, such as steam and heat generation via natural gas. Although approved
investment decisions have not yet been made for their replacement, Orion is committed to phase
out these emissions and these investments are included in company’s Scope 1 and 2 roadmap.
The associated transition risk with these assets is considered low. Orion reports emissions in
Scope 3 category use of sold products. These emissions are generated during the use phase of
the pressurised metered-dose inhalers sold by Orion. The inhalers contain hydrofluorocarbon
propellants, which are potent greenhouse gases. This product group of inhalers is not an
immediate strategic priority for Orion, and therefore the emissions generated from the use-phase
are not considered as locked-in emissions.
Orion does not report any Taxonomy-aligned CapEx. Orion does also not report a CapEx plan.
Orion reports a considerable amount of Taxonomy-eligible turnover, CapEx and OpEx related to
its Taxonomy-activities, manufacturing of active pharmaceutical ingredients and manufacturing of
medicinal products. These activities, however, are classified as eligible activities in the
environmental objective for pollution prevention and control and therefore does not have a
significant impact on Orion’s climate transition plan. During the reporting period, no CapEx
amounts were invested related to coal, oil and gas-related economic activities. In addition, Orion
is not excluded from EU Paris-aligned Benchmarks.
E1 SBM-3 Material impacts, risks and opportunities
related to climate
The validity of Orion’s strategy is continuously assessed in Orion’s continuous foresight and
strategising process, which is described in General information section of this report under
Scenario-based continuous foresight and strategising process. In 2024, the process incorporated
an in-depth analysis of climate, biodiversity and ecosystems and other sustainability aspects into
the evaluation of Orion’s operating environment scenario descriptions. The specifics of the
scenario analysis from the point of view of climate projections as well as scenario findings are
detailed under E1 IRO-1 The identification and assessment of material climate-related impacts,
risks and opportunities.
E1 IRO-1 The identification and assessment of
material climate-related impacts, risks and
opportunities
Orion generates emissions across all emission scopes, contributing to anthropogenic climate
change. The extent of these emissions is detailed in E1-6 Gross Scopes 1, 2, 3 and Total GHG
emissions. Consequently, Orion has a material impact on climate change.
Climate-related risks and opportunities in own operations and value chain were assessed by
conducting a scenario analysis. The scenario analysis considered short-, medium-, and long-term
time horizons. Both physical and transition risks, including any significant transition events, were
considered in the analysis. In the scenario analysis, a low, medium, and high emission
concentration projections (RCP2.6, RCP4.5 and RCP8.5, respectively) were used. The scenario
analysis also built on previous strategic scenario analysis by Orion, which explored socio-
economic changes and political and trade pathways, which coincided with shared socio-
economic pathways (SSPs) to a certain extent. These different plausible futures were coupled
together with greenhouse gas concentration projections to form the basis for the scenario
analysis. Geographical resolution of physical risks was the reference set of land and ocean
regions in IPCC AR6 WG1. Other considerations in the analysis, such as transition risks and
plausible socioeconomic developments were considered at both the national and supranational
(e.g., EU) levels.
The overall process for identification and assessment of material impacts, risks and opportunities,
as well as screening for potentially exposed assets or businesses is described in IRO-1 The
identification and assessment of materials impacts, risks and opportunities.
Based on the results of the scenario analysis and Orion’s risk assessment process, while there are
vulnerabilities particularly within Orion’s value chain, none of the physical or transition risks are
material on their own, nor are they expected to become material in the short term. However,
ORION CORPORATION | Financial Statement documents 2024 59/217
physical climate risks are part of a group of ESG risks related to Orion’s supply chain, which are
material in aggregate. In the long-term, especially the likelihood of physical climate risks is
anticipated to grow. Physical climate risks could potentially materialise through supply chain
disruptions. The aggregate risk related to supply chain is described under Description of the
underlying causes that contribute to the emergence of the aggregated material risk related to
Orion’s supply chain.
Orion is expected to be less affected by various transition risks as pharmaceutical manufacturing,
despite its material, non-negligible impact, is relatively less energy and emissions-intensive
compared to other manufacturing sectors.
In the Financial Statements, Orion has considered the effects of climate change in asset
impairment tests. The tests aligned with scenarios with fast climate transition SSPs. Physical
effects from high emission concentration projections are currently not deemed likely to cause
material risks to assets.
Going beyond short- and medium-term, uncertainties increase greatly, making future projections
challenging. The possible arising risks in the medium- and long-term are acknowledged, and
Orion has begun to monitor them. Climate change is not expected to bring any major
opportunities to Orion, and therefore any arising opportunities are not considered as material.
E1-2 Policies related to climate change mitigation
and adaptation
The policies in place to manage Orion’s material impacts, risks and opportunities related to
climate change include Orion’s EHS policy, Orion’s Code of Conduct, Third Party Code of
Conduct, Orion’s Sustainability Policy, and Orion’s Risk Management Policy.
Orion’s EHS policy emphasises Orion’s commitment to ensuring the health and safety of Orion’s
employees, protecting the environment, and continually improving Orion’s EHS performance.
The policy addresses safety and environmental management and sets out the ways in which
Orion continually improves its performance in these aspects. The policy focuses on the
prevention, management, and mitigation of significant impacts related to EHS risks, work-related
injuries and illnesses, and the consequences of any adverse events affecting people and the
environment. It also covers minimising the ecological footprint, such as climate effects and any
negative impacts on air, water, as well as resource efficiency, including energy. Regarding
climate-related matters, the policy sets out Orion’s commitment to minimise Orion’s climate
impacts. Performance against the policy is monitored through measurable targets reported in
E1-4 Targets related to climate change mitigation and adaptation.
The policy covers all aspects of Orion’s operations, from research and development to the entire
upstream value chain, ensuring compliance with industry standards and best practices. Leaders
and all employees shall understand and fulfil their individual duties, being collectively
responsible for following the EHS Policy along with related corporate policies and procedures.
The policy has been approved by Orion Executive Management Board, which ultimately carries
responsibility for its implementation. The policy is accessible on Orion’s corporate website.
Orion’s Code of Conduct highlights the commitment to minimise its ecological footprint,
including greenhouse gas emissions. Orion aims to reduce emissions by meeting its ambitious
climate targets. Code of Conduct also extends the commitment to all employees, who are
expected to make responsible choices in their daily work to minimise emissions. Orion’s Code of
Conduct is described in G1-1 Policies and Corporate Culture section of this report.
Orion’s Third Party Code of Conduct requires partners to operate responsibly to minimise
environmental impacts and to implement the same requirement across their suppliers. Orion
requires suppliers to monitor their greenhouse gas emissions. Suppliers are also expected to
reduce their emissions. Orion’s Third Party Code of Conduct is described in G1-1 Policies and
Corporate Culture section of this report.
Orion’s Sustainability Policy outlines the company’s commitment to integrating sustainability into
all aspects of its operations. The policy objectives include minimising ecological footprint,
enhancing the well-being of employees, communities, and other stakeholders, respecting human
rights, and upholding ethical business conduct. The policy addresses material impacts, risks and
opportunities related to climate change, biodiversity, water, pollution through pharmaceutical
residues in the environment, and the sustainable use of resources. Orion acknowledges the
importance of environment for fulfilling economic, social, and cultural rights. The policy
emphasises the significance of life cycle thinking to understand impacts across the entire value
chain and states Orion’s commitment to continuously improve its sustainability processes.
In the policy, Orion commits to respecting human rights in accordance with the UN Guiding
Principles on Business and Human Rights, the International Bill of Human Rights, the UN
Convention on the Rights of the Child, and the ILO’s fundamental conventions. Orion also
commits to limiting global warming to 1.5°C, as per the Paris Agreement, to decarbonising its
operations to achieve its near-term climate targets, approved by the Science Based Targets
initiative (SBTi), and to achieving net-zero emissions by 2050.
The policy applies to all Orion’s businesses and into all aspects of its activities, as of December
2024. The policy has been approved by Orion’s President and CEO, who ultimately carries
responsibility for its implementation. In practise, members of the Executive Management Board,
as heads of Business divisions and Group-level functions, play a significant role in the
implementation of the policy. The policy is accessible on Orion’s corporate website.
Orion’s policies do not currently specify a stance on renewable energy deployment or climate
adaptation.
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E1-3 Actions and resources in relation to climate
change
Orion addresses emissions from its operations primarily through energy efficiency measures and
the electrification of production processes. These strategies are main decarbonisation levers for
Orion. Reducing emissions in own operations will require future investments into processes such
as electrifying steam production and heating. Orion does not see any hindrances to implement
planned actions. Orion has not implemented any significant climate adaptation solutions, nor
have any nature-based solutions been implemented or considered.
One example of a recent implemented decarbonisation measure is the Espoo heat pump plant.
Although it began operations already in late 2023, the reporting period marks its first full year of
operation. Although energy efficiency remains a crucial decarbonisation lever, the overall energy
consumption at Orion may rise due to process electrification. Therefore, it is essential to ensure
that the electricity used comes from carbon-free sources. Orion’s electricity mix is detailed in E1-6
Gross Scopes 1, 2, 3 and Total GHG emissions. Energy efficiency, electrification of processes and
utilising carbon-free energy are identified as the most important levers to meet near-term climate
commitments by 2030.
In its value chain, Orion engages and collaborates with suppliers, making this the main
decarbonisation lever for value chain emissions. During the year, Orion began advancing its
near-term value chain SBTi target. By 2029, 78% of Orion’s suppliers, measured by emissions
from purchased goods and services, capital goods, and upstream transportation and distribution,
are expected to have their own approved SBTi targets. In 2024, Orion launched a pilot program
to work towards this goal.
The pilot program aimed to gain an initial understanding of the Company’s suppliers’ progress in
setting their SBTi targets and to raise awareness both internally and among the Company’s
suppliers. Already during the pilot, Orion engaged and collaborated with several suppliers.
Orion plans to expand and ramp-up the program and involve more suppliers in the future. This
pilot project was a collaborative effort by the Corporate Responsibility Function and Sustainable
Procurement team.
Orion does not report actions taken or planned to nor a CapEx plan in relation to climate change
mitigation under the key performance indicators in Commission Delegated Regulation (EU)
2021/2178.
E1-4 Targets related to climate change mitigation
and adaptation
Currently, Orion has three active climate targets. Orion has a legacy carbon neutrality target for
its own operations, approved group-wide science-based targets and a group-wide net-zero
emissions target. Progress against climate targets are followed annually. Meeting all climate
commitments is essential to achieving the policy objectives specified in E1-2.
Orion is committed to reach carbon neutrality in its own operations, for Scopes 1 and 2, by 2030.
This is a legacy target that was originally set for Orion’s Finnish operations, but the target
boundary was later expanded to cover the entire Group following the business acquisition of
VMD in 2022.
For this target, no absolute reduction targets were originally set. However, this target setting is
based on an ambitious investment roadmap, which also functions as a key building block for
Orion’s group-wide science-based target setting. The purpose is to reduce emissions from own
operations as much as possible, and any remaining hard-to-abate residual emissions are offset by
cancelling voluntary carbon credits. No carbon credits towards this target have yet been
acquired; the purchased credits reported in E1-7 are not related to this target. To date, using the
original 2016 baseline (44,456 tCO2e, market-based) absolute emissions have decreased 75%.
Note that the original baseline boundary diverges from E1-6 and is not comparable.
In light of the proposed European legislation on green claims, Orion will see whether this target
setting needs to be adjusted or removed in the future, especially regarding the wording of
‘carbon neutrality’.
Orion’s second active climate target is its validated group-wide near-term science-based targets.
Orion’s Scope 1 and 2 target is to decrease absolute emissions by 70% by 2030 from a 2023
baseline. 2023 was chosen as the baseline year because it is the most recent representative full
year following the acquisition of VMD in 2022. In this target setting, Scope 2 emissions are
calculated using the market-based method. In absolute emissions, Scope 1 and 2 baseline
emissions are 13,940 tCO2e. See further emissions breakdown in E1-6. For Scope 3 emissions,
Orion has committed that 78% of its group-wide suppliers measured by emissions covering
purchased goods and services (category 1), capital goods (category 2) and upstream
transportation and distribution (category 4) will have science-based targets by 2029. As it is a
supplier engagement target, no absolute emission baseline was set.
In addition, Orion has set a target to reach net-zero emissions by 2050. Currently, this target is
not approved by an external party. Orion’s approved near-term science-based targets functions
as first interim targets in Orion’s journey to net-zero. Orion will develop a more long-term climate
roadmap for years past 2030’s including more interim targets in the future.
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The main decarbonisation levers: energy efficiency measures and electrification of production
processes are estimated to decrease Orion’s Scope 1 and 2 emissions by around 1,100 and
6,700 tCO2e, respectively, by the end of the decade. In addition, further utilising carbon-free
energy is estimated to have an impact of around 2,300 tCO2e, also by end-decade. However,
there is some uncertainty regarding the anticipated emission reductions. In Orion’s value chain,
given the nature of the supplier engagement target, it is not possible to quantify its potential
impact on any arising emission reductions.
Climate metrics
E1-5 Energy consumption and mix
Energy consumption and mix
2024
2023
Fuel consumption from coal and coal products (MWh)
0
0
Fuel consumption from crude oil and petroleum products (MWh)
1,476
472
Fuel consumption from natural gas (MWh)
19,150
19,650
Fuel consumption from other fossil sources (MWh)
0
0
Consumption of purchased or acquired electricity, heat, steam and
cooling from fossil sources (MWh)
17,600
33,035
Total fossil energy consumption (MWh)
38,226
53,158
Share of fossil sources in total energy consumption (%)
24%
33%
Consumption from nuclear sources (MWh)
78,586
72,692
Share of consumption from nuclear sources in total energy
consumption (%)
50%
46%
Fuel consumption for renewable sources, including biomass (also
comprising industrial and municipal waste of biologic origin, biofuels,
biogas, renewable hydrogen, etc.) (MWh)
0
0
Consumption of purchased or acquired electricity, heat, steam, and
cooling from renewable sources (MWh)
41,649
33,314
The consumption of self-generated non-fuel renewable energy (MWh)
71
78
Total renewable energy consumption (MWh)
41,720
33,392
Share of renewable sources in total energy consumption (%)
26%
21%
Total energy consumption (MWh)
158,532
159,242
Orion generates a small amount of renewable energy in Belgium. Some of this energy is sold
back to the grid. The total production value therefore differs from self-generated consumption of
renewable energy. In 2024, the total production amounts to 106 MWh.
According to the statistical classification of economic activities in the European Community
(NACE), all of Orion’s activities fall under categories C20 and C21. By this definition, Orion
operates in high climate impact sectors. Consequently, Orion reports its energy and emissions
intensity in high climate impact sectors in Intensity figures.
The energy consumption comparative data for the financial year 2023 has been assured by
PricewaterhouseCoopers Oy as part of limited assurance of the voluntary 2023 sustainability
reporting, which is reported in accordance with the GRI Standards.
ORION CORPORATION | Financial Statement documents 2024 62/217
E1-6 Gross Scopes 1, 2, 3 and Total GHG emissions
Retrospective
Milestones and target years
Base year
2023
2024
Change
2025
2030
2050
Scope 1 GHG emissions
Gross Scope 1 GHG emissions (tCO2e)
2023
5,511
5,625
2%
1,000
0
Percentage of Scope 1 GHG emissions from regulated
emission trading schemes (%)
2023
0
0
0%
Scope 2 GHG emissions
Gross location-based Scope 2 GHG emissions (tCO2e)
2023
11,726
11,248
-4%
0
Gross market-based Scope 2 GHG emissions (tCO2e)
2023
8,429
5,330
-37%
0
0
Significant Scope 3 GHG emissions
Total Gross indirect (Scope 3) GHG emissions (tCO2e)
2023
417,464
361,961
-13%
0
Category 1 - Purchased goods and services
2023
301,060
277,588
-8%
0
Category 2 - Capital goods
2023
20,010
12,487
-38%
0
Category 3 - Fuel and energy-related activities (not included in
Scope 1 or Scope 2)
2023
4,280
2,636
-38%
0
Category 4 - Upstream transportation and distribution
2023
38,640
25,426
-34%
0
Category 5 - Waste generated in operations
2023
18,580
20,333
9%
0
Category 6 - Business travel
2023
870
1,257
44%
0
Category 7 - Employee commuting
2023
3,340
3,146
-6%
0
Category 8 - Upstream leased assets
2023
14
1,022
>100%
0
Category 9 - Downstream transportation and distribution
2023
22,730
12,828
-44%
0
Category 10 - Processing of sold products
2023
760
557
-27%
0
Category 11 - Use of sold products
2023
1,290
1,559
21%
0
Category 12 - End-of-life treatment of sold products
2023
5,360
2,757
-49%
0
Category 13 - Downstream leased assets
2023
530
365
-31%
0
Total GHG emissions
Total GHG emissions (location-based) (tCO2e)
2023
434,701
378,834
-13%
0
Total GHG emissions (market-based) (tCO2e)
2023
431,404
372,916
-14%
0
ORION CORPORATION | Financial Statement documents 2024 63/217
The greenhouse gas emissions comparative data for the financial year 2023 has been assured by
PricewaterhouseCoopers Oy as part of limited assurance of the voluntary 2023 sustainability
reporting, which is reported in accordance with the GRI Standards.
E1-7 GHG removals and GHG mitigation projects finalised through carbon
credits
In 2024, Orion voluntarily purchased carbon credits outside its value chain to offset emissions
from the entire life cycle of its Easyhaler® product range. These emissions were calculated using a
cradle-to-grave life cycle assessment. These carbon credits are not used to meet any GHG
emission reduction targets reported in E1-4. In addition, the purchased carbon credits are used
separately from reported emissions and no reductions have been made to emissions reported in
E1-6. Carbon credits are purchased annually. Any credits that might be cancelled in the future
have not yet been purchased, and there are no existing contractual agreements for them. In
2024, Orion cancelled carbon credits totalling 7,874 tonnes of CO2e which use the recognised
Gold Standard (GS) and Verified Carbon Standard (VCS) quality standards.
Carbon credits cancelled in the reporting year
2024
Share from removal projects (%)
0
Share from reduction projects (%)
100
Recognised quality standard - Gold Standard (%)
38
Recognised quality standard - Verified Carbon Standard (%)
62
Share from projects within the EU (%)
0
Share of carbon credits that qualify as corresponding adjustments (%)
0
Total (tCO2e)
7,874
E1-8 Internal carbon pricing
Orion does not currently use internal carbon pricing mechanisms or schemes.
Reporting principles for metrics
Energy consumption and mix
A real-time, data-driven energy management tool is used for managing energy information,
which monitors the energy usage of the Finnish sites. The energy consumption figures presented
in the table shown in E1-5 are based on the energy usage data managed in the tool. So far, the
sites in France and Belgium have not been integrated into the system, and their data was
collected through site-specific surveys, however, based on actual billing information.
During 2024, Orion did not implement major measures affecting energy usage, and thus there
was no significant change in total energy consumption compared to 2023.
Greenhouse gas emissions
Scope 1 and 2 emissions
Orion’s approach to measuring greenhouse gas emissions follows the Greenhouse Gas (GHG)
Protocol. For Scope 1 and 2 emissions, the following standards were used: GHG Protocol
Corporate Standard and Scope 2 Guidance. Orion reports emissions as CO2 equivalents (CO2e)
in accordance with the GHG Protocol’s guidance.
For Scope 1 and 2, Orion utilises realised site-specific energy consumption figures and the latest
available emission factors for used energy types. Scope 1 emissions include greenhouse gas
emissions from stationary combustion, mobile combustion, process emissions, and fugitive
emissions. Fuel classification is retrieved from Statistics Finland and the emission factors from fuel
suppliers. For refrigerants, IPCC AR4 GWP100 values are used.
Market-based Scope 2 emissions are calculated using the emission factors provided by energy
suppliers. All of Orion’s electricity consumption in Finland is covered with guarantees of origin
(GOs) from nuclear sources with the sole exception being the solar power plant owned,
maintained, and operated by our energy partner in Hanko. For district heating, all Orion’s
consumption is covered with GOs from renewable sources. Renewable GOs for district heating
were purchased for the first time in 2024 leading to a significant decrease in Orion’s market-
based emissions in the reporting period. Location-based Scope 2 emissions are calculated based
on publicly available information, for example, emissions data reported by grid operators.
Scope 3 emissions
For Scope 3 emissions, Orion follows the GHG Protocol Corporate Value Chain (Scope 3)
Accounting and Reporting Standard. In 2024, Orion revised most of the previous emission factors
and some of its calculation methodologies in its Scope 3 calculations. The accuracy of the
calculations is believed to have improved greatly. This change particularly affected emissions
categories 1, 2, 3, 4, and 8. As a result, some categories experienced significant changes
compared to the previous period. Previous years’ figures have not been restated. Approximately
8% of Scope 3 emissions are calculated using primary data obtained from suppliers or other
value chain partners.
Category 1 - Emissions are calculated based either on spend or weight. Spend-based emission
factors from Exiobase, weight-based emission factors from ecoinvent. Nearly all emission factors
in this category were revisited during 2024.
Category 2 - Emissions are calculated based on spend. Emission factors from Exiobase.
Category 3 - Emissions are calculated based on realised fuel and energy use. Emission factors
from DEFRA and UN. Only operations in Finland, France and Belgium are included.
ORION CORPORATION | Financial Statement documents 2024 64/217
Category 4 - Emissions information provided by logistics partners. Where not available,
emissions are calculated based on spend. Emission factors from Exiobase.
Category 5 - Emissions information is provided by the waste handling company. Operations in
Finland, Belgium and France are considered. Wastewater treatment emission based on volume,
emission factor from HSY.
Category 6 - Emissions information is provided by travel agencies based on realised travel
amounts. Includes only air travel and covers over 80% of all employees.
Category 7 - Emissions are calculated based on an employee survey. Employees in Finland,
Belgium and France are included. Emissions from remote work are not considered.
Category 8 - Emissions are calculated based on spend. Emission factors from Exiobase.
Category 9 - Emissions are calculated based on sales volume and estimated distance. Emission
factors from DEFRA.
Category 10 - Emissions are calculated based on sales volume. Emissions from further processing
of sold intermediate goods are estimated by using a proxy figure based on own operations.
Category 11 - Emissions are calculated based on sales volume. Use-phase emissions arrive from
hydrofluorocarbons contained in pressured metered-dose inhalers. GWP values for F-gases from
IPCC AR4.
Category 12 - Emissions are calculated based on sales volume. End-of-life emissions per unit are
estimated by using the results from an in-house LCA study.
Category 13 - Orion has leased facilities downstream using electricity and heating. Emissions are
calculated based on realised consumption figures. Emission factors from the energy provider.
Category 14 - Not applicable. Orion Corporation does not have franchises.
Category 15 - Not applicable, as category 15 is designed primarily for financial institutions.
Intensity figures
All intensity figures are presented in the table below. This includes the requirement to report on
energy and GHG intensities from E1-5 and E1-6 respectively. Orion’s net sales is used in
calculating intensity figures. More information regarding net sales is presented in Financial
statement note 2.1 Revenue from contracts with customers.
Intensity figures
Energy and GHG intensities
2024
Total energy consumption from activities in high climate impact sectors per net sales
from activities in high climate impact sectors (MWh/EUR million)
103
Total GHG emissions (location-based) per net sales (tCO2e/EUR million)
246
Total GHG emissions (market-based) per net sales (tCO2e/EUR million)
242
ORION CORPORATION | Financial Statement documents 2024 65/217
ESRS E2 Pollution
Material impacts related to pollution
Impacts
Impact description
Upstream
value chain
Own
operations
Downstream
value chain
Environmental impacts
Pollution to water from
pharmaceutical residues
Pollution to water from pharmaceutical residues has impacts on organisms and ecosystems, and through the health of ecosystems
on human health. Pollution from antibiotic residues may also contribute to anti-microbial resistance. Orion’s activities have actual
impact on water pollution from the use phase of medicines, which is the main source of pharmaceutical residue pollution.
Potential impacts to water from own or supply chain waste waters, if such were to occur, would be localised and most likely diluted
over time, but could be notable at the time.
P
P
A
Pollution to soil or water from
mismanaged hazardous
substances
Hazardous substances that are not stored correctly, and hazardous waste that is not directed to appropriate handling, may result
in leaks into natural waters or soil and cause pollution. Pollution has adverse effects on organisms, ecosystems, and human health.
P
P
Pollution to air, water or soil from
other pollutants
Harmful emissions to air, water, or soil can cause pollution, which has adverse effects on organisms, ecosystems, and human
health. Orion’s own operations do not typically cause pollution to soil, and emissions to air and water are carefully managed. The
potential impact and likelihood of pollution is higher in the supply chain.
P
P
P
A
Actual
P
Potential
Material risks related to pollution
RISK
Risk location in value chain
Build a customer driven
portfolio through Orion’s
competitive businesses
Expand to new geographies
Develop growth enablers
Pharmaceuticals in the Environment (PiE) is Orion’s most material environment-
related impact. EU’s strategic approach for PiE will necessitate investments in
urban wastewater management, which will cause expenses for Orion due to
producer responsibility costing model allocations, increase costs in Orion’s
own operations, and increase data requirements. Additionally, there is
reputational risk for Orion in Finland if Orion does not commit to be involved
in municipal wastewater treatment development.
Downstream / Own Operations
These costs once allocated to
the products can turn many
products unprofitable and can
be withdrawn from the market
This risk can jeopardise Orion’s
strategic capability
development in the area of
sustainability across the entire
product life cycle, where Orion
wants to position itself as a
trustworthy European partner,
known for dependable delivery,
transparency, and
responsibility.
Orion’s Branded Products as well as Generics and Consumer Heath businesses
may experience sales growth challenges and limitations to keep products on
the market, if business case(s) for new products in Generics and Branded
Products businesses become restricted or unfeasible due to the added costs
of environmental risk assessment (ERA) generated by new studies to comply
with the new mandatory requirements applicable to all new Marketing
Authorizations in Europe effective 1 September 2024.
This risk is not material in itself, but it is connected to Orion’s most material
environmental impact.
Downstream
The requirement can be
detrimental for some Orion’s
generics and branded products
where due to the heavy
competition and low prices
these types of additional costs
make the products
unprofitable.
This risk can jeopardise Orion’s
strategic capability
development in the area of
sustainability across the entire
product life cycle, where Orion
wants to position itself as a
trustworthy European partner,
known for dependable delivery,
transparency, and
responsibility.
ORION CORPORATION | Financial Statement documents 2024 66/217
E2 IRO-1 The identification and assessment of
material pollution-related impacts, risks and
opportunities
Orion screened its pollution-related impacts, dependencies and risks through considering typical
industry operations in each part of Orion’s value chain, available environmental risk analysis
findings on a general level, and through discussions with internal experts and making
comparative analyses of performance and proxy data. The assessment was complemented from
external expert sources such as industry level aggregated impact and risk analyses and
aggregated audit findings data by the Pharmaceutical Supply Chain Initiative (PSCI), and
viewpoints from external ecotoxicologists in the SUDDEN project (Sustainable Drug Discovery
and Development with End-of-Life Yield). The screening was conducted following an adaptation
of the LEAP analysis by TNFD (The Taskforce on Nature-related Financial Disclosures).
Consultations with potentially affected stakeholders were not held in 2024.
The overall process for identification and assessment of material impacts, risks and opportunities
is described in IRO-1 The identification and assessment of materials impacts, risks and
opportunities.
Pollution to water from pharmaceutical residues is the main pollution concern in the
pharmaceutical industry. While the main gateway for pharmaceutical residues to enter the
environment is in the use-phase of pharmaceutical products, there are potential impacts from
Orion’s own operations and from the value chain, if production wastewaters, hazardous waste, or
chemicals are not appropriately managed.
Orion also has risks related to regulation connected to assessing potential environmental risks of
new marketing authorisations and reducing pharmaceutical pollution. Pollution-related risks are
also a part of a group of ESG risks related to Orion’s supply chain, which form a material risk in
aggregate. This supply chain related risk is described under Description of the underlying causes
that contribute to the emergence of the aggregated material risk related to Orion’s supply chain.
E2-1 Policies related to pollution
The policies in place to manage Orion’s material impacts, risks and opportunities related to
pollution prevention and control include Orion’s EHS policy, Orion’s Code of Conduct, Third
party Code of Conduct, Orion’s sustainability policy, and Orion’s risk management policy. The
policies cover any relevant pollutants and are not limited to a list of substances.
Orion’s EHS policy sets out principles for protecting the environment and reducing EHS-related
risks. The policy aims to mitigate the consequences of any unwanted events to people and the
environment, and to minimise Orion’s ecological footprint through diligent work to mitigate
negative impacts to air, water, and soil. The policy also requires adherence to strict
environmental management protocols and to striving to go beyond mere compliance with EHS
obligations. Orion’s EHS policy is described in E1-2 Policies related to climate change mitigation
and adaptation under ESRS E1 Climate change section of this report.
In Orion’s Code of Conduct, Orion states its dedication to minimising its ecological footprint.
Orion works diligently to decrease and mitigate negative impacts to air, water, and soil. Orion
strives to operate in an environmentally sustainable manner, anticipating and preventing
environmental harm arising from its operations, products, and services. Orion’s Code of Conduct
is described in G1-1 Policies and Corporate Culture.
Orion’s Third Party Code of Conduct requires partners to operate responsibly to minimise
environmental impacts and to implement the same requirement across their suppliers. Partners
must manage and treat waste, wastewater, and emissions to protect human and environmental
health, including controlling pharmaceutical releases. They must also have systems to prevent
and mitigate accidental spills and releases. Orion’s Third Party Code of Conduct is described in
G1-1 Policies and Corporate Culture.
Orion’s Sustainability Policy aims to mitigate pollution to air, water and soil through sustainable
manufacturing. Orion strives to the anticipate, reduce, and prevent environmental harm from its
operations and products. This includes managing, and treating waste and wastewater
responsibly, even beyond local regulatory requirements, and engaging with suppliers to ensure
they adhere to responsible environmental practices. The policy also states Orion’s commitment
to conscientiously assessing and minimising any risks associated with pharmaceutical residues in
the environment and collaborating with industry partners for science-based solutions. It also 
defines the crucial role Orion’s sustainability efforts have in combating antimicrobial resistance
(AMR). Orion’s Sustainability Policy is described in E1-2 Policies related to climate change
mitigation and adaptation under ESRS E1 Climate change section of this report.
Orion’s risk management policy is described in Integration to risk management and overall
management process of this report.
E2-2 Actions and resources related to pollution
Orion’s primary approach for preventing environmental pollution is preventive maintenance and
risk management related to hazardous chemical handling and storage, including segregating
hazardous waste for appropriate treatment. This includes conducting thorough risk assessments
for related processes. If any significant risks are identified, appropriate actions are taken. These
risk assessments are regularly updated and revised whenever there are changes to the
processes. This approach is in use on all Finnish sites. The implementation of the management
approach on Animal Health sites in Belgium and France is still in process and will be part of the
Animal Health Compliance & Sustainability development program.
ORION CORPORATION | Financial Statement documents 2024 67/217
Orion has wastewater management practises in place to ensure water risks are minimised and to
prevent water pollution. In Finland, Orion carries out continuous work to ensure the separation of
wastewater streams that, based on risk assessments, have the potential to harm the environment
due to the non-biodegradable, or otherwise environmentally harmful substances they contain.
These streams are directed to separate tanks and hazardous waste treatment by a third party.
Other wastewater is directed to a biological treatment plant according to industrial wastewater
agreements. As part of the Animal Health Compliance & Sustainability development program,
the wastewater management processes on Animal Health sites in Belgium and France will be
assessed and upgraded as relevant.
In addition to the above, Orion has successfully completed a project in 2024 to improve its ability
to evaluate the environmental impacts of its wastewater emissions post-treatment. The project
was conducted by Orion’s EHS team in Finland. This initiative enhanced Orion’s understanding of
the Predicted No-effect Environmental Concentration (PNEC) values of various Active
Pharmaceutical Ingredients (APIs) and how to accurately assess the corresponding Predicted
Environmental Concentration (PEC) values. With this knowledge, Orion can now better assess
risks and implement measures to further reduce API pollution in effluents. The findings are
applied within Orion’s operations in Finland.
At the Hanko site, Orion conducts soil remediation efforts to address historical pollution from
past operations. Orion pumps groundwater from the soil and directs it to a wastewater treatment
plant, where its quality is closely monitored. Additionally, Orion conducts protective pumping to
safeguard the environment. The actions cover Orion’s own operations at the Hanko site and will
continue until environmental authorities determine that no further remediation is necessary.
Orion requires its suppliers to have appropriate management practices in place to prevent
pollution. Orion’s sustainable procurement process for packaging materials, raw materials, and
products includes a supplier risk assessment, based on which suppliers are targeted for the
evaluation of the processes they have in place to manage pollution-related impacts. This
evaluation is done via either a self-assessment questionnaire or an on-site audit. The process
does not include the external supply operations nor supply chains of the Animal Health units that
were acquired in 2022. For those units, a Compliance & Sustainability development program has
been initiated, and implementation of a risk-based approach is in progress.
In 2024, Orion has enhanced its external supply operations processes, focusing on upstream
value chain management. This initiative, conducted by the procurement function, included
developing a screening process for product-specific risk assessments when selecting new
products into Orion’s generics portfolio for human medicine. The screening has multiple points
in specific relation to pollution reduction, addressing such issues as pharmaceutical residues in
the environment, AMR and persistent substances. These processes will be continuously updated
and improved.
Concerning pollution-related risks, Orion closely monitors the national legislation update
processes of revised directive of the European urban wastewater treatment (signed and
published in the Official Journal of the EU on 15 December 2024). Furthermore, Orion is working
with relevant stakeholders, especially in Finland, to assess the quaternary treatment costs to be
financed by the industry while also analysing its own portfolio against the Extended Producer
Responsibility (EPR) fees based on volumes and hazardousness.
Orion follows actively the ongoing discussions related to the new Environmental Risk Assessment
(ERA) requirements and their related implementation practices together with Orion’s partners
and in interaction with industry associations. Orion’s Branded Products and Generics and
Consumer Health business divisions have prepared for the upcoming requirements by
conducting initial evaluations to better understand the effect of the new ERA requirements on
Orion. Orion has also made plans to ensure that it can appropriately respond to the requirements
in a cost-effective manner.
E2-3 Targets related to pollution
Orion has not yet set time-bound outcome-oriented targets related to pollution. Orion is working
on developing meaningful, outcome-oriented and impact-driving targets for its environmental
sustainability.
E2-4 Metrics: Pollution of air, water and soil
No wastewater from Orion’s own sites is directly led to natural waterways, and no water is being
recycled or reused by another organisation. Wastewater is routed to treatment plants in
accordance with industrial wastewater agreements. Orion’s main air emissions include different
types of volatile organic compounds (VOCs). Orion’s own operations do not typically result in soil
pollution, except in rare cases such as accidents. These incidents are reported to the authorities
and evaluated. In the reporting year, there have been no accidents leading to soil emissions.
E2-4 Pollution of air, water and soil
Pollution of air, water and soil
No thresholds for pollution emitted to air, water and soil, as indicated in the European Pollutant
Release and Transfer Register “E-PRTR Regulation”, were exceeded in any of Orion’s own
operations in 2024.
Reporting principles for metrics
On Finnish sites, Orion monitors the pollutants in its wastewater directed to effluent treatment
plants by conducting periodic measurement of pollutant concentrations in the wastewater to
estimate the environmental risk caused. On Animal Health sites in Belgium and France, the
integration of management approaches to the monitoring of emissions is still in process.
ORION CORPORATION | Financial Statement documents 2024 68/217
Currently, wastewater emissions from the manufacturing site in France have been estimated
based on a measurement conducted by a third party and process runtime.
In Finland, Orion monitors its air emissions through periodic air emission measurements and
calculations based on material usage. Orion estimates its VOC emissions to the air using mass
balance calculations, considering the efficiency of the scrubber equipment. Each production site
adheres to factory-specific VOC emission limits set by environmental authorities. On Animal
Health site in France, VOC emissions to air are estimated based on material use. Other air
emissions are calculated with boiler-specific data and with European Environmental Agency’s
Tier 2 average emission factors on fuel combustion. The Tier 2 factors are also used for the unit’s
Belgian site.
Direct measurement of emissions into air and of pollutants in wastewaters transported off-site are
not feasible. Based on the annual materials use, the potential emissions are so minor that the cost
of direct measurement equipment would be prohibitively high compared to the effect on
environmental impact and risk management. The pollution calculations were subjected to
sensitivity analysis and reported following the precautionary principle with consideration to the
degree of uncertainty.
ORION CORPORATION | Financial Statement documents 2024 69/217
ESRS E3 Water and marine resources
Material impacts related to water and marine resources
Impacts
Impact description
Upstream
value chain
Own
operations
Downstream
value chain
Environmental impacts
Water use in high water risk areas
in the value chain
Use of clean water in Orion’s own operations or in the supply chain may have impacts on both the biodiversity and ecosystems
and the local communities in the area, through reduced availability of clean water. The potential impact in the supply chain is likely
larger than small, as the pharmaceutical industry is a water-intensive industry. The impact is likely to take place in more than one
location in the supply chain. Orion has suppliers in multiple geographical areas that are experiencing water stress.
P
P
A
Actual
P
Potential
E3 IRO-1 Description of the processes to identify
and assess material water and marine resources-
related impacts, risks and opportunities
Orion Corporation screened its water-related impacts, dependencies and risks through
assessments of water risk maps on basin level from third party providers such as WWF (World
Wide Fund for Nature) and Verisk Maplecroft against Orion’s own operations and direct supplier
locations, by applying an adaptation of the LEAP analysis by TNFD (The Taskforce on Nature-
related Financial Disclosures), considering typical industry operations in each part of Orion
Corporation’s value chain. The screening was supported with discussions with internal experts
and by comparative analyses on initial water performance and proxy data. Consultations with
potentially affected stakeholders were not held in 2024. The overall process for identification and
assessment of material impacts, risks and opportunities is described in IRO-1 The identification
and assessment of materials impacts, risks and opportunities section of this report.
Water is currently not a material issue, either from impact or risk perspective, in Orion’s own
operations. Orion is monitoring the situation closely for any changes. There are potential material
impacts and risks related to water use in Orion’s upstream value chain. Material issues related to
water discharges are described under E2 IRO-1 The identification and assessment of material
pollution-related impacts, risks and opportunities section of this report.
Water -related risks are part of a group of ESG risks related to Orion’s supply chain, which are
material in aggregate. The supply chain related risk is described under Description of the
underlying causes that contribute to the emergence of the aggregated material risk related to
Orion’s supply chain.
E3-1 Policies related to water and marine resources
Orion’s policies to manage its material impacts, risks and opportunities related to water include
Orion’s EHS policy, Orion’s Code of Conduct, Third Party Code of Conduct, Orion’s sustainability
policy, and Orion’s risk management policy.
Orion’s EHS policy sets out principles for protecting the environment and reducing EHS-related
risks. It addresses water management and sourcing in Orion’s own operations as well as the
prevention and abatement of water pollution by mandating the conservation of resources such as
water and mitigation of negative impacts to water. The policy also requires adherence to strict
environmental management protocols and striving to go beyond mere compliance with EHS
obligations. Orion’s EHS policy is described in E1-2 Policies related to climate change mitigation
and adaptation under Climate change.
In Orion’s Code of Conduct, Orion states its dedication to minimising its ecological footprint.
Orion strives to operate in an environmentally sustainable manner, anticipating and preventing
environmental harm from its operations, products, and services. Orion’s Code of Conduct
addresses water management and sourcing as well as water pollution prevention by requiring
working diligently to conserve resources, to mitigate negative impacts to water and to minimise
Orion’s biodiversity impact. Orion’s Code of Conduct is described in G1-1 Policies and Corporate
Culture.
Orion’s Third Party Code of Conduct sets out the requirements for Orion’s partners to operate in
an environmentally responsible and efficient manner to minimise adverse impacts on the
environment, and to implement the same requirement across their own suppliers. Water
management and sourcing is addressed through encouragement to conserve natural resources
ORION CORPORATION | Financial Statement documents 2024 70/217
and to preserve biodiversity and clean water. Third parties are also required to take measures to
improve efficiency and reduce the consumption of resources, including water. The prevention
and abatement of water pollution is addressed by obligating Third parties to appropriately
manage, control, and treat any wastewater prior to release into the environment and to have
effective systems in place to prevent and mitigate accidental spills and releases. Orion’s Third
Party Code of Conduct is described in G1-1 Policies and Corporate Culture.
Orion’s Sustainability Policy acknowledges that access to clean water is a fundamental human
right and that Orion’s actions must consider long-term impacts on both humans and ecosystems.
The Policy also recognises water as a critical resource for Orion’s activities and establishes
Orion’s commitment to the sustainable sourcing and use of water across all its operations and in
its value chain. The policy underlines ensuring responsible water management practices and
enhancing water efficiency, as well as seeking ways for reducing material water consumption in
areas at water risk both Orion’s own operations and along the value chain. The policy also
mandates exercising appropriate care in managing any discharges into water to prevent water
pollution. Orion’s Sustainability Policy is described in E1-2 Policies related to climate change
mitigation and adaptation under Climate change.
Orion’s risk management policy is described in Integration to risk management and overall
management process under General information.
E3-2 Actions and resources related to water and
marine resources
Orion has not yet adopted actions related to water. Orion will develop an action plan to achieve
any water-related targets, once the targets are set.
E3-3 Targets related to water and marine resources
As water is not currently a material topic in Orion’s own operations, it has not yet set targets
related to water nor does it currently track its water efficiency. Orion is working on developing
meaningful, outcome-oriented and impact-driving targets for its environmental sustainability.
ORION CORPORATION | Financial Statement documents 2024 71/217
ESRS E4 Biodiversity and ecosystems
Material impacts related to biodiversity and ecosystems
Impacts
Impact description
Upstream
value chain
Own
operations
Downstream
value chain
Environmental impacts
Impact on the state of species
Use of lysates from horseshoe crab blood contributes to the diminishing state of the species. The likelihood of a material impact
on the endangered species Tachypleus tridentatus is low because of screening processes in place, but there is no sufficient data to
rule out impacts on the vulnerable species Limulus polyphemus from Orion’s current use of lysates.
P
P
Impact on biodiversity and
ecosystems
Biodiversity loss and decline of ecosystems have both local and systemic consequences on both people and the planet. Orion’s
activities have actual impact on biodiversity and ecosystems through the direct drivers of biodiversity loss; specifically climate
change and pollution. There is also potential impact on biodiversity from land-use change and direct exploitation of natural
resources within Orion’s supply chain.
A
P
A
P
A
A
Actual
P
Potential
E4 -1 Transition plan and consideration of
biodiversity and ecosystems in strategy and
business model
The validity of Orion’s strategy is assessed in Orion’s continuous foresight and strategising
process, which is described in General Information under the headline Scenario-based
continuous foresight and strategising process. In 2024, the process incorporated an in-depth
analysis of climate, biodiversity and ecosystems and other sustainability aspects into the
evaluation of Orion’s operating environment scenario descriptions. The scenario analysis related
to biodiversity and ecosystems is described below.
SBM-3 Material impacts, risks and opportunities,
E4 IRO-1 the identification and assessment process
of material impacts, risks and opportunities related
to biodiversity and ecosystems
Biodiversity impacts and dependencies were identified and assessed through screening the
activities in Orion’s own operations and upstream and downstream value chain against risk maps
from third party providers such as WWF and Verisk Maplecroft and by applying an adaptation of
the LEAP analysis by TNFD (The Taskforce on Nature-related Financial Disclosures), which
considered typical industry operations in each part of Orion Corporation’s value chain. In order
to further understand the company’s impact, Orion held discussions with internal and external
experts, such as ecotoxicologists in the SUDDEN -project (Sustainable Drug Discovery and
Development with End-of-Life Yield).
Orion conducted a climate and biodiversity scenario analysis to support the identification and
assessment of material risks and opportunities related to biodiversity over medium- and long-
term time horizons. The analysis built on a previous strategic scenario analysis by Orion, which
already explored socio-economic changes and different political and trade directions in line with
the widely acknowledged shared socio-economic pathways (SSP). The climate and biodiversity
scenario analysis also leaned on IPBES’ (Intergovernmental Science-policy Platform on
Biodiversity and Ecosystem Services) findings and archetypical scenarios.
The scenario analysis was used to inform the assessment of transition and physical risks and
opportunities related to biodiversity and ecosystems, including assessment of potentially
disrupted ecosystem services and related systemic risks; as well as to inform the assessment of
the resilience of the current business model and strategy to those risks.
The overall process for identification and assessment of material impacts, risks and opportunities
is described in IRO-1 The identification and assessment of materials impacts, risks and
opportunities. The connection of Orion’s impacts, dependencies and risks to Orion’s strategy and
business model is described inSBM-3 Material impacts, risks and opportunities and their
interaction with strategy and business model.
ORION CORPORATION | Financial Statement documents 2024 72/217
Orion’s activities in its own operations and the supply chain affect the direct impact drivers of
biodiversity loss, mainly climate change and pollution. Orion may also have potential indirect
impacts affecting land-use change from the use of materials in the value chain.
Orion has activities in its supply chain that could potentially affect two threatened horseshoe crab
species: the endangered Tachypleus tridentatus and the vulnerable Limulus polyphemus.
Although the potential impact is not material, it is non-zero. Orion may also have a potential
impact on other threatened species through material and resource use. Orion is working actively
towards understanding its material use and potential risk materials in its supply chain.
To determine own sites’ impacts on biodiversity, Orion’s site locations were screened against
various maps of protected and sensitive areas. In the screening, no direct material negative
impact on sensitive areas were identified at own site locations. Consultations with potentially
affected stakeholders were not held. No deterioration of habitats or disturbance to the species
has occurred in 2024. Therefore, it has not been necessary to implement biodiversity mitigation
measures.
Biodiversity-related risks are part of a group of ESG risks related to Orion’s supply chain, which
are material in aggregate. These are described under Description of the underlying causes that
contribute to the emergence of the aggregated material risk related to Orion’s supply chain.
E4-2 Policies related to biodiversity and ecosystems
The policies in place to manage Orion’s material impacts, risks and opportunities related to
biodiversity and ecosystems include Orion’s EHS policy, Orion’s Code of Conduct, Third Party
Code of Conduct, Orion’s sustainability policy, and Orion’s risk management policy. These
policies also relate to direct biodiversity loss impact drivers described elsewhere in the
Corporate Responsibility Statement. Matters related to Climate change and Pollution are
described under their respective sections in this report.
Orion’s EHS policy sets out principles for protecting the environment and reducing EHS-related
risks. The policy aims to minimise Orion’s ecological footprint through doing diligent work to
conserve resources and decrease and mitigate negative impacts to the environment. The policy
also requires adherence to strict environmental management protocols and to striving to go
beyond mere compliance with EHS obligations. Orion’s EHS policy is described in E1-2 Policies
related to climate change mitigation and adaptation under Climate change.
In Orion’s Code of Conduct, Orion states its dedication to minimising its ecological footprint.
Orion works diligently to conserve resources and reduce waste, and to minimise its climate and
biodiversity impact. Orion strives to operate in an environmentally sustainable manner,
anticipating and preventing environmental harm arising from its operations, products, and
services. Orion’s Code of Conduct is described in G1-1 Policies and Corporate Culture.
Orion’s Third Party Code of Conduct requires partners to operate in an environmentally
responsible and efficient manner to minimise environmental impacts and to implement the same
requirement across their suppliers. Partners are encouraged to conserve natural resources and
clean water. Partners must aim to understand their impacts on biodiversity, reducing and
mitigating its footprint wherever possible. Partners must also appropriately manage, control and
treat any potentially harmful emissions or waste before release into the environment, and have
effective systems in place to prevent and mitigate accidental spills and releases. Orion’s Third
Party Code of Conduct is described in G1-1 Policies and Corporate Culture.
Orion’s Sustainability Policy sets out Orion’s commitment to work towards no biodiversity loss
caused by its business or value chain. The policy aims to ensure that Orion’s own operations,
value chain and products support sustainable resource use. Orion works to identify and
understand both potential and actual impacts related to its portfolio and operations and establish
supply chain traceability, especially for naturally derived raw materials. The policy describes
Orion’s dependence to ecosystem services such as clean water and acknowledges the social
consequences of biodiversity-related impacts. Orion shares the concern for the decline of
species and as a part of its wider scope of biodiversity actions, Orion aims to minimise pressure
from its activities on any vulnerable species. Orion’s Sustainability Policy is described in E1-2
Policies related to climate change mitigation and adaptation under Climate change.
Orion’s risk management policy is described in Integration to risk management and overall
management process under General information.
Orion has not adopted specific biodiversity and ecosystem protection policies covering
operational sites in or near a biodiversity sensitive area, nor policies to address deforestation.
E4-3 Actions and resources related to biodiversity
and ecosystems
In 2024, Orion initiated systematic actions to better understand the materiality of the potential
sustainability impacts of the materials used in its own operations and in its upstream value chain.
As an initial step, Orion launched a pilot project focusing on lactose and palm oil derivatives. The
materials were selected for Orion’s pilot, because they are also the current focus materials of the
Pharmaceutical Supply Chain Initiative’s (PSCI) efforts to identify the pharmaceutical industry’s
role and impacts on people and the environment and to design tools for traceability building,
impact identification and taking action. The actions taken in Orion’s pilot project in 2024 involved
mapping the presence of these materials in Orion’s product portfolio for human pharmaceuticals
and consumer health products. In 2025, Orion plans to continue the pilot project by evaluating
the volume of these focus materials used in its own manufacturing processes and in priority
products with external manufacturing, selected based on a risk assessment. The outcome of the
evaluation will be used to inform Orion’s next steps, which are planned to include the
deployment of PSCI’s tools to develop supply chain traceability on the selected raw materials.
ORION CORPORATION | Financial Statement documents 2024 73/217
Establishing traceability and building understanding is a crucial basis for the prevention and
mitigation of adverse climate, biodiversity, value chain worker, and local community impacts.
In upstream supply chain management for human medicine, Orion developed its screening
process for new generics products in 2024. In specific relation to biodiversity and ecosystems,
the screening addresses issues related to the direct drivers of biodiversity loss as well as impacts
on species. The screening includes the requirement that lysates derived from the endangered
horseshoe crabs (Tachypleus tridentatus) are not used. The action is described in more detail
under E2-2 Actions and resources related to pollution.
Moreover, Orion has reviewed its own operations and started to review those of contracted
Tier-1 suppliers in human medicine to ensure that these lysates are not used.
Orion has not incorporated local and indigenous knowledge nor nature-based solutions into
biodiversity and ecosystems-related actions. No biodiversity offsets have been included into
Orion’s action plans.
E4-4 Targets related to biodiversity and ecosystems
Orion has set targets for climate change, which is one of the most material impacts Orion has on
direct drivers of biodiversity loss. Those targets are described in E1-4 Targets related to climate
change mitigation and adaptation under ESRS E1 Climate change. Orion has not set other targets
related to biodiversity. Orion is working on developing meaningful, outcome-oriented and
impact-driving targets for its environmental sustainability.
E4-5 Impact metrics related to biodiversity and
ecosystems change
Metrics related to Orion’s most material impacts on direct drivers of biodiversity loss have been
disclosed in Climate metrics under ESRS E1 Climate change and in E2-4 Metrics: Pollution of air,
water and soil under ESRS E2 Pollution.
ORION CORPORATION | Financial Statement documents 2024 74/217
ESRS E5 Resource use and circular economy
Material impacts related to resource use and circular economy
Impacts
Impact description
Upstream
value chain
Own
operations
Downstream
value chain
Environmental impacts
Non-circular use of resources
Non-circular use of resources contributes to both climate change and biodiversity loss. In many cases, circularity is not an option in
the pharmaceutical industry, but in some cases regeneration for reuse or recycling is possible. Solvents constitute a significant
chemical use at Orion, and while they are regenerated where possible, it is not always the case. Orion also uses large amounts of
packaging, and only a small portion of it can be circulated.
A
P
A
A
A
Actual
P
Potential
E5 IRO-1 The identification and assessment of
material impacts, risks and opportunities related to
circular economy
Orion screened its material impacts, risks and opportunities related to resource use and circular
economy through considering typical industry operations in each part of Orion’s own operations
and value chain, giving specific consideration to the industry-specific limitations on circularity that
stem from the absolute prioritisation of patient safety. The screening was conducted through
discussions with internal experts and making comparative analyses of performance data on a
general level. Consultations with potentially affected stakeholders were not held in 2024. The
overall process for identification and assessment of material impacts, risks and opportunities is
described in IRO-1 The identification and assessment of materials impacts, risks and
opportunities.
Pharmaceutical products are inherently non-circular: they cannot be reused or recycled.
Moreover, reusing pharmaceutical materials in production processes is often not possible due to
patient safety aspects. There are also strict limitations on the recycling of packaging of
pharmaceutical products due to patient safety and community health aspects. Additionally,
pharmaceutical companies are often limited to using virgin materials in the production of
pharmaceuticals and packages, since existing cleaning technologies in many cases cannot yet
remove impurities in recycled material flows sufficiently rigorously. However, Orion believes that
a lot can be achieved within these limitations; it is crucial that materials are utilised as efficiently
as possible, and that material and energy losses are prevented.
Resource use and waste management-related risks are part of a group of ESG risks related to
Orion’s supply chain, which are material in aggregate. These are described under Description of
the underlying causes that contribute to the emergence of the aggregated material risk related
to Orion’s supply chain.
E5-1 Policies related to resource use and circular
economy
The policies in place to manage Orion’s material impacts, risks and opportunities related to
resource use and circular economy include Orion’s EHS policy,  Orion’s Code of Conduct, Third
Party Code of Conduct, Orion’s sustainability policy, and Orion’s risk management policy.
Orion’s EHS policy sets out principles for protecting the environment and reducing EHS-related
risks. The policy aims to minimise Orion’s ecological footprint through diligent work to conserve
resources and reduce waste. The policy also requires adherence to strict environmental
management protocols and to striving to go beyond mere compliance with EHS obligations.
Orion’s EHS policy is described in E1-2 Policies related to climate change mitigation and
adaptation under ESRS E1 Climate change section of this report.
In Orion’s Code of Conduct, Orion states its dedication to minimising its ecological footprint.
Orion works diligently to conserve resources and reduce waste, and to minimise its climate and
biodiversity impact. Orion’s Code of Conduct is described in G1-1 Policies and Corporate
Culture.
Orion’s Third Party Code of Conduct requires partners to operate in an environmentally
responsible and efficient manner to minimise environmental impacts and to implement the same
requirement across their suppliers. Partners are encouraged to conserve natural resources and
clean water. Partners must manage and treat waste, and strive for circularity, designing out waste,
taking measures to improve efficiency and reduce the consumption of resources, including
water, favouring renewable and sustainable sources. They shall also take measures to reuse and
recycle. Orion’s Third Party Code of Conduct is described in G1-1 Policies and Corporate
Culture.
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Orion’s Sustainability Policy sets out Orion’s dedication to the principles of a circular economy.
The policy aims to ensure that Orion’s own operations, value chain and products support
sustainable resource use and waste reduction. Orion actively seeks ways to integrate circular
economy principles in its production and packaging strategies through innovative design
wherever possible, without causing risks to patient safety. Orion’s Sustainability Policy is
described in E1-2 Policies related to climate change mitigation and adaptation under Climate
change.
Orion’s risk management policy is described in Integration to risk management and overall
management process under General information section of this report.
E5-2 Actions and resources related to resource use
and circular economy
For Orion’s API manufacturing, solvents represent significant volumes of the total material needs.
Some solvents utilised in Orion’s API manufacturing processes can be reused in Orion’s own
operations after being regenerated by a distillation process. Regenerated solvents can be reused
in steam generation and in certain production processes. This action to regenerate solvents for
reuse is continuous on Hanko and Oulu sites.
Orion also has an ongoing process in which side-stream ethanol, a by-product of Orion’s API
manufacturing processes on Hanko site, is directed to be used as a carbon source for microbes in
a wastewater facility. The process improves the operation of wastewater treatment plant and thus
significantly reduces the nitrogen load entering the Baltic Sea from the factories and reduces
hazardous waste.
Orion developed its screening process for upstream supply chain for new human generics
products in 2024. Specifically, in relation to circular economy, the screening addresses such
issues as measures to prevent generation of packaging waste, and the promotion of circularity
principles in packaging. The action is described in more detail in E2-2 Actions and resources
related to pollution under Pollution.
E5-3 Targets related to resource use and circular
economy
Orion has not yet set time-bound outcome-oriented targets related for circular economy and
resource use. Orion is working on developing meaningful, outcome-oriented and impact-driving
targets for its environmental sustainability.
Orion monitors its solvent regeneration quarterly by measuring the percentage of reused
solvents. Orion aims to increase the percentage despite the challenges posed by strict quality
requirements.
The use of regenerated by-product ethanol is monitored through periodic measurements. The
use is adjusted to ensure optimal level of carbon feed for the microbes in the denitrification
process.
Metrics related to resource use and circular
economy
E5-4 Resource inflows
Orion’s API and final product manufacturing both require significant volumes of starting
materials, raw materials and intermediates. For API manufacturing, solvents represent a
considerable volume of the total material needs. Different types of packaging materials also
constitute a significant inflow of resources, both in Orion’s own operations and in the value chain.
E5-5 Resource outflows: waste
Waste management is a critical part of Orion’s efforts to reduce its environmental impact. Orion
aims to align with EU’s waste strategy, which prioritises reducing waste generated and increasing
waste recycled.
Most of the Orion Group’s waste is hazardous, and most of it comes from API production in
Hanko and Oulu. From Orion’s other factories, typical hazardous waste fractions include
pharmaceutical waste, and organic and inorganic chemicals. A considerable part of Orion’s non-
hazardous waste consists of different types of packaging materials.
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Waste metrics
Waste diverted from disposal by recovery
type (tonnes)
Hazardous
waste
Non-hazardous
waste
Total
Preparation for reuse
1,525
375
1,900
Recycling
52
761
813
Other recovery operations
658
1,983
2,640
Total waste diverted from disposal
2,234
3,119
5,353
Waste directed to disposal by treatment
type (tonnes)
Hazardous
waste
Non-hazardous
waste
Total
Incineration
10,607
83
10,690
Landfilling
6
0
6
Other disposal
3,264
11
3,275
Total waste directed to disposal
13,876
95
13,971
Total waste generated (tonnes)
19,324
Other waste related information
Sum of non-recycled waste1 (tonnes)
16,611
Percentage of non-recycled waste2
86%
Total amount of hazardous waste3 (tonnes)
16,111
Total amount of radioactive waste (tonnes)
0
1 Waste directed to other recovery operations and total waste directed to disposal
2 Sum of non-recycled waste/Total waste generated
3 Total hazardous waste diverted from disposal + Total hazardous waste directed to disposal
Reporting principles for metrics
The materials that are present in Orion’s waste fractions mainly include solvents and other liquid
waste fractions with potentially hazardous content. Orion’s waste data is sourced from waste
transfer databases, and waste transfer notes and invoices from contracted waste collectors. The
data is collected directly until end of October for France and Belgium, and until the end of
November for Finland. The rest of the year is estimated based on averages. This calculation
method is used because the waste transfer notes and invoices for the final months of the
reporting period do not arrive in time within the reporting timeline.
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Social information
ESRS S1 Own workforce
SBM-3 Ma terial impacts, risks and opportunities related to own workforce
Material impacts related to own workforce
Impacts
Impact description
Upstream
value chain
Own
operations
Downstream
value chain
Working conditions
Health and safety
Inadequate health and safety actions could have negative impacts on the physical health and mental
well-being and income of the person working for Orion.
P
Social dialogue, the existence of works councils and the
information, consultation and participation rights of workers
Inadequately protected rights to collectively bargain and be appropriately represented could have the
potential to negatively affect secure employment and working conditions of a person working for Orion.
P
Freedom of association, Collective bargaining, including rate of
workers covered by collective agreements
P
Work-life balance
Deficiencies in work-life balance could potentially have a negative impact on a person’s health, safety at
work, the family, and children.
P
Work-life-balance
Secure employment
Providing secure employment and flexible work arrangements supports employees’ changing work-life
balance needs, enabling them to feel resilient and maintain well-being both at work and in their
personal lives. This contributes to a positive work culture for everyone and allows individuals to focus on
meaningful tasks.
A
Equal treatment and opportunities for all
Gender equality and equal pay for work of equal value
Diversity
Employment and inclusion of persons with disabilities
Training and skills development
If equal opportunities and freedom from discrimination are not ensured in hiring practices, career
treatment, including compensation and training, it could negatively affect an individual’s well-being,
learning, career progression and health.
P
Training and skills development
Offering equal opportunities for skill development and career advancement to all individuals regardless
of gender can lead to long-term positive impacts for employees who might otherwise be disadvantaged
due to gender.
A
Measures against violence and harassment in the workplace
Continued violence and/or harassment over a longer period of time could have the potential to cause
severe negative impacts on a person affecting their health, well-being, career and personal life.
P
Measures against violence and harassment in the workplace
The implementation of a zero-tolerance policy regarding violence and harassment supports the
psychological and physical safety particularly of vulnerable individuals but has positive effects on the
well-being of all individuals in the work community.
A
Other work-related rights
Privacy
If personal data is not adequately protected, it could be exposed to outsiders or misused, potentially
leading to negative impacts on a person’s safety and security, reputation, finances, mental and physical
health, and personal relationships.
P
A
Actual
P
Potential
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This disclosure covers all of Orion’s workforce. Impacts related to privacy, work-life balance,
harassment, violence, and inclusion potentially affect everyone at Orion. Potential impacts related
to freedom of association, collective bargaining, social dialogue, equal treatment, and equal
opportunities affect notably workforce in areas with lower regulatory standards. Potential impacts
related to health and safety concerns apply especially to production workers, while potential
mental health impacts are pertinent to the entire Orion workforce. Any actual impacts would
pertain to individual incidents, for example in the case of health and safety, cases of tripping,
falling and compression injuries, or accidental exposure to chemicals during the production
process.
Employee surveys serve as a tool to gauge the increased risk of harm that may be faced by
individuals with specific traits, working in certain environments, or performing particular tasks.
Additionally, engaging in social dialogue and other discussions with employee representatives
and occupational safety representatives helps in furthering a deeper understanding of the
potential impacts on Orion employees and the contingent workers.
S1-1 Policies related to own workforce
The policies in place to manage Orion’s material impacts related to own workforce include
Orion’s Code of Conduct, People Policy, Prevention and Response to Workplace Harassment 
and Discrimination Guideline, EHS Policy, Privacy Policy, Global Personnel Privacy Notice, and
Privacy Statement.
For information on Orion’s Code of Conduct, please refer to the section G1-1 Policies and
Corporate Culture, subsection Code of Conduct.
Health and safety
Orion’s Environmental, Health and Safety (EHS) policy defines the Group level commitment to
ensure the safety of people, protecting the environment and continually improving
Environmental, Health and Safety (EHS) performance. In the policy, it is described that Orion’s
operational safety activities aim to reduce or eliminate EHS-related risks, prevent work-related
injuries and illnesses and mitigate the consequences of any unwanted events to people and the
environment. Orion is committed to fostering a proactive safety culture and empowers its
employees with the knowledge and skills needed to perform their tasks safely. The Company also
complies with valid legislation and with other regulations and requirements applicable to its
operations. EHS Policy covers all Orion employees and in all geographic areas in Orion own
operations.
Orion has in place a workplace accident prevention policy and a management system. The
objective of safety management is to reduce or eliminate EHS related risks, and mitigating the
consequences in case the unwanted event, causing harm to people, environment, assets or
causing financial losses. The practices applied in the management and development of
occupational health and safety are described in the Group’s EHS management system, built upon
the principles set out in the ISO 45001 standard.
For further information concerning EHS Policy, please refer to the section E1-2 Policies related to
climate change mitigation and adaptation of this report.
Working conditions
Orion’s People Policy outlines Orion’s commitment to fair, inclusive, and sustainable working
conditions for all employees and contingent workers.
The People Policy aligns with Orion’s values and provides a framework for maintaining a
supportive and compliant work environment across all operations. Its objectives are to uphold
fair treatment, foster diversity and inclusion, ensure worker well-being, and respect of human
rights in line with International Labour Organization (ILO) conventions. The People Policy’s aim is
to create a positive workplace by promoting fair treatment, equal opportunity, and compliance
with local labour laws. The People Policy addresses all material potential impacts related to
working conditions, and equal treatment and opportunities.
Orion ensures the effectiveness of the People Policy through a monitoring process that includes
regular assessments and feedback mechanisms, enabling the Policy to adapt to evolving
workforce needs and emerging risks. The Policy applies to all Orion employees and contingency
workers across all geographies. The Orion Executive Management Board is ultimately
responsible for the implementation of the People Policy, ensuring alignment with Orion’s
strategic goals and commitment to sustainable employment practices.
Equal treatment and opportunities for all
Alongside the People Policy, Orion’s Prevention and Response to Workplace Harassment and
Discrimination Guideline demonstrates Orion’s commitment to a safe, respectful, and inclusive
workplace, free from all forms of harassment and discrimination. This Guideline establishes a
zero-tolerance approach to inappropriate conduct and outlines the necessary processes for
ensuring every person is treated equally and with dignity across all of Orion’s geographies and
locations. The Guideline defines unacceptable behaviours, clarifies responsibilities, and provides
resources and reporting mechanisms to address harassment and discrimination. The Guideline
applies to all the Orion workforce in all locations. Regular monitoring and feedback mechanisms
allow the Guideline to adapt to evolving workplace needs, reinforcing Orion’s ethical standards.
Orion’s Senior Vice President for People and Culture is ultimately responsible for the
implementation of the Guideline, ensuring alignment with Orion’s commitment to a safe and
respectful work environment.
Orion’s Code of Conduct, People Policy, and Prevention and Response to Workplace Harassment
and Discrimination Guideline address elimination of discrimination and harassment, and address
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the promotion of equal opportunities across Orion’s workforce. The reasons covered in Orion’s
policies cover following reasons among others: racial and ethnic origin, colour, sex, sexual
orientation, gender identity or expression, gender reassignment, disability, age, caste, religion or
religious belief, political opinion, national extraction, social origin, nationality or citizenship,
physical appearance, language, marital or other personal status.
Orion is committed to fostering inclusion and ensuring equal opportunities for all individuals
regardless of background, as described in Orion’s Code of Conduct and People Policy. While
Orion does not currently have a specific commitment to particular groups that may be
vulnerable, the company frequently evaluates the potential necessity for supportive measures for
specific employee groups.
Whenever a possible case of discrimination or harassment is reported, it is investigated and
addressed according to Orion’s Prevention and Response to Workplace Harassment and
Discrimination Guideline. In connection with a case, a review of the appropriateness of the
existing guidelines and processes may take place as needed.
Privacy statement
Orion’s Privacy Statement underscores Orion’s commitment to protecting personal data and
ensuring privacy across all operations. This policy outlines a comprehensive approach to
managing personal data, detailing processes for collection, use, disclosure, transfer, and storage
of information. The Privacy Statement applies to all personal data handled by Orion, including
data collected through websites, social media channels, services, and other interactions.
The Privacy Statement aims to safeguard personal data, ensuring compliance with legal
obligations and maintaining trust with stakeholders. It addresses the impact of data processing
on privacy and security and emphasises transparency and accountability. Regular audits and
reviews are conducted to ensure adherence to privacy standards and to address any emerging
risks.
The Privacy Statement applies to all data processing activities within Orion which covers both
upstream and downstream data flows. It is applicable across all regions where Orion operates,
and it ensures consistent privacy practices globally. The privacy statement covers all individuals
whose data is processed by Orion, including employees, contingent workers, customers, end-
users, and partners.
For information on Orion’s Privacy Policy, please refer to the section G1-1 Policies and Corporate
Culture, subsection Other policies related to corporate culture and business conduct.
Global Personnel Privacy Notice
Orion’s Global Personnel Privacy Notice reflects its commitment to managing personal data
responsibly, addressing key sustainability matters in data privacy. The document’s objective is to
guarantee the secure and lawful processing of personal data collected during recruitment,
employment, and contractual relationships and proactively safeguard against unauthorised
access and ensuring compliance with data protection regulations.
The document applies to all activities within Orion’s operations, extending to third-party
processors, and covers all regions where Orion operates. It applies to employees, job applicants,
contractors, and others whose personal data is processed. Implementation is overseen by Orion’s
Senior Vice President for People and Culture.
Orion’s Global Personnel Privacy Notice references applicable global data protection
regulations, ensuring compliance with recognised standards. Stakeholder interests are central to
the document, offering individuals mechanisms to access and control their personal data. The
document is publicly accessible on Orion’s website, providing transparency to all affected and
involved stakeholders.
Human rights commitment
In its Code of Conduct, Orion commits to acting in accordance to the UN Guiding Principles on
Business and Human Rights and to respecting human rights as expressed in the International Bill
of Human Rights, the ILO declaration on Fundamental Principles and Rights at Work and ILO
fundamental conventions, as well as the UN Convention on the Rights of the Child. Orion is
committed to actively working to ensure respect for the rights of its rights-holders, including own
workforce, giving specific attention to the needs of vulnerable individuals and groups. Orion’s
Code of Conduct explicitly prohibits trafficking, forced and bonded labour as well as child
labour.
Orion’s People Policy, Prevention and Response to Workplace Harassment and Discrimination
Guideline, Privacy policy, EHS Policy, and Code of Conduct have the objective of safeguarding
and ensuring the respect of the workforce’s labour rights, equal treatment and equal
opportunities, health and safety and data privacy.
Orion aims at ensuring that human rights, including labour rights, are equally respected across
geographies and locations. The identification of potential impacts and the identification of a
need for taking action to prevent or mitigate the identified impacts is conducted through
engagement with Orion’s own workforce and based on an analysis of personnel data.
Orion engages in social dialogue with its employees though employee representation in
management teams, local Works Councils, an informal European Works Council, and through
topical working groups, as well as regular employee surveys covering all of Orion’s material
ORION CORPORATION | Financial Statement documents 2024 80/217
topics. Orion is committed to providing and cooperating in remediation, when it becomes aware
of cases of adverse impacts on human rights caused or contributed to by Orion’s activities.
If Orion identifies or receives information from a stakeholder about suspected material negative
impacts that Orion may have caused to an employee or a contingency worker, or contributed to
such impacts, Orion conducts an internal investigation to determine whether the suspected
impact can be substantiated and whether remedial actions are needed. Depending on the case,
the investigation will be performed by the People and Culture function or an impartial function.
In substantiated cases, Orion’s process for remediating negative impacts includes consideration
of the case-specific circumstances, such as involved stakeholders and their contribution to the
identified material negative impacts and the severity of the negative impacts, and a decision by
Orion’s applicable management representative.
In addition to these processes, Orion is in the process of developing systematic and
comprehensive processes and mechanisms for monitoring compliance with the UN Guiding
Principles on Business and Human Rights.
S1-2 Processes for engaging with own workers and
workers’ representatives about impacts
Orion actively engages with its workforce to ensure their perspectives inform decisions and
activities related to managing both actual and potential impacts on them. This engagement is
facilitated through a structured process that includes both mandatory and voluntary forums, as
well as regular consultations with designated workers’ representatives.
Engagement occurs both directly with Orion’s workforce and through representatives,
depending on the context. Direct engagement includes employee feedback mechanisms,
regular surveys, and open forums, which provide insights into employee concerns and ideas.
Additionally, workers’ representatives participate in regularly recurring meetings with
management, offering a collective voice on broader workforce issues and facilitating two-way
communication on policies, initiatives, and any potential changes impacting Orion’s workforce.
To gain insight into the perspectives of individuals that are potentially particularly vulnerable to
negative impacts or in a potentially disadvantaged position, Orion conducts personnel surveys
with a methodology specifically designed for the purpose of attaining this information.
Orion engages with its workforce at key stages, such as when developing and evaluating
possible changes to structures, ways of operating and processes. Engagement types include
participation through forums, consultation via representatives and surveys, and regular
information sharing. Engagement occurs regularly, at project milestones, and in response to
legal or stakeholder needs.
Orion systematically handles employee feedback, integrates it into decision-making processes
where possible, and communicates outcomes through newsletters, employee representative
meetings, and other announcements, ensuring employees understand how their input influences
decisions.
Orion’s Senior Vice President for People and Culture has the operational responsibility for
ensuring that engagement with the Orion workforce takes place as described, and consequently
appropriately informs the relevant processes and actions at Orion.
Orion assesses engagement effectiveness by reviewing feedback, participation rates, and
outcomes related to workforce concerns. Orion emphasises equal treatment and strictly adheres
to mandatory regulations, ensuring fair and inclusive practices throughout its efforts to engage
the workforce.
S1-3 Processes to remediate negative impacts and
channels for own workers to raise concerns
Health and safety
Orion encourages employees and contractors to report safety observations including incidents,
positive safety observations and near-misses via specific reporting platform. Observations can be
reported anonymously, and all employees and external workforce has access to the system. All
incidents are investigated, necessary corrective actions are taken, and they can serve as learning
material to prevent potential similar events. Employees can also follow the progress of the
corrective actions through the platform.
Orion has an occupational safety and health committee at every site in Finland. Each committee
consists of representatives of the employer and the employees, whose role is to promote
occupational health and safety at the workplace. Occupational health and safety representatives
have the right to attend and raise concerns at committee meetings. Each committee can suggest
improvements concerning working conditions, occupational healthcare, occupational safety and
health trainings, as well as safety management.
All managers are obligated to react in timely manner to accidents or other nonconformity
occurring at their responsibility area. Line management is responsible for investigating incidents
and ensuring that corrective and preventive actions are set. In the investigation process, all
necessary employees and substance matter experts are consulted, and the need for corrective
actions is evaluated to eliminate the root causes and prevent the incident from reoccurring
elsewhere. EHS organisation provides data and statistics regarding the effectiveness of the
investigation and quality of information in the system by following both the amount of records
and the handling of the findings.
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Working conditions and privacy
