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 ............................................. |
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. |
Net sales in 2024 (2023) 1,542 MEUR ( 1,190) | |
Operating profit 417 MEUR (275 ) | |
R&D investments 180 MEUR (127) | |
Operating profit margin 27% ( 23%) | |
Shareholders at the end of the year 90,222 (88,722) | |
Personnel at the end of the year 3,880 (3,744) | |
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 |
Sustainability Statement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . | |
Corporate Governance Statement . . . . . . . . . . . . . . . . . . . . . | |
Group’s key figures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . | |
Basic information on Orion’s shares . . . . . . . . . . . . . . . . . . . . | |
Calculation of the key figures . . . . . . . . . . . . . . . . . . . . . . . . . . |
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 |
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% |
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% |
Therapy area | Project | Indication | Phase I | Phase II | Phase III | Registration |
Oncology | ARANOTE (darolutamide)1 | Prostate cancer (mHSPC) | Ongoing | |||
Oncology | ARASTEP (darolutamide)1 | 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 Orion’s 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 | |||||
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. |
15 Jan 2025 | Orion upgraded full-year outlook for 2024 and provided preliminary information on financial performance for 2024. |
Year | 2020 | 2021 | 2022 | 2023 | 2024 |
EUR million | 42 | 3 | 234 | 32 | 134 |
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 . . . . . . . . . . . . . . . . . . . . . . . . . . |
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 |
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 |
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 |
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 Orion’s partners’ sustainability competencies |
Affected communities | No direct engagement | ||
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 | • Understand patient and consumer experiences of Orion’s 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. | ||
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 | • 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, Orion’s 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). |
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 | ||
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 | |||||
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 | |||||
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 |
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. |
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 | ||
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 | ||
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 | ||
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 | ||
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 | |||||
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 | ||||||
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) | ||||||
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 |
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% | |||||||||||||||||
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% | |||||||||||||||||
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% | |||||||||||||||||
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 |
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 |
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 | ||
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 |
0 | |
Total (tCO2e) | 7,874 |
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 |
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 |
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. |
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 |
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 |
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 |
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 |
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 |
Gender | Number of employees (head count)* |
Male | 1,598 |
Female | 2,102 |
Other | 0 |
Not reported | 12 |
Total | 3,712 |
Country | Number of employees (head count)* |
Finland | 2,804 |
France | 182 |
India | 156 |
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 |
2024 | |
Employee turnover rate, % | 7% |
Number of employees that have left, total | 246 |
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 |
2024 | ||
Head count | Percentage | |
Female | 20 | 34% |
Male | 39 | 66% |
2024 | |
Under 30 years | 10% |
30—50 years | 54% |
Over 50 | 36% |
2024 | |
The percentage Orion’s 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 |
2024 | |
White collar employees | 0.88 |
Blue collar employees | 0.92 |
2024 | |
Annual total remuneration ratio of the highest paid individual to the median annual total remuneration for all employees | 43 |
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 |
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. | ||||||
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. | ||||||
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. | ||||||
A | Actual | P | Potential |
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. |
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 |
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. |
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. | ||||||
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 |
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 |
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. |
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% |
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% |
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 ........................................................................................... |
