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1,447.6 Net sales 2025 (EUR million) | 196.4 Adjusted EBITDA 2025 (EUR million) | ||
69.3 Adjusted EBIT 2025 (EUR million) | 71.5 million parcels delivered, Finland and the Baltics, 2025 | ||
620,000 sqm warehouse space | ~13,800 personnel, at the end of 2025 | ||
~100 different nationalities | -25% reduction in own emission in 2025 | ||
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Net sales (EUR million) 2025 | Adjusted EBIT (EUR million) 2025 | |
Net sales (EUR million) 2025 | Adjusted EBIT (EUR million) 2025 | |
Net sales (EUR million) 2025 | Adjusted EBIT (EUR million) 2025 | |
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April 8 | Registration ends |
April 10 | Registration end (nominees) |
April 15 | Annual General Meeting |
April 17 October 19 | Proposed record dates for the dividend payments |
April 24 October 26 | Proposed dates for the dividend payment |
Wed, April 29 | Interim Report for January– March 2026 |
Fri, August 14 | Half-year Financial Report for January–June 2026 |
Thu, October 29 | Interim Report for January– September 2026 |
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1–12 2025 | 1–12 2024 | 1–12 2023 | |
Financial development and profitability | |||
Net sales, EUR million | 1,447.6 | 1,521.4 | 1,586.1 |
Change in net sales, % | -4.8% | -4.1% | -4.0% |
Adjusted EBITDA, EUR million | 196.4 | 207.6 | 197.7 |
Adjusted EBITDA margin, % | 13.6% | 13.6% | 12.5% |
EBITDA, EUR million | 180.4 | 196.6 | 188.6 |
EBITDA margin, % | 12.5% | 12.9% | 11.9% |
Adjusted operating result (adjusted EBIT), EUR million | 69.3 | 80.1 | 66.4 |
Adjusted operating result (adjusted EBIT) margin, % | 4.8% | 5.3% | 4.2% |
Operating result (EBIT), EUR million | 52.3 | 68.0 | -7.0 |
Operating result margin (EBIT), % | 3.6% | 4.5% | -0.4% |
Result for the period, EUR million | 23.5 | 43.8 | -25.2 |
Financial position | |||
Equity ratio, % | 24.6% | 25.2% | 37.9% |
Return on capital employed (12 months), % | 7.8% | 11.2% | -1.0% |
Net debt, EUR million | 517.0 | 257.5 | 240.0 |
Net debt / adjusted EBITDA | 2.6x | 1.2x | 1.2x |
Financial net debt / adjusted EBITDA | 1.1x | -0.1x | -0.3x |
Other key figures | |||
Operative free cash flow, EUR million | -37.0 | -2.9 | 28.6 |
Investments, EUR million | 175.1 | 183.5 | 167.4 |
Personnel, end of period | 13,751 | 14,764 | 17,024 |
Personnel on average, FTE | 11,845 | 13,095 | 14,272 |
Earnings per share, basic and diluted, EUR | 0.59 | 1.10 | -0.63 |
Dividend per share, EUR | 0.84* | 0.83 | 4.55 |
Dividend, EUR million | 34.0* | 33.0 | 181.8** |
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EUR million | 2025 | 2024 |
Personnel restructuring | 5.0 | 11.0 |
Restructuring costs (other than personnel-related costs) | 1.0 | - |
M&A related items | - | -0.5 |
Other special items | 2.2 | 0.4 |
Listing costs | 5.9 | - |
Listing incentive | 2.0 | - |
Impairments | 0.9 | 1.2 |
Total | 17.0 | 12.2 |
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1–12 2025 | 1–12 2024 | |
Net sales, EUR million | 640.9 | 640.9 |
Net sales change-% | -% | -1.7% |
Adjusted EBITDA, EUR million | 70.4 | 77.0 |
Adjusted EBITDA margin, % | 11.0% | 12.0% |
EBITDA, EUR million | 70.5 | 71.2 |
EBITDA margin, % | 11.0% | 11.1% |
Adjusted operating result (adjusted EBIT) | 22.0 | 30.9 |
Adjusted operating result (adjusted EBIT) margin, % | 3.4% | 4.8% |
Operating result (EBIT) | 22.1 | 25.1 |
Operating result (EBIT) margin, % | 3.4% | 3.9% |
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1–12 2025 | 1–12 2024 | |
Net sales, EUR million | 301.7 | 303.0 |
Finland | 194.1 | 201.3 |
Sweden | 107.7 | 101.8 |
Net sales change-%* | -0.4% | -7.7% |
Adjusted EBITDA, EUR million | 35.2 | 38.3 |
Adjusted EBITDA margin, % | 11.7% | 12.6% |
EBITDA, EUR million | 31.7 | 37.8 |
EBITDA margin, % | 10.5% | 12.5% |
Adjusted operating result (adjusted EBIT) | -5.4 | -4.0 |
Adjusted operating result (adjusted EBIT) margin, % | -1.8% | -1.3% |
Operating result (EBIT) | -9.8 | -5.6 |
Operating result (EBIT) margin, % | -3.2% | -1.8% |
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1–12 2025 | 1–12 2024 | |
Net sales, EUR million | 529.6 | 602.9 |
Net sales change-% | -12.1% | -4.5% |
Adjusted EBITDA, EUR million | 100.2 | 104.8 |
Adjusted EBITDA margin, % | 18.9% | 17.4% |
EBITDA, EUR million | 96.2 | 99.8 |
EBITDA margin, % | 18.2% | 16.5% |
Adjusted operating result (adjusted EBIT) | 65.8 | 69.2 |
Adjusted operating result (adjusted EBIT) margin, % | 12.4% | 11.5% |
Operating result (EBIT) | 61.7 | 64.1 |
Operating result (EBIT) margin, % | 11.7% | 10.6% |
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1–12 2025 | 1–12 2024 | |
Personnel at period-end | 13,751 | 14,764 |
Finland | 11,841 | 12,925 |
Other countries of operation | 1,910 | 1,839 |
Personnel on average, FTE* | 11,845 | 13,095 |
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2025 | 2024 | 2023 | |
Share capital, Dec 31, EUR million | 70,000,000 | 70,000,000 | 70,000,000 |
Number of shares, Dec 31 | 40,500,000 | 40,000,000 | 40,000,000 |
Diluted average number of shares | 40,113,699 | 40,000,000 | 40,000,000 |
Number of shareholders, Dec 31 | 16,099 | 1 | 1 |
Data per share | |||
Earnings per share (basic and diluted) (EPS), EUR per share | 0.59 | 1.10 | -0.63 |
Equity per share, EUR | 6.84 | 7.05 | 10.51 |
Dividend, EUR million | 34.0* | 33.0 | 181.8 |
Dividend per share, EUR | 0.84* | 0.83 | 4.55 |
Payout ratio, % | 144.72% | 75.26% | -720.16% |
Dividend yield, % | 9.82% | - | - |
Price/earnings ratio (P/E ratio) | 14.73 | - | - |
Share prices | |||
IPO price, EUR | 7.50 | - | - |
Closing price. Dec 31, EUR | 8.55 | - | - |
Volume weighted average price (VWAP), EUR | 7.66 | - | - |
Lowest price, EUR | 7.85 | - | - |
Highest price, EUR | 8.66 | - | - |
Other data | |||
Market value, EUR million | 346.3 | - | - |
Share trading volume, EUR million | 154.3 | - | - |
Share trading volume, number of shares in millions | 20.1 | - | - |
Share trading volume, % of shares | 49.69% | - | - |
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Number of shares, December 31, 2025 | Shareholders | % of shareholders | Shares | % of shares |
1 - 100 | 6,528 | 40.55% | 363,007 | 0.90% |
101 - 1,000 | 8,976 | 55.76% | 2,500,783 | 6.17% |
1,001 - 10,000 | 551 | 3.42% | 1,267,204 | 3.13% |
10,001 - 100,000 | 31 | 0.19% | 1,038,494 | 2.56% |
100,001 - 1,000,000 | 10 | 0.06% | 3,128,732 | 7.73% |
> 1,000,000 | 3 | 0.02% | 32,201,780 | 79.51% |
Total | 16,099 | 100.00% | 40,500,000 | 100.00% |
Nominee registered | 8 | 0.05% | 4,439,699 | 10.96% |
Number of shares issued | 40,500,000 | 100.00% |
Shareholders, December 31, 2025 | Shares | % of shares | |
1 | Prime Minister's Office | 26,660,000 | 65.83% |
2 | Ilmarinen Mutual Pension Insurance Company | 1,400,000 | 3.46% |
3 | Varma Mutual Pension Insurance Company | 775,000 | 1.91% |
4 | Elo Mutual Pension Insurance Company | 565,000 | 1.40% |
5 | Veritas Pension Insurance Company Ltd. | 385,000 | 0.95% |
6 | Finnish State Pension Fund | 350,000 | 0.86% |
7 | Aktia Capital Mutual Fund | 228,722 | 0.56% |
8 | OP Vakuutus Oy | 200,000 | 0.49% |
9 | Danske Invest Finnish Equity Fund | 155,000 | 0.38% |
10 | OP-Henkivakuutus Ltd. | 150,200 | 0.37% |
11 | Säästöpankki Korko Plus Mutual Fund | 150,000 | 0.37% |
12 | Säästöpankki Small Cap Mutual Fund | 100,000 | 0.25% |
13 | UB HR Suomi Investment Fund | 100,000 | 0.25% |
14 | Proprius Partners Arvo Suomi (non-Ucits) | 97,333 | 0.24% |
15 | Aktia Secura Mutual Fund | 80,000 | 0.20% |
16 | Jääskeläinen Antti Erkki | 71,202 | 0.18% |
17 | Proprius Partners Micro Finland (non-Ucits) | 48,667 | 0.12% |
18 | Taaleritehdas Mikro Markka Fund | 43,660 | 0.11% |
19 | Posti Group Oyj:n Henkilöstörahasto Hr | 32,634 | 0.08% |
20 | Aktia Livförsäkring Ab | 32,012 | 0.08% |
20 largest shareholders total | 31,624,430 | 78.09% | |
Others | 8,875,570 | 21.91% | |
Total | 40,500,000 | 100.00% | |
Nominee registered | 4,439,699 | 10.96% | |
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Related sub-topic or sub-sub topic | IRO description | Impact, risk, or opportunity | Location in the value chain | Time horizon |
Privacy | Cybersecurity incidents could cause privacy data leaks and negatively impact Posti’s customers | Potential negative impact | Downstream | Short-term (impact) |
Infringements of data protection and cybersecurity laws, such as GDPR and NIS2 violations, can lead to significant fines, increased costs, reputational damage, and potential revenue loss. | Financial risk | Own operations and downstream | Medium- and long-term (risk) | |
Access to products and services | Posti’s consumers benefit from reliable, secure, and accessible physical and digital services, including mail and parcel delivery in Posti’s operating countries. | Actual positive impact | Downstream | Short-, medium- and long-term (impact) |
Postal law requires Posti to deliver mail everywhere in mainland Finland. Any disruptions in Posti’s services could negatively affect Posti’s consumers. | Potential negative impact | Downstream | Short-term (impact) |
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Privacy | |
Posti ensures and supervises the implementation of data protection in its operations and conducts continuous audits to ensure data protection. Through these audits Posti has been able to improve the security of its services, especially in the area of all internet facing services. The systematic work has resulted in a decrease in the number of weaknesses during Q3–Q4 2025. As part of ongoing actions to mitigate the potential negative impact of data breaches and risks thereof, Posti implements preventive security measures and monitors potential threats | |
Mandatory data protection and cybersecurity training to help prevent risks related to data protection and information security, including data protection violations. More in-depth data protection training is organized for personnel groups engaged in expert work. | |
Access to products and services | |
During 2025, Posti developed its digital and physical accessibility processes and clarified the definition of accessibility. We can thus enhance accessibility for all our customers, for example, by improving the physical accessibility data of our service points on our webpages. | |
Digital accessibility audits for consumer services were carried out in the fall of 2024 and 2025, and improvements in accordance with the audit findings were made between these periods. | |
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Plan | Performance measures in sustainability % |
LTI 2023–2025 | Greenhouse gas emissions 20% |
Performance period 2023–2025 | Employee engagement 15% |
LTI 2024–2026 | Greenhouse gas emissions 15% |
Performance period 2024–2026 | Employee engagement 15% |
LTI 2025–2027 | Greenhouse gas emissions 15% |
Performance period 2025–2027 | Employee engagement 15% |
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Core elements of due diligence | Paragraph in the Sustainability Statement |
a) Embedding due diligence in governance, strategy, and business model | |
b) Engaging with affected stakeholders in all key steps of due diligence | |
c) Identifying and assessing negative impacts | |
d) Taking action to address negative impacts | • Actions related to own workforce, workers in the value chain, and business conduct |
e) Tracking the effectiveness of efforts made | • Metrics related to all material topical standards • Targets related to all material topical standards |
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Stakeholder group | How is engagement organized? | What is the purpose of the engagement? | How are outcomes considered? |
Own workforce | Personnel surveys, dialogue with employee representatives, talent and development discussions, other surveys | To understand employee views on topics such as employee engagement, occupational health and safety, training and career development, DEI, and well-being. | In developing employee-related policies and practices. |
Business customers | Ongoing dialogue through meetings, surveys, and feedback channels. Co- creation of services with business customers. | Reliable and good quality of service at a reasonable price. Responding to customers’ expectations regarding flexibility, digital solutions, sustainability, and ethical principles. | Development of new services and new features in current services. |
Consumers and end users | Customer service, pulse surveys, feedback questionnaires, marketing and communication. | To better serve consumers and end users. | Developing processes and operations, as well as new services. |
Suppliers, subcontractors, and workers in the value chain. | Strategic and operational meetings, audits, Self- assessment surveys, Events. | To discuss Posti’s climate targets, environmental aspects, and human rights in the value chain, and build partnerships. | Ensuring partner cooperation to implement Posti’s fossil-free transportation target. Risk mitigation to avoid negative impacts on environment and human rights, including health and safety of value chain workers. |
Shareholders and investors | Annual, half-year and interim reporting, stock exchange and press releases, Investor and analyst meetings, and Annual General Meetings. | Providing timely information about Posti’s strategy, financials, outlook and progress in sustainability. Engaging with shareholders and investors, enabling feedback and acquiring new investors. | Consideration of feedback from shareholders and investors to guide decision-making. Sustainable growth of business and dividends. |
Government, authorities and policymakers | Dialogue and cooperation. Advocating and sharing views on policies, laws and regulations. Supporting policymakers with industry insights. | To ensure a predictable operating environment with fair and competitive growth opportunities for Posti. | Developing processes and operations to ensure compliance with relevant laws and regulations Monitoring regulatory and legislative development that can affect, Posti’s operations and/or Posti’s strategic targets. |
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Stakeholder group | How is engagement organized? | What is the purpose of the engagement? | How are outcomes considered? |
Industry and trade organizations | Active membership in industry organizations | The creation of a level playing field in Posti’s operating sector | Collective bargaining agreements Industry best practices such as CSRD and EU Taxonomy implementation and interpretation. Legislative and policy advocacy |
Educational and research institutions | Research collaboration projects and dialogue | Innovation opportunities to support Posti’s strategy and sustainability targets New research on sustainability matters such as the circular economy | Posti becomes the user of innovative, sustainable products (for example converted trucks) and/or considers the results of the research projects in its services |
Non-governmental organizations | Dialogue and meetings regarding charitable donations, charity projects and sponsorships that are aligned with Posti’s sustainability targets | Creating a positive impact on society Support for equal opportunities for children and youth Fostering the culture of anti- racism | Posti making an impact and using its voice for greater good in society |
Media | Active exchange of information about any relevant events at Posti. Media is also served by Posti media desk. | To share information about relevant topics in a timely manner | Development of Posti’s performance, stakeholders’ trust and Posti’s brand reputation through well- managed and active information sharing with media. |
Standard | Sub-topic | Sub-sub-topic | Actual or potential negative impact | Actual or potential positive impact | Risk | Opportunity |
E1 Climate change | Climate change mitigation | ● V | ● V | ● V | ||
Energy | ● V | ● V | ||||
S1 Own workforce | Working conditions | Secure employment | ● O | ● O | ||
Health and safety | ● O | ● O | ||||
Equal treatment and opportunities for all | Training and skills development | ● O | ||||
Measures against violence and harassment in the workplace | ● O | |||||
Diversity | ● O | |||||
Other work-related rights | Privacy | ● O | ||||
S2 Workers in the value chain | Working conditions | Health and safety | ● U, D | |||
Equal treatment and opportunities for all | Measures against violence and harassment in the workplace | ● U, D | ||||
S4 Consumers and end users | Information-related impacts for consumers and/or end-users | Privacy | ● D | ● V | ||
Social inclusion of consumers and/or end- users | Access to products and services | ● D | ● D | |||
G1 Business conduct | Corporate culture | ● V | ||||
Protection of whistleblowers | ● V | |||||
Corruption and bribery | ● V | |||||
Political engagement and lobbying activities | ● O | |||||
Management of relationships with suppliers | ● O, U | |||||
Payment practices | ● U |
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Topic | Reason for non-materiality |
E2 Pollution | Although transportation is a core part of Posti’s operations, and the use of vehicles contributes to air pollution, and their tires release microplastics, Posti’s greatest environmental impact stems from GHG emissions. Air pollution and microplastics have not been considered material topics, as the scoring did not exceed the defined DMA threshold. Posti is committed to minimizing its impact on pollution through emissions reduction efforts, including optimizing transportation routes and economical driving. For more details on Posti’s climate change mitigation efforts and progress in reducing the Posti Group headquarters (until November 2025), Eteläinen Postipuisto, and the related land-cleaning work including its potential financial risks were assessed as part of the DMA. However, the impact did not exceed the materiality threshold. The |
E3 Water and marine resources | While it is acknowledged that water is utilized during the manufacturing of vehicles, packaging materials and other products used in Posti’s operations, these activities occur outside Posti’s direct operations. Additionally, the water consumed in Posti’s facilities is minor, resulting in Posti’s overall impact on water and marine resources being small and not considered a material topic. Consequently, no specific screening of Posti’s impact on water and marine resources was conducted. |
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Topic | Reason for non-materiality |
E4 Biodiversity | Compared to resource-intensive sectors such as forestry, agriculture, mining, and oil and gas, the logistics industry has a smaller direct impact on biodiversity and ecosystems. The most significant environmental impact associated with Posti’s operations arises from GHG emissions, primarily driven by transportation activities and energy consumption, both within Posti’s facilities and across the value chain. Environmental impacts, including potential impacts on biodiversity, are evaluated as part of significant new construction projects. Hence, no separate analysis was conducted as part of the DMA process. In conclusion, biodiversity is not considered a material topic for Posti, as impacts did not exceed the set threshold. Posti is committed to minimizing its impact on biodiversity through emissions reduction efforts. For more details on climate change mitigation efforts and progress in reducing |
E5 Resources and circular economy | As a transportation service provider, Posti does not, to a significant extent, engage in manufacturing activities. Posti therefore has limited direct resource use. Most of the waste generated in Posti’s operations comes from logistics centers and warehouses, including materials such as paper, cardboard, wood waste, energy waste, and waste from electrical and electronic equipment. In conclusion, resource use and circular economy is not considered a material topic, Posti is committed to minimizing waste in its daily operations through sustainable packaging, reduced material use, a high recycling rate, and waste management solutions. The construction work associated with Eteläinen Postipuisto and its potential impact on waste generation, as well as related financial risks, were assessed as part of the DMA. However, the impact did not exceed the materiality threshold. |
ESRS | Page | |
General information | ||
ESRS 2 | BP-1 General basis for preparation of sustainability statements | |
ESRS 2 | BP-2 Disclosures in relation to specific circumstances | |
ESRS 2 | GOV-1 The role of the administrative, management and supervisory bodies | |
ESRS 2 | GOV-2 Information provided to and sustainability matters addressed by the undertaking’s administrative, management and supervisory bodies | |
ESRS 2 | GOV-3 Integration of sustainability-related performance in incentive schemes | |
ESRS 2 | GOV-4 Statement on due diligence | |