Orion is committed to providing or contributing to remedy in cases where it has caused or
contributed to negative impacts on people in its workforce. In cases of remediation, Orion
engages with the impacted individual to assess the appropriate remedy and its effectiveness.
Orion has established multiple channels for its workforce to raise concerns or express needs
directly, ensuring that issues are addressed effectively and transparently. These channels include:
Orion Compliance Line: A dedicated platform for reporting concerns confidentially. Further
information is presented in section Compliance Line is Orion’s secure reporting channel for all
stakeholders.
Notification Form: A form available to employees for reporting any experienced inappropriate
conduct at work.
Formal and Informal Social Dialogue Forums: Forums in specific geographic areas that
facilitate open discussions on workplace matters.
Pulse Surveys: Regular surveys conducted to gauge employee sentiment and identify areas for
improvement.
Each of these channels has been created and is maintained by Orion, with the company opting
not to participate in third-party mechanisms. This direct approach enables Orion to address
workforce concerns promptly and in alignment with internal policies and standards. Orion has
implemented a structured grievance and complaints handling process specifically for employee-
related cases of inappropriate conduct, which ensures that concerns are addressed fairly and
effectively. Orion actively works to ensure that all employees have access to these channels and
resources and has made them readily available on Orion’s corporate intranet. Additionally, Pulse
Surveys are distributed globally and sent directly to each employee, ensuring every individual
has the opportunity to participate and voice their perspectives, regardless of location.
Orion tracks and monitors all issues raised through these channels, with systems in place to
document resolutions and follow-up actions. To maintain the effectiveness of these channels,
Orion involves relevant stakeholders including employees and representatives who provide
feedback on the usability and responsiveness of each channel, ensuring necessary improvement
in addressing workforce concerns.
Orion regularly assesses through employee surveys the awareness and trust in Orion’s existing
channels for reporting any concerns or needs and has them addressed. For Orion policies
regarding retaliation please refer to the section on G1-1 Policies and Corporate Culture of
this report.
S1-4 Taking action on material impacts on own
workforce, and approaches to mitigating material
risks and pursuing material opportunities related to
own workforce, and effectiveness of those actions
Health and safety
Orion has set an EHS development program for its operations in Finland, with themes for long-
term improvement. The dedicated themes are safety leadership, safety performance
management, risk awareness, and learning organisation, which provide guidance for long-term
safety development for Orion’s sites in Finland.
Orion’s ongoing health and safety action under the long-term development program is the Safety
Value Creation Program, set for the years 20232025 and its scope contains the Orion
production sites in Finland. The program’s goal is to enhance safety performance and
systematically strengthen EHS and safety competencies, enforce data driven decision-making,
and implement strong safety leadership culture on the production sites in Finland. Development
projects with dedicated actions and resources are: Practical safety leadership, Metrics and
rewarding, Competence management in safety skills, Value from root cause analysis, and
Operational safety.
The Safety Value Creation Program’s main actions performed in 2024 included increasing line
managers’ Root Cause Analysis competence, carrying out a follow up on the incident
investigation quality,  a practical safety training program for selected  managers, and compiling
process descriptions of selected safety critical processes.
On Orion’s sites in Finland, systematic risk assessments are conducted in relation to production
processes, workplaces, and working methods, for identification of any mitigation or control
needs. Various types of risk assessment methods, including chemical exposure and machinery
safety risk assessments are available for this purpose.
Orion will take decisions on relevant health and safety actions and their implementation
concerning production sites in France and Belgium in 2025.
Orion has dedicated methods, tools and personnel for supporting the production management
in health and safety measures and activities, as well as for the development of Orion’s EHS
management system, data analysis and competence development. The implementation of these
tools and methods on production sites in Belgium and France will be initiated in 2025.
Furthermore, Orion’s EHS function provides trainings to personnel in Finland and India during
their career to provide information about Orion’s EHS practices. Onboarding EHS trainings will
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be enlarged to a global scope in 2025. Line management across the organisation ensures that
employees have the required skills for performing work safely and deploys other necessary
trainings to continuously equip employees with the ability to manage health and safety issues in
their work.
An EHS incident reporting system is used for collecting information on safety incidents globally.
Its implementation on the production sites in Belgium and France will be carried out in 2025.
Working conditions and privacy
Orion is committed to upholding high standards in working conditions and privacy for all
employees. Key actions to mitigate material risks include revising onboarding training sessions,
refresher trainings, and line manager trainings to strengthen awareness of employees’ rights and
obligations regarding working conditions, equal opportunities, privacy, and related areas. This
initiative commenced in 2024, with the trainings scheduled for implementation by 2025.
A major step in addressing potential impacts related to working conditions, equal opportunities,
and privacy was the establishment of clear policies and processes. This effort included the
adoption of a global Orion People Policy alongside two additional global documents: the
Prevention and Response to Workplace Harassment and Discrimination Guideline and the Global
Personnel Privacy Notice.
These documents introduced new processes aimed at preventing harassment, discrimination,
and privacy-related risks, all of which were implemented in 2024. The primary goal is to enhance
transparency, consistency, and employee awareness of the procedures designed to safeguard
employees’ rights related to working conditions, equal opportunities, anti-harassment, anti-
discrimination, and privacy. Concurrently, the initiative seeks to promote workplace well-being
consistently across Orion’s global operations.
The revision of Orion’s intranet, aimed at creating a globally consistent information platform, also
with accessibility features to address language barriers, was initiated in 2024 and is expected to
be completed by 2025–2026. The goal is to ensure that all employees have access to
comprehensive information and materials related to their rights concerning working conditions,
equal opportunities, and privacy.
These initiatives are designed to promote a safe, respectful, and transparent work environment
where employees feel their privacy is valued and protected.
To support Orion’s strategy to expand its global presence, Orion has initiated processes to
reinforce data driven management and leadership. This has included harmonising and creating
global human resource related processes and improving global data management systems.
Additionally, in 2024, Orion created and implemented globally consistent job grading to
improve compensation management and salary transparency and thereby support equality of all
employees regarding these aspects.
There were no actual material impacts in 2024 that required remedial action.
Orion believes that preventing negative impacts is inherently linked to achieving positive
outcomes. By focusing on the prevention of negative impacts, Orion simultaneously fosters a
positive work environment and culture. Orion uses surveys as the primary method to track and
assess the effectiveness of its actions and initiatives. These surveys provide valuable feedback
and data on the outcomes and impact of the implemented measures.
Through a systematic approach, Orion gathers insights and feedback from employees and their
representatives to understand concerns regarding work-life balance, equal opportunities,
harassment, and discrimination. Surveys are conducted to analyse employee perceptions and
experiences, detect trends, and identify areas of concern. Based on these findings, action plans
are developed and implemented to address risks.
The effectiveness of these actions is continuously monitored, with adjustments made as needed
to ensure a positive work environment. In addition, Orion’s People and Culture function regularly
analyses feedback received through various channels to track progress and assess the impact of
the actions taken.
Orion maintains open lines of communication to keep all parties informed about the measures
being taken and the rationale behind them. When tensions arise between preventing or
mitigating negative impacts and other business pressures, Orion takes a balanced approach to
ensure that ethical standards are upheld. By integrating these practices, Orion ensures a
respectful and positive work environment, aligning with its commitment to sustainability and
ethical standards.
Orion dedicates significant resources to managing its material impacts effectively. Key internal
functions involved are Corporate Responsibility, People & Culture and Compliance. Specialised
tools and systems, such as data management, surveys, and assessment tools, are utilised to
monitor and manage impacts. Ongoing training programs ensure employees are equipped to
manage these impacts, aligning with Orion’s commitment to sustainability and ethical standards.
This comprehensive approach ensures transparency and accountability in managing material
impacts.
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S1-5 Targets related to managing material negative
impacts, advancing positive impacts, and managing
material risks and opportunities
Health and Safety
Orion is committed to improving its safety performance and its long-term target is zero accidents.
To monitor the progress towards this target, Orion has set a Group-level key performance
indicator of Lost-Time Incident Frequency (LTIF 1).
Through the target Orion aims to reduce and prevent negative health and safety impacts to
Orion employees and ensure continuous improvement in safety processes and safety culture.
In 2024, the annual target for lost time incident frequency was defined to be LTIF 1 ≤ 2.5 for
Orion Group. Orion’s LTIF in 2024 was 4.9. In 2023 Orion Group LTIF was 4.8 (target ≤ 2.9). The
target covers all Orion operations and geographical locations.
The comparative data for the financial year 2023 has been assured by PricewaterhouseCoopers
Oy as part of limited assurance of the voluntary 2023 sustainability reporting, which is reported in
accordance with the GRI Standards.
Orion Executive Management Board sets the annual targets. Employees and employees’
representatives are informed about the decisions. Operations management ensures that the
targets, action plans and performance are effectively communicated to employees.
Safety performance, including indicators and key results of metrics are reported on monthly basis
in Orion Intranet and in EHS IT system by site. Sites and departments follow EHS performance
and trends, leading and lagging KPIs and any noteworthy topics in  safety performance. KPIs are
followed monthly, and results are available to all employees also in Orion’s intranet.
Continual improvement approach is integrated in all main EHS tools and processes for
identifying risks, preventing deviations, recognising opportunities for improvement, and
enhancing overall safety and environmental performance. Workforce representatives in Finland
are involved in accident investigation and corrective action identification. In this process,
improvement suggestions, corrective and preventive measures are identified and decided.
Occupational safety and health committee meetings in Finland are a channel for problem
solving, improvement suggestion proposal and dialogue between employee and employer
representatives.
Orion has not set measurable outcome-oriented targets for other material impacts.
Employee metrics
S1-6 Characteristics of the undertaking’s employees
Employee head count with breakdown by gender
Gender
Number of employees (head count)*
Male
1,598
Female
2,102
Other
0
Not reported
12
Total
3,712
*Financial information on average number of personnel is presented in the Financial Statement section note 4.1 Employee
benefits.
Employee head count in countries of significant employment
Country
Number of employees (head count)*
Finland
2,804
France
182
India
156
*Financial information on average number of personnel is presented in the Financial Statement section note 4.1 Employee
benefits.
Employees by contract type
Female
Male
Other*
Not
disclosed
Total
Number of employees (head count)
2,102
1,598
0
12
3,712
Number of permanent employees
(head count)
1,989
1,528
0
6
3,523
Number of temporary employees
(head count)
59
38
0
6
103
Number of non-guaranteed hours
employees (head count)
54
32
0
0
86
*Gender as specified by the employees themselves.
Employee turnover and recruitment
2024
Employee turnover rate, %
7%
Number of employees that have left, total
246
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S1-8 Collective bargaining agreement coverage and social dialogue
Collective bargaining agreement coverage and social dialogue
Collective bargaining coverage
Social dialogue
Coverage Rate
Employees global, and EEA
(for countries with significant
employment)
Workers’ representation
(EEA only) (for countries with
significant employment)
0—19%
20—39%
40—59%
60—79%
Global
80—100%
Finland, France
Finland, France
Orion has an unofficial European Works Council (EWC), established following a joint agreement
with the employee representatives.
S1-9 Diversity metrics
Gender distribution of top management
2024
Head count
Percentage
Female
20
34%
Male
39
66%
Age distribution of employees
2024
Under 30 years
10%
30—50 years
54%
Over 50
36%
S1-14 Health and safety metrics
Health and safety
2024
The percentage Orions own workforce covered by health and safety management
system (based on legal requirements and/or recognised standards or guidelines)
100%
Fatalities due to work related incidents
0
Number of work related accidents
68
Rate of work related accidents
11.2
Days lost due to work related incidents and fatalities
288
S1-16 Remuneration metrics
Gender pay gap
2024
White collar employees
0.88
Blue collar employees
0.92
Total remuneration
2024
Annual total remuneration ratio of the highest paid individual to the median annual
total remuneration for all employees
43
S1-17 Mechanisms for identifying, reporting and investigating
concerns
Number of work-related incidents and/or complaints and severe human
rights impacts within own workforce, amount of fines, penalties, and
compensation
2024
Incidents of discrimination, including harassment
3
Number of complaints filed through available channels for raising concerns
22
Amount of fines, penalties, and compensation for damages
as a result of the incidents and complaints
0
No severe human rights incidents connected to the undertaking’s workforce occurred in the reporting period.
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Reporting principles for metrics
S1-6, S1-9: The employee figures are reported in head count and include the average number of
all employees in 2024. The average head count is based on the last day of each month, and the
annual average head count is calculated based on this data. Employee turnover rate includes the
average number of all employees, excluding fixed-term employees.
S1-8: The unofficial European Works Council agreement facilitates social dialogue and ensures
that employees have a platform for representation and communication at the European level.
While the agreement is not formalised, it underscores Orion’s commitment to engaging with its
workforce and addressing their concerns through structured and meaningful dialogue.
S1-14: The rate of work-related injuries is calculated by dividing the respective number of cases
by the number of total hours worked by employees and multiplied by 1,000,000. The rate
represents the number of cases per one million hours worked.
S1-16: The gender pay gap is calculated and reported in two different employee groups. The pay
level is reported as the percentage of average female pay of the average male pay in both
groups. The pay includes fixed annual basic salary but not earning opportunities of variable
components. The job grade or the location of the position are not taken into account in
calculating the ratio. Data is as at 31 December 2024.
S1-16: In calculating the annual total remuneration ratio of the highest paid individual to the
median annual remuneration for all employees, the median is calculated based on the annual
base salary of all employees that have worked for Orion on 31 December 2024, excluding the
highest paid individual. The variable components are added to the median basic salary based on
an estimation of the short term incentives paid in 2024 in the group concerned. Purchasing
power differences between countries have not been taken into account in calculating the ratio.
S1-17: The numbers of incidents of discrimination, harassment, and number of filed complaints
include those made by people in Orion’s workforce in all of Orion’s geographical locations.
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ESRS S2 Workers in the value chain
SBM-3 Material impacts, risks and opportunities related to workers in the value chain
Material impacts related to workers in the value chain
Impacts
Impact description
Upstream
value chain
Own
operations
Downstream
value chain
Working Conditions
Health and safety
Inadequate health and safety actions would have potential severe adverse impacts on physical health and mental well-being of
workers.
P
Freedom of association, the
existence of works councils and the
information, consultation and
participation rights of workers
Social dialogue
Collective bargaining, including
rate of workers covered by
collective agreements
Restrictions on freedom to join a union, ways for having a dialogue with the employer, and ability to collectively bargain on
working conditions leaves a worker in a vulnerable position unable to negotiate the terms and conditions of employment on equal
terms with the employer and at heightened potential of violations of labour rights.
P
Work-life balance
Having insufficient work-life balance has potential adverse impacts on the worker, the family and the children of the worker.
P
Working time
Adequate wages
Insufficient working time potentially leads to insufficient earnings to cater for the household needs, excessive working time leads
to potential health and safety impacts, as well as impacts on the family unit.
Wages below minimum/adequate wage adversely impacts the household ability to afford food, shelter and other life necessities.
P
Equal treatment and opportunities for all
Equal treatment and opportunities
for all
Not enjoying equal treatment and opportunities in hiring, treatment during career, including compensation and training, has
negative impacts on a person’s learning, career development and even health.
P
Measures against violence and
harassment in the workplace
Violence and/or harassment over a period of time cause severe negative impacts on a person affecting health, career and
personal life.
P
Other work-related rights
Child labour
Child labour causes various severe adverse impacts to a child’s development and life.
P
Forced labour
Forced labour causes various severe adverse impacts to a person including health, safety, security, financial situation, family
relations, etc.
P
Privacy
If personal data is not adequately protected, it can be exposed to outsiders or misused, leading to negative impacts i.a. on a
person’s safety and security, reputation, finances, mental and physical health, and personal relationships.
P
Adequate housing
Inadequate housing conditions pose a potential adverse impact on worker’s health and safety.
P
A
Actual
P
Potential
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Material risks related to workers in the value chain
RISK
Risk location in value chain
Build a customer driven
portfolio through Orion’s
competitive businesses
Expand to new
geographies
Develop growth enablers
Orion has long and complex upstream supply chain where there are risks related to external
suppliers’ ESG impacts, or their non-compliance with ESG business ethics or requirements, or
related to unforeseen negative ESG events, such as physical effects of climate change. Due to
these risks:
• Orion experiences financial losses and/or damage to its reputation
• Orion’s critical medicines (patient critical/high market share) become unavailable
• Orion misses business opportunities (e.g. lacking qualification for tender processes)
• Orion’s supply chain resilience and/or reliability declines
None of these risks are material separately, but they are material in aggregate.
Upstream
This risk affects mostly
Orion’s generics business,
which is very dependent on
externally sourced
products, to some extent
also Fermion, which is
dependent on many API
intermediate suppliers.
Medicines non-availability
due ESG non-compliance
of Orion’s suppliers or
Orion’s weakened supply
chain resilience cause
insecurity to plans aimed
for entering to new
markets.
Sustainability across the
entire value chain and
product life cycle is one of
Orion’s strategic capability
development areas.
The scope of this section includes value chain workers in Orion’s upstream in direct business
relationships. The types of workers that could face material impacts are workers working in
upstream manufacturing value chain and, among those, especially vulnerable are migrant
workers and young workers. Material negative impacts in relation to working conditions, equal
treatment, and other work-related rights are both related to individual incidents, specific business
relationships, and are, to some extent, systemic in certain geographies.
Orion has developed an understanding on particularly vulnerable workers, and workers in high-
risk geographies, based on pharmaceutical industry-specific knowledge, data generated and
provided by the Pharmaceutical Supply Chain Initiative, risk data provided by Verisk Maplecroft
and EcoVadis, as well as data accumulated from Orion’s supplier sustainability assessments.
In Orion’s direct business relations, the geographies with a significant risk of child labour and
forced labour are China and India. Orion mitigates this risk in its direct business relations through
on-site audits, and supplier self-assessment questionnaires. A significant risk may exist deeper in
the supply chain, and Orion is currently planning the appropriate approach to building a
required degree of traceability into its supply chains for obtaining data necessary for establishing
the level of risk.
S2-1 Policies related to value chain workers
Orion’s policies for managing potential impacts on value chain workers, and the related risks to
Orion, are Orion’s Code of Conduct, Orion Procurement Policy, Orion Sustainability Policy, Orion
risk management policy, and Orion Third Party Code of Conduct. The Third Party Code of
Conduct encompasses all workers within Orion’s upstream value chain. This includes direct
coverage through first-tier suppliers with whom contracts are established, and indirect coverage
by requiring the first-tier suppliers to carry out due diligence within their own supply chains.
Orion expects its suppliers and partners to be committed to Orion’s Third Party Code of
Conduct, which includes the requirement to respect human rights as outlined in the UN Guiding
Principles on Business and Human Rights.
Orion Third Party Code of Conduct relates to all material potential impacts concerning working
conditions, equal treatment and opportunities, and other work-related rights. The section on
human rights addresses freely chosen employment, child labour and young workers, non-
discrimination, fair treatment, wages, benefits and working hours, freedom of association and
right to collective bargaining, as well as local communities’ rights to a clean and healthy
environment. The section on health and safety addresses the following topics: safety of the work
environment, worker protection, health and well-being as well as process safety.
Further information is presented in the subsections Code of Conduct, and Third Party Code of
Conduct under G1-1 Policies and Corporate Culture. For further information on Orion
Procurement policy is referred to section G1-2 Management of relationships with suppliers.
Further information on Orion Sustainability Policy is presented in the section E1-2 Policies related
to climate change mitigation and adaptation. Further information on Risk Management Policy is
presented in the section Integration to risk management and overall management process under
IRO-1 The identification and assessment of materials impacts, risks and opportunities.
Human rights related commitments
In its Code of Conduct, Orion commits to acting in accordance with the UN Guiding Principles on
Business and Human Rights and to respecting human rights as expressed in the International Bill
of Human Rights, the ILO declaration on Fundamental Principles and Rights at Work, and the ILO
fundamental conventions. In its Third Party Code of Conduct, Orion requires the same
commitments from its business partners regarding their own operations and value chain. Both
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Orion’s Code of Conduct and Orion’s Third Party Code of Conduct explicitly prohibit human
trafficking, forced labour, and child labour.
Orion is committed to actively working to ensure the respect of the rights of its rights-holders,
including value chain workers, giving specific attention to the needs of vulnerable individuals and
groups. Orion’s Third Party Code of Conduct elaborates on and extends the requirement on
having these commitments to Orion’s business partners in relation to each material matter. Orion
is committed to providing or cooperating in remediation when it becomes aware of cases of
adverse impacts on human rights caused or contributed by Orion’s activities.
Orion’s general approach to engaging with value chain workers is described in Orion
Sustainability Policy. Orion considers engagement to be a crucial element contributing to the
identification of negative impacts, designing of appropriate measures, and in evaluating their
effectiveness.
Orion defines human rights in its Code of Conduct and Third Party Code of Conduct in alignment
with the UN Guiding Principles on Business and Human Rights. No cases of non-respect of the
UNGPs, ILO Declaration on Fundamental Principles and Rights at Work or OECD Guidelines for
MNEs involving Orion value chain workers were reported during the reporting period.
S2-2 Processes for engaging with value chain
workers about impacts
Through Orion’s systematic approach to sustainability within its procurement processes, Orion is
managing its material impacts and risks related to upstream value chain workers.
Based on Orion’s risk assessment, a supplier may be audited on-site. An auditor will carry out
worker interviews as a consultation for gaining improved insight into identifying potential or
actual impacts on workers. Audits are conducted on a three to five year interval. Concerning VMD
procurement, implementation of a risk-based approach is on-going. At the moment, there is no
rights holder engagement within VMD procurement process. VMD procurement process scope is
the upstream value chain for manufactured and externally sourced products by Orion’s Animal
Health sites in Belgium and France. This value chain also involves consumables and indirect
procurement related to those manufacturing activities.
Senior Vice President for Global Operations is ultimately responsible for ensuring that the audits
according to sustainability procurement process, are conducted and their results, including the
information gathered as a result of the engagement, inform Orion’s approach to sustainable
procurement and to managing impacts to supply chain workers.
Further information on these practices is presented in the G1-2 Management of relationships with
suppliers section of this report.
S2-3 Processes to remediate negative impacts and
channels for value chain workers to raise concerns
In accordance with Orion’s Third Party Code of Conduct, the third parties in Orion’s value chain 
are required to establish grievance mechanisms accessible to internal and external stakeholders.
The third party must encourage them to use grievance mechanisms to report concerns, illegal
activities or breaches of the principles of Orion’s Third Party Code of Conduct at work.
Third parties are also required to have a transparent and understandable grievance policy, which
must provide protection from retaliation, threat of or actual reprisal, intimidation, or harassment,
for both the reporters and for those participating in any related investigations. Received
complaints are required to be recorded and the anonymity of the reporter to be protected. The
existence of a grievance mechanism and processes for handling grievances are monitored
through self-assessment questionnaires and on-site audits. The value chain workers’ awareness of
their employer’s grievance mechanism is assessed during on-site audits.
In case value chain workers or local communities want to raise concerns directly to Orion, they
can submit their reports online via Orion’s Compliance Line, or by phone, mail or in a meeting
with a representative of Orion’s Compliance function. More information concerning the
Compliance Line is presented in G1-1 Policies and Corporate Culture section under Compliance
Line is Orion’s secure reporting channel for all stakeholders.
If Orion identifies or receives information from a stakeholder about suspected material negative
impacts that Orion may have caused to workers or local communities in its value chain or
contributed to such impacts, Orion conducts an internal investigation to determine whether the
suspected impact can be substantiated and whether remedial actions are needed. Depending on
the case, the investigation will be performed by an impartial function, such as Orion’s EHS
organisation, the Compliance function, Internal Audit or by an external service provider. The
necessary investigation process is confirmed when the appropriate investigating function is
selected. For example, Internal Audit will perform the investigation utilising its auditing
procedures.
In substantiated cases, the process for remediating negative impacts and assessing the remedial
actions’ effectiveness includes consideration of the case-specific circumstances, such as involved
stakeholders and their contribution to the identified material negative impacts and the severity of
the negative impacts, and a decision by Orion’s applicable management representative. The
process for confirming the necessary remedial actions and assessing their effectiveness always
requires consultation of Orion’s Corporate Responsibility and Compliance functions which also
monitor that the agreed actions are performed.
ORION CORPORATION | Financial Statement documents 2024 89/217
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
Supplier adherence to Orion Third Party Code of Conduct forms the basis of the processes for
preventing material impacts on value chain workers and mitigating the related risks arising from
those impacts, also beyond tier 1. Orion’s risk-based approach, described in G1-2 Management
of relationships with suppliers, includes evaluating the risks related to value chain workers in its
tier 1 suppliers. For suppliers within the pharmaceutical industry, Orion utilises country risk data
provided by Verisk Maplecroft where the risk level on social, environmental and governance
topics are assessed. For Orion’s indirect suppliers, Orion utilises risk data provided by EcoVadis’
IQ tool, which alongside environmental and governance topics includes social topics relevant for
evaluating potential impacts on value chain workers.
Orion relies on third party audits, conducted in accordance with the Pharmaceutical Supply Chain
Initiative (PSCI) protocol, and subsequent dialogue with the supplier to define appropriate
actions to address potential and actual negative impacts identified during audits. Orion also
carries out supplier self-assessments in accordance with the PSCI protocol or EcoVadis scorecard,
and, in dialogue with the supplier, defines the appropriate actions to address potential and
actual negative impacts identified. Agreed corrective action plans are followed-up, at the latest,
during a re-assessment.
Orion’s process through which it identifies what action is needed and appropriate in relation to a
particular impact takes place in the framework of a supplier audit or supplier self-assessment.
Orion’s approach to taking action on those impacts is to rely on the recommendations of the
auditor, Orion’s own analysis, on communicating its requirements to the supplier and the
subsequent dialogue with supplier.
No severe issues or incidents connected to Orion’s value chain were reported in 2024.
Furthermore, Orion regularly screens its suppliers, including at supplier selection phase, to
ensure absence of entities listed on authoritative public reports regarding suspected or
confirmed use of forced labour. The implementation of the screening process at VMD will be
conducted as part of the Animal Health Compliance & Sustainability development program at a
later stage.
Orion’s action underway to prevent impacts on workers in the supply chain is the risk material
pilot. In 2024, Orion initiated systematic actions to better understand the materiality of the
potential sustainability impacts, including impacts on supply chain workers and local
communities, of the materials used in its own operations and in its upstream value chain. As an
initial step, Orion launched a pilot project focusing on lactose and palm oil derivatives. Further
information on the pilot is presented in the section E4-3 Actions and resources related to
biodiversity and ecosystems.
As a member of the PSCI, Orion is able to provide capacity-building to suppliers through
recommending participation to trainings offered by PSCI on working conditions, equal treatment
and other work-related rights. Through utilising the EcoVadis scorecard for supplier self-
assessments, suppliers also receive highlights and insights into areas in need of improvement.
Implementation of these at VMD will be part of the Animal Health Compliance & Sustainability
development program at a later stage.
In 2024 Orion put in place the process to provide or enable remedy in the event of material
negative impacts. Specific measures for ensuring the effectiveness of its implementation and
outcomes will be developed at a later stage.
Resources allocated to the management of material impacts
Orion allocates various resources to manage its material impacts on supply chain workers and
local communities, and the risks arising from those impacts effectively, as described below:
Sustainable Procurement Team: Develops the processes for improving supplier sustainability.
Procurement Teams & Contract Negotiators: Implement these processes during supplier
sourcing, onboarding, and life cycle management.
EHS (Environment, Health, and Safety) department: Conducts supplier sustainability assessments
and evaluations, including follow-ups.
Corporate Responsibility function: Sets group-wide sustainability targets and strategies, oversees
human rights topics, and manages the Third Party Code of Conduct.
Legal and Compliance functions: Expertise, support and contribute to sections in the Third Party
Code of Conduct matters related to ethics and governance.
Business Divisions: Make decisions on business partners and suppliers, based on the information
and support from the above functions.
Procurement Management Team: Supports the sustainable procurement team in implementing
actions.
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S2-5 Targets related to managing material negative
impacts, advancing positive impacts, and managing
material risks and opportunities
Orion has not set measurable outcome-oriented targets on reducing negative impacts or
managing material risks related to workers in the supply chain. The audit and supplier self-
assessment process concerning Orion’s suppliers is the mechanism for tracking the effectiveness
of actions related to all the identified material impacts. Orion targets to continuously improve the
scores of suppliers and uses qualitative indicators to follow progress with base year being the
onboarding of a supplier.
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ESRS S3 Affected communities
SBM-3 Material impacts, risks and opportunities related to affected communities
Material impacts related to affected communities
Impacts
Impact description
Upstream
value chain
Own
operations
Downstream
value chain
Communities’ economic, social and cultural rights
Water and sanitation
Pollution of water potentially causes negative impacts in diminished access to water, especially in high water scarcity areas, and
access to sanitation, and consequently has negative impacts on health as well as livelihood.
P
Land-related impacts
Adequate food
Pollution of soil and dumping of hazardous waste potentially causes reducing of organic matter and fertility of soil, impacting food
production and livelihood, as well as health of local community members.
P
Healthy environment
Pollution of air causes negative health impacts, increasing respiratory disease, consequently having potential impacts also on
livelihood.
P
A
Actual
P
Potential
Material risks related to  affected communities
RISK
Risk location in value chain
Build a customer driven
portfolio through Orion’s
competitive businesses
Expand to new
geographies
Develop growth enablers
Orion has long and complex upstream supply chain where there are risks related to external
suppliers’ ESG impacts, or their non-compliance with ESG business ethics or requirements, or
related to unforeseen negative ESG events, such as physical effects of climate change. Due to
these risks:
• Orion experiences financial losses and/or damage to its reputation
• Orion’s critical medicines (patient critical/high market share) become unavailable
• Orion misses business opportunities (e.g. lacking qualification for tender processes)
• Orion’s supply chain resilience and/or reliability declines
None of these risks are material separately, but they are material in aggregate.
Upstream
This risk affects mostly
Orion’s generics business,
which is very dependent on
externally sourced
products, to some extent
also Fermion, which is
dependent on many API
intermediate suppliers.
Medicines non-availability
due ESG non-compliance
of Orion’s suppliers or
Orion’s weakened supply
chain resilience cause
insecurity to plans aimed
for entering to new
markets.
Sustainability across the
entire value chain and
product life cycle is one of
Orion’s strategic capability
development areas.
The local communities in Orion’s value chain that are potentially materially affected are located in
the upstream value chain, around pharmaceutical manufacturing facilities, and any potential
impacts are related to individual business relationships. Orion identifies at-risk communities
based on knowledge and data generated in the context of the Pharmaceutical Supply Chain
Initiative (PSCI) as well as Verisk Maplecroft and EcoVadis data and Orion’s own supplier
sustainability assessments.
S3-1 Policies related to affected communities
Orion’s policies to manage the material potential impacts on local communities, and the related
risks to Orion, are Orion Code of Conduct, Orion Sustainability Policy, Orion Procurement Policy,
Orion’s Risk Management Policy and Orion Third Party Code of Conduct. They cover affected
communities in Orion’s own operations and in Orion’s upstream and downstream value chain.
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Further information is referred in the subsections Code of Conduct, and Third Party Code of
Conduct under G1-1 Policies and Corporate Culture. Further information on Orion Procurement
policy is presented in the section G1-2 Management of relationships with suppliers. Further
information on Orion Sustainability Policy is presented in the section E1-2 Policies related to
climate change mitigation and adaptation. Further information on Risk Management Policy is
referred in section Integration to risk management and overall management process under IRO-1
The identification and assessment of materials impacts, risks and opportunities.
Human rights related commitments
In its Code of Conduct, Orion commits to acting in accordance with the UN Guiding Principles on
Business and Human Rights and to respecting human rights as expressed in the International Bill
of Human Rights, the ILO declaration on Fundamental Principles and Rights at Work, the ILO
fundamental conventions. In its Third Party Code of Conduct, Orion requires the same
commitments from its business partners regarding their own operations and value chain.
Orion commits to actively working to ensure respect of the rights of its rights-holders, including
affected communities. Orion Third Party Code of Conduct elaborates on and extends the
requirement on having these commitments to Orion’s business partners also in relation to each
material matter. Orion is committed to providing or cooperating in remediation, when becoming
aware of cases of adverse impacts on human rights, when Orion’s activities have caused or
contributed to those impacts.
Orion’s general approach to engaging with affected communities is described in Orion
Sustainability Policy. Orion considers engagement to be a crucial element contributing to the
identification of negative impacts, designing of appropriate measures, and in evaluating their
effectiveness.
Orion defines human rights in its Code of Conduct and Third Party Code of Conduct in line with
the UN Guiding Principles on Business and Human Rights. No cases of non-respect of the UNGPs,
ILO Declaration on Fundamental Principles and Rights at Work or OECD Guidelines for MNEs
involving Orion value chain communities were reported during the reporting period.
S3-2 Processes for engaging with affected
communities about impacts
Orion has not adopted a general process to engage with affected communities.
S3-3 Processes to remediate negative impacts and
channels for affected communities to raise
concerns
Orion’s process to remediate negative impacts, the channels available for affected communities
and processes through which Orion supports the availability of these channels by business
relationships is described under section S2-3 Processes to remediate negative impacts and
channels for value chain workers to raise concerns. Orion does not currently assess affected
communities’ awareness or trust in the channels. Policies in place for protection of individuals
against retaliation are presented in the G1-1 Policies and Corporate Culture section describing
the process related to Orion’s Compliance Line, under subsection Protection of persons
reporting of misconduct.
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
Orion’s processes to prevent impacts on local communities and mitigate the risks arising from
those impacts are based on the Third Party Code of Conduct requirements on all Orion suppliers.
These processes include on-site audits and self-assessment questionnaires for suppliers,
following Orion’s risk-based approach to supplier sustainability assessment. As a member of the
PSCI, Orion recognises that industry collaborative action is necessary for the prevention and
mitigation of local community impacts, and Orion supports such actions in the PSCI framework.
The processes, including Orion’s process through which it identifies what action is needed and
appropriate in relation to a particular impact as well as Orion’s approach to taking action on
those impacts, are further described in section 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, and in G1-2 Management of
relationships with suppliers.
The resources allocated to the management of the material impacts are described in the section
Resources allocated to the management of material impacts, under section 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.
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Orion’s action underway to manage impacts on local communities contains the risk material pilot.
In 2024, Orion initiated systematic actions to better understand the materiality of the potential
sustainability impacts, including impacts on supply chain workers and local communities, of the
materials used in its own operations and in its upstream value chain. As an initial step, Orion
launched a pilot project focusing on lactose and palm oil derivatives. Further information on the
pilot is presented in the section E4-3 Actions and resources related to biodiversity and
ecosystems. Orion did not have a tracking method in place for assessing the effectiveness of this
action regarding delivery of intended outcomes for potentially affected communities
As a member of the PSCI, Orion is able to offer training to its suppliers on topics related to
managing environmental impacts and ensuing impacts on local communities.
No severe issues or incidents connected to Orion’s supply chain were reported in 2024. Orion
put in place the process to provide or enable remedy in 2024. Specific measures for ensuring the
effectiveness of the process’s implementation and outcomes will be developed at a later stage.
S3-5 Targets related to managing material negative
impacts, advancing positive impacts, and managing
material risks and opportunities
Orion has not set measurable outcome-oriented targets on reducing negative impacts or
managing material risks related to local communities in the supply chain. The audit and supplier
self-assessment process described for Orion’s suppliers is the mechanism for tracking the
effectiveness of actions related to all the identified material impacts. Orion targets to
continuously improve the scores of suppliers and uses qualitative indicators to follow progress
with base year being the onboarding of a supplier.
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ESRS S4 Consumers and end-users
SBM-3 Material impacts, risks and opportunities related to consumers and end-users
Material impacts related to consumers and end-users
Impacts
Impact description
Upstream
value chain
Own
operations
Downstream
value chain
Information related impacts
Access to quality information
If Orion’s pharmaceutical product information was not accurate or Orion did not conduct efficient outreach to health professionals
on its treatments there would be potential misuse of Orion pharmaceutical product.
P
Privacy
If Orion had shortcomings in its data privacy processes, patient and consumer data privacy might be negatively impacted
concerning data collected in relation to adverse events or clinical trials.
P
Personal safety of consumers/end-users
Health and safety
If Orion pharmaceutical products were inefficient, unsafe, or not meeting quality standards, or Orion was not able to ensure
continued supply of pharmaceutical products, patient health and safety would be adversely affected.
P
Orion provides large portfolio of medications, develops new medication, ensures their appropriate benefit-risk balance, and
secures continued access to patient critical medicines, improving health and life quality of patients.
A
Protection of children
If Orion pharmaceutical product packaging were not child-proofed, there would be a heightened risk of impacts to children.
P
Social inclusion of consumers/end-users
Responsible marketing practices
If Orion’s marketing/distribution or that of its partner organisations were not to follow the legal and ethical requirements, this
could lead to negative health and safety impacts on patients or end-users of pharmaceutical products in geographical risk
contexts.
If Orion did not ensure means for end-user to verify the authenticity of Orion pharmaceutical product that may increase the risk of
confounding a counterfeit product for an authentic product.
P
A
Actual
P
Potential
The scope of this disclosure covers all patients, consumers and other end-users of Orion
products destined for human use. The types of end-users subject to material potential impacts
are users of pharmaceutical products that by the very nature of pharmaceuticals are dependent
on accurate and accessible product information. Any actual impacts related to the identified
material potential impacts would be related to individual incidents, or to specific business
relationships.
Orion has developed an understanding of how particularly vulnerable end-user populations, or
end-users using particular products may be at greater risk of harm, through conducting a careful
analysis and assessment, which is based on pharmaceutical industry ethical and legal
requirements in the EU and globally.
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S4-1 Policies related to consumers and end-users
The policies in place to manage Orion’s material impacts related to end-users and consumers
include Orion’s Code of Conduct, Quality Policy, Research and Development Ethics Policy,
Pharmacovigilance Policy, Ethics in Marketing Phase Policy, Patient Safety Reporting Privacy
Policy, Procurement Policy, and Orion Third Party Code of Conduct.
Further information on Orion Code of Conduct and Third Party Code of Conduct is presented in
the subsections Code of Conduct and Third Party Code of Conduct under G1-1 Policies and
Corporate Culture.
Product availability — Procurement Policy
Orion Procurement Policy relates to the material potential impact, and risk concerning continued
product availability and consequently ensuring patient/end-user health and safety. Further
information on the policy is presented in the section G1-2 Management of relationships with
suppliers.
Quality Policy
Orion’s Quality Policy has the general objective of ensuring pharmaceutical product quality and
ensuring that all aspects of the business meet high-quality standards. Key contents of the policy
are adherence to ethical principles, current regulations, having expert and motivated personnel,
commitment to monitoring, measuring, and continually improving the quality of operations and
the expectation that both Orion and its partners work in accordance with the Quality Policy.
The Quality policy scope covers all Orion pharmaceutical and consumer health products, and it is
related to the material impacts of health and safety of patients, consumers and other end-users of
Orion’s medicinal and non-medicinal products, ensuring access to quality information, and
protection of children and other vulnerable individuals. Quality policy is approved by the
President and CEO.
Research and Development Ethics
Orion’s Research and Ethics Policy has the general objective to ensure that R&D activities are
conducted ethically and sustainably. Key contents of the policy are commitment to industry
requirements, standards, and ethical codes in R&D activities, focus on developing safe and
effective medicinal products and devices through rigorous scientific research, ensuring that
products are manufactured using authorised methods, sourced from trusted suppliers, and
distributed through legal channels, ongoing collection and evaluation of safety data throughout
the product life cycle, evaluating the impact, need, health economic benefits, feasibility, and
commercial potential of new treatments, adherence to global regulations, including GLP (Good
Laboratory Practice), GCP (Good Clinical Practice), and GMP (Good Manufacturing Practice)
guidelines.
The scope of the policy includes all Orion human and veterinary pharmaceutical products and
their research and development. It is related to the material potential impacts of access to quality
information, health and safety of patients, and responsible marketing. Orion’s Research and
Development Ethics Policy has been approved by the President and CEO. The Senior Vice
President heading Orion’s R&D and the R&D leadership team are responsible for both regulatory
and ethical conduct in Orion’s research and development. Similarly, the Senior Vice President of
Animal Health and the Animal Health leadership team are responsible for both regulatory and
ethical conduct in Animal Health.
Ethics in marketing phase
Orion’s Ethics in Marketing Phase Policy has the general objective of communicating Orion’s
commitment to ensuring the safety and efficacy of its products throughout their life cycle. The key
contents of the policy are continuous monitoring and assessment of the benefits and risks,
systematic collection of product experience, timely reporting of adverse events and quality
deviations to healthcare authorities and maintaining efficient pharmacovigilance systems,
fighting against counterfeit drugs, adhering to strict regulations and internal guidelines for
communication and marketing, and conducting regular training and testing to ensure that sales
and marketing personnel possess the necessary knowledge and skills to provide accurate
information about Orion’s products.
The scope of the policy includes all Orion human and veterinary pharmaceutical and non-
medicinal products. It is related to all the material potential impacts related to patients,
consumers, and other end-users presented in the section SBM-3 Material impacts, risks and
opportunities related to consumers and end-users. Orion’s Executive Management Board is
ultimately responsible for the approval and implementation of the policy.
Pharmacovigilance Policy — Patient safety at Orion
Pharmacovigilance refers to the science and activities relating to the detection, assessment,
understanding and prevention of adverse drug reactions or any other drug-related problems.
Orion Pharmacovigilance Policy’s general objective is to ensure appropriate monitoring of the
safety of Orion’s products throughout their life cycle ever since the early R&D phases until the
product is no more available on the market. The policy’s scope covers all medicinal products for
human and veterinary use. Orion’s President and CEO is responsible for ensuring Orion has
permanently and continuously at its disposal a Qualified Person responsible for
pharmacovigilance, who is responsible for the approval and implementation of Orion’s
pharmacovigilance policy
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Patient Safety Reporting Privacy Statement
The general objective of the Orion’s Patient Safety Reporting Privacy Statement is to outline how
Orion collects, uses, discloses, transfers, and stores personal data related to patient safety
reporting. Key contents of the policy are ensuring compliance with pharmacovigilance
legislation, emphasising the importance of maintaining a robust pharmacovigilance system to
monitor the safety and effectiveness of Orion’s products, detailing the legal basis for processing
personal data, the types of personal data collected, and the procedures for sharing and
transferring data. Additionally, the policy highlights the rights of individuals regarding their
personal data and the retention periods for such data.
The policy is related to managing the material potential impact related to privacy of the patients,
end-users, and consumers of Orion’s medicinal and non-medicinal products, and medical
devices. The scope of the policy covers patient safety reporting in all geographies, and regarding
all Orion human pharmaceutical, non-medicinal and veterinary products. Orion’s Executive
Management Board is ultimately responsible for the implementation of the policy.
Human Rights commitments
In its Code of Conduct Orion is committed to respecting human rights as expressed in the
International Bill of Human Rights, the ILO declaration on Fundamental Principles and Rights at
Work and ILO fundamental conventions, the UN Convention on the Rights of the Child, the
OECD Guidelines for Multinational Enterprises and the UN Guiding Principles on Business and
Human Rights. In the Code of Conduct, Orion commits to actively working to ensure respect for
the rights of its rights-holders, including consumers and other end-users of Orion’s products,
giving specific attention to the needs of vulnerable individuals and groups. Regarding
remediation, when becoming aware of cases of adverse impacts on human rights, Orion is
committed to providing or cooperating in remediation depending on whether Orion’s activities
have caused or contributed to those impacts.
There have not been cases of non-respect with UNGPs, ILO Declaration on Fundamental
Principles and Rights at Work or OECD Guidelines for Multinational Enterprises involving
consumer or end-users reported in Orion’s downstream value chain during the reporting period.
S4-2 Processes for engaging with consumers and
end-users about impacts
Orion engages with patients, consumers, and end-users through dialogue with patient
organisations. Engagement is conducted to understand patient and consumer experiences of
Orion’s medicinal and other products to ensure safe, effective, high-quality and cost-effective
products as well as to incorporate patient and consumer feedback in the development of new
medications and provide product information and guidance to support appropriate usage of
products and engagement to treatment, improved usability and responsible disposal of
medications. Engagement also contributes to assessing the effectiveness of measures taken to
concerns and issues raised by patient organisation in the course of ongoing the dialogue.
Orion’s Chief Medical Officer has the operational responsibility and ultimate accountability for
ensuring that this engagement takes place and that its results inform the relevant processes in
Orion. The engagement frequency is determined by the arising needs related to products and
needs raised by patient organisations. Orion assesses the effectiveness of the patient
organisation engagement as part of the product safety reviews.
Orion follows pharmaceutical industry requirements which pay attention to special populations.
Vulnerable populations or populations typically excluded from clinical trials have special focus in
post-approval safety surveillance. Reports, where the embryo or foetus may have been exposed
to medicinal products (either through maternal exposure and/or if the suspected medicinal
product was taken by the father), are followed-up in order to collect information on the outcome
of the pregnancy and the development of the child after birth. Suspected adverse reactions
which occur in infants following exposure to a medicinal product from breast milk are being
followed closely.
The collection of safety information in the paediatric or elderly population is important, since
information from the clinical trials is typically limited from these populations. All available
information, including reports considering the real-world use, is carefully collected and
monitored to identify potential safety signals specific to a particular population. Relevant
information, warnings and precautions concerning the special populations are also clearly
covered in the product information for health care professionals and patients. Furthermore,
visually impaired patients are taken into consideration by having Braille markings in medicinal
product packaging to prevent medication errors.
S4-3 Processes to remediate negative impacts and
channels for consumers and end-users to raise
concerns
Patients, consumers, and other end-users of Orion’s products have several channels for reporting
adverse effects, product complaints and sending feedback and questions to Orion: through
Orion websites, company representatives, authorities and on weekdays through the product
information call centre. Each Orion employee is trained and required to report adverse effects to
the correct recipients for appropriate handling. Authorities must further report events to the
company whose products the customer report concerns.
Patients, consumers, and other end-users can also use Orion whistleblowing channel to report
any concerns or complaints in relation to ethical conduct.
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Orion has processes in place to ensure that all issues raised through these channels are
processed without delay in line with applicable legal requirements and company procedures.
They contain strict timelines for processing and addressing the impacts. Orion closely tracks and
monitors that these timelines are complied with. Processes are also audited both internally and
by the regulatory authorities in regular manner.
The patients’, consumers’ and other end-users’ awareness and trust in these channels is assessed
as a part of periodically conducted product safety reviews. The assessment is based on the
amount of contacts received through the channels, and any non-conformity with the complaints
handling process timelines. Any shortcomings are duly addressed.
Orion requires its business partners marketing Orion’s products to have similar channels
available. Orion has agreements in place with its business partners to ensure compliance with
these requirements. Orion is committed to providing or contributing to remedy in cases where it
has caused or contributed to negative impacts on patients, consumers or other end-users.
Orion’s processes for providing remedy to patients with respect to Orion-marketed products
relies on Orion’s global insurance scheme covering product liability related occurrences in any
geography. Orion’s policy on protecting reporting individuals against retaliation, and Orion’s
processes to remediate any negative impacts to patients, consumers, or other end-users is
presented in the section G1-1 Policies and Corporate Culture under subsection Protection of
persons reporting of misconduct.
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
Orion does not have time-bound specific actions on the prevention of potential negative impacts
on patients, consumers and other end-users. Orion’s impact prevention is based on ongoing
processes relying on the globally highest standard regulatory requirements across the whole
human pharmaceutical portfolio regardless of the geographical location of R&D, manufacturing
or marketing activities. Those processes are continuously reviewed and improved. The expected
outcome of the continuous improvement is ensuring the continued absence of any material
negative impact on patients, consumers, or other end-users. The ongoing processes are further
described below.
The tracking and assessment of the effectiveness of Orion’s processes to prevent negative
impacts to patients, consumers and other end-users is described in section S4-5 Targets related
to managing material negative impacts, advancing positive impacts, and managing material risks
and opportunities.
Orion’s research and development of new pharmaceutical products has the primary purpose of
positively contributing to improved health and life quality outcomes for patients.
Actions to Remediate
No severe human rights issues or incidents connected to patients, consumers and/or other end-
users of Orion products have been reported, nor cases requiring remediation, during the
reporting period through any channel available to patients, consumers, other end-users, and
their representatives. Orion ensures the availability and the effectiveness of the implementation
of its processes for providing or enabling remedy in cases of material negative impacts related to
Orion marketed products through Orion’s global insurance scheme covering product liability
related occurrences in any geography.
Product complaints, product defects
Orion is monitoring the quality of the products to ensure that the products meet the
specifications and fulfil the marketing authorisation requirements throughout the shelf life. This is
carried out by evaluating the obtained data e.g. from frequent stability studies, product quality
reviews and customer complaint process. If there is deviating result or justified quality complaint
from a customer, a thorough investigation is performed to identify the root cause and decide the
required corrective and preventive actions. Actions regarding the products released into the
markets are agreed with the regulatory authorities and the main priority in the actions is always to
ensure safe use of the products.
Pharmacovigilance — Continuous benefit/risk assessment
Orion collects safety information globally. All global safety data from all Orion locations and
business partners are collected into a single point by Global Pharmacovigilance and Patient
Safety for assessment, continuous safety monitoring and reporting. Orion works in continuous
collaboration with authorities in the evaluation of the safety of the products and the balance
between risks and benefits. When necessary, Orion undertakes actions to ensure patient safety
and the correct and safe use of the products.
Safety data that is collected include e.g. information about suspected adverse reactions, lack of
efficacy, medication errors, interactions, exposure during pregnancy and over-doses. Information
is received from clinical trials and as spontaneous reports e.g. from healthcare professionals,
regulatory authorities, patients, relatives and scientific literature.
The balance of benefits and risks related to the use of medicinal products is continuously
assessed in light of cumulative information about the product. Orion reports the information and
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assessments to authorities, and continuous dialogue is maintained between authorities and
Orion regarding the benefit/risk assessment of the products. Actions are taken if necessary, e.g.,
to minimise risks. Typical actions include update of product’s user instructions and restrictions
and communication to healthcare professionals, or providing additional materials for patients
and healthcare professionals to guide the safe use of the products and manage the risks
associated with their use. Actions are always agreed upon with the authorities, and their
effectiveness is also evaluated together with the authorities according to agreed plans.
Several functions of the company are involved in the pharmacovigilance processes coordinated
by the Global Pharmacovigilance and Patient Safety organisation. Appropriately qualified and
trained experts are responsible for the assessment and activities related to the management of
benefit/risk balance of the products. Orion’s pharmacovigilance operations and Quality
Management System are compliant with international regulatory requirements and guidelines.
Pharmacovigilance – managing identified and potential risks
Orion conducts continuous benefit-risk assessment of the products, which starts from the product
development and continues through the entire life cycle of the product. Decisions on benefit-risk
are made based on the cumulative safety information collected though the life cycle of the
product.
Product specific risk management plans (RMP) include general and product specific actions to
mitigate the identified and potential risks associated with the use of the product. These actions
are implemented when the product is placed on the market and RMPs are maintained during the
life cycle of the product.
Based on continuous safety evaluation Orion implements actions to prevent potential adverse
impacts to end-users related to the use of its medicines.
Actions include e.g.
1. Updates related to product information, enabling healthcare professionals to make informed
decisions about patient care, manage the risks associated with the product using up-to-date
information, and patients and their caregivers at home to receive up-to-date information for
safe treatment.
2. Communication to the health care professionals about new safety information (Direct
Healthcare Professional Communication, DHPC).
3. Product specific additional risk minimisation materials like patient alert cards and additional
educational materials for health care professionals to understand and manage the risks
associated with the use of the product.
4. Post-authorisation safety studies e.g. to further assess the safety concerns or assess the impact
and effectiveness of the risk minimisation activities implemented.
Quality assurance and control – managing identified and potential
adverse impacts
Actions from quality related reasons can include e.g. a recall of the defective batches from the
market to protect the well-being of patients.
If there will be an impact on the availability of the critical medicines due to quality reasons the
recalls and actions are performed in responsible manner to ensure the continuous treatment of
patients. Actions can include e.g. communications to the health care professionals about the
stock-outs and need to switch the patients to alternative treatments and other actions agreed
with the authorities.
Ethical marketing guidelines/code
In the promotion of non-medicinal and medicinal products, Orion’s sales and marketing
organisations primarily follow the locally valid legislation concerning medicinal products,
marketing, consumers and competition, the International Code on Advertising and Marketing
Communication Practice as well as the Orion Group’s Code of Conduct and internal guidelines.
Orion’s Code of Conduct is a guideline prepared for Orion’s employees. It explains the standards
of responsibility of the Orion Group to be met by the employees all over the Group. With
reference to Orion Pharma’s Quality Manual, all activities in connection with sales and marketing
should comply with the relevant local laws, regulations and requirements and be consistent with
the applicable ethical codes. Further detailed guidance is given in the Orion code of ethics for
promotion and external engagement. All Orion personnel participating in sales and marketing
activities are to follow the ethical guidance. Orion arranges continued training to and regular
testing of its sales and marketing organisation to ensure that the persons engaged in marketing
and sales have adopted and follow the principles and guidelines concerning marketing of
medicinal and non-medicinal products of Orion.
Scientific service
Orion has a scientific service accessible to health care professionals and patients in order to
secure collection of adverse events and quality complaints. Orion is not allowed to advice
individual patients on their treatments but direct them to contact their physician.
Resources allocated to the management of material impacts
Orion has the following dedicated resources for managing the material impacts:
In the Quality Management organisation there are departments responsible for developing
and maintaining the quality system of Orion. Dedicated team is responsible for customer
complaint handling, and there are responsible persons for quality defect evaluation for every
product.
ORION CORPORATION | Financial Statement documents 2024 99/217
In Global Pharmacovigilance and Patient Safety Unit there are resources allocated for
developing and maintaining the global pharmacovigilance system, handling and reporting of
adverse events, continuous benefit-risk evaluation and safety risk management activities. Orion
has also local Pharmacovigilance teams in local subsidiaries and sales offices.
In Global Medical Affairs organisation and local subsidiaries  there are resources allocated to
scientific service to secure collection of adverse events and product complaints. Further, these
teams have resources to secure ethical marketing practices.
S4-5 Targets related to managing material negative
impacts, advancing positive impacts, and managing
material risks and opportunities
Orion has not set measurable outcome-oriented targets on reducing negative impacts on end-
users. Orion monitors the continuous reliable supply of patient critical medicines, for which no
alternatives exist in a particular market. The goal is to achieve 100% availability, using the
previous year as the benchmark for performance.
Orion tracks the quality of its good manufacturing processes related to product quality, safety,
efficacy, through GxP inspections conducted by the authorities. Level of ambition is zero critical
observations, and the base period is the previous year.
In relation to pharmacovigilance for medicinal products, Orion tracks the compliance of
regulatory authority reporting processes in line with the required timeframes. This includes the
timelines of adverse event reporting (ambition level 98%), and  Periodic Safety Update Report
submissions (ambition level 100%) to the authorities, and the implementation of the safety
related changes into the product information for prescribers and patients (ambition level 100%). 
Adherence to risk management plan commitments (additional risk minimisation activities) is
evaluated periodically each year. Compliance of Orion pharmacovigilance operations are also
frequently evaluated in internal audits and regulatory authority inspections and the ambition level
is zero critical findings.
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Governance information
ESRS G1 Business conduct
Material impacts, risks and opportunities related to business conduct
Material impacts related to business conduct
Impacts
Impact description
Upstream
value chain
Own
operations
Downstream
value chain
Governance impacts
Ethical corporate culture
An ethical and inclusive corporate culture enhances employees’ mental health and careers, promotes responsible business
practices, positively impacting the value chain and society.
A
P
A
P
A
P
If Orion failed to ensure ethical corporate culture, it could negatively impact employees’ well-being and career, human rights, and
capability to address environmental impacts. this lapse could potentially lead to loss of trust or even losing the license to operate,
ultimately affecting negatively patient health.
P
P
P
Sustainability of supply chain
Systematic sustainable procurement mitigates the risks of unsustainable business practices within the supply chain. It also
strengthens suppliers’ sustainable business practices, reduces environmental impacts, and promotes social responsibility, human
rights, and the well-being & careers of employees in the supply chain.
A
P
A
P
Insufficient supplier management could disrupt reliable supply of medicines, impact health and lead to human rights abuses
affecting value chain employees’ well-being and career, as well as impact local communities and the environment.
P
P
Good governance
Good governance practices, as part of the license to operate, mitigate Orion’s operations’ negative impacts, and enhance
transparency and enable enhanced impact management.
A
P
A
P
A
P
If Orion failed to ensure good governance practices, it could negatively impact workplace safety and well-being, labour practices
and environmental responsibility. This could erode trust in the company, jeopardise its license to operate and lead to negative
health impacts for patients.
P
P
P
Data protection
If Orion’s actions to ensure full protection of privacy were insufficient, it could erode trust in the company, lead to data breaches
and exploitation, cause emotional distress to individuals, and ultimately leading to negative health impacts for patients.
P
P
Corruption and bribery
Corruption and bribery affect negatively on public safety and health. Bribery could lead to counterfeit medicines, whereas
corruption deepens inequalities, impacts negatively on the stability of societies, human rights and environment, and increases
costs to EU and nations.
P
P
P
Animal welfare
The well-being of companion animals positively impacts the well-being of companion animal owners, while the well-being of
livestock enhances the food quality, improving people’s well-being.
A
P
Inadequate management could compromise the quality and reliability of clinical studies, affecting drug safety and efficacy, and
causing approval delays, and ultimately impacting public health. Unnecessary antibiotic use in animals could contribute to
antimicrobial resistance (AMR).
P
P
P
Whistleblower protection
If not protected, could lead to severe consequences to whistleblowers and consequently underreporting and may lead to impacts
to people, society and the environment.
P
P
P
A
Actual
P
Potential
ORION CORPORATION | Financial Statement documents 2024 101/217
Material risks related to business conduct
RISK
Risk location in value chain
Build a customer driven
portfolio through Orion’s
competitive businesses
Expand to new
geographies
Develop growth enablers
Orion has long and complex upstream supply chain where there are risks related to external
suppliers’ ESG impacts, or their non-compliance with ESG business ethics or requirements, or
related to unforeseen negative ESG events, such as physical effects of climate change. Due to
these risks:
• Orion experiences financial losses and/or damage to its reputation
• Orion’s critical medicines (patient critical/high market share) become unavailable
• Orion misses business opportunities (e.g. lacking qualification for tender processes)
• Orion’s supply chain resilience and/or reliability declines
None of these risks are material separately, but they are material in aggregate.
Upstream
This risk affects mostly
Orion’s generics business,
which is very dependent on
externally sourced
products, to some extent
also Fermion, which is
dependent on many API
intermediate suppliers.
Medicines non-availability
due ESG non-compliance
of Orion’s suppliers or
Orion’s weakened supply
chain resilience cause
insecurity to plans aimed
for entering to new
markets.
Sustainability across the
entire value chain and
product life cycle is one of
Orion’s strategic capability
development areas.
Orion Group is committed to strictly comply with relevant laws and regulations, while also
maintaining high ethical standards as outlined in Orion’s Code of Conduct and other related
policies.
Orion’s business conduct is governed by Orion’s Corporate Governance Manual, Code of
Conduct, and the supplementary policies such as Sustainability Policy, Anti-Corruption Policy,
Privacy Policy, and People Policy.
G1 IRO-1 The identification and assessment of
material impacts, risks and opportunities related to
business conduct
The process is described in section IRO-1 The identification and assessment of materials impacts,
risks and opportunities. Key elements of Orion’s approach to identifying, assessing and
managing of material impacts, risks and opportunities related to business conduct and corporate
culture include also regular employee Pulse Surveys and due diligence procedures including
procurement processes, supplier assessments, supplier audits and Compliance Line.
G1-1 Corporate Governance
Corporate Governance and Code of Conduct are the cornerstones of Orion’s corporate culture.
Orion’s business conduct is governed by Orion’s Corporate Governance Manual, Code of
Conduct and the supplementary policies such as Sustainability Policy, Anti-Corruption Policy,
Privacy Policy, and People Policy. The policies are supplemented with focus area specific
instructions and guidelines, such as Standard Operating Procedures (SOP).
Corporate Governance Manual
Orion’s Corporate Governance Manual lays down the foundation for Orion’s corporate culture by
describing the corporate governance of the Group and establishing the key operating principles
in the organisation. It also defines the compositions of the key governing bodies as well as
instructions containing the management practices and management culture.
Administrative, management and supervisory bodies
The roles of Orion’s administrative, management and supervisory bodies are presented in
section
Sustainability governance and strategy. The Board of Directors, the Audit Committee, the
President and CEO of Orion Corporation and the Executive Management Board have a key role
in building and developing Orion’s corporate culture.
The expertise of administrative, management and supervisory bodies on business conduct
matters is ensured by 1) appointing experienced members in these bodies, 2) ensuring that the
members of the bodies complete the applicable compliance and ethics trainings, such as the
Code of Conduct training, 3) seeking approval for updated business conduct related policies in
these bodies and 4) maintaining and developing the bodies’ expertise by regularly reporting on
business conduct related matters in these bodies.
Board of Directors
The Board of Directors manages the operations of the company in accordance with the
provisions of the law and Orion’s Articles of Association. It handles and decides all the most
important issues relating to the operations of the whole Group or its units, regardless of whether
ORION CORPORATION | Financial Statement documents 2024 102/217
the issues legally require a decision of the Board of Directors. The Board of Directors may handle
any issue relating to Orion if deemed appropriate by the Board of Directors or the President
and CEO.
The Board of Directors approves the Corporate Governance Manual as it affects their rights or
obligations, otherwise the President and CEO decides. The Board of Directors also approves the
Code of Conduct. The Board of Directors provides direction to promote corporate culture by
ensuring that good corporate governance practices are followed in the Orion Group. It uses
committees which prepare matters belonging to their sphere of responsibilities and make
proposals to the Board of Directors. The Audit Committee is in key position in providing
oversight and direction to Orion’s corporate culture.
Audit Committee
Details on the Audit Committee’s role in assisting the Board of Directors in overseeing Orion’s
sustainability reporting and control can be found in the GOV-5 Risk management and internal
controls over sustainability reporting.
The Audit Committee of the Board of Directors evaluates the effectiveness of Orion’s internal
control and is responsible for evaluating the effectiveness of the internal reporting process. The
Audit Committee also supervises Orion’s Corporate Compliance and Ethics Programme. A
compliance and ethics review is presented to the Audit Committee twice a year by the
Compliance function.
The President and CEO and the Executive Management Board
The President and CEO of Orion Corporation manages the business operations of the Group
through the Business divisions. The directors responsible for the operations of the Business
divisions report to the President and CEO. The President and CEO carries out the steering and
supervision of the operations of the Business divisions with the assistance of the Executive
Management Board and the Group-level functions.
The Executive Management Board includes the President and CEO as Chair and persons
appointed by the Board of Directors of Orion Corporation as members. The Executive
Management Board functions as a body assisting the President and CEO in decision-making. The
Executive Management Board handles all the most significant issues relating to the operations of
the Group and its units, including all issues referred to be handled by the Board of Directors of
Orion Corporation from the Business divisions or Group-level functions. These issues include also
corporate culture related matters. In addition to deciding upon the matters processed in the
Executive Management Board’s meetings, the members of the Executive Management Board
provide direction to promote Orion’s corporate culture in their own positions as heads of
Business divisions and Group-level functions.
The Executive Management Board confirms the strategic key action plans for Orion’s Business
divisions and Group-level functions. Annual plans include activities that support Orion’s
corporate culture. In 2024, these action plans included the revision of Code of Conduct.
G1-1 Policies and Corporate Culture
Management practices and management culture
Orion’s management practices and management culture are based on compliance with the law
and the Articles of Association, and with Orion’s values and ethical business practices. Internal
control is part of normal steering and management of operations, and it is supported by risk
management and internal auditing. The aim of Orion’s internal control is to ensure that
operations are efficient and profitable, operational risks are adequately managed, laws and
regulations are complied with, and that information is reliable.
Code of Conduct
Orion’s Code of Conduct is the foundation of Orion’s responsible operations, through which
Orion sustains a healthy business culture. It sets out the principles and practices that support and
guide employees’ daily decisions, risk identification and stakeholder interactions. The Code of
Conduct is centred on three themes: compliance with laws and regulations, integrity, and
sustainability. It addresses material impacts, risks and opportunities within Orion’s Sustainability
Agenda, including topics such as ethical business conduct, anti-corruption, patient safety, respect
for human rights and environmental responsibility. Orion requires all its employees to familiarise
themselves with and comply with the Code of Conduct and practices resulting from it. Since
2018, Orion has been a member of the Pharmaceutical Supply Chain Initiative (PSCI), and Orion’s
policy covers the initiative’s principles. The Code of Conduct is available in 18 languages to
ensure accessibility to all employees. Orion fosters employee awareness through effective
internal communication channels and maintain public access to the policy on Orion’s corporate
website.
Code of Conduct has been approved by Orion’s Board of Directors. Orion’s Executive
Management Board carry the responsibility for its implementation. The Compliance function is
responsible for maintaining and developing a comprehensive Corporate Compliance and Ethics
Programme that supports Orion’s business objectives and ensures compliance.
Orion’s Corporate Compliance and Ethics Programme includes focus area specific compliance
programmes which are selected and designed based on compliance risk. In 2024, Orion had
established the following three focus area compliance programmes: Data Protection, Anti-
Bribery and Corruption, and Trade Compliance and Export Control. Utilising the compliance
programme structure ensures a systematic, effective and transparent way to ensure compliance
in selected focus areas.
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In 2024, Orion Code of Conduct was revised to align with regulatory changes, changes in Orion’s
operations and the evolving operating environment. All employees and Board members are
required to complete Code of Conduct e-learning and pass the test it includes in every two years
or when the course has been updated.
The Code of Conduct e-learning offers a thorough understanding of Orion’s business conduct
principles, along with practical examples and exercises to help employees in applying these
principles. The e-learning course was revised in 2024 to reflect the updated Code of Conduct
and is offered in 18 languages. The President and CEO of Orion Corporation promotes the
corporate culture and the Code of Conduct in a video message embedded into the training
course. The e-learning course includes also a section for a compliance commitment that is
collected from every Orionee.
Third Party Code of Conduct
The Third Party Code of Conduct defines the minimum requirements to which Orion expect its
suppliers, distributors and other partners to commit to. Third Party Code of Conduct
encompasses principles related to governance and management systems, ethical business
practices, human rights, health and safety, and environmental responsibility. Alongside national
and international regulations, it mandates the key principles for ethical and sustainable business
practices. The policy covers the PSCI Principles for Responsible Supply Chain Management. The
Company’s Third Party Code of Conduct is available in 14 languages.
Third Party Code of Conduct has been approved by Orion’s Executive Management Board, which
ultimately carry the responsibility for its implementation. The policy is publicly accessible on
Orion’s corporate website. The policy is communicated to Orion’s suppliers and other partners as
part of Orion’s sustainable procurement process, which includes partners confirming their
adherence to the policy requirements.
Other policies related to corporate culture and business conduct
Orion’s People Policy is foundational in governing all aspect of employment, in alignment with
Code of Conduct and Orion’s values. It guides efforts to create a supportive, inclusive, and
successful work environment, ensuring that key principles are upheld consistently across global
organisation. Orion’s corporate culture is built on mutual respect, integrity, and a shared
commitment to Orion’s mission of building well-being and empowering people worldwide to
enjoy life to the fullest. Central to this policy is encouraging open communication and fostering a
supportive environment for raising concerns. Through People Policy, corporate culture that
champions both professional growth and business success, is strengthened. Information on
People Policy is presented in the section on S1-1 Policies related to own workforce.
In addition to the policies presented in this section, potential and actual impacts related to ethical
corporate culture, sustainability of supply chain, and animal welfare, as well as risks associated
with the global supply chain, are managed through Orion’s Sustainability Policy. More
information about Orion’s Sustainability Policy is provided in the section E1-2 Policies related to
climate change mitigation and adaptation.
The principles concerning data protection and people’s right to privacy are included in Orion’s
Code of Conduct, Third Party Code of Conduct and Privacy Policy. These policies outline the
company’s commitment to protecting privacy, detailing the collection, use, disclosure, transfer
and storage of personal information, as well as the rights of individuals concerning their data. It
also covers the legal basis for processing of the personal data, the types of personal data
collected, and the measures taken to protect the privacy of personal data. These policies
safeguard the responsible handling of data both in Orion’s operations and in the value chain.
Company’s Privacy Policy has been approved by Orion’s President and CEO. The primary
responsibility for the implementation of the Policy in daily business is with respective
management in operating units. The Audit Committee of the Board of Directors conducts
oversight of compliance with the Policy via regular reporting by Orion’s Data Protection Officer.
The Policy is an internal document available in intranet. Orion’s privacy statement for general
public and data subjects is publicly accessible on Orion’s corporate website.
The principles concerning animal welfare are included in Company’s Code of Conduct, Third
Party Code of Conduct and Research & Development Ethics Policy. These policies demonstrate
Orion’s commitment to responsible animal research, complying with both all national and
international ethical principles for animal testing while safeguarding the welfare of the animals
both in Orion’s operations and in the value chain. All research involving animal testing is carefully
considered and properly justified. Animal welfare is a high priority at Orion, and Orion only uses
animals for research purposes if no regulatory authority-approved alternatives exist. In animal
testing, Orion applies the 3R principle (replacement, reduction, refinement). Company’s
Research & Development Ethics Policy has been approved by the President and CEO. The Senior
Vice President heading Orion’s R&D and the R&D leadership team carry the responsibility to both
regulatory and ethical conduct in Orion’s research and development. Similarly, the Senior Vice
President of Animal Health and the Animal Health leadership team carry the responsibility to both
regulatory and ethical conduct in Animal Health. The policy is publicly accessible on Orion’s
corporate website.
Compliance Line is Orion’s secure reporting channel for all
stakeholders
Orion’s commitment to integrity and responsible corporate culture is supported by the
Compliance Line. It serves both internal and external stakeholders. It is a secure online reporting
channel, maintained by an external service provider, available to anyone that wishes to report of
suspected misconduct. In addition to Compliance Line, stakeholders can report of their concerns
directly to Orion’s Compliance function by phone, mail or in a meeting.
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All received reports are processed confidentially by the Compliance function. Compliance Line 