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 |
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% |
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 |
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 |
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 |
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 |
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 |
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% |
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% |
• | 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 | |
Total remuneration1 | EUR 121,600 | |
Meetings2 | 12/12 | |
Audit Committee3 | — | |
6/6 | • | |
R&D Committee3 | — | |
Nomination Committee3 | 2/2 | |
Shareholding4 | ||
Independent member | Yes | |
Total remuneration1 | EUR 83,566 | |
Meetings2 | 12/12 | |
Audit Committee3 | — | |
6/6 | • | |
R&D Committee3 | 4/4 | |
Nomination Committee3 | 3/3 | |
Shareholding4 | ||
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 | |
Total remuneration1 | EUR 63,500 | |
Meetings2 | 12/12 | |
Audit Committee3 | 1/1 | |
5/5 | • | |
R&D Committee3 | 4/4 | |
Nomination Committee3 | — | |
Shareholding4 | ||
Independent member | Yes | |
Total remuneration1 | EUR 63,500 | |
Meetings2 | 11/12 | |
Audit Committee3 | — | |
5/6 | • | |
R&D Committee3 | — | |
Nomination Committee3 | — | |
Shareholding4 | ||
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 | |
Total remuneration1 | EUR 73,366 | |
Meetings2 | 12/12 | |
Audit Committee3 | 4/4 | |
— | ||
R&D Committee3 | — | |
Nomination Committee3 | — | |
Shareholding4 | ||
Independent member | Yes | |
Total remuneration1 | EUR 62,300 | |
Meetings2 | 12/12 | |
Audit Committee3 | 4/4 | |
— | ||
R&D Committee3 | 4/4 | |
Nomination Committee3 | — | |
Shareholding4 | ||
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 | |
Total remuneration1 | EUR 62,900 | |
Meetings2 | 10/10 | |
Audit Committee3 | 3/3 | |
— | ||
R&D Committee3 | — | |
Nomination Committee3 | — | |
Shareholding4 | ||
Independent member | Yes | |
Total remuneration1 | EUR 67,700 | |
Meetings2 | 12/12 | |
Audit Committee3 | 4/4 | |
— | ||
R&D Committee3 | 4/4 | |
Nomination Committee3 | — | |
Shareholding4 | ||
Independent member | Yes | |
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 |
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% |
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 |
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% |
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% |
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% |
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% |
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% |
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% |
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 |
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 | |
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 .......................................................................... |
EUR million | Note | 2024 | 2023 |
Net sales | 2.1 | ||
Cost of goods sold | - | - | |
Gross profit | |||
Other operating income and expenses | 2.4 | ||
Selling and marketing expenses | 2.2, 2.3, 4.1 | - | - |
Research and development expenses | 2.2, 2.3, 4.1 | - | - |
Administrative expenses | 2.2, 2.3, 4.1 | - | - |
Operating profit | |||
Finance income and expenses | 2.5 | - | - |
Profit before taxes | |||
Income tax expense | 5.1 | - | - |
Profit for the period | |||
PROFIT ATTRIBUTABLE TO | |||
Owners of the parent company | |||
Basic earnings per share, EUR¹ | 2.6 | ||
Diluted earnings per share, EUR¹ | 2.6 |
EUR million | Note | 2024 | 2023 |
Profit for the period | |||
Cumulative translation adjustments | 6.3 | - | |
Items that may be reclassified subsequently to profit and loss | - | ||
Remeasurement of pension plans, net of tax | 4.2, 5.1 | - | |
Items that will not be reclassified to profit and loss | - | ||
Other comprehensive income, net of tax | - | ||
Comprehensive income for the period | |||
COMPREHENSIVE INCOME ATTRIBUTABLE TO | |||
Owners of the parent company |
Assets | |||
EUR million, 31 Dec | Note | 2024 | 2023 |
Property, plant and equipment | 3.1, 3.2 | ||
Goodwill | 3.1 | ||
Intangible rights | 3.1 | ||
Other intangible assets | 3.1 | ||
Investment in associate | 3.3 | ||
Other investments | 6.6 | ||
Pension assets | 4.2 | ||
Deferred tax assets | 5.2 | ||
Other non-current assets | 3.6 | ||
Non-current assets total | |||
Inventories | 3.5 | ||
Trade receivables | 3.6, 6.2 | ||
Current tax receivables | |||
Other receivables | 3.6 | ||
Cash and cash equivalents | 6.5 | ||
Current assets total | |||
Assets total |
Equity and liabilities | |||
EUR million, 31 Dec | Note | 2024 | 2023 |
Share capital | |||
Other reserves | |||
Cumulative translation adjustments | - | - | |
Retained earnings | |||
Equity attributable to owners of the parent company | |||
Equity total | 6.3 | ||
Deferred tax liabilities | 5.2 | ||
Pension liability | 4.2 | ||
Non-current provisions | 3.7 | ||
Interest-bearing non-current liabilities | 6.4 | ||
Other non-current liabilities | 3.8 | ||
Non-current liabilities total | |||
Current provisions | 3.7 | ||
Interest-bearing current liabilities | 6.4 | ||
Trade payables | 3.8 | ||
Current tax liabilities | |||
Other current liabilities | 3.8 | ||
Current liabilities total | |||
Liabilities total | |||
Equity and liabilities total |
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 | - | - | |||||||
Profit for the period | |||||||||
Other comprehensive income | |||||||||
Cumulative translation adjustments | 6.3 | - | - | - | |||||
Remeasurement of pension plans | 4.2 | - | - | - | |||||
Transactions with owners | |||||||||
Dividends paid | 6.3 | - | - | - | |||||
Repurchase of treasury shares | |||||||||
Share-based incentive plans | 4.1 | - | |||||||
Other adjustments | - | - | |||||||
Equity at 31 December 2023 | - | - | |||||||