ESRS 2 | GOV-5 Risk management and internal controls over sustainability reporting | |
ESRS 2 | SBM-1 Strategy, business model and 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 | |
ESRS 2 | IRO-1 Description of the process to identify and assess material impacts, risks and opportunities | |
ESRS 2 | IRO-2 Disclosure requirements in ESRS covered by the undertaking’s sustainability statement | |
Environmental information | ||
EU Taxonomy reporting | EU Taxonomy reporting | |
E1 Climate change | ESRS 2 GOV-3 Integration of sustainability-related performance in incentive schemes | |
E1 Climate change | E1-1 Transition plan for climate change mitigation | |
E1 Climate change | ESRS 2 SBM-3 Material impacts, risks and opportunities and their interaction with strategy and business model | |
E1 Climate change | ESRS 2 IRO-1 Description of the processes to identify and assess material climate-related impacts, risks and opportunities |
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ESRS | Page | |
E1 Climate change | E1-2 Policies related to climate change mitigation and adaptation | |
E1 Climate change | E1-3 Actions and resources in relation to climate change policies | |
E1 Climate change | E1-4 Targets related to climate change mitigation and adaptation | |
E1 Climate change | E1-5 Energy consumption and mix | |
E1 Climate change | E1-6 Gross Scopes 1, 2, 3 and Total GHG emissions | |
Social information | ||
S1 Own workforce | ESRS 2 SBM-2 Interests and views of stakeholders | |
S1 Own workforce | ESRS 2 SBM-3 Material impacts, risks and opportunities and their interaction with strategy and business model | |
S1 Own workforce | S1-1 Policies related to own workforce | |
S1 Own workforce | S1-2 Processes for engaging with own workforce and workers’ representatives about impacts | |
S1 Own workforce | S1-3 Processes to remediate negative impacts and channels for own workforce to raise concerns | |
S1 Own workforce | S1-4 Taking action on material impacts on own workforce, and approaches to managing material risks and pursuing material opportunities related to own workforce, and effectiveness of those actions | |
S1 Own workforce | S1-5 Targets related to managing material negative impacts, advancing positive impacts, and managing material risks and opportunities | |
S1 Own workforce | S1-6 Characteristics of the undertaking’s employees | |
S1 Own workforce | S1-7 Characteristics of non-employee workers in the undertaking’s own workforce | |
S1 Own workforce | S1-9 Diversity metrics | |
S1 Own workforce | S1-13 Training and skills development metrics | |
S1 Own workforce | S1-14 Health and safety metrics | |
S1 Own workforce | S1-17 Incidents, complaints and severe human rights impacts | |
S2 Workers in the value chain | ESRS 2 SBM-2 Interests and views of stakeholders | |
S2 Workers in the value chain | ESRS 2 SBM-3 Material impacts, risks and opportunities and their interaction with strategy and business model | |
S2 Workers in the value chain | S2-1 Policies related to value chain workers | |
S2 Workers in the value chain | S2-2 Processes for engaging with value chain workers about impacts | |
S2 Workers in the value chain | S2-3 Processes to remediate negative impacts and channels for value chain workers to raise concerns |
ESRS | Page | |
S2 Workers in the value chain | 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 Workers in the value chain | S2-5 Targets related to managing material negative impacts, advancing positive impacts, and managing material risks and opportunities | |
S4 Consumers and end-users | ESRS 2 BP-2 17. Use of phase-In provisions in accordance with Appendix C of ESRS 1 | |
Governance information | ||
G1 Business conduct | ESRS 2 GOV-1 The role of the administrative, supervisory and management bodies | |
G1 Business conduct | ESRS 2 IRO-1 Description of the processes to identify and assess material impacts, risks and opportunities | |
G1 Business conduct | G1-1 Business conduct policies and corporate culture | |
G1 Business conduct | G1-2 Management of relationships with suppliers | |
G1 Business conduct | G1-3 Prevention and detection of corruption and bribery | |
G1 Business conduct | G1-4 Incidents of corruption or bribery | |
G1 Business conduct | G1-5 Political influence and lobbying activities | |
G1 Business conduct | G1-6 Payment practices |
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Disclosure requirement | Data point | SFDR reference | Pillar 3 reference | Benchmark regulation reference | EU Climate Law reference | Location in the Sustainability Statement |
ESRS 2 GOV-1 Board's gender diversity | paragraph 21 (d) | Indicator number 13 of Table #1 of Annex 1 | Commission Delegated Regulation (EU) 2020/1816(5), Annex II | |||
ESRS 2 GOV-1 Percentage of board members who are independent | paragraph 21 (e) | Delegated Regulation (EU) 2020/1816, Annex II | ||||
ESRS 2 GOV-4 Statement on due diligence | paragraph 30 | Indicator number 10 Table #3 of Annex 1 | ||||
ESRS 2 SBM-1 Involvement in activities related to fossil fuel activities | paragraph 40 (d) i | Indicators number 4 Table #1 of Annex 1 | Article 449a Regulation (EU) No 575/2013; Commission Implementing Regulation (EU) 2022/2453(6)Table 1: Qualitative information on Environmental risk and Table 2: Qualitative information on Social risk | Delegated Regulation (EU) 2020/1816, Annex II | Topic not material for Posti | |
ESRS 2 SBM-1 Involvement in activities related to chemical production | paragraph 40 (d) ii | Indicator number 9 Table #2 of Annex 1 | Delegated Regulation (EU) 2020/1816, Annex II | Topic not material for Posti | ||
ESRS 2 SBM-1 Involvement in activities related to controversial weapons | paragraph 40 (d) iii | Indicator number 14 Table #1 of Annex 1 | Delegated Regulation (EU) 2020/1818(7), Article 12(1) Delegated Regulation (EU) 2020/1816, Annex II | Topic not material for Posti | ||
ESRS 2 SBM-1 Involvement in activities related to cultivation and production of tobacco | paragraph 40 (d) iv | Delegated Regulation (EU) 2020/1818, Article 12(1) Delegated Regulation (EU) 2020/1816, Annex II | Topic not material for Posti | |||
ESRS E1-1 Transition plan to reach climate neutrality by 2050 | paragraph 14 | Regulation (EU) 2021/1119, Article 2(1) | ||||
ESRS E1-1 Undertakings excluded from Paris-aligned Benchmarks | paragraph 16 (g) | Article 449a Regulation (EU) No 575/2013; Commission Implementing Regulation (EU) 2022/2453 Template 1: Banking book-Climate Change transition risk: Credit quality of exposures by sector, emissions and residual maturity | Delegated Regulation (EU) 2020/1818, Article12.1 (d) to (g), and Article 12.2 | |||
ESRS E1-4 GHG emission reduction targets | paragraph 34 | Indicator number 4 Table #2 of Annex 1 | Article 449a Regulation (EU) No 575/2013; Commission Implementing Regulation (EU) 2022/2453 Template 3: Banking book – Climate change transition risk: alignment metrics | Delegated Regulation (EU) 2020/1818, Article 6 | ||
ESRS E1-5 Energy consumption from fossil sources disaggregated by sources (only high climate impact sectors) | paragraph 38 | Indicator number 5 Table #1 and Indicator n. 5 Table #2 of Annex 1 | ||||
ESRS E1-5 Energy consumption and mix | paragraph 37 | Indicator number 5 Table #1 of Annex 1 |
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Disclosure requirement | Data point | SFDR reference | Pillar 3 reference | Benchmark regulation reference | EU Climate Law reference | Location in the Sustainability Statement |
ESRS E1-5 Energy intensity associated with activities in high climate impact sectors | paragraphs 40 to 43 | Indicator number 6 Table #1 of Annex 1 | ||||
ESRS E1-6 Gross Scope 1, 2, 3 and Total GHG emissions | paragraph 44 | Indicators number 1 and 2 Table #1 of Annex 1 | Article 449a; Regulation (EU) No 575/2013; Commission Implementing Regulation (EU) 2022/2453 Template 1: Banking book – Climate change transition risk: Credit quality of exposures by sector, emissions and residual maturity | Delegated Regulation (EU) 2020/1818, Article 5(1), 6 and 8(1) | ||
ESRS E1-6 Gross GHG emissions intensity | paragraphs 53 to 55 | Indicators number 3 Table #1 of Annex 1 | Article 449a Regulation (EU) No 575/2013; Commission Implementing Regulation (EU) 2022/2453 Template 3: Banking book – Climate change transition risk: alignment metrics | Delegated Regulation (EU) 2020/1818, Article 8(1) | ||
ESRS E1-7 GHG removals and carbon credits | paragraph 56 | Regulation (EU) 2021/1119, Article 2(1) | Topic not material for Posti | |||
ESRS E1-9 Exposure of the benchmark portfolio to climate-related physical risks | paragraph 66 | Delegated Regulation (EU) 2020/1818, Annex II Delegated Regulation (EU) 2020/1816, Annex II | Phase-in, not reported for FY2025 | |||
ESRS E1-9 Disaggregation of monetary amounts by acute and chronic physical risk ESRS E1-9 Location of significant assets at material physical risk | paragraph 66 (a) paragraph 66 (c) | Article 449a Regulation (EU) No 575/2013; Commission Implementing Regulation (EU) 2022/2453 paragraphs 46 and 47; Template 5: Banking book – Climate change physical risk: Exposures subject to physical risk. | Phase-in, not reported for FY2025 | |||
ESRS E1-9 Breakdown of the carrying value of its real estate assets by energy- efficiency classes | paragraph 67 (c) | Article 449a Regulation (EU) No 575/2013; Commission Implementing Regulation (EU) 2022/2453 paragraph 34; Template 2:Banking book – Climate change transition risk: Loans collateralised by immovable property – Energy efficiency of the collateral | Phase-in, not reported for FY2025 | |||
ESRS E1-9 Degree of exposure of the portfolio to climate-related opportunities | paragraph 69 | Delegated Regulation (EU) 2020/1818, Annex II | Phase-in, not reported for FY2025 | |||
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 | Indicator number 8 Table #1 of Annex 1 Indicator number 2 Table #2 of Annex 1 Indicator number 1 Table #2 of Annex 1 Indicator number 3 Table #2 of Annex 1 | Topic not material for Posti | |||
ESRS E3-1 Water and marine resources | paragraph 9 | Indicator number 7 Table #2 of Annex 1 | Topic not material for Posti |
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Disclosure requirement | Data point | SFDR reference | Pillar 3 reference | Benchmark regulation reference | EU Climate Law reference | Location in the Sustainability Statement |
ESRS E3-1 Dedicated policy | paragraph 13 | Indicator number 8 Table 2 of Annex 1 | Topic not material for Posti | |||
ESRS E3-1 Sustainable oceans and seas | paragraph 14 | Indicator number 12 Table #2 of Annex 1 | Topic not material for Posti | |||
ESRS E3-4 Total water recycled and reused paragraph | paragraph 28 (c) | Indicator number 6.2 Table #2 of Annex 1 | Topic not material for Posti | |||
ESRS E3-4 Total water consumption in m3 per net revenue on own operations | paragraph 29 | Indicator number 6.1 Table #2 of Annex 1 | Topic not material for Posti | |||
ESRS 2- SBM-3 - E4 | paragraph 16 (a) i | Indicator number 7 Table #1 of Annex 1 | Topic not material for Posti | |||
ESRS 2- SBM-3 - E4 | paragraph 16 (b) | Indicator number 10 Table #2 of Annex 1 | Topic not material for Posti | |||
ESRS 2- SBM-3 - E4 | paragraph 16 (c) | Indicator number 14 Table #2 of Annex 1 | Topic not material for Posti | |||
ESRS E4-2 Sustainable land / agriculture practices or policies | paragraph 24 (b) | Indicator number 11 Table #2 of Annex 1 | Topic not material for Posti | |||
ESRS E4-2 Sustainable oceans / seas practices or policies | paragraph 24 (c) | Indicator number 12 Table #2 of Annex 1 | Topic not material for Posti | |||
ESRS E4-2 Policies to address deforestation | paragraph 24 (d) | Indicator number 15 Table #2 of Annex 1 | Topic not material for Posti | |||
ESRS E5-5 Non-recycled waste | paragraph 37 (d) | Indicator number 13 Table #2 of Annex 1 | Topic not material for Posti | |||
ESRS E5-5 Hazardous waste and radioactive waste | paragraph 39 | Indicator number 9 Table #1 of Annex 1 | Not material | |||
ESRS 2- SBM3 - S1 Risk of incidents of forced labour | paragraph 14 (f) | Indicator number 13 Table #3 of Annex I | ||||
ESRS 2- SBM3 - S1 Risk of incidents of child labour | paragraph 14 (g) | Indicator number 12 Table #3 of Annex I | ||||
ESRS S1-1 Human rights policy commitments | paragraph 20 | Indicator number 9 Table #3 and Indicator number 11 Table #1 of Annex I | ||||
ESRS S1-1 Due diligence policies on issues addressed by the fundamental International Labor Organisation Conventions 1 to 8 | paragraph 21 | Delegated Regulation (EU) 2020/1816, Annex II | ||||
ESRS S1-1 processes and measures for preventing trafficking in human beings | paragraph 22 | Indicator number 11 Table #3 of Annex I |
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Disclosure requirement | Data point | SFDR reference | Pillar 3 reference | Benchmark regulation reference | EU Climate Law reference | Location in the Sustainability Statement |
ESRS S1-1 Workplace accident prevention policy or management system | paragraph 23 | Indicator number 1 Table #3 of Annex I | ||||
ESRS S1-3 Grievance/complaints handling mechanisms | paragraph 32 (c) | Indicator number 5 Table #3 of Annex I | ||||
ESRS S1-14 Number of fatalities and number and rate of work-related accidents | paragraph 88 (b) and (c) | Indicator number 2 Table #3 of Annex I | Delegated Regulation (EU) 2020/1816, Annex II | |||
ESRS S1-14 Number of days lost to injuries, accidents, fatalities or illness | paragraph 88 (e) | Indicator number 3 Table #3 of Annex I | ||||
ESRS S1-16 Unadjusted gender pay gap paragraph | paragraph 97 (a) | Indicator number 12 Table #1 of Annex I | Delegated Regulation (EU) 2020/1816, Annex II | Topic not material for Posti | ||
ESRS S1-16 Excessive CEO pay ratio | paragraph 97 (b) | Indicator number 8 Table #3 of Annex I | Topic not material for Posti | |||
ESRS S1-17 Incidents of discrimination | paragraph 103 (a) | Indicator number 7 Table #3 of Annex I | ||||
ESRS S1-17 Non-respect of UNGPs on Business and Human Rights and OECD | paragraph 104 (a) | Indicator number 10 Table #1 and Indicator number 14 Table #3 of Annex I | Delegated Regulation (EU) 2020/1816, Annex II Delegated Regulation (EU) 2020/1818 Art 12 (1) | |||
ESRS 2- SBM3 – S2 Significant risk of child labour or forced labour in the value chain | paragraph 11 (b) | Indicators number 12 and n. 13 Table #3 of Annex I | ||||
ESRS S2-1 Human rights policy commitments | paragraph 17 | Indicator number 9 Table #3 and Indicator number 11 Table #1 of Annex 1 | ||||
ESRS S2-1 Policies related to value chain workers | paragraph 18 | Indicator number 11 and n. 4 Table #3 of Annex 1 | ||||
ESRS S2-1 Non-respect of UNGPs on Business and Human Rights principles and OECD guidelines | paragraph 19 | Indicator number 10 Table #1 of Annex 1 | Delegated Regulation (EU) 2020/1816, Annex II Delegated Regulation (EU) 2020/1818, Art 12 (1) | |||
ESRS S2-1 Due diligence policies on issues addressed by the fundamental International Labor Organisation Conventions 1 to 8 | paragraph 19 | Delegated Regulation (EU) 2020/1816, Annex II | ||||
ESRS S2-4 Human rights issues and incidents connected to its upstream and downstream value chain | paragraph 36 | Indicator number 14 Table #3 of Annex 1 |
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Disclosure requirement | Data point | SFDR reference | Pillar 3 reference | Benchmark regulation reference | EU Climate Law reference | Location in the Sustainability Statement |
ESRS S3-1 Human rights policy commitments | paragraph 16 | Indicator number 9 Table #3 of Annex 1 and Indicator number 11 Table #1 of Annex 1 | Topic not material for Posti | |||
ESRS S3-1 non-respect of UNGPs on Business and Human Rights, ILO principles or and OECD guidelines | paragraph 17 | Indicator number 10 Table #1 Annex 1 | Delegated Regulation (EU) 2020/1816, Annex II Delegated Regulation (EU) 2020/1818, Art 12 (1) | Topic not material for Posti | ||
ESRS S3-4 Human rights issues and incidents | paragraph 36 | Indicator number 14 Table #3 of Annex 1 | Topic not material for Posti | |||
ESRS S4-1 Policies related to consumers and end-users | paragraph 16 | Indicator number 9 Table #3 and Indicator number 11 Table #1 of Annex 1 | ||||
ESRS S4-1 Non-respect of UNGPs on Business and Human Rights and OECD guidelines | paragraph 17 | Indicator number 10 Table #1 of Annex 1 | Delegated Regulation (EU) 2020/1816, Annex II Delegated Regulation (EU) 2020/1818, Art 12 (1) | |||
ESRS S4-4 Human rights issues and incidents | paragraph 35 | Indicator number 14 Table #3 of Annex 1 | ||||
ESRS G1-1 United Nations Convention against Corruption | paragraph 10 (b) | Indicator number 15 Table #3 of Annex 1 | ||||
ESRS G1-1 Protection of whistleblowers | paragraph 10 (d) | Indicator number 6 Table #3 of Annex 1 | ||||
ESRS G1-4 Fines for violation of anti- corruption and anti-bribery laws | paragraph 24 (a) | Indicator number 17 Table #3 of Annex 1 | Delegated Regulation (EU) 2020/1816, Annex II) | |||
ESRS G1-4 Standards of anti-corruption and anti- bribery | paragraph 24 (b) | Indicator number 16 Table #3 of Annex 1 |
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Environmental objectives |
1 Climate change mitigation (CCM) |
2 Climate change adaptation (CCA) |
3 Sustainable use and protection of water and marine resources (WTR) |
4 Transition to a circular economy (CE) |
5 Pollution prevention and control (PPC) |
6 Protection and restoration of biodiversity and ecosystems (BIO) |
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Activity | Eligibility of revenue | Methodology for alignment |
6.4 Operation of personal mobility devices, cycle logistics | Revenue made by walking or with vehicles and equipment not subject to registration such as bicycles, electric bikes (e-bikes), electric trolleys (e- trolleys) | All revenue from 6.4 activity is always considered Taxonomy-aligned. |
6.5 Transport by motorbikes, passenger cars and light commercial vehicles | Revenue made with scooters, all-terrain vehicles and passenger cars (reference mass <2,610 kg) | Taxonomy-aligned revenue includes the revenue made with electric-vehicles (e-vehicles). During the winter tire season Posti is not able to demonstrate alignment due to studded tires that are not part of EPREL considerations. The revenue made with passenger cars with other than zero-emission motors are included as Taxonomy-eligible, not aligned. |
6.6 Freight transport services by road | Revenue made with passenger cars, vans and trucks (reference mass >2,610 kg) | All revenue generated from e-vehicles is considered Taxonomy-aligned. During the winter tire season Posti is not able to demonstrate alignment of all drives due to studded tires that are not part of EU’s EPREL (European Product Registry for Energy Labelling) considerations. The revenue made with vehicles with other than zero-emission motors are included as Taxonomy- eligible, not aligned. |
6.15 Infrastructure enabling low-carbon road transport and public transport | Revenue generated from infrastructure that supports transportation networks, including postal centers, terminals, logistics centers, charging stations, parcel lockers, machinery at these locations, and first- and last-mile infrastructure | This infrastructure is fundamental to enable the efficient transport of letters and parcels and is therefore indispensable to minimize the required transport activities. This decreases the driven kilometers and thus lowers Posti's GHG emissions. Posti is able to demonstrate the alignment of Finnish operations within the activity. |
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Activity | Eligibility of assets | Methodology for alignment |
6.5 Transport by motorbikes, passenger cars and light commercial vehicles | Scooters, all-terrain vehicles and passenger cars (reference mass <2,610 kg) | The e-vehicles operate without emissions and therefore meet the substantial contribution requirement. The tires of acquired passenger cars follow the criteria of the EPREL database. There is no EPREL classification for scooter tires, and this criterion is considered inapplicable. |
6.6 Freight transport services by road | Vans and trucks (reference mass >2,610 kg) | The vehicles that operate as zero emission which mass exceed 7,500 kg. The tires of acquired vehicles follow the EPREL criteria, including the retreaded tires that are used in trucks. |
6.15 Infrastructure enabling low-carbon road transport and public transport | Infrastructure necessary for transportation such as postal centers, terminals, logistics centers, charging stations, parcel lockers, machinery in these locations, and first- and last-mile infrastructure. | Capex that enables the transfer of goods via road transportation. Building and maintaining the infrastructure lower’s the GHG emission of the transportation operations. Posti Group is able to demonstrate alignment for Finnish investments. |