acts also as the general grievance mechanism for employees in Orion’s supply chains and for any
other stakeholders that want to report complaints in, for example, fraud, theft, corruption,
fraudulent financial reporting, conflicts of interest, human rights, competition law, data
protection, environment, safety, trade compliance and violations of securities markets regulations
(under the Finnish Securities Markets Act).
In addition to the communications around and e-learning on the updated Code of Conduct in
2024, the new Compliance Line and Orion’s speak up culture was promoted for internal key
stakeholders, such as the regional HR representatives, and for all Orionees via Orion’s internal
communication channels.
Process to investigate identified misconducts
All received reports are investigated by Orion’s Head of Compliance or, by request of Head of
Compliance, another independent function such as Orion’s Internal Audit. Investigation methods
and approaches to handling concerns shall be thorough and consistent, but proportionate and
appropriate to the circumstances of the case. The reporter is given a chance to be heard after
submitting the report. The report is never used in decision-making without hearing the person(s)
whom the report concerns.
The fact-based outcomes of substantiated investigations shall be appropriate to the findings, and
they shall be decided by senior management ensuring objectivity and consistency of possible
disciplinary actions. In significant misconduct cases or when otherwise applicable, Orion’s Ethics
Forum, consisting of impartial members of the senior management, shall decide on the necessary
corrective actions to be taken.
Protection of persons reporting of misconduct
Orion’s Code of Conduct includes a non-retaliation statement, which has been supplemented in
the Compliance Line guidelines. Orion does not tolerate any retaliation against persons
reporting misconduct, or persons who participate in an investigation to resolve suspected
misconduct. Orion commits to fully protect individuals who report in good faith. Any information
the reporter provides will be treated in compliance with the applicable whistleblower protection
legislation. In criminal cases, the relevant parties will be informed that their identity may become
public for legal reasons.
Information on protecting the reporting persons, the non-retaliation policy and on the
designation of Compliance function as the receiving and investigating function of the reports, is
disclosed in the Code of Conduct,  the Compliance Line portal, and in Orion’s Code of Conduct
e-learning training course.
G1-2 Management of relationships with suppliers
Orion has a vast network of suppliers in over 50 countries, providing packaging materials, raw
materials, products and services. Orion’s Procurement policy covers all procurement activities
within Orion Group, including strategic and operational procurement, supporting the company’s
strategy. Its general objective is to ensure quality, availability, cost efficiency, compliance with
Orion sustainability requirements, and innovation in procurement. The policy applies to both
upstream and downstream value chains.
The implementation of the procurement policy is monitored through defined processes and
tools, such as the procurement strategy process, procurement process, supplier relationship
management process, sustainable procurement process and risk management process. Orion’s
Executive Management Board is ultimately responsible for approving and implementing the
procurement policy.
Orion aims to promote best-in-class responsible practices in its procurement processes together
with its partners in order to reduce risks of unsustainable business practices, reduce negative
environmental impacts and promote social responsibility, human rights and employees’ well-
being & careers in the supply chain. Recognising that its own activities only influence part of the
value chain, Orion emphasises the importance of fostering sustainable practices with its partners.
Orion expects its suppliers, distributors, and other partners to commit to Orion’s Third Party
Code of Conduct. This commitment is of central importance in supporting Orion’s Procurement
Policy objectives of having sustainability as a key principle for supplier selection. In 2019, the
Orion Executive Management Board set the target of 100% coverage of all active suppliers of
packaging materials, raw materials, and products. Although no specific timeline was set for this
target, continuous efforts have been made to reach it.  In 2024, 94% (by spend) and 73% (by
amount of suppliers) of Orion’s active suppliers of packaging materials, raw materials, and
products confirmed their adherence to the Third Party Code of Conduct. VMD integration to
Orion Corporation was brought to completion in 2023 and as of 2024, VMD active packaging
materials, raw materials and product suppliers have become part of the suppliers in scope of the
targets. A Compliance & Sustainability development program has been initiated to increase the
Third Party Code of Conduct integration into supplier agreements at VMD.
Orion has a systematic risk-based approach for managing its global supply chain. Suppliers are
assessed based on their industry, location, and business criticality. For VMD, Compliance &
Sustainability development program has been initiated, and implementation of a risk-based
approach is in progress. Orion uses self-assessments or on-site audits as risk mitigation tools. The
PSCI provides the opportunity to share audit reports with other member companies to reduce
the audit burden within the pharmaceutical industry.
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G1-3 Prevention and detection of corruption and
bribery
The principles concerning anti-corruption are included in Orion’s Code of Conduct and Anti-
Corruption Policy. The zero-tolerance approach adapted in these policies prohibits employees to
directly or indirectly give, promise, authorise or offer money or anything else of value to anyone
in connection with business dealings in order to obtain an improper advantage or influence
decision-making. Employees are also instructed to intervene without delay in any non-
compliance situation and report suspected violations to their managers or to the Compliance
function. In accordance with the policy, Orion does not tolerate any form of bribery or corruption
in any of its business operations.
Orion’s business partners are required to comply with Orion’s Third Party Code of Conduct,
which includes key requirements for preventing corruption and bribery and for complying with all
applicable laws, including the US Foreign Corrupt Practices Act (FCPA) and the UK Bribery Act.
Orion’s Anti-Corruption Policy has been approved by the Board of Directors. The primary
responsibility for the implementation of the Policy in daily business is with respective
management in operating units. The Board of Directors conducts oversight of compliance with
the Policy. The policy is publicly accessible on Orion’s corporate website and in the intranet.
Anti-Corruption Policy is supplemented with risk-based focus-area specific guidelines. A group-
level guideline, Orion code of ethics for promotion and external engagement, provides
instructions on business hospitality and gifts for employees involved in the marketing and sales
activities of Orion’s medicinal or non-medicinal products or other customer engagement.
Orion’s group-level Anti-Bribery and Corruption compliance programme is driven by Orion’s
Compliance function. The programme is managed utilising Orion’s compliance programme
structure, which defines the key operating procedures. Annual action plan is approved by the
Executive Management Board. A compliance review with follow-up of annual action plans is
reported to the Audit Committee of the Board of Directors twice a year.
Anti-corruption awareness trainings
Maintaining and improving the Orionees’ awareness is one of the key corruption prevention and
risk mitigation mechanisms in Orion’s Anti-Bribery and Corruption Programme. The revised Code
of Conduct e-learning training course includes a comprehensive section on anti-bribery and
corruption. The training includes, for example, definitions and awareness information on different
forms of corruption, guidance on business hospitality and gifts, interactions with public officials,
instructions on donations and sponsorship as well as conflict of interest. It also provides
instructions on how to act when suspecting corruption. The training includes anti-corruption
related case examples and a final test that must be passed to obtain a training certification.
All employees as well as administrative, management and supervisory bodies are required to
complete the Code of Conduct 2024 e-learning training which ensures knowledge of Orion’s
anti-corruption related guidelines.
In addition to the Code of Conduct training, white-collar employees are expected to complete at
least once an advanced anti-corruption e-learning training module as part of their onboarding.
White-collar employees are considered to represent all of Orion’s functions at risk in respect of
corruption and bribery, and to be in a position to identify such risks within Orion’s or its business
partners activities. The Anti-bribery and corruption e-learning is offered in English and in the
most common languages used in Orion’s subsidiaries.
The Code of Conduct e-learning trainings, which now includes a comprehensive anti-corruption
content, were the priority in anti-corruption trainings in 2024. The advanced anti-corruption e-
learning will be updated to reflect the updated Code of Conduct in 2025. The new online
training must be completed every time its content has been renewed or at the latest every two
years. During 2024, employees working with supply chains were provided with classroom
training on anti-corruption related requirements.
The key procedures to prevent, detect, and address allegations or
incidents of corruption
Detection of corruption and requires employees’ awareness of different forms of corruption.
Hence, the key procedure in ensuring detection of corruption is training of all employees. The
revision of Code of Conduct, especially its section on anti-corruption, and completion of
e-learning training programme were the key activities in 2024. Additionally, the internal
promotion of speak up culture and the launch of the new Compliance Line reporting portal,
supported Orion’s capability to prevent and detect of corruption. All suspected or witnessed
incidents of corruption are instructed to be reported. Compliance function, being competent to
perform also complex investigations, and independent from chain of management of the
investigated matter, investigates all reported or otherwise identified incidents of corruption.
Metrics related to business conduct
G1-4 – Incidents of corruption or bribery
In 2024, there were no convictions or fines imposed to Orion Corporation or any of the Orion
Group Companies for violation of anti-corruption and anti-bribery laws. Throughout the reporting
period, no instances of confirmed corruption or bribery were identified within Orion’s internal
control mechanisms. To the best of Orion’s knowledge, there were no legal cases regarding
corruption or bribery brought against Orion or, against Orion’s own workers during the
reporting period.
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G1-3 Anti-bribery and corruption e-learning training (advanced module)
White-collar employees
Executive
Management Board
Total number of target group
2,903
9
Number of completed trainings
2,437
9
Training coverage (%)
84%
100%
Code of Conduct e-learning training (revised version 2024)
All employees
Board of Directors
Executive
Management Board
Total number of target group
3,786
8
9
Number of completed trainings
3,565
8
9
Training coverage (%)
94%
100%
100%
Reporting principles for metrics
The reporting procedure with respect to metrics related to business conduct cover Orion’s Code
of Conduct e-learning training and the advanced e-learning training module for Anti-Bribery and
Corruption. This reporting procedure includes the following steps: 1) defining the target group
of the training (functions at risk), 2) establishing  the reporting period, 3) collecting the training
performance records from Orion’s e-learning training platform during the reporting period and
4) evaluation of training performance records against accurate HR data. The definition of
functions at risk and the reported training performance encompass all of Orion's operating
countries and personnel groups. Validation of data is performed by Orion’s Compliance function.
Corporate Governance
Statement
1 General principles .....................................................................................................
2 Management system ................................................................................................
3 General Meeting of Shareholders .........................................................................
4 Board of Directors .....................................................................................................
5 Committees of the Board of Directors ..................................................................
6 President and CEO ....................................................................................................
7 Executive Management Board ...............................................................................
8 Internal control, risk management and internal audit .......................................
9 Insider Administration ..............................................................................................
10 Related Party Policy ................................................................................................
11 Audit ...........................................................................................................................
12 Shareholdings in Orion Corporation of the Board of Directors and the
Executive Management Board ...................................................................................
13 Introductions of the members of the Board of Directors ...............................
14 Introductions of the Executive Management Board members
as on 31 December 2024 ...........................................................................................
ORION CORPORATION | Financial Statement documents 2024 108/217
1 General principles
The operations and activities of Orion Corporation and its subsidiaries (the Orion Group) are
based on compliance with laws and regulations issued thereunder, as well as with ethically
acceptable operating practices. The tasks and duties of the different governance bodies of the
Group are determined in accordance with legislation and the corporate governance principles of
the Group.
In its governance, Orion Corporation follows the Finnish Corporate Governance Code 2025 for
companies listed on Nasdaq Helsinki Ltd. Orion Corporation departs from the Code’s
recommendation No. 15 concerning the election of members to the Nomination Committee,
which can also include persons other than members of the Board. The Company considers the
departure justified in view of the Company’s ownership structure and the potential for flexibility
when preparing for the election of the Board members. In addition, the Company regards that
the departure promotes the proper implementation of the Company’s governance system in
such a way that, i.a., the manner applied to the preparation of the composition of the Board of
Directors promotes the interaction between the Board and the largest shareholders and enables
the opinions of the shareholders to be observed already when the proposed composition is
being prepared. The Board of Directors of Orion Corporation has decided on the departure from
the Code when confirming the charter of the Nomination Committee. The essentials of the
charter of the Committee and the manner applied to the preparation of the proposal for the
Board composition are described later in section 5.3.4 Charter of the Nomination Committee.
The Finnish Corporate Governance Code is available on the Securities Market Association’s
This Corporate Governance Statement as part of the Report by the Board of Directors as well as
an up-to-date description of the governance are available on the Company’s website, at
ORION CORPORATION | Financial Statement documents 2024 109/217
2 Management system
The management system of the Orion Group consists of the Group level functions and Business
divisions. In addition, the system includes the organisation of the administration of the legal
entities. For the steering and supervision of operations, the Group has a control system for
all levels.
Orion_CG_hallinnointi_2023_EN.svg
The management of the whole Group takes place at the Group level. The following are examples
of management of the whole Group at the Group level:
determination and follow-up of the Group strategy
the basic organisation and the steering and supervision of the operations of
the Business divisions
the largest investment decisions
issues concerning the entire parent company and the Group.
The business operations of the Group take place in Business divisions. The different Group level
functions provide services to the Business divisions, each function being responsible for
organising its own responsibility area Group-wide.
ORION CORPORATION | Financial Statement documents 2024 110/217
2.1 Group level
2.1.1 Parent company Orion Corporation
The parent company of the Group is Orion Corporation, whose shareholders exercise their
decision-making power at a General Meeting of Shareholders in accordance with the Finnish
Companies Act and the Articles of Association. The Company is not aware of any agreements
between shareholders other than information on the exercise of voting rights notified to the
Company mentioned in connection with listing of the Company’s largest shareholders.
The list of the largest shareholders is available on the Company’s website at
2.1.2 Board of Directors of the parent company
The Board of Directors of the parent company comprises at least five (5) and at most eight (8)
members elected by a General Meeting of Shareholders. The term of the members of the Board
of Directors ends at the end of the Annual General Meeting of Shareholders following the
election. The General Meeting of Shareholders elects the Chair of the Board of Directors, and the
Board of Directors elects the Vice Chair of the Board of Directors, both for the same term as the
other members.
The Board of Directors manages the operations of the Company in accordance with the
provisions of the law and the Articles of Association. The Board of Directors of the parent
company also functions as the so-called Group Board of Directors. It handles and decides all the
most important issues relating to the operations of the whole Group or any units irrespective of
whether the issues legally require a decision of the Board of Directors. The Board of Directors
may handle any issue relating to a company or unit of the Orion Group if deemed appropriate by
the Board of Directors or the President and CEO of the parent company. The Board also makes
sure that good corporate governance practices are followed in the Orion Group. The Board’s
charter includes a list of key matters to be handled by the Board of Directors.
The Board of Directors has an Audit Committee, a Personnel and Remuneration Committee and
an R&D Committee. The members and the chairs of the committees are elected by the Board of
Directors from among its members in the organising meeting following the election of the
Directors. Each committee shall have at least three members and they shall have the expertise
and experience required for the duties of the committee. The designated auditor of the
Company’s auditor also attends the meetings of the Audit Committee. The committees prepare
matters belonging to their sphere of responsibility and make proposals on these matters to the
Board of Directors.
In addition to the committees composed of Board members, the Company has a Nomination
Committee, which can also include persons other than members of the Board. The Nomination
Committee prepares a recommendation to the Board of Directors for the proposal to the Annual
General Meeting of the Shareholders concerning the composition and compensation of the
Board. In its recommendation, the Committee observes the recommendations 8 and 10 of the
Corporate Governance Code concerning the composition of the Board and the independence of
the Directors.
2.1.3 President and CEO of the parent company
The President and CEO of the parent company is elected by the Board of Directors. In
accordance with the Finnish Companies Act, the President and CEO is in charge of the day-to-
day management of the Company in accordance with instructions and orders issued by the
Board of Directors. In addition, the President and CEO ensures that the bookkeeping of the
Company complies with the law and that its asset management is arranged in a reliable way.
The President and CEO of the parent company manages the Group’s business operations
through the Business divisions. Accordingly, the executives responsible for the Business divisions
report to the President and CEO. The President and CEO carries out the steering and supervision
of the operations of the Business divisions with the assistance of the Executive Management
Board and the Group level functions.
2.1.4 Executive Management Board
The Executive Management Board includes the President and CEO as Chair, and other persons
appointed by the Board of Directors of the parent company as members. The Executive
Management Board assists the President and CEO in decision-making.
The Executive Management Board handles the most significant issues relating to the operations
of the Group and its units, including all issues of the Business divisions or Group level functions
that are referred to be handled by the Board of Directors of the parent company. However, the
President and CEO may, where deemed appropriate, decide that an issue shall not be referred to
be handled by the Executive Management Board.
2.1.5 Group level functions
The Group level functions are part of the management and supervision system, participating in
the steering and supervision of the operations of the Group entities in their own operating areas.
In this task, the Group level functions assist the President and CEO in the management of the
Group.
The Group level functions are in charge of various functions.
ORION CORPORATION | Financial Statement documents 2024 111/217
2.2 Business divisions and Group level functions
2.2.1 Business divisions
The business operations of the Group are organised into Business divisions. Each Business
division is managed by an executive, who is responsible for the operations and operative
management of the Business division and who reports to the President and CEO. The Business
divisions of the Group are:
Animal Health
Branded Products
Fermion (belongs to Global Operations)
Generics and Consumer Health
Innovative Medicines.
2.2.2 Group level functions
The Group level functions, within their designated areas of responsibility, support all the Business
divisions of the Group and provide the services that the Business divisions require. The Group
level functions are as follows:
Corporate Functions
Finance & Strategy
Global Operations
Research & Development
Quality Management.
2.3 Administration of legal entities
From the point of view of business operations, the Group subsidiaries operate in accordance with
the Group’s management system. In matters that are not directly subject to any Business division
or Group level function, the subsidiaries operate in accordance with instructions by the President
and CEO of the parent company.
3 General Meeting of Shareholders
The Annual General Meeting of the Shareholders of Orion Corporation shall be held by the end
of May each year on a date decided by the Board of Directors. A shareholder intending to attend
a General Meeting of Orion Corporation must be registered as a shareholder in the Company’s
shareholder register maintained by Euroclear Finland Oy on the record date of the General
Meeting, and the shareholder must submit a notice of attendance to the Company no later than
on the date specified in the notice to convene, which can be at the earliest ten days prior to the
meeting. A notice to convene a General Meeting of the Shareholders of Orion Corporation shall
be published in a stock exchange release and on the Company’s website no earlier than two
months and no later than three weeks prior to the General Meeting, however at least nine days
prior to the record date of the General Meeting of Shareholders.
At a General Meeting of Shareholders, a shareholder may vote the number of votes conferred by
the shares held on the record date. Each A share of Orion Corporation entitles its holder to
twenty (20) votes at General Meetings of Shareholders and each B share one (1) vote. However, a
shareholder cannot vote more than 1/20 of the aggregate number of votes from the different
share classes represented at the General Meetings of Shareholders.
Decisions at a General Meeting of Shareholders shall be taken through the decision-making
process of the Finnish Companies Act and the Articles of Association.
The Annual General Meeting of Shareholders shall consider and resolve on matters provided by
the applicable law and the Articles of Association of the company.
The decisions of the Annual General Meeting are published in a stock exchange release after the
meeting. The meeting documents are kept on the Company’s website at least five years from the
meeting. The minutes of the meeting are provided in Finnish only and they are made available on
the Company’s website within two weeks of the meeting.
ORION CORPORATION | Financial Statement documents 2024 112/217
4 Board of Directors
4.1 Members of the Board of Directors as of
20 March 2024
Member of the Board
Board of
Directors
Born
Education
Main position
Veli-Matti Mattila
Chair
1961
M.Sc. (Tech), MBA
Board professional
Hilpi Rautelin
Vice Chair
1961
M.D., Ph.D.,
Specialist in Clinical
Microbiology
Visiting Professor,
Karolinska Institutet
Kari Jussi Aho
Member
1960
M.Sc. (Econ. and
Bus. Adm.), MBA
Business owner and
entrepreneur
Maziar Mike Doustdar
Member
1970
B.A. (Int. Bus.)
Executive Vice President,
Novo Nordisk
Ari Lehtoranta
Member
1963
M.Sc. (Eng.)
Board professional
Eija Ronkainen
Member
1966
M.D., Specialist in
Internal Medicine
Specialist in Internal
Medicine, Hyvinkää Hospital
Henrik Stenqvist
Member
1967
M. Sc. (Bus. Adm.
and Econ.)
CFO, Swedish Orphan
Biovitrum AB
Karen Lykke Sørensen
Member
1962
M. Sc. (Eng.), MBA
Board professional
The holdings in Orion Corporation of the members of the Board of Directors are presented in
chapter 12 Shareholdings in Orion Corporation of the Board of Directors and the Executive
Management Board of this Statement. Biographical details of Directors are presented in chapter
13 Introductions of the members of the Board of Directors of this Statement. Information updated
afterwards about the Directors is available at www.orionpharma.com .
4.2 Independence of the Board members
All members of the Board of Directors have been evaluated to be independent of the Company
and its significant shareholders in the manner described in the Finnish Corporate Governance
Code.
4.3 Meetings of Board of Directors and Board’s
right to receive information
A new member of the Board of Directors shall at the start of the term of office be familiarised with
the Company structure, strategy, operations and different business areas, and the Group’s
Corporate Governance.
In 2024, altogether 12 Board meetings were held (11 Board meetings in 2023). The average
attendance of the members was 99% (98%).
Attendance in Board meetings financial year 2024
Member of the Board
Attendance /
no. of meetings
Attendance -%
Board members at 31 December 2024
Veli-Matti Mattila, Chair
12/12
100%
Hilpi Rautelin, Vice Chair
12/12
100%
Kari Jussi Aho
12/12
100%
Maziar Mike Doustdar
11/12
92%
Ari Lehtoranta
12/12
100%
Eija Ronkainen
12/12
100%
Henrik Stenqvist
10/10
100%
Karen Lykke Sørensen
12/12
100%
Former Board members
Mikael Silvennoinen (until 20 March 2024)
2/2
100%
The Board of Directors conducted the most recent evaluation of its operations in autumn 2024.
In the annual evaluation, the Board of Directors assesses, among other things, the strategic
effectiveness and efficiency of the Board’s work and the cooperation between the Board of
Directors and the President and CEO. The purpose of the evaluation was to identify potential
areas for development and to find ways to further develop the strategic effectiveness and the
efficiency of the Boards work and the cooperation with the President and CEO. In the evaluation
of its operations, the Board also conducts an evaluation of operations of its committees.
ORION CORPORATION | Financial Statement documents 2024 113/217
4.4 Charter of the Board of Directors
The Board of Directors has adopted a written charter containing the rules for:
constitution of the Board of Directors
meeting arrangements
minutes of the meetings
confidentiality obligations of Board members
disqualification situations
the most important matters to be handled by the Board
communication about the matters handled by the Board
evaluation of the Board’s operations.
The members of the Board have an obligation to see to it that the provision of the Companies Act
pertaining disqualification. A disqualified member shall inform about his/her disqualification
before the consideration of the matter and withdraw from the consideration. Disqualification shall
always be recorded into the minutes of the meeting.
The members of the Board shall follow the obligations concerning insiders provided in
legislation, regulations and the Insider Guidelines of the Orion Group.
The Board of Directors conducts regular evaluations of its operation and working methods.
The mode of operation of the Board of Directors is described in more detail in section 2.1.2
Board of Directors of the parent company.
4.5 Principles Concerning Diversity of Board of
Directors
Orion regards diversity as an important and natural approach in its operations. The principles
concerning the diversity of the Board of Directors are in line with this premise.
In accordance with the Company’s Articles of Association, the Board of Directors shall comprise
at least five (5) and at most eight (8) members. The term of the members of the Board of Directors
shall end at the end of the Annual General Meeting of the Shareholders following the election.
The General Meeting of the Shareholders shall elect the Chair of the Board of Directors and the
Board of Directors shall elect the Vice Chair of the Board of Directors, both for the same term as
the other members.
The Corporate Governance Code for the companies listed on the Nasdaq Helsinki provides that
the composition of the board of directors shall reflect the requirements set by the company’s
operations and development stage. A person elected as a director must have the competence
required by the position and the possibility to devote sufficient time to attending the duties. The
number of directors and the composition of the board of directors shall be such that they enable
the board of directors to see to its duties efficiently. Both genders shall be represented in the
board of directors. The Code also provides recommendations concerning the independence of
the members of the board of directors and the board committees.
The proposals for the composition and remuneration of the Board of Directors of Orion are
prepared by the Company’s Nomination Committee, which is a body established and elected by
the Board of Directors. Departing from the recommendation of the Corporate Governance Code,
the Nomination Committee can also include persons other than members of the Board. Before
appointing members to the Committee, the Board shall hear the views of the largest
shareholders in the shareholder register by the number of votes about the composition of the
Committee. The hearing takes place at a meeting to which the twenty (20) largest registered
shareholders by the number of votes shall be invited. The task of the committee is to prepare and
present a recommendation to the Board of Directors for the proposal to the Annual General
Meeting of shareholders concerning the composition and remuneration of the Board. The Board
of Directors independently decides on its proposals to the General Meeting. The composition
and remuneration of the Board of Directors are decided by the General Meeting.
When preparing the composition of the Board of Directors of Orion, attention is paid to the
afore-mentioned requirements set by the Company’s Articles of Association and the Corporate
Governance Code, as well as to the requirements set by the Company’s operations and the
accrued attributes of diversity. Diversity is considered not only from the aspect of gender but also
from other attributes promoting the Board’s diversity, such as the age structure of the Board, the
members’ educational and professional background, their experience relevant for the position,
and personal characters, for example. When preparing the composition, the way how the
members’ skills, education and experience complement each other is also assessed. The
Company’s long-term needs are also taken into account.
The purpose of the diversity principles is to contribute to making sure that the Board’s combined
competence and experience and the diversity of its composition are sufficiently aligned with
Orion’s strategic and operational needs. With regard to gender structure, the objective is that
both genders are sufficiently represented on the Board. In 2024, there were three women and
five men on the Board of Directors.
The principles concerning the diversity of the Board of Directors are available to the nomination
committee when preparing its recommendation concerning the composition of the board.
Overall, these principles have been well implemented.
ORION CORPORATION | Financial Statement documents 2024 114/217
5 Committees of the Board of Directors
5.1 Members of the Board Committees
Composition of the Board of Directors and Board Committees as of
20 March 2024
Member of the Board
Board of
Directors
Audit
Committee
Personnel and
Remuneration
Committee
R&D
Committee
Veli-Matti Mattila
Chair
Chair
Hilpi Rautelin
Vice Chair
Member
Chair
Kari Jussi Aho
Member
Member
Member
Maziar Mike Doustdar
Member
Member
Ari Lehtoranta
Member
Chair
Eija Ronkainen
Member
Member
Member
Henrik Stenqvist
Member
Member
Karen Lykke Sørensen
Member
Member
Member
Nomination Committee, appointed on 26 April 2024
Member of the
committee
Gender
Committee
Hilpi Rautelin
Female
Chair
Annika Ekman
Female
Member
Petteri Karttunen
Male
Member
Minna Maasilta
Female
Member
Veli-Matti Mattila
Male
Member
Seppo Salonen
Male
Member
5.2 Meetings of the Board Committees
In financial year 2024, the committees had meetings and members attended the meetings as
described below.
Member of the committee
Audit
Committee
Personnel and
Remuneration
Committee
R&D
Committee
Nomination
Committee
Board committee members
at 31 December 2024
Veli-Matti Mattila
6/6
2/2
Hilpi Rautelin
6/6
4/4
3/3
Kari Jussi Aho
1/1
5/5
4/4
Maziar Mike Doustdar
5/6
Ari Lehtoranta
4/4
Eija Ronkainen
4/4
4/4
Henrik Stenqvist
3/3
Karen Lykke Sørensen
4/4
4/4
Annika Ekman
3/3
Petteri Karttunen
2/3
Minna Maasilta
3/3
Seppo Salonen
3/3
Former Board committee
members
Mikael Silvennoinen
(until 20 March 2024)
1/1
1/1
5.3 Charters of the committees
The role of the committees, according to their charters, is limited to making proposals to
the Board, without decision-making authority. The Board has confirmed a charter for
each committee.
ORION CORPORATION | Financial Statement documents 2024 115/217
5.3.1 Charter of the Audit Committee
According to its charter, the Audit Committee shall comprise at least three members elected by
the Board annually from among its members for the term of the Board. The members shall have
sufficient expertise and experience with respect to the committee’s area of responsibility and the
mandatory tasks related to auditing, and at least one member shall have expertise in accounting
or auditing.
The majority of the members shall be independent of the Company, and at least one member
shall be independent of significant shareholders of the Company. The qualifications and the
independence of the members are evaluated in accordance with the Corporate Governance
Code for Finnish listed companies.
The committee shall meet at least four times per year, and it shall report regularly on its activities
to the Board.
The committee concentrates particularly on assisting the Board of Directors in overseeing the
company’s financial and sustainability reporting and control. Its duties related to financial
reporting and disclosures include e.g.:
monitoring and assessing the Group’s financial and sustainability reporting processes and
reporting systems
monitoring the operation and effectiveness of internal control and risk management in terms of
financial reporting and sustainability reporting
monitoring the quality and integrity of financial statements, half-year reports, interim reports,
other financial reports, and sustainability reports.
The mandatory and other tasks related to auditing include e.g.,:
preparing the appointment of the Company’s auditor and sustainability reporting assurance
provider
assisting the Board of Directors in monitoring the services provided by the auditor and
sustainability reporting assurance provider
assessing independence of the auditors and the sustainability reporting assurance provider
monitoring and evaluating the quality and independence of the auditor’s activities and the
provision of non-audit and assurance services by the auditor and sustainability reporting
assurance provider.
Other duties of the Audit Committee also include e.g.,:
monitoring the financial and tax positions of the Company
monitoring the internal control and risk management systems, risk management processes and
major risks including financial, funding, tax, and information security risks
evaluating compliance processes concerning laws and regulations
determining the principles for monitoring and evaluating related party transactions
monitoring and assessing how agreements and other legal acts between the Company and its
related parties meet the requirements of ordinary activities and arm’s-length terms.
5.3.2 Charter of the Personnel and Remuneration
Committee
The Personnel and Remuneration Committee serves as a remuneration committee in accordance
with the Corporate Governance Code for Finnish listed companies. According to its charter, the
Personnel and Remuneration Committee shall comprise at least three members elected by the
Board annually from among its members for the term of the Board. The majority of the members
of the committee shall be independent of the Company in the manner described in the
Corporate Governance Code. The members shall have the expertise and experience required for
the duties of the committee.
The committee shall meet at least twice a year, and it shall report regularly to the Board.
The committee shall e.g., prepare and evaluate the remuneration and prepare matters related to
the appointment of President and CEO of Orion Corporation and the Executive Management
Board of the Orion Group, as well as succession planning. The committee shall prepare also the
remuneration principles followed by the Company. The committee is also responsible for
evaluating the development of the organisation, as well as preparing and evaluating the
remuneration principles of other personnel. The committee does not have independent decision-
making power, but its role is limited to making proposals to the Board.
5.3.3 Charter of the R&D Committee
According to its charter, the R&D Committee shall comprise at least three members elected by
the Board annually from among its members for the term of the Board. The members shall have
the expertise and experience required for the duties of the committee.
The committee shall meet at least twice a year, and it shall report regularly to the Board.
The committee shall analyse, evaluate and present proposals to the Board on matters concerning
research and product development at the Orion Group. The Committee presents its evaluation of
research and product development activities, material partnering opportunities, and the portfolio
situation to the Board.
ORION CORPORATION | Financial Statement documents 2024 116/217
5.3.4 Charter of the Nomination Committee
In addition to the committees composed of Board members, the Company has a Nomination
Committee, which, departing from the recommendation of the Corporate Governance Code, can
also include persons other than members of the Board. The reasons for departing from the Code
are explained in chapter 1 General principles of this Statement. The majority of the members of
the Committee shall be independent of the Company in the manner described in the Finnish
Corporate Governance Code. The members shall have the expertise and experience required for
the duties of the committee. Neither the President and CEO nor a member of the Executive
Management Board of the Company may be a member of the committee.
According to the Nomination Committee’s charter, the members and the chair of the committee
are appointed by the Board annually. For the appointments, the Board shall hear the views of the
largest shareholders in the shareholder register by the number of votes about the composition of
the committee. The hearing takes place at a meeting to which the twenty (20) largest registered
shareholders by the number of votes shall be invited. Shareholders not entitled to participate in
General Meetings based on their shareholdings are, however, disregarded in calculating the
largest shareholders. The term of office of the members ends when the Board has elected the
next Nomination Committee. The committee shall meet when necessary and regularly report on
its work to the Board of Directors.
The duty of the committee is to prepare and present a recommendation to the Board of Directors
for a proposal to the Annual General Meeting of shareholders concerning the composition and
compensation of the Board. A proposal for remuneration shall be prepared according to the
remuneration policy of the Company’s governing bodies. The committee shall announce to the
Board its proposal to the Annual General Meeting of shareholders concerning the composition
and compensation of the Board. The recommendation prepared by the committee shall not be
regarded as a proposal by a shareholder to an Annual General Meeting of shareholders. Nor
shall the recommendation have any impact on the Board’s independent decision-making power
or its right to make proposals to Annual General Meetings of shareholders. The committee’s
other duties include preparing principles for the diversity of the Board and succession planning
concerning the members of the Board.
6 President and CEO
Liisa Hurme has been the President and CEO of Orion Corporation and Chair of the Group’s
Executive Management Board since 1 November 2022. Hurme was born in 1967 and holds a
Ph.D. in Biochemistry.
The role and responsibilities of the President and CEO are described in more detail in section
2.1.3 President and CEO of the parent company.
7 Executive Management Board
Composition of the Executive Management Board as on 31 December 2024
Member of the
Executive
Management Board
Position
Liisa Hurme
President and CEO of Orion Corporation,
Chair of Executive Management Board
Satu Ahomäki
Senior Vice President, Generics and Consumer Health
Olli Huotari
Senior Vice President, Corporate Functions
Juhani Kankaanpää
Senior Vice President, Global Operations, Fermion
René Lindell
Chief Financial Officer
Niclas Lindstedt
Senior Vice President, Animal Health
Julia Macharey
Senior Vice President, People & Culture
Hao Pan
Senior Vice President, Branded Products
Outi Vaarala
Senior Vice President, Innovative Medicines and Research & Development
In 2024, the employees were represented in the Executive Management Board by
Jani Korhonen, CMC Development Manager, Animal Health R&D.
The holdings in Orion Corporation of the Executive Management Board are presented in chapter
12 Shareholdings in Orion Corporation of the Board of Directors and the Executive Management
Board of this Statement. Biographical details of the Executive Management Board members are
presented in chapter 14 Introductions of the Executive Management Board members
as on 31 December 2024. Information updated afterwards about the Executive Management
Board members is available on the company’s website at www.orionpharma.com.
The role and responsibilities of the Executive Management Board are described in more detail in
section 2.1.4 Executive Management Board.
ORION CORPORATION | Financial Statement documents 2024 117/217
8 Internal control, risk management and
internal audit
8.1 Internal control of financial reporting
8.1.1 Objectives
At Orion, internal control to ensure the reliability of financial reporting is part of the Group’s
overall internal control, which aims to ensure that operations are efficient and profitable;
operational risks are managed adequately; laws, regulations and the Articles of Association are
complied with; and information is reliable.
The purpose of the internal control of financial reporting is to ensure to a sufficient degree that
financial reporting is accurate, in addition to ensuring compliance with internal guidelines and
with laws and other regulations.
8.1.2 Control environment
In accordance with the Finnish Companies Act, Orion’s Board of Directors is responsible for the
appropriate organisation of the control over accounting and asset management. The President
and CEO is responsible for ensuring the lawfulness of accounting and the reliable organisation of
asset management.
The Group’s business operations take place in Business divisions.
The various Group level functions provide the Business divisions with the services they need,
and each function is responsible for organising operations in its own area of responsibility across
the Group.
The Group level functions, within their designated areas of responsibility, support all the Business
divisions of the Group and provide the services that the Business divisions require.
The Group level functions, are part of the management and supervision system participating in
the steering and supervision of the operations of the Group entities in their own operating areas.
In this task, the Group level functions assist the President and CEO in the management of the
Group. At the Group level functions are responsible, for example, for the following functions:
Financial Administration and Treasury, Investor Relations, HR, Legal Affairs, Intellectual Property
Rights, Communications, Insider Management, Compliance, Public Affairs, Corporate
Responsibility and Information Management. The Group’s internal audit is organised as an
outsourced service that reports to the Board’s Audit Committee.
The Business divisions and Group level functions are responsible for ensuring that controls
related to financial reporting have been defined and are effective and up to date. The Financial
Administration professionals who are responsible for financial reporting at Orion, as well as the
professionals responsible for the business processes, play a key role in developing internal
control and reporting practices. In certain areas of operation, responsibility for control and
supervision is centralised in the Group’s financial function.
Orion’s values and management system, including its Code of Conduct, lay the foundation for
the control environment related to financial reporting. The President and CEO and the
company’s other executive management are responsible for highlighting the importance of
ethical principles and accurate financial reporting. The organisational structure and the allocation
of resources have been designed to ensure the effective control of financial reporting and
the diversification of duties.
8.1.3 Risk assessment
A precondition for risk assessment is that the organisation’s objectives have been defined.
Reliability is the general objective of financial reporting. This means that business transactions are
recorded and reported in accordance with the accounting rules. Assessed risks have been taken
into account in the control environment.
Risk assessment also includes the assessment of risks related to misconduct.
8.1.4 Control activities
Control activities are guidelines and procedures to ensure sufficient certainty of achieving the
organisation’s objectives, as well as seeking to ensure, through compliance with the guidelines
and procedures, that key measures determined by the company’s management in terms of risk
management are implemented effectively.
Orion’s control environment for financial reporting includes Financial Administration procedures,
process descriptions and guidelines; information system controls; and regular analysis of the
financial result, financial situation and cash flow. The purpose of controls is to ensure accurate
reporting and accounting and to protect against the assessed risks.
Other policies and guidelines related to risks and processes are documented as part of Orion’s
management system.
ORION CORPORATION | Financial Statement documents 2024 118/217
8.1.5 Communications
The Company’s communications support ensuring the accuracy and reliability of its financial
reporting. Orion’s employees have access to all principles and guidelines that are significant in
terms of financial reporting.
The Group’s Financial Administration and controller function are responsible for ensuring that all
parts of the Group comply with its common accounting principles and its common practices for
forecasting and reporting. They are also responsible for communicating these matters in the
Group’s various units. Orion’s controller network holds regular meetings and organises training
to ensure competence.
The Group’s centralised Financial Administration regularly prepares reports for the management
on its operational performance. These are supplemented by analyses prepared by the controllers
and by their comments on the level of performance. The Group’s Executive Management Board
is provided with monthly financial reports. Financial reports related to interim and annual
financial statements are discussed at the Audit Committee’s meetings and, subsequently,
by the Board of Directors.
8.1.6 Monitoring
The effectiveness of controls is monitored regularly as part of management to ensure that initially
effective controls do not become ineffective due to changes in the operating environment.
Controls are also updated in accordance with changes in processes, information technology
systems and personnel.
The Board of Directors and the Audit Committee regularly monitor the company’s financial result
and performance. This also includes monitoring whether the company has a sufficient number of
processes in place to assess risks and the effectiveness of controls in terms of financial reporting
at all organisational levels. The Audit Committee controls the company’s finances, financial
reporting, risk assessment and internal audit as part of corporate governance. Any shortcomings
in internal control are communicated in a timely manner to the parties responsible for corrective
measures and to the management and the Board of Directors, if necessary.
The internal audit function evaluates the internal control of financial reporting processes and
the related processes and procedures as part of business process audits.
ORION CORPORATION | Financial Statement documents 2024 119/217
8.2 Risk management in the Orion Group
8.2.1 Purpose and operating model of risk
management
The primary purpose of risk management is to identify, measure and manage the risks that
may threaten the Company’s operations and the achievement of the set goals by using the
available resources.
Risk management is an integral part of the day-to-day management processes and the Corporate
Governance of the Orion Group. It relates to the Company’s responsibility structures and
principles of operational control. Risk management complies with the principles of good
governance and the recommendations and regulations issued to listed companies.
The practical implementation, development and follow-up of the risk management process is
based on the model of the three lines of defense. Roles and responsibilities are broken down by
line of defense as follows:
Orion_CG_riskikaavio_2023_EN.svg
ORION CORPORATION | Financial Statement documents 2024 120/217
8.2.2 Principles of risk management
Risks are defined as factors that threaten the achievement of the set goals. Risks are measured
according to their impact and the probability of them occurring. Risk management is a
continuous process and is part of the Company’s strategy process, operational planning, day-to-
day decision-making and monitoring of operations. Risk management is also part of the internal
control system.
In their operations, Orion Group’s business divisions and functions carry out calculated risk-
taking and the decisions are based on careful evaluation and consideration, for example
regarding risk-taking and related returns.
The purpose of risk management is to systematically identify and evaluate risks and to manage
them cost-effectively, thus:
ensure that identified risks affecting personnel, customers, products, reputation, property,
intellectual property and Company performance are managed as governed by the law and
otherwise justified by the Company’s best knowledge and financial circumstances
meet stakeholder expectations (owners, customers, personnel, partners and society)
ensure business continuity.
Risk management is based on the Orion Group’s strategies and financial objectives. The aim is to
identify, analyse and evaluate the risks threatening the implementation of the Company’s strategy
and achieving its objectives. Identified risks are responded so that the Company can be hedged
against losses or opportunities related to potential risks can be utilised.
8.2.3 Classification of risks
The risk may be an internal or external event that jeopardised the Company’s ability to meet its
stated goals. Risks are divided into the following main groups, which can be divided into
subgroups, if necessary:
Strategic risks
Operational risks
Financial risks
Compliance risks
Environmental, social and governance risks
Cyber risks.
8.3 Control measures
8.3.1 Reporting and communications
Orion’s efficient and uniform processes are based on the integrated enterprise resource planning
system. For steering of operations, monthly financial reports are produced presenting actual
results achieved, a comparison of actual results with targets, and a forecast of future
development. Orion also uses numerous indicators in target setting and follow-up in various
functions to aid supervision and steering of operations in accordance with the objectives set.
Risks and their means of management are monitored and reported in business divisions and in
different functions according to processes determined internally and based on Group level
principles and guidelines. Group level risks are reported to the President and CEO and the
Executive Management Board as part of the annual planning and separately when required.
Reporting to the Board of Directors and the Audit Committee takes place at the times described
in the annual plans of the Audit Committee and whenever the Board of Directors, the Audit
Committee, the President and CEO or internal audit sees specific reasons.
8.3.2 Assessment and review of the risk
management
Orion Corporation’s Board of Directors is responsible for approving the risk management policy
and supervises the management acting accordingly. It is the Board of Directors’ responsibility to
monitor risk management and internal control in accordance with good governance.
The Board of Directors has delegated to the Audit Committee the authority to evaluate the
business risks and their reporting as well as the coverage of risk management. If necessary, the
Audit Committee will take the matters for the Board of Directors to decide and evaluate. The
Audit Committee addresses issues related to risk management in accordance to the timetable of
its charter and whenever the Board of Directors, the Audit Committee, the President and CEO of
Orion Corporation or internal audit sees it for a particular reason.
The President and CEO is responsible for risk management, the resources it requires and
reporting to the Board of Directors and the Audit Committee in accordance with this policy, the
established operating model and other specific requirements and appropriate practices. The
President and CEO delegates the practical implementation of risk management in accordance
with the Company’s organisational structure to senior management representatives who are
responsible for the operations in which the risks are.
For the purpose of the supervision and steering of operations, the Group has an internal audit,
which is organised as an outsourced service and that reports in its work to the Audit Committee.
ORION CORPORATION | Financial Statement documents 2024 121/217
Internal audit is responsible for regular independent assessment of the adequacy of risk
management and the functionality of the risk management process. The plan of the
implementation of this assessment is reviewed by the Audit Committee and approved by
the Board of Directors as part of the annual plan of the internal audit.
Risk management is the responsibility of every Orion employee and must be a part of the normal
daily work at all levels of the organisation, despite the fact that only the Group’s most significant
risks are monitored by the Executive Management Board and the Board of Directors. It is the
responsibility of risk owners to ensure that risks are dealt with on a regular basis within their areas
of responsibility. It is also the responsibility of the risk owners to impose a responsible person or
persons who in practice are responsible for the management and reporting of the risks. These
persons are responsible for their own areas in relation to the risk management process and the
proper handling of risks.
In addition to the Company’s own internal risk management, the Company’s risks are also
assessed by statutory auditing, which is responsible for verifying that the financial statements and
the report of the Board of Directors provide accurate and sufficient information on the Group’s
results and financial position. In addition, the audit involves auditing the Company’s accounting
and administration. The auditor of the parent company coordinates the auditing of the Group’s
subsidiaries, together with the President and CEO and internal audit.
9 Insider Administration
The insider administration of the Orion Group is arranged in accordance with the Insider
Guideline of Nasdaq Helsinki Ltd (Nasdaq Helsinki). The Group’s own Insider Guidelines (Orion
Insider Guidelines) are based on the applicable EU regulation, especially the Market Abuse
Regulation (EU 596/2014, MAR as amended) and any regulation and guidance given by the
European Securities Markets Authority (ESMA) or otherwise under MAR, and Finnish legislation,
especially the Securities Markets Act (746/2012, as amended) and the Penal Code (39/1889, as
amended), as well as the insider and other guidelines of Nasdaq Helsinki and the guidance by
the Finnish Financial Supervisory Authority (FIN-FSA). In the event there is any discrepancy
between the Orion Insider Guidelines and the applicable laws and regulations, such laws and
regulations shall prevail.
According to the Orion Insider Guidelines, the managers and their closely associated persons are
required to notify the company and the FIN-FSA of every transaction they have conducted on
their own account relating to such financial instruments of the company as are defined in the
MAR. Orion shall disclose such information in stock exchange releases. The company has defined
that the members of the Board of Directors of Orion Corporation and the members of the
Executive Management Board of the Orion Group are managers meant by the MAR.
10 Related Party Policy
The objective of this related party policy is to define the principles for identifying related parties
and monitoring and evaluation of related party transactions, as well as to ensure proper approval,
disclosure and reporting of related party transactions. A related party transaction is a transfer of
resources, services or obligations between the reporting entity and its related party regardless of
whether price is charged or not. Related party transactions are not prohibited, but mandatory
rules and regulations guide the decision-making, assessment, monitoring, disclosure and
reporting. With respect to related party matters, Orion Corporation (“Orion”) complies with the
Finnish Companies Act, the Finnish Corporate Governance Code and the IAS 24 Accounting
Standard. The Board of Directors of Orion Corporation is responsible for monitoring and
assessing related party transactions and for this related party policy.
10.1 Related parties and key management
personnel
Orion follows the IAS 24 in defining related parties and related party transactions. A related party
relationship arises from ownership, pension plan connection or management connections. A
person or a close member of that person’s family is related to a reporting entity if that person (1)
has control or joint control over the reporting entity, (2) has significant influence over the
reporting entity, or (3) is a member of the key management personnel of the reporting entity or
of a parent company of the reporting entity.
The following are considered related parties of Orion:
1. Subsidiaries, associate companies and joint ventures
2. Members of the Board of Directors of Orion
3. President and CEO of Orion
4. Members of the Orion Executive Management Board
5. Close family members of persons referred to in items 2–4, including for example:
a. Children (including adult children) and spouse or partner
b. Spouse’s or partner’s children (including adult children)
c. Dependants and spouse’s or partner’s dependants
6. Any entity that is under the direct or indirect control of a person referred to in items 2–5 or is
under the significant direct or indirect influence/ownership of such person. Typically,
significant ownership or influence arises from ownership or voting rights of 20–50%.
7. Orion Pension Fund
ORION CORPORATION | Financial Statement documents 2024 122/217
Key management personnel are the members of the Board of Directors of Orion, the President
and CEO of Orion and the members of the Orion Executive Management Board.
10.2 Identification of related party transactions
Each member of the key management personnel is responsible for providing prior notice to the
Secretary of the Board of Directors of Orion of any potential related party transaction that they
are aware of (other than compensation based on employment in the Orion Group) involving
them or their close family members or any entities referred to in clause 6 in section 10.1., as well
as of changes in their close family members and entities referred to in clause 6 in section 10.1.
The notice must include all relevant details, including the identity of the related party in question.
Orion keeps a list of its related parties.
Each member of the key management personnel is also responsible for annually delivering to the
Secretary of the Board of Directors of Orion a list of the related party transactions that they are
aware of (other than compensation based on employment in the Orion Group) involving them or
their close family members or entities referred to in clause 6 in section 10.1. as well as updated
list of their close family members and entities referred to in clause 6 in section 10.1. The list must
be delivered by 15th of January concerning the previous calendar year. The Secretary of the
Board of Directors of Orion keeps record of the related party transactions referred to in this
paragraph of which he/she is aware and reports such related party transactions to the Audit
committee of the Board of Directors and to the Board of Directors.
Orion’s Finance department monitors and assesses the related party transactions relating to
subsidiaries, associate companies and joint ventures, as well as to the Orion Pension Fund.
10.3 Decision-making concerning related party
transactions
All related party transactions that are not conducted in the company’s ordinary course of
business or are made in deviation from customary commercial terms require a decision of the
Board of Directors to carry out the related party transaction. Any member of the key
management personnel may not participate in the decision-making concerning a related party
transaction involving them or their close family members or entities referred to in clause 6 in
section 10.1. taking, however, into account that the Finnish Companies Act expressly lists
transactions that are not subject to the conflict of interest provisions relating to shareholders’
related party transactions, such as, e.g., resolutions of the general meeting concerning the
remuneration of the Board of Directors and transactions with fully-owned subsidiaries.
10.4 Reporting related party transactions
Orion discloses related party transactions in accordance with the Nasdaq Helsinki Ltd Rules of the
Exchange and other rules and regulations binding on Orion. In addition, Orion reports related
party transactions in the notes to financial statements. Orion discloses of its related parties at
least the following:
The monetary amount of the transactions
The monetary amount of outstanding balances, their terms and conditions and related
guarantees
Provisions for doubtful receivables related to the outstanding balances
Write-offs made during the period for bad debt or doubtful receivables due from related
parties.
11 Audit
Orion Corporation shall have one auditor, which is an Authorised Public Accountants
Organisation. The term of the auditor shall be the financial period. The duties of the auditor shall
terminate at the close of the Annual General Meeting of the Shareholders following the election.
Orion’s Annual General Meeting 2024 elected KPMG Oy Ab, Authorized Public Accountant Firm,
as the auditor of Orion Corporation. Sustainability Reporting Audit Firm KPMG Oy Ab were
elected as the Company’s Sustainability Reporting Assurance Provider. For the financial year
2024, the designated auditor was Kimmo Antonen, Authorized Public Accountant. Authorised
Public Accountant Organisation, KPMG Oy Ab has served as Orion’s auditor since the financial
year 2018.
11.1 Remuneration of auditor
The fees to the auditors are paid against invoicing accepted by Orion Corporation. Authorized
Public Accountant Organisation KPMG Oy AB was remunerated for their services as follows:
1,000 EUR
2024
2023
Auditing
356.3
341.7
Assignments in accordance with the Auditing Act1
185.4
42.9
Advice on taxation
19.3
16.7
Other services
5.0
0.0
Total
566.0
401.4
1 The assurance fee for sustainability reporting is included in the assignments referred to in section 1, subsection 1, paragraph 2
of the Auditing Act.
ORION CORPORATION | Financial Statement documents 2024 123/217
12 Shareholdings in Orion Corporation of the Board of Directors and the Executive
Management Board
Shareholdings in Orion Corporation as on 31 December 2024 of the members elected to the Board of Directors on 20 March 2024
Member of the Board of
Directors
A shares
Change from 1 Jan 2024
A
B shares
Change from 1 Jan 2024
B
A and B total
% of
total shares
% of total votes
Veli-Matti Mattila
460
460
8,809
1,498
9,269
0.01%
0.00%
Hilpi Rautelin
4,800
5,412
678
10,212
0.01%
0.01%
Kari Jussi Aho
85,263
2,391
556
87,654
0.06%
0.22%
Maziar Mike Doustdar
1,511
556
1,511
0.00%
0.00%
Ari Lehtoranta
5,106
678
5,106
0.00%
0.00%
Eija Ronkainen
535,500
40,641
556
576,141
0.41%
1.41%
Henrik Stenqvist
2,556
2,556
2,556
0.00%
0.00%
Karen Lykke Sørensen
1,041
556
1,041
0.00%
0.00%
Board of Directors total
626,023
460
67,467
7,634
693,490
0.49%
1.65%
The figures include the shares held by organisations and foundations controlled by the person.
Shareholdings in Orion Corporation of the members of the Executive Management Board as on 31 December 2024
Member of the
Executive Management
Board
A shares
Change from 1 Jan 2024
A
B shares
Change from 1 Jan 2024
B
A and B total
% of
total shares
% of total votes
Liisa Hurme
34,673
4,653
34,673
0.02%
0.00%
Satu Ahomäki
35,149
-6,900
35,149
0.02%
0.00%
Olli Huotari
83,713
7,282
83,713
0.06%
0.01%
Juhani Kankaanpää
8,653
3,641
8,653
0.01%
0.00%
René Lindell
75
75
0.00%
0.00%
Niclas Lindstedt
8,064
1,762
8,064
0.01%
0.00%
Julia Macharey
0.00%
0.00%
Hao Pan
15,897
2,759
15,897
0.01%
0.00%
Outi Vaarala
14,380
7,282
14,380
0.01%
0.00%
Executive Management
Board total
200,604
20,479
200,604
0.14%
0.03%
The figures include the shares held by organisations and foundations controlled by the person.
Chair
1A detailed description of the remuneration of the Board of Directors according to the decision by the Annual General Meeting in 2024 is presented in the remuneration report.
2Meetings after being elected as a member of the Board of Directors.
3Meetings after being elected as a member of the committee.
4Shareholdings of the members of the Board of Directors, Orion Corporation’s A and B shares in total, also include the shares held by organisations and foundations controlled by the person.
Member
ORION | Financial Statement documents 2024 |124/217
13 Introductions of the members of the Board of Directors
Veli-Matti Mattila
Chair
M.Sc. (Tech.), MBA
b. 1961, male
Chair of the Board of Directors of Orion
Corporation since 20 March 2024, member
since 25 March 2021
Chair of the Personnel and Remuneration
Committee, member of the Nomination
Committee
Independent of the company and its significant
shareholders
Career
2003–2024 CEO, Elisa Corporation
1997–2003 CEO, Oy LM Ericsson Ab, Finland
2001–2003 Deputy Head, Ericsson, Nordic
and Baltic
1994–1997 Product Marketing Manager,
Ericsson, US
1986–1989, 1990–1993 Software Designer,
Product Manager, Sales Director, Ericsson
1989–1990 Specialist, Ascom Hasler AG,
Switzerland
Current key positions of trust
Chair of the Board of Directors: Orion Corporation
2024–
Member of the Board of Directors: Orion
Corporation 2021–, Finnish Business and Policy
Forum EVA 2017–, The Research Institute of the
Finnish Economy Etla 2017–, The Mannerheim
Foundation 2017–
Former key positions of trust
Chair of the Board of Directors: Confederation of
Finnish Industries EK 2017–2018, Service Sector
Employers Palta 2015–2016
veli_matti_mattila.png
Vice Chair of the Board of Directors: Service Sector
Employers Palta 2014
Member of the Board of Directors: Sampo Plc
2009–2020, Confederation of Finnish Industries EK
2015–2016 and 2005–2006, Service Sector
Employers Palta 2013 and 2019–2023,
Confederation of Finnish Industry and Employers
TT 2004
Member of the Supervisory Board: The Finnish Fair
Association 2007–2021
Other: Member of the Executive Committee of the
Board of Service Sector Employers Palta 2019–
2023, Chair of the Executive Committee of the
Board of Service Sector Employers Palta 2015–
2016, Vice Chair 2014, Member of The National
Emergency Supply Council 2008–2024
Total remuneration1
EUR 121,600
Meetings2
12/12
Audit Committee3
Personnel and
Remuneration Committee3
6/6
R&D Committee3
Nomination Committee3
2/2
Shareholding4
9,269 Orion Corporation A
and B shares
Independent member
Yes
Hilpi Rautelin
Vice Chair
Professor, M.D., Ph.D., Specialist in Clinical
Microbiology
b. 1961, female
Vice Chair of the Board of Directors of Orion
Corporation since 23 March 2022, member
since 22 March 2017
Chair of the R&D Committee, member of the
Personnel and Remuneration Committee, Chair
of the Nomination Committee
Independent of the company and its significant
shareholders
Career
2022– Visiting Professor, Karolinska Institutet, and
Professor emerita, Uppsala University, Sweden
2008–2022 Professor of Clinical Bacteriology,
Uppsala University, Sweden
1986–2016 University of Helsinki, Research and
teaching positions in 1996–2016: Clinical lecturer
2002–2016 (part time 2008–2016), Research
Associate 1996–2002
Current key positions of trust
Member of the Board of Directors: Orion
Corporation 2017–, Arvo and Lea Ylppö
Foundation 2011–
hilpi_rautelin.png
Former key positions of trust
President: European Union of Medical Specialists
UEMS, Section of Medical Microbiology, 2012–
2020
Hilpi Rautelin has published about 160 peer-
reviewed original articles mainly on Microbiology
and Infectious Diseases in international scientific
journals.
Total remuneration1
EUR 83,566
Meetings2
12/12
Audit Committee3
Personnel and
Remuneration Committee3
6/6
R&D Committee3
4/4
Nomination Committee3
3/3
Shareholding4
10,212 Orion Corporation
A and B shares
Independent member
Yes
Chair
1A detailed description of the remuneration of the Board of Directors according to the decision by the Annual General Meeting in 2024 is presented in the remuneration report.
2Meetings after being elected as a member of the Board of Directors.
3Meetings after being elected as a member of the committee.
4Shareholdings of the members of the Board of Directors, Orion Corporation’s A and B shares in total, also include the shares held by organisations and foundations controlled by the person.
Member
ORION | Financial Statement documents 2024 |125/217
Kari Jussi Aho
M.Sc. (Econ. and Bus. Adm.), MBA
b. 1960, male
Member of the Board of Directors of Orion
Corporation since 6 May 2020
Member of the Personnel and Remuneration
Committee and the R&D Committee
Independent of the company and its significant
shareholders
Career
2020– Business owner and entrepreneur
2004–2019 Full-time Chairman of the Board of
Directors, Rukakeskus Group
1987–2004 Managing Director, Pyhätunturi Ltd
1982–2002 Marketing Manager, Rukakeskus Ltd
Current key positions of trust
Vice Chair of the Board: Aho Group Ltd 2024–
Member of the Board: Aava Health Services Ltd
2016–, Aho Group Ltd 2006–, Orion Corporation
2020–, Teknos Group Oy 2023–
Other: Confederation of Finnish Industries EK,
Delegation for Entrepreneurs, Member 2004–
Former key positions of trust
Chair of the Board: Aho Group Ltd 2006–2012 and
2021–2024
Vice Chair of the Board: Confederation of Finnish
Industries EK 2017–2020, Finnish Air Force support
foundation (Non-profit foundation) 2010–2021,
United Laboratories Ltd 2004–2009
Member of the Board: Cor Group Ltd 2007–2011,
Haaga-Helia Ltd 2009–2014, Management Institute
of Finland MIF Ltd 2012–2014, Economy and Youth
TAT 2017–2023
kari_jussi_aho.png
Member of the Supervisory Board: Orion
Corporation 2001–2002
Member of the Nomination Committee: Orion
Corporation 2006–2019
Other: Confederation of Finnish Industries EK,
Delegation for Entrepreneurs, Chair 2017–2020
Total remuneration1
EUR 63,500
Meetings2
12/12
Audit Committee3
1/1
Personnel and
Remuneration Committee3
5/5
R&D Committee3
4/4
Nomination Committee3
Shareholding4
87,654 Orion Corporation
A and B shares
Independent member
Yes
Maziar Mike Doustdar
B.A. (Int. Bus., emphasis in Marketing)
b. 1970, male
Member of the Board of Directors of Orion
Corporation since 23 March 2022
Member of the Personnel and Remuneration
Committee
Independent of the company and its significant
shareholders
Career
2016– Executive Vice President International
Operations, Member of Executive Management
Board, Novo Nordisk
2015–2016 Executive Vice President Emerging
Markets, Member of Executive Management Board,
Novo Nordisk
2013–2015 Senior Vice President Emerging
Markets, Novo Nordisk
2012–2013 Vice President South East Asia, Novo
Nordisk
2010–2012 Vice President Near East, Novo Nordisk
2007–2010 General Manager, Business Area Near
East, Novo Nordisk
1992–2007 Various positions in finance, IT,
logistics, operations and marketing, Novo Nordisk
Current key positions of trust
Member of the Board: Orion Corporation 2022–
maziar_mike_doustdar.png
Former key positions of trust
Member of the Board: European Federation of
Pharmaceutical Industries and Associations (EFPIA)
2016–2021
Other: Chair of Patient Access Committee,
European Federation of Pharmaceutical Industries
and Associations 2017–2021
Total remuneration1
EUR 63,500
Meetings2
11/12
Audit Committee3
Personnel and
Remuneration Committee3
5/6
R&D Committee3
Nomination Committee3
Shareholding4
1,511 Orion Corporation
B shares
Independent member
Yes
Chair
1A detailed description of the remuneration of the Board of Directors according to the decision by the Annual General Meeting in 2024 is presented in the remuneration report.
2Meetings after being elected as a member of the Board of Directors.
3Meetings after being elected as a member of the committee.
4Shareholdings of the members of the Board of Directors, Orion Corporation’s A and B shares in total, also include the shares held by organisations and foundations controlled by the person.
Member
ORION | Financial Statement documents 2024 |126/217
Ari Lehtoranta
M.Sc. (Eng.)
b. 1963, male
Member of the Board of Directors of Orion
Corporation since 22 March 2017
Chair of the Audit Committee
Independent of the company and its significant
shareholders
Career
2022– Board professional
2017–2021 President and CEO, Caverion
Corporation
2014–2016 President and CEO, Nokian tyres plc
2010–2014 Executive Vice President, Central and
North Europe, KONE Corporation
2008–2010 Executive Vice President, Major
Projects, KONE Corporation
2005–2008 Head of Radio Access, Nokia Siemens
Networks / Nokia Networks
2003–2005 Vice President of Operational Human
Resources, Nokia Corporation
1999–2003 Head of Broadband Division, Head of
Systems Integration and Customer Services for
Europe, Nokia Networks
1985–2003 Managing director in Italy and various
other positions, Nokia Telecommunications
Current key positions of trust
Chair of the Board of Directors: SRV Group Plc
2024–, Koiviston Auto Oy 2022–
Member of the Board of Directors: Orion
Corporation 2017–, Parmaco Oy 2021–, Elcoline
Group 2023–, Terveystalo Plc 2023–
ari_lehtoranta.png
Former key positions of trust
Chair of the Board of Directors: Caverion
Corporation 2015–2016
Member of the Board of Directors: Caverion
Corporation 2013–2015
Member of the Supervisory Board: Ilmarinen
Mutual Pension Insurance Company 2015–2022
Total remuneration1
EUR 73,366
Meetings2
12/12
Audit Committee3
4/4
Personnel and
Remuneration Committee3
R&D Committee3
Nomination Committee3
Shareholding4
5,106 Orion Corporation
B shares
Independent member
Yes
Eija Ronkainen
M.D., Specialist in Internal Medicine
b. 1966, female
Member of the Board of Directors of Orion
Corporation since 22 March 2016
Member of the Audit Committee and the R&D
Committee
Independent of the company and its significant
shareholders
Career
2006– Specialist in Internal Medicine, Hyvinkää
Hospital
1999–2002 Specialist in Internal Medicine, Hyvinkää
Hospital
1995–1999 Resident Physician, Helsinki University
Central Hospital
1992–1995 Resident Physician, Hyvinkää Hospital
Current key positions of trust
Member of the Board of Directors: EVK-Capital Oy
2015–, Orion Corporation 2016–
eija_ronkainen.png
Total remuneration1
EUR 62,300
Meetings2
12/12
Audit Committee3
4/4
Personnel and
Remuneration Committee3
R&D Committee3
4/4
Nomination Committee3
Shareholding4
576,141 Orion Corporation
A and B shares in total
Independent member
Yes
Chair
1A detailed description of the remuneration of the Board of Directors according to the decision by the Annual General Meeting in 2024 is presented in the remuneration report.
2Meetings after being elected as a member of the Board of Directors.
3Meetings after being elected as a member of the committee.
4Shareholdings of the members of the Board of Directors, Orion Corporation’s A and B shares in total, also include the shares held by organisations and foundations controlled by the person.
Member
ORION | Financial Statement documents 2024 |127/217
Henrik Stenqvist
M.Sc. (Business Administration and Economics)
b. 1967, male
Member of the Board of Directors of Orion
Corporation since 20 March 2024
Member of the Audit Committee
Independent of the company and its significant
shareholders
Career
2018– CFO, Swedish Orphan Biovitrum AB
2017–2018 CFO, Recipharm AB
2003–2017 CFO, Meda AB
Current key positions of trust
Member of the Board: Orion Corporation 2024–
Former key positions of trust
Member of the Board: Calliditas Therapeutics AB
2022–2024, MedCap AB 2017–2019, Midsona AB
2017–2024
henrik_stenqvist.png
Total remuneration1
EUR 62,900
Meetings2
10/10
Audit Committee3
3/3
Personnel and
Remuneration Committee3
R&D Committee3
Nomination Committee3
Shareholding4
2,556 Orion Corporation
B shares
Independent member
Yes
Karen Lykke Sørensen
M.Sc. (Eng.), MBA
b. 1962, female
Member of the Board of Directors of Orion
Corporation since 23 March 2022
Member of Audit Committee and the R&D
Committee
Independent of the company and its significant
shareholders
Career
2024– Board professional
2018–2024 CEO, Philips Capital, Global
2011–2018 CEO, Philips Nordic
2006–2011 Vice President Western Europe, Sanofi
2001–2006 Vice President, Head of Global
Cardiology Business Unit, Sanofi
1999–2001 General Manager Nordic, Biogen
Current key positions of trust
Member of the Board: Gavi, the Vaccine Alliance
2024–, Orion Corporation 2022–, Biotage 2022–,
Vitrolife 2020–
Former key positions of trust
Member of the Board: Oripharm 2018–2019, Meda
2013–2017, Technical university Denmark, SCION
2014–2018, Danish Export Agency, Ministry of
Foreign Affairs 2011–2014
karin_lykke_sorensen.png
Total remuneration1
EUR 67,700
Meetings2
12/12
Audit Committee3
4/4
Personnel and
Remuneration Committee3
R&D Committee3
4/4
Nomination Committee3
Shareholding4
1,041 Orion Corporation
B shares
Independent member
Yes
ORION | Financial Statement documents 2024 | 128/217
14 Introductions of the Executive Management Board members
as on 31 December 2024
Liisa Hurme
Ph. D. (Biochemistry)
b. 1967, female
President and CEO of Orion Corporation,
Chair of the Executive Management Board
as of 1 November 2022
Career in Orion
2022– President and CEO, Orion Corporation
2019–2022 Senior Vice President, Global
Operations
2014–2022 Chair of the Board of Fermion Oy
2014–2018 Senior Vice President, Specialty
Products
2008–2013 Senior Vice President, Proprietary
Products
2005–2007 Head of Urology and Oncology
business
2004–2005 Program Leader of pharmaceutical
development projects for Hormonal and Urological
therapies
2002–2004 Portfolio Manager
2001–2002 Project Manager
1999–2001 Researcher and Project Manager,
Hormonal therapies
Earlier career
1995–1999 Senior Research Associate, Pharmacia &
Upjohn,  Diagnostics (Sweden) and ELIAS GmbH
(Germany) and Institute Pasteur (France)
liisa_hurme.png
Current key positions of trust
Chair of the Board: Chemical Industry Federation
of Finland 2025-
Member of the Board: Chamber of Commerce
2025-, Confederation of Finnish Industries 2025-
Former key positions of trust
Member of the Board of Directors: Pharmaservice
Oy 2014–2016, Finnish Bioindustries FIB 2010–
2016
Member of the Economic & Social Policy
Committee of the European Federation of
Pharmaceutical Industries and Associations (EFPIA)
2010–2015, Member of the Healthcare Sector
Committee of the National Emergency Supply
Organisation (NESO) 2014–2015
Liisa Hurme completed her doctoral thesis on
biochemistry at the University of Helsinki Faculty of
Science, in 1996.
Shareholding
Owns 34,673 Orion Corporation B shares
Satu Ahomäki
M.Sc. (Econ.)
b. 1966, female
Senior Vice President, Generics and Consumer
Health as of 1 January 2023
Career in Orion
2023– Senior Vice President, Generics and
Consumer Health
2018–2022 Senior Vice President, Commercial
Operations, Global Sales and Proprietary Products
2010–2018 Senior Vice President, Global Sales
2008–2010 Senior Vice President, Animal Health
2006–2007 Head of Business Development
2005 Business Development Director
2000–2004 Project Manager and Program Leader
of Hormonal and Urological therapies
1992–1999 Several duties in pharmaceutical R&D
Earlier career
Before joining Orion, Satu Ahomäki worked in
accounting in different companies.
satu_ahomäki.png
Current key positions of trust
Member: University of Turkus Faculty of Medicine
negotiating board 2021–
Former key positions of trust
Member of the Board of Directors: Turun
Osuuskauppa 2017–2020
Member: European Federation of Pharmaceutical
Industries and Associations (EFPIA), European
Markets Committee 2015–2019
Shareholding
Owns 35,149 Orion Corporation B shares
ORION | Financial Statement documents 2024 | 129/217
Olli Huotari
Master of Laws, LL.M.
b. 1966, male
Senior Vice President, Corporate Functions
(including, i.a., Communications, Compliance,
Corporate Responsibility, Intellectual Property
Rights, Legal Affairs and Public Affairs)
as of 1 July 2006
Secretary to the Board of Directors of Orion
Corporation as of 1 October 2002
General Counsel
Career in Orion
2006– Senior Vice President, Corporate Functions
2002– Secretary to the Board of Directors
2005–2006 Vice President, Human Resources,
Orion Pharma, and Corporate Vice President, HR
development of the Orion Group
2002– General Counsel of the Orion Group
1996–2002 Legal Counsel in Corporate
Administration
Earlier career
1992–1995 Law firm Asianajotoimisto Jouko
Penttilä Oy, Legal Counsel
In 1995–1996, Olli Huotari completed the degree
of Master of Laws in International Commercial Law
at the University of Kent at Canterbury, UK.
olli_huotari.png
Former key positions of trust
Member of the Board of Directors: Helsinki Region
Chamber of Commerce 2020–2022
Chair: Helsinki Region Chamber of Commerce,
Espoo Regional Board 2020–2022
Member: Helsinki Region Chamber of Commerce
delegation 2024, Finland Chamber of Commerce,
Committee of International Trade 2017–2024,
International Chamber of Commerce ICC Finland,
ICC Advisory Board 2016–2024
Shareholding
Owns 83,713 Orion Corporation B shares
Juhani Kankaanpää
M.Sc. (Tech.)
b. 1980, male
Senior Vice President, Global Operations,
Fermion as of 1 November 2022
Career in Orion
2022– Senior Vice President, Global Operations,
Fermion
2022 Director, Integration of Orion Animal Health
and Inovet (VMD)
2021–2022 Director, Strategy and Business
Planning
2016–2021 Director, Operations Development
Earlier career
2013–2016 Project Leader, The Boston Consulting
Group
2011–2013 Operations Director, Orkla Foods
Finland
2010–2011 Plant Director, Felix Abba Oy
(Orkla Group)
2009–2010 Plant Manager, Felix Abba Oy
(Orkla Group)
2008–2009 Project Manager, Orkla Foods
Fenno-Baltic Corporate Development
2006–2008 Consultant, BearingPoint consulting
Shareholding
Owns 8,653 Orion Corporation B shares
juhani_kankaanpää.png
ORION | Financial Statement documents 2024 | 130/217
René Lindell
M.Sc. (Econ.), Ph.D. in Tech
b. 1976, male
Chief Financial Officer (CFO) as of 1 May 2024
Career in Orion
2024– Chief Financial Officer (CFO)
as of 1 May 2024
2024 Executive Advisor
Earlier career
2017–2024 Chief Financial Officer, Rovio
Entertainment Corporation
2014–2017 Chief Strategy Officer and Strategy and
Business development officer, Rovio Entertainment
Corporation
2011–2014 Strategy Director, Nokia Corporation
2006–2011 Management Consultant, Boston
Consulting Group
2001–2006 Researcher, Low Temperature
Laboratory, Aalto University
Shareholding
Owns 75 Orion Corporation B shares
rene_lindell.png
Niclas Lindstedt
M.Sc. (Tech.), MBA
b. 1966, male
Senior Vice President, Animal Health
as of 1 January 2023
Career in Orion
2023– Senior Vice President, Animal Health
2010–2022 Vice President, Animal Health
2005–2010 Senior Vice President, Marketing and
Sales, Fermion
2003–2005 Business Development Manager,
Fermion
Earlier career
Before joining Orion, Niclas Lindstedt had several
sales, marketing and business roles and positions
in DuPont de Nemours, Engineering Polymers.
Current key positions of trust
Member of the Board of Directors: Animal Health
Europe 2016–, Finnish Foundation of Veterinary
Research 2020–
Shareholding
Owns 8,064 Corporation B shares
niklas_lindstedt.png
ORION | Financial Statement documents 2024 | 131/217
Julia Macharey
M.Sc. (Econ.), B.A.
(Intercultural Communications)
b. 1977, female
Senior Vice President, People & Culture
as of 1 February 2024
Career in Orion
2024– Senior Vice President, People & Culture
Earlier career
2019–2024 Senior Vice President, Human
Resources and Operational Development, Valmet
2014–2019 Senior Vice President, Human
Resources, Valmet
2012–2013 Senior Vice President, Human
Resources of Metso Pulp, Paper and Power
segment, Metso Corporation, Metso Paper
2007–2012 Vice President, Human Resources of
Industry Business Group, Pöyry Plc
2006–2007 Senior Manager, Business HR of
Manufacturing Solutions, Nokia Corporation
2004–2006 Senior Manager, Business HR of
Sourcing and Procurement, Nokia Corporation
2000–2004 Human Resources Manager and various
HR management responsibilities, SCA Hygiene
Products Ltd and GmbH
Shareholding
Owns 0 Orion Corporation B shares
julia_macharey.png
Hao Pan
M.Sc. (Int. Bus.)
b. 1971, male
Senior Vice President, Branded Products
as of 1 January 2023
Career in Orion
2023– Senior Vice President, Branded Products
2017–-2022 Head of Region, Western Europe
2014–2016 Head of Region, Western and Southern
Europe
2009–2014 Head of Region, Western Europe
2006–2009 Head of Region, UK and Ireland
2005–2006 Country Manager, UK
2004–2005 Sales and Marketing Manager, UK
2003–2004 International Brand Manager, Hormonal
and Urological Therapies
2002–2003 Senior Product Manager, Hormone
Replacement Therapy, UK
Earlier career
Before joining Orion, Hao Pan worked in sales and
marketing positions in Janssen-Cilag UK, Ferring
Pharmaceuticals UK, and Coloplast UK specialising
in therapy areas of Oncology, Neurology, Urology,
and Wound Care.
Shareholding
Owns 15,897 Orion Corporation B shares
hao_pan.png
ORION | Financial Statement documents 2024 | 132/217
Outi Vaarala
Professor of Pediatric Immunology, Professor
of Autoimmune Diseases, PhD in immunology
b. 1962, female
Senior Vice President, Innovative Medicines and
Research & Development as of 1 January 2023
Career in Orion
2023– Senior Vice President, Innovative Medicines
and Research & Development
2020–2022 Senior Vice President, Research and
Development
2019–2020 Vice President of Oncology Research
Earlier career
2018–2019 Senior Director Research, Respiratory
Inflammation and Autoimmunity, Medimmune,
AstraZeneca, The United States
2017–2018 Vice President, Head of Lung Immunity,
AstraZeneca, Sweden
2014–2017 Vice President, Head of Translational
Science, AstraZeneca, Sweden
2014 Director of the Department of Vaccinations
and Immune Protection; Finnish Institute for Health
and Welfare (THL)
2005–2014 Research Professor, Head of the
Immune Response Unit, Department of Vaccines
and Immune Protection; Finnish Institute for Health
and Welfare (THL)
outi_vaarala.png
Former key positions of trust
Member of the Board of Directors: Tampere
University Foundation 2021–2024
2005–2014 Permanent expert at the European
Medicines Agency (EMA)
More than 200 peer-reviewed scientific articles in
internationally renowned scientific journals (as in
Science Translational Medicine, Cell Host
Microbes, JAMA, New England Journal of
Medicine, the Lancet, and Journal of Immunology).
Shareholding
Owns 14,380 Orion Corporation B shares
Employee representative
The employee representative in the Executive
Management Board in 2024 was Jani Korhonen,
Development Manager, Clinical Product
Development. The employee representative is not
a member of the Executive Management Board.
ORION | Financial Statement documents 2024 | 133/217
Group’s key figures
Key figures relating to financial performance
2020
2021
2022
2023
2024
Net sales, EUR million
1,078.1
1,041.0
1,340.6
1,189.7
1,542.4
EBITDA, EUR million
336.5
289.1
487.1
326.4
509.4
% of net sales
31.2%
27.8%
36.3%
27.4%
33.0%
Operating profit, EUR million
280.1
243.3
439.6
274.9
416.6
 % of net sales
26.0%
23.4%
32.8%
23.1%
27.0%
Profit for the period, EUR million
219.9
193.8
349.5
216.8
329.9
% of net sales
20.4%
18.6%
26.1%
18.2%
21.4%
Research and development expenses, EUR million
123.2
117.7
133.2
126.9
179.6
% of net sales
11.4%
11.3%
9.9%
10.7%
11.6%
Capital expenditure, excluding acquired in business combinations, EUR million
48.5
85.4
109.6
92.7
86.1
% of net sales
4.5%
8.2%
8.2%
7.8%
5.6%
Acquired in business combination, net of cash, EUR million
82.0
0.1
Depreciation, amortisation and impairment, EUR million
56.5
45.8
47.5
51.5
92.8
Personnel expenses, EUR million
227.0
231.0
263.9
273.0
303.9
Equity total, EUR million
731.3
747.9
908.1
890.1
1,005.0
Interest-bearing net liabilities, EUR million
-185.8
-108.3
-118.7
93.3
121.7
Assets total, EUR million
1,115.6
1,114.0
1,503.6
1,438.6
1,629.1
Cash flow from operating activities, EUR million
299.1
215.7
434.4
119.0
293.4
Equity ratio, %
66.7%
68.1%
60.9%
62.3%
61.9%
Gearing, %
-25.4%
-14.5%
-13.1%
10.5%
12.1%
Return on capital employed (before taxes), %
34.8%
28.8%
45.1%
25.3%
34.9%
Return on equity (after taxes), %
29.1%
26.2%
42.2%
24.1%
34.8%
Personnel at the end of the period
3,311
3,355
3,527
3,744
3,880
Average number of personnel during the period
3,337
3,364
3,472
3,710
3,712
ORION | Financial Statement documents 2024 | 134/217
Performance per share
 
