iso4217:EURiso4217:EURxbrli:shares743700DOHLQIENKTC3912025-01-012025-12-31743700DOHLQIENKTC3912024-01-012024-12-31743700DOHLQIENKTC3912025-12-31743700DOHLQIENKTC3912024-12-31743700DOHLQIENKTC3912023-12-31743700DOHLQIENKTC3912024-12-31ifrs-full:IssuedCapitalMember743700DOHLQIENKTC3912024-12-31posti:InvestedUnrestrictedEquityFund1743700DOHLQIENKTC3912024-12-31ifrs-full:OtherReservesMember743700DOHLQIENKTC3912024-12-31ifrs-full:ReserveOfExchangeDifferencesOnTranslationMember743700DOHLQIENKTC3912024-12-31ifrs-full:RetainedEarningsMember743700DOHLQIENKTC3912025-01-012025-12-31ifrs-full:RetainedEarningsMember743700DOHLQIENKTC3912025-01-012025-12-31ifrs-full:ReserveOfExchangeDifferencesOnTranslationMember743700DOHLQIENKTC3912025-01-012025-12-31posti:InvestedUnrestrictedEquityFund1743700DOHLQIENKTC3912025-12-31ifrs-full:IssuedCapitalMember743700DOHLQIENKTC3912025-12-31posti:InvestedUnrestrictedEquityFund1743700DOHLQIENKTC3912025-12-31ifrs-full:OtherReservesMember743700DOHLQIENKTC3912025-12-31ifrs-full:ReserveOfExchangeDifferencesOnTranslationMember743700DOHLQIENKTC3912025-12-31ifrs-full:RetainedEarningsMember743700DOHLQIENKTC3912023-12-31ifrs-full:IssuedCapitalMember743700DOHLQIENKTC3912023-12-31ifrs-full:OtherReservesMember743700DOHLQIENKTC3912023-12-31ifrs-full:ReserveOfGainsAndLossesOnFinancialAssetsMeasuredAtFairValueThroughOtherComprehensiveIncomeMember743700DOHLQIENKTC3912023-12-31ifrs-full:ReserveOfExchangeDifferencesOnTranslationMember743700DOHLQIENKTC3912023-12-31ifrs-full:RetainedEarningsMember743700DOHLQIENKTC3912024-01-012024-12-31ifrs-full:RetainedEarningsMember743700DOHLQIENKTC3912024-01-012024-12-31ifrs-full:ReserveOfGainsAndLossesOnFinancialAssetsMeasuredAtFairValueThroughOtherComprehensiveIncomeMember743700DOHLQIENKTC3912024-01-012024-12-31ifrs-full:ReserveOfExchangeDifferencesOnTranslationMember743700DOHLQIENKTC3912024-12-31ifrs-full:ReserveOfGainsAndLossesOnFinancialAssetsMeasuredAtFairValueThroughOtherComprehensiveIncomeMember743700DOHLQIENKTC3912024-12-202024-12-20
2025
Annual Report
2
ANNUAL REPORT 2025
contents.jpg
Contents
Part of the audited Financial Statements 2025
The Annual Report is a translation of the original Finnish report.
This Annual Report includes forward-looking statements dependent on future events. Such statements are based on the
management’s beliefs, expectations and assumptions based on currently available information, and thus include known and
unknown risks, uncertainties and other factors. Posti’s actual results of operations, financial performance and financial position
may significantly deviate from those described in the forward-looking statements.
3
ANNUAL REPORT 2025
valikansi.jpg
Posti’s direction
Posti’s direction
Year 2025
Strategy and operating environment
4
ANNUAL REPORT 2025
inbrief.jpg
Posti in brief
We are Posti, a modern and international
logistics expert with nearly 400 years of
experience. Today, we foster connections
between people and companies by delivering
information, emotions, and goods with nearly
14,000 experts across the Nordic and Baltic
countries.
We ensure a smoother flow of everyday life for
you, our customers and society while building a
more sustainable future for us all.
We make logistics effortless by providing all
services from transportation to fulfillment and
goods handling under the same roof. We help
our customers achieve results, whether it’s a
smooth everyday life, profitability, a fossil-free
future or an ecommerce experience. We turn
logistics into a competitive advantage for your
business, enabling you to grow globally.
5
ANNUAL REPORT 2025
kartta.svg
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
We are one of the leading
delivery and fulfillment
companies in Finland,
Sweden and the Baltics
Postal Services
Fulfillment and
Logistics Services
eCommerce and
Delivery Services
6
ANNUAL REPORT 2025
Businesses
Businesses_4.jpg
Businesses_6.jpg
Business 1.png
Business 3.png
eCommerce and Delivery Services
The eCommerce and Delivery Services business’s offering covers
parcel delivery services in Finland and the Baltic countries and
freight and certain value-add services in Finland. The segment is
one of the cornerstones of Posti’s growth. Posti's goal is to
strengthen its position in Finland and the Baltic countries by
growing its next-day parcel locker deliveries.
Fulfillment and Logistics Services
Fulfillment and Logistics Services provide contract logistics and in-
house logistics in Finland and Sweden, with one storage in Norway.
The business has a comprehensive service offering covering
outsourced warehousing at sites owned or leased by Posti, staffing,
and in-house logistics at customers’ sites.
The business segment comprises two operating segments,
Fulfillment and Logistics Services Finland, and Fulfillment and
Logistics Services Sweden.