7.1 Construction of new buildings | Warehouses | Posti Group can demonstrate the Taxonomy alignment of new buildings, as EU Taxonomy conditions are considered throughout the building process. |
7.2 Renovation of existing buildings | Warehouses, office, and administration buildings | Only major renovations are Taxonomy-eligible. A major part of investments in buildings is reported in transportation infrastructure (activity 6.15). Taxonomy alignment is considered separately on project level. |
7.7 Acquisition and ownership of buildings | Warehouses, office and administration buildings | Posti Group cannot demonstrate alignment for newly leased office buildings and warehouses due to a lack of evidence. |
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2025 | |||||||||||||||
KPI | Total | Proportion of Taxonomy eligible activities | Taxonomy aligned activities | Proportion of Taxonomy aligned activities | Breakdown by environmental objectives of Taxonomy aligned activities | Proportion of enabling activities | Proportion of transitional activities | Not assessed activities considered non-material | Taxonomy aligned activities in previous financial year | Proportion of Taxonomy aligned activities in previous financial year | |||||
Climate Change Mitigation | Climate Change Adaptation | Water | Circular Economy | Pollution | Biodiversity | ||||||||||
EUR million | % | EUR million | % | % | % | % | % | % | % | % | % | % | EUR million | % | |
Revenue | 1,447.6 | 77% | 516.3 | 36% | 36% | -% | -% | -% | -% | -% | 26% | -% | -% | N/A | N/A |
Capex | 175.1 | 54% | 52.7 | 30% | 30% | -% | -% | -% | -% | -% | 17% | -% | -% | N/A | N/A |
Opex | 67.5 | -% | - | -% | -% | -% | -% | -% | -% | -% | -% | -% | 100% | N/A | N/A |
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Revenue 2025 | |||||||||||||
Economic Activities | Code | Taxonomy- eligible KPI | Taxonomy- aligned KPI | Taxonomy- aligned KPI | Breakdown by environmental objectives of Taxonomy-aligned activities | Enabling activity | Transitional activity | Proportion of Taxonomy- aligned in Taxonomy- eligible | |||||
Climate Change Mitigation | Climate Change Adaptation | Water | Circular Economy | Pollution | Biodiversity | ||||||||
% | EUR million | % | % | % | % | % | % | % | E | T | % | ||
Operation of personal mobility devices, cycle logistics | CCM 6.4 | 4% | 63.4 | 4% | 4% | - | - | - | - | - | 100% | ||
Transport by motorbikes, passenger cars and light commercial vehicles | CCM 6.5 | 8% | 61.1 | 4% | 4% | - | - | - | - | - | 56% | ||
Freight transport services by road | CCM 6.6 | 39% | 19.2 | 1% | 1% | - | - | - | - | - | 3% | ||
Infrastructure enabling (low carbon) road transport and public transport | CCM 6.15 | 27% | 372.6 | 26% | 26% | - | - | - | - | - | E | 97% | |
Sum of alignment per objective | 36% | - | - | - | - | - | |||||||
Total revenue | 77% | 516.3 | 36% | 36% | - | - | - | - | - | 26% | -% | 46% | |
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Capex 2025 | |||||||||||||
Economic Activities | Code | Taxonomy- eligible KPI | Taxonomy- aligned KPI | Taxonomy- aligned KPI | Breakdown by environmental objectives of Taxonomy-aligned activities | Enabling activity | Transitional activity | Proportion of Taxonomy- aligned in Taxonomy- eligible | |||||
Climate Change Mitigation | Climate Change Adaptation | Water | Circular Economy | Pollution | Biodiversity | ||||||||
% | EUR million | % | % | % | % | % | % | % | E | T | % | ||
Transport by motorbikes, passenger cars and light commercial vehicles | CCM 6.5 | 1% | 1.1 | 1% | 1% | - | - | - | - | - | 100% | ||
Freight transport services by road | CCM 6.6 | 13% | 13.2 | 8% | 8% | - | - | - | - | - | 56% | ||
Infrastructure enabling (low carbon) road transport and public transport | CCM 6.15 | 21% | 29.4 | 17% | 17% | - | - | - | - | - | E | 81% | |
Construction of new buildings | CCM 7.1 | 10% | 8.9 | 5% | 5% | - | - | - | - | - | 49% | ||
Renovation of existing buildings | CCM 7.2 | 1% | 0.0 | 0% | 0% | - | - | - | - | - | T | 0% | |
Acquisition and ownership of buildings | CCM 7.7 | 8% | 0.0 | 0% | 0% | - | - | - | - | - | 0% | ||
Sum of alignment per objective | 30% | - | - | - | - | - | |||||||
Total capex | 54% | 52.7 | 30% | 30% | - | - | - | - | - | 17% | -% | 56% | |
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Related sub-topic or sub-sub-topic | IRO description | Impact, risk, or opportunity | Location in the value chain | Time horizon |
Climate change mitigation | Greenhouse gas emitted from Posti’s own and value chain operations. Freight, parcel, and mail transportation (own and partner) creates most of Posti’s emissions contributing to global warming. | Actual negative impact | Own and value chain | Short-, medium-, and long-term impact |
Competitive advantage and improved reputation through climate change mitigation. | Financial opportunity | Own and value chain | Short- and medium-term | |
Not meeting our climate targets due to a lack of access to low-carbon solutions in fleet and properties. | Financial risk | Own and value chain | Medium- and long-term | |
• Availability of low-carbon vehicles | ||||
• Risk of technology for low-carbon heavy goods maturing late | ||||
• Insufficient capacity and accessibility of charging/filling infrastructure | ||||
• Limited range and load of electricity-powered vehicles | ||||
• Availability of fossil-free energy in all operating countries | ||||
Higher compliance costs through increased climate regulation, for example, carbon tax. | Financial risk | Own and value chain | Medium- and long-term | |
Energy | Energy consumption generated from Posti’s own and value chain operations (including fleet and properties) | Actual negative impact | Own and value chain | Short- and medium-term impact |
Risk of volatility of fuel and energy prices | Financial risk | Own and value chain | Short-, medium-, and long-term |
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Lever | Past and ongoing actions | Future actions | ||
Phasing out fossil fuels in own vehicles | •Invest in EVs and gas fleet, when applicable •Use fossil-free fuels and biogas. •Use light vehicles (bicycles, scooters, carts) •Invest in charging infrastructure in own properties •Ensure sufficient charging infrastructure with energy providers •Pilot diesel to electric conversion trucks | •Pilot a hydrogen vehicle •Invest in new solutions for decarbonizing vehicles •Continue boosting conversion trucks. •Investigate battery energy storage systems | ||
Optimization and digital solutions | •Route optimization •Fill rate optimization •Economic driving •Digital mailbox •New digital solutions | •Further development of Posti's digital mailbox service | ||
Fossil-free energy efficient facilities | •Fossil-free energy •Energy efficiency •Take climate into account in construction projects. | •Investigate the direct procurement of renewable energy (PPAs) and increase own energy production •Investigate contractual instruments for district heating •Collaborate with building owners to improve energy efficiency and to switch to fossil-free energy contracts. | ||
Decarbonization with purchased road transport partners | •Dialogue and support with partners' decarbonization targets •Incentivize the use of clean vehicles for strategic partners. | •Participate in the development of new fossil-free solutions with manufacturers •Innovative solutions | ||
Value chain decarbonization (excluding transportation and facility use) | •Improve GHG accounting from spend-based data towards more supplier-based data •Promote circular economy through Posti's services | |||
Influencing and stakeholder cooperation | •Participating in national and EU-level regulatory development on climate and transport policy •Advancing circular economy, recommerce and sustainable consumption | •Continued engagement in policy advocacy •Innovating circular business models and advancing recommerce and sustainable consumption |
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Policy | Related sub-topic or sub-sub-topic | Scope | Level of approval (Management bodies) |
Group Environmental Policy | Climate change mitigation | Posti Group and value chain operations | Posti Group President and CEO |
Energy | Posti Group and value chain operations |
Material topic | IRO related to target | Target* | Result 2025 | Base year 2020 |
Climate change mitigation | Actual negative impact | SBTi Net-Zero: Posti is committed to achieving net- zero for all its own emissions and the emissions generated across the value chain by 2040 | Scope 1–2: 21,601 tCO₂e -59% compared to base year Scope 3: 175,562 tCO₂e -11% compared to base year | Scope 1–2: 52,365 tCO₂e Scope 3: 198,301 tCO₂e |
Climate change mitigation | Actual negative impact | SBTi near-term: Reducing absolute Scope 1 and 2 emissions by 50% by 2030 from the 2020 base year and reducing absolute Scope 3** emissions by 50% by 2030 from the 2020 base year | ||
Climate change mitigation | Actual negative impact | SBTi long-term: Reducing absolute Scope 1, 2, and 3 emissions by 90% by 2040 from the 2020 base year | ||
Posti also aims for completely fossil-free road transportation, both for its own vehicles and purchased transportation, and fossil-free energy at all facilities by 2030. | ||||
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Energy consumption and mix | 2025 | 2024 |
(1) Fuel consumption from coal and coal products (MWh) | 0 | 0 |
(2) Fuel consumption from crude oil and petroleum products (MWh) | 81,557 | 109,016 |
(3) Fuel consumption from natural gas (MWh) | 1,014 | 2,093 |
(4) Fuel consumption from other fossil sources (MWh) | 0 | 0 |
(5) Consumption of purchased or acquired electricity, heat, steam, and cooling from fossil sources (MWh) | 27,052 | 31,355 |
(6) Total fossil energy consumption (MWh) (calculated as the sum of lines 1 to 5) | 109,624 | 142,464 |
Share of fossil sources in total energy consumption (%) | 40% | 47% |
(7) Consumption from nuclear sources (MWh) | 2,153 | 35,188 |
Share of consumption from nuclear sources in total energy consumption (%) | 0.8% | 12% |
(8) Fuel consumption for renewable sources, including biomass (also comprising industrial and municipal waste of biologic origin, biogas, renewable hydrogen, etc.) (MWh) | 60,434 | 51,151 |
(9) Consumption of purchased or acquired electricity, heat, steam, and cooling from renewable sources (MWh) | 100,189 | 70,168 |
(10) The consumption of self-generated non-fuel renewable energy (MWh) | 1,378 | 1,234 |
(11) Total renewable energy consumption (MWh) (calculated as the sum of lines 8 to 10) | 162,002 | 122,554 |
Share of renewable sources in total energy consumption (%) | 59% | 41% |
Total energy consumption (MWh) (calculated as the sum of lines 6, 7 and 11) | 273,778 | 300,206 |
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Energy intensity per net sales | 2025 | 2024 |
Energy intensity from Posti's own operations (total energy consumption per net sales, MWh/MEUR) | 189 | 197 |
Total energy consumption from Posti's own operations | 273,778 | 300,206 |
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Retrospective | |||||||
2020 | 2024 | 2025 | Change % (2024– 2025) | 2030 (SBTi*) | 2040 (SBTi) | Annual % Target 2030 / base year | |
Scope 1 GHG Emissions | |||||||
Gross Scope 1 GHG emissions (tCO2eq) | 43,738 | 24,595 | 18,394 | -25% | 21,869 | 4,374 | -5% |
Percentage of Scope 1 GHG emissions from regulated emission trading schemes (%) | 0% | 0% | 0% | ||||
Scope 2 GHG Emissions | |||||||
Gross location-based Scope 2 GHG emissions (tCO2eq) | 15,212 | 10,935 | 8,631 | -21% | |||
Gross market-based Scope 2 GHG emissions (tCO2eq) | 8,627 | 4,214 | 3,207 | -24% | 4,314 | 863 | -5% |
Significant Scope 3 GHG emissions | |||||||
Total Gross indirect (Scope 3) GHG emissions (tCO2eq) | 198,301 | 195,631 | 175,562 | -10% | 99,151 | 19,830 | -5% |
1 Purchased goods and services | 60,853 | 57,679 | 43,321 | -25% | |||
2 Capital goods | 16,208 | 26,446 | 19,643 | -26% | |||
3 Fuel and energy-related activities (not included in Scope 1 or Scope 2) | 12,227 | 11,299 | 13,658 | 21% | |||
4 Upstream transportation and distribution | 92,176 | 85,408 | 86,187 | 1% | |||
6 Business traveling | 474 | 1,454 | 1,688 | 16% | |||
7 Employee commuting | 16,363 | 13,345 | 11,065 | -17% | |||
Total GHG emissions | |||||||
Total GHG emissions (location-based) (tCO2 eq) | 257,251 | 231,162 | 202,587 | -12% | |||
Total GHG emissions (market-based) (tCO2eq) | 250,667 | 224,441 | 197,163 | -12% | 25,067 | ||
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GHG intensity per net revenue | 2025 | 2024 | Change (y/y) |
Total GHG emissions (location-based) per net revenue (tCO2eq/MEUR) | 140 | 152 | -8% |
Total GHG emissions (market-based) per net revenue (tCO 2eq/MEUR) | 136 | 148 | -8% |
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Related sub-topic or sub-sub topic | IRO description | Impact, risk, or opportunity | Location in the value chain | Time horizon |
Secure employment | The transformation of the delivery industry causes uncertainty. It impacts shift work, nighttime work, and the inability to offer full- time employment for everyone. | Actual negative impact | Own operations | Short- and medium-term |
As a large employer providing employment to many in various life stages and offering job opportunities for students, and people wanting to work part-time, as well as being the first employer of many young people and immigrants, secure employment results in economic stability. | Actual positive impact | Own operations | Short- and medium-term | |
Health and safety | Failing to ensure a safe and healthy work environment in logistics can lead to injuries, ill health, and in the worst case, death. | Actual negative impact | Own operations | Short-, medium-and long-term |
Injuries and health-related problems have a short-term impact on healthcare costs and sickness absences, but they can also accumulate to long-term impacts on disability pensions. | Financial risk | Own operations | Short-, medium-and long-term | |
Related sub-topic or sub-sub topic | IRO description | Impact, risk, or opportunity | Location in the value chain | Time horizon |
Training and skills development | Offering extensive training and personal development opportunities supports employees’ growth, which helps their career development. | Actual positive impact | Own operations | Short- and medium-term |
Measures against violence and harassment in the workplace | Our employees face harassment, the threat of violence and violence while working in public spaces, especially at night. | Actual negative impact | Own operations | Short- and medium-term |
Diversity | Building a diverse, equal and inclusive work community that is good to be in is important for Posti and our employees and increases wellbeing, satisfaction and motivation. | Actual positive impact | Own operations | Short- and medium-term |
Privacy | Cybersecurity incidents can cause privacy data leaks and could negatively impact Posti’s employees. | Potential negative impact | Own operations | Short-term impact |
92 | ANNUAL REPORT 2025 |
93 | ANNUAL REPORT 2025 |
Policy | Related sub-topic or sub- sub topic | Scope | Level of approval (Management bodies) |
Code of Conduct | Health and safety, Measures against violence and harassment in the workplace, Diversity, Privacy | All employees and non- employees in all operating countries | Board of Directors |
People Policy | Secure employment, Health and safety, Training and skills development, Measures against violence and harassment in the workplace, Diversity | All employees in all operating countries, non- employees, when applicable. | Board of Directors |
Sustainability Program | Health and safety, Training and skills development, Diversity | All employees in all operating countries | Posti Group Leadership Team |
Human Rights Principles | Health and safety, Measures against violence and harassment in the workplace, Diversity | All employees and non- employees in all operating countries | Posti Group Leadership Team |
Equality and Non- Discrimination Program | Measures against violence and harassment in the workplace, Diversity | All employees in all operating countries | Posti Group Leadership Team |
Occupational Safety Management System | Health and safety | All employees in all operating countries, non- employees when applicable. | Posti Group Leadership Team |
Supplier Code of Conduct | Health and safety, Measures against violence and harassment in the workplace | Non-employees | Posti Group President and CEO |
Data Protection Policy | Privacy | All employees in all operating countries | Board of Directors |
Information Security Policy | Privacy | All employees in all operating countries | Board of Directors |
94 | ANNUAL REPORT 2025 |
95 | ANNUAL REPORT 2025 |
96 | ANNUAL REPORT 2025 |
Secure employment | |
The change negotiation process has been revised to prioritize impact assessments before implementing changes. Project teams now include employee representatives from the start, ensuring they are informed and involved early. This proactive approach has reduced uncertainty and improved trust. A new model introduces nationwide discussions with staff representatives before negotiations, allowing all levels of the organization to understand upcoming changes and their effects. Although operational volume is decreasing, leading to personnel impacts, respectful change management has improved employee sentiment, as reflected in better Employee Survey results. | |
The Silta project, piloted in 2025, aims to strengthen internal mobility by offering employees alternative roles during organizational changes. In the context of delivery model negotiations, cross-departmental discussions were held, and employees facing termination were proactively offered open positions and guided through the application process. The initiative was carried out in cooperation with employee representatives. | |
Posti has implemented tailored onboarding processes for summer and seasonal workers that includes practical guidance on workplace behavior and expectations. These programs are designed to offer additional support and supervision, especially for those new to working life. Onboarding is also available in English to ensure accessibility for non-Finnish speakers, supporting inclusion and smoother integration into the workplace. | |
Health and safety | |
Posti offers a wide range of health and well-being services directed at employees at all organizational levels. The focus is especially on preventive measures concerning musculoskeletal issues. In addition, Posti’s new important focus area is mental well-being. | |
Extensive support mechanisms with external partners are in place to support Posti employees already in the early stages of possible work ability problems. These include rehabilitation, career coaching and support for re-education. | |
At Posti, ensuring our employees’ occupational safety is a top priority. We are committed to systematically improving safety at work through continuous training and proactive risk management. Our personnel receive regular training in occupational safety leadership, as well as in safe working practices. | |
We continuously conduct risk and hazard assessments for work tasks and actively promote a preventive safety culture by encouraging employees to identify potential risks in advance. As part of this effort, we have introduced a company-wide One Posti Safety training program for all employees. | |
Training and skills development | |
Compulsory training for every Posti employee includes safety, Code of Conduct and DEI training, as well as task-specific induction. The training offering is revised regularly to meet needs as they arise. | |
Manager skills, in particular, have been extensively supported. All of Posti’s over eight hundred managers have undergone Caring Leader training in 2023–2025. | |
The target group for performance and career development reviews was expanded in 2024. The pilot group consisted of almost 500 production employees. In 2025, the target group was expanded to cover approximately 2,000 employees in operations. Further expansion to cover all Posti employees is planned for 2026. | |
Measures against violence and harassment in the workplace | |
Posti has instructions and processes for incidents where its employees face harassment, threats of violence, and violence while working in public spaces. The instructions and processes were updated in 2025. | |
Posti incorporates training on recognizing, preventing and responding to threats, violence and harassment in its health and safety training. Employees are provided with guidance on how to act in threatening situations and how to manage the aftermath of such incidents. | |
97 | ANNUAL REPORT 2025 |
Diversity | |