2020
2021
2022
2023
2024
Basic earnings per share, EUR
1.56
1.38
2.49
1.54
2.35
Diluted earnings per share, EUR
1.56
1.38
2.49
1.54
2.35
Cash flow from operating activities per share, EUR
2.13
1.53
3.09
0.85
2.09
Equity per share, EUR
5.21
5.32
6.48
6.34
7.15
Dividend per share, EUR1
1.50
1.50
1.60
1.62
1.64
Total dividend, EUR million1
210.7
210.8
224.3
227.4
230.4
Payout ratio, %1
95.9%
108.8%
64.3%
104.9%
69.8%
A share
 
 
 
 
Number of shares at the end of the period
35,122,793
34,813,206
34,186,494
33,351,382
32,831,608
% of total share stock
24.9%
24.7%
24.2%
23.6%
23.3%
Effective dividend yield, %1
4.0%
4.2%
3.1%
4.1%
3.8%
Price/earnings ratio (P/E)
23.97
26.16
20.52
25.45
18.13
Number of votes excluding treasury shares
702,455,860
696,264,120
683,729,880
667,027,640
656,632,160
% of total votes
87.0%
86.8%
86.6%
86.2%
85.9%
Total number of shareholders
22,015
23,252
23,232
24,589
25,074
Lowest quotation of review period, EUR
29.60
33.45
33.90
34.25
32.50
Average quotation of review period, EUR
40.26
36.33
41.38
41.19
41.38
Highest quotation of review period, EUR
48.45
41.05
54.00
55.00
49.85
Closing quotation at the end of review period, EUR
37.40
36.10
51.10
39.20
42.60
Trading volume, EUR million
102.5
58.9
69.9
50.0
72.9
Shares traded
2,547,090
1,620,990
1,684,646
1,213,681
1,761,742
% of the total number of shares
7.3%
4.7%
4.9%
3.6%
5.4%
1 The Board of Directors’ proposal for 2024 to the Annual General Meeting.
ORION | Financial Statement documents 2024 | 135/217
 