Postal Services
Postal Services’ offering includes delivery services, multichannel
services and digital services, which cover, among others, letters
(both corporate and consumer letters), multichannel messaging
solutions, newspaper and magazine delivery, as well as addressed
direct marketing services. Postal Services serves customers
nationwide in Finland with a multichannel distribution network.
Net sales
(EUR million) 2025
Adjusted EBIT
(EUR million) 2025
640.9
22.0
Net sales
(EUR million) 2025
Adjusted EBIT
(EUR million) 2025
301.7
-5.4
Net sales
(EUR million) 2025
Adjusted EBIT
(EUR million) 2025
529.6
65.8
7
ANNUAL REPORT 2025
Highlights of the year
One Posti brand
We are now Posti in all our operation countries.
During spring 2025, we finalized our brand
change project and are now Posti in Finland
and Sweden and operate under the SmartPosti
brand in the Baltics. Operating under one
brand, we can better make visible the wide
range of logistic services we provide
throughout Finland, Sweden and the Baltics.
While the operating
environment remained
challenging, our decisive
actions during the year led
to an improvement in
relative profitability - our
adjusted EBITDA and
adjusted EBIT margins in Q4
reached their highest level
in more than ten years.
HL_4.jpg
Customer-centric services
We stay committed to customer centricity and
continuously develop our services as customer
needs evolve. In 2025, we continued to expand
our service point network. We opened almost
500 new or expanded parcel lockers and added
more than 31,000 lockers in Finland. Outdoor
lockers were introduced to many new locations.
Saturday deliveries and our new Small Parcel to
Door, utilizing network synergies, were well
received by customers.
Posti_main_illustrations_hf_2025.svg
The year 2025 marked a historic moment, as Posti was listed on the
official list of Nasdaq Helsinki. Trading on Posti’s share started on
October 10, 2025. Growth is one of our key strategic priorities, and
the purpose of the listing is to support us in achieving this goal.
8
ANNUAL REPORT 2025
Highlights of the year
Focus on modern and efficient
warehousing
Our new warehouse in Järvenpää opened in
2025. It is one of the largest in Finland, covering
more than 95,000 square meters. The modern
facility provides services efficiently and in an
environmentally responsible way. We advanced
our operational efficiency through resource
optimization and warehouse consolidations in
both Finland and Sweden. The rollout of our
new warehouse management system also
continued in both countries.
We delivered a highly
successful peak season
With continuous learning from year to
year, we notably improved our operational
performance across our businesses during
the peak season at the end of the year. We
delivered the high standard of service our
customers expect and deserve. Parcel
redirections decreased from the previous
season, and customer service quality
remained at a good level.
HL_3.jpg
HL_5.jpg
Spot__parcel_man.svg
Rise of recommerce and circular
economy
Driven by recommerce, the number of parcels
delivered by Posti in Finland and the Baltic
countries increased by 7.0% (2.3%). We
continue to invest in recommerce by increasing
consumer self-service capabilities in sending in
Finland and the Baltics. In our B2B circular
economy services, we expanded our device
pick‑up service across Europe and strengthened
our capabilities in refurbishing mobile devices.
Postal services excelled in
operational efficiency
Market transformation continues, and ongoing
digitalization across both public and private
sectors has led to a reduction in letter volumes,
a structural shift that is expected to continue.
With strong execution in delivery model
changes, resource optimization and high-level
sorting automatization, Postal Services
increased the segment’s profitability
significantly.
During the peak season, we
delivered 7.8 million parcels and
8.9 million Christmas greetings.
9
ANNUAL REPORT 2025
Highlights of the year
-25%
Sustainability recognition and clean
fleet
EcoVadis, the worlds leading provider of
sustainability ratings, awarded us a Gold rating.
We also achieved a B rating in a our first CDP
Climate Change Assessment, placing us in the
second highest category. We advanced our clean
vehicle roadmap. At the end of 2025, together
with our contract carriers we had about 1,000
electricity and gas-powered vehicles in use and
about 1,400 light electric vehicles.
Focus on employees
The well-being of our people remained a key
priority throughout the year. We further
strengthened supervisor training, and in our
recent 2025 personnel survey the personnel
engagement index continued its positive upward
trend. Our work to advance DEI progressed
steadily, and we continued to build a more
inclusive workplace. We also made meaningful
progress in occupational safety, with our LTA0
score improving from 37 to 32 during the year.
HL_9.jpg
The reduction in our own
emissions (Scope 1 and 2) in
2025 contributed to achieving
our SBTi target for 2030
OmaPosti developed by closely listening our customers
The new dynamic front page presents the most relevant information
clearly, such as parcels ready for pickup or invoices approaching their due
dates. During the year, we also introduced the renewed Digital Postbox,
which organizes messages and invoices sender‑by‑sender and provides a
secure service path to the sender’s digital services. Following its launch in
June, the number of monthly active Digital Postbox users doubled.
HL_9.jpg
Postitalo is our new headquarters
In December 2025, our headquarters moved
back to the historic Postitalo, in the center of
Helsinki. The iconic building originally built for
Posti has undergone a major renovation
under the supervision of the Finnish Heritage
Agency. The facilities and functionalities are
designed to meet current and future needs
and hybrid work.
10
ANNUAL REPORT 2025
President and CEO’s Review
In the fourth quarter we delivered a successful
peak season with high service quality and