In January 2024, Posti launched mandatory e-training for its leaders titled “Equal and Inclusive Posti,” and in May 2024, voluntary e-training for all personnel. In 2025, Posti published updated Code of Conduct training for all employees into which diversity, equity and inclusion topics were integrated. In addition to these e-training courses, DEI has been part of many other training courses such as the Caring Leader Training Program, the Practical Leader Training Program, and the internal Posti Talk webinar series. | |
Posti has conducted two DEI surveys, the first a limited pilot survey in 2022 and a second study in Finland in 2024. The results were used in analyzing the current state and planning Posti’s further actions. | |
Cooperation with NGOs. For example, Posti is a long-term partner of Helsinki Pride. Through this partnership, Posti shows support for the work undertaken by the Pride movement in advocating for the rights, inclusion and well-being of individuals belonging to sexual and gender minorities. Posti also uses Pride month internally in all operating countries to raise awareness and create opportunities and space for open and inclusive discussion. | |
Privacy | |
Mandatory data protection and cybersecurity training to help prevent risks related to data protection and information security, including data protection violations. More in-depth data protection training is organized for personnel groups engaged in expert work. | |
Posti ensures and supervises the implementation of data protection in its operations and conducts continuous audits to ensure data protection. Through these audits Posti has been able to improve the security of its services, especially in the area of all internet-facing services. The systematic work has resulted in a decrease in the number of weaknesses during Q3–Q4 2025. As part of ongoing actions to mitigate the potential negative impact of data breaches and risks thereof, Posti implements preventive security measures and monitors potential threats. | |
Material topic | IRO related to target | Target * | Result 2025 | Base value 2023 |
Secure employment | Actual positive and negative impact | Achieve score 7.5 in Engagement index by the end of 2026** | 7.2 | 6.9 |
Health and safety | Actual negative impact and risk | Accident frequency (LTA0) 31 in 2025 and 27 by the end of 2026. | 32 | 39 |
Diversity | Actual positive impact | Minimum 40% females and 40% males represented in senior leadership (CEO, CEO-1 and CEO -2) by the end of 2026. | 38% | 38% |
Achieve score of 8.0 in Peakon question on fair and equal treatment by the end of 2026.** | 7.7 | 7.4 | ||
Equal and inclusive Posti e-training for leaders, target 100% of all supervisors by the end of 2026.*** | 78% | - | ||
Equal and inclusive Posti training for employees as part of Code of Conduct training, target 90% by the end of 2025.*** | 74% | - | ||
Privacy | Potential negative impact | All Posti employees complete the online course on the basics of data protection biennially, target 100% by the end of 2025. | 80% | 71% |
98 | ANNUAL REPORT 2025 |
Gender | 2025 | 2024 |
Male | 9,779 | 10,381 |
Female | 3,972 | 4,383 |
Total Employees | 13,751 | 14,764 |
Country | 2025 | 2024 |
Finland | 11,841 | 12,925 |
Sweden | 1,200 | 1,140 |
Estonia | 360 | 380 |
Lithuania | 203 | 173 |
Latvia | 124 | 128 |
Norway | 23 | 18 |
2025 | 2024 | |||||
Number of employees by contract type and gender | Female | Male | Total | Female | Male | Total |
Number of employees (head count) | 3,972 | 9,779 | 13,751 | 4,383 | 10,381 | 14,764 |
Number of permanent employees (HC) | 3,222 | 7,789 | 11,011 | 3,397 | 7,690 | 11,087 |
Number of temporary employees (HC) | 310 | 530 | 840 | 328 | 631 | 959 |
Number of non-guaranteed hours employees (HC) | 440 | 1,460 | 1,900 | 639 | 2,079 | 2,718 |
Number of full-time employees (HC) | 2,677 | 6,477 | 9,154 | 2,807 | 6,624 | 9,431 |
Number of part-time employees (HC) | 855 | 1,842 | 2,697 | 937 | 1,678 | 2,615 |
2025 | ||||||
Number of employees by contract type and country | Finland | Sweden | Estonia | Lithuania | Latvia | Norway |
Number of employees (head count) | 11,841 | 1,200 | 360 | 203 | 124 | 23 |
Number of permanent employees (HC) | 9,761 | 567 | 357 | 190 | 123 | 13 |
Number of temporary employees (HC) | 598 | 224 | 3 | 13 | 1 | 1 |
Number of non-guaranteed hours employees (HC) | 1,482 | 409 | 0 | 0 | 0 | 9 |
Number of full-time employees (HC) | 7,744 | 758 | 337 | 178 | 123 | 14 |
Number of part-time employees (HC) | 2,615 | 33 | 23 | 25 | 1 | 0 |
2024 | ||||||
Number of employees by contract type and country | Finland | Sweden | Estonia | Lithuania | Latvia | Norway |
Number of employees (head count) | 12,925 | 1,140 | 380 | 173 | 128 | 18 |
Number of permanent employees (HC) | 9,841 | 575 | 376 | 164 | 116 | 15 |
Number of temporary employees (HC) | 703 | 230 | 4 | 9 | 12 | 1 |
Number of non-guaranteed hours employees (HC) | 2,381 | 335 | 0 | 0 | 0 | 2 |
Number of full-time employees (HC) | 8,048 | 735 | 354 | 157 | 125 | 12 |
Number of part-time employees (HC) | 2,496 | 70 | 26 | 16 | 3 | 4 |
Employee turnover* | 2025 | 2024 |
Total number of employees who have left the company (HC) | 2,120 | 3,094 |
Employee turnover rate (%) | 16.3% | 21.6% |
99 | ANNUAL REPORT 2025 |
Characteristics of non- employee workers in the undertaking’s own workforce | 2025 | 2024 |
Workers who are not employees (HC) | 2,112 | 2,192 |
2025 | |||||
Gender distribution in top management | Women | Women (%) | Men | Men (%) | Total |
Group Leadership Team | 2 | 22% | 7 | 78% | 9 |
Executive, Group functions and business group Leadership Teams (CEO, CEO-1 and CEO -2) | 23 | 38% | 37 | 62% | 60 |
2024 | |||||
Gender distribution in top management | Women | Women (%) | Men | Men (%) | Total |
Group Leadership Team | 2 | 22 | 7 | 78 | 9 |
Executive, Group functions and business group Leadership Teams (CEO, CEO-1 and CEO -2) | 25 | 38% | 40 | 62% | 65 |
Age | 2025 | 2024 |
Under 30 years old | 3,063 | 3,322 |
30–50 years | 6,276 | 6,645 |
Over 50 years | 4,412 | 4,797 |
Employees covered by regular performance and career development reviews Dec 31,2025 (%), Group | 2025 |
All employees | 28% |
Female | 33% |
Male | 25% |
The average number of training hours per employee and by gender | 2025 |
All employees | 4.3 |
Female | 4.9 |
Male | 4.1 |
Health and safety metrics | 2025 | 2024 |
Coverage of the occupational health and safety management system (ISO 45001) December 31, 2025, employees | 95% | 95% |
Number of fatalities of employees of own workforce as result of work- related injuries and work-related ill health | 0 | 0 |
Number of fatalities as a result of work-related injuries and work-related ill health for other workers working on the undertaking’s sites (such as value chain workers) | 0 | 0 |
Number of work related accidents, employees January 1-December 31. | 671 | 831 |
Rate of recordable work-related accidents, employees January 1-December 31 | 32 | 37 |
100 | ANNUAL REPORT 2025 |
Incidents, complaints and severe human rights impacts | 2025 |
Number of incidents of discrimination, including harassment | 1 |
The number of complaints filed through channels for people in the undertaking’s own workforce to raise concerns | 4 |
The number of complaints filed to the National Contact Points for OECD Multinational Enterprises | 0 |
Total amount of fines, penalties, and compensation for damages as a result of the incidents and complaints disclosed above, and a reconciliation of such monetary amounts disclosed with the most relevant amount presented in the financial statements | 0€ |
Severe human rights incidents (child and forced labor, human trafficking) | 0 |
Total amount of fines, penalties , and compensation paid for the severe human rights incidents, and a reconciliation of the monetary amounts disclosed in the most relevant amount in the financial statements. | 0€ |
101 | ANNUAL REPORT 2025 |
102 | ANNUAL REPORT 2025 |
Related sub-topic or sub-sub topic | IRO description | Impact, risk or opportunity | Location in the value chain | Time horizon |
Health and safety | Inadequate safety management for our transportation and delivery subcontractor workers may lead to safety issues for the workers. | Actual negative impact | Upstream and downstream operations | Short-, medium-and long-term |
Measures against violence and harassment in the workplace | Our transportation and delivery subcontractor workers may face harassment, the threat of violence, and violence while working in public spaces. | Potential negative impact | Upstream and downstream operations | Short- and medium-term |
103 | ANNUAL REPORT 2025 |
Policy | Related sub-topic or sub-sub topic | Scope | Level of approval (Management bodies) |
Code of Conduct | Health and safety, Measures against violence and harassment in the workplace | All suppliers and their workforce | Board of Directors |
Supplier Code of Conduct | Health and safety, Measures against violence and harassment in the workplace | All suppliers and their workforce | Posti Group President and CEO |
Sourcing Policy | Health and safety, Measures against violence and harassment in the workplace | All suppliers | Posti Group President and CEO |
Human Rights Principles | Health and safety, Measures against violence and harassment in the workplace | All suppliers and their workforce | Posti Group Leadership Team |
People Policy | Health and safety, Measures against violence and harassment in the workplace, | All employees in all operating countries, external workforce when applicable. | Board of Directors |
Occupational Safety Management System | Health and safety | All employees in all operating countries, external workforce when applicable. | Posti Group President and CEO |
104 | ANNUAL REPORT 2025 |
Health and safety | |
The safety of workers across Posti’s delivery and transportation value chain is just as important to Posti as the safety of its own employees. Posti actively trains its partners and subcontractors in safe working practices to ensure a consistent standard of occupational safety throughout its operations. | |
In 2025, Posti provided Occupational Safety Card training to its transportation partner drivers as part of its commitment to improving safety in outsourced logistics services. | |
Measures against violence and harassment in the workplace | |
Training and instructions on recognizing, preventing and responding to threats, violence and harassment are incorporated into the health and safety training Posti provides to its transportation and delivery partner workers. | |
105 | ANNUAL REPORT 2025 |
106 | ANNUAL REPORT 2025 |
107 | ANNUAL REPORT 2025 |
Related sub-topic or sub-subtopic | IRO description | Impact, risk or opportunity | Location in the value chain | Time horizon |
Business conduct policies and corporate culture | An ethical and responsible corporate culture guides the work of Posti employees and improves the brand’s reputation and trust in Posti. This can have a positive impact on business partners and customers when selecting Posti as a partner. | Potential positive impact | Own operations and value chain | Short-, medium- and long-term impact |
Protection of whistleblowers | Posti’s trusted process protects whistleblowers and empowers both the workforce and value chain workers to report any suspected misconduct or violations of Posti’s Code of Conduct. It therefore promotes transparency and accountability and prevents misconduct. | Actual positive impact | Own operations and value chain | Short-term impact |
Prevention and detection of corruption and bribery | The prevention of corruption and bribery is crucial for maintaining the integrity of Posti’s operations and ensuring a fair and transparent business environment. Corruption and bribery can have a significantly negative impact on both the company’s operations and reputation and on the surrounding society and stakeholders. | Potential negative impact | Own operations and value chain | Short-, medium- and long-term impact |
Corruption and bribery incidents | Potential negative impact | Own operations and value chain | Short-, medium- and long-term impact | |
Political engagement | Posti has an opportunity, through political engagement, to influence upcoming or current regulations or initiatives affecting the postal and logistics industry and the business opportunities for Posti. | Financial opportunity | Own operations | Medium- and long-term opportunity |
Related sub-topic or sub-subtopic | IRO description | Impact, risk or opportunity | Location in the value chain | Time horizon |
Payment practices | Many of Posti’s suppliers are SMEs, so failure to ensure fair and timely payment practices can negatively affect them. This highlights Posti’s responsibility to uphold fair payment practices. | Actual negative impact | Upstream | Short-term impact |
Management of relationships with suppliers | The risk of our suppliers’ non-compliance with Posti’s policies could lead to sustainability-related incidents that pose reputational and financial risks. Posti must also ensure compliance with upcoming regulations such as the Corporate Sustainability Due Diligence Directive (CSDDD). | Financial risk | Own operations and upstream | Short- and medium-term risk |
108 | ANNUAL REPORT 2025 |
Policy | Related subtopic or subsubtopic | Scope | Management bodies |
Code of Conduct | Corporate culture, Prevention and detection of corruption and bribery, protection of whistleblowers | Posti Group and value chain operations | Board of Directors |
Anti-money Laundering Policy | Corporate culture, Prevention and detection of corruption and bribery | Posti Group | Board of Directors |
Posti Group Approval Policy | Corporate culture, Prevention and detection of corruption and bribery | Posti Group | Board of Directors |
Gifts and Hospitality Guidelines | Corporate culture, Prevention and detection of corruption and bribery | Posti Group | Chief Compliance Officer |
Supplier Code of Conduct | Management of relationships with suppliers | Posti Group and value chain operations | President and CEO of Posti Group |
Sourcing Policy | Management of relationships with suppliers, Payment practices | Posti Group and value chain operations | President and CEO of Posti Group |
109 | ANNUAL REPORT 2025 |
Actions for prevention and detection of corruption and bribery | |
Posti is committed to further develop the training program on corruption and bribery to make it more systematic and more targeted at high-risk functions. From 2025 onwards, more in-depth systematic training will be provided to identified functions at risk in addition to the existing training on corruption and bribery. In 2025, the percentage of functions-at risk covered by training programs was 100%. | |
Incidents of corruption and bribery | 2025 |
Convictions of violation of anti-corruption and anti-bribery laws | 0 |
Amounts of fines paid in the reporting year for incidents in previous reporting year | 0€ |
110 | ANNUAL REPORT 2025 |
Actions for managing relationships with suppliers and payment practices | |
In 2025, Posti carried out 15 full-scale supplier audits, targeted at the most important partners or based on other identified needs. | |
A supplier self‑assessment questionnaire was sent to 123 suppliers. Supplier self‑assessments will be continued on a broader scale in 2026. | |
Posti continuously supports its partner transport suppliers in the development of sustainability with, supply chain financing and the possibility to purchase electric vans at Posti’s purchase price. In 2023, Posti started building a roadmap for fossil-free transportation in its partnership network with its key transport partners, in accordance with its goal of fossil-fee transportation by 2030. Within the roadmap Posti offers suppliers the opportunity to test their routes using fossil-free vehicles, allowing them to familiarize themselves with sustainable new technologies. Suppliers also have the opportunity to buy fossil-free fuels at Posti’s prices, and they have a preferential position to purchase Posti’s fossil-free leased vehicles when they are returned after the lease period. | |
Posti continuously trains its partner suppliers on the themes of social and environmental responsibility. For example, Posti has made its digital training courses, which are aimed at Posti employees, available to rental workers and the employees of its transportation and delivery subcontractors as well. Examples include training in the Code of Conduct and data protection training. | |
A new Group-level sourcing tool for managing supplier relations was deployed from 2024–2025 onward. | |
111 | ANNUAL REPORT 2025 |
Posti's payment practices | 2025 |
Average time (days) to pay an invoice | 32 |
Number of legal proceedings currently outstanding for late payments | 0 |
Material topic | IRO related to target | Target* | Result 2025 | Base value |
Corporate culture | Potential positive impact | Completion rate of Code of Conduct training 100%** | 81% | 66% |
Prevention and detection of corruption and bribery and related incidents | Actual negative impact |
112 | ANNUAL REPORT 2025 |
113 | ANNUAL REPORT 2025 |
114 | ANNUAL REPORT 2025 |
EUR million | Note | 2025 | 2024 |
Net sales | 1, 3 | ||
Other operating income | 4 | ||
Materials and services | 5 | - | - |
Employee benefits | 6 | - | - |
Other operating expenses | 7 | - | - |
Depreciation and amortization | 8 | - | - |
Impairment losses | 8 | - | - |
Operating result | |||
Finance income | 9 | ||
Finance expenses | 9 | - | - |
Result before income tax | |||
Income tax | 10 | - | - |
Result for the period | |||
Earnings per share (EUR per share)* |
EUR million | Note | 2025 | 2024 |
Result for the period | |||
Other comprehensive income | |||
Items that may be reclassified to profit or loss: | |||
Change in fair value of cash flow hedges | - | ||
Translation differences | |||
Income tax relating to these items | |||
Items that will not be reclassified to profit or loss: | |||
Remeasurements of post-employment benefit obligations | |||
Income tax relating to these items | - | - | |
Other comprehensive income, net of tax | - | ||
Comprehensive income for the period |
115 | ANNUAL REPORT 2025 |
EUR million | Note | Dec 31, 2025 | Dec 31, 2024 |
Assets | |||
Non-current assets | |||
Goodwill | 11 | ||
Other intangible assets | 11 | ||
Property, plant and equipment | 12 | ||
Right-of-use assets | 13 | ||
Investment property | 14 | ||
Other non-current investments | 21 | ||
Non-current receivables | 21 | ||
Deferred tax assets | 15 | ||
Total non-current assets | |||
Current assets | |||
Inventories | |||
Trade and other receivables | 16 | ||
Current income tax receivables | |||
Current financial assets | 21 | ||
Cash and cash equivalents | 21 | ||
Total current assets | |||
Total assets | |||
EUR million | Note | Dec 31, 2025 | Dec 31, 2024 |
Equity and liabilities | |||
Equity attributable to the shareholders of the Parent Company | |||
Share capital | 17 | ||
Invested unrestricted equity fund | 17 | ||
Other reserves | 17 | ||
Translation differences | 17 | - | - |
Retained earnings | 17 | ||
Total shareholders’ equity | |||
Total equity | |||
Non-current liabilities | |||
Non-current interest-bearing borrowings | 21 | ||
Non-current interest-bearing lease liabilities | 22 | ||
Other non-current payables | 20 | ||
Deferred tax liabilities | 15 | ||
Non-current provisions | 19 | ||
Defined benefit pension plan liabilities | 18 | ||
Total non-current liabilities | |||
Current liabilities | |||
Current interest-bearing borrowings | 21 | ||
Current interest-bearing lease liabilities | 22 | ||
Trade and other payables | 20 | ||
Advances received | 20 | ||
Current income tax liabilities | |||
Current provisions | 19 | ||
Total current liabilities | |||
Total liabilities | |||
Total equity and liabilities |
116 | ANNUAL REPORT 2025 |
EUR million | Note | 2025 | 2024 |
Result for the period | |||
Adjustments for: | |||
Depreciation, amortization and impairment losses | |||
Finance income and expense | |||
Income tax | |||
Other non-cash items | - | - | |
Adjustments total | |||
Cash flow before change in net working capital | |||
Change in trade and other receivables | |||
Change in inventories | - | ||
Change in trade and other payables | - | - | |
Change in net working capital | - | - | |
Cash flow before financial items and income tax | |||
Interests paid | - | - | |
Interests received | |||
Other financial items | - | - | |
Income tax paid | - | - | |
Cash flow from financial items and income tax | - | - | |
Cash flow from operating activities | |||
EUR million | Note | 2025 | 2024 |
Purchase of intangible assets | 7 | - | - |
Purchase of property, plant and equipment | 6 | - | - |
Payments for investment property | 8 | - | - |
Proceeds from sale of intangible and tangible assets | 6, 7 | ||
Subsidiary and business acquisitions, net of cash acquired | 5 | - | |
Proceeds from subsidiary and business disposals less cash and cash equivalents | |||