2020
2021
2022
2023
2024
B share
 
 
Number of shares at the end of the period, including treasury shares
106,011,485
106,321,072
106,947,784
107,782,896
108,302,670
% of total share stock
75.1%
75.3%
75.8%
76.4%
76.7%
Treasury shares
671,082
571,314
932,771
782,973
632,855
Number of shares at the end of the period, excluding treasury shares
105,340,403
105,749,758
106,015,013
106,999,923
107,669,815
Effective dividend yield, %1
4.0%
4.1%
3.1%
4.1%
3.8%
Price/earnings ratio (P/E)
24.06
26.46
20.58
25.50
18.20
Number of votes excluding treasury shares
105,340,403
105,749,758
106,015,013
106,999,923
107,669,815
% of total votes
13.0%
13.2%
13.4%
13.8%
14.1%
Diluted number of shares, average
104,892,709
105,565,593
106,065,089
106,633,693
107,377,647
% of total share stock
74.3%
74.8%
75.2%
75.6%
76.1%
Total number of shareholders
56,487
64,385
63,016
71,309
72,400
Lowest quotation of review period, EUR
30.02
32.51
33.75
32.89
31.86
Average quotation of review period, EUR
40.69
35.86
42.16
40.48
40.94
Highest quotation of review period, EUR
48.80
39.42
54.18
55.16
50.16
Closing quotation at the end of review period, EUR
37.53
36.52
51.24
39.27
42.78
Trading volume, EUR million
4,213.9
3,027.7
3,344.4
2,601.5
2,247.7
Shares traded
103,556,863
84,437,433
79,342,616
64,267,609
54,904,940
% of the total number of shares
97.7%
79.4%
74.2%
59.6%
50.7%
 
 
 
A and B share total
 
 
Number of shares at the end of the period 
141,134,278
141,134,278
141,134,278
141,134,278
141,134,278
Average number of shares during the period excluding treasury shares
140,506,969
140,546,563
140,501,281
140,326,681
140,476,403
Total number of votes conferred by the shares
807,796,263
802,013,878
789,744,893
774,027,563
764,301,975
Diluted number of shares, average
140,506,969
140,563,896
140,589,736
140,361,039
140,532,667
Total number of shareholders
72,003
80,792
79,423
88,722
90,222
Trading volume, EUR million
4,316.4
3,086.6
3,414.4
2,651.5
2,320.6
Shares traded
106,103,953
86,058,423
81,027,262
65,481,290
56,666,682
Total shares traded, % of total shares
75.2%
61.0%
57.4%
46.4%
40.2%
Market capitalisation at the end of the period excluding treasury shares, EUR million
5,267.0
5,118.7
7,179.1
5,509.3
6,004.7
1 The Board of Directors’ proposal for 2024 to the Annual General Meeting.
ORION | Financial Statement documents 2024 | 136/217
Largest shareholders by number of shares1
31 Dec 2024
A shares
B shares
Total shares
% of total shares
Total votes
% of total votes
1. Ilmarinen Mutual Pension Insurance Company
1,895,070
3,929,890
5,824,960
4.13%
41,831,290
5.47%
2. Varma Mutual Pension Insurance Company
4,687,523
4,687,523
3.32%
4,687,523
0.61%
3. Erkki Etola and companies
2,500,000
325,000
2,825,000
2.00%
50,325,000
6.58%
Etola Erkki
200,000
4,000,000
0.52%
Etola Oy
2,300,000
46,000,000
6.01%
Etola Group Oy
325,000
325,000
0.04%
4. Elo Mutual Pension Insurance Company
292,800
1,867,000
2,159,800
1.53%
7,723,000
1.01%
5. Land and Water Technology Foundation and companies
2,083,360
2,083,360
1.48%
41,667,200
5.45%
Tukinvest Oy
1,048,500
20,970,000
2.74%
Land and Water Technology Foundation
1,034,860
20,697,200
2.71%
6. Ylppö Jukka
1,247,136
147,729
1,394,865
0.99%
25,090,449
3.28%
7. The State Pension Fund
1,200,000
1,200,000
0.85%
1,200,000
0.16%
8. The Social Security Institution of Finland, Kela
1,010,368
1,010,368
0.72%
1,010,368
0.13%
9. Ylppö Into
577,936
240,200
818,136
0.58%
11,798,920
1.54%
10. OP Finland Fund
752,338
752,338
0.53%
752,338
0.10%
10 largest total
8,596,302
14,160,048
22,756,350
16.12%
186,086,088
24.33%
Total
32,831,608
108,302,670
141,134,278
100.00%
764,934,830
100.00%
1 The list includes the direct holdings and votes of the Company’s major shareholders, corresponding holdings of organisations or foundations controlled by a shareholder in so far as they are known to the issuer, holdings of a pension foundation or pension fund of a
shareholder or an organisation controlled by a shareholder, and other holdings the use of which the shareholder, alone or together with a third party, may decide on under a contract or otherwise.
ORION | Financial Statement documents 2024 | 137/217
Largest shareholders by number of votes1
31 Dec 2024
A shares
B shares
Total shares
% of total shares
Total votes %
% of total votes
1.  Erkki Etola and companies
2,500,000
325,000
2,825,000
2.00%
50,325,000
6.58%
Etola Erkki
200,000
4,000,000
0.52%
Etola Oy
2,300,000
46,000,000
6.01%
Etola Group Oy
325,000
325,000
0.04%
2. Ilmarinen Mutual Pension Insurance Company
1,895,070
3,929,890
5,824,960
4.13%
41,831,290
5.47%
3. Land and Water Technology Foundation and companies
2,083,360
2,083,360
1.48%
41,667,200
5.45%
Tukinvest Oy
1,048,500
20,970,000
2.74%
Land and Water Technology Foundation
1,034,860
20,697,200
2.71%
4. Ylppö Jukka
1,247,136
147,729
1,394,865
0.99%
25,090,449
3.28%
5. Aho Group Oy and commanding votes
727,799
10,820
738,619
0.52%
14,566,800
1.90%
Aava Health Services Ltd
358,230
4
7,164,604
0.94%
Juhani Aho Foundation for Medical Research
107,800
2,156,000
0.28%
Aho Kari Jussi
85,263
2,391
1,707,651
0.22%
Lappalainen Annakaija
46,734
5,500
940,180
0.12%
Aho Ville Jussi
50,496
425
1,010,345
0.13%
Porkkala Miia
40,683
813,660
0.11%
Aho Antti Jussi
38,593
2,500
774,360
0.10%
6. Ylppö Into
577,936
240,200
818,136
0.58%
11,798,920
1.54%
7. Eija Ronkanen and companies
535,500
40,641
576,141
0.41%
10,750,641
1.41%
EVK-Capital Oy
535,500
16,671
10,726,671
1.40%
Eija Ronkainen
23,970
23,970
0.00%
8. Oy Ingman Finance Ab
465,000
465,000
0.33%
9,300,000
1.22%
9. Elo Mutual Pension Insurance Company
292,800
1,867,000
2,159,800
1.53%
7,723,000
1.01%
10. Saastamoinen Foundation
379,996
379,996
0.27%
7,599,920
0.99%
10 largest total
10,704,597
6,561,280
17,265,877
12.23%
220,653,220
28.85%
Total
32,831,608
108,302,670
141,134,278
100.00%
764,934,830
100.00%
1 The list includes the direct holdings and votes of the Company’s major shareholders, corresponding holdings of organisations or foundations controlled by a shareholder in so far as they are known to the issuer, holdings of a pension foundation or pension fund of a
shareholder or an organisation controlled by a shareholder, and other holdings the use of which the shareholder, alone or together with a third party, may decide on under a contract or otherwise.
ORION | Financial Statement documents 2024 | 138/217
Ownership base by type of shareholder
31 Dec 2024
Owners
%
A shares
%
B shares
%
Total shares
%
Total votes
%
Non-financial companies
2,554
2.83%
4,741,593
14.44%
4,188,131
3.87%
8,929,724
6.33%
99,019,991
12.94%
Financial and insurance institutions
103
0.11%
599,131
1.82%
6,383,349
5.89%
6,982,480
4.95%
18,365,969
2.40%
Public sector entities
48
0.05%
2,192,676
6.68%
13,108,036
12.10%
15,300,712
10.84%
56,961,556
7.45%
Households
86,273
95.62%
21,692,539
66.07%
32,399,416
29.92%
54,091,955
38.33%
466,250,196
60.95%
Non-profit organisations
852
0.94%
2,397,396
7.30%
4,342,216
4.01%
6,739,612
4.78%
52,290,136
6.84%
Nominee-registered and foreign shareholders
391
0.43%
1,208,273
3.68%
47,248,667
43.63%
48,456,940
34.33%
71,414,127
9.34%
Number of treasury shares
1
632,855
0.58%
632,855
0.45%
632,855
0.08%
Total
90,222
100.00%
32,831,608
100.00%
108,302,670
100.00%
141,134,278
100.00%
764,934,830
100.00%
Ownership base by number of shares
31 Dec 2024
Owners
%
A shares
%
B shares
%
Total shares
%
Total votes
%
1–100
46,298
51.32%
455,730
1.39%
1,477,871
1.36%
1,806,926
1.28%
9,246,300
1.21%
101–1,000
34,470
38.21%
3,169,225
9.65%
10,725,737
9.90%
12,514,784
8.87%
59,903,558
7.83%
1,001–10,000
8,658
9.60%
7,957,597
24.24%
16,658,222
15.38%
23,521,577
16.67%
164,013,904
21.44%
10,001–100,000
717
0.79%
7,122,064
21.69%
9,801,825
9.05%
18,301,140
12.97%
164,774,363
21.54%
100,001–1,000,000
66
0.07%
6,601,426
20.11%
10,228,748
9.44%
16,631,138
11.78%
131,424,369
17.18%
1,000,001–
12
0.01%
7,525,566
22.92%
58,777,412
54.27%
67,725,858
47.99%
234,939,481
30.71%
Total
90,221
100.00%
32,831,608
100.00%
107,669,815
99.42%
140,501,423
99.55%
764,301,975
99.92%
of which nominee-registered
11
0.01%
1,021,923
3.11%
46,965,177
43.62%
47,987,100
34.15%
67,403,637
8.82%
Number of treasury shares
1
632,855
0.58%
632,855
0.45%
632,855
0.08%
Total
90,222
100.00%
32,831,608
100.00%
108,302,670
100.00%
141,134,278
100.00%
764,934,830
100.00%
ORION | Financial Statement documents 2024 | 139/217
Shareholdings in Orion Corporation of the Members elected to the Board of Directors
on 20 March 2024
31 Dec 2024
A shares
Change from
1 Jan
B shares
Change from
1 Jan
A and B total
% of total shares
% of total votes
Veli -Matti Mattila, Chairman
460
460
8,809
1,498
9,269
0.01%
0.00%
Hilpi Rautelin, Vice Chairman
4,800
5,412
678
10,212
0.01%
0.01%
Kari Jussi Aho
85,263
2,391
556
87,654
0.06%
0.22%
Maziar Mike Doustdar
1,511
556
1,511
0.00%
0.00%
Ari Lehtoranta
5,106
678
5,106
0.00%
0.00%
Eija Ronkainen
535,500
40,641
556
576,141
0.41%
1.41%
Henrik Stenqvist
2,556
2,556
2,556
0.00%
0.00%
Karen Lykke Sørensen
1,041
556
1,041
0.00%
0.00%
Board of Directors total
626,023
460
67,467
7,634
693,490
0.49%
1.65%
The figures include the shares held by organisations and foundations controlled by the person.
Shareholdings in Orion Corporation for the Members of the Executive Management Board
31 Dec 2024
A shares
Change from
1 Jan
B shares
Change from
1 Jan
A and B total
% of total shares
% of total votes
Liisa Hurme, President and CEO
34,673
4,653
34,673
0.02%
0.00%
Satu Ahomäki
35,149
-6,900
35,149
0.02%
0.00%
Olli Huotari
83,713
7,282
83,713
0.06%
0.01%
Juhani Kankaanpää
8,653
3,641
8,653
0.01%
0.00%
René Lindell
75
75
0.00%
0.00%
Niclas Lindstedt
8,064
1,762
8,064
0.01%
0.00%
Julia Macharey
Hao Pan
15,897
2,759
15,897
0.01%
0.00%
Outi Vaarala
14,380
7,282
14,380
0.01%
0.00%
Executive Management Board total
200,604
20,479
200,604
0.14%
0.03%
The figures include the shares held by organisations and foundations controlled by the person.
ORION | Financial Statement documents 2024 | 140/217
Basic information on Orion’s shares
 31 Dec 2024
A share
B share
Total
Trading code on Nasdaq Helsinki
ORNAV
ORNBV
Listing day
1 Jul 2006
1 Jul 2006
ISIN code
FI0009014369
FI0009014377
ICB code
4500
4500
Reuters code
ORNAV.HE
ORNBV.HE
Bloomberg code
ORNAV.FH
ORNBV.FH
Share capital, EUR million
21.5
70.8
92.2
Counter book value per share, EUR
0.65
0.65
Minimum number of shares
1
Maximum number of A and B shares, and maximum number of all shares
500,000,000
1,000,000,000
1,000,000,000
Votes per share
20
1
A shares and B shares confer equal rights to the Company’s assets and dividends.
ORION | Financial Statement documents 2024 | 141/217
Calculation of the key figures
EBITDA
=
Operating profit + Depreciation + Amortisation +
Impairment losses
Interest-bearing net liabilities
=
Interest-bearing liabilities - Cash and cash equivalents -
Money market investments
Return on capital employed 
(ROCE), %
=
Profit before taxes + Interest and other finance
expenses
x 100
Total assets - Non-interest-bearing liabilities
(average during the period)
Return on equity (ROE), %
=
Profit for the period
x 100
Total equity (average during the period)
Equity ratio, %
=
Equity
x 100
Total assets - Advances received
Gearing, %
=
Interest-bearing liabilities - Cash and cash
equivalents - Money market investments
x 100
Equity
Earnings per share, EUR 
(basic and diluted)
=
Profit attributable to the owners of the parent company
Average number of shares during the period, excluding
treasury shares
Cash flow from operating activities
per share, EUR
=
Cash flow from operating activities
Average number of shares during the period, excluding
treasury shares
Equity per share, EUR
=
Equity attributable to the owners of the parent
company
Number of shares at the end of the period, excluding
treasury shares
Dividend per share, EUR
=
Dividend to be distributed for the period
Number of shares at the end of the period, excluding
treasury shares
Payout ratio, %
=
Dividend per share
x 100
Earnings per share
Effective dividend yield, %
=
Dividend per share
x 100
Closing quotation of the period
Price/earnings ratio (P/E)
=
Closing quotation of the period
Earnings per share
Average share price, EUR
=
Total EUR value of shares traded
Average number of traded shares during the period
Market capitalisation, EUR million
=
Number of shares at the end of the period excluding
treasury shares
  x  Closing quotation of the period
Financial Statement documents 2024
Consolidated financial statements (IFRS) ....................
Consolidated income statement ....................................
Consolidated statement of comprehensive income ..
Consolidated statement of financial position ..............
Consolidated statement of changes in equity .............
Consolidated statement of cash flows ...........................
Notes to financial statements ..........................................
1 Basis of presentation of the consolidated financial
statements ...........................................................................
2 Business performance ...................................................
2.1 Revenue from contracts with customers ...........
2.2 Depreciation, amortisation and impairments ..
2.3 Operating expenses .............................................
2.4 Other operating income and expenses ............
2.5 Finance income and expenses ...........................
2.6 Earnings and dividend per share .......................
3 Invested capital ...............................................................
3.1 Property, plant and equipment and
intangible assets ...........................................................
3.2 Leased assets..........................................................
3.3 Joint arrangements ...............................................
3.4 Business combination ...........................................
3.5 Inventories .............................................................
3.6 Trade and other receivables ...............................
3.7 Provisions ................................................................
3.8 Trade payables and other liabilities ...................
4 Personnel .........................................................................
4.1 Employee benefits ................................................
4.2 Pension assets and pension liabilities ...............
5 Income taxes and deferred tax assets and
liabilities ...............................................................................
5.1 Income taxes ...........................................................
5.2 Deferred tax assets and liabilities .......................
6 Financing and capital structure ...................................
6.1 Financial assets and liabilities by category .......
6.2 Financial risk management ..................................
6.3 Equity .......................................................................
6.4 Interest-bearing liabilities ....................................
6.5 Cash and cash equivalents ..................................
6.6 Other investments .................................................
6.7 Derivative contracts ...............................................
6.8 Contingent liabilities and commitments ...........
7 Other notes .....................................................................
7.1 Related party transactions ...................................
7.2 Auditor’s remuneration ........................................
7.3 Group companies ..................................................
7.4 Events after the end of reporting period ..........
Parent company Orion corporation’s financial
statements (FAS) ...............................................................
Income statement .............................................................
Balance sheet .....................................................................
Cash flow statement ..........................................................
Parent company notes to the financial statements
for 2024 (FAS) .....................................................................
Proposal by the Board of Directors of Orion
Corporation to the Annual General Meeting 2025
on the resolution on the use of the profit shown on
the Balance Sheet and the distribution of dividend ..
Signatures for the Financial Statements and Report
by the Board of Directors ................................................
Auditor’s Report ................................................................
Assurance Report on the Sustainability Report ..........
Independent Auditor’s Reasonable Assurance
Report on Orion Corporation’s ESEF Financial
Statements ..........................................................................
Translated, non-official version of Orion Corporation’s Financial
statement documents 2024, presented in ESEF format.
All the figures in the financial statements have been rounded,
which is why the total sums of individual figures may differ from
the total sums shown.
ORION | Financial Statement documents 2024 | 143/217
Consolidated financial statements (IFRS)
Consolidated income statement
EUR million
Note
2024
2023
Net sales
2.1
1,542.4
1,189.7
Cost of goods sold
-596.0
-531.9
Gross profit
946.4
657.7
Other operating income and expenses
2.4
9.5
43.7
Selling and marketing expenses
2.2, 2.3, 4.1
-278.1
-224.8
Research and development expenses
2.2, 2.3, 4.1
-179.6
-126.9
Administrative expenses
2.2, 2.3, 4.1
-81.7
-74.8
Operating profit
416.6
274.9
Finance income and expenses
2.5
-3.5
-3.0
Profit before taxes
413.1
271.9
Income tax expense
5.1
-83.2
-55.1
Profit for the period
329.9
216.8
PROFIT ATTRIBUTABLE TO
 
Owners of the parent company
329.9
216.8
Basic earnings per share, EUR¹
2.6
2.35
1.54
Diluted earnings per share, EUR¹
2.6
2.35
1.54
¹ Earnings per share has been calculated from the profit attributable to the owners of the parent company.
Consolidated statement of comprehensive
income
EUR million
Note
2024
2023
Profit for the period
329.9
216.8
Cumulative translation adjustments
6.3
0.3
-0.3
Items that may be reclassified subsequently to profit
and loss
0.3
-0.3
Remeasurement of pension plans, net of tax
4.2, 5.1
3.7
-16.2
Items that will not be reclassified to profit and loss
3.7
-16.2
Other comprehensive income, net of tax
4.0
-16.5
Comprehensive income for the period
333.9
200.3
COMPREHENSIVE INCOME ATTRIBUTABLE TO
Owners of the parent company
333.9
200.3
The notes are an integral part of the consolidated financial statements.
ORION | Financial Statement documents 2024 | 144/217
Consolidated statement of financial position
Assets
EUR million, 31 Dec
Note
2024
2023
Property, plant and equipment
3.1, 3.2
417.6
400.9
Goodwill
3.1
87.2
87.2
Intangible rights
3.1
81.1
106.8
Other intangible assets
3.1
6.8
6.1
Investment in associate
3.3
0.1
0.1
Other investments
6.6
0.2
0.2
Pension assets
4.2
10.6
6.9
Deferred tax assets
5.2
8.3
4.3
Other non-current assets
3.6
0.8
0.9
Non-current assets total
612.8
613.3
Inventories
3.5
418.6
362.2
Trade receivables
3.6, 6.2
254.9
247.1
Current tax receivables
0.5
0.6
Other receivables
3.6
136.8
108.8
Cash and cash equivalents
6.5
205.6
106.7
Current assets total
1,016.4
825.3
 
Assets total
1,629.1
1,438.6
Equity and liabilities
EUR million, 31 Dec
Note
2024
2023
Share capital
92.2
92.2
Other reserves
5.3
4.6
Cumulative translation adjustments
-10.6
-9.8
Retained earnings
918.0
802.9
Equity attributable to owners of the parent company
1,005.0
890.1
Equity total
6.3
1,005.0
890.1
Deferred tax liabilities
5.2
35.8
31.8
Pension liability
4.2
2.8
4.1
Non-current provisions
3.7
0.5
0.5
Interest-bearing non-current liabilities
6.4
297.2
171.0
Other non-current liabilities
3.8
14.4
76.4
Non-current liabilities total
350.7
283.8
Current provisions
3.7
2.1
0.0
Interest-bearing current liabilities
6.4
30.0
29.0
Trade payables
3.8
87.1
102.3
Current tax liabilities
9.5
13.3
Other current liabilities
3.8
144.7
120.1
Current liabilities total
273.4
264.8
 
Liabilities total
624.1
548.6
 
Equity and liabilities total
1,629.1
1,438.6
The notes are an integral part of the consolidated financial statements.
ORION | Financial Statement documents 2024 | 145/217
Consolidated statement of changes in equity
Equity attributable to owners of the parent company
EUR million
Note
Share capital
Other reserves
Cumulative
translation
adjustments
Remeasurement
of pension plans
Treasury shares
Retained
earnings
Retained
earnings total
Equity total
Equity at 1 January 2023
92.2
3.3
-10.8
37.1
-34.8
821.1
823.3
908.1
Profit for the period
0.0
0.0
0.0
0.0
0.0
216.8
216.8
216.8
Other comprehensive income
Cumulative translation adjustments
6.3
0.0
0.0
1.0
0.0
0.0
-1.3
-1.3
-0.3
Remeasurement of pension plans
4.2
0.0
0.0
0.0
-16.2
0.0
0.0
-16.2
-16.2
Transactions with owners
Dividends paid
6.3
0.0
0.0
0.0
0.0
0.0
-224.9
-224.9
-224.9
Repurchase of treasury shares
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
Share-based incentive plans
4.1
0.0
0.0
0.0
0.0
6.8
-0.2
6.6
6.6
Other adjustments
0.0
1.3
0.0
0.0
0.0
-1.3
-1.3
0.0
Equity at 31 December 2023
92.2
4.6
-9.8
20.9
-28.0
810.0
802.9
890.1
 