Equity at 1 January 2024 | - | - | |||||||
Profit for the period | |||||||||
Other comprehensive income | |||||||||
Cumulative translation adjustments | 6.3 | - | |||||||
Remeasurement of pension plans | 4.2 | ||||||||
Transactions with owners | |||||||||
Dividends paid | 6.3 | - | - | - | |||||
Repurchase of treasury shares | |||||||||
Share-based incentive plans | 4.1 | ||||||||
Other adjustments | - | - | |||||||
Equity at 31 December 2024 | - | - | |||||||
EUR million | Note | 2024 | 2023 |
Profit before taxes | |||
Finance income and expenses | 2.5 | ||
Depreciation, amortisation and impairments | 2.2 | ||
Gains/losses on sales or disposals of property, plant and equipment and intangible assets | 2.4 | - | - |
Unrealised foreign exchange gains and losses | - | - | |
Change in pension assets and pension liabilities | 4.2 | - | - |
Change in provisions | 3.7 | - | |
Other adjustments | - | ||
Total adjustments to profit before taxes | |||
Change in trade and other receivables | - | - | |
Change in inventories | - | - | |
Change in trade and other payables | - | ||
Total change in working capital | - | - | |
Interest and other financial expenses paid | - | - | |
Interest and other financial income received | |||
Dividends received | |||
Income taxes paid | 5.1 | - | - |
Total net cash flow from operating activities | |||
Investments in property plant, and equipment | 3.1 | - | - |
Investments in intangible assets | 3.1 | - | - |
Acquired in business combination, net of cash | 3.4 | - | |
Sales of property, plant and equipment and other investments | 3.1, 6.6 | ||
Total net cash flow from investing activities | - | - | |
EUR million | Note | 2024 | 2023 |
Repayments of lease liabilities | 6.4 | - | - |
Change in current loans | 6.4 | - | |
Proceeds of non-current loans | 6.4 | ||
Repayment of non-current loans | 6.4 | - | - |
Repurchase of treasury shares | 6.3 | ||
Dividends paid and other distribution of profits | 6.3 | - | - |
Total net cash flow from financing activities | - | - | |
Net change in cash and cash equivalents | - | ||
Cash and cash equivalents at 1 January | 6.5 | ||
Foreign exchange differences | - | ||
Cash and cash equivalents at 31 December | 6.5 |
EUR million | 2024 | 2023 |
Cash and cash equivalents in statement of financial position at the end of the period | ||
Cash and cash equivalents in the statement of cash flows |
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 | ||
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. | ||
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 | ||
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. | ||
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. | |||
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. | ||
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 | |||
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 |
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 |
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 |
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 | |
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 |
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 | ||
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 |
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 |
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 | ||
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 |
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 |
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. | ||
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 |
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 |
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 |
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. | ||
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 |
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 |
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 | 1.60 |
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 |
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 | ||
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. | ||
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 | |||
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 | |||
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 |
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. | |||
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 |
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 |
Share of ownership, % 31 Dec | Domicile | 2024 | 2023 |
Hangon Puhdistamo Oy | Hanko | 50.0% | 50.0% |
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 |
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 |
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 |
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 |
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 |
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. | |||
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 |
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 |
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 |
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 |
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. | |||
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 |
Person | 2024 | 2023 |
Average number of personnel | 3,712 | 3,710 |
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 |
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 |
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 |
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 |
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. | |||
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 |
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 |
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 |
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 |
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 |
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 |