Cash flow from financial assets | |||
Cash flow from other investments | - | ||
Cash flow from investing activities | - | - | |
Share issue | |||
Transaction cost for share issue | - | ||
Increases in non-current loans | 10, 11 | ||
Repayment of non-current loans | 10, 11 | - | |
Cash flow from current commercial papers | 11 | ||
Payments of lease liabilities | 11 | - | - |
Dividends paid | - | - | |
Cash flow from financing activities | - | - | |
Change in cash and cash equivalents | - | - | |
Cash and cash equivalents at the beginning of the period | |||
Effect of exchange rates changes | - | ||
Cash and cash equivalents at the end of the period |
117 | ANNUAL REPORT 2025 |
EUR million | Note | Share capital | Invested unrestricted equity fund | Other reserves | Translation differences | Retained earnings | Total equity |
Jan 1, 2025 | - | ||||||
Comprehensive income | |||||||
Result for the period | |||||||
Other comprehensive income: | |||||||
Translation differences | |||||||
Remeasurements of post-employment benefit obligations, net of tax | |||||||
Total comprehensive income for the period | |||||||
Transactions with equity holders | |||||||
Dividend | - | - | |||||
Share issue, net of transaction cost and tax | 6, 17 | ||||||
Share issue, share-based payments | 6, 17 | ||||||
Dec 31, 2025 | - |
EUR million | Note | Share capital | Other reserves | Fair value reserve | Translation differences | Retained earnings | Total equity |
Jan 1, 2024 | - | ||||||
Comprehensive income | |||||||
Result for the period | |||||||
Other comprehensive income: | |||||||
Changes in the fair value of cash flow hedges, net of tax | - | - | |||||
Translation differences | |||||||
Remeasurements of post-employment benefit obligations, net of tax | |||||||
Total comprehensive income for the period | - | ||||||
Transactions with equity holders | |||||||
Dividend* | - | - | |||||
Dec 31, 2024 | - |
118 | ANNUAL REPORT 2025 |
119 | ANNUAL REPORT 2025 |
120 | ANNUAL REPORT 2025 |
121 | ANNUAL REPORT 2025 |
122 | ANNUAL REPORT 2025 |
Software solutions and licenses | 3–15 years |
Customer portfolios | 5–10 years |
Trademarks | 3–5 years |
Acquired technology | 5 years |
123 | ANNUAL REPORT 2025 |
Production buildings | 15–50 years |
Office buildings | 25–40 years |
Light structures | 5–15 years |
Equipment of buildings | 3–20 years |
Production equipment | 3–13 years |
Vehicles | 3–5 years |
Storage shelves and systems | 5–13 years |
Parcel lockers | 3–7 years |
Other tangible assets | 3–10 years |
Buildings | 25–40 years |
Equipment of buildings | 3–8 years |
124 | ANNUAL REPORT 2025 |
125 | ANNUAL REPORT 2025 |
126 | ANNUAL REPORT 2025 |
127 | ANNUAL REPORT 2025 |
128 | ANNUAL REPORT 2025 |
129 | ANNUAL REPORT 2025 |
Reportable Segment | Operating segment |
eCommerce and Delivery Services | eCommerce and Delivery Services |
Fulfillment and Logistics Services | Fulfillment and Logistics Services Finland |
Fulfillment and Logistics Services | Fulfillment and Logistics Services Sweden |
Postal Services | Postal Services |
130 | ANNUAL REPORT 2025 |
131 | ANNUAL REPORT 2025 |
EUR million | eCommerce and Delivery Services | Fulfillment and Logistics Services | Postal Services | Other and unallocated | Eliminations | Group total |
Net sales, external | 638.5 | 284.2 | 524.9 | - | - | 1,447.6 |
Net sales, internal | 2.3 | 17.6 | 4.7 | 0.1 | -24.7 | - |
Net sales | 640.9 | 301.7 | 529.6 | 0.1 | -24.7 | 1,447.6 |
Other operating income | 0.6 | 1.2 | 7.1 | 100.7 | -98.1 | 11.5 |
Expenses of providing services | -438.8 | -204.0 | -334.8 | -4.8 | -9.0 | -991.4 |
Other expenses | -132.2 | -67.2 | -105.7 | -113.9 | 131.8 | -287.2 |
EBITDA | 70.5 | 31.7 | 96.2 | -18.0 | - | 180.4 |
Special items (impacting EBITDA) | - | 3.5 | 4.0 | 8.6 | - | 16.0 |
Adjusted EBITDA | 70.4 | 35.2 | 100.2 | -9.4 | - | 196.4 |
EBITDA | 70.5 | 31.7 | 96.2 | -18.0 | - | 180.4 |
Depreciation & amortization | -48.3 | -40.5 | -34.5 | -3.7 | - | -126.9 |
Impairment losses | -0.1 | -1.0 | - | - | - | -1.2 |
Operating result (EBIT) | 22.1 | -9.8 | 61.7 | -21.7 | - | 52.3 |
Special items (impacting EBIT) | - | 4.4 | 4.0 | 8.6 | - | 17.0 |
Adjusted operating result (adjusted EBIT) | 22.0 | -5.4 | 65.8 | -13.1 | - | 69.3 |
Operating result (EBIT) | 52.3 | |||||
Financial income & expenses | -16.6 | |||||
Taxes | -12.2 | |||||
Result for the period | 23.5 | |||||
Investments | 32.0 | 17.7 | 22.3 | 103.1 | - | 175.1 |
Personnel, end of period | 3,254 | 3,565 | 6,253 | 679 | - | 13,751 |
Capital employed | 259.2 | 296.9 | 158.5 | 82.6 | - | 797.3 |
EUR million | eCommerce and Delivery Services | Fulfillment and Logistics Services | Postal Services | Other and unallocated | Eliminations | Group total |
Net sales, external | 638.1 | 285.2 | 598.1 | - | - | 1,521.4 |
Net sales, internal | 2.8 | 17.8 | 4.8 | 0.1 | -25.5 | - |
Net sales | 640.9 | 303.0 | 602.9 | 0.1 | -25.5 | 1,521.4 |
Other operating income | 0.4 | 3.0 | 8.9 | 98.0 | -94.5 | 15.7 |
Expenses of providing services | -433.0 | -202.0 | -397.2 | -4.9 | -4.1 | -1,041.2 |
Other expenses | -137.2 | -66.2 | -114.7 | -105.3 | 124.1 | -299.3 |
EBITDA | 71.2 | 37.8 | 99.8 | -12.1 | - | 196.6 |
Special items (impacting EBITDA) | 5.8 | 0.4 | 5.1 | -0.3 | - | 11.0 |
Adjusted EBITDA | 77.0 | 38.3 | 104.8 | -12.5 | - | 207.6 |
EBITDA | 71.2 | 37.8 | 99.8 | -12.1 | - | 196.6 |
Depreciation & amortization | -45.8 | -42.2 | -35.6 | -3.2 | - | -126.7 |
Impairment losses | -0.3 | -1.2 | -0.1 | -0.3 | - | -1.9 |
Operating result (EBIT) | 25.1 | -5.6 | 64.1 | -15.6 | - | 68.0 |
Special items (impacting EBIT) | 5.8 | 1.6 | 5.1 | -0.3 | - | 12.2 |
Adjusted operating result (adjusted EBIT) | 30.9 | -4.0 | 69.2 | -16.0 | - | 80.1 |
Operating result (EBIT) | 68.0 | |||||
Financial income & expenses | -9.0 | |||||
Taxes | -15.1 | |||||
Result for the period | 43.8 | |||||
Investments* | 40.0 | 22.7 | 21.4 | 99.5 | - | 183.5 |
Personnel, end of period | 3,333 | 3,750 | 6,999 | 682 | - | 14,764 |
Capital employed** | 236.6 | 253.3 | 109.1 | -52.5 | - | 546.6 |
132 | ANNUAL REPORT 2025 |
EUR million | eCommerce and Delivery Services | Fulfillment and Logistics Services | Postal Services | Other and unallocated | Group total |
Personnel restructuring | - | 2.2 | 2.1 | 0.7 | 5.0 |
Restructuring costs (other than personnel-related costs) | - | 1.0 | - | - | 1.0 |
Other special items | - | 0.3 | 2.0 | - | 2.2 |
Listing costs | - | - | - | 5.9 | 5.9 |
Listing incentive | - | - | - | 2.0 | 2.0 |
Special items (impacting EBITDA) | - | 3.5 | 4.0 | 8.6 | 16.0 |
Impairments | - | 0.9 | - | - | 0.9 |
Special items (impacting EBIT) | - | 4.4 | 4.0 | 8.6 | 17.0 |
EUR million | eCommerce and Delivery Services | Fulfillment and Logistics Services | Postal Services | Other and unallocated | Group total |
Personnel restructuring | 5.8 | - | 5.1 | 0.2 | 11.0 |
M&A related items | - | - | - | -0.5 | -0.5 |
Other special items | - | 0.4 | - | - | 0.4 |
Special items (impacting EBITDA) | 5.8 | 0.4 | 5.1 | -0.3 | 11.0 |
Impairments | - | 1.2 | - | - | 1.2 |
Special items (impacting EBIT) | 5.8 | 1.6 | 5.1 | -0.3 | 12.2 |
EUR million | 2025 | 2024 |
Fulfillment and Logistics Services Finland | 194.1 | 201.3 |
Fulfillment and Logistics Services Sweden | 107.7 | 101.8 |
Fulfillment and Logistics Services, internal | -0.1 | - |
Total | 301.7 | 303.0 |
EUR million | Finland | Sweden | Baltics | Other countries | Total |
Net sales | 1,160.3 | 138.5 | 58.1 | 90.6 | 1,447.6 |
Non-current assets | 552.3 | 92.6 | 30.4 | 2.7 | 678.1 |
EUR million | Finland | Sweden | Baltics | Other countries | Total |
Net sales | 1,253.3 | 132.8 | 41.8 | 93.4 | 1,521.4 |
Non-current assets | 495.5 | 99.7 | 31.3 | 0.5 | 627.1 |
EUR million | 2025 | 2024 |
Sales of services | 1,433.4 | 1,506.8 |
Sales of goods | 14.2 | 14.6 |
Total | 1,447.6 | 1,521.4 |
133 | ANNUAL REPORT 2025 |
EUR million | 2025 | 2024 |
Contract assets on terminal dues | 3.5 | 5.2 |
Other contract assets | 10.2 | 8.4 |
Contract assets total | 13.7 | 13.6 |
Contract liabilities on prepaid services | 6.3 | 7.6 |
Other contract liabilities | 5.9 | 5.1 |
Contract liabilities total | 12.2 | 12.7 |
134 | ANNUAL REPORT 2025 |
Terminal due assets | 2025 | 2024 |
Terminal due assets, gross amount | 38.5 | 40.7 |
Offset in the balance sheet | -29.0 | -30.7 |
Net amount reported in the balance sheet | 9.6 | 10.0 |
Terminal due liabilities | 2025 | 2024 |
Terminal due liabilities, gross amount | 34.2 | 38.7 |
Offset in the balance sheet | -29.0 | -30.7 |
Net amount reported in the balance sheet | 5.3 | 8.0 |
EUR million | 2025 | 2024 |
Stamps and other prepaid services | 7.6 | 7.9 |
Other contract liabilities | 5.1 | 2.7 |
Total | 12.7 | 10.6 |
135 | ANNUAL REPORT 2025 |
EUR million | 2025 | 2024 |
Gains on disposals of property, plant and equipment | 1.2 | 0.6 |
Rental income | 1.5 | 3.7 |
Rents from investment property | 0.5 | 1.1 |
Government grants, distribution support of Postal Services | 7.0 | 8.0 |
Government grants, other | 0.3 | 0.1 |
Other items | 1.0 | 2.2 |
Total | 11.5 | 15.7 |
EUR million | 2025 | 2024 |
Production materials | 24.8 | 26.8 |
Subcontracting and external services | 102.5 | 108.2 |
Mail transport and delivery services | 223.2 | 229.9 |
Freight and transport | 48.7 | 47.2 |
Total | 399.2 | 412.2 |
EUR million | 2025 | 2024 |
Wages and salaries | 502.6 | 528.8 |
Share-based payments | 1.1 | - |
Pensions, defined contribution plans | 80.1 | 84.5 |
Other social expenses | 31.8 | 31.3 |
Total | 615.6 | 644.6 |
1–12 2025 | 1–12 2024 | |
Personnel at period-end | 13,751 | 14,764 |
Finland | 11,841 | 12,925 |
Other countries of operation | 1,910 | 1,839 |
Personnel on average, FTE* | 11,845 | 13,095 |
136 | ANNUAL REPORT 2025 |
EUR million | 2025 | 2024 |
President and CEO | 1.0 | 1.0 |
Posti Leadership Team (excl. CEO) | 3.5 | 2.9 |
Board of Directors | 0.4 | 0.4 |
Supervisory Board | 0.0 | 0.0 |
Total | 5.0 | 4.3 |
EUR million | 2025 | 2024 |
Salary** | 0.5 | 0.8 |
Short-term bonus | 0.0 | 0.2 |
Long-term incentive | 0.0 | 0.1 |
Listing incentive, share-based payment *** | 0.2 | - |
Listing incentive, cash-based payment *** | 0.3 | - |
Total | 1.0 | 1.0 |
EUR million | 2025 | 2024 |
Salary* | 2.0 | 1.9 |
Short-term bonus | 0.0 | 0.6 |
Long-term incentive | 0.2 | 0.4 |
Listing incentive, share-based payment ** | 0.7 | - |
Listing incentive, cash-based payment ** | 0.6 | - |
Total | 3.5 | 2.9 |
137 | ANNUAL REPORT 2025 |
EUR thousand | 2025 | 2024 |
Sanna Suvanto-Harsaae (Chair) | 77.7 | 63.6 |
Jukka Leinonen (Deputy chair) | 51.1 | 42.0 |
Mervi Airaksinen* | 30.6 | - |
Raija-Leena Hankonen-Nybom | 49.3 | 41.4 |
Kari-Pekka Laaksonen** | 8.2 | 42.6 |
Frank Marthaler | 41.8 | 42.0 |
Tuomas Mäkipeska* | 30.6 | - |
Minna Pajumaa | 46.0 | 37.8 |
Anni Ronkainen** | 8.8 | 39.0 |
Stefan Svensson | 41.8 | 38.4 |
Hanna Vuorela** | 8.2 | 37.8 |
Satu Ollikainen (Employee Representative)*** | 8.4 | 7.2 |
Total | 0.4 | 0.4 |
138 | ANNUAL REPORT 2025 |
EUR million | 2025 | 2024 |
Other production expenses | 80.3 | 89.6 |
ICT operating expenses | 62.8 | 65.7 |
Short-term and low-value leases of premises, machinery and equipment | 28.3 | 31.3 |
Facility maintenance | 34.4 | 35.6 |
Administration, marketing and travel | 34.0 | 35.0 |
Voluntary employee expenses | 18.0 | 21.0 |
Losses on disposal of businesses and property, plant and equipment | 0.7 | - |
Other operating items | 5.4 | 5.5 |
Total | 263.9 | 283.7 |
EUR million | 2025 | 2024 |
PricewaterhouseCoopers Oy | ||
Audit* | 1.0 | 1.0 |
Other services** | 1.6 | 0.1 |
Total | 2.6 | 1.1 |
139 | ANNUAL REPORT 2025 |
EUR million | 2025 | 2024 |
Amortization on intangible assets | ||
Development costs | 10.4 | 12.3 |
Intangible rights | 7.2 | 8.1 |
Total | 17.6 | 20.4 |
Impairment losses on intangible assets | ||
Impairment losses on intangible rights | 0.0 | 0.5 |
Total | 0.0 | 0.5 |
Depreciation on property, plant and equipment | ||
Buildings and structures | 8.0 | 7.6 |
Investment properties | 0.1 | - |
Machinery and equipment | 26.4 | 24.4 |
Other tangible assets | 0.5 | 0.3 |
Total | 34.9 | 32.3 |
Impairment losses on property, plant and equipment | ||
Impairment losses on machinery and equipment | 0.2 | 0.3 |
Impairment losses on buildings | 0.0 | 0.0 |
Total | 0.3 | 0.3 |
Depreciation on right-of-use assets | ||
Buildings and structures | 47.5 | 48.2 |
Vehicles | 21.7 | 21.1 |
Machinery and equipment | 5.2 | 4.7 |
Total | 74.4 | 74.0 |
Impairment losses on right-of-use assets | ||
Buildings and structures | 0.9 | 1.1 |
Total | 0.9 | 1.1 |
Total depreciation, amortization and impairment losses | 128.1 | 128.7 |
EUR million | 2025 | 2024 |
Interest income | ||
Financial assets at amortized cost | 2.2 | 4.1 |
Exchange rate gains | ||
Interest-bearing receivables and liabilities | 1.5 | 0.7 |
Currency derivatives, non-hedge accounting | 0.4 | 1.6 |
Other financial income | 0.2 | - |
Total | 4.3 | 6.5 |
EUR million | 2025 | 2024 |
Interest expenses | ||
Financial lease liabilities at amortized cost | 10.5 | 10.0 |
Other financial liabilities at amortized cost | 8.2 | 2.6 |
Exchange rate losses | ||
Interest-bearing receivables and liabilities | 0.1 | 1.5 |
Currency derivatives, non-hedge accounting | 1.8 | 0.8 |
Other financial expenses | 0.4 | 0.5 |
Total | 21.0 | 15.5 |
140 | ANNUAL REPORT 2025 |
EUR million | 2025 | 2024 |
Current tax expense | 8.0 | 14.7 |
Taxes for previous years | 0.3 | 0.2 |
Deferred tax | 3.8 | 0.2 |
Total | 12.2 | 15.1 |
EUR million | 2025 | 2024 |
Profit or loss before tax | 35.7 | 58.9 |
Income tax at Parent Company's tax rate of 20% | 7.1 | 11.8 |
Difference in foreign subsidiaries tax rates | 0.5 | -0.3 |
Non-deductible expenses and other differences | 0.6 | 0.2 |
Other deductible expense not recognized in income statement | -0.1 | -0.1 |
Tax-exempt income | 0.0 | -0.2 |
Adjustments in taxes from previous years | 0.3 | 0.2 |
Unrecognized deferred tax asset on losses for the period | 3.7 | 3.5 |
Income tax | 12.2 | 15.1 |
Effective tax rate | 34.1% | 25.6% |
141 | ANNUAL REPORT 2025 |
EUR million | Goodwill | Intangible rights | Development costs | Advances paid and work in progress | Total other intangible assets |
Acquisition cost Jan 1 | 287.4 | 271.7 | 96.2 | 14.1 | 382.0 |
Translation differences and other adjustments | 0.1 | 1.3 | 0.3 | 0.1 | 1.7 |
Additions | - | 10.3 | 10.6 | -5.9 | 15.0 |
Disposals | - | -2.9 | -9.6 | - | -12.6 |
Transfers between items | - | 0.6 | - | - | 0.6 |
Acquisition cost Dec 31 | 287.5 | 281.0 | 97.4 | 8.3 | 386.8 |
Accumulated amortization and impairment losses Jan 1 | -117.3 | -240.4 | -75.0 | -3.4 | -318.7 |
Translation differences and other adjustments | - | -1.1 | -0.2 | - | -1.3 |
Amortization for the financial period | - | -7.2 | -10.4 | - | -17.6 |
Accumulated amortization on disposals and transfers | - | 2.5 | 9.7 | - | 12.2 |
Accumulated amortization and impairment losses Dec 31 | -117.3 | -246.1 | -76.0 | -3.4 | -325.4 |
Carrying amount Jan 1 | 170.1 | 31.3 | 21.2 | 10.8 | 63.3 |
Carrying amount Dec 31 | 170.2 | 34.9 | 21.5 | 4.9 | 61.3 |
EUR million | Goodwill | Intangible rights | Development costs | Advances paid and work in progress | Total other intangible assets |
Acquisition cost Jan 1 | 286.4 | 257.9 | 100.4 | 21.7 | 380.1 |
Translation differences and other adjustments | - | 0.3 | -0.2 | - | 0.2 |
Acquired businesses | 1.0 | 0.7 | - | - | 0.7 |
Additions | - | 12.4 | 8.2 | -7.5 | 13.0 |
Disposals | - | -5.0 | -7.0 | - | -12.0 |
Transfers between items | - | 5.3 | -5.2 | -0.1 | - |
Acquisition cost Dec 31 | 287.4 | 271.7 | 96.2 | 14.1 | 382.0 |
Accumulated amortization and impairment losses Jan 1 | -117.3 | -237.7 | -69.4 | -3.4 | -310.4 |
Translation differences and other adjustments | - | 0.6 | 0.1 | - | 0.7 |
Amortization for the financial period | - | -8.1 | -12.3 | - | -20.4 |
Impairments | - | -0.2 | -0.3 | - | -0.5 |
Accumulated amortization on disposals and transfers | - | 5.0 | 6.9 | - | 11.9 |
Accumulated amortization and impairment losses Dec 31 | -117.3 | -240.4 | -75.0 | -3.4 | -318.7 |
Carrying amount Jan 1 | 169.1 | 20.3 | 31.1 | 18.4 | 69.7 |
Carrying amount on Dec 31 | 170.1 | 31.3 | 21.2 | 10.8 | 63.3 |
142 | ANNUAL REPORT 2025 |
EUR million | |||
Cash generating unit | Reportable segment | 2025 | 2024 |
eCommerce and Delivery Services | eCommerce and Delivery Services | 74.5 | 74.5 |
Fulfillment and Logistics Services Finland | Fullfillment and Logistics Services | 59.2 | 59.2 |
Fulfillment and Logistics Services Sweden | Fullfillment and Logistics Services | 1.0 | 1.0 |
Postal Services | Postal Services | 35.5 | 35.5 |
Total | 170.2 | 170.1 |
Cash generating unit | Value-in-use exceeds carrying amount, EUR million | EBIT margin average | Terminal growth rate | Discount rate, pre-tax | Terminal year EBIT margin |
eCommerce and Delivery Services | 222.0 | 4.3% | 1.5% | 8.1% | 6.0% |
Fulfillment and Logistics Services Finland | 25.0 | 4.8% | 1.5% | 7.3% | 6.7% |
Fulfillment and Logistics Services Sweden | 6.9 | -0.8% | 1.5% | 6.8% | 3.6% |
Postal Services | 54.3 | 8.3% | -14.9% | 7.0% | 4.4% |
Cash generating unit | Discount rate, pre-tax | Terminal year EBIT margin |
Fulfillment and Logistics Services Finland | 8.0% | 5.6% |
Fulfillment and Logistics Services Sweden | 7.2% | 3.2% |
143 | ANNUAL REPORT 2025 |
Cash generating unit | Value-in-use exceeds carrying amount, EUR million | EBIT margin average | Terminal growth rate | Discount rate, pre-tax | Terminal year EBIT margin |
eCommerce and Delivery Services | 370.1 | 5.9% | 1.5% | 8.0% | 6.5% |
Fulfillment and Logistics Services Finland | 60.0 | 4.6% | 1.5% | 7.1% | 6.2% |
Fulfillment and Logistics Services Sweden | 6.0 | 0.8% | 1.5% | 6.5% | 4.1% |
Postal Services | 78.2 | 8.2% | -13.4% | 7.3% | 3.7% |
Cash generating unit | Discount rate, pre-tax | Terminal year EBIT margin |
Fulfillment and Logistics Services Finland | 8.8% | 4.6% |
Fulfillment and Logistics Services Sweden | 6.9% | 3.6% |
144 | ANNUAL REPORT 2025 |
EUR million | Land and water | Buildings and structures | Machinery and equipment | Other tangible assets | Advances paid and work in progress | Total |
Acquisition cost Jan 1 | 40.6 | 325.0 | 390.4 | 12.2 | 49.5 | 817.8 |
Translation differences and other adjustments | - | 0.2 | 1.5 | - | - | 1.8 |
Additions | 0.8 | 45.5 | 44.8 | 2.0 | -40.3 | 52.8 |
Disposals | - | -0.7 | -10.4 | - | - | -11.1 |
Transfer to investment property | -1.4 | -43.6 | - | - | - | -45.0 |
Other transfers between items | - | -0.6 | - | - | - | -0.6 |
Acquisition cost Dec 31 | 40.1 | 325.8 | 426.3 | 14.2 | 9.3 | 815.7 |
Accumulated depreciation and impairment losses Jan 1 | -0.6 | -240.5 | -304.8 | -9.7 | - | -555.6 |
Translation differences and other adjustments | - | -0.2 | -0.9 | - | - | -1.1 |
Depreciation for the period | - | -8.0 | -26.5 | -0.5 | - | -34.9 |
Impairments | - | - | -0.2 | - | - | -0.3 |
Accumulated depreciation on transfer to investment property | - | 31.8 | - | - | - | 31.8 |
Accumulated depreciation on disposals and transfers | - | 1.0 | 10.8 | - | - | 11.8 |
Accumulated depreciation and impairment losses Dec 31 | -0.6 | -215.9 | -321.6 | -10.2 | - | -548.3 |
Carrying amount Jan 1 | 40.1 | 84.5 | 85.6 | 2.5 | 49.5 | 262.2 |
Carrying amount Dec 31 | 39.5 | 109.9 | 104.7 | 4.0 | 9.3 | 267.4 |
EUR million | Land and water | Buildings and structures | Machinery and equipment | Other tangible assets | Advances paid and work in progress | Total |
Acquisition cost Jan 1 | 40.9 | 322.3 | 371.4 | 12.0 | 14.2 | 760.8 |
Translation differences and other adjustments | - | -0.6 | -1.3 | -0.2 | - | -2.1 |
Additions | - | 4.2 | 30.4 | 0.3 | 35.4 | 70.2 |
Disposals | -0.1 | -10.9 | -0.1 | -11.1 | ||
Transfer to investment property | -0.3 | -0.3 | ||||
Other transfers between items | - | -0.8 | 0.8 | 0.2 | - | 0.3 |
Acquisition cost Dec 31 | 40.6 | 325.0 | 390.4 | 12.2 | 49.5 | 817.8 |
Accumulated depreciation and impairment losses Jan 1 | -0.6 | -233.3 | -290.8 | -9.5 | -534.2 | |
Translation differences and other adjustments | 0.2 | 0.5 | - | 0.7 | ||
Depreciation for the period | -7.6 | -24.4 | -0.3 | -32.3 | ||
Impairments | - | -0.3 | -0.3 | |||
Accumulated depreciation on disposals and transfers | 0.2 | 10.3 | 0.1 | 10.5 | ||
Accumulated depreciation and impairment losses Dec 31 | -0.6 | -240.5 | -304.8 | -9.7 | -555.6 | |
Carrying amount Jan 1 | 40.3 | 89.0 | 80.5 | 2.5 | 14.2 | 226.5 |
Carrying amount Dec 31 | 40.1 | 84.5 | 85.6 | 2.5 | 49.5 | 262.2 |
145 | ANNUAL REPORT 2025 |
EUR million | Buildings | Machinery and other | Vehicles | Total right- of-use assets |
Acquisition cost Jan 1 | 371.5 | 20.4 | 111.2 | 503.1 |
Translation differences and other adjustments | 7.4 | 0.4 | 0.1 | 7.9 |
Additions | 72.4 | 5.6 | 19.9 | 98.0 |
Disposals | -38.0 | -4.7 | -17.5 | -60.2 |
Acquisition cost Dec 31 | 413.4 | 21.8 | 113.7 | 548.8 |
Accumulated amortization and impairment losses Jan 1 | -183.6 | -8.2 | -52.5 | -244.3 |
Translation differences and other adjustments | -3.1 | -0.2 | - | -3.3 |