Equity at 1 January 2024
92.2
4.6
-9.8
20.9
-28.0
810.0
802.9
890.1
Profit for the period
0.0
0.0
0.0
0.0
0.0
329.9
329.9
329.9
Other comprehensive income
Cumulative translation adjustments
6.3
0.0
0.0
-0.9
0.0
0.0
1.2
1.2
0.3
Remeasurement of pension plans
4.2
0.0
0.0
0.0
3.7
0.0
0.0
3.7
3.7
Transactions with owners
Dividends paid
6.3
0.0
0.0
0.0
0.0
0.0
-228.0
-228.0
-228.0
Repurchase of treasury shares
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
Share-based incentive plans
4.1
0.0
0.0
0.0
0.0
3.2
5.3
8.4
8.4
Other adjustments
0.0
0.7
0.0
0.0
0.0
-0.1
-0.1
0.6
Equity at 31 December 2024
92.2
5.3
-10.6
24.6
-24.8
918.2
918.0
1,005.0
The notes are an integral part of the consolidated financial statements.
ORION | Financial Statement documents 2024 | 146/217
Consolidated statement of cash flows
EUR million
Note
2024
2023
Profit before taxes
413.1
271.9
Finance income and expenses
2.5
3.5
3.0
Depreciation, amortisation and impairments
2.2
92.8
51.5
Gains/losses on sales or disposals of property, plant and
equipment and intangible assets
2.4
-0.3
-7.7
Unrealised foreign exchange gains and losses
-0.4
-0.4
Change in pension assets and pension liabilities
4.2
-1.3
-16.0
Change in provisions
3.7
2.1
-0.1
Other adjustments
-54.4
5.7
Total adjustments to profit before taxes
41.9
36.1
Change in trade and other receivables
-35.8
-89.0
Change in inventories
-56.4
-47.9
Change in trade and other payables
20.9
-7.9
Total change in working capital
-71.3
-144.8
Interest and other financial expenses paid
-9.2
-7.8
Interest and other financial income received
6.0
4.8
Dividends received
0.0
0.0
Income taxes paid
5.1
-87.0
-41.2
Total net cash flow from operating activities
293.4
119.0
Investments in property plant, and equipment
3.1
-62.3
-65.6
Investments in intangible assets
3.1
-24.6
-51.2
Acquired in business combination, net of cash
3.4
0.0
-0.1
Sales of property, plant and equipment and other
investments
3.1, 6.6
1.7
8.5
Total net cash flow from investing activities
-85.2
-108.4
EUR million
Note
2024
2023
Repayments of lease liabilities
6.4
-5.2
-4.5
Change in current loans
6.4
0.0
-2.1
Proceeds of non-current loans
6.4
150.0
0.0
Repayment of non-current loans
6.4
-25.7
-11.8
Repurchase of treasury shares
6.3
0.0
0.0
Dividends paid and other distribution of profits
6.3
-228.0
-224.9
Total net cash flow from financing activities
-108.8
-243.2
Net change in cash and cash equivalents
99.5
-232.6
Cash and cash equivalents at 1 January
6.5
106.7
332.6
Foreign exchange differences
-0.6
6.6
Cash and cash equivalents at 31 December
6.5
205.6
106.7
Reconciliation of cash and cash equivalents in statement of financial position
EUR million
2024
2023
Cash and cash equivalents in statement of financial position at the end
of the period
205.6
106.7
Cash and cash equivalents in the statement of cash flows
205.6
106.7
The notes are an integral part of the consolidated financial statements.
ORION | Financial Statement documents 2024 | 147/217
Notes to financial statements
1 Basis of presentation of the consolidated
financial statements
General information
Orion Corporation is a Finnish public limited company domiciled in Espoo, Finland and
registered address is Orionintie 1, FI-02200 Espoo, Finland . Orion Corporation and its
subsidiaries develop and manufacture human and veterinary pharmaceuticals and active
pharmaceutical ingredients that are marketed globally.
The Orion Group’s (“Orion”, “Orion Group” or “Group”) first financial year was 1 July–31
December 2006, because the Group came into being on 1 July 2006 following the demerger of
its predecessor Orion Group into the pharmaceuticals and diagnostics business and a
pharmaceutical wholesale and distribution business. Orion Corporation’s shares are listed on
Nasdaq Helsinki. Trading in Orion’s shares commenced on 3 July 2006.
At its meeting on 25 February 2025, the Company’s Board of Directors has approved the
publication of these consolidated financial statements. Under the Finnish Limited Liability
Companies Act, shareholders have the option to accept or reject the financial statements at the
Annual General Meeting, which is held after the publication of the financial statements. In
addition, the AGM may amend the financial statements. The financial statement documents can
be viewed at the website www.orionpharma.com, and copies of the financial statements are
available from Orion Corporation’s headquarter, Orionintie 1, FI-02200 Espoo, Finland.
Accounting policies
The Consolidated Financial Statements of the Orion Group have been prepared in
accordance with International Financial Reporting Standards (IFRS) applying the IAS and
IFRS standards as well as IFRIC interpretations effective at 31 December 2024.
International Financial Reporting Standards refer to the standards and their interpretations
approved for application in the EU in accordance with the procedure stipulated in the EU’s
regulation (EC) No. 1606/2002 and embodied in the Finnish Accounting Act and provisions
issued under it. The notes to the consolidated financial statements have also been prepared
in accordance with the requirements in Finnish accounting legislation and Community law
that complement the IFRS regulations.
The information in the consolidated financial statements is based on historical costs, except
for financial assets separately recognised at fair value through profit or loss or recorded
through other comprehensive income.
Monetary figures in the financial statements are expressed in millions of euros unless
otherwise stated. All figures in the financial statement have been rounded, which is why the
total sums of individual figures may differ from the total sums shown.
Consolidation principles
The consolidated financial statements cover the parent company Orion Corporation and all
companies directly or indirectly owned by it and controlled by the Group, as well as
associates, joint ventures and joint operations.
Subsidiaries
Subsidiaries are those companies, which are controlled by Orion Corporation. A company is
controlled by the Group if the Group is exposed, or has rights, to variable returns from its
involvement with the entity and has the ability to affect those returns through its power over
the entity.
Internal shareholdings have been eliminated using the acquisition method of accounting. In
the consolidated financial statements, acquired subsidiaries are fully consolidated from the
date the Group acquires control, and divested subsidiaries are deconsolidated from the date
control ceases. All intra-Group transactions, receivables and liabilities, distribution of profit
and unrealised internal gains are eliminated in the preparation of the consolidated financial
statements. The consolidated profit for the financial year is divided into portions attributable
to owners of the parent company and non-controlling interests. The portion of the equity
attributable to the non-controlling interests is included in Group equity and specified in the
statement of changes in equity.
ORION | Financial Statement documents 2024 | 148/217
Associates, joint ventures and joint operations
Associates are all companies over which the Group has significant influence but not control.
Significant influence generally means a shareholding of 20% to 50% of the voting rights.
Joint ventures are joint arrangements in which the parent companies or subsidiaries have
joint control of an entity that is not part of the Group and in which a parent company or
subsidiary has rights to the net assets of the arrangement. Associates and joint ventures are
incorporated into the consolidated financial statements using the equity method of
accounting.
Joint operations are joint arrangements that have been implemented without a separate
investment instrument or in which the legal form of the arrangement is such that the parties
have direct rights to certain assets or obligations for certain liabilities. Joint operations are
incorporated into the consolidated financial statements in accordance with the proportional
interest in the joint operation.
If the Group’s share of the losses of an associate or joint venture exceeds the carrying
amount, it is not consolidated unless the Group has made a commitment to fulfil the
liabilities of the associate or joint venture.
Foreign currency translation
Functional and presentation currency
Items included in the financial statements of each of the Group’s companies are measured
using the currency of the primary economic environment in which the company operates
(the functional currency). The consolidated financial statements are presented in euros,
which is the functional currency of the parent company of the Group and the Group’s
presentation currency for the consolidated financial statements.
Transactions and balances
Foreign currency transactions are translated into the functional currency using the exchange
rates prevailing at the dates of the transactions. Monetary items in foreign currencies at the
end of the reporting period in the statement of financial position are booked using the
exchange rates at the end of the reporting period. Foreign exchange gains and losses from
translation of the items are recognised in the consolidated income statement. Foreign
exchange gains and losses related to business operations are included in the corresponding
items above the operating profit line. Net foreign exchange gains and losses resulting from
hedges made for hedging purposes, but when no hedge accounting is applied, are
recognised in other operating income or expenses. Foreign exchange gains and losses
related to financial liabilities and receivables in foreign currencies and foreign exchange
derivatives related to them are included in finance income and expenses. Non-monetary
items in foreign currencies in the statement of financial position which are not measured at
fair value are measured using the exchange rate at the date of the transaction.
Group companies
For all Group companies with a functional currency different from the Group’s presentation
currency, the income statements are translated into euros using average exchange rates for
the reporting period, and the statements of financial position are translated into euros using
the exchange rates at the end of the reporting period. Any translation differences arising
from this and cumulative translation adjustments arising from elimination of the acquisition
costs of these companies are recognised in equity and changes are disclosed in the items
under other comprehensive income. There are no Group companies operating in a country
with hyperinflation.
The cumulative translation adjustments related to divestment of Group companies, which
are recognised in equity, are recognised as gains or losses in the statement of
comprehensive income.
Goodwill and fair value adjustments arising on the acquisition of a foreign entity are treated
as assets and liabilities of the foreign entity and translated at the exchange rate prevailing at
the end of the reporting period.
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Critical accounting estimates and assumptions,
and main related uncertainties
Compiling the consolidated financial statements in accordance with the IFRS and
accounting standards requires that the Company’s management make certain estimates
and exercise judgement in the assumptions concerning the future that have an impact on
the items included in the financial statements. Estimates and judgement are based on
management’s best knowledge of current events and factors.  Actual results may differ
from these estimates.
In addition, management judgement is  applied in the application of accounting policies,
especially in the areas where IFRS standards permit alternative accounting, valuation or
presentation methods. The accounting policies relating to areas that call for more than
ordinary judgement from the management and to associated uncertainty factors are
presented in the following notes:
2.1 Revenue from contracts with customers
3.1 Property, plant and equipment and intangible assets
3.2 Leased assets
4.1 Employee benefits
4.2 Pension assets and pension liabilities
5.2 Deferred tax assets and liabilities
The description for these above mentioned assets and liabilities are described in the
notes. Respectively, Group’s  principal assumptions concerning the future and the main
uncertainties relating to estimates at the end of the reporting period that constitute a
significant risk of causing a material change in the carrying values of assets and liabilities
within the next financial year are described in the note describing the financial statement
item in question.
New IFRS standards and amendments and IFRIC
interpretations applied in financial year 2024
New standards, amendments or interpretations to standards, effective from January 1, 2024,
have had no material impact to Orion Corporation’s financial statement.
New IFRS standards amendments and IFRIC
interpretations to be applied in future financial
periods
A number of new standards are effective for annual reporting periods beginning after 1 January
2024 and earlier application is permitted. However, Orion Group has not early adopted the new
or amended accounting standards in preparing these consolidated financial statements.
IFRS 18 Presentation and Disclosure in Financial Statements will replace IAS 1 Presentation of
Financial Statements and applies for annual reporting periods beginning on or after January 1,
2027. The standard classify all income and expenses into new categories in the statement of
profit or loss and changes the presentation of disclosed information. In addition, management-
defined performance measures are disclosed in a single note in the financial statements and the
standard provides guidance on how the group presents the information for the financial
statements. Orion Group is still in the early phases in the process of assessing the impact of the
new standard.
Other new or amended accounting standards not yet effective are not expected to have a
material impact on Orion Corporation’s financial statements.
ORION | Financial Statement documents 2024 | 150/217
2 Business performance
2.1 Revenue from contracts with customers
Accounting policies
Revenue recognition principles
The Group’s net sales comprise three different revenue flows, which are product sales,
revenue from sales rights to products and revenue from clinical phase research and
development work undertaken with collaboration partners.
Revenue recognition principles related to these are described below.
Product sales
Consolidated net sales include revenue from sales of goods adjusted for indirect taxes and
currency translation differences on sales in foreign currencies. A delivery to a customer of
one batch of product constitutes one distinct performance obligation for which the revenue
will be recognised in accordance with the delivery terms when the control is transferred from
the Group to the customer. The selling price may include variable consideration, such as
various discounts or incentives, among other things. The consideration is recognised as net
sales that the Group expects to be entitled to taking into account the effects of discounts and
incentives.
The Group has consignment stock arrangements in place with distributors and logistics
partners operating in various countries. In these cases, the Group owns the products held in
the distributor’s and logistics partners’ consignment stock until they are delivered to the
customer, at which point the Group recognises their sale in net sales. In Finland, the
arrangement between Orion and Oriola explains a significant part of the Group’s total
consignment stock arrangements.
Sale of goods total, in net sales, includes  product sales and in addition royalty income,
which the Group recognises as revenue based on agreements signed with cooperation
partners. The Group has sold the sales rights of certain products to cooperation partners and
is entitled to royalties determined by the sales of these products achieved by the partners.
The Group recognises the royalties as revenue once the partner has later sold the products
to its own customers and the right to royalties has been established.
Revenue from sales rights to products
The Group enters into agreements in which it transfers the sales rights to a product already
in the markets to an external party outside the Group and agrees to manufacture the product
for that external party. For transferring sales rights and manufacturing products, depending
on the agreement the Group may receive milestone payments, revenue from manufacture
and sales of the products and royalty income.
Typically,  milestone payments are fixed payments made at the time of signing of an
agreement with no restitution obligation and payments related to the commercialisation of a
product.
The Group itself has generally been manufacturing the product before the sale of sales
rights to the product, so the Group would have know-how related to the manufacture that
would otherwise not be easily attained by the customer. Two separate performance
obligations are constituted at the time of sale of sales rights to products, which are 1) the
transferred sales right and 2) manufacture of products and royalty payments received from
them. Some of the considerations are variable due to conditionality of milestone payments
and value adjustments related to the sales price of the products.
The Group may receive milestone payments related to commercialisation under the
agreement. They are considered as distinct performance obligations if they are satisfied by a
certain volume of sales achieved by the customer. The accrued sales revenue entails value
for the customer, so a performance obligation subject to sales volume is considered satisfied
when the target for sales has been achieved. Performance obligations related to
commercialisation are treated as performance obligations satisfied at a single point in time,
because estimating future sales volume entails uncertainty factors.
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Revenue from clinical phase research and development work undertaken with
collaboration partners Fixed milestone payments on signing an agreement are considered
as distinct performance obligations that are satisfied on signing of the agreement. Clinical
phase trials may be conducted through many service providers, and the collaboration
partner can then utilise in its own business operations the research results conveyed on
signing. Research and development work performed during the agreement period is
considered a separate performance obligation and milestone payments for this phase are
processed as variable considerations because they are conditional on reaching specific
phases or research results. Even though Orion satisfies the performance obligations over
time, revenue is only recognised on confirmation of the final research results because a
reliable evaluation of research results in advance would entail uncertainty factors.  The
agreements may also include a decision on arranging manufacture of finished product if it
can be commercialised. For each agreement, considerations related to commercialisation
are evaluated on the basis of whether the milestone payments and sales of finished
products together constitute a performance obligation or whether the milestone
payments can be identified as performance obligations distinct from sales of the finished
product. Likewise, on the basis of each agreement, it is evaluated whether the
performance obligation related to milestone payments will be satisfied at a single point in
time or over a period of time. Royalty income is recognised as revenue when the partner
has sold products subject to royalties.
Revenue is recognised mainly point in time. 
Agreements usually do not include a financing component, because a significant portion of
the considerations is variable and their reception will be confirmed in the future.
Net sales break-down
The Group itemises net sales as follows:
Innovative Medicines (innovative medicines developed or marketed by Orion, and
which have patent or other product protection)
Branded Products (Orion’s in-house developed legacy products and other products with
brand value that provides a competitive advantage)
Generics and Consumer Health (generic prescription medicines and self-care products)
Animal Health (proprietary and generic products for companion animals and livestock)
Fermion (active pharmaceutical ingredients for Orion and other pharmaceutical
companies).
In addition to these, net sales reporting contains one further item, Translation differences
and Other operations, which mostly comprises translation differences on Orion’s net sales.
Critical accounting assumptions, and main
related uncertainties concerning revenue from
contracts with customers
The Group has contracts with customers that may include transfer of sales rights to
products, product manufacturing, clinical phase research and development work and
terms related to commercialisation. The Group exercises judgement especially regarding
the specification of distinct performance obligations, whether the performance
obligations are recognised over time or at a single point in time and regarding the
recognition time of variable considerations. The Group takes into account the limitation to
revenue recognition and recognises revenue only to the extent that it is very likely that a
significant reversal to accrued recognised revenue will not be needed.
Segment reporting
The Group has one reportable operating segment, which is reported in a manner
consistent with the internal reporting provided to the chief operating decision maker. The
chief operating decision maker, who is responsible for resources and assessing the
performance, is the President and CEO of Orion Corporation, who makes the Group’s
strategic decisions. The Group consists of one business area, Pharmaceuticals business,
which comprises four business divisions. Due to the nature of the business model and
corporate governance, the entire Group is reported as a single operating segment.
ORION | Financial Statement documents 2024 | 152/217
Significant judgements related to recognition of
revenue
The Group’s significant judgements related to recognition of revenue concern both the contract
with Bayer on the licensing and development and commercialisation as well as manufacturing of
Nubeqa® and the contract with MSD (tradename of Merck & Co., Inc Rahway NJ USA), acting
through its subsidiary, Merck Sharp & Dohme LLC (later referred to as “MSD”).
Darolutamide is in clinical development for the treatment of patients with prostate cancer. Under
the agreement, Bayer will commercialise the product globally while Orion has the option of co-
promoting the product in Europe. In addition, Orion will manufacture and package the product
for global markets. Nubeqa® (darolutamide) is approved in more than 85 countries around the
world for the treatment of patients with non-metastatic castration-resistant prostate cancer
(nmCRPC), who are at high risk of developing metastatic disease. It is also approved for the
treatment of patients with metastatic hormone-sensitive prostate cancer (mHSPC) in combination
with chemotherapy in over 80 markets around the world. Filings in other regions are underway or
planned by Bayer.
In year 2022 Orion and MSD entered into a multi-year global development and
commercialisation collaboration agreement for Orion’s investigational candidate opevesostat
(former ODM-208) and other drugs targeting cytochrome P450 11A1 (CYP11A1), an enzyme
important in steroid production. Under the terms of the agreement, Orion and MSD will co-
develop and co-commercialise opevesostat. The contract signed in the year 2022 provided both
parties an option to convert the initial co-development and co-commercialisation agreement into
a global exclusive license to MSD. In July 2024 Orion and MSD exercised the option to convert
the co-development and co-commercialisation into an exclusive global license to MSD. As a
consequence of this decision, Orion released from the balance sheet the EUR 60 million item
reserved to cover Orion’s share of accrued R&D costs related to the co-development.
Additional information on these is presented in note 3.3 Joint arrangements.
Net sales by revenues flows
EUR million
2024
2023
Sale of goods
1,137.6
1,033.3
Royalty income
271.0
123.9
Total sale of goods
1,408.6
1,157.2
Milestone payments
133.8
32.4
Total
1,542.4
1,189.7
In 2024 net sales include a milestone payment of EUR 70.0 million related to the sale of
Nubeqa®, and EUR 60.0 million item regarding the collaboration agreement with MSD. In
addition, in 2024 EUR 1.9 (2023: 1.9) million has been recognised to milestone payments from
performance obligations transferred to customers over time.
Net sales break-down
EUR million
2024
2023
Innovative Medicines
525.2
235.1
Branded Products
287.5
260.9
Generics and Consumer Health
528.4
517.6
Animal Health
128.2
103.9
Fermion
72.3
73.7
Translation differences and Other operations
0.8
-1.6
Total
1,542.4
1,189.7
Top ten best-selling pharmaceutical products
EUR million
2024
2023
Nubeqa® (prostate cancer)
368.3
182.5
Easyhaler® product portfolio (asthma, COPD)
166.4
144.2
Entacapone products (Parkinson's disease)
84.1
88.4
Dexdomitor®, Domitor®, Domosedan® and Antisedan® (animal
sedatives)
31.9
22.8
Burana® (inflammatory pain)
24.6
25.1
Divina® series (menopausal symptoms)
24.2
21.0
Simdax® (acute decompensated heart failure)
19.2
25.7
Dexmedetomidine products for human use
16.4
21.5
Fareston® (breast cancer)
16.0
13.5
Trexan® (rheumatoid arthritis, cancer)
15.0
19.1
Total
766.2
563.7
ORION | Financial Statement documents 2024 | 153/217
Assets and liabilities based on contracts
2024
2023
EUR million
Asset
Liability
Asset
Liability
1 January
49.7
82.6
25.0
83.3
Revenue recognised during the financial
period that was included in liabilities
based on contract at the start of the
period
-1.9
-1.9
Actual billing during the financial year
-49.7
-60.0
-25.0
Increase of assets and liabilities on
contract due to new business operations
102.0
0.7
49.7
1.2
31 December
102.0
21.3
49.7
82.6
Assets based on contracts consist mainly of products and services transferred to customers, but
which are not yet invoiced. Liabilities based on contracts mainly comprise of advance payments
received.
Transaction price allocated to remaining performance obligations
The total transaction price allocated to contracts that were partly or entirely unsatisfied at the end
of the financial year 2024 and were related to the revenue flows Revenue from sales rights to
products and Revenue from clinical phase R&D collaboration with collaboration partners was EUR
6.9 (2023: 8.8) million. The Group expects to recognise EUR 5.0 million as revenue for this
transaction price allocated to unsatisfied contracts during the financial years 2025 to 2027 (2023:
EUR 5.8 million during the financial years 2024 to 2026). The remaining EUR 1.9 million is
expected to be recognised as revenue starting from the beginning of the financial year 2028
(2023: EUR 3.0 million starting from the beginning of the financial year 2028). The Group applies
the practical expedient under IFRS 15 of not reporting the transaction price allocated to
remaining performance obligations for contracts that are in effect for less than 12 months.
Other information related to recognition of revenue
The Group applies the practical expedient under IFRS 15 to not adjust consideration amounts by
the effect of a financing component when a customer pays a product to the Group within a year
from the delivery of the product or when a significant portion of the consideration promised by
the customer is variable and the amount or timing of such consideration varies based on a future
event that is not essentially controlled by the customer.
Information on assets based on customer contracts and expected credit losses are given in note
3.6 Trade and other receivables and 6.2 Financial risk management. Information on liabilities
based on customer contracts are given in note 3.8 Trade payables and other liabilities.
Major customers
Revenues from major customers of the Group represented approximately EUR 458.8 in 2024
(2023: 231.2) million of the Group’s total revenue.
Data relating to geographical regions
These geographical regions correspond to the Group’s main markets. Net sales are presented according to the customer’s location. Assets and capital expenditure are presented according to their
location.
Finland
Scandinavia
Other Europe
North America
Rest of the World
Group total
EUR million
2024
2023
2024
2023
2024
2023
2024
2023
2024
2023
2024
2023
Sales to external customers
347.5
333.5
163.1
142.3
431.2
366.5
368.7
174.5
232.0
172.8
1,542.4
1,189.7
Assets
1,222.4
1,142.9
40.7
41.1
329.7
239.0
0.6
0.2
35.6
15.4
1,629.1
1,438.6
Capital expenditure
74.8
83.3
1.2
0.5
9.9
8.6
0.1
0.2
0.2
0.2
86.1
92.7
ORION | Financial Statement documents 2024 | 154/217
2.2 Depreciation, amortisation and impairments
Accounting policies
Property, plant and equipment are depreciated over their useful life using the straight-line
method. Land and water are not depreciated. Depreciation begins when the asset is
available for use and it ceases at the moment when the asset is classified as held for sale, or
is included in the disposal group.
The residual value and useful life of property, plant and equipment are reviewed when
necessary, but at least at every year end for the financial statements, and adjusted to
correspond to probable changes in the expectations of economic benefits.
The Group’s most commonly applied estimated useful lives are presented in notes 3.1
Property, plant and equipment and intangible assets and 3.2 Leased assets.
Depreciation, amortisation and impairment by function
EUR million
2024
2023
Cost of goods sold
31.5
31.7
Selling and marketing
30.0
7.5
Research and development
22.6
4.6
Administration
8.7
7.8
Total
92.8
51.5
Depreciation, amortisation and impairment by asset class
EUR million
2024
2023
Buildings and constructions
17.1
16.5
Machinery and equipment
27.9
26.9
Other tangible assets
0.2
0.3
Property, plant and equipment, total
45.3
43.7
Intangible rights
45.8
6.4
Other intangible assets
1.7
1.5
Intangible assets, total
47.5
7.9
During the period, an impairment of EUR 41.4 ( 2023: 1.0) million was recognised from intangible
rights, of which in selling and marketing expenses EUR 23.5 million and in research and
development expenses EUR 17.5 million.
2.3 Operating expenses
Accounting policies
Group’s function-based consolidated income statement comprises selling and marketing
expenses related to the distribution of products, field sales, marketing, advertising and other
promotional activities, including the related wages and salaries. Research and development
expenses comprise wages and salaries on research and development personnel, materials,
procurement of external services and other costs related to research and development
function. Research and development expenses also include expenses for research and
development projects that are classified as joint operations. The portion of the expenses that
corresponds to the Group’s contractual share of a project is recognised as an expense.
Further information on recognition of research and development expenses in Group’s
consolidated financial statements are given in note 3.1 Property, plant and equipment and
intangible assets.
Costs by function
EUR million
2024
2023
Selling and marketing expenses
278.1
224.8
Research and development expenses
179.6
126.9
Administrative expenses
81.7
74.8
Total
539.3
426.5
ORION | Financial Statement documents 2024 | 155/217
2.4 Other operating income and expenses
Accounting policies
Other operating income and expenses comprise income and expenses that do not directly
relate to the operating activities. Other operating income includes items such as gains on
sales of property, plant and equipment, intangible assets and other investments and rental
income. Respectively, other operating expenses includes for example losses on sales of
property, plant and equipment, intangible assets and other investments, and modification
and termination expenses of lease agreements and foreign exchange gains and losses.
EUR million
2024
2023
Gains on sales of property, plant and equipment, intangible assets and
other investments
0.6
7.9
Settlement gain of the transfer of Pension Fund’s B fund
3.4
30.7
Rental income
2.4
2.3
Foreign exchange gains and losses
-1.0
-0.4
Other operating income
4.4
3.5
Other operating expenses
-0.2
-0.2
Total
9.5
43.7
Additional information on foreign exchange gains and losses is presented in note 6.2 Financial risk
management.
In 2023 the insurance portfolio of the Orion Pension Fund’s B fund has been transferred to
pension insurance company, on which additional information is presented in note 4.2 Pension
assets and pension liabilities.
2.5 Finance income and expenses
Accounting policies
Finance income and expenses comprise foreign exchange gains and losses related to
financial liabilities and receivables in foreign currencies and foreign exchange derivatives
related to them, interest income and expenses and other financial income and expenses.
Borrowing costs are recognised in the consolidated statement of income as an expense in
the period in which they are incurred. Borrowing costs that are directly attributable to the
acquisition, construction or production of an asset that requires a substantial period of time
to be made ready are capitalised as a part of the cost of that asset. Orion Group did not
recognise any borrowing costs to tangible assets in 2024 or 2023.
Finance income and expenses
EUR million
2024
2023
Dividend income on other investments
0.0
0.0
Interest income
4.6
2.9
Foreign exchange gains and losses, net
0.3
Other finance income
0.0
0.0
Finance income, total
4.9
2.9
Interest expenses
7.6
5.2
Foreign exchange gains and losses, net
0.2
Other finance expenses
0.8
0.5
Finance expenses, total
8.4
6.0
Finance income and expenses, total
-3.5
-3.0
ORION | Financial Statement documents 2024 | 156/217
Foreign exchange gains (+) and losses (-) in finance income and expenses
EUR million
2024
2023
Foreign exchange rate gains
1.4
2.1
Foreign exchange rate losses
-1.1
-2.3
Total
0.3
-0.2
Foreign exchange gains (+) and losses (-) in the operating profit
EUR million
2024
2023
In net sales
1.0
-1.6
In cost of goods sold
-0.1
0.1
In other income and expenses
-1.0
-0.4
In functions’ expenses
0.0
0.1
2.6 Earnings and dividend per share
Accounting policies
Earnings per share are calculated by dividing the profit for the period attributable to owners
by the weighted average number of shares outstanding during the period. The weighted
average number of shares has been adjusted for the number of treasury shares held by the
Group during the period.
Dividend per share is calculated by dividing the dividend distributed during the period by
the number of shares outstanding at the end of reporting period.
Basic earnings per share
2024
2023
Profit for the period attributable to owners of the parent company, EUR
million
329.9
216.8
Weighted average number of shares during the period (1,000 shares)
140,476
140,327
Basic earnings per share, EUR
2.35
1.54
Diluted earnings per share
2024
2023
Profit for the period attributable to owners of the parent company, EUR
million
329.9
216.8
Weighted average number of diluted shares during the period (1,000
shares)
140,533
140,361
Diluted earnings per share, EUR
2.35
1.54
Dividend per share
2024
2023
Dividend paid during the period, EUR million
227.6
224.6
Number of shares (1,000 shares)
140,501
140,352
Dividend per share paid during the period, EUR
1.62
1.60
The Group held 632,855 treasury shares at 31 December 2024.
For the financial year 2024 a dividend of EUR 1.64 per share is proposed to the Annual General
Meeting, planned to be held on 3 April 2025. These financial statements do not reflect the
proposed dividend .
ORION | Financial Statement documents 2024 | 157/217
3 Invested capital
3.1 Property, plant and equipment and intangible assets
Property, plant and equipment
Accounting policies
Property, plant and equipment comprise mainly factories, offices and research centres, and
machines and equipment for manufacturing, research and development. Property, plant and
equipment are measured at their historical cost, less accumulated depreciation and
impairment, and are depreciated over their useful life using the straight-line method. The
residual value and useful life of property, plant and equipment are reviewed when
necessary, but at least at every year end for the financial statements, and adjusted to
correspond to probable changes in the expectations of economic benefits.
The estimated useful lives are as follows:
Buildings and constructions 10–50 years
Machinery and equipment 5–15 years
Other tangible assets 10 years.
Land and water are not depreciated. Repair and maintenance costs are recognised as
expenses for the reporting period. Improvement investments are capitalised if they are
expected to generate future economic benefits. Gains and losses on disposals of property,
plant and equipment are recognised in the consolidated income statement.
Land and water
Buildings and
constructions
Machinery and
equipment
Other property, plant
and equipment 1
Advance payments
and construction in
progress
Total
EUR million
2024
2023
2024
2023
2024
2023
2024
2023
2024
2023
2024
2023
Acquisition cost at 1 January
6.6
6.6
450.1
414.9
449.7
423.2
5.9
5.9
64.3
61.1
976.5
911.8
Additions
11.6
10.8
16.9
20.1
0.2
0.0
27.3
37.1
56.0
68.0
Disposals
-0.0
-0.2
4.1
-13.6
-7.0
-0.7
-0.1
-0.0
-0.2
-14.6
-3.1
Reclassifications
10.7
20.3
32.7
13.3
0.0
0.1
-43.4
-33.8
0.0
-0.1
Translation differences
0.0
-0.1
0.0
0.0
0.0
0.0
0.0
-0.1
Acquisition cost at 31 December
6.6
6.6
472.1
450.1
485.6
449.7
5.5
5.9
48.1
64.3
1,018.0
976.5
Accumulated depreciation and impairment at 1 January
0.2
0.2
-256.6
-238.9
-323.1
-304.2
-4.2
-4.0
-583.8
-546.9
Accumulated depreciation on disposals and transfers
0.0
-3.8
12.4
6.3
0.7
0.1
13.1
2.6
Depreciation
-14.8
-13.9
-25.5
-25.2
-0.2
-0.3
-40.6
-39.4
Translation differences
0.0
0.1
0.0
0.0
0.0
0.1
Accumulated depreciation and impairment at 31 December
0.2
0.2
-271.4
-256.6
-336.2
-323.1
-3.8
-4.2
-611.2
-583.8
Carrying amount at 1 January
6.8
6.8
193.5
176.0
126.5
119.0
1.7
1.8
64.3
61.1
392.8
364.8
Carrying amount at 31 December
6.8
6.8
200.7
193.5
149.5
126.5
1.7
1.7
48.1
64.3
406.8
392.8
1 Other tangible assets mainly comprise basic improvements to rented apartments, asphalting, environmental works and art objects.
ORION | Financial Statement documents 2024 | 158/217
Intangible assets and goodwill
Accounting policies
Research and development costs
Research costs are expensed as incurred to consolidated income statement. Intangible assets
generated from development activities are recognised in the statement of financial position
only if the expenditure of the development phase can be reliably determined, the product is
technically feasible and commercially viable, the product is expected to generate future
economic benefits and the Group has the intention and resources to complete the
development work. The Group’s view is that until an authority has granted marketing
authorisation, it could not be demonstrated that an intangible asset would generate future
economic benefits. The Group has therefore not capitalised its internal development costs.
The same principle for recognition has been applied for externally purchased services.
Software, buildings, machinery and equipment used in research and development activities
are depreciated and recognised under research and development costs over their useful life.
Goodwill
Goodwill represents the excess of the cost of an acquisition over the fair value of the Group’s
share of the net assets of the acquired company at the date of acquisition. Goodwill is
measured at cost less accumulated impairment losses. For the purpose of impairment
testing, goodwill is allocated to cash-generating units or groups of cash-generating units
that are expected to benefit from the business combination. Goodwill is not amortised but it
is tested for impairment at least annually and if the events or changes in circumstances
indicate that the carrying amount may not be recoverable. In the impairment testing, the
carrying amount of goodwill is compared to recoverable amount, that is determined on the
basis of the value-in-use calculation.
In impairment testing, the goodwill is allocated to two cash generating units that form the
Pharmaceuticals business. The Group does not have any other cash generating units. If the
carrying amount of goodwill exceeds its recoverable amount, an impairment loss equal to
the difference is recognised to income statement. In the impairment testing, the recoverable
amount is determined on the basis of the value-in-use calculation. Impairment losses on
goodwill are not reversed.
Group goodwill comprise goodwill arising from Inovet acquisition in 2022 and goodwill
originated from the acquisition of Farmos-Group Ltd. in 1990.
Intangible rights and other intangible assets
Intangible rights and other intangible assets are measured at their historical cost, less
accumulated amortisation and impairment. They are amortised over their useful life, usually
five to ten years, using the straight-line method. As a rule, acquired marketing rights are
amortised over the remaining term of the contract.
Externally acquired intangible rights, such as product and marketing rights, are recognised
in the statement of financial position. For a product under development, the cost bases are
assessed. The costs of payments for research and development work undertaken that has
not yet generated an intangible right recognisable in the statement of financial position are
recognised as research and development costs. However, if an intangible right is considered
to have been transferred to the Group, the costs are recognised in the statement of financial
position. Amortisations of marketing authorisations, and product and marketing rights
included in the intangible rights are disclosed under selling and marketing expenses, and
recording of an amortisation expense will commence when an authority has issued
authorisation for marketing of the product and selling of it commences.
The accounting for cloud computing arrangements depends on whether the cloud-based
software classifies as a software intangible asset or a service contract. Those arrangements
where the Group does not have control over the underlying software are accounted for as
service contracts providing the Company with the right to access the cloud provider’s
application software over the contract period. The ongoing fees to obtain access to the
application software, together with related configuration or customisation costs incurred, are
recognised in the consolidated income statement when the services are received.
Prepayments paid to the cloud vendor for customising services which are not distinct are
recognised as expense over the contract period.
ORION | Financial Statement documents 2024 | 159/217
Government grants
Government grants related to research activities are recognised as decreases in the research
expenses incurred in the corresponding reporting period. If an authority decides to convert
an R&D loan into a grant, that is recognised in the consolidated income statement under
other operating income. Government grants related to the acquisition of property, plant and
equipment or intangible assets are recognised as decreases in their acquisition costs. Such
grants are recognised as income in the form of reduced depreciation during the useful life of
the asset.
Impairment of property, plant, equipment and intangible assets
At the end of each reporting period, the Group assesses whether there are indications that
an asset may be impaired. If there are any such indications, the respective recoverable
amount is assessed. As regards goodwill, the assessment is undertaken annually even if no
such indications had become apparent. The recoverable amount is the higher of the asset’s
fair value less selling costs or value in use. The value in use is obtained by discounting the
present value of the future cash flows from that asset. The discount rate is the weighted
average cost of capital (WACC) calculated before tax and using Standard & Poor’s index for
the healthcare industry as the debt-to-equity ratio. The index corresponds to the potential
and risks of the asset under review.
An impairment loss is recognised in the consolidated income statement for the amount by
which the asset’s carrying amount exceeds its recoverable amount. An impairment loss other
than on goodwill is reversed if there is a change in the circumstances and the asset’s
recoverable amount exceeds its carrying amount. An impairment loss is not reversed to
more than what the carrying amount of the asset would have been had there been no
impairment loss.
Impairment of goodwill is recognised in the consolidated income statement under other
operating expenses, which include expenses not allocable to specific operations. Intangible
assets not yet available for use, comprising mainly marketing authorisations and product
rights, are tested for impairment individually for each asset carrying material value in the
statement of financial position. Impairment charges are recognised as an expense under the
appropriate activity, and for marketing authorisations and product and marketing rights
under selling and marketing expenses, and on research and development projects to
research and development expenses.
Critical accounting estimates and assumptions,
and main related uncertainties concerning
impairment of property, plant and equipment and
intangible assets
The Management’s view is that until an authority has granted marketing authorisation, it
could not be demonstrated that an intangible asset would generate future economic
benefits. The Group has therefore not capitalised its internal development costs. The same
principle for recognition has been applied for externally purchased services. 
Actual cash flows can differ from estimated discounted future cash flows because changes
in the long-term economic life of the Company’s assets, the forecast selling prices of
products, production costs and the discount rate applied in the calculations can lead to
the recognition of impairment losses. 
Assessing the probability of expected future economic benefits and useful lives of
property, plant and equipment require management judgement. The estimated useful
lives and residual values are reviewed regularly and at least at the end of each reporting
period, depreciation periods are adjusted accordingly if there is evidence that useful lives
of property, plant and equipment have changed. Also, assessing any indication of
impairment requires management judgement.
ORION | Financial Statement documents 2024 | 160/217
Intangible assets and goodwill
Goodwill
Intangible rights1
Other intangible assets2
Total
EUR million
2024
2023
2024
2023
2024
2023
2024
2023
Acquisition cost at 1 January
87.2
87.2
242.8
253.5
62.5
58.5
392.5
399.3
Additions
21.5
19.5
1.0
0.9
22.5
20.4
Disposals
-0.0
-4.7
-27.5
-1.2
0.2
-5.9
-27.3
Reclassifications
-1.5
-2.8
1.5
2.9
-0.0
0.1
Translation differences
0.0
-0.0
-0.0
-0.0
0.0
-0.0
Acquisition cost at 31 December
87.2
87.2
258.1
242.8
63.7
62.5
409.0
392.5
Accumulated depreciation and impairment at 1 January
-136.0
-153.6
-56.4
-54.7
-192.4
-208.3
Accumulated depreciation on disposals and transfers
4.8
23.9
1.2
-0.2
6.0
23.7
Amortisation
-4.3
-5.4
-1.7
-1.5
-6.1
-6.9
Impairment
-41.4
-1.0
-41.4
-1.0
Translation differences
-0.0
-0.0
Accumulated depreciation and impairment at 31 December
-177.0
-136.0
-56.9
-56.4
-233.9
-192.4
Carrying amount at 1 January
87.2
87.2
106.8
100.0
6.1
3.8
200.1
191.0
Carrying amount at 31 December
87.2
87.2
81.1
106.8
6.8
6.1
175.1
200.1
1 Intangible rights comprise mainly product rights and marketing authorisations with carrying amount EUR 47.2 (2023: 82.4) million, and also software, trademarks and patents.
2 Other intangible assets include development costs for software paid to external parties and entry fees.
Besides goodwill, the Group has no other intangible assets with indefinite useful life. The Group has no internally produced intangible assets.
Impairment testing of goodwill, property, plant
and equipment and intangible assets
Goodwill
The goodwill in the Consolidated statement of financial position as at 31 December 2024
consists EUR 73.7 million goodwill from the acquisition of Inovet Animal Health business in 2022
and EUR 13.5 million goodwill originated from the acquisition of Farmos-Group Ltd. in 1990.
The cash flow forecasts are based on the detailed five-year plans adopted by the management.
The cash flows beyond the forecast period adopted by the management have been calculated
cautiously assuming two per cent growth.  Goodwill has been allocated to two cash-generating
units. Group assesses value of its goodwill for impairment annually or more frequently, if facts
and circumstances indicate, that the recoverable amount is lower than its carrying amount.
Calculation of value from cash-generating units requires use of estimates and judgments. The
management’s forecasts are based on the sales, margins and discount rate. Management
forecasts are based on forecasts on future trends. Management has considered climate-related
matters in cash flow estimates. Climate change related investments, which are mainly used to
improve energy efficiency, are included in cash flow forecasts. However, their shares of costs or
investments are not material. Based on impairment testing, there was no need to recognise any
impairment of goodwill during the period. A change in any of the main variables used would,
reasonably judged, not lead to a situation in which the recoverable amount of a group of cash-
generating units is lower than its carrying amount.  The discount rate for  2024 is 7.7% (2023:
7.9%).
ORION | Financial Statement documents 2024 | 161/217
Intangible assets not yet available for use
Intangible assets not yet available for use are tested for impairment annually. The recoverable
amount is based on the value in use. Cash flow forecasts adopted by the management cover a 5–
15 year period from taking asset into use. The use of forecasts for periods of over five years is
based on the estimated useful life of products. Beyond the five-year period, the cash flow growth
rate does not exceed the average growth rates of markets for the Company’s products and the
pharmaceutical industry. The discount rates for the period varied from 10% to 12%, and they are
defined separately for each unit taking into account its risks.
The carrying amount of intangible assets not yet available for use as at 31 December 2024 was
EUR 65.5 (2023: 91.0) million.
Impairment recognised in the period
In 2024 impairment totalling to EUR 41.4 (2023: 1.0) million was recognised on the intangible
rights. Impairment charges relate to acquired rights to products the development of which has
ceased, and to products that are already in markets, but for which the forecast recoverable cash
flows were less than the carrying amount. The full carrying amount of rights to products, the
development of which has ceased, has been recognised as an expense.
The two most significant impairment charges relate to termination of European wide marketing
and distribution agreement for ganaxolone and termination of ODM-111 development program.
In  2024, Orion and Marinus Pharmaceuticals, Inc. decided to mutually terminate their European
wide marketing and distribution agreement for ganaxolone and following the termination of the
agreement, Orion made a write-down of EUR 23.5 million. In addition, in 2024, Orion decided to
terminate the ODM-111 development program and Orion wrote down EUR 17.5 million related
to the program.
ORION | Financial Statement documents 2024 | 162/217
3.2 Leased assets
Accounting policies
The Group as lessee
At the commencement of a lease, the Group recognises a lease liability and a corresponding
right-of-use asset. The lease liability is measured at the present value of the lease payments
payable over the lease term that have not yet been paid. The leases are discounted at the
rate implicit in the lease or the Group’s incremental borrowing rate. The Group discounts the
leases using the Group’s incremental borrowing rate. The incremental borrowing rate is
based on market rates plus a country risk associated premium. The right-of-use asset is
initially measured at acquisition cost, which includes the original amount of the lease liability
plus any initial direct costs incurred by the Group, estimated restoration costs and any lease
payments made at or prior to commencement, less lease incentives obtained.
Leases paid by the Group consist of fixed payments, variable leases and purchase option
exercise prices, if it is reasonably certain that the option will be exercised as well as of
payments associated with termination sanctions if it has been taken into account in the lease
term that the Group will exercise its lease termination option.
When a variable lease depends on an index or a rate, these are taken into consideration
when determining lease liability. Variable lease payments are initially measured using the
index or rate as at the commencement date.
The right-of-use asset is measured at acquisition cost less accumulated depreciation and
accumulated impairment, adjusted by any cost of remeasurement of the lease liability.
Depreciation is recognised in equal instalments over the useful life of the asset or a shorter
lease-term. The residual value and useful life of the right-of-use asset is reviewed when
necessary, but at least at every year end for the financial statements, and an impairment is
recognised if expected economic benefits change.
The Group values the lease liability in subsequent periods using the effective interest
method. The lease is subsequently remeasured, for example, when there is a change in
future lease payments due to a change in the index or rate used to determine those
payments.  Changes in the assessment of a purchase option of an underlying asset or an
extension or termination option may also lead to a remeasurement of the lease liability.
The carrying amount of the right-of-use asset is adjusted by the lease liability amount
following a remeasurement, or if the right-of-use asset has a carrying amount of zero, it is
recognised in income statement.
The lease contracts of the Group mainly include leased premises and cars. Other lease
arrangements consist mainly of production machinery and equipment. The duration of
leased premises’ contracts is 7-10 years and the duration of  other contracts 3-5 years.
Payments  associated with short-term leases or low-value assets are recognised as a
constant expense over the lease term. The lease is determined as short-term lease if the
lease period is 12 months or less.
The Group as lessor
The Group has one business facility that it has leased out to a third party. The Group treats
this lease as an operational contract, since it does not grant the lessee any gains or risks
essentially associated with the leased facility that arise from the ownership of an asset. The
Group also has other low-value leases in which it operates as the lessor. Rental revenue
from operative lease contracts is recognised in equal instalments in the consolidated
statement of income.
Critical accounting estimates and assumptions,
and main related uncertainties concerning
recognising right-of-use assets
The Group will assess at the time of inception whether a contract is, or contains, a lease
and for open-ended contracts judgement is used for determining lease period. The lease
term is extended by the period covered by an extension option or termination option, if
the Group is reasonably certain to exercise the extension option or not to exercise the
termination option.
ORION | Financial Statement documents 2024 | 163/217
Leased premises
Cars
Others
Total
EUR million
2024
2023
2024
2023
2024
2023
2024
2023
Acquisition cost at 1 January
11.9
13.3
3.9
4.1
1.7
1.5
17.5
18.9
Additions
2.9
1.2
4.3
2.4
0.4
0.7
7.6
4.3
Disposals
-3.3
-2.5
-0.7
-2.5
-0.7
-0.5
-4.6
-5.5
Translation differences
0.1
-0.1
-0.0
-0.1
-0.0
0.1
-0.2
Acquisition cost at 31 December
11.6
11.9
7.6
3.9
1.4
1.7
20.6
17.5
Accumulated depreciation and impairment at 1 January
-7.3
-7.2
-1.2
-2.2
-0.9
-1.0
-9.4
-10.5
Accumulated depreciation on disposals and transfers
3.2
2.4
0.7
2.4
0.5
0.5
4.5
5.2
Depreciation
-2.3
-2.5
-2.0
-1.4
-0.4
-0.3
-4.7
-4.1
Translation differences
-0.1
-0.0
0.0
0.0
0.0
-0.1
-0.0
Accumulated depreciation and impairment at 31 December
-6.5
-7.3
-2.5
-1.2
-0.7
-0.9
-9.7
-9.4
Carrying amount at 1 January
4.6
6.1
2.7
1.9
0.8
0.4
8.1
8.4
Carrying amount at 31 December
5.1
4.6
5.0
2.7
0.7
0.8
10.8
8.1
Items arising from leases in the consolidated income statement
EUR million
2024
2023
Depreciation from right-of-use assets
4.8
4.4
Interest expenses from lease liabilities
0.3
0.2
Expense from short-term lease
1.1
0.7
Expense from leases of low-value assets
2.6
2.8
Lease income from third parties
-1.7
-1.7
Total
7.2
6.4
The Group has one business facility that it has leased out to a third party. The lease agreement is
open-ended. The lease revenue from the facility was in the financial period EUR 1.7 (2023: 1.7)
million.
Lease liabilities
The reconciliation of lease liabilities under current and non-current interest-bearing liabilities on
the Group’s consolidated balance sheet and undiscounted maturity spread of lease liabilities are
presented in note 6.2.3 Liquidity risk.
Amounts recognised in the consolidated cash flow statement
The consolidated cash flow statement includes repayments of leasing liabilities of EUR 5.2 (2023:
4.5) million to lessors.
ORION | Financial Statement documents 2024 | 164/217
3.3 Joint arrangements
Hangon Puhdistamo
Hangon Puhdistamo Oy’s line of business is the wastewater treatment of the owner companies.
The Company operates on the cost principle, covering expenses and not seeking profit, and
therefore the Company’s impact on the income statement and balance sheet is minor. Within the
Group, Hangon Puhdistamo is classified as a joint operation, as the Company’s objective is
primarily to provide services to the companies involved in the arrangement.
Share of ownership, % 31 Dec
Domicile
2024
2023
Hangon Puhdistamo Oy
Hanko
50.0%
50.0%
Hangon Puhdistamo Oyj’s financial information
EUR million
2024
2023
Assets
4.7
2.8
Liabilities
4.2
2.3
Revenue
2.9
3.5
Profit for the period
0.0
0.0
The latest available financial statements of Hangon Puhdistamo Oy are for 2023 and 2022.
Licensing, development and commercialisation agreement between
Orion and Bayer
Darolutamide is in clinical development for the treatment of patients with prostate cancer. The
clinical Phase III trial (ARAMIS) launched in 2014 continued to evaluate the efficacy and safety of
darolutamide in patients with non-metastatic castration resistant prostate cancer (nmCRPC). The
primary endpoint of the ARAMIS trial was reached in October 2018. A second clinical Phase III
trial (ARASENS) began in 2016 and evaluates the safety and efficacy of darolutamide in patients
with metastatic hormone-sensitive prostate cancer (mHSPC). The primary endpoint of the
ARASENS trial was reached in December 2021. Additionally, another clinical Phase III trial
(ARANOTE) was launched in 2020 to evaluate the efficacy and safety of the combined
darolutamide and hormonal therapy (androgen deprivation therapy, ADT) vs. combined placebo
and hormonal therapy in patients with metastatic hormone-sensitive prostate cancer (mHSPC).
The primary endpoint of the ARANOTE trial was reached in July 2024. The ARASTEP Phase III
clinical study, commenced in year 2023,  investigates the efficacy of darolutamide plus androgen
deprivation therapy (ADT) versus ADT alone in hormone-sensitive prostate cancer, in patients
with high-risk biochemical recurrence (BCR) who have no evidence of metastatic disease by
conventional imaging and a positive PSMA PET/CT at baseline.
Orion and Bayer set up a steering group for the darolutamide Phase III clinical trial. They are
considered to have joint control over the project. The agreement does not involve a separate
investment instrument, so the project is considered a joint operation under IFRS 11. Bayer takes
main responsibility for the darolutamide research project costs, irrespective of the outcome of
the research. Under the agreement, Bayer will commercialise the product globally while Orion
has the option of co-promoting the product in Europe. In addition, Orion will manufacture and
package the product for global markets. Information on Nubeqa® sales revenue is provided in
note 2.1 Revenue from contracts with customers.
Licensing, development and commercialisation agreement between
Orion and MSD
In year 2022 Orion and MSD (trade name of Merck & Co., Inc. Rahway NJ USA), acting through its
subsidiary, Merck Sharp & Dohme LLC (later referred to as “MSD”) entered into a multi-year
global development and commercialisation collaboration agreement for Orion’s investigational
candidate opevesostat (former ODM-208) and other drugs targeting cytochrome P450 11A1
(CYP11A1), an enzyme important in steroid production. Opevesostat is an oral, non-steroidal
inhibitor of CYP11A1 currently being evaluated in a Phase 2 clinical trial for the treatment of
patients with metastatic castration-resistant prostate cancer (mCRPC).
Under the terms of the agreement, Orion and MSD will co-develop and co-commercialise
opevesostat. MSD made an upfront payment to Orion of USD 290 million in year 2022. Of this
upfront payment, Orion recognised approximately EUR 228 million as income at the time of
signing and approximately EUR 60 million was reserved to cover Orion’s share of opevesostat
development cost to be accrued in the future. The management’s estimates of development
costs were based on previous experience with the development costs of similar drugs. Orion will
be responsible for the manufacture of clinical and commercial supply of opevesostat. Orion and
MSD are considered to have joint control over the project. The contractual agreement does not
involve a separate investment vehicle. The project was considered a joint operation under IFRS
11.
The contract signed in year 2022 provided both parties an option to convert the initial co-
development and co-commercialisation agreement into a global exclusive license to MSD. In July
2024 Orion and MSD exercised the option to convert the co-development and co-
commercialisation into an exclusive global license to MSD. As a consequence of this decision,
Orion released from the balance sheet the EUR 60 million item reserved to cover Orion’s share of
accrued R&D costs related to the co-development. Because of using the option MSD assumes full
responsibility for all accrued and future development and commercialisation expenses
associated with the programme. Orion is eligible to receive milestone payments associated with
ORION | Financial Statement documents 2024 | 165/217
progress in the development and commercialisation of opevesostat as well as tiered double-digit
royalties on sales if the product is approved. The total amount potentially accrued from multiple
regulatory and sales milestone events represents a substantial opportunity for Orion.
Licensing, development and commercialisation agreement between
Orion and Amneal Pharmaceuticals
Orion Corporation signed in year 2022 a long-term license agreement with Amneal
Pharmaceuticals, Inc. to commercialise generic products in Orion territories. Under the terms of
the agreement, Orion is granted exclusive licence to commercialise and sell Amneal’s generic
products in most parts of Europe as well as in Australia and New Zealand. The initial portfolio will
include a mix of generic products commercially available in the US today, as well as selected
pipeline products currently under development. In year 2023 first products were  registered in
Europe and launches are expected to take place over the coming years. Orion and Amneal will
work together to develop and register products to Orion markets. The agreement is considered a
joint operation under IFRS 11.
In the 2024 financial year, the total cost of joint operations amounted to EUR 10.2 (2023: 6.6)
million.
3.4 Business combination
Orion Group made no acquisitions or sale of businesses in 2024 or 2023 .
3.5 Inventories
Accounting policies
Inventories are presented in the statement of financial position using the standard price for
self-manufactured products, and for purchased products using the weighted average cost
method of variable costs incurred from procurement and manufacturing, or if lower, the
probable selling price or replacement cost. Inventories are valued at the cost of the materials
consumed plus the cost of conversion, which comprises costs directly proportional to the
amount produced and a systematically allocated share of fixed and variable production
overheads. The net realisable value is the estimated selling price obtained in the ordinary
course of business, from which the estimated expenses necessary to complete the product
and the expenses arising from the sale have been deducted.
EUR million, 31 Dec
2024
2023
Raw materials and consumables
118.4
94.1
Work in progress
95.6
87.5
Finished products and goods
204.6
180.5
Total
418.6
362.2
The value of inventories has been impaired to correspond to net realisable value by recording
EUR 20.5 (2023: 15.5) million as an expense during the period.
ORION | Financial Statement documents 2024 | 166/217
3.6 Trade and other receivables
Carrying
amount
Fair value
Carrying
amount
Fair value
EUR million, 31 Dec
2024
2024
2023
2023
Trade receivables
254.9
254.9
247.1
247.1
Current loan receivables from associate
0.1
0.1
0.2
0.2
Interest receivables
0.4
0.4
0.4
0.4
Prepaid expenses and accrued income
117.0
117.0
99.5
99.5
Derivative contracts
0.2
0.2
0.7
0.7
VAT receivables
7.0
7.0
3.3
3.3
Other current receivables
12.0
12.0
4.8
4.8
Other receivables
136.8
136.8
108.8
108.8
Total
391.7
391.7
355.9
355.9
The carrying amount of trade receivables and other current receivables is a reasonable estimate
of their fair value.
The ageing analysis of trade receivables is presented in note 6.2.2 Counterparty risk.
Specification of prepaid expenses and accrued income
EUR million, 31 Dec
2024
2023
Assets based on contracts
102.0
49.7
Return of funds of Pension Fund B
41.0
Service and maintenance
5.0
4.0
Pending research and development contributions
2.0
1.3
Other prepaid expenses
7.9
3.5
Total
117.0
99.5
Due to the short-term character of the prepaid expenses and accrued income, the carrying
amounts do not differ from fair value.
Other non-current assets
EUR million, 31 Dec
2024
2023
Non-current loan receivables from associate
0.6
0.7
Other non-current receivables
0.2
0.2
Total
0.8
0.9
Loan receivables include interest-bearing receivables. The carrying amounts do not materially
differ from fair values.
ORION | Financial Statement documents 2024 | 167/217
3.7 Provisions
Accounting policies
A provision is recognised when the Group has a present legal or constructive obligation as a
result of a past event, and it is probable that an outflow of resources will be required to settle
the obligation and a reliable estimate of the amount of the obligation can be made.
Provisions are reviewed at the end of each reporting period and adjusted to reflect the
current best estimate or reversed if they are no longer needed.
A provision for restructuring costs is recognised only when general recognition criteria for
provision are met and when the Group has compiled a detailed restructuring plan, to which
it is committed and launched its implementation or informed the parties concerned on