%, 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% |
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% |
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 | |||
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 |
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% |
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 | |||
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 |
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 |
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 |
EUR million, 31 Dec | 2024 | 2023 |
Tax loss carry forwards | 16.3 | 16.5 |
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. | |||
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 | |||
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. | |||
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 |
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 |
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 |
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 |
Other significant currencies | |||||
EUR million, 31 Dec 2024 | USD | SEK | PLN | Impact on profit | |
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 | |
0.3/-0.4 | 0.4/-0.5 | -0.0/0.0 | -0.4/0.4 | 0.4/-0.5 |
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 |
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 |
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 |
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 |
Requirements | |
Group equity ratio | > 30% |
Group interest-bearing net liabilities /EBITDA | < 3.0 |
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% |
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 |
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. | |||
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 |
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 |
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 |
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 |
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 |
EUR million, 31 Dec | 2024 | 2023 |
Currency forward contracts and currency swaps | 43.3 | 49.3 |
Currency options | 32.4 | 28.0 |
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 |
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 | |||
EUR million, 31 Dec | 2024 | 2023 |
Guarantees | 2.5 | 2.6 |
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 |
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 |
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 | |
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 |
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 |
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 |
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. | |||
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. | |||
EUR million | 2024 | 2023 |
Pharmaceuticals business | 1,372.5 | 1,013.0 |
Total | 1,372.5 | 1,013.0 |
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 |
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 |
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 |
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 |
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 |
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 |
Person | 2024 | 2023 |
Average number of employees during the period | 2,460 | 2,351 |
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 |
EUR million | 2024 | 2023 |
Depreciation and amortisation according to plan | 33.9 | 34.4 |
Impairments | 41.4 | 1.0 |
Total | 75.3 | 35.3 |
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 |
EUR million | 2024 | 2023 |
Change in cumulative accelerated depreciation, increase (-), decrease (+) | -3.1 | -5.5 |
Total | -3.1 | -5.5 |
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 |
EUR million, 31 Dec | 2024 | 2023 |
Provisions | 0.1 | 0.1 |
Total | 0.1 | 0.1 |
EUR million, 31 Dec | 2024 | 2023 |
Appropriations | 22.8 | 22.2 |
Revaluations | 3.3 | 3.3 |
Total | 26.1 | 25.5 |
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 | ||
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 | ||||
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 |
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 |
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 |
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 |
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 |
EUR million, 31 Dec | 2024 | 2023 |
Cash and bank | 161.6 | 72.3 |
Liquid money market investments | 3.0 | |
Total | 164.6 | 72.3 |
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 |
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 |
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 | |
EUR million, 31 Dec | 2024 | 2023 |
Cumulative accelerated depreciation | 114.0 | 110.9 |
Total | 114.0 | 110.9 |
EUR million, 31 Dec | 2024 | 2023 |
Pension provisions | 0.5 | 0.5 |
Total | 0.5 | 0.5 |
EUR million, 31 Dec | 2024 | 2023 |
Loans from credit institutions | 279.4 | 152.9 |
Total | 279.4 | 152.9 |
EUR million, 31 Dec | 2024 | 2023 |
Loans from credit institutions | 35.3 | 58.8 |
Total | 35.3 | 58.8 |
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 |
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 |
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 |
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 |
EUR million | 2024 | 2023 |
Liisa Hurme, President and CEO | 2.3 | 2.0 |
Members of Board of Directors | 0.6 | 0.6 |
EUR million | 2024 | 2023 |
Guarantees given | 2.4 | 2.5 |
EUR million | 2024 | 2023 |
Total guarantees | 2.4 | 2.5 |
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 |
EUR million, 31 Dec | 2024 | 2023 |
Currency forward contracts and currency swaps | 43.3 | 49.3 |
Currency options | 32.4 | 28.0 |
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 |
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 |
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 |
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. |