Depreciation for the financial period | -47.5 | -5.2 | -21.7 | -74.4 |
Impairments | -0.9 | - | - | -0.9 |
Accumulated depreciation on disposals and transfers | 37.6 | 3.9 | 16.4 | 58.0 |
Accumulated depreciation and impairment losses Dec 31 | -197.5 | -9.6 | -57.8 | -264.9 |
Carrying amount Jan 1 | 187.9 | 12.2 | 58.7 | 258.8 |
Carrying amount Dec 31 | 215.9 | 12.2 | 55.8 | 283.9 |
EUR million | Buildings | Machinery and other | Vehicles | Total right- of-use assets |
Acquisition cost Jan 1 | 363.6 | 15.0 | 106.9 | 485.5 |
Translation differences and other adjustments | -4.7 | 0.1 | - | -4.7 |
Acquired businesses | 0.5 | - | - | 0.5 |
Additions | 41.2 | 10.0 | 20.2 | 71.4 |
Disposals | -30.0 | -4.5 | -15.8 | -50.3 |
Transfers between items | 0.8 | -0.2 | - | 0.6 |
Acquisition cost Dec 31 | 371.5 | 20.4 | 111.2 | 503.1 |
Accumulated amortization and impairment losses Jan 1 | -152.3 | -7.3 | -45.2 | -204.8 |
Translation differences and other adjustments | 1.5 | 0.1 | - | 1.6 |
Depreciation for the financial period | -48.2 | -4.7 | -21.1 | -73.9 |
Impairments | -1.1 | - | - | -1.1 |
Accumulated depreciation on disposals and transfers | 16.4 | 3.8 | 13.8 | 34.0 |
Accumulated depreciation and impairment losses Dec 31 | -183.6 | -8.2 | -52.5 | -244.3 |
Carrying amount Jan 1 | 211.3 | 7.6 | 61.7 | 280.6 |
Carrying amount on Dec 31 | 187.9 | 12.2 | 58.7 | 258.8 |
146 | ANNUAL REPORT 2025 |
2024 | ||
EUR million | 2025 | restated* |
Acquisition cost Jan 1 | 43.6 | 26.3 |
Additions | 9.4 | 26.8 |
Disposals | - | -9.7 |
Transfers between items | 45.0 | 0.3 |
Acquisition cost Dec 31 | 97.9 | 43.6 |
Accumulated depreciation and impairment losses Jan 1 | -1.6 | -1.6 |
Depreciation for the period | -0.1 | - |
Accumulated depreciation on disposals and transfers | -31.8 | - |
Accumulated depreciation and impairment losses Dec 31 | -33.5 | -1.6 |
Carrying amount on Jan 1 | 41.9 | 24.6 |
Carrying amount on Dec 31 | 64.4 | 41.9 |
EUR million | Jan 1 | Translation difference and other changes | Recorded through profit or loss | Recorded through other comprehensive income | Dec 31 |
Pension obligations | 1.1 | - | -0.1 | -0.1 | 1.0 |
Leasing contracts | 1.0 | - | 0.1 | - | 1.1 |
Impairment on real estate shares | 0.7 | - | - | - | 0.7 |
Provisions | 2.1 | - | -1.0 | - | 1.0 |
Unused tax losses | - | - | 0.1 | - | 0.1 |
Other temporary differences | 0.5 | - | -0.2 | - | 0.4 |
Total | 5.5 | - | -1.1 | - | 4.3 |
147 | ANNUAL REPORT 2025 |
EUR million | Jan 1 | Translation difference and other changes | Recorded through profit or loss | Recorded through other comprehensive income | Dec 31 |
Pension obligations | 1.9 | - | -0.7 | -0.1 | 1.1 |
Leasing contracts | 0.9 | - | 0.1 | - | 1.0 |
Impairment on real estate shares | 0.7 | - | - | - | 0.7 |
Provisions | 0.6 | - | 1.5 | - | 2.1 |
Unused tax losses | 0.1 | - | - | - | - |
Other temporary differences | 1.0 | - | -0.5 | - | 0.5 |
Total | 5.2 | - | 0.4 | -0.1 | 5.5 |
EUR million | Jan 1 | Translation difference and other changes | Recorded through profit or loss | Dec 31 |
Intangible and tangible assets | 6.6 | - | 1.0 | 7.6 |
Accumulated depreciation in excess of plan | 2.1 | - | 1.8 | 3.9 |
Fair value measurement of intangible and tangible assets in acquisition | 1.0 | - | -0.2 | 0.8 |
Total | 9.6 | 0.1 | 2.6 | 12.4 |
EUR million | Jan 1 | Translation difference and other changes | Acquired/ Divested businesses | Recorded through profit or loss | Recorded through other comprehensive income | Dec 31 |
Intangible and tangible assets | 6.0 | 0.1 | - | 0.5 | - | 6.6 |
Accumulated depreciation in excess of plan | 1.8 | - | - | 0.4 | - | 2.1 |
Fair value measurement of intangible and tangible assets in acquisition | 1.2 | -0.1 | 0.1 | -0.2 | - | 1.0 |
Other temporary differences | 0.2 | - | - | - | -0.2 | - |
Total | 9.1 | - | 0.1 | 0.6 | -0.2 | 9.6 |
148 | ANNUAL REPORT 2025 |
EUR million | Jan 1 | Translation difference and other changes | Recorded through profit or loss | Dec 31 |
Lease liabilities, deferred tax asset | 53.3 | - | 5.1 | 58.4 |
Right-of-use assets, deferred tax liability | 52.3 | - | 5.0 | 57.3 |
Deferred taxes, net | 1.0 | - | 0.1 | 1.1 |
Asset retirement obligations, deferred tax asset | 2.2 | - | -1.2 | 1.0 |
Intangible and tangible assets, deferred tax liability | 1.6 | - | -0.1 | 1.6 |
Deferred taxes, net | 0.6 | - | -1.2 | -0.6 |
EUR million | Jan 1 | Translation difference and other changes | Recorded through profit or loss | Dec 31 |
Lease liabilities, deferred tax asset* | 57.7 | - | -4.4 | 53.3 |
Right-of-use assets, deferred tax liability* | 56.7 | - | -4.5 | 52.3 |
Deferred taxes, net* | 0.9 | - | 0.1 | 1.0 |
Asset retirement obligations, deferred tax asset | - | - | 2.2 | 2.2 |
Intangible and tangible assets, deferred tax liability | - | - | 1.6 | 1.6 |
Deferred taxes, net | - | - | 0.6 | 0.6 |
EUR million | 2025 | 2024 |
Trade receivables | 176.3 | 173.6 |
Contract assets | 13.7 | 13.6 |
Accrued income and prepayments | 31.4 | 29.2 |
Other receivables | 5.6 | 9.1 |
Total | 226.9 | 225.4 |
149 | ANNUAL REPORT 2025 |
Share capital and reserves, EUR million | ||||||||
EUR million / pcs | Number of shares (pcs) | Share capital | Invested unrestricted equity fund | Other reserves | Translation differences | Retained earnings | Total equity | |
Jan 1, 2025 | 40,000,000 | 70.0 | - | 142.7 | -7.2 | 76.6 | 282.1 | |
Dividend | -33.0 | -33.0 | ||||||
Share issue, personnel offering | 385,459 | 2.6 | 0.3 | 2.9 | ||||
Share issue, share-based payments | 114,541 | 0.8 | 0.1 | 0.9 | ||||
Share issue | 500,000 | 3.4 | 0.4 | 3.8 | ||||
Transaction costs related directly to the share issue, net of tax | -0.1 | -0.1 | ||||||
Other changes | - | - | - | 0.3 | 23.8 | 24.1 | ||
Dec 31, 2025 | 40,500,000 | 70.0 | 3.3 | 142.7 | -6.9 | 67.8 | 276.9 | |
Share capital and reserves, EUR million | ||||||||
EUR million | Number of shares (pcs) | Share capital | Other reserves | Fair value reserve | Translation differences | Retained earnings | Total equity | |
Jan 1, 2024 | 40,000,000 | 70.0 | 142.7 | 0.8 | -7.2 | 214.3 | 420.5 | |
Dividend | -181.8 | -181.8 | ||||||
Other changes | - | - | -0.8 | 0.1 | 44.1 | 43.4 | ||
Dec 31, 2024 | 40,000,000 | 70.0 | 142.7 | - | -7.2 | 76.6 | 282.1 | |
150 | ANNUAL REPORT 2025 |
EUR million | 2025 | 2024 |
Invested unrestricted equity reserve | 3.4 | - |
Other reserves | 142.7 | 142.7 |
Retained earnings | 89.9 | 80.3 |
Profit/loss for the financial period | 21.7 | 42.6 |
Total | 257.6 | 265.6 |
151 | ANNUAL REPORT 2025 |
EUR million | 2025 | 2024 |
Present value of funded obligation | 38.6 | 43.4 |
Fair value of plan assets | -33.7 | -37.7 |
Deficit | 4.9 | 5.7 |
EUR million | 2025 | 2024 |
Interest expense | 0.1 | 0.2 |
Total | 0.1 | 0.2 |
EUR million | 2025 | 2024 |
Remeasurement gains (-) and losses (+) | -0.4 | -0.3 |
EUR million | 2025 | 2024 |
Obligation at the beginning of the period | 43.4 | 46.0 |
Interest expense | 1.1 | 1.5 |
Paid benefits | -4.7 | -4.9 |
Actuarial gains (-) and losses (+) on changes in financial assumptions | -0.8 | 1.1 |
Experience-based gains (-) and losses (+) | -0.4 | -0.4 |
Obligation at the end of the period | 38.6 | 43.4 |
EUR million | 2025 | 2024 |
Fair value of the plan assets at the beginning of the period | 37.7 | 37.4 |
Interest income | 1.0 | 1.3 |
Paid benefits | -4.7 | -4.9 |
Employer contributions | 0.5 | 2.9 |
Actual return on plan assets less interest income | -0.8 | 1.0 |
Fair value of the plan assets at the end of the period | 33.7 | 37.7 |
152 | ANNUAL REPORT 2025 |
2025 | 2024 | |
Discount rate (%) | 3.0–3.7 | 2.7–3.1 |
Future pension increase expectation (%) | 2.1–2.2 | 2.0–2.1 |
Change in defined benefit liability | |||||
EUR million | Change in assumption | Increase in assumption | Decrease in assumption | ||
Discount rate | 0.25% | -0.1 | -2.8% | 0.1 | 3.0% |
Pension increase rate | 0.25% | 0.6 | 11.8% | -0.6 | -11.5% |
EUR million | Increase by one year | Decrease by one year | |||
Life expectancy at birth | 0.5 | 9.8% | -0.3 | -6.0% | |
Change in defined benefit liability | |||||
EUR million | Change in assumption | Increase in assumption | Decrease in assumption | ||
Discount rate | 0.25% | -0.2 | -2.9% | 0.2 | 3.1% |
Pension increase rate | 0.25% | 0.7 | 12.1% | -0.7 | -11.7% |
EUR million | Increase by one year | Decrease by one year | |||
Life expectancy at birth | 0.5 | 9.6% | -0.5 | -8.9% | |
EUR million | Restructuring provision | Land use compensation and environmental provision | Other | Total |
Carrying amount Jan 1 | 5.6 | 11.0 | 2.5 | 19.1 |
Increase in provisions | 1.8 | 0.9 | 0.3 | 3.0 |
Used provisions | -1.1 | -5.8 | -1.4 | -8.3 |
Unused amounts reversed | -2.0 | -1.2 | -0.9 | -4.0 |
Carrying amount Dec 31 | 4.4 | 4.9 | 0.6 | 9.9 |
EUR million | Restructuring provision | Land use compensation and environmental provision | Other | Total |
Carrying amount Jan 1 | 3.0 | 7.3 | 3.1 | 13.4 |
Increase in provisions | 7.7 | 8.7 | 1.3 | 17.8 |
Used provisions | -2.7 | -3.4 | -1.0 | -7.1 |
Unused amounts reversed | -2.4 | -1.6 | -0.9 | -4.9 |
Carrying amount Dec 31 | 5.6 | 11.0 | 2.5 | 19.1 |
EUR million | 2025 | 2024 |
Long-term provisions | 5.1 | 8.6 |
Short-term provisions | 4.8 | 10.5 |
Total | 9.9 | 19.1 |
153 | ANNUAL REPORT 2025 |
EUR million | 2025 | 2024 |
Other interest-bearing liabilities | 6.0 | 7.2 |
Other non-interest bearing liabilities | 0.6 | 0.5 |
Other accrued expenses | 3.2 | 9.7 |
Total | 9.8 | 17.3 |
EUR million | 2025 | 2024 |
Derivative contracts | 0.3 | 0.1 |
Trade payables | 56.6 | 72.2 |
Contract liabilities | 12.2 | 12.7 |
Advances received | 9.5 | 10.1 |
Accrued personnel expenses | 110.4 | 118.6 |
Dividend liability | - | 150.0 |
Other interest-bearing liabilities | 1.2 | - |
Other accrued expenses | 27.7 | 31.5 |
Other liabilities | 41.4 | 44.9 |
Current trade and other payables | 259.2 | 440.1 |
154 | ANNUAL REPORT 2025 |
EUR million | At fair value through profit or loss | Measured at amortised cost | Carrying value | Fair value | Level |
Non-current financial assets | |||||
Other non-current investments | 1.0 | 1.0 | 1.0 | 3 | |
Non-current receivables | 1.8 | 1.8 | 1.8 | 2 | |
Non-current financial assets | 1.0 | 1.8 | 2.9 | 2.9 | |
Current financial assets | |||||
Trade and other receivables | 204.9 | 204.9 | 204.9 | ||
Investments in quoted bonds | 6.2 | 6.2 | 6.3 | 1 | |
Investments in unquoted bonds | 1.8 | 1.8 | 1.8 | 2 | |
Current financial assets | - | 212.8 | 212.8 | 213.0 | |
Cash and bank | 41.4 | 41.4 | 41.4 | ||
Cash and cash equivalents | - | 41.4 | 41.4 | 41.4 | |
Total financial assets | 1.0 | 256.1 | 257.1 | 257.2 | |
Non-current financial liabilities | |||||
Loans from financial institutions | 179.8 | 179.8 | 180.1 | 2 | |
Lease liabilities | 229.4 | 229.4 | 229.4 | ||
Other non-current payables* | - | 6.3 | 6.3 | 6.3 | |
Non-current financial liabilities | - | 415.6 | 415.6 | 415.8 | |
Current financial liabilities | |||||
Commercial papers | 89.6 | 89.6 | 89.7 | 2 | |
Lease liabilities | 67.5 | 67.5 | 67.5 | ||
Currency derivatives | 0.3 | 0.3 | 0.3 | 2 | |
Trade payables and other liabilities* | - | 89.8 | 89.8 | 89.8 | |
Current financial liabilities | 0.3 | 246.9 | 247.3 | 247.3 | |
Total financial liabilities | 0.3 | 662.5 | 662.8 | 663.1 |
EUR million | At fair value through profit or loss | Measured at amortised cost | Carrying value | Fair value | Level |
Non-current financial assets | |||||
Other non-current investments | 0.8 | 0.8 | 0.8 | 3 | |
Non-current receivables | 2.7 | 2.7 | 2.7 | 2 | |
Non-current financial assets | 0.8 | 2.7 | 3.5 | 3.5 | |
Current financial assets | |||||
Trade and other receivables | 204.9 | 204.9 | 204.9 | ||
Currency derivatives | 0.1 | 0.1 | 0.1 | 2 | |
Money market investments | 31.9 | 31.9 | 31.9 | 2 | |
Investments in quoted bonds | 8.0 | 8.0 | 8.1 | 1 | |
Investments in unquoted bonds | 1.8 | 1.8 | 1.8 | 2 | |
Current financial assets | 0.1 | 246.5 | 246.6 | 246.8 | |
Money market investments | 5.5 | 5.5 | 5.5 | 2 | |
Cash and bank | 56.4 | 56.4 | 56.4 | ||
Cash and cash equivalents | 61.9 | 61.9 | 61.9 | ||
Total financial assets | 0.9 | 311.1 | 312.0 | 312.2 | |
Non-current financial liabilities | |||||
Loans from financial institutions | 89.8 | 89.8 | 90.0 | 2 | |
Lease liabilities | 202.6 | 202.6 | 202.6 | ||
Other non-current payables* | 11.0 | 11.0 | 11.0 | ||
Non-current financial liabilities | - | 303.5 | 303.5 | 303.7 | |
Current financial liabilities | |||||
Lease liabilities | 68.6 | 68.6 | 68.6 | ||
Currency derivatives | 0.1 | 0.1 | 0.1 | 2 | |
Trade payables and other liabilities* | 258.1 | 258.1 | 258.1 | ||
Current financial liabilities | 0.1 | 326.7 | 326.8 | 326.8 | |
Total financial liabilities | 0.1 | 630.1 | 630.3 | 630.5 |
155 | ANNUAL REPORT 2025 |
EUR million | 2025 | 2024 |
Carrying amount Jan 1 | 0.8 | 0.8 |
Profits and losses in income statement | 0.2 | - |
Carrying amount Dec 31 | 1.0 | 0.8 |
EUR million | 2025 | 2024 |
In financial income and expenses | 0.2 | - |
156 | ANNUAL REPORT 2025 |
Average rate | 2025 | 2024 |
SEK | 11.064 | 11.427 |
NOK | 11.719 | 11.621 |
SDR | 0.837 | 0.816 |
Closing rate | 2025 | 2024 |
SEK | 10.822 | 11.459 |
NOK | 11.843 | 11.795 |
SDR | 0.858 | 0.797 |
157 | ANNUAL REPORT 2025 |
2025, EUR companies | |||
EUR million | SEK | USD | SDR |
Working capital* | -0.3 | -0.1 | 0.9 |
Loans and bank accounts** | 28.7 | - | |
Derivatives | -28.6 | ||
Open position | -0.2 | -0.1 | 0.9 |
2024, EUR companies | |||
EUR million | SEK | USD | SDR |
Working capital* | -0.4 | - | 0.3 |
Loans and bank accounts** | 23.4 | - | |
Derivatives | -23.1 | ||
Open position | -0.1 | - | 0.3 |
Net investments | |||
EUR million | SEK | NOK | PLN |
2025 | 0.5 | 0.7 | - |
2024 | 6.0 | 0.9 | 1.2 |
EUR million | Floating rate | Fixed rate | Total |
Liquid funds | -43.2 | -6.2 | -49.4 |
Commercial papers | 89.6 | 89.6 | |
Loans from financial institutions | 179.8 | 179.8 | |
Total | 136.6 | 83.5 | 220.1 |
158 | ANNUAL REPORT 2025 |
EUR million | Floating rate | Fixed rate | Total |
Liquid funds | -58.2 | -45.3 | -103.5 |
Loans from financial institutions | 89.8 | 89.8 | |
Total | 31.6 | -45.3 | -13.7 |
EUR million | Nominal value | Net fair value | Positive fair value | Negative fair value |
Currency forward contracts, non-hedge accounting | 28.3 | -0.3 | -0.3 |
EUR million | Nominal value | Net fair value | Positive fair value | Negative fair value |
Currency forward contracts, non-hedge accounting | 28.3 | - | 0.1 | -0.1 |
Derivative assets | 2025 | 2024 |
Derivative assets, reported as gross amount | - | 0.1 |
Related derivative liabilities subject to master netting agreements | - | 0.1 |
Net amount | - | - |
Derivative liabilities | 2025 | 2024 |
Derivative liabilities, reported as gross amount | 0.3 | 0.1 |
Related derivative assets subject to master netting agreements | - | 0.1 |
Net amount | 0.3 | - |
159 | ANNUAL REPORT 2025 |
EUR million | 2025 | 2024 |
Cash and cash equivalents | 41.4 | 61.9 |
Money market investments and investments in bonds | 8.0 | 41.6 |
Liquid funds | 49.4 | 103.5 |
160 | ANNUAL REPORT 2025 |
EUR million | 2026 | 2027 | 2028 | 2029 | 2030- | Total |
Loans from financial institutions | 5.4 | 93.9 | 91.3 | 190.6 | ||
Commercial papers | 90.5 | 90.5 | ||||
Lease liabilities | 77.9 | 65.5 | 45.2 | 35.4 | 112.6 | 336.7 |
Other non-current liabilities* | 1.1 | 1.1 | 1.1 | 3.5 | 6.7 | |
Trade payables and other current liabilities* | 89.8 | 89.8 | ||||
Derivatives: | ||||||
Currency derivatives, payables | 28.6 | 28.6 | ||||
Currency derivatives, receivables | -28.3 | -28.3 | ||||
Total | 264.0 | 160.5 | 137.6 | 36.6 | 116.1 | 714.7 |
EUR million | 2025 | 2026 | 2027 | 2028 | 2029- | Total |
Loans from financial institutions | 3.1 | 3.1 | 91.5 | 97.8 | ||
Lease liabilities* | 78.4 | 61.5 | 48.8 | 30.4 | 93.4 | 312.6 |
Other non-current liabilities* | 3.2 | 1.1 | 3.0 | 3.7 | 11.0 | |
Trade payables and other current liabilities* | 258.1 | 258.1 | ||||
Derivatives: | ||||||
Currency derivatives, payables | 28.4 | 28.4 | ||||
Currency derivatives, receivables | -28.3 | -28.3 | ||||
Total | 339.6 | 67.8 | 141.4 | 33.4 | 97.2 | 679.4 |
161 | ANNUAL REPORT 2025 |
EUR million | 2025 | 2024 |
Not yet due | 154.7 | 151.6 |
1–30 days overdue | 15.0 | 15.5 |
31–60 days overdue | 1.9 | 2.0 |
61–90 days overdue | 0.6 | 1.4 |
91–180 days overdue | 0.7 | 3.2 |
181– days overdue | 4.5 | 2.3 |
Trade receivables gross | 177.5 | 176.1 |
Expected credit loss | -1.2 | -2.6 |
Trade receivables net | 176.3 | 173.6 |
2025 | 2024 | |
Net debt / adjusted EBITDA | 2.6x | 1.2x |
Financial net debt / adjusted EBITDA | 1.1x | -0.1x |
Equity ratio | 24.6% | 25.2% |
EUR million | Interest bearing borrowings | Interest bearing lease liabilities | Interest bearing borrowings total | Liquid funds | Net debt total | |
Carrying amount on Jan 1 | 89.8 | 271.2 | 361.1 | 103.5 | 257.5 | |
Cash flows | 179.6 | -75.3 | 104.3 | -54.6 | 158.9 | |
Effect of exchange rate changes | - | 5.0 | 5.0 | 0.4 | 4.6 | |
Other non-cash items | - | 96.0 | 96.1 | - | 96.1 | |
Carrying amount on Dec 31 | 269.5 | 296.9 | 566.4 | 49.4 | 517.0 | |
Fair value on Dec 31 | 269.7 | 296.9 | 566.7 |
EUR million | Interest bearing borrowings | Interest bearing lease liabilities | Interest bearing borrowings total | Liquid funds | Net debt total | |
Carrying amount on Jan 1 | 60.0 | 290.7 | 350.8 | 110.8 | 240.0 | |
Cash flows | 29.8 | -72.1 | -42.4 | -7.8 | -34.6 | |
Acquired businesses | - | 0.5 | 0.5 | 0.7 | -0.2 | |
Effect of exchange rate changes | - | -3.4 | -3.4 | -0.2 | -3.2 | |
Other non-cash items | 0.1 | 55.4 | 55.5 | 55.5 | ||
Carrying amount on Dec 31 | 89.8 | 271.2 | 361.1 | 103.5 | 257.5 | |
Fair value on Dec 31 | 90.0 | 271.2 | 361.3 |
162 | ANNUAL REPORT 2025 |
EUR million | 2025 | 2024 |
Buildings | 215.9 | 187.9 |
Vehicles | 55.8 | 58.7 |
Machinery and other | 12.2 | 12.2 |
Total | 283.9 | 258.8 |
EUR million | 2025 | 2024 |
Non-current lease liabilities | 229.4 | 202.6 |
Current lease liabilities | 67.5 | 68.6 |
Total | 296.9 | 271.2 |
EUR million | 2025 | 2024 |
Less than 1 year | 77.9 | 78.4 |
1–5 years | 172.7 | 161.9 |
More than 5 years | 86.0 | 72.2 |
Minimum lease payments total | 336.7 | 312.6 |
Future interest expenses | -39.7 | -41.4 |
Total | 296.9 | 271.2 |
Interest expense, leases | 10.5 | 10.0 |
Incomes from subleasing right-of-use assets | 0.4 | 2.6 |
163 | ANNUAL REPORT 2025 |
EUR million | 2025 | 2024 |
Lease expenses in income statement, short-term leases | 27.9 | 30.7 |
Lease expenses in income statement, low-value asset leases | 0.4 | 0.5 |
Total | 28.3 | 31.3 |
EUR million | 2025 | 2024 |
Less than 1 year | 8.9 | 10.1 |
1–5 years | 1.7 | 17.3 |
More than 5 years | - | 13.4 |
Total | 10.6 | 40.8 |
EUR million | 2025 | 2024 |
Less than 1 year | 1.5 | 1.2 |
1–5 years | 1.0 | 1.1 |
More than 5 years | 1.6 | 1.6 |
Total | 4.1 | 3.9 |
EUR million | 2025 | 2024 |
Guarantees | 8.9 | 8.8 |
Total | 8.9 | 8.8 |
164 | ANNUAL REPORT 2025 |
165 | ANNUAL REPORT 2025 |
166 | ANNUAL REPORT 2025 |
Subsidiaries Dec 31, 2025*** | Primary reporting segment | Country | Group's holding |
Posti Group Suomi Oy | Group functions | Finland | 100% |
Posti Jakelu Oy | PS | Finland | 100% |
Posti Palvelut Oy | PS | Finland | 100% |
Posti Messaging Oy | PS | Finland | 100% |
Posti Messaging OÜ | PS | Estonia | 100% |
Posti Messaging SIA | PS | Latvia | 100% |
Posti Messaging GmbH | PS | Germany | 100% |
SmartPosti UAB* | eCD | Lithuania | 100% |
SmartPosti SIA* | eCD | Latvia | 100% |
Posti Oy | eCD | Finland | 100% |
Posti Kuljetus Oy | eCD | Finland | 100% |
SmartPosti OÜ* | eCD | Estonia | 100% |
Posti 3PL Contract Logistics Oy | FLS | Finland | 100% |
Posti 4PL Contract Logistics Oy | FLS | Finland | 100% |
Posti Verkkologistiikka Oy | FLS | Finland | 100% |
Posti Satamalogistiikka Oy | FLS | Finland | 100% |
Posti Logistics Management Oy | FLS | Finland | 100% |
Posti Teollisuusratkaisut Oy | FLS | Finland | 100% |
Posti Logistiikkaratkaisut Oy | FLS | Finland | 100% |
Posti 3PL Etelä-Suomi Oy | FLS | Finland | 100% |
Posti 3PL Pääkaupunkiseutu Oy | FLS | Finland | 100% |
Posti Logistiikka ja Varastointi Oy | FLS | Finland | 100% |
Posti Logistics Handling Oy | FLS | Finland | 100% |
Posti Logistics Warehousing Oy | FLS | Finland | 100% |
Posti Rakennuslogistiikka Oy | FLS | Finland | 100% |
Posti Logistics Solutions Supply Oy | FLS | Finland | 100% |
Posti Logistics Services Oy | FLS | Finland | 100% |
Posti Logistics Terminal Oy | FLS | Finland | 100% |
Posti Warehousing Oy | FLS | Finland | 100% |
Posti Logistics Wholesale Oy | FLS | Finland | 100% |
Posti Logistics Solutions AB* | FLS | Sweden | 100% |
Posti Logistics Solutions AS* | FLS | Norway | 100% |
Posti Logistics Staffing AB* | FLS | Sweden | 100% |
Subsidiaries Dec 31, 2025*** | Primary reporting segment | Country | Group's holding |
Posti Logistics Inhouse AB** | FLS | Sweden | 100% |
Posti Henkilöstöratkaisut Oy | FLS | Finland | 100% |
Posti Logistiikkaratkaisut Etelä-Suomi Oy | FLS | Finland | 100% |
Posti Logistiikkaratkaisut Länsi-Suomi Oy | FLS | Finland | 100% |