criteria on restructuring plan.
Pension provisions include provisions for costs of additional days relating to unemployment
pension. Other provisions include clawback and litigation provisions and employee related
provisions other than restructuring provisions.
Critical accounting estimates and assumptions,
and main related uncertainties concerning
provisions
The amount recognised as a provision is the best estimate of the expenditure required to
settle the obligation at the reporting day, taking into account related risks and
uncertainties, management judgment supplemented by experience with similar
transactions and future events when there is sufficient evidence that they will occur and
affect the amount of payment. Provisions for restructuring costs are recognised when the
requirements for recognition are satisfied. For reasons beyond the control of management
the final costs may differ from the initial amount for which the provision has been
established.
Provisions
EUR million
Restructuring
provisions
Pension
provisions
Other
provisions
Total
1 January 2024
0.0
0.1
0.4
0.5
Utilised during the period
-0.5
-0.2
0.0
-0.7
Reversal of provision
-0.4
-0.4
Additions to provisions
0.5
0.6
2.1
3.1
Translation differences
-0.0
-0.0
31 December 2024
0.0
0.5
2.1
2.6
EUR million, 31 Dec
2024
Non-current provisions
0.5
Current provisions
2.1
Total
2.6
ORION | Financial Statement documents 2024 | 168/217
3.8 Trade payables and other liabilities
EUR million, 31 Dec
2024
2023
Trade payables
87.1
102.3
Derivative contracts
0.5
0.5
Other current liabilities to associates
0.1
0.1
Accrued liabilities and deferred income
117.6
97.5
VAT liabilities
9.9
4.9
Advance payments
2.3
3.9
Other current liabilities
14.5
13.1
Other liabilities
144.7
120.1
Total
231.9
222.4
Specification of accrued liabilities and deferred income
EUR million, 31 Dec
2024
2023
Personnel expenses
73.2
56.4
Liabilities based on contracts
17.2
15.7
Price reductions
2.3
16.0
Research and development expenses
5.9
1.9
Accrued interests
0.3
0.3
Unpaid royalties
4.8
2.3
Other accrued liabilities and deferred income
13.9
4.9
Total
117.6
97.5
Due to the short-term character of the trade payables and other current liabilities, the carrying
amounts do not materially differ from fair value.
Other non-current liabilities
EUR million, 31 Dec
2024
2023
Liabilities based on contracts
4.1
66.9
Other liabilities
10.2
9.6
Total
14.4
76.4
Liabilities based on contracts mainly comprise of advance payments received. Additional
information is presented in note 2.1 Revenue from contracts with customers.
ORION | Financial Statement documents 2024 | 169/217
4 Personnel
4.1 Employee benefits
Accounting policies
The benefits under the share-based incentive plan for key employees approved by the
Board of Directors are recognised as an expense in the income statement during the vesting
period of the benefit. The equity-settled portion is measured at fair value at the time of
granting the benefit, and an increase corresponding to the expense entry in the statement of
comprehensive income is recognised in equity. The cash-settled portion is recognised as a
liability, which is measured at fair value at the end of the reporting period. The fair value of
shares is the closing quotation for B shares on the day of granting the benefit.
Critical accounting estimates and assumptions
concerning share-based incentive plans
Non-market vesting conditions, such as individual goals and result targets, affect the
estimate of the final number of shares and amount of associated cash payments. The
estimate of the final number of shares and associated cash payments is updated at the
end of each reporting period. Changes in estimates are recognised in the statement of
comprehensive income.
Employee benefits
EUR million
2024
2023
Wages and salaries
234.7
210.2
Pension costs, defined contribution plans
33.3
25.7
Pension costs, defined benefit plans
0.3
8.7
Share-based incentive plans, equity-settled
8.4
7.1
Share-based incentive plans, cash-settled
10.1
5.1
Other social security expenses
17.1
16.3
Total
303.9
273.0
Defined benefit pension obligations are presented in note 4.2 Pension assets and pension
liabilities. The management’s employee benefits are presented in note 7.1 Related party
transactions.
Average number of personnel
Person
2024
2023
Average number of personnel
3,712
3,710
Share-based incentive plans
The Group has two share-based incentive plans in force for key persons of the Group.
The plan that commenced in 2022 includes three earning periods, which are the calendar years
2022–2024, 2023–2025 and 2024–2026. The Board of Directors decides on the earnings criteria
and on targets to be established for them at the beginning of each earning period. One earning
period, calendar years 2022–2024, commenced in 2022, next earning period, calendar years
2023–2025, commenced in 2023 and the last earning period of the plan, calendar years
2024-2026, commenced in 2024.
The potential reward of the plan for the earning periods commencing in 2022, 2023 and 2024
are based on achieving the Orion Group’s operating profit and net sales targets.
The target group of the plan consists of approximately 65 people, exact number of participants
depending on the earning period. The total maximum amount of rewards to be paid on the basis
of the plan is 760,000 Orion Corporation class B shares and a cash payment corresponding to
the value of the shares. The total maximum amount includes a separate, so-called reward for
commitment part that the Board of Directors can use by a separate decision during the years
2022–2026. The maximum amount of the reward for commitment is no more than 100,000 shares
and a cash payment corresponding to the value of the shares. By 31 December 2024, no Orion
Corporation shares had been paid as rewards under this plan.
There are no restriction periods in the plan, as the duration of each earning period is three years.
According to the terms and the conditions of the plan, the rewards to be paid to a key person
shall be limited, if the limits set for the rewards to be paid from the plan for are exceeded.
The plan that commenced in 2019 includes five earning periods, which are the calendar years
2019, 2019–2020, 2019–2021, 2020–2022 and 2021–2023. The Board of Directors decided on the
earnings criteria and on targets to be established for them at the beginning of each earning
period. Three earning periods, calendar year 2019, calendar years 2019–2020 and 2019–2021,
commenced upon implementation of the plan. One earning period, calendar years 2020–2022,
commenced in 2020. One earning period, calendar years 2021–2023, commenced in 2021. The
potential rewards of the plans for the earning periods commencing in 2019, 2020 and 2021 are
based on achieving the Orion Group’s operating profit and net sales targets.
ORION | Financial Statement documents 2024 | 170/217
The target group of the plan consists of approximately 50 people. The total maximum amount of
rewards to be paid on the basis of the plan is 700,000 Orion Corporation B shares and a cash
payment corresponding to the value of the shares. The total maximum amount includes a
separate, so-called reward for commitment part that the Board of Directors can use by a separate
decision during the years 2019–2023. The maximum amount of the reward for commitment is no
more than 100,000 shares and a cash payment corresponding to the value of the shares. By 31
December 2024, 302,472 B shares had been paid as rewards under this plan.
Under the plan, shares received based on one-year and two-year earning periods could not be
transferred during the restricted period determined in the plan. There is no restricted period for
the three-year earning periods. According to the terms and the conditions of the plan, the
rewards to be paid to a key person from the plan in force shall be limited, if the limits set for the
Orion Group long-term incentive plan rewards are exceeded.
The rewards under the plans shall be paid partly in the form of the Company’s B shares and partly
in cash. Rewards under the plans have been paid and potential future rewards, shall be paid as
follows:
Earning period
Reward paid / potential reward to be paid
2019
2 Mar 2020
2019–2020
1 Mar 2021
2019–2021
1 Mar 2022
2020–2022
1 Mar 2023
2021–2023
1 Mar 2024
2022–2024
10 Mar 2025
2023–2025
2026
2024–2026
2027
The costs due to plan are recognised as expenses during the restricted period and as at 31
December 2024 share-based payment liability of EUR 16.4 million (2023: 11.6) is included in
consolidated financial statement of financial position. The anticipated dividends have not been
taken into account separately as they are taken into account in determining the share-based
rewards.
Earning periods currently in effect
2024–2026
2023–2025
2022—2024
2021—2023
Start date of earning period
1 Jan 2024
1 Jan 2023
1 Jan 2022
1 Jan 2021
End date of earning period
31 Dec 2026
31 Dec 2025
31 Dec 2024
31 Dec 2023
Grant date of share rewards
29 Feb 2024
23 Mar 2023
22 Mar 2022
3 Mar 2021
Fair value of shares at granting, EUR
36.40
41.55
41.93
33.58
Transferred shares
2024
2023
2022
Number of shares transferred during period
150,118
149,798
38,543
Price per transferred share, EUR1
36.43
44.26
41.32
Total price of transferred shares, EUR million
5.5
6.6
1.6
End date of restricted period2
1 Average price of B share on transfer date.
2 Concerns only shares which are granted based on earning period term of one or two calendar years.
The earning periods of the Group’s share-based incentive plans in force and ending in the reporting period
Earning periods
2021
2022
2023
2024
2025
2026
2027
The plan commenced in 2019
2021–2023
1
2
3
The plan commenced in 2022
2022–2024
1
2
3
2023–2025
1
2
3
2024–2026
1
2
3
Granting of share rewards | March
Earning period
Reward paid / potential reward to be paid | March
ORION | Financial Statement documents 2024 | 171/217
4.2 Pension assets and pension liabilities
Accounting policies
The Group has pension plans in accordance with each country’s local regulations and
practices. The Group has both defined contribution and defined benefit plans. In the defined
contribution plans, the Group pays fixed contributions to separate entities. The Group has
no legal or constructive obligations to pay further contributions if the recipient of the
contributions is unable to pay the employee benefits. All the plans that do not fulfil these
criteria are defined benefit plans. The payments to the defined contribution plans are
recognised as expenses in the statement of comprehensive income in accordance with the
contributions payable for the period.
The Orion Group has defined benefit pension plans in Finland, France and Norway. In
Finland Orion Pension Fund A provides pension plans for white-collar staff working in
Finland.  It is a closed supplementary insurance, which is entirely defined benefit based. 
Assets of the Orion Pension Fund are invested in accordance with Finnish legislation. The
management and Board of Directors of the Pension Fund are responsible for management
of the assets of the Fund.
The Group also has defined benefit pension plans in France and in Norway.  In Norway the
plan it closed supplementary insurance, which a party outside of the Group provides asset
management. In addition, some individual persons in the Group has defined benefit pension
plans taken out with life assurance companies. The obligations under the defined benefit
pension plans have been calculated separately for each plan.
The pension expenses related to the defined benefit pension plans have been calculated
using the projected unit credit method. The pension expenses are recognised as
expenses by distributing them over the whole estimated period of service of the
personnel. The net defined benefit liability recognised in the statement of financial
position is the present value of the defined benefit obligation at the end date of the
reporting period less the fair value of plan assets. The present value of the defined benefit
obligation is the present value of the estimated future pensions payable, and the discount
rate applied is the interest rate of low-risk bonds issued by companies with a maturity that
corresponds to that of the defined benefit obligation as closely as possible. The interest
rate is derived from bonds issued in the same currency as the benefits payable.
Items arising from remeasurement of defined benefit plan assets are recognised directly into
components of other comprehensive income during the period when they arise. The most
substantial items due to remeasurement in the Group are due to actuarial gains and losses
and return on the plan assets (excluding net interest items).
The Group applies an accounting procedure in which net interest arising from plan assets is
recognised functionally above operating profit as part of defined benefit plan pension
expense.
Critical accounting estimates and assumptions,
and main related uncertainties concerning
pension assets and pension liabilities
The Group has various pension plans to provide for the retirement of its employees or to
provide for when the employment ends. Various statistical and other actuarial assumptions
are applied in calculating the expenses and liabilities of employee benefits, such as the
discount rate, estimated changes in the future level of wages and salaries, and employee
turnover. The statistical assumptions made can differ considerably from the actual trend
because of, among other things, a changed general economic situation and the length of
the period of service. The gains and losses due to changes in actuarial assumptions are
recorded into components of other comprehensive income during the period in which
they arise. The changes affect the other comprehensive income for the period.
ORION | Financial Statement documents 2024 | 172/217
Defined benefit plans – amounts recognised in the statement of financial
position
Pension fund
Other
Pension fund
Other
EUR million, 31 Dec
2024
2024
2023
2023
Present value of funded obligations
20.0
15.1
24.0
16.5
Fair value of plan assets
-30.6
-12.8
-30.9
-12.9
Surplus (-) / deficit (+)
-10.6
2.3
-6.9
3.6
Present value of unfunded obligations
0.5
0.5
Net asset (-) / liability (+) recognised in
the statement of financial position
-10.6
2.8
-6.9
4.1
In 2024 net change of pension asset and liability of EUR -5.0 million is mostly due to return on
plans assets, a change in the discount rate and the difference between the assumed and realised
pension increase rate.
The change in discount rate has been reported under the item Gains (-) and losses (+) due to
changes in economic assumptions of the table illustrating the change in the current value of the
obligation. The impact of the difference between assumed and realised pension increase rates
has been reported under the item Experienced gains (-) and losses (+). These items have been
directly recognised in equity under other comprehensive income.
In 2023 the insurance portfolio of the Orion Pension Fund’s B fund has been transferred to
pension insurance company. Group recognised EUR 41.0 million settlement gain in the income
statement in 2023. The cash received in 2024 on the settlement amounted to EUR 44.4 million.
Amounts in consolidated statement of financial position
Pension fund
Other
Pension fund
Other
EUR million, 31 Dec
2024
2024
2023
2023
Liabilities
2.8
4.1
Asset
-10.6
-6.9
Net asset (-) / liability (+) recognised in
the statement of financial position
-10.6
2.8
-6.9
4.1
Defined benefit plan pension expenses in consolidated statement of
comprehensive income
Pension fund
Other
Pension fund
Other
EUR million
2024
2024
2023
2023
Current service cost
0.2
0.2
10.3
0.1
Gains (-) and losses (+) arising from
settlements
-30.7
Curtailments
Past service cost
0.4
Interest expense and income, total
-0.2
0.2
-2.2
0.1
Pension expenses (+) / income (-) in
income statement
-0.1
0.3
-22.6
0.7
Items due to  remeasurement
-3.7
-0.8
18.7
1.6
Pension expense (+) / income (-)
statement of comprehensive income
-3.8
-0.5
-3.9
2.3
Defined benefit plan pension expenses by function
Pension fund
Other
Pension fund
Other
EUR million
2024
2024
2023
2023
Cost of goods sold
3.6
Selling and marketing
0.2
1.1
0.2
Research and development
1.8
Administration
-0.1
0.1
1.6
0.5
Other operating income (-) and expenses
(+)
-30.7
Pension expense (+) / income (-) in the
income statement
-0.1
0.3
-22.6
0.7
In 2023 pension expense (+) / income (-) in the income statement included income from transfer
of obligation EUR  30.7 million. In 2024, final settlement gain of EUR 3.4 million has been
recognised to Other operating income.
ORION | Financial Statement documents 2024 | 173/217
Changes in present value of obligation
Pension fund
Other
Pension fund
Other
EUR million
2024
2024
2023
2023
Defined benefit plan obligation at 1
January
24.0
17.0
374.3
16.5
Current service cost
0.2
0.2
10.3
0.1
Interest expense
0.8
0.6
14.3
0.6
Gains (-) and losses (+) arising from
settlements
-361.2
Past service cost
0.3
Items due to remeasurement
Gains (-) or losses (+) due to change in
demographic assumptions
Gains (-) or losses (+) due to change in
economic assumptions
-0.7
-0.4
1.5
0.3
Experienced gains (-) or losses (+)
-3.2
-0.6
-4.0
0.7
Total
-3.8
-0.9
-2.5
1.0
Translation differences and other
adjustments
-0.2
-0.7
Benefits paid
-1.1
-1.0
-11.2
-0.8
Obligation at 31 December
20.0
15.6
24.0
16.6
Changes in fair value of plan assets
Pension fund
Other
Pension fund
Other
EUR million
2024
2024
2023
2023
Fair value of plan assets at 1 January
30.9
12.9
430.5
13.2
Interest income
1.0
0.4
16.5
0.5
Settlements paid
-330.5
Items due to remeasurement
Return on plan assets excluding items in
interest expense and income
-0.1
-0.1
-21.2
-0.6
Total
-0.1
-0.1
-21.2
-0.6
Translation differences and other
adjustments
-0.2
-0.3
Employer contributions
-0.1
0.7
-53.2
1.0
Benefits paid
-1.1
-0.9
-11.2
-0.8
Fair value of plan assets at 31 December
30.6
12.8
30.9
12.9
Fair values of assets of benefit plan arranged through the Orion Pension
Fund by asset category
%, 31 Dec
2024
2023
Equity in developed markets
44%
43%
Equity in emerging markets
0%
0%
Bonds
32%
27%
Cash and money market investments
3%
7%
Properties
21%
22%
Other
0%
0%
Total
100%
100%
In other benefit plans the insurance companies are responsible for the plan assets, so it is not
possible to present a breakdown of those assets.
The Pension Fund plan assets in 2024 include shares issued by the parent company Orion
Corporation with fair value EUR 1.2 (2023: 1.1) million that account for 4.0% (2023: 3.6%) of the
plan assets.
The objective of the Orion Pension Fund is a distribution of investments that spreads risk
between different types of asset over the long term. Most of the assets are invested in shares and
properties.
ORION | Financial Statement documents 2024 | 174/217
Actuarial assumptions used
Pension fund
Other
Pension fund
Other
%
2024
2024
2023
2023
Discount rate
3.3%
3.9%
3.4%
3.0%
Inflation rate
1.9%
2.3%
2.3%
2.3%
Future pension increases
2.2%
2.4%
2.0%
1.8%
Future salary increases
2.0%
4.0%
2.0%
3.5%
In 2025 the Group expects to contribute in Finland EUR 0.1 million to its pension plans (in
financial period 2023 it expected to contribute EUR 0.6 million in 2024 to its pension plans).
Discount rate is the most significant assumption, which affects the value of pension liability. In
2024 EUR 20.0 (2023: 24.0) million liability of the Orion Pension Fund has been discounted at a
discount rate of 3.3% (2023: 3.4%). The impact on the liability of a change in the discount rate of
+/- 0.5 percentage points would be EUR -1.1/+1.1 (2023: -1.4/+1.4) million, when other
assumptions unchanged. The weighted average duration of the defined benefit liability is 12
(2023: 12) years at the end of 2024.
The defined benefit plans expose the Group to risks, the most significant of which are described
in more detail below.
Volatility related to assets and liability
The discount rate applied in calculating the net liability due to the plans is based on the return of
low-risk bonds issued by companies. The Group determines the discount rate based on publicly
available market information. Discount rate is the most significant assumption, which affects the
value of pension liability. The Group’s target over the long-term for defined benefit plan assets is
to achieve a return exceeding the discount rate because some of the assets are equity
instruments for which the return over the long term is expected to be higher than the return of
bonds on which the discount rate is based. The value of defined benefit assets changes as the
return rises above or decreases below the discount rate. This may generate a surplus or deficit of
plan assets.
Changes in returns of bonds
The Group may have to change the discount rate if the return on bonds changes. That would
alter the liabilities of the defined benefit plans and the components relating to defined benefit
plans to be recorded in the statement of comprehensive income.
However, some of the assets of the plans are invested in bonds, and the change in their value
may partly compensate for the effect of the change in the liability on the value of the net debt.
Inflation risk
The liability of the defined benefit plans would increase if inflation increased. Some of the plan
assets are invested in equity instruments that are affected only a little by inflation. Acceleration of
inflation would therefore increase the deficit of the defined benefit plans.
Anticipated life expectancy
Defined benefit plan liabilities to a large extent relate to the generation of life-long benefits for
members. A rise in anticipated life expectancy would therefore increase the defined benefit
liability.
ORION | Financial Statement documents 2024 | 175/217
5 Income taxes and deferred tax assets
and liabilities
5.1 Income taxes
Accounting policies
The income tax expense in the consolidated income statement includes taxes based on the
profit of the Group companies for the financial year, tax adjustments for previous financial
years and deferred tax. For items recognised directly in equity, the corresponding tax effect
is also recognised in equity. Current tax is calculated on the basis of the tax rate in force in
each country. Interest expenses on income taxes are reported as part of interest expenses.
Income taxes
EUR million
2024
2023
Current taxes
84.2
62.3
Adjustments for current tax of prior periods
-0.2
0.1
Changes in deferred taxes
-0.7
-7.3
Total
83.2
55.1
Disclosure regarding Pillar 2 minimum taxation
OECD Global Minimum Tax (Pillar 2 rules) became effective in January 1, 2024 and apply to the
financial years 2024 and onwards. Group has assessed the effect of the Pillar 2 rules and
estimates that rules do not have effect to Group’s effective tax rate nor corporate income tax cost.
Reconciliation between tax expense in statement of comprehensive income
and taxes calculated from Group’s 20.0% domestic tax rate
EUR million
2024
2023
Profit before taxes
413.1
271.9
Consolidated income taxes at Group’s domestic tax rate
82.6
54.4
Impact of different tax rates of foreign subsidiaries
0.7
0.1
Effect of deferred tax assets not recognised
0.1
1.2
Benefit arising from previously unrecognised tax assets
0.0
-0.1
Income tax adjustments of prior periods
0.2
-0.3
Income taxes on undistributed earnings
0.1
0.1
Research and development tax credits
-0.7
-0.5
Other items
0.3
0.3
Income tax expense recognised in consolidated income statement
83.2
55.1
Effective tax rate
20.1%
20.3%
ORION | Financial Statement documents 2024 | 176/217
5.2 Deferred tax assets and liabilities
Accounting policies
Deferred tax is computed on temporary differences between the carrying amount and the
taxable value. Deferred taxes have been calculated using the statutory tax rates or the tax
rates enacted or substantively enacted as at reporting date. Deferred tax assets are only
recognised to the extent that it is probable that future taxable profit will be available against
which the temporary differences can be utilised. Deferred taxes are not recognised on items
that do not affect accounting or tax profit.
Deferred tax assets and liabilities are offset when there is a legally enforceable right to offset
current tax assets against current tax liabilities and when the deferred income tax assets and
liabilities relate to income taxes levied by the same taxation authority on either the same
taxable entity or different taxable entities where there is an intention to settle the balances
on a net basis.
Critical accounting estimates and assumptions, and
main related uncertainties concerning deferred
taxes
In the preparation of the financial statements, Group estimates, in particular, the basis for
recognising deferred tax assets. For this purpose, an estimate is made of how probable it is
that the subsidiaries will generate sufficient taxable income against which unused tax losses
or unused tax assets can be utilised. The factors applied in making the forecasts can differ
from the actual figures, and this can lead to expense entries for tax assets in the income
statement.
Deferred tax assets
EUR million, 31 Dec
2024
2023
Revenue recognition
1.2
1.6
Internal inventory margin
2.9
0.8
Pension liabilities
1.7
1.7
Tax losses carried forward
2.4
2.9
Provisions and accruals
3.9
3.4
Lease liabilities
2.3
1.6
Other deductible temporary differences
0.5
0.1
Deferred tax assets
14.9
12.1
Offset against deferred tax liabilities
-6.5
-7.8
Total
8.3
4.3
Deferred tax liabilities
EUR million, 31 Dec
2024
2023
Depreciation difference and untaxed reserves
31.3
29.6
Pension assets
6.0
5.2
Capitalised cost of inventory
1.9
2.3
Undistributed earnings
0.9
0.9
Right-of-use assets
2.1
1.6
Other taxable temporary differences
0.1
0.0
Deferred tax liabilities
42.3
39.6
Offset against deferred tax assets
-6.5
-7.8
Total
35.8
31.8
Changes in deferred taxes arises from
EUR million, 31 Dec
2024
2023
Net deferred tax assets (+) / liability (-) at 1 January
-27.5
-39.0
Recognised in consolidated statement of income
0.7
7.3
Recognised in consolidated statement of comprehensive income
0.9
4.1
Recognised in equity
-1.6
Translation differences and other
0.0
0.1
Net deferred tax assets (+) / liability (-) at 31 December
-27.5
-27.5
Amount of tax losses for which deferred tax asset has not been recognised
due to uncertainty of utilisation
EUR million, 31 Dec
2024
2023
Tax loss carry forwards
16.3
16.5
ORION | Financial Statement documents 2024 | 177/217
6 Financing and capital structure
6.1 Financial assets and liabilities by category
Accounting policies
Classification
The Group’s financial assets and liabilities are recognised and measured at amortised cost or
at fair value through profit or loss. The classification of assets depends on the business
models defined by the Company and on the cash flows of the financial assets based on
contract. The classification may change following a change in business model. Classification
by balance sheet item is presented in the table concerning financial assets and liabilities.
1. Measured at amortised cost
Financial assets are classified at amortised cost, when the target of the business model is to
hold financial assets for the purpose of collecting cash flows based on contract and the cash
flows are based exclusively on the payment of equity and interests. Of the Group’s financial
assets trade receivables, other receivables and cash and cash equivalents are classified at
amortised cost. Financial liabilities except for derivatives are classified at amortised cost.
2. Recognised at fair value through profit or loss
Financial assets are measured at fair value through profit or loss when they are not held for
collecting cash flows based on contract nor for both collecting cash flows and for sale or
when they were classified at this class in the initial classification. The Group’s financial assets
recognised at fair value through profit or loss comprise derivatives, which are not hedged,
deferred purchase price and earn-out, shares and holdings and money market investments.
Of financial liabilities, derivatives, which are not hedged, are measured at fair value and are
recognised in income statement.
A financial asset or liability with maturity over 12 months from the reporting date is included
in the non-current assets or liabilities in the statement of financial position. If a financial asset
is intended to be held for less than 12 months or its maturity is less than 12 months from the
reporting date, it is included in the current assets in the statement of financial position.
Interest-bearing current liabilities include the credit limits of bank accounts to the extent that
they are used, commercial papers issued by the Company and any repayments of capital of
non-current interest-bearing liabilities due in the next 12 months.
Recognition and measurement
Purchases and sales of financial assets are recognised in the accounting through settlement
date accounting except for derivatives, which are recognised on the acquisition date.
Financial assets measured at amortised cost are also initially recognised at fair value, but
transaction costs are taken into account in the value. After initial measurement, the value of
these financial assets is measured at amortised cost using the effective interest method less
any impairment. Impairment losses are recognised in the consolidated income statement.
Financial assets at fair value through profit or loss are initially recognised at fair value, and
transaction costs are recognised as expenses in the consolidated income statement.
Unrealised and realised gains and losses due to changes in the fair value are recognised
through profit or loss. Fair value is based on the quoted market price on the end date of the
reporting period.
Financial liabilities are initially recognised in accounting at fair value and transaction costs
related to them are recognised as expenses in the consolidated income statement.
Subsequently, financial liabilities except derivative liabilities at fair value through profit or
loss are measured at amortised cost using the effective interest method.
A financial asset is derecognised in the statement of financial position when the Group no
longer has the contractual rights to receive the cash flows or when it has substantially
transferred the risks and income from the asset to outside the Group. Liabilities are
derecognised in the statement of financial position once the debt has extinguished.
ORION | Financial Statement documents 2024 | 178/217
Impairment
At the end of each balance sheet date, it is assessed whether there are any indications of
impairment of financial instruments.
Impairments are estimated in two different ways, either based on the amount of expected
credit losses in the next 12 months or based on the amount of expected credit losses over
the entire lifetime of the financial asset. As a rule, the used time period is the next 12 months
unless there are specific grounds for a significantly increased credit risk of a financial asset.
Criteria applied by the Group in stating that there is significantly increased credit risk:
• issuer’s or debtor’s considerable financial problems
• breach of contract terms
• high probability of bankruptcy or other financial restructuring of debtor.
For trade receivables impairment, the Group applies IFRS 9 simplified approach based on
the amount and due date distribution of overdue receivables. Trade receivables do not
include a significant financing component, and thus expected credit losses are recognised
over the entire lifetime of the financial asset. Historical credit loss data is used as the ground
information in the provision matrix, and it is adjusted with management’s future outlook
estimate.
Expected credit loss is recognised in income statement, with the counter-item reducing the
item in financial assets. Recognition takes place at the next reporting date. The final credit
loss and write off from accounts receivable is done when there is a certainty that the funds
will not be received due to customer bankruptcy, the official information on customer’s
economic position, unsuccessful collection measures or other information the group has
received.
Cash and cash equivalents
Cash and cash equivalents comprise cash in hand, bank deposits and assets in bank
accounts, and liquid debt instruments. Liquid debt instruments are short-term certificates of
deposit and commercial paper with maturities initially of no more than three months issued
by banks and companies. The specification of cash and cash equivalents is presented in the
note 6.5 Cash and cash equivalents.
Money market investments that are fair value through profit or loss instruments with
maturities initially of over three months and no more than twelve months are regarded as
cash and cash equivalents in the statement of cash flows.
Derivative contracts
Derivative contracts are classified as measured at fair value through profit or loss and are
initially recognised at fair value on the date the derivative contract is entered into and are
subsequently remeasured at their fair value using the closing market prices on the end date
of the reporting period. Derivatives are presented under other receivables and liabilities in
the balance sheet. The Group does not apply hedge accounting to foreign exchange
derivatives that hedge items in foreign currencies in the statement of financial position or
hedge highly probable forecast cash flows, even though they have been acquired for
hedging purposes in accordance with the Group’s treasury policy. The specification of
derivate contracts is presented in the note 6.7 Derivative contracts.
Both unrealised and realised gains and losses due to changes in the fair value of derivatives
recorded through profit or loss are recognised in the reporting period in which they are
incurred through profit or loss under either other income and expenses or finance income
and expenses, depending on whether operational revenue or finance items have been
hedged.
ORION | Financial Statement documents 2024 | 179/217
Financial assets and liabilities by category
EUR million, 31 Dec 2024
Amortised
cost
Fair value
through
profit and
loss
Carrying
amount of
financial
items
Fair value
Other investments
0.2
0.2
0.2
Non-current loan receivables from
associate
0.6
0.6
0.6
Non-current assets total
0.6
0.2
0.8
0.8
Trade receivables
254.9
254.9
254.9
Loan receivables from associate
0.1
0.1
0.1
Derivative contracts
0.2
0.2
0.2
Cash and cash equivalents
205.6
205.6
205.6
Current assets total
460.5
0.2
460.8
460.8
Financial assets total
461.1
0.4
461.5
461.5
Non-current interest-bearing liabilities
297.2
297.2
288.6
Deferred purchase price and earn-out
10.0
10.0
10.0
Non-current liabilities total
297.2
10.0
307.2
298.6
Trade payables
87.1
87.1
87.1
Current interest-bearing liabilities
30.0
30.0
30.0
Derivative contracts
0.5
0.5
0.5
Current liabilities total
117.2
0.5
117.6
117.6
Financial liabilities total
414.4
10.5
424.9
416.2
EUR million, 31 Dec 2023
Amortised
cost
Fair value
through
profit and
loss
Carrying
amount of
financial
items
Fair value
Other investments
0.2
0.2
0.2
Non-current loan receivables from
associate
0.7
0.7
0.7
Non-current assets total
0.7
0.2
0.9
0.9
Trade receivables
247.1
247.1
247.1
Loan receivables from associate
0.2
0.2
0.2
Derivative contracts
0.7
0.7
0.7
Cash and cash equivalents
106.7
106.7
106.7
Current assets total
353.9
0.7
354.6
354.6
Financial assets total
354.6
0.9
355.5
355.5
Non-current interest-bearing liabilities
171.0
171.0
163.1
Deferred purchase price and earn-out
9.3
9.3
9.3
Non-current liabilities total
171.0
9.3
180.3
172.4
Trade payables
102.3
102.3
102.3
Current interest-bearing liabilities
29.0
29.0
29.0
Derivative contracts
0.5
0.5
0.5
Current liabilities total
131.4
0.5
131.9
131.9
Financial liabilities total
302.3
9.9
312.2
304.3
Derivative contracts are included in other receivables and other liabilities in the statement of
financial position.
ORION | Financial Statement documents 2024 | 180/217
Fair value measurement and hierarchy of financial instruments
EUR million, 31 Dec 2024
Level 1
Level 2
Level 3
Total
Currency derivatives
0.2
0.2
Shares and investments
0.2
0.2
Assets total
0.2
0.2
0.4
Deferred purchase price and earn-out
-10.0
-10.0
Currency derivatives
-0.5
-0.5
Liabilities total
-0.5
-10.0
-10.5
EUR million, 31 Dec 2023
Level 1
Level 2
Level 3
Total
Currency derivatives
0.7
0.7
Shares and investments
0.2
0.2
Assets total
0.7
0.2
0.9
Deferred purchase price and earn-out
-9.3
-9.3
Currency derivatives
-0.5
-0.5
Liabilities total
-0.5
-9.3
-9.9
The fair value of level 1 financial instrument is based on quotations available in the active
markets. The fair value of level 2 derivatives is based on the prices available in the markets. The
fair value of level 3 financial instruments cannot be estimated on the basis of data available in the
markets.
Other investments at fair value through profit or loss comprise unlisted shares. Additional
information is presented in note 6.6 Other investments. The Group applies the principle of
recognising transfers between levels of fair value hierarchy on the date on which the event
triggering the transfer occurred. No transfers between levels occurred during the reporting
period.
Reconciliation of Level 3 fair values liabilities
EUR million
2024
2023
Carrying amount at 1 January
9.3
9.1
Impact of discounting
0.7
0.2
Carrying amount at 31 December
10.0
9.3
6.2 Financial risk management
The objective of the Group’s financial risk management is to decrease the negative effects of
market and counterparty risks on the Group’s profits and cash flows and to ensure sufficient
liquidity.
The main principles for financial risk management are defined in the Group Treasury Policy
approved by the Board of Directors or the President & CEO, and the Group Treasury is
responsible for its implementation. Treasury activities are centralised in the Group Treasury.
6.2.1 Market risk
The Group is exposed to market risks related to foreign currency exchange rate, interest rate and
electricity price.
6.2.1.1 Foreign currency exchange rate risk
The Group’s foreign currency exchange rate risk consists of transaction risk and translation risk.
Transaction risk
Transaction risk arises from foreign currency operational  (e.g. sales and purchases) and financial 
(e.g. loans, deposits and interest flows) items in the statement of financial position and from
forecasted direct currency flows over the upcoming 12 months. Transaction risk is monitored and
hedged actively. In accordance with the Treasury Policy, items in significant currencies in the
statement of financial position are normally hedged 90–105% and the forecast cash flows over
the upcoming 12 months 0–50%. Currency derivatives with maturities up to 12 months are used
as hedging instruments. Group’s currency derivatives are made for hedging net position.
The most significant currencies for the Group’s operational items are presented below. Other
significant currencies consists of the Danish krone and the Norwegian krone.
ORION | Financial Statement documents 2024 | 181/217
Other
significant
currencies
EUR million, 31 Dec 2024
USD
SEK
PLN
Total
Operational net position in
statement of financial
position
15.2
7.0
10.6
8.6
41.3
Forecast net position (12
months)
31.1
50.3
34.5
36.7
152.5
Net position, total
46.3
57.2
45.1
45.2
193.8
Currency derivatives for
hedging
-20.8
-10.5
-9.2
-5.6
-46.1
Net open position total
25.4
46.7
35.9
39.6
147.7
Other
significant
currencies
EUR million, 31 Dec 2023
USD
SEK
PLN
Total
Operational net position in
statement of financial
position
17.6
5.0
8.8
8.1
39.5
Forecast net position (12
months)
36.0
45.7
35.3
28.4
145.3
Net position, total
53.3
50.6
44.1
36.6
184.8
Currency derivatives for
hedging
-21.2
-9.8
-8.6
-4.2
-43.9
Net open position total
32.3
40.8
35.5
32.4
141.0
In addition to above mentioned position, the Group has a significant US Dollar position that has
not been hedged. The Group’s internal loans and deposits are principally denominated in the
local currency of the subsidiary and the most significant ones have been fully hedged with
currency swaps. These are not included in the table above.
The fair value changes of the currency derivatives are recognised through profit and loss in either
other operating income and expenses or finance income and expenses depending on whether,
from an operational perspective, sales revenues or financial assets and liabilities have been
hedged. The fair value changes of the derivative contracts relating to milestone payments are
recognised in either sales revenues or operating income and expenses.
Translation risk
Translation risk arises from the equity of subsidiaries outside the eurozone. At 31 December 2024
the equity in these subsidiaries totalled EUR 50.4 (2023: 56.7) million. The most significant
translation risk arises from the Swedish krona and British pound. This translation position has not
been hedged.
Sensitivity analysis
The effect of changes in foreign currency exchange rates on the Group’s results (before taxes)
and equity at the reporting date is presented below for the significant currencies. The
assumption used in the sensitivity analysis is a +/- 10% change in the exchange rates (foreign
currency depreciates/appreciates by 10%) while other factors remain unchanged. In accordance
with IFRS 7, the sensitivity analysis includes only the financial assets and liabilities in the statement
of financial position, and so the analysis does not take into account the forecast upcoming 12-
month foreign currency cash flow included in the position. The potential translation position is
not taken into account in the sensitivity analysis. Hedge accounting is not applied in the Group,
thus the foreign exchange gains and losses are recognised directly in income statement.
Other
significant
currencies
EUR million, 31 Dec 2024
USD
SEK
PLN
Impact on
profit
+/- 10% change in
exchange rates
0.5/-0.6
0.3/-0.4
-0.1/0.2
-0.3/0.3
0.4/-0.5
Other
significant
currencies
EUR million, 31 Dec 2023
USD
SEK
PLN
Impact on
profit
+/- 10% change in
exchange rates
0.3/-0.4
0.4/-0.5
-0.0/0.0
-0.4/0.4
0.4/-0.5
6.2.1.2 Electricity price risk
The price risk refers to the risk resulting from changes in electricity market prices. The market
price of electricity fluctuates greatly due to weather conditions, hydrology and emissions trading,
for example. The Group obtains its electricity through deliveries that are mainly fixed-price
contracts or tied to the spot price of the price area of Finland, and in the latter case is therefore
exposed to electricity price fluctuation. This price risk is not hedged.
6.2.1.3 Interest rate risk
Changes in interest rates affect the Group’s cash flow and results. At 31 December 2024, the
Group’s interest-bearing liabilities totalled EUR 327.3 (2023 : 200.0) million, which comprise of
long-term loans and lease liabilities. Of the loans from credit institutions, 244.4 (2023: 106.8)
million euros are tied to the variable Euribor interest rate.
ORION | Financial Statement documents 2024 | 182/217
The effect of the increase in the interest rate on the net interest expenses has been estimated
with a sensitivity analysis, where it is assumed that the interest rate will rise in 2023 by one
percentage point (1%) from the interest rates priced at the balance sheet date, other factors
remaining the same. The effect on result before taxes would be EUR -1.2 (2023: -0.6) million.
Lease liabilities are not taken into account in the calculation.
6.2.2 Counterparty risk
Counterparty risk is realised when a counterparty to the Group does not fulfil its contractual
obligations, resulting in non-payment of funds to the Group. The maximum credit risk exposure
at 31 December 2024 is the total of financial assets less carrying amounts of derivatives in
financial liabilities, which totalled EUR 461.3 (2023 : 355.2) million (note 6.1 Financial assets and
liabilities by category). The main risks relate to trade receivables, cash and cash equivalents, and
money market investments.
The Group Treasury Policy defines the requirements for the creditworthiness of the financial
institutions acting as counterparties to Group companies. Limits have been set for counterparties
on the basis of creditworthiness and solidity, and they are regularly monitored and updated. The
duration of money market investments is less than 12 months.
The Group Customer Credit Policy defines the basis for classifying customers and setting limits
for them, and the ways through which the credit risk is managed. Payment performance and the
financial situation of customers are monitored, and effective collection is regularly undertaken.
Credit risk can be reduced by requiring advance payment as a payment term or a letter of credit
or a bank guarantee to secure the payment, or by using credit insurance. In the pharmaceutical
industry, trade receivables are typically generated by distributors representing different
geographical areas. In certain countries, the Group also sells directly to local hospitals. The 25
largest customers accounted for 83.3% of the trade receivables at 31 December 2024 (2023:
78.0%).
Trade receivables are not considered to involve significant risk (note 3.6 Trade and other
receivables).
In 2024, final credit loss recognised to the consolidated statement of income was EUR 0.5 (2023:
0.9) million, the received amount of recovered credit loss from prior financial years EUR -0.8
(2023: 0.0) million and the change of credit loss allowance EUR 0.0 (2023: 0.2) million. The
Group’s contracts based assets are 31 December 2024 102.0 (2023: 49.7) million, for which the
expected credit losses are not material.
Ageing analysis of trade receivables
EUR million, 31 Dec 2024
Carrying
amount
Default rate
Expected
credit loss
Not due
233.4
0.01%
0.0
1 to 30 days past due
18.3
0.13%
0.0
31 to 60 days past due
0.3
0.18%
0.0
61 to 90 days past due
0.6
0.23%
0.0
91 to 365  days overdue
1.4
0.27%
0.0
Over 365 days overdue
0.9
34.64%
0.3
Total
254.9
0.3
EUR million, 31 Dec 2023
Carrying
amount
Default rate
Expected
credit loss
Not due
205.5
0.02%
0.0
1 to 30 days past due
23.5
0.28%
0.1
31 to 60 days past due
2.4
0.37%
0.0
61 to 90 days past due
1.2
0.44%
0.0
91 to 365 days overdue
13.5
0.56%
0.1
Over 365 days overdue
1.0
2.38%
0.0
Total
247.1
0.2
The following table shows the changes in trade receivables credit losses on the balance sheet at
the end of the reporting period on 31 December 2024 and 31 December 2023.
Changes in expected credit losses in trade receivables
EUR million
2024
2023
1 January 2024
0.2
0.1
Net remeasurement of loss allowance
0.1
0.1
31 December 2024
0.3
0.2
6.2.3 Liquidity risk
The Group seeks to maintain a good liquidity position in all conditions. This is ensured by cash
flows from operating activities and cash and cash equivalents and other money market
investments. The Group has EUR 150 million committed, undrawn credit facilities, which will
mature in 2029. In addition, the Group has a EUR 100 million unconfirmed commercial paper
program from which no commercial papers had been issued on the reporting date.
ORION | Financial Statement documents 2024 | 183/217
The Group’s interest-bearing liabilities at 31 December 2024 were EUR 327.3 (2023: 200.0)
million, which consisted of bank loans and lease contract liabilities. The average maturity for
interest-bearing liabilities excluding lease liabilities is 2.6 years (2023: 4.0 years). The interest rate
for bank limits and some of the bank loans is connected to Orion’s climate targets.
At 31 December 2024, the Group’s cash and cash equivalents and money market investments,
which decrease liquidity risk, totalled EUR 205.6 (2023: 106.7) million. To ensure the Group’s
liquidity, any surplus cash is invested mainly in short-term euro-denominated interest-bearing
instruments with good creditworthiness. An investment-specific limit is determined for each
investment.
Forecast undiscounted cash flows of financial liabilities, interest payments
and derivatives 31. December 2024
EUR million, 31 Dec
2025
2026
2027
2028
2029—
Total
Repayments of loans
25.7
175.6
24.9
24.7
65.4
316.3
Repayments of lease
liabilities
4.4
3.1
1.8
0.8
0.8
10.9
Interest payments
8.3
5.4
2.4
1.9
3.6
21.5
Cash flow total,
interest-bearing
financial liabilities
38.3
184.1
29.2
27.3
69.9
348.7
Trade payables
87.1
87.1
Deferred purchase
price and earn-out
10.0
10.0
Other non-interest-
bearing financial
liabilities
0.3
0.3
Cash flow total, non-
interest-bearing
financial liabilities
97.4
97.4
Derivative contracts,
inflow
0.2
0.2
Derivative contracts,
outflow
-0.5
-0.5
Cash flow total,
derivative contracts
-0.2
-0.2
Cash flow total, all
135.5
184.1
29.2
27.3
69.9
445.9
Forecast undiscounted cash flows of financial liabilities, interest payments
and derivatives 31. December 2023
EUR million, 31 Dec
2024
2025
2026
2027
2028—
Total
Repayments of loans
25.6
25.7
25.6
24.9
90.1
191.9
Repayments of lease
liabilities
3.4
2.2
1.4
0.5
0.5
8.0
Interest payments
5.2
4.5
3.8
3.2
7.3
24.0
Cash flow total, interest-
bearing financial
liabilities
34.2
32.3
30.8
28.6
97.9
223.9
Trade payables
102.3
102.3
Deferred purchase
price and earn-out
9.3
9.3
Other non-interest-
bearing financial
liabilities
0.3
0.3
Cash flow total, non-
interest-bearing
financial liabilities
112.0
112.0
Derivative contracts,
inflow
0.7
0.7
Derivative contracts,
outflow
-0.5
-0.5
Cash flow total,
derivative contracts
0.2
0.2
Cash flow total, all
146.3
32.3
30.8
28.6
97.9
336.0
Current market rates per contract are used for forecasts of interest payments on floating-rate
loans.
Nominal values and netting calculation of derivatives is presented in note 6.7 Derivative
contracts.
ORION | Financial Statement documents 2024 | 184/217
6.2.4 Management of capital structure
The financial objectives of the Group include a capital structure related goal to maintain the
equity ratio, i.e. equity in proportion to total assets, at a level of at least 50%. This equity ratio is
not the Company’s opinion of an optimal capital structure, but rather part of an aggregate
consideration of the Company’s growth and profitability targets and dividend policy.
The terms of loan agreements of the Company include covenants that specify that if the
covenants are breached, the lender optionally has the right to demand early repayment of the
loan. The key figures used in calculation of covenants are calculated in accordance with the
formulas given in loan agreements. The following tables show the levels of financial covenants
specified in the terms of the loans and the corresponding values at 31 December 2024 . Orion
fulfilled these financial covenants on 31 December 2024.
Financial covenants
Requirements
Group equity ratio
> 30%
Group interest-bearing net liabilities /EBITDA
< 3.0
Group equity ratio
31 Dec
2024
2023
Equity, EUR million
1,005.0
890.1
Equity and liabilities total, excluding advances received, EUR million
1,622.7
1,427.8
Equity ratio, %
61.9%
62.3%
Group interest-bearing net liabilities / Group EBITDA
EUR million, 31 Dec
2024
2023
Interest-bearing net liabilities
121.7
93.3
EBITDA
509.4
326.4
Interest-bearing net liabilities / EBITDA
0.24
0.29
ORION | Financial Statement documents 2024 | 185/217
6.3 Equity
Accounting policies
Ordinary shares are presented as share capital. Transaction costs directly due to issuance of
new shares or options are presented in equity including tax effects as a decrease in
payments received.
Other reserves include reserve funds, expendable fund and reserve for invested unrestricted
equity. Reserve funds are required by local laws and part of restricted equity. The
expendable fund and reserve for invested unrestricted equity are included in distributable
funds under the Finnish Limited Liability Companies Act.
Changes in share capital
A shares
B shares
Total
Share capital
EUR million
Total number of shares at 1 Jan 2023
34,186,494
106,947,784
141,134,278
92.2
Conversion of A shares to B shares in 1
Jan–31 Dec 2023
-835,112
835,112
0
Total number of shares at 31 Dec 2023
33,351,382
107,782,896
141,134,278
92.2
Conversions of A shares to B shares in 1
Jan–31 Dec 2024
-519,774
519,774
0
Total number of shares at 31 Dec 2024
32,831,608
108,302,670
141,134,278
92.2
Number of treasury shares at 31 Dec
2024
632,855
632,855
Total number of shares at 31 Dec 2024,
excluding treasury shares
32,831,608
107,669,815
140,501,423
Total number of votes at 31 Dec 2024
excluding treasury shares
656,632,160
107,669,815
764,301,975
On 31 December 2024 Orion had a total of 141,134,278 (2023 : 141,134,278 ) shares, of which
32,831,608 (2023: 33,351,382) were A shares and 108,302,670 (2023: 107,782,896) B shares.
The Group’s share capital was EUR 92,238,541.46 (2023 : 92,238,541.46 ). At the end of 2024
Orion held 632,855 (2023 : 782,973) B shares as treasury shares. On 31 December 2024 the
aggregate number of votes conferred by the A and B shares was 764,301,975 ( 2023:
774,027,563) excluding treasury shares.
All shares issued have been paid in full.
Orion’s shares have no nominal value. The counter book value of the A and B shares is about EUR
0.65 per share. Each A share entitles its holder to twenty (20) votes at General Meetings of
Shareholders and each B share one (1) vote. However, a shareholder cannot vote more than 1/20
of the aggregate number of votes from the different share classes represented at the General
Meetings of Shareholders. In addition, Orion and Orion Pension Fund do not have the right to
vote at Orion Corporation’s General Meetings of Shareholders.
Both share classes, A and B, confer equal rights to the Company’s assets and dividends.
The Articles of Association entitle shareholders to demand the conversion of their A shares to B
shares within the limitation on the maximum number of shares of a class. In 2024 total of 519,774
A shares were converted to B shares.
According to Orion’s Articles of Association, the minimum number of all shares in the Company is
one (1) and the maximum number is 1,000,000,000. A maximum number of 500,000,000 of the
shares shall be A shares and a maximum number of 1,000,000,000 shares shall be B shares.
On 20 March 2024, the Annual General Meeting of Orion Corporation authorised the Board of
Directors to decide on a share issue by issuing new shares. The Board of Directors shall be
entitled to decide on the issuance of no more than 14,000,000 new Class B shares. The share
issue authorisation shall be valid until the next Annual General Meeting of the Company.
On 23 March 2022, the Annual General Meeting authorised the Board of Directors to decide on a
share issue by conveying own shares. The Board of Directors is entitled to decide on the
conveyance of no more than 1,000,000 own Class B shares held by the Company.  The
authorisation to convey own shares is valid for five years from the decision of the Annual General
Meeting. The terms of the authorisation are reported in more detail in a stock exchange release
on 23 March 2022.
The Board of Directors is not authorised to increase the share capital or to issue bonds with
warrants or convertible bonds or stock options.
The Board of Directors proposes that a dividend of EUR 1.64 per share will be paid out, donation
of EUR 0.5 million based on the consolidated statement of financial position to be adopted for
the financial year ended December 31, 2024, and that the remaining part is carried forward in the
retained earnings.
ORION | Financial Statement documents 2024 | 186/217
Other reserves
EUR million, 31 Dec
2024
2023
Reserve funds
4.0
3.3
Expandable fund
0.5
0.5
Reserve for invested unrestricted equity
0.9
0.9
Total
5.3
4.6
Translation differences
Translation differences include those arising from translation of the financial statements of
foreign subsidiaries.
Dividends and other distribution of profits
A dividend of EUR 1.62 (2023: 1.60) per share were distributed in the 2024 financial year. In
addition, donations of EUR 0.5 (2023: 0.4) million were distributed from profit funds.
6.4 Interest-bearing liabilities
Non-current liabilities
Carrying
amount
Fair value
Carrying
amount
Fair value
EUR million, 31 Dec
2024
2024
2023
2023
Loans from credit institutions
290.7
282.1
166.3
158.4
Lease liabilities
6.5
6.5
4.7
4.7
Non-current liabilities total
297.2
288.6
171.0
163.1
Current liabilities
Carrying
amount
Fair value
Carrying
amount
Fair value
EUR million, 31 Dec
2024
2024
2023
2023
Loans from credit institutions
25.7
25.7
25.7
25.7
Lease liabilities
4.4
4.4
3.4
3.4
Current liabilities total
30.0
30.0
29.0
29.0
The carrying value of lease liabilities can be considered as the fair value because of the short-
term nature of the agreements.
The fair value of the loans has been determined by discounting the estimated cash flows to
present value by using the rate that would be prevailing for Group to withdraw loan at the end of
the financial year.
6.5 Cash and cash equivalents
Carrying
amount
Fair value
Carrying
amount
Fair value
EUR million, 31 Dec
2024
2024
2023
2023
Cash and bank
202.6
202.6
106.7
106.7
Liquid money market investments
3.0
3.0
Total
205.6
205.6
106.7
106.7
Liquid money market investments included in cash and cash equivalents are bank deposits,
certificates of deposit and commercial papers with maturities of no more than three months on
acquisition.
6.6 Other investments
Other investments, with asset value of EUR 0.2 (2023 : 0.2 ) million at 31 December 2024, include
mainly shares and investments in unlisted companies. They are stated at cost because their fair
value cannot be determined reliably.
ORION | Financial Statement documents 2024 | 187/217
6.7 Derivative contracts
Nominal values and maturity of currency derivatives
EUR million, 31 Dec
2024
2023
Currency forward contracts and currency swaps
43.3
49.3
Currency options
32.4
28.0
All derivatives have a maturity less than one year.
Fair values of non-hedge-accounting derivative
EUR million, 31 Dec 2024
Positive
Negative
Net
Currency forward contracts and currency swaps
0.2
-0.4
-0.2
Currency options
0.0
-0.1
-0.1
EUR million, 31 Dec 2023
Positive
Negative
Net
Currency forward contracts and currency swaps
0.6
-0.4
0.3
Currency options
0.1
-0.2
-0.1
All derivatives are OTC derivatives, and market quotations at the end of the financial year have
been used for determining their fair value. Derivatives measured at fair value have been reported
in the consolidated statement of financial position on a gross basis. Derivative contract terms
agreed with banks allow netting in the event of payment default or bankruptcy, among other
things. At the end of the financial year, after netting the counterparty risk to Orion was EUR 0.0
(2023: 0.3) million and to counterparties EUR 0.2 (2023: 0.1) million. All derivatives are made for
hedging purposes, but no hedge accounting is applied.
6.8 Contingent liabilities and commitments
Accounting policies
A contingent liability is a potential liability based on previous events. It depends on the
realisation of an uncertain future event beyond the Group’s control. Contingent liabilities
also include obligations that will most likely not lead to a payment or its size cannot be
reliably determined.
Contingencies for own liabilities
EUR million, 31 Dec
2024
2023
Guarantees
2.5
2.6
Commitments
Orion has commitments for the acquisition of property, plant and equipment, which mainly
concern existing factories and premises in Finland.
Significant legal proceedings
On 26 October 2023, Orion Corporation filed together with Bayer et al a patent infringement
lawsuit against Hetero USA Inc. et al in the United States District Court for the District of
Delaware. Hetero USA Inc. (et al) has filed an Abbreviated New Drug Application (“ANDA”) for
Nubeqa® (darolutamide) with the US Food and Drug Administration seeking approval to
commercialise a generic version of Nubeqa® prior to certain patents expiring in 2036 and 2038.
However, according to Orion’s information, the ANDA as filed does not seek approval prior to
the expiry of the compound patent protection for Nubeqa® (darolutamide) in the US.
In the US, generic pharmaceutical companies may apply for an ANDA after a certain time has
lapsed from the grant of the marketing authorisation of the originator’s product, and such
applications will occur in the ordinary course of business.
In addition to the above, companies belonging to the Orion Group are parties to various legal
disputes, which are not, however, considered to be significant legal proceedings for the Group.
ORION | Financial Statement documents 2024 | 188/217
7 Other notes
7.1 Related party transactions
In the Orion Group, the related parties are deemed to include the parent company Orion
Corporation, the subsidiaries and associated and affiliated companies, the members of the Board
of Directors of Orion Corporation, the members of the Executive Management Board of the
Orion Group, the immediate family members of these persons, the companies controlled by
these persons, and the Orion Pension Fund.
Related party transactions
The Group’s material related party transactions relate to pension contributions paid to the Orion
Pension Fund (additional information is presented in 4.2 Pension assets and pension liabilities)
and services acquired from Lääkärikeskus Aava Oy. Services were purchased from Lääkärikeskus
Aava Oy during the financial year 2024 for EUR 0.3 (2023: 0.3) million. The Group’s debt to
Lääkärikeskus Aava Oy at the end of the financial year 2024 was EUR 0.0 (2023: 0.0) million.
Loans, guarantees and other commitments to or on behalf of the related
parties
Orion Corporation has loan receivables of EUR 0.7 (2023: 0.9) million from Hangon Puhdistamo
Oy.
Management´s employment benefit paid1
The table presents remuneration paid to President and CEO, Executive Management Board and
Board of Directors. More information on share-based incentive plans is presented in 4.1
Employee benefits.
EUR million
2024
2023
Salaries, share-based benefits and other short-term employment
benefits
9.9
8.6
Share-based benefits
2.2
2.4
Post-employment benefits
0.1
0.4
EUR million
2024
2023
Liisa Hurme, President and CEO
2.3
2.0
Veli-Matti Mattila, Chairman
0.1
0.1
Hilpi Rautelin, Vice Chairman
0.1
0.1
Kari Jussi Aho
0.1
0.1
Maziar Mike Doustdar
0.1
0.1
Ari Lehtoranta
0.1
0.1
Eija Ronkainen
0.1
0.1
Henrik Stenqvist
0.1
0.0
Karen Lykke Sørensen
0.1
0.1
Mikael Silvennoinen (until 20 March 2024)
0.0
0.1
Board of Directors, total
0.6
0.6
1 Additional information from Remuneration Report 2024.
Pension arrangements for the President and CEO follow local market practice and legislation.
Finland has a statutory pension system (TyEL), in which the President and CEO participates. In
addition, the President and CEO has an additional pension benefit in the form of a defined
contribution pension plan. The supplementary pension can commence as of the age of 63.
7.2 Auditor’s remuneration
EUR million
2024
2023
Auditing
0.4
0.3
Assignments under Auditing Act Section 1 Subsection 1 Paragraph 21
0.2
0.0
Tax consulting
0.0
0.0
Other services
0.0
0.0
Total
0.6
0.4
1 The assurance fee for sustainability reporting is included in the assignments referred to in section 1, subsection 1, paragraph 2
of the Auditing Act..
Audit firm KPMG Oy Ab is acting as principal auditor for Orion Group. Non-audit fees charged by
KPMG were EUR 0.0 (2023: 0.0) million.
Auditing fees in 2024 to other auditing firms were EUR 0.1 (2023: 0.1) million.
ORION | Financial Statement documents 2024 | 189/217
7.3 Group companies
Group
Parent company
31 Dec 2024
Ownership
%
Share of
votes %
Ownership
%
Share of
votes %
Pharmaceuticals
Parent company Orion Corporation,
Finland
Fermion Oy, Finland
100.00
100.00
100.00
100.00
FinOrion Pharma India Pvt. Ltd., India
100.00
100.00
95.00
95.00
Inovet IndochineCo., Ltd., Vietnam
100.00
100.00
Kiinteistö Oy Tonttuvainio, Finland
100.00
100.00
100.00
100.00
Laboratoires Biard S.A., France
100.00
100.00
Laboratoires Biové SAS, France
100.00
100.00
OOO Orion Pharma, Russia1
100.00
100.00
Orionfin, Unipessoal, Lda, Portugal
100.00
100.00
100.00
100.00
Orion Export Oy, Finland1
100.00
100.00
100.00
100.00
Orion Pharma AB, Sweden
100.00
100.00
100.00
100.00
Orion Pharma AG, Switzerland
100.00
100.00
100.00
100.00
Orion Pharma A/S, Denmark
100.00
100.00
100.00
100.00
Orion Pharma AS, Norway
100.00
100.00
100.00
100.00
Orion Pharma (AUS) Pty Limited,
Australia
100.00
100.00
100.00
100.00
Orion Pharma (Austria) GmbH, Austria
100.00
100.00
100.00
100.00
Orion Pharma BVBA, Belgium
100.00
100.00
100.00
100.00
Orion Pharma d.o.o., Slovenia
100.00
100.00
100.00
100.00
Orion Pharma East LLP, Kazakhstan
100.00
100.00
100.00
100.00
Orion Pharma GmbH, Germany
100.00
100.00
100.00
100.00
Orion Pharma Hellas, Pharmakeftiki
Mepe, Greece
100.00
100.00
100.00
100.00
Orion Pharma Inc., USA
100.00
100.00
100.00
100.00
Orion Pharma (Ireland) Ltd., Ireland
100.00
100.00
100.00
100.00
Orion Pharma Japan (JP) K.K., Japan
100.00
100.00
100.00
100.00
Orion Pharma Kft., Hungary
100.00
100.00
100.00
100.00
Orion Pharma (MY) Sdn. Bhd., Malaysia
100.00
100.00
100.00
100.00
Group
Parent company
31 Dec 2024
Ownership
%
Share of
votes %
Ownership
%
Share of
votes %
Orion Pharma (NZ) Limited, New
Zealand
100.00
100.00
100.00
100.00
Orion Pharma Poland Sp. z o.o., Poland
100.00
100.00
100.00
100.00
Orion Pharma Romania S.R.L., Romania
100.00
100.00
100.00
100.00
Orion Pharma SA, France
100.00
100.00
100.00
100.00
Orion Pharma (SG) Pte. Ltd., Singapore
100.00
100.00
100.00
100.00
Orion Pharma S.L., Spain
100.00
100.00
100.00
100.00
Orion Pharma S.r.l., Italy
100.00
100.00
100.00
100.00
Orion Pharma s.r.o., Czech Republic
100.00
100.00
100.00
100.00
Orion Pharma s.r.o., Slovakia
100.00
100.00
100.00
100.00
Orion Pharma Thai Co, Ltd., Thailand
100.00
100.00
99.00
99.00
Orion Pharma (UK) Ltd., United Kingdom
100.00
100.00
100.00
100.00
OÜ Orion Pharma Eesti, Estonia
100.00
100.00
100.00
100.00
Saiph Therapeutics Oy, Finland1
100.00
100.00
100.00
100.00
Snappertuna Holding Oy, Finland1
100.00
100.00
100.00
100.00
TOV Orion Pharma Ukraine, Ukraine
100.00
100.00
100.00
100.00
Tuohilampi Holding Oy, Finland1
100.00
100.00
100.00
100.00
UAB Orion Pharma, Lithuania
100.00
100.00
100.00
100.00
VMD NV, Belgium
100.00
100.00
100.00
100.00
1 These companies are not engaged in business activities.
There are no companies in which the Group’s ownership is 1/5 or more that have not been
consolidated as associated companies or subsidiaries.
7.4 Events after the end of reporting period
There have been no other events after the reporting period.
ORION | Financial Statement documents 2024 | 190/217
Parent company Orion Corporation’s financial statements
(FAS)
Income statement
EUR million
Note
2024
2023
Net sales
1
1,372.5
1,013.0
Increase (+) or decrease (-) in stocks of finished goods or
work in progress
19.8
27.4
Other operating income
2
16.1
55.3
Raw materials and services
3
-417.7
-356.1
Personnel expenses
5
-192.5
-155.9
Depreciation, amortisation and impairment
5
-75.3
-35.3
Other operating expenses
2
-346.0
-266.5
Operating profit
376.8
281.9
Finance income and expenses
6
-67.8
8.1
Profit before appropriations and taxes
309.1
290.1
Appropriations
7
-3.1
-5.5
Income tax expense
8
-73.4
-53.2
Profit for the period
232.7
231.4
ORION | Financial Statement documents 2024 | 191/217
Balance sheet
Assets
EUR million, 31 Dec
Note
2024
2023
Intangible rights
80.1
104.2
Other capitalised expenditure
5.8
4.9
Intangible assets
9
85.9
109.1
Land and water areas
4.0
4.0
Buildings and constructions
169.8
171.5
Machinery and equipment
85.4
83.9
Other tangible assets
1.3
1.4
Advanced payments and construction in progress
28.4
23.4
Tangible assets total
10
288.8
284.1
Holdings in Group companies
65.4
159.2
Other investments
0.2
0.2
Investments total
11
65.6
159.3
Non-current assets total
440.2
552.6
Non-current receivables
12
43.8
34.2
Inventories
13
247.1
225.2
Trade receivables
14
212.4
195.8
Other current receivables
14
232.6
183.1
Liquid money market investments
15
3.0
Cash and bank
15
161.6
72.3
Current assets total
900.4
710.6
 