Posti Logistiikkaratkaisut Itä-Suomi Oy | FLS | Finland | 100% |
Posti Logistiikkaratkaisut Keski-Suomi Oy | FLS | Finland | 100% |
Posti Logistiikkaratkaisut Fast Oy | FLS | Finland | 100% |
Posti Logistiikkaratkaisut Move Oy | FLS | Finland | 100% |
Posti Logistiikkaratkaisut Flex Oy | FLS | Finland | 100% |
Posti Logistiikkaratkaisut Action Oy | FLS | Finland | 100% |
Posti Logistiikkaratkaisut Support Oy | FLS | Finland | 100% |
Posti Logistiikkaratkaisut Motion Oy | FLS | Finland | 100% |
Posti Logistiikkaratkaisut Extra Oy | FLS | Finland | 100% |
Posti Logistiikkaratkaisut Flow Oy | FLS | Finland | 100% |
Posti Logistiikkaratkaisut Uusimaa Oy | FLS | Finland | 100% |
Posti Logistiikkaratkaisut Espoo Oy | FLS | Finland | 100% |
Posti Logistiikkaratkaisut Helsinki Oy | FLS | Finland | 100% |
Posti Logistiikkaratkaisut Tuusula Oy | FLS | Finland | 100% |
Posti Logistiikkaratkaisut Vantaa Oy | FLS | Finland | 100% |
Posti Logistiikkaratkaisut Craft Oy | FLS | Finland | 100% |
Posti Logistiikkaratkaisut Works Oy | FLS | Finland | 100% |
Posti Logistiikkaratkaisut Chain Oy | FLS | Finland | 100% |
Posti Logistiikkaratkaisut Kilo Oy | FLS | Finland | 100% |
Posti Logistiikkaratkaisut Vaasa Oy | FLS | Finland | 100% |
Posti Logistiikkaratkaisut Työmaapalvelut Oy | FLS | Finland | 100% |
Posti Logistiikkaratkaisut Sigma Oy | FLS | Finland | 100% |
167 | ANNUAL REPORT 2025 |
168 | ANNUAL REPORT 2025 |
EUR | Note | 2025 | 2024 |
Net sales | 1 | 11.4 | 11.8 |
Other operating income | 2 | 0.1 | 0.1 |
Personnel expenses | 3 | -4.7 | -7.0 |
Depreciation, amortization and impairment losses | 4 | -0.2 | -0.2 |
Other operating expenses | 5, 6 | -18.7 | -15.2 |
Operating profit/loss | -12.2 | -10.5 | |
Financial income and expenses | 7 | -9.8 | -5.6 |
Profit/loss before appropriations | -22.0 | -16.1 | |
Group contributions | 8 | 51.0 | 71.0 |
Profit/loss before income tax | 29.0 | 54.9 | |
Income tax | 9 | -7.4 | -12.4 |
Profit/loss for the financial period | 21.7 | 42.6 |
169 | ANNUAL REPORT 2025 |
EUR million | Note | Dec 31, 2025 | Dec 31, 2024 |
Assets | |||
Non-current assets | |||
Intangible assets | 10 | 1.9 | 2.0 |
Tangible assets | 11 | 1.5 | 1.5 |
Investments | 12 | 514.3 | 490.9 |
Total non-current assets | 517.6 | 494.4 | |
Current assets | |||
Non-current receivables | 13 | 109.8 | 86.6 |
Current receivables | 14 | 90.2 | 93.4 |
Current investments | 15 | 8.0 | 41.6 |
Cash and cash equivalents | 16 | 30.8 | 51.0 |
Total current assets | 238.8 | 272.7 | |
Total assets | 756.4 | 767.1 | |
EUR million | Note | Dec 31, 2025 | Dec 31, 2024 |
Equity and liabilities | |||
Equity | 17 | ||
Share capital | 70.0 | 70.0 | |
Invested unrestricted equity reserve | 3.4 | - | |
Other reserves | 142.7 | 142.7 | |
Retained earnings | 89.9 | 80.3 | |
Profit/loss for the financial period | 21.7 | 42.6 | |
Total equity | 327.6 | 335.6 | |
Provisions | 18 | 0.3 | 1.0 |
Liabilities | |||
Non-current | 20 | 180.1 | 90.7 |
Current | 21 | 248.5 | 339.8 |
Total liabilities | 428.5 | 430.4 | |
Total equity and liabilities | 756.4 | 767.1 |
170 | ANNUAL REPORT 2025 |
EUR million | 2025 | 2024 |
Cash flow from operations | ||
Profit/loss before appropriations | -22.0 | -16.1 |
Adjustments: | ||
Depreciation and amortization | 0.2 | 0.2 |
Financial income (-) and expense (+) | 3.3 | -1.0 |
Impairment losses on non-current investments | 6.5 | 6.6 |
Other adjustments | -0.2 | - |
Cash flow before change in working capital | -12.2 | -10.3 |
Interest-free current receivables, increase (-), decrease (+) | 0.1 | 5.1 |
Interest-free current liabilities, increase (+), decrease (-) | 0.8 | -6.1 |
Interest-free non-current liabilities, increase (+), decrease (-) | -0.6 | -0.2 |
Change in working capital | 0.3 | -1.1 |
Cash flow from operating activities before financial items and taxes | -11.9 | -11.5 |
Interests paid | -9.6 | -8.0 |
Interests received | 7.3 | 8.4 |
Other financial items | -1.1 | - |
Income tax paid | -13.3 | -14.9 |
Cash flow from financial items and taxes | -16.8 | -14.5 |
EUR million | 2025 | 2024 |
Cash flow from operating activities | -28.7 | -25.9 |
Investment in Group companies | -18.5 | -6.6 |
Loans granted | -37.5 | -74.2 |
Repayments of loan receivables | 4.3 | 37.4 |
Sale of current investment | 33.7 | 5.1 |
Cash flow from investing activities | -18.0 | -38.4 |
Employee share issue | 2.9 | - |
Transaction costs of share issues | -0.1 | - |
Increases in current loans | 308.2 | - |
Repayment of current loans | -218.6 | -60.0 |
Increases in non-current loans | 90.0 | 89.8 |
Dividends paid | -183.0 | -31.8 |
Change in Group cash pool | -43.9 | -4.6 |
Group contributions received and paid | 71.0 | 66.3 |
Cash flow from financing activities | 26.5 | 59.7 |
Change in cash and cash equivalents | -20.2 | -4.6 |
Cash and cash equivalents at the beginning of the financial period | 51.0 | 55.7 |
Cash and cash equivalents at the end of the financial period | 30.8 | 51.0 |
171 | ANNUAL REPORT 2025 |
Immaterial rights and other long-term expenses | 3–15 years |
Machinery and equipment | 3–5 years |
Land and water | Not subject to depreciation |
172 | ANNUAL REPORT 2025 |
173 | ANNUAL REPORT 2025 |
174 | ANNUAL REPORT 2025 |
EUR million | 2025 | 2024 |
Finland | 11.4 | 11.8 |
Total | 11.4 | 11.8 |
EUR million | 2025 | 2024 |
Rental income | 0.1 | 0.1 |
Total | 0.1 | 0.1 |
EUR million | 2025 | 2024 |
Wages and salaries | 4.6 | 6.8 |
Pension expenses | - | 0.2 |
Other social expenses | 0.1 | 0.1 |
Total | 4.7 | 7.0 |
Management remuneration | ||
President and CEO | 1.0 | 1.0 |
Posti Leadership Team (excl. CEO) | 1.4 | 1.1 |
Board of Directors | 0.4 | 0.4 |
Supervisory Board | 0.0 | 0.0 |
Total | 2.9 | 2.5 |
Average number of personnel during the financial period | ||
Administrative employees | 26 | 32 |
Total | 26 | 32 |
EUR million | 2025 | 2024 |
Intangible rights | 0.2 | 0.2 |
Total | 0.2 | 0.2 |
EUR million | 2025 | 2024 |
Rents and leases | 0.3 | 0.2 |
Leases | 0.1 | 0.1 |
Personnel related costs | 1.5 | 0.2 |
Travelling expenses | 0.1 | 0.2 |
Marketing expenses | 1.5 | 0.4 |
Entertainment expenses | 0.1 | - |
Office and administrative expenses | 6.6 | 3.5 |
IT operating costs | 8.4 | 10.4 |
Materials and services | 0.2 | 0.1 |
Total | 18.7 | 15.2 |
175 | ANNUAL REPORT 2025 |
EUR million | 2025 | 2024 |
Audit | 0.3 | 0.3 |
Other engagements required under the Auditing Act. | 0.1 | - |
Other services | 1.6 | 0.1 |
Total | 2.0 | 0.3 |
EUR million | 2025 | 2024 |
Financial income | ||
Interest income from Group companies | 4.9 | 5.2 |
Interest income from others | 1.6 | 3.4 |
Receivables and liabilities | 1.4 | 0.6 |
Currency derivatives, non-hedge accounting | 0.4 | 1.6 |
Other financial income from Group companies | 0.8 | 0.9 |
Total | 9.2 | 11.8 |
Financial expense | ||
Interest expense to Group companies | 2.6 | 5.9 |
Interest expense to others | 7.7 | 2.2 |
Receivables and liabilities | - | 1.4 |
Currency derivatives, non-hedge accounting | 1.8 | 0.8 |
Impairment losses in Group company investments | 6.5 | 6.6 |
Other financial expences | 0.4 | 0.5 |
Total | 19.0 | 17.4 |
Total financial income and expenses | -9.8 | -5.6 |
176 | ANNUAL REPORT 2025 |
EUR million | 2025 | 2024 |
Group contributions received | 67.3 | 84.0 |
Group contributions distributed | -16.3 | -13.0 |
Total | 51.0 | 71.0 |
EUR million | 2025 | 2024 |
Income tax on group contributions | 10.2 | 14.2 |
Income tax on business activities | -2.9 | -1.9 |
Change in deferred tax assets | - | 0.1 |
Total | 7.4 | 12.4 |
EUR million | 2025 | 2024 |
Development costs | ||
Acquisition cost Jan 1 | - | 0.9 |
Transfers between items | - | -0.9 |
Acquisition cost Dec 31 | - | - |
Accumulated amortization Jan 1 | - | 0.1 |
Accumulated amortization on transfers | - | -0.1 |
Accumulated amortization Dec 31 | - | - |
Book value Dec 31 | - | - |
Intangible rights | ||
Acquisition cost Jan 1 | 5.8 | 4.9 |
Transfers between items | 0.6 | 1.5 |
Disposals | - | -0.5 |
Acquisition cost Dec 31 | 6.5 | 5.8 |
Accumulated amortization Jan 1 | 4.4 | 4.7 |
Accumulated amortization on transfers | 0.2 | 0.1 |
Accumulated amortization on disposals | - | -0.5 |
Amortization for the financial period | - | 0.2 |
Accumulated amortization Dec 31 | 4.6 | 4.4 |
Book value Dec 31 | 1.9 | 1.4 |
Prepayments | ||
Cost Jan 1 | 0.6 | 1.3 |
Transfers between items | -0.6 | -0.6 |
Cost Dec 31 | - | 0.6 |
Book value Dec 31 | - | 0.6 |
Total intangible assets | 1.9 | 2.0 |
177 | ANNUAL REPORT 2025 |
EUR million | 2025 | 2024 |
Land and water | ||
Acquisition cost Jan 1 | 0.9 | 0.9 |
Acquisition cost Dec 31 | 0.9 | 0.9 |
Book value Dec 31 | 0.9 | 0.9 |
Machinery and equipment | ||
Acquisition cost Jan 1 | 0.1 | 0.1 |
Acquisition cost Dec 31 | 0.1 | 0.1 |
Accumulated depreciation Jan 1 | 0.1 | 0.1 |
Accumulated depreciation Dec 31 | 0.1 | 0.1 |
Book value Dec 31 | - | - |
Other tangible assets | ||
Acquisition cost Jan 1 | 0.6 | 0.6 |
Acquisition cost Dec 31 | 0.6 | 0.6 |
Book value Dec 31 | 0.6 | 0.6 |
Total tangible assets | 1.5 | 1.5 |
EUR million | 2025 | 2024 |
Shares in Group companies | ||
Acquisition cost Jan 1 | 814.5 | 793.9 |
Additions | 29.9 | 20.6 |
Acquisition cost Dec 31 | 844.4 | 814.5 |
Accumulated impairment losses Jan 1 | 324.1 | 317.5 |
Impairment losses | 6.5 | 6.6 |
Book value Dec 31 | 513.8 | 490.4 |
Other shares and holdings | ||
Acquisition cost Jan 1 | 0.9 | 0.9 |
Acquisition cost Dec 31 | 0.9 | 0.9 |
Accumulated impairment losses Jan 1 | 0.4 | 0.4 |
Book value Dec 31 | 0.5 | 0.5 |
Total investments | 514.3 | 490.9 |
178 | ANNUAL REPORT 2025 |
EUR million | 2025 | 2024 |
Receivables from Group companies | ||
Loan receivables | 109.6 | 86.4 |
Total | 109.6 | 86.4 |
Receivables from others | ||
Deferred tax assets | 0.2 | 0.2 |
Total | 0.2 | 0.2 |
Total non-current receivables | 109.8 | 86.6 |
EUR million | 2025 | 2024 |
Receivables from Group companies | ||
Trade receivables | 0.1 | 0.3 |
Interest receivables | 0.7 | 1.0 |
Other receivables, interest-bearing | 13.7 | 4.6 |
Group contribution receivables | 67.3 | 84.0 |
Total | 81.8 | 90.0 |
Receivables from others | ||
Prepayments and accrued income | 8.4 | 3.5 |
Total | 8.4 | 3.5 |
Total current receivables | 90.2 | 93.4 |
Key items in prepayments and accrued income | ||
Interest receivables | 0.2 | 0.6 |
Income tax receivable | 5.0 | - |
Other prepayments and accrued income | 3.3 | 2.9 |
Total | 8.4 | 3.5 |
179 | ANNUAL REPORT 2025 |
EUR million | Carrying value | Fair value | Level |
Other non-current investments | 0.5 | 0.5 | 3 |
EUR million | Carrying value | Fair value | Level |
Other non-current investments | 0.5 | 0.5 | 3 |
EUR million | Nominal value | Positive fair values | Negative fair values | Fair values, net | Level |
Currency forward contracts | 28.3 | - | -0.3 | -0.3 | 2 |
EUR million | Nominal value | Positive fair values | Negative fair values | Fair values, net | Level |
Currency forward contracts | 28.3 | 0.1 | -0.1 | - | 2 |
EUR million | 2025 | 2024 |
Current investments | - | 5.5 |
Cash and bank | 30.8 | 45.6 |
Total | 30.8 | 51.0 |
180 | ANNUAL REPORT 2025 |
EUR million | 2025 | 2024 |
Restricted equity | ||
Share capital Jan 1 | 70.0 | 70.0 |
Share capital Dec 31 | 70.0 | 70.0 |
Restricted equity total | 70.0 | 70.0 |
Unrestricted equity | ||
Invested unrestricted equity reserve Jan 1 | - | - |
Invested unrestricted equity reserve, addition | 3.4 | - |
Invested unrestricted equity reserve Dec 31 | 3.4 | - |
Other reserves Jan 1 | 142.7 | 142.7 |
Other reserves Dec 31 | 142.7 | 142.7 |
Retained earnings Jan 1 | 122.9 | 262.1 |
Dividend distribution | -33.0 | -181.8 |
Retained earnings Dec 31 | 89.9 | 80.3 |
Profit/loss for the financial year Dec 31 | 21.7 | 42.6 |
Total unrestricted equity | 257.6 | 265.6 |
Total equity | 327.6 | 335.6 |
EUR million | 2025 | 2024 |
Invested unrestricted equity reserve | 3.4 | - |
Other reserves | 142.7 | 142.7 |
Retained earnings | 89.9 | 80.3 |
Profit/loss for the financial period | 21.7 | 42.6 |
Total | 257.6 | 265.6 |
181 | ANNUAL REPORT 2025 |
EUR million | 2025 | 2024 |
Pension provision | 0.3 | 0.3 |
Litigation provision | - | 0.8 |
Total | 0.3 | 1.0 |
EUR million | 2025 | 2024 |
Deferred tax assets | ||
From provision | 0.1 | 0.1 |
From impairments | 0.1 | 0.1 |
Total | 0.2 | 0.2 |
EUR million | 2025 | 2024 |
Loans from financial institutions | 179.8 | 89.8 |
Other non-current liabilities | 0.2 | 0.9 |
Total | 180.1 | 90.7 |
EUR million | 2025 | 2024 |
Amounts owed to Group companies | ||
Trade payables | 0.2 | - |
Group contribution liabilities | 16.3 | 13.0 |
Other liabilities, interest-bearing | 138.2 | 173.0 |
Total | 154.7 | 186.0 |
Amounts owed to others | ||
Trade payables | 0.8 | 0.4 |
Commercial papers | 89.6 | - |
Other liabilities | 0.9 | 150.4 |
Accruals and deferred income | 2.4 | 2.9 |
Total | 93.7 | 153.7 |
Total current liabilities | 248.5 | 339.8 |
EUR million | 2025 | 2024 |
Key items in other liabilities | ||
Payroll and related social costs | 0.1 | 0.1 |
VAT-liability | 0.5 | 0.1 |
Dividend liability | - | 150.0 |
Other liabilities | 0.3 | 0.1 |
Total | 0.9 | 150.4 |
Key items in accruals and deferred income | ||
Payroll and related social costs | 1.0 | 1.6 |
Accrued interests | 0.7 | 0.2 |
Income tax liability | - | 1.0 |
Other accruals and deferred income | 0.7 | 0.2 |
Total | 2.4 | 2.9 |
182 | ANNUAL REPORT 2025 |
EUR million | 2025 | 2024 |
Interest-bearing liabilities | ||
Non-current liabilities | 179.8 | 89.8 |
Current liabilities | 90.6 | 1.0 |
Total | 270.5 | 90.8 |
EUR million | 2025 | 2024 |
Pledges given for Group companies | ||
Guarantees | 136.5 | 102.8 |
Total | 136.5 | 102.8 |
Lease contracts unpaid amounts | ||
Payable within one year | 0.1 | 0.1 |
Payable in later years | - | 0.1 |
Total | 0.1 | 0.1 |
Company name and domicile | Number of shares | Ownership % | Book value, EUR million |
Group companies | |||
SmartPosti SIA, Riga | 20 | 100% | 0.4 |
SmartPosti UAB, Vilnius | 1,000 | 100% | 1.0 |
Posti Group Suomi Oy, Helsinki | 105,000 | 100% | 202.0 |
Posti Palvelut Oy, Helsinki | 500 | 50% | 0.1 |
Posti Jakelu Oy, Helsinki | 2,538,295 | 100% | 71.5 |
Posti Messaging Oy, Helsinki | 1,000 | 100% | 48.0 |
Posti Oy, Helsinki | 300,000 | 100% | 121.6 |
Posti Henkilöstöratkaisut Oy, Helsinki | 10 | 100% | 4.6 |
Posti Logistics Solution AB, Stockholm | 1,910,200 | 100% | 64.6 |
Total | 513.8 | ||
Other companies | |||
As. Oy Raision Keskuslähiö, Raisio | 6,350 | 9.77% | - |
Huhtakeskus Oy, Jyväskylä | 328 | 3.28% | - |
Cooperative Vereiniging IPC, Amsterdam | 5 | 0.05% | - |
Helsinki Venue Oy, Helsinki | 19 | 0.03% | 0.2 |
Kiinteistö Oy Turun Monitoimihalli, Turku | 2 | 0.04% | 0.1 |
Vierumäki Golf Oy, Helsinki | 7 | 0.06% | 0.1 |
Golfsarfvik Oy, Kirkkonummi | 1 | - | |
Total | 0.5 |
183 | ANNUAL REPORT 2025 |
184 | ANNUAL REPORT 2025 |
185 | ANNUAL REPORT 2025 |
186 | ANNUAL REPORT 2025 |
187 | ANNUAL REPORT 2025 |
• Overall group materiality: € 14 000 000 | ||
• Audit scope: The group audit scope has included the parent company and its subsidiaries in Finland and Sweden. | ||
• Valuation of goodwill • Revenue recognition |
Overall group materiality | € 14 000 000 (previous year € 15 200 000) | |
How we determined it | Overall group materiality is determined as a percentage of the group’s FY2025 net sales. | |
Rationale for the materiality benchmark applied | We chose net sales as the benchmark because, in our view, it is the appropriate benchmark that users of the financial statements regularly use to evaluate the group's performance. |
188 | ANNUAL REPORT 2025 |
Key audit matter in the audit of the group | How our audit addressed the key audit matter |
Valuation of goodwill Refer to Accounting policies and to note 11 in the consolidated financial statements for the related disclosures. At 31 December 2025 the Group’s goodwill balance is valued at 170 million euro and is allocated to the Group’s four cash-generating units (CGUs). The company tests goodwill for impairment annually or more frequently if there are indications of impairment. In the impairment testing, the recoverable amounts of the cash-generating units have been determined based on value-in-use calculations. These calculations include significant management estimates, the most important of which relate to revenue growth, operating profit development, the determination of the discount rate (WACC), and the long-term growth rate applied to the period beyond the forecast period. The valuation of goodwill is considered a key audit matter due to its significance as well as due to the management judgment involved in the impairment testing. | Our audit procedures included, among others, the following actions: • We tested the methodology applied in the value in use calculation by comparing it to the requirements of IAS 36, Impairment of Assets, and we tested the mathematical accuracy of the calculation; • We evaluated the process by which the future cash flow forecasts were drawn up, including comparing them to strategic plans approved by the Board of Directors; • We tested the key underlying management assumptions, including sales and profitability forecasts, discount rates used and the implied growth rates beyond the forecasted period; • We assessed the adequacy of the disclosures. |
Key audit matter in the audit of the group | How our audit addressed the key audit matter |
Revenue recognition Refer to notes 1 and 3 in the consolidated financial statements Group’s revenue is mostly generated by rendering of short-term postal, warehouse and logistics services. Revenue of the performance obligations is recognized either over time or at a point in time, depending on how Posti transfers control to the customer as it satisfies performance obligations of the customer contracts. The occurrence of revenue has been considered a key audit matter in the auditing of the consolidated financial statements due to the significance of revenue to the financial statements. | Our audit procedures included e.g. the following: • We gained an understanding of the nature of the revenue flows and different contractual terms used. • We compared the accounting treatment of a sample of sales transactions to the terms of underlying contracts. • We assessed the Group’s accounting policies over revenue recognition. • We tested a sample of sales transactions against incoming cash. • We examined a sample of credit notes issued against relevant background material. • We tested a sample of sales invoices recorded in December 2025 and January 2026 to evaluate that revenue had been recognised in the right period. • For selected accounts receivable balances, we obtained customer confirmations. |
We have no key audit matters to report with respect to our audit of the parent company financial statements. | |
There are no significant risks of material misstatement referred to in Article 10(2c) of Regulation (EU) No 537/2014 with respect to the consolidated financial statements or the parent company financial statements. | |
189 | ANNUAL REPORT 2025 |
190 | ANNUAL REPORT 2025 |
191 | ANNUAL REPORT 2025 |
192 | ANNUAL REPORT 2025 |
193 | ANNUAL REPORT 2025 |
194 | ANNUAL REPORT 2025 |
195 | ANNUAL REPORT 2025 |
196 | ANNUAL REPORT 2025 |
197 | ANNUAL REPORT 2025 |
Key figure | Definition | Reason for the use |
Operating result (EBIT) | Operating result (EBIT) as presented in the Consolidated Income Statement. | Operating result (EBIT) reflects the result generated by the Group’s business activities excluding financing and taxes. |
Operating result (EBIT) margin, % | Operating result (EBIT) as percentage of net sales. | |
EBITDA | Operating result excluding depreciation, amortization and impairment losses. | Management uses EBITDA to track the underlying profitability excluding non- cash capital expenses of the Group’s core business operations. |
EBITDA margin, % | EBITDA as percentage of net sales. | |
Special items | Special items are defined as significant items of income and expenses which are considered to incur outside the Group's ordinary course of business. Special items include restructuring related costs such as employee, facility, contract termination and professional services, impairment losses on assets, impairment on goodwill, gains or losses on sale of shares, real estates or business operations and transaction costs, gains and losses from contingent consideration arising from business acquisitions and costs incurred in the listing of Posti. | Special items which are not directly related to Group’s normal recurring activities are reported separately, in order to assess the performance and comparability between reporting periods of its core business operations. |
Key figure | Definition | Reason for the use |
Adjusted operating result (adjusted EBIT) | Operating result (EBIT) excluding special items. | Adjusted operating result (adjusted EBIT), growth in adjusted operating result (adjusted EBIT), adjusted EBITDA and related margins are presented in addition to operating result (EBIT) and EBITDA to reflect underlying business performance and to enhance comparability from period to period. Posti believes that these adjusted performance measures provide meaningful supplemental information by excluding items outside the ordinary business, which reduce comparability between the periods. Growth in adjusted operating result (adjusted EBIT) is one of Posti’s mid- term financial targets. |
Growth in adjusted operating result (adjusted EBIT), % | Growth of adjusted operating result (adjusted EBIT) compared to previous period. | |
Adjusted operating result (adjusted EBIT) margin, % | Adjusted operating result (adjusted EBIT) as percentage of net sales. | |
Adjusted EBITDA | EBITDA excluding special items. | |
Adjusted EBITDA margin, % | Adjusted EBITDA as percentage of net sales. | |
Capital employed | Non-current assets less deferred tax assets plus inventories and trade and other receivables. Balance sheet assets less other non-current liabilities, less advances received, less provisions, less defined benefit pension obligations, less trade and other payables. | Capital employed presents the total investment in the Group’s business operations and it is used to calculate return on capital employed. |
Return on capital employed (12 months rolling), % | Operating result (EBIT) (12 months rolling) | Return on capital employed is a profitability metric that the Group uses to measure how efficiently it uses invested capital to generate profits. |
Capital employed (average of opening and closing balance of the previous 12 months) | ||
Equity ratio, % | Total equity | The equity ratio indicates the relative proportion of equity used to finance the Group’s assets which helps to monitor the indebtedness of the Group. |
Total assets - advances received | ||
198 | ANNUAL REPORT 2025 |
Key figure | Definition | Reason for the use |
Interest-bearing borrowings | Non-current and current interest-bearing borrowings, (including loans from financial institutions and commercial papers) and lease liabilities. | Component of a net debt measure. |
Liquid funds | Cash and cash equivalents, money market investments and investments in bonds. | Component of a net debt measure. |
Net debt | Interest bearing borrowings - liquid funds. | Net debt is a liquidity measure used by management to monitor the Group’s ability to pay its debts in the short term. |
Net debt / adjusted EBITDA (12 months rolling) | Net debt | This measure is an indicator of the Group’s indebtedness in relation to its operational financial performance. This measure is also one of Posti’s mid-term financial targets. |
Adjusted EBITDA (12 months rolling) | ||
Financial net debt / adjusted EBITDA (12 months rolling) | Net debt - leasing liabilities | This measure is an indicator of the Group’s indebtedness excluding leasing liabilities in relation to its operational financial performance. |
Adjusted EBITDA (12 months rolling) | ||
Payout ratio, % | Dividend per share x 100 | This measure is an indicator of the relationship between the dividend and the earnings, that is, what proportion of its profit is distributed to shareholders. |
Earnings per share | ||
Dividend yield, % | Dividend per share x 100 | This measure is an indicator of the relationship between dividend per share and the share price. |
Share price at the end of the period | ||
Price/earnings ratio (P/E ratio) | Share price at the end of the period | This measure is an indicator of the ratio between the share price and earnings per share, indicating the share’s payback period based on the closing price and current earnings. |
Earnings per share | ||
Operative free cash flow | Cash flow from operating activities as presented in the Group's Consolidated Statement of Cash Flows less purchase of intangible assets and property, plant and equipment and payments of lease liabilities as presented in the Group's Consolidated Statement of Cash Flows. | Operative free cash flow provides information about the Group’s ability to generate cash from its operations after investments available for repaying debt or paying dividends. |
Key figure | Definition | Reason for the use |
Investments | Additions to intangible assets and property, plant and equipment including additions to right-of-use assets, business acquisitions comprising of total amount of purchase considerations and additions to investment properties. | Investments show how much is invested in operational, lease and strategic projects to maintain service production capabilities and support growth of the business. |
Personnel on average, FTE | Full-time equivalent personnel on average in reporting period. | Personnel on average provides information about the overall staff size of the Group and FTE reflects the total number of working hours of all employees. The Group believes that this provided information can be useful when analyzing workforce costs, productivity or staffing needs. |
199 | ANNUAL REPORT 2025 |
EUR million | 2025 | 2024 |
Operating result (EBIT) | 52.3 | 68.0 |
Depreciation & amortization | 126.9 | 126.7 |
Impairment losses | 1.2 | 1.9 |
EBITDA | 180.4 | 196.6 |
Personnel restructuring | 5.0 | 11.0 |
Restructuring costs (other than personnel-related costs) | 1.0 | - |
M&A related items | - | -0.5 |
Other special items | 2.2 | 0.4 |
Listing costs | 5.9 | - |
Listing incentive | 2.0 | - |
Special items (impacting EBITDA) | 16.0 | 11.0 |
Adjusted EBITDA | 196.4 | 207.6 |
EUR million | 2025 | 2024 |
Operating result (EBIT) | 52.3 | 68.0 |
Personnel restructuring | 5.0 | 11.0 |
Restructuring costs (other than personnel-related costs) | 1.0 | - |
M&A related items | - | -0.5 |
Other special items | 2.2 | 0.4 |
Listing costs | 5.9 | - |
Listing incentive | 2.0 | - |
Impairments | 0.9 | 1.2 |
Special items (impacting operating result (EBIT) | 17.0 | 12.2 |
Adjusted operating result (adjusted EBIT) | 69.3 | 80.1 |
EUR million | 2025 | 2024 |
Operating result (12 months rolling) | 52.3 | 68.0 |
Capital employed, beginning of the period | 546.6 | 668.1 |
Capital employed, end of the period | 797.3 | 546.6 |
Return on capital employed, % | 7.8% | 11.2% |
EUR million | 2025 | 2024 |
Total equity | 276.9 | 282.1 |
Total assets | 1,140.0 | 1,138.1 |
Advances received | 15.8 | 17.7 |
Equity ratio, % | 24.6% | 25.2% |
EUR million | 2025 | 2024 |
Interest bearing borrowings | 566.4 | 361.1 |
Liquid funds + debt certificates | -49.4 | -103.5 |
Net debt | 517.0 | 257.5 |
EUR million | 2025 | 2024 |
Net debt | 517.0 | 257.5 |
Adjusted EBITDA (12 months rolling) | 196.4 | 207.6 |
Net debt / adjusted EBITDA | 2.6x | 1.2x |
EUR million | 2025 | 2024 |
Net debt | 517.0 | 257.5 |
Lease liabilities | -296.9 | -271.2 |
Adjusted EBITDA (12 months rolling) | 196.4 | 207.6 |
Financial net debt / adjusted EBITDA | 1.1x | -0.1x |
200 | ANNUAL REPORT 2025 |
EUR million | 2025 | 2024 |
Cash flow from operating activities | 111.2 | 148.6 |
Purchase of intangible assets | -15.0 | -13.0 |
Purchase of property, plant and equipment | -57.8 | -66.4 |
Payments of lease liabilities | -75.3 | -72.1 |
Operative free cash flow | -37.0 | -2.9 |
EUR million | 2025 | 2024 |
Additions to intangible assets | 15.0 | 13.0 |
Additions to property, plant and equipment | 52.8 | 70.2 |
Additions to right-of-use assets | 98.0 | 71.4 |
Additions to investment property | 9.4 | 26.8 |
Business acquisitions | 0.0 | 2.1 |
Investments | 175.1 | 183.5 |
201 | ANNUAL REPORT 2025 |
202 | ANNUAL REPORT 2025 |
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207 | ANNUAL REPORT 2025 |
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209 | ANNUAL REPORT 2025 |
210 | ANNUAL REPORT 2025 |
Member | Attendance at meetings | % |
Sanna Suvanto-Harsaae, Chair | 14/14 | 100 |
Jukka Leinonen, Deputy Chair | 14/14 | 100 |
Mervi Airaksinen* | 12/12 | 100 |
Raija-Leena Hankonen-Nybom | 14/14 | 100 |
Kari-Pekka Laaksonen** | 1/2 | 50 |
Frank Marthaler | 14/14 | 100 |
Tuomas Mäkipeska* | 12/12 | 100 |
Satu Ollikainen*** | 13/14 | 93 |
Minna Pajumaa | 13/14 | 93 |
Anni Ronkainen** | 2/2 | 100 |
Stefan Svensson | 14/14 | 100 |
Hanna Vuorela** | 2/2 | 100 |
211 | ANNUAL REPORT 2025 |
Member | Attendance at meetings | % |
Raija-Leena Hankonen-Nybom | 6/6 | 100 |
Mervi Airaksinen* | 5/5 | 100 |
Kari-Pekka Laaksonen** | 1/1 | 100 |
Frank Marthaler | 6/6 | 100 |
Tuomas Mäkipeska* | 5/5 | 100 |
Hanna Vuorela** | 1/1 | 100 |
212 | ANNUAL REPORT 2025 |
Member | Attendance at meetings | % |
Sanna Suvanto-Harsaae, Chair | 9/9 | 100 |
Jukka Leinonen | 9/9 | 100 |
Minna Pajumaa | 9/9 | 100 |
Anni Ronkainen** | 2/2 | 100 |
Stefan Svensson* | 7/7 | 100 |
Member | Attendance at meetings | % |
Sanna Suvanto-Harsaae, Chair | 10/10 | 100 |
Raija-Leena Hankonen-Nybom | 10/10 | 100 |
Jukka Leinonen | 10/10 | 100 |
Minna Pajumaa | 10/10 | 100 |
213 | ANNUAL REPORT 2025 |
Attendance in the Stakeholder Advisory Council meeting in 2025 | ||||
Member | Born | Education | Main occupation | Meeting attendance / No of meetings |
Mia Laiho, Chair | 1976 | Doctor of Medicine (MD), Specialist Degree in Medicine | Member of Parliament | 1/1 |
Paula Werning, Deputy Chair | 1976 | Nurse | Member of Parliament | 1/1 |
Tiina Elo | 1971 | Master of Agricultural and Forestry Sciences | Member of Parliament | 1/1 |
Timo Furuholm | 1987 | Student of Social Sciences | Member of Parliament | 0/1 |
Tomi Immonen | 1966 | Officer's qualification | Member of Parliament | 1/1 |
Aleksi Jäntti | 1974 | Officer's qualification | Member of Parliament | 1/1 |
Milla Lahdenperä | 1974 | Doctor of Philosophy | Member of Parliament | 1/1 |
Anders Norrbäck | 1963 | Master of Agricultural and Forestry Sciences | Member of Parliament | 0/1 |
Jorma Piisinen | 1960 | Grammar School | Member of Parliament | 0/1 |
Mika Riipi | 1975 | Master of Administrative Sciences | Member of Parliament | 1/1 |
Päivi Räsänen | 1959 | Licentiate of Medicine | Member of Parliament | 1/1 |
Timo Suhonen | 1974 | Vocational School | Member of Parliament | 1/1 |
214 | ANNUAL REPORT 2025 |
215 | ANNUAL REPORT 2025 |
216 | ANNUAL REPORT 2025 |
217 | ANNUAL REPORT 2025 |
218 | ANNUAL REPORT 2025 |
219 | ANNUAL REPORT 2025 |
220 | ANNUAL REPORT 2025 |
EUR million | 2025 | 2024 |
Audit* | 1.0 | 1.0 |
Other services** | 1.6 | 0.1 |
221 | ANNUAL REPORT 2025 |
222 | ANNUAL REPORT 2025 |
2021 | 2022 | 2023 | 2024 | 2025 | |
Chair of the Board of Directors, EUR | 79,800 | 75,000 | 67,200 | 63,600 | 77,700 |
Deputy Chair of the Board of Directors, EUR1 | 52,200 | 48,600 | 56,318 | 42,000 | 51,100 |
Other Members of the Board of Directors, average EUR | 34,918 | 33,327 | 31,159 | 35,775 | 27,370 |
Members of the Board of Directors, Total EUR | 411,340 | 382,500 | 403,948 | 391,800 | 402,500 |
President and CEO, EUR 2 | 910,993 | 990,271 | 903,473 | 1,003,321 | 1,214,322 |
Deputy Managing Director, EUR3 | - | - | - | 620,605 | 884,383 |
Posti employee, average EUR4 | 36,981 | 38,091 | 39,126 | 40,385 | 42,525 |
Net sales, EUR million | 1,595.0 | 1,651.6 | 1,586.1 | 1,521.4 | 1,447.6 |
Adjusted operating result, EUR million | 59.8 | 58.9 | 66.4 | 80.1 | 69.3 |
Adjusted EBITDA, EUR million | 181.6 | 183.8 | 197.7 | 207.6 | 196.4 |
223 | ANNUAL REPORT 2025 |
EUR | Remuneration/month | Remuneration/meeting* |
Chair of the Board of Directors | 4,400 | 600 |
Deputy Chair of the Board of Directors | 2,600 | 600 |
Member of the Board of Directors | 2,200 | 600 |
Member of the Committee | - | 600 |
Committee Chair other than Chair of the Board of Directors or Deputy Chair of the Board of Directors | 2,600 | 600 |
EUR | Monthly remuneration, total | Meeting fees: Board of directors | Meeting fees: Committee | Total |
Sanna Suvanto-Harsaae (Chair) | 51,300 | 13,200 | 13,200 | 77,700 |
Strategy Committee (Chair) Personnel Committee (Chair) | ||||
Jukka Leinonen (Deputy Chair) | 30,700 | 9,000 | 11,400 | 51,100 |
Strategy Committee Personnel Committee | ||||
Mervi Airaksinen (since March 24, 2025) | 19,800 | 7,800 | 3,000 | 30,600 |
Audit, Risk and Sustainability Committee (since March 24, 2025) | ||||
Raija-Leena Hankonen-Nybom | 30,700 | 9,000 | 9,600 | 49,300 |
Audit, Risk and Sustainability Committee (Chair) Strategy Committee | ||||
Kari-Pekka Laaksonen (until March 24, 2025) | 6,400 | 1,200 | 600 | 8,200 |
Audit, Risk and Sustainability Committee (until March 24, 2025) | ||||
Frank Marthaler | 26,200 | 12,000 | 3,600 | 41,800 |
Audit, Risk and Sustainability Committee | ||||
Tuomas Mäkipeska (since March 24, 2025) | 19,800 | 7,800 | 3,000 | 30,600 |
Audit, Risk and Sustainability Committee (since March 24, 2025) | ||||
Minna Pajumaa | 26,200 | 8,400 | 11,400 | 46,000 |
Personnel Committee Strategy Committee | ||||
Anni Ronkainen (until March 24, 2025) | 6,400 | 1,200 | 1,200 | 8,800 |
Personnel Committee (until March 24, 2025) | ||||
Stefan Svensson | 26,200 | 11,400 | 4,200 | 41,800 |
Personnel Committee | ||||
Hanna Vuorela (until March 24, 2025) | 6,400 | 1,200 | 600 | 8,200 |
Audit, Risk and Sustainability Committee (until March 24, 2025) | ||||
Satu Ollikainen (until September 25, 2025) | 8,400 | 8,400 | ||
Employee Representative |
224 | ANNUAL REPORT 2025 |
EUR | Fixed fee/meeting |
Chair of the Supervisory Board | 800 |
Deputy Chair of the Supervisory Board | 600 |
Member | 500 |
EUR | Fixed fee/meeting |
Aleksi Jäntti | 500 |
Anders Norrback | 500 |
Jorma Piisinen | 500 |
Mia Laiho, Chair | 800 |
Milla Lahdenperä | 500 |
Mika Riipi | 500 |
Paula Werning, Deputy Chair | 600 |
Sari Tanus | 500 |
Tiina Elo | 500 |
Timo Furuholm | 500 |
Timo Suhonen | 500 |
Tomi Immonen | 500 |
225 | ANNUAL REPORT 2025 |
226 | ANNUAL REPORT 2025 |
EUR | Fixed salary including fringe benefits, holiday pay and insurance benefits* | Short-term bonus related to 2024 performance | Listing incentive** | Long-term incentive relating to performance in 2022–2024 | Total |
Antti Jääskeläinen | 493,282 | 162,531 | 510,300 | 48,209 | 1,214,322 |
Timo Karppinen | 314,983 | 146,411 | 327,600 | 95,389 | 884,383 |
Performance measures | Weight | Performance outcome (% of maximum) | |
Financial measures | Group adjusted EBITDA | 70% | 79.8% |
Group net sales | 20% | 0.0% | |
Sustainability measures | Group accident frequency rate (LTA0) | 10% | 0.0% |
Total | 100% | 55.8%* |
Performance measures | Weight | Achieved or Not Achieved |
Cliff vesting criterion: Completion of the Listing | 100% | Achieved |
Performance measures | Weight | Performance outcome (% of maximum) | |
Financial measures | Profitability (EPS) | 50% | 42.5% |
Sustainability measures | Greenhouse gas emissions* | 20% | 100.0% |
Employee engagement | 15% | 33.3% | |
Customer related measures | Customer satisfaction | 15% | 6.7% |
Total | 100% | 47.2%** |
227 | ANNUAL REPORT 2025 |
Performance measures | Weight | Performance outcome (% of maximum) | |
Financial measures | Group adjusted EBITDA | 70% | 0.0% |
Group net sales | 20% | 0.0% | |
Sustainability measures | Group accident frequency rate (LTA0) | 10% | 37.5% |
Total | 100% | 3.8% |
Performance measures | Weight | Performance outcome (% of maximum) | |
Financial measures | Profitability (EPS) | 50% | 22.9% |
Sustainability measures | Greenhouse gas emissions* | 20% | 100.0% |
Employee engagement | 15% | 33.3% | |
Customer related measures | Customer satisfaction | 15% | 5.6% |
Total | 100% | 37.3%** |
228 | ANNUAL REPORT 2025 |
Plan | Measures | Weight CEO4 | Weight Deputy Managing Director4 | Earning opportunity | Year of payment | Payment method |
LTI 2024–2026 Performance period 2024–2026 | Profitability (EPS) Greenhouse gas emissions1 Customer satisfaction Employee engagement Absolute total shareholder return (aTSR) | 41% 11% 11% 11% 25% | 45% 12% 12% 12% 18% | Antti Jääskeläinen: 48 600 shares2 (gross) 3 Timo Karppinen: 27 500 shares2 (gross)3 | 2027 | Shares |
LTI 2025–2027 Performance period 2025–2027 | Profitability (EPS) Greenhouse gas emissions1 Customer satisfaction Employee engagement Absolute total shareholder return (aTSR) | 33% 9% 9% 9% 40% | 38% 10% 10% 10% 31% | Antti Jääskeläinen: 60 700 shares2 (gross) 3 Timo Karppinen: 32 500 shares2 (gross)3 | 2028 | Shares |
PSP 2026–2028 Performance period 2026–2028 | Absolute total shareholder return (aTSR) Cumulative EPS Greenhouse gas emissions 1 Employee engagement | 40% 40% 10% 10% | 40% 40% 10% 10% | Antti Jääskeläinen: 73 000 shares2 (gross) 3 Timo Karppinen: 39 000 shares2 (gross)3 | 2029 | Shares |
229 | ANNUAL REPORT 2025 |
From customers Net sales 1,447.6 (2024: EUR 1,521.4 million) (2023: EUR 1,586.1 million) | To personnel | Wages and salaries 502.6 (2024 : 528.8) (2023: 558.4) | Pension expenses 80.1 (2024: 84.5) (2023: 92.0) | Other social expenses 31.8 (2024: 31.3) (2023: 34.7) | ||||
To suppliers | Materials and services 399.2 (2024: 412.2) (2023: 433.4) | Other operating expenses 263.9 (2024: 283.7) (2023: 288.4 ) | ||||||
To public sector | Income tax on profit for the period 15.6 (2024 : 15.7) (2023: 11.1) | |||||||
To financial sector | Financial income and expenses 16.6 (2024: 9.0) ( 2023: 7.1) | |||||||
To owners | Dividends for profit for the period 34.0* ( 2024: 33.0) ( 2023: 181.8**) | |||||||
230 | ANNUAL REPORT 2025 |
231 | ANNUAL REPORT 2025 |
2025, EUR million | Finland | Sweden | Estonia | Lithuania | Latvia | Norway | Poland |
Net sales, other operating income and financial income from unrelated parties | 1,320.2 | 105.0 | 20.3 | 9.8 | 4.8 | 3.3 | - |
Net sales, other operating income and financial income from Group companies | 849.9 | 12.0 | 15.1 | 9.6 | 6.6 | - | - |
Net sales, other operating income and financial income, total | 2,170.1 | 117.0 | 35.5 | 19.3 | 11.4 | 3.3 | - |
Result before taxes | 35.1 | -16.0 | -0.7 | -2.5 | -1.9 | -0.1 | - |
Accrued income taxes, current year | 8.0 | - | - | - | - | - | - |
Income taxes paid | 15.6 | - | - | - | - | - | - |
Received public support | 7.1 | 0.2 | - | - | - | - | - |
Tangible assets excluding cash and cash equivalents | 501.2 | 88.5 | 20.5 | 4.1 | 2.7 | 2.8 | - |
Stated capital by the end of the financial year | 526.2 | - | 0.2 | 7.5 | 8.8 | - | - |
Accumulated earnings by the end of the financial year | 161.2 | -5.3 | 23.5 | -3.8 | -5.2 | 0.7 | - |
Number of personnel by the end of the financial year (full-time-equivalent) | 10,008 | 854 | 353 | 191 | 111 | 18 | - |
2024, EUR million | Finland | Sweden | Estonia | Lithuania | Latvia | Norway | Poland |
Net sales, other operating income and financial income from unrelated parties | 1,402.4 | 101.4 | 21.8 | 8.9 | 5.7 | 3.2 | - |
Net sales, other operating income and financial income from Group companies | 875.9 | 8.9 | 14.5 | 8.8 | 6.2 | 0.1 | 0.6 |
Net sales, other operating income and financial income, total | 2,278.2 | 110.3 | 36.3 | 17.7 | 12.0 | 3.3 | 0.7 |
Result before taxes | 63.6 | -14.3 | 1.2 | -2.6 | -1.0 | -0.2 | - |
Accrued income taxes, current year | 14.7 | - | - | - | - | - | - |
Income taxes paid | 15.7 | - | - | - | - | - | - |
Received public support | 8.1 | 0.1 | - | - | - | - | - |
Tangible assets excluding cash and cash equivalents | 444.5 | 94.8 | 20.0 | 4.4 | 2.4 | 0.6 | - |
Stated capital by the end of the financial year | 499.0 | - | 0.2 | 7.5 | 5.8 | - | 13.7 |
Accumulated earnings by the end of the financial year | 175.1 | -0.2 | 24.2 | -4.8 | -3.4 | 0.9 | -12.5 |
Number of personnel by the end of the financial year (full-time-equivalent) | 11,085 | 877 | 374 | 166 | 127 | 16 | - |
232 | ANNUAL REPORT 2025 |
2025, EUR million | Finland | Sweden | Estonia | Lithuania | Latvia | Norway | Poland | Total |
Income taxes | 15.6 | - | - | - | - | - | - | 15.6 |
Employer taxes | 8.3 | 12.4 | 2.4 | 0.1 | 0.8 | 0.1 | - | 24.1 |
Environment taxes | 9.0 | 0.4 | - | 0.1 | - | - | - | 9.5 |
Real estate taxes | 3.8 | - | - | - | - | - | - | 3.9 |
Other taxes | 1.7 | - | - | - | - | - | - | 1.7 |
Total | 38.4 | 12.8 | 2.5 | 0.2 | 0.8 | 0.1 | - | 54.8 |
2024, EUR million | Finland | Sweden | Estonia | Lithuania | Latvia | Norway | Poland | Total |
Income taxes | 15.7 | - | - | - | - | - | - | 15.7 |
Employer taxes | 5.7 | 11.3 | 2.1 | 0.1 | 0.8 | 0.1 | - | 20.0 |
Environment taxes | 9.6 | 0.5 | - | 0.1 | - | - | - | 10.2 |
Real estate taxes | 3.8 | - | - | - | - | - | - | 3.8 |
Other taxes | 1.6 | - | - | - | - | - | - | 1.6 |
Total | 36.3 | 11.8 | 2.1 | 0.2 | 0.8 | 0.1 | - | 51.4 |
2025, EUR million | Finland | Sweden | Estonia | Lithuania | Latvia | Norway | Poland | Total |
Value added taxes, net | 126.6 | 9.8 | 0.5 | -0.7 | -0.5 | 0.4 | - | 136.0 |
Salary taxes | 83.8 | 9.3 | 3.4 | 0.8 | 0.3 | 0.2 | - | 97.9 |
Other taxes | 0.1 | - | 0.1 | 0.9 | 0.4 | - | - | 1.5 |
Total | 210.5 | 19.1 | 4.1 | 1.0 | 0.1 | 0.5 | - | 235.4 |
2024, EUR million | Finland | Sweden | Estonia | Lithuania | Latvia | Norway | Poland | Total |
Value added taxes, net | 140.2 | 9.1 | -0.4 | -1.0 | -0.9 | 1.2 | - | 148.2 |
Salary taxes | 85.3 | 8.5 | 3.3 | 0.9 | 0.6 | 0.2 | - | 98.8 |
Other taxes | 0.1 | - | 0.1 | 1.0 | 0.4 | - | - | 1.6 |
Total | 225.6 | 17.6 | 3.0 | 0.9 | 0.1 | 1.4 | - | 248.6 |