Assets total
1,340.7
1,263.1
Liabilities
EUR million, 31 Dec
Note
2024
2023
Share capital
92.2
92.2
Expandable fund
0.5
0.5
Reserve for invested unrestricted equity
0.9
0.9
Retained earnings
367.5
364.0
Profit for the period
232.7
231.4
Shareholders’ equity
16
693.7
689.0
Appropriations
17
114.0
110.9
Provisions
18
0.5
0.5
Loans from credit institutions
279.4
152.9
Other non-current liabilities
10.0
69.3
Non-current liabilities total
19
289.4
222.3
Loans from credit institutions
23.5
23.5
Trade payables
80.5
94.0
Other current liabilities
139.0
122.9
Current liabilities total
20
243.0
240.4
 
Liabilities total
1,340.7
1,263.1
ORION | Financial Statement documents 2024 | 192/217
Cash flow statement
EUR million
2024
2023
Operating profit
376.8
281.9
Depreciation, amortisation and impairment
75.3
35.3
Other adjustments
-54.3
-43.6
Total adjustments to operating profit
21.1
-8.2
Change in trade and other receivables
-73.7
-92.3
Change in inventories
-21.9
-33.1
Change in trade and other payables
19.7
-10.7
Total change in working capital
-75.9
-136.1
Interest and other financial expenses paid
-8.6
-7.1
Dividends received
26.2
10.4
Interest and other financial income received
6.6
4.5
Income taxes paid
-74.3
-42.3
Total net cash flow from operating activities
271.9
103.0
Investments in intangible assets
-25.6
-47.6
Investments in tangible assets
-38.1
-41.1
Sales of intangible assets
0.0
0.0
Sales of tangible assets and other investments
1.3
8.4
Investments in subsidiary shares
-0.1
-0.1
Changes in loan receivables from Group companies
-9.7
-10.0
Changes in loan receivables from associate
0.2
-0.6
Dividends received
2.3
Total net cash flow from investing activities
-69.8
-91.0
EUR million
2024
2023
Changes in current loans
-8.3
1.5
Proceeds of non-current loans
150.0
Repayment of non-current loans
-23.5
-11.8
Dividends paid and other distribution of profits
-228.0
-224.9
Group contributions received
0.0
6.0
Total net cash flow from financing activities
-109.8
-229.2
Net change in cash and cash equivalents
92.3
-217.2
Cash and cash equivalents at 1 January
72.3
289.5
Net change in cash and cash equivalents
92.3
-217.2
Cash and cash equivalents at 31 December
164.6
72.3
ORION | Financial Statement documents 2024 | 193/217
Parent company notes to the financial
statements for 2024 (FAS)
Orion Corporation is the parent company of the Orion Group that is domiciled in Espoo. The
Company’s business ID is 1999212-6.
The Orion Corporation’s first financial year was 1 July–31 December 2006, because the Company
came into being on 1 July 2006 following the demerger of its predecessor Orion Group into the
pharmaceuticals and diagnostics business and a pharmaceutical wholesale and distribution
business. Orion Corporation’s shares are listed on Nasdaq Helsinki. Trading in Orion’s shares
commenced on 3 July 2006.
Accounting policies
The financial statements of Orion Corporation are prepared in accordance with the Finnish
Accounting Act, as well as other regulations and guidelines set for the preparation of
financial statement
Net sales
Net sales include revenue from sale of goods and services adjusted for indirect taxes,
discounts and foreign exchange differences on sales in foreign currencies. Net sales also
include milestone payments under contracts with collaboration partners, which are paid by
the collaboration partner as a contribution to cover the research and development expenses
of a product during the development phase and tied to certain milestones in research
projects. In addition, net sales include royalties from the product licensed out by the Group.
Revenue from sale of goods in recognised when the significant risks and rewards of
ownership of the goods have been transferred to the buyer. Revenue from services is
recognised when the service has been rendered. Milestone payments are recognised when
the research and development project has progressed to a phase that, in accordance with
an advance agreement with the collaboration partner, triggers the partner’s obligation to
pay its share. Royalties are recognised on an accrual basis in accordance to the licensing
agreements.
Foreign currency transactions
The revaluation of foreign currency receivables and liabilities is based on the exchange rates
quoted by the European Central Bank at the end of reporting period. Foreign exchange
gains and losses from translation of the items are recognised in the income statement.
Foreign exchange gains and losses related to business operations are recognised as
adjustments to sales and purchases. Foreign exchange gains and losses related to financial
receivables and liabilities in foreign currencies and currency derivatives related to them are
included in finance income and expenses.
Research and development expenses
Research and development expenses are entered as expenses during the financial year in
which they are incurred.
Income taxes
Income taxes comprise the taxed based on taxable profit and tax adjustments to prior
periods. The financial statement of the parent company does not include recognition of the
deferred tax assets or liabilities, but in the notes amount of deferred tax assets and liabilities
recognised to Group financial statements are presented. These deferred liabilities or assets
are calculated from material differences due to timing between the tax assessment and the
financial statements, using the tax rate confirmed at the time of the financial statements for
subsequent years.
Non-current assets
The balance sheet values of intangible and tangible assets are based on acquisition costs,
depreciated according to plan. The depreciation according to plan is based on the useful
lives of the assets, following the straight-line depreciation method.
The acquisition cost of the intangible and tangible assets includes assets with remaining
useful life, as well as fully depreciated non-current asst items that are still in operative use.
The corresponding policies are applied to the accumulated depreciation.
ORION | Financial Statement documents 2024 | 194/217
The useful lives of various asset categories are:
intangible rights and other capitalised expenditure 5–10 years
goodwill 5–20 years
buildings and structures 20–40 years
machinery, equipment and furniture 5–10 years
vehicles 6 years
other tangible assets 10 years
Other long-term expenditure items that generate or maintain income for three years or
longer are capitalised and are normally depreciated over five years.
Land and water areas and revaluations are not depreciated according to plan. The
production and office facilities were revalued in the Orion Group in the 1970s and 1980s.
The revaluations are based on valuation of each asset separately.
Rental agreements
Payments related to rental agreements are recognised as rent expenses in income
statement.
Inventories
Inventories are presented in the statement of financial position using the standard price for
self-manufactured products, and for purchased products using the weighted average cost
method of variable costs incurred from procurement and manufacturing, or if lower, the
probable selling price or replacement cost.
Financial assets and liabilities and derivative contracts
Other investments, derivative financial instruments and part of securities are measured at fair
value using an alternative treatment allowed under the Finnish Accounting Act Chapter 5,
Section 2a. Other loans and receivables and other financial liabilities are measured at
amortised cost.
Other investments include shares and investments. Liquid money market investments
included in cash and cash equivalents are bank deposits, certificates of deposit and
commercial paper with maturities of no more than three months on acquisition issued by
banks and companies.
The fair value is based on the prices available in the markets. Investments in unquoted
shares are measured at acquisition cost because their fair value cannot be measured using
the fair value method.
Loans and receivables comprise cash and cash equivalents, loans granted and trade and
other receivables. Other financial liabilities include interest-bearing liabilities and trade and
other payables.
Currency derivatives for hedging currency risk are measured at fair value using market prices
on the reporting date. The fair value of currency derivatives that hedge operative items is
recognised in other operating income and expenses, whereas the fair value of currency
derivatives that hedge loans and receivables denominated in foreign currencies is
recognised in the finance income and expenses.
Share-based incentive plans
The share-based incentive plans for key employees approved by the Board of Directors
includes the portion to be settled in shares and the portion to be settled in cash. The portion
to be settled in shares does not give rise to any entries affecting the accounts. The rights
relating to the portion to be settled in cash are valued at fair value at the balance sheet date
and are recognised as expense during the vesting period of the right. The estimate of the
final number of shares and associated cash payments is updated at each reporting date.
Further information on share-based payments are given in the note 4 Personnel expenses.
Pension arrangements
The pension security of the Company’s employees has been arranged through the Orion
Pension Fund and pension assurance companies. Supplementary pension security has been
arranged through the pension fund for employees whose employment began prior 25 June
1990 and continues until retirement. Supplementary pensions for some executives have also
been arranged through pension insurance companies. The pension liability of the Orion
Pension Fund is covered in full. The insurance portfolio of the Orion Pension Fund’s B fund
has been transferred to pension insurance company on 31 December 2023.
Provisions
Commitments by the Company to contractual expenses that are unlikely to generate
corresponding revenue are deducted from income as provisions. Similarly, contractual
losses that are likely to materialise are deducted from income.
ORION | Financial Statement documents 2024 | 195/217
1 Net sales
Net sales by business area
EUR million
2024
2023
Pharmaceuticals business
1,372.5
1,013.0
Total
1,372.5
1,013.0
Net sales by region
EUR million
2024
2023
Finland
347.6
332.2
Scandinavia
147.1
126.0
Other Europe
336.6
270.0
North America
353.1
158.9
Rest of the World
188.1
126.0
Total
1,372.5
1,013.0
2 Other operating income and other
operating expenses
Other operating income
EUR million
2024
2023
Service charges received from Group companies
6.4
6.1
Gains on sales of property, plant and equipment and intangible assets
0.5
7.8
Rental income
2.4
2.4
Settlement gain of the transfer of Pension Fund’s B fund
5.7
36.8
Other operating income
1.2
2.2
Total
16.1
55.3
Other operating expenses
EUR million
2024
2023
Research and developing expenses
98.2
62.1
IC recharging
49.9
44.7
IT expenses
37.3
34.7
Property expenses
29.3
28.8
Other operating expenses
131.3
96.2
Total
346.0
266.5
Auditors’ remuneration
EUR million
2024
2023
Auditing
0.1
0.1
Assignments under Auditing Act Section 1 Subsection 1 Paragraph 2
0.2
0.0
Other services
0.0
0.0
Total
0.3
0.1
3 Raw materials and services
EUR million
2024
2023
Production for own use
-2.9
-2.0
Raw materials and services
Purchases during the financial year
377.1
326.2
Increase (-) or decrease (+) in stocks
-2.1
-5.7
External services
45.6
37.6
Total
417.7
356.1
ORION | Financial Statement documents 2024 | 196/217
4 Personnel expenses
EUR million
2024
2023
Wages and salaries
152.0
136.7
Pension expenses
25.5
8.5
Share-based incentive plans
9.9
4.8
Other social security expenses
5.1
5.9
Total
192.5
155.9
Average number of employees
Person
2024
2023
Average number of employees during the period
2,460
2,351
Share-based payments
The Group has two share-based incentive plans in force for key persons of the Group.
The plan that commenced in 2022 includes three earning periods, which are the calendar years
2022–2024, 2023–2025 and 2024–2026. The Board of Directors decides on the earnings criteria
and on targets to be established for them at the beginning of each earning period. One earning
period, calendar years 2022–2024, commenced in 2022, next earning period, calendar years
2023–2025, commenced in 2023 and the last earning period of the plan, calendar years
2024-2026, commenced in 2024.
The potential reward of the plan for the earning periods commencing in 2022, 2023 and 2024
are based on achieving the Orion Group’s operating profit and net sales targets.
The target group of the plan consists of approximately 65 people, exact number of participants
depending on the earning period. The total maximum amount of rewards to be paid on the basis
of the plan is 760,000 Orion Corporation class B shares and a cash payment corresponding to
the value of the shares. The total maximum amount includes a separate, so-called reward for
commitment part that the Board of Directors can use by a separate decision during the years
2022–2026. The maximum amount of the reward for commitment is no more than 100,000 shares
and a cash payment corresponding to the value of the shares. By 31 December 2024, no Orion
Corporation shares had been paid as rewards under this plan.
There are no restriction periods in the plan, as the duration of each earning period is three years.
According to the terms and the conditions of the plan, the rewards to be paid to a key person
shall be limited, if the limits set for the rewards to be paid from the plan for are exceeded.
The plan that commenced in 2019 includes five earning periods, which are the calendar years
2019, 2019–2020, 2019–2021, 2020–2022 and 2021–2023. The Board of Directors decided on the
earnings criteria and on targets to be established for them at the beginning of each earning
period. Three earning periods, calendar year 2019, calendar years 2019–2020 and 2019–2021,
commenced upon implementation of the plan. One earning period, calendar years 2020–2022,
commenced in 2020. One earning period, calendar years 2021–2023, commenced in 2021. The
potential rewards of the plans for the earning periods commencing in 2019, 2020 and 2021 are
based on achieving the Orion Group’s operating profit and net sales targets.
The target group of the plan consists of approximately 50 people. The total maximum amount of
rewards to be paid on the basis of the plan is 700,000 Orion Corporation B shares and a cash
payment corresponding to the value of the shares. The total maximum amount includes a
separate, so-called reward for commitment part that the Board of Directors can use by a separate
decision during the years 2019–2023. The maximum amount of the reward for commitment is no
more than 100,000 shares and a cash payment corresponding to the value of the shares. By 31
December 2024, 302,472 B shares had been paid as rewards under this plan.
Under the plan, shares received based on one-year and two-year earning periods could not be
transferred during the restricted period determined in the plan. There is no restricted period for
the three-year earning periods. According to the terms and the conditions of the plan, the
rewards to be paid to a key person from the plan in force shall be limited, if the limits set for the
Orion Group long-term incentive plan rewards are exceeded.
The rewards under the plans shall be paid partly in the form of the Company’s B shares and partly
in cash. Rewards under the plans have been paid and potential future rewards, shall be paid as
follows:
Earning period
Reward paid on / potential
reward to be paid in
2019
2 Mar 2020
2019–2020
1 Mar 2021
2019–2021
1 Mar 2022
2020–2022
1 Mar 2023
2021–2023
1 Mar 2024
2022–2024
10 Mar 2025
2023–2025
2026
2024–2026
2027
ORION | Financial Statement documents 2024 | 197/217
5 Depreciation, amortisation and
impairment
EUR million
2024
2023
Depreciation and amortisation according to plan
33.9
34.4
Impairments
41.4
1.0
Total
75.3
35.3
More information of depreciation and amortisation by asset class for the financial year in notes 9–10.
Further information on depreciation according to the plan is presented in parent company
accounting policies.
6 Finance income and expenses
EUR million
2024
2023
Income from other non-current investments
Dividend income from Group companies
26.2
10.4
Dividend income from other investments
0.0
0.0
Interest income from other companies
0.0
0.0
Other interest and finance income
Interest Income from Group companies
1.9
1.2
Interest income from other companies
3.8
2.4
Other finance income
1.2
1.9
Interest expenses and other finance expenses
Interest expenses to Group companies
-1.0
-0.8
Interest expenses to other companies
-6.6
-4.4
Impairment of fixed assets investments
-91.6
Other finance expenses
-1.6
-2.6
Total
-67.8
8.1
7 Appropriations
EUR million
2024
2023
Change in cumulative accelerated depreciation, increase (-), decrease
(+)
-3.1
-5.5
Total
-3.1
-5.5
8 Income taxes
EUR million
2024
2023
Current taxes
73.5
53.9
Adjustments for current tax of prior periods
-0.2
-0.7
Total
73.4
53.2
Deferred tax assets and deferred tax liabilities
Deferred tax liabilities or deferred tax assets of the parent company have not been recognised to
the company’s balance sheet.
Deferred tax assets
EUR million, 31 Dec
2024
2023
Provisions
0.1
0.1
Total
0.1
0.1
Deferred tax liabilities
EUR million, 31 Dec
2024
2023
Appropriations
22.8
22.2
Revaluations
3.3
3.3
Total
26.1
25.5
ORION | Financial Statement documents 2024 | 198/217
9 Intangible assets
Intangible rights
Goodwill
Other capitalised
expenditure
Total
EUR million
2024
2023
2024
2023
2024
2023
2024
2023
Acquisition cost at 1 January
237.3
247.2
68.3
68.3
60.4
57.1
365.9
372.5
Additions
22.9
19.3
0.7
0.6
23.6
19.9
Disposals
-4.7
-26.3
-1.3
-0.1
-6.0
-26.5
Reclassifications
-1.5
-2.9
1.5
2.9
0.0
0.0
Acquisition cost at 31 December
254.0
237.3
68.3
68.3
61.2
60.4
383.5
365.9
Accumulated amortisation and impairment at 1 January
-133.1
-150.4
-68.3
-68.3
-55.5
-54.7
-256.8
-273.3
Accumulated amortisation on disposals
4.7
23.2
1.3
0.1
6.0
23.4
Amortisation
-4.1
-5.0
-1.2
-0.9
-5.3
-5.9
Impairment
-41.4
-1.0
-41.4
-1.0
Accumulated depreciation and impairment at 31 December
-174.0
-133.1
-68.3
-68.3
-55.4
-55.5
-297.6
-256.8
Book value at 1 January
104.2
96.8
4.9
2.4
109.1
99.2
Book value at 31 December
80.1
104.2
5.8
4.9
85.9
109.1
Accumulated difference between total and planned amortisation at 1 January
1.9
2.4
0.5
0.5
2.4
2.8
Change in cumulative accelerated amortisation, increase (+) or decrease (-)
-0.4
-0.5
0.1
0.1
-0.3
-0.4
Accumulated difference at 31 December
1.5
1.9
0.6
0.5
2.1
2.4
ORION | Financial Statement documents 2024 | 199/217
10 Tangible assets
Land and water
Buildings and constructions
Machinery and equipment
Other tangible assets
Advanced payments and
construction in progress
Total
EUR million
2024
2023
2024
2023
2024
2023
2024
2023
2024
2023
2024
2023
Acquisition cost at 1 January
4.0
4.0
359.7
330.8
307.4
292.0
4.0
3.9
23.4
31.9
698.4
662.6
Additions
6.4
10.1
11.5
15.7
0.0
0.0
281.7
16.5
299.5
42.4
Disposals
-0.0
-0.0
-0.4
-12.6
-6.1
-0.0
-0.0
-0.1
-12.6
-6.7
Reclassifications
3.3
19.1
7.9
5.7
0.0
0.1
-11.3
-25.0
-0.0
-0.0
Acquisition cost at 31 December
4.0
4.0
369.4
359.7
314.1
307.4
4.0
4.0
28.4
23.4
719.8
698.4
Accumulated depreciation at 1
January
-188.2
-177.6
-223.5
-211.7
-2.6
-2.4
-414.2
-391.7
Accumulated amortisation on
disposals and transfers
0.0
0.4
11.7
5.5
0.0
0.0
11.7
6.0
Depreciation
-11.4
-10.9
-16.9
-17.3
-0.2
-0.2
-28.5
-28.4
Accumulated depreciation at 31
December
-199.6
-188.2
-228.8
-223.5
-2.7
-2.6
-431.1
-414.2
Book value at 1 January
4.0
4.0
171.5
153.2
83.9
80.3
1.4
1.5
23.4
31.9
284.1
270.9
Book value at 31 December
4.0
4.0
169.8
171.5
85.4
83.9
1.3
1.4
28.4
23.4
288.8
284.1
Accumulated difference between
total and planned depreciation at
1 January
47.1
45.3
61.4
57.3
0.0
0.1
108.6
102.7
Change in cumulative accelerated
depreciation, increase (+) or
decrease (-)
0.5
1.9
2.8
4.1
-0.0
-0.0
3.3
5.9
Accumulated difference at 31
December
47.6
47.1
64.2
61.4
0.0
0.0
111.9
108.6
The book value of production machines and equipment at 31 December 2024 was EUR 50.3 (2023: 48.2) million. The revaluation included in the acquisition cost of buildings EUR 16.5 ( 2023: 16.5) million.
ORION | Financial Statement documents 2024 | 200/217
11 Investments
Holdings in Group
companies
Other investments
Total
EUR million
2024
2023
2024
2023
2024
2023
Acquisition cost at 1 January
199.2
199.2
0.2
0.2
199.4
199.4
Additions
0.1
0.0
0.1
0.0
Disposals
-2.3
-0.0
-0.0
-0.0
-2.3
-0.0
Reclassifications
-1.5
-1.5
Acquisition cost at 31 December
195.5
199.2
0.2
0.2
195.7
199.4
Accumulated impairment at 1 January
-40.0
-40.0
-40.0
-40.0
Additions
-91.6
-91.6
Reclassifications
1.5
1.5
Accumulated depreciation and impairment at 31 December
-130.1
-40.0
0.0
0.0
-130.1
-40.0
Book value at 1 January
159.2
159.2
0.2
0.2
159.3
159.3
Book value at 31 December
65.4
159.2
0.2
0.2
65.6
159.3
12 Non-current receivables
EUR million, 31 Dec
2024
2023
Non-current interest-bearing loan receivables from Group companies
43.2
33.5
Other receivables from Group companies
0.0
0.0
Loan receivables from an associated company of the Group
0.6
0.7
Total
43.8
34.2
13 Inventories
EUR million, 31 Dec
2024
2023
Raw materials and consumables
52.1
54.5
Work in progress
23.0
25.8
Finished products and goods
164.4
137.5
Other inventories
7.6
7.4
Total
247.1
225.2
ORION | Financial Statement documents 2024 | 201/217
14 Current receivables
EUR million, 31 Dec
2024
2023
Trade receivables
182.8
169.6
Receivables from Group companies
Trade receivables
29.5
26.1
Loan receivables
101.1
78.8
Other receivables
1.3
4.6
Prepaid expenses and accrued income
2.8
1.9
Total receivables from Group companies
134.7
111.5
Loan receivables from an associated company of the Group
0.1
0.2
Other loan receivables
0.2
0.2
Other receivables
11.6
2.8
Prepaid expenses and accrued income
115.5
94.6
Total
445.0
378.9
Specification of prepaid expenses and accrued income
EUR million, 31 Dec
2024
2023
Royalties
96.8
45.2
Price differences from sales and other sales accruals
5.2
4.6
Service and maintenance fees
5.0
4.0
Derivative contracts
0.2
0.7
Accrued interest
0.4
0.4
Settlement gain of the transfer of Pension Fund’s B fund
36.8
Other prepaid expenses and accrued income
7.8
3.0
Total
115.5
94.6
15 Cash and cash equivalents
EUR million, 31 Dec
2024
2023
Cash and bank
161.6
72.3
Liquid money market investments
3.0
Total
164.6
72.3
ORION | Financial Statement documents 2024 | 202/217
16 Shareholders’ equity
Restricted equity
EUR million
2024
2023
Share capital at 1 January
92.2
92.2
Share capital at 31 December
92.2
92.2
Restricted equity total at 31 December
92.2
92.2
Unrestricted equity
EUR million
2024
2023
Expandable fund at 1 January
0.5
0.5
Expandable fund at 31 December
0.5
0.5
Reserve for invested unrestricted equity at 1 January
0.9
0.9
Reserve for invested unrestricted equity at 31 December
0.9
0.9
Retained earnings at 1 January
595.4
588.9
By decision of Annual General Meeting
Dividends
-227.6
-224.6
Donations
-0.4
-0.4
Repurchase of treasury shares
0.0
Unpaid dividends
0.0
Profit for the period
232.7
231.4
Retained earnings at 31 December
600.1
595.4
Unrestricted equity total at 31 December
601.5
596.8
Dividends proposed by the Board of Directors are not recognised in the financial statements until
they have been approved by the Annual General Meeting.
Parent company share capital by share class
2024
2023
31 Dec
number
EUR
number
EUR
A shares (20 votes/share)
32,831,608
33,351,382
B shares (1 vote/share)
108,302,670
107,782,896
Total
141,134,278
92,238,541.46
141,134,278
92,238,541.46
The Articles of Association entitle shareholders to demand the conversion of their A shares to B
shares within the limitation on the maximum number of shares of a class. In 2024 a number of
519,774 A shares were converted to B shares.
17 Appropriations
EUR million, 31 Dec
2024
2023
Cumulative accelerated depreciation
114.0
110.9
Total
114.0
110.9
18 Provisions
EUR million, 31 Dec
2024
2023
Pension provisions
0.5
0.5
Total
0.5
0.5
19 Non-current liabilities
Interest-bearing liabilities
EUR million, 31 Dec
2024
2023
Loans from credit institutions
279.4
152.9
Total
279.4
152.9
ORION | Financial Statement documents 2024 | 203/217
Loans due later than five years
EUR million, 31 Dec
2024
2023
Loans from credit institutions
35.3
58.8
Total
35.3
58.8
Non-interest-bearing liabilities
EUR million, 31 Dec
2024
2023
Liabilities based on contracts
60.0
Earn-out and interest accrual on deferred purchase price
10.0
9.3
Total
10.0
69.3
20 Current liabilities
EUR million, 31 Dec
2024
2023
Trade payables
51.7
72.3
Liabilities to Group companies
Trade payables
28.8
21.7
Loans
16.6
23.9
Accrued liabilities and deferred income
20.2
7.0
Other liabilities
0.0
3.4
Total liabilities to Group companies
65.6
61.5
Loans from credit institutions
23.5
23.5
Other liabilities
14.9
13.5
Accrued liabilities and deferred income
87.3
73.3
Advances received
0.0
1.7
Total
243.0
240.4
Specification of accrued liabilities and deferred income
EUR million, 31 Dec
2024
2023
Personnel expenses
57.7
44.3
Income tax liability
7.1
8.1
Research and development expenses
5.9
1.9
Accrued price adjustments related to sales and purchases
5.1
5.9
Royalties
4.8
2.3
Price reductions
1.8
9.1
Derivative contracts
0.5
0.5
Accrued interests
0.3
0.3
Current provisions
0.0
Other accrued liabilities and deferred income
4.1
1.0
Total
87.3
73.3
Liabilities include
EUR million, 31 Dec
2024
2023
Non-current interest-bearing liabilities
279.4
152.9
Non-current non-interest-bearing liabilities
10.0
69.3
Current interest-bearing liabilities
40.2
47.5
Current non-interest-bearing liabilities
202.8
192.9
Total
532.4
462.6
ORION | Financial Statement documents 2024 | 204/217
21 Notes relating to members of
administrative bodies
Salaries and remuneration paid to President and CEO and members of the
Board
EUR million
2024
2023
Liisa Hurme, President and CEO
2.3
2.0
Members of Board of Directors
0.6
0.6
No loans have been granted to the members of administrative bodies. More information on
management employee benefits is presented in 7.1 Related party transactions .
Management pension commitments
Pension arrangements for the President and CEO follow local market practice and legislation.
Finland has a statutory pension system (TyEL), in which the President and CEO participates. In
addition, the President and CEO has an additional pension benefit in the form of a defined
contribution pension plan. The supplementary pension can commence as of the age of 63.
22 Contingencies
Contingencies for own liabilities
EUR million
2024
2023
Guarantees given
2.4
2.5
Total guarantees
EUR million
2024
2023
Total guarantees
2.4
2.5
23 Liabilities and commitments
Lease agreements
EUR million, 31 Dec
2024
2023
Payments payable under lease agreements
within next 12 months
0.9
0.7
later than 12 months
1.4
1.2
Total
2.3
2.0
Lease agreements are mainly leasing agreements from 3 to 10 years and they don’t comprise
redemption clause.
VAT liability for real estate investments
The company is liable to review VAT deductions made for real estate investments completed in
2016–2024 if the use subject to VAT decreases during the review period. The last review year is
2033 and the maximum liability is EUR 15.6 million.
24 Financial risks
The objective of the financial risk management is to decrease the negative effects of market and
counterparty risks on the Group’s profits and cash flows and to ensure sufficient liquidity.
The main principles for financial risk management are defined in the Group Treasury Policy
approved by the Board of Directors or President & CEO, and the Group Treasury is responsible
for its implementation. Treasury activities are centralised in the Group Treasury.
More information about the financial risks can be found from the Group’s Financial Statements.
The main difference between company’s and Group’s risk position is in the reported currency
position, because (parent) company centrally hedges the Group’s currency risk without
implementing internal hedges separately with the subsidiaries.
ORION | Financial Statement documents 2024 | 205/217
25 Derivative contracts
Nominal values and maturity of currency derivatives
EUR million, 31 Dec
2024
2023
Currency forward contracts and currency swaps
43.3
49.3
Currency options
32.4
28.0
All derivatives have a maturity less than one year.
Fair values of non-hedge-accounting derivatives
EUR million, 31 Dec 2024
Positive
Negative
Net
Currency forward contracts and currency swaps
0.2
-0.4
-0.2
Currency options
0.0
-0.1
-0.1
EUR million, 31 Dec 2023
Positive
Negative
Net
Currency forward contracts and currency swaps
0.6
-0.4
0.3
Currency options
0.1
-0.2
-0.1
Fair value measurement and hierarchy
EUR million, 31 Dec 2024
Level 1
Level 2
Level 3
Total
Currency derivatives
0.2
0.2
Shares and investments
0.2
0.2
Assets total
0.2
0.2
0.4
Deferred purchase price and earn-out
-10.0
-10.0
Currency derivatives
-0.5
-0.5
Liabilities total
-0.5
-10.0
-10.5
EUR million, 31 Dec 2023
Level 1
Level 2
Level 3
Total
Currency derivatives
0.7
0.7
Shares and investments
0.2
0.2
Assets total
0.7
0.2
0.9
Deferred purchase price and earn-out
-9.3
-9.3
Currency derivatives
-0.5
-0.5
Liabilities total
-0.5
-9.3
-9.9
The fair value of level 1 financial instrument is based on quotations available in the active
markets. The fair value of level 2 derivatives is based on the prices available in the markets. The
fair value of level 3 financial instruments cannot be estimated on the basis of data available in the
markets.
The Group applies the principle of recognising transfers between levels of fair value hierarchy on
the date on which the event triggering the transfer occurred. No transfers between levels
occurred during the reporting period.
Reconciliation of Level 3 fair values liabilities
EUR million
2024
2023
Carrying amount at 1 January
9.3
9.1
Impact of discounting
0.7
0.2
Carrying amount at 31 December
10.0
9.3
26 Holdings in Group companies
See Note 7.3 Group companies in the notes to the consolidated financial statements for the
parent company’s holdings in other companies.
ORION | Financial Statement documents 2024 | 206/217
Proposal by the Board of Directors of Orion Corporation to
the Annual General Meeting 2025 on the resolution on the
use of the profit shown on the Balance Sheet and the
distribution of dividend
Orion Corporation’s distributable funds at 31 December 2024 are EUR 601,482,478.08, of which the profit for the financial year is EUR 232,653,163.99 . The Board of Directors proposes to the Annual
General Meeting of Orion Corporation to be held on 3 April 2025 that a dividend of EUR 1.64 per share be paid on the basis of the Balance Sheet confirmed for the financial year that ended on 31
December 2024. No dividend shall be paid on treasury shares held by the Company on the record date for dividend payment.
According to the proposal, the dividend would be paid in two instalments. The first instalment of EUR 0.82 per share would be paid to a shareholder who is on the record date for the payment of the
dividend, 7 April 2025, registered in the Company’s shareholders’ register maintained by Euroclear Finland Oy. The Board of Directors proposes that the first instalment would be paid on 14 April 2025.
The second instalment of EUR 0.82 per share would be paid to a shareholder who is on the record date for the payment of the dividend, 16 October 2025, registered in the Company’s shareholders’
register maintained by Euroclear Finland Oy. The Board of Directors proposes that the second instalment would be paid on 23 October 2025.
The Board of Directors proposes that the Annual General Meeting would authorise the Board of Directors to resolve, if necessary, on a new record date for payment and payment date for the second
instalment of the dividend in case of changes in the rules of Euroclear Finland Oy or the regulations regarding the Finnish book-entry system or if other rules binding the Company so require.
In addition, the Board of Directors proposes to the Annual General Meeting that EUR 450,000 of the Company’s distributable funds be donated to medical research and other purposes of public interest
as decided by the Board of Directors. Any remaining distributable funds would be allocated to retained earnings.
There have been no material changes in the Company’s financial position since the end of the financial year. The liquidity of the Company is good and, in the opinion of the Board of Directors, the
proposed profit distribution would not compromise the liquidity of the Company.
Espoo, 25 February 2025
Orion Corporation
Board of Directors
ORION | Financial Statement documents 2024 | 207/217
Signatures for the Financial Statements and Report
by the Board of Directors
Confirmation of the Board of Directors
and the CEO
We confirm that
the consolidated financial statements prepared in accordance with the International Financial
Reporting Standards (IFRS) as adopted by the European Union and the financial statements of
the parent company prepared in accordance with the laws and regulations governing the
preparation of financial statements in Finland give a true and fair view of the assets, liabilities,
financial position and profit or loss of the company and the undertakings included in the
consolidation taken as a whole;
the management report includes a fair review of the development and performance of the
business and the position of the company and the undertakings included in the consolidation
taken as a whole, together with a description of the principal risks and uncertainties that they
face and
that the sustainability report within management report is prepared in accordance with
sustainability reporting standards referred to in Chapter 7 of the Accounting Act and with the
Article 8 of Taxonomy Regulation
The Board of Directors submits these Financial Statements and the Report by the Board of
Directors to the Annual General Meeting of Shareholders for approval.
Espoo, 25 February 2025
Veli-Matti MattilaHilpi RautelinKari Jussi Aho
ChairmanVice Chairman
Maziar Mike DoustdarAri LehtorantaEija Ronkainen
Henrik StenqvistKaren Lykke Sørensen
Liisa Hurme
President and CEO
On auditor’s report has been issued today.
Espoo, 25 February 2025
KPMG OY AB
Kimmo Antonen
Authorised Public Accountant
ORION | Financial Statement documents 2024 | 208/217
This document is an English translation of the Finnish auditor’s report. Only the Finnish version of the report is legally binding.
Auditor’s Report
To the Annual General Meeting of Orion Corporation
Report on the Audit of the Financial
Statements
Opinion
We have audited the financial statements of Orion Corporation (business identity code
1999212-6) for the year ended 31 December 2024. The financial statements comprise the
consolidated statement of financial position, income statement, statement of comprehensive
income, statement of changes in equity, statement of cash flows and notes, including material
accounting policy information, as well as the parent company’s balance sheet, income statement,
cash flow statement and notes.
In our opinion
the consolidated financial statements give a true and fair view of the group’s financial position,
financial performance and cash flows in accordance with IFRS Accounting Standards as
adopted by the EU
the financial statements give a true and fair view of the parent company’s financial performance
and financial position in accordance with the laws and regulations governing the preparation
of financial statements in Finland and comply with statutory requirements.
Our opinion is consistent with the additional report submitted to the Audit Committee.
Basis for Opinion
We conducted our audit in accordance with good auditing practice in Finland. Our
responsibilities under good auditing practice are further described in the Auditor’s
Responsibilities for the Audit of the Financial Statements section of our report.
We are independent of the parent company and of the group companies in accordance with the
ethical requirements that are applicable in Finland and are relevant to our audit, and we have
fulfilled our other ethical responsibilities in accordance with these requirements.
In our best knowledge and understanding, the non-audit services that we have provided to the
parent company and group companies are in compliance with laws and regulations applicable in
Finland regarding these services, and we have not provided any prohibited non-audit services
referred to in Article 5(1) of regulation (EU) 537/2014. The non-audit services that we have
provided have been disclosed in note 7.2 to the consolidated financial statements.
We believe that the audit evidence we have obtained is sufficient and appropriate to provide a
basis for our opinion.
Materiality
The scope of our audit was influenced by our application of materiality. The materiality is
determined based on our professional judgement and is used to determine the nature, timing
and extent of our audit procedures and to evaluate the effect of identified misstatements on the
financial statements as a whole. The level of materiality we set is based on our assessment of the
magnitude of misstatements that, individually or in aggregate, could reasonably be expected to
have influence on the economic decisions of the users of the financial statements. We have also
taken into account misstatements and/or possible misstatements that in our opinion are material
for qualitative reasons for the users of the financial statements.
Key Audit Matters
Key audit matters are those matters that, in our professional judgment, were of most significance
in our audit of the financial statements of the current period. These matters were addressed in
the context of our audit of the financial statements as a whole, and in forming our opinion
thereon, and we do not provide a separate opinion on these matters. The significant risks of
material misstatement referred to in the EU Regulation No 537/2014 point (c) of Article 10(2) are
included in the description of key audit matters below.
ORION | Financial Statement documents 2024 | 209/217
We have also addressed the risk of management override of internal controls. This includes
consideration of whether there was evidence of management bias that represented a risk of
material misstatement due to fraud.
The key audit matter
How the matter was addressed in the audit
Revenue recognition (refer to no 2.1 Revenue from contracts with customers)
Both parent company’s net sales and
consolidated net sales comprise different
revenue flows: product sales, revenue from
sales rights to products and revenue from
clinical phase research and development work
undertaken with collaboration.
Net sales include both fixed and variable
considerations. Variable considerations relate
to various discounts or incentives in sales of
goods or to conditional milestone payments in
collaboration agreements, among other
things. Thus, revenue recognition involves
management judgement.
Due to analyses of different contract terms and
conditions associated with the choice of a
revenue recognition method and high level of
management judgement involved, revenue
recognition is considered a key audit matter.
Our audit procedures included evaluation of
the revenue recognition principles applied by
the Group and assessment of their
appropriateness by reference to IFRS
standards.
We assessed the effectiveness of control
environment and application controls in
respect of the main sales software and the
related user rights management.
We identified and assessed internal controls
over invoicing as well as tested their
effectiveness. In addition we performed
substantive testing and analytical procedures
based partly on data analytics in order to
assess the appropriateness of revenue
recognition and the accounting treatment of
recording revenue and the related expenses in
the correct period.
We discussed with the management the
revenue recognition practices applied and
decisions involving management judgement
which had a significant impact on revenue
recognition.
Furthermore, we considered the
appropriateness of the Group’s disclosures in
respect of revenue recognition principles and
net sales.
The key audit matter
How the matter was addressed in the audit
Inventories (refer to no 3.6 Inventories)
The inventories account for a significant
amount (approximately 26 %) of the total
consolidated assets.
Pricing of individual inventory items is based
on the functionality of information systems and
the accuracy of product-specific calculations.
Inventories are valued at cost or, if lower, at net
realisable or replacement value.
Management judgement is used in
determining the need for impairment and
assessing aged items in the inventories. Due to
the significance of the inventories and
management judgement relating to the
valuation, inventories is considered a key audit
matter.
Our audit procedures included consideration
of the valuation principles applied by the
Group and assessment of their
appropriateness based on IFRS standards.
We assessed the effectiveness of control
environment and application controls in
respect of the main inventory management
software and the related user rights
management.
We participated in physical stock counts in
selected locations and assessed the
appropriateness of stock count processes.
We performed data analysis to test the
appropriateness of pricing and the reliability of
valuation calculations.
We assessed the sufficiency of impairment
entries relating to the inventories.
We considered the sufficiency of the Group’s
disclosures in respect of inventories and
assessed their appropriateness.
ORION | Financial Statement documents 2024 | 210/217
Responsibilities of the Board of Directors
and the Managing Director for the
Financial Statements
The Board of Directors and the Managing Director are responsible for the preparation of
consolidated financial statements that give a true and fair view in accordance with IFRS
Accounting Standards as adopted by the EU, and of financial statements that give a true and fair
view in accordance with the laws and regulations governing the preparation of financial
statements in Finland and comply with statutory requirements. The Board of Directors and the
Managing Director are also responsible for such internal control as they determine is necessary
to enable the preparation of financial statements that are free from material misstatement,
whether due to fraud or error.
In preparing the financial statements, the Board of Directors and the Managing Director are
responsible for assessing the parent company’s and the group’s ability to continue as a going
concern, disclosing, as applicable, matters relating to going concern and using the going
concern basis of accounting. The financial statements are prepared using the going concern
basis of accounting unless there is an intention to liquidate the parent company or the group or
cease operations, or there is no realistic alternative but to do so.
Auditor’s Responsibilities for the Audit of
the Financial Statements
Our objectives are to obtain reasonable assurance about whether the financial statements as a
whole are free from material misstatement, whether due to fraud or error, and to issue an
auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but
is not a guarantee that an audit conducted in accordance with good auditing practice will always
detect a material misstatement when it exists. Misstatements can arise from fraud or error and are
considered material if, individually or in the aggregate, they could reasonably be expected to
influence the economic decisions of users taken on the basis of the financial statements.
As part of an audit in accordance with good auditing practice, we exercise professional judgment
and maintain professional skepticism throughout the audit. We also:
Identify and assess the risks of material misstatement of the financial statements, whether due
to fraud or error, design and perform audit procedures responsive to those risks, and obtain
audit evidence that is sufficient and appropriate to provide a basis for our opinion. The risk of
not detecting a material misstatement resulting from fraud is higher than for one resulting from
error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the
override of internal control.
Obtain an understanding of internal control relevant to the audit in order to design audit
procedures that are appropriate in the circumstances, but not for the purpose of expressing an
opinion on the effectiveness of the parent company’s or the group’s internal control.
Evaluate the appropriateness of accounting policies used and the reasonableness of
accounting estimates and related disclosures made by management.
Conclude on the appropriateness of the Board of Directors’ and the Managing Director’s use
of the going concern basis of accounting and based on the audit evidence obtained, whether a
material uncertainty exists related to events or conditions that may cast significant doubt on the
parent company’s or the group’s ability to continue as a going concern. If we conclude that a
material uncertainty exists, we are required to draw attention in our auditor’s report to the
related disclosures in the financial statements or, if such disclosures are inadequate, to modify
our opinion. Our conclusions are based on the audit evidence obtained up to the date of our
auditor’s report. However, future events or conditions may cause the parent company or the
group to cease to continue as a going concern.
Evaluate the overall presentation, structure and content of the financial statements, including
the disclosures, and whether the financial statements represent the underlying transactions
and events so that the financial statements give a true and fair view.
Plan and perform the group audit to obtain sufficient appropriate audit evidence regarding the
financial information of the entities or business units within the group as a basis for forming an
opinion on the group financial statements. We are responsible for the direction, supervision
and review of the audit work performed for purposes of the group audit. We remain solely
responsible for our audit opinion.
We communicate with those charged with governance regarding, among other matters, the
planned scope and timing of the audit and significant audit findings, including any significant
deficiencies in internal control that we identify during our audit.
We also provide those charged with governance with a statement that we have complied with
relevant ethical requirements regarding independence, and communicate with them all
relationships and other matters that may reasonably be thought to bear on our independence,
and where applicable, related safeguards.
From the matters communicated with those charged with governance, we determine those
matters that were of most significance in the audit of the financial statements of the current
period and are therefore the key audit matters. We describe these matters in our auditor’s report
unless law or regulation precludes public disclosure about the matter or when, in extremely rare
circumstances, we determine that a matter should not be communicated in our report because
the adverse consequences of doing so would reasonably be expected to outweigh the public
interest benefits of such communication.
ORION | Financial Statement documents 2024 | 211/217
Other Reporting Requirements
Information on our audit engagement
We were first appointed as auditors by the Annual General Meeting on 20 March 2018, and our
appointment represents a total period of uninterrupted engagement of seven years.
Other Information
The Board of Directors and the Managing Director are responsible for the other information. The
other information comprises the report of the Board of Directors. Our opinion on the financial
statements does not cover the other information.
In connection with our audit of the financial statements, our responsibility is to read the other
information and, in doing so, consider whether the other information is materially inconsistent
with the financial statements or our knowledge obtained in the audit, or otherwise appears to be
materially misstated. Our responsibility also includes considering whether the report of the Board
of Directors has been prepared in compliance with the applicable provisions, excluding the
sustainability report information on which there are provisions in Chapter 7 of the Accounting Act
and in the sustainability reporting standards.
In our opinion, the information in the report of the Board of Directors is consistent with the
information in the financial statements and the report of the Board of Directors has been
prepared in compliance with the applicable provisions. Our opinion does not cover the
sustainability report information on which there are provisions in Chapter 7 of the Accounting Act
and in the sustainability reporting standards.
If, based on the work we have performed, we conclude that there is a material misstatement of
the report of the Board of Directors, we are required to report that fact. We have nothing to
report in this regard.
Other statements
We support that the financial statements should be adopted. The proposal by the Board of
Directors regarding the use of the profit shown in the balance sheet is in compliance with the
Limited Liability Companies Act. We support that the Members of the Board of Directors and the
Managing Director should be discharged from liability for the financial period audited by us.
Espoo 25 February 2025
KPMG OY AB
Kimmo Antonen
Authorised Public Accountant, KHT
ORION | Financial Statement documents 2024 | 212/217
This document is an English translation of the Finnish Assurance Report on the Sustainability
Statement. Only the Finnish version of the report is legally binding.
Assurance Report on the
Sustainability Report
To the Annual General Meeting of Orion
Oyj
We have performed a limited assurance engagement on the group sustainability statement of
Orion Corporation (business identity code 1999212-6) that is referred to in Chapter 7 of the
Accounting Act and that is included in the report of the Board of Directors for the financial year
ended 31 December 2024.
Opinion
Based on the procedures we have performed and the evidence we have obtained, nothing has
come to our attention that causes us to believe that the group sustainability statement does not
comply, in all material respects, with
1. the requirements laid down in Chapter 7 of the Accounting Act and the sustainability reporting
standards (ESRS);
2. the requirements laid down in Article 8 of the Regulation (EU) 2020/852 of the European
Parliament and of the Council on the establishment of a framework to facilitate sustainable
investment, and amending Regulation (EU) 2019/2088 (EU Taxonomy).
Point 1 above also contains the process in which Orion Corporation has identified the
information for reporting in accordance with the sustainability reporting standards (double
materiality assessment) and the tagging of information as referred to in Chapter 7, Section 22 of
the Accounting Act.
Our opinion does not cover the tagging of the group sustainability statement with digital XBRL
sustainability tags in accordance with Chapter 7, Section 22, Subsection 1(2), of the Accounting
Act, because sustainability reporting companies have not had the possibility to comply with that
provision in the absence of the ESEF regulation or other European Union legislation.
Basis for Opinion
We performed the assurance of the group sustainability statement as a limited assurance
engagement in compliance with good assurance practice in Finland and with the International
Standard on Assurance Engagements (ISAE) 3000 (Revised) Assurance Engagements Other than
Audits or Reviews of Historical Financial Information.
Our responsibilities under this standard are further described in the Responsibilities of the
Authorised Sustainability Auditor section of our report.
We believe that the evidence we have obtained is sufficient and appropriate to provide a basis
for our opinion.
Other Matter
We draw attention to the fact that the group sustainability statement of Orion Corporation that is
referred to in Chapter 7 of the Accounting Act has been prepared and assurance has been
provided for it for the first time for the financial year ended 31 December 2024. Our opinion
does not cover the comparative information that has been presented in the group sustainability
statement. Our opinion is not modified in respect of this matter.
Authorized group sustainability auditor's
Independence and Quality Management
We are independent of the parent company and of the group companies in accordance with the
ethical requirements that are applicable in Finland and are relevant to our engagement, and we
have fulfilled our other ethical responsibilities in accordance with these requirements.
The authorised group sustainability auditor applies International Standard on Quality
Management ISQM 1, which requires the authorised sustainability audit firm to design,
implement and operate a system of quality management including policies or procedures
regarding compliance with ethical requirements, professional standards and applicable legal and
regulatory requirements.
ORION | Financial Statement documents 2024 | 213/217
Responsibilities of the Board of Directors and
the Managing Director
The Board of Directors and the Managing Director of Orion Corporation are responsible for:
the group sustainability statement and for its preparation and presentation in accordance with
the provisions of Chapter 7 of the Accounting Act, including the process that has been defined
in the sustainability reporting standards and in which the information for reporting in
accordance with the sustainability reporting standards has been identified as well as the
tagging of information as referred to in Chapter 7, Section 22 of the Accounting Act and
the compliance of the group sustainability statement with the requirements laid down in Article
8 of the Regulation (EU) 2020/852 of the European Parliament and of the Council on the
establishment of a framework to facilitate sustainable investment, and amending Regulation
(EU) 2019/2088;
such internal control as the Board of Directors and the Managing Director determine is
necessary to enable the preparation of a group sustainability statement that is free from
material misstatement, whether due to fraud or error.
Inherent Limitations in the Preparation of a
Sustainability Report
Preparation of the sustainability statement requires Company to make materiality assessment to
identify relevant matters to report. This includes significant management judgement and choices.
It is also characteristic to the sustainability reporting that reporting of this kind of information
includes estimates and assumptions as well as measurement and estimation uncertainty.
Furthermore, when reporting forward looking information company has to disclose assumptions
related to potential future events and describe Company´s possible future actions in relation to
these events. Actual outcome may differ as forecasted events do not always occur as expected.
Responsibilities of the  Authorized Group
Sustainability Auditor
Our responsibility is to perform an assurance engagement to obtain limited assurance about
whether the group sustainability statement is free from material misstatement, whether due to
fraud or error, and to issue a limited assurance report that includes our opinion. Misstatements
can arise from fraud or error and are considered material if, individually or in the aggregate, they
could reasonably be expected to influence the decisions of users taken on the basis of the group
sustainability statement.
Compliance with the International Standard on Assurance Engagements (ISAE) 3000 (Revised)
requires that we exercise professional judgment and maintain professional skepticism
throughout the engagement. We also:
Identify and assess the risks of material misstatement of the group sustainability statement,
whether due to fraud or error, and obtain an understanding of internal control relevant to the
engagement in order to design assurance procedures that are appropriate in the
circumstances, but not for the purpose of expressing an opinion on the effectiveness of the
parent company’s or the group’s internal control.
Design and perform assurance procedures responsive to those risks to obtain evidence that is
sufficient and appropriate to provide a basis for our opinion. The risk of not detecting a
material misstatement resulting from fraud is higher than for one resulting from error, as fraud
may involve collusion, forgery, intentional omissions, misrepresentations, or the override of
internal control.
Description of the Procedures That Have Been
Performed
The procedures performed in a limited assurance engagement vary in nature and timing from,
and are less in extent than for, a reasonable assurance engagement. The nature, timing and
extent of assurance procedures selected depend on professional judgment, including the
assessment of risks of material misstatement, whether due to fraud or error. Consequently, the
level of assurance obtained in a limited assurance engagement is substantially lower than the
assurance that would have been obtained had a reasonable assurance engagement been
performed.
Our procedures included for ex. the following:
We interviewed Orion Corporation´s management and persons responsible for the
preparation and gathering of the sustainability information.
We familiarized with interviews to the key processes related to collecting and consolidating the
sustainability information.
We got acquainted with the relevant guidances and policies related to the sustainability
information disclosed in the sustainability statement.
We acquainted ourselves to the background documentation and other records prepared by
the Company, as appropriate and assessed how they support the information included in the
sustainability statement.
We conducted site visits to the selected operational sites.
ORION | Financial Statement documents 2024 | 214/217
In relation to the double materiality assessment process, we interviewed persons responsible
for the process and familiarized ourselves with the process description prepared of the double
materiality assessment and other documentation and background materials.
In relation to the EU taxonomy information, we interviewed the management of the company
and persons with key roles in reporting taxonomy information to understand how taxonomy
eligible activities have been identified, we obtained evidence supporting the interviews and
reconciled the reported EU taxonomy information to supporting documents and to the
bookkeeping, as applicable.
We assessed the application of the ESRS sustainability reporting standards reporting principles
in the presentation of the sustainability information.
Espoo, 25 February 2025
KPMG OY AB
Authorized Sustainability Audit Firm
KIMMO ANTONEN
Authorized Sustainability Auditor, KRT
ORION | Financial Statement documents 2024 | 215/217
Independent auditor’s report on the ESEF financial statements
of Orion Corporation
To the Board of Directors of Orion
Corporation
We have performed a reasonable assurance engagement on the financial statements
74370029VAHCXDR7B745-2024-12-31-0-en.zip of Orion Corporation (Business ID 1999212-6)
that have been prepared in accordance with the Commission's regulatory technical standard for
the financial year ended 31 December 2024.
The Responsibility of the Board of
Directors and the Managing Director
The Board of Directors and the Managing Director are responsible for the preparation of the
company's report of the Board of Directors and financial statements (the ESEF financial
statements) in such a way that they comply with the requirements of the Commission's regulatory
technical standard. This responsibility includes:
preparing the ESEF financial statements in XHTML format in accordance with Article 3 of the
Commission's regulatory technical standard
tagging the primary financial statements, notes and company's identification data in the
consolidated financial statements that are included in the ESEF financial statements with iXBRL
tags in accordance with Article 4 of the Commission's regulatory technical standard and
ensuring the consistency between the ESEF financial statements and the audited financial
statements.
The Board of Directors and the Managing Director are also responsible for such internal control
as they determine is necessary to enable the preparation of ESEF financial statements in
accordance with the requirements of the Commission's regulatory technical standard.
Auditor’s Independence and Quality
Management
We are independent of the company in accordance with the ethical requirements that are
applicable in Finland and are relevant to the engagement we have performed, and we have
fulfilled our other ethical responsibilities in accordance with these requirements.
The auditor applies International Standard on Quality Management (ISQM) 1, which requires the
firm to design, implement and operate a system of quality management including policies or
procedures regarding compliance with ethical requirements, professional standards and
applicable legal and regulatory requirements.
Auditor’s Responsibilities
Our responsibility is to, in accordance with Chapter 7, Section 8 of the Securities Markets Act,
provide assurance on the financial statements that have been prepared in accordance with the
Commission's regulatory technical standard. We express an opinion on whether the consolidated
financial statements that are included in the ESEF financial statements have been tagged, in all
material respects, in accordance with the requirements of Article 4 of the Commission's
regulatory technical standard.
Our responsibility is to indicate in our opinion to what extent the assurance has been provided.
We conducted a reasonable assurance engagement in accordance with International Standard
on Assurance Engagements (ISAE) 3000.
The engagement includes procedures to obtain evidence on:
whether the primary financial statements in the consolidated financial statements that are
included in the ESEF financial statements have been tagged, in all material respects, with iXBRL
tags in accordance with the requirements of Article 4 of the Commission's regulatory technical
standard and
whether the notes and company's identification data in the consolidated financial statements
that are included in the ESEF financial statements have been tagged, in all material respects,
ORION | Financial Statement documents 2024 | 216/217
with iXBRL tags in accordance with the requirements of Article 4 of the Commission's
regulatory technical standard and
whether there is consistency between the ESEF financial statements and the audited financial
statements.
The nature, timing and extent of the selected procedures depend on the auditor’s judgment. This
includes an assessment of the risk of a material deviation due to fraud or error from the
requirements of the Commission's regulatory technical standard.
We believe that the evidence we have obtained is sufficient and appropriate to provide a basis
for our opinion.
Opinion
Our opinion pursuant to Chapter 7, Section 8 of the Securities Markets Act is that the primary
financial statements, notes and company's identification data in the consolidated financial
statements that are included in the ESEF financial statements of Orion Corporation
74370029VAHCXDR7B745-2024-12-31-0-en.zip for the financial year ended 31 December 2024
have been tagged, in all material respects, in accordance with the requirements of the
Commission's regulatory technical standard.
Our opinion on the audit of the consolidated financial statements of Orion Corporation for the
financial year ended 31 December 2024 has been expressed in our auditor's report dated 25
February 2025. With this report we do not express an opinion on the audit of the consolidated
financial statements nor express another assurance conclusion.
Helsinki, 11 March 2025
KPMG OY AB
Kimmo Antonen
Authorised Public Accountant
Orion Corporation
Orionintie 1, P.O. Box 65
FI–02101 Espoo, Finland
Phone: +358 10 4261
www.orionpharma.com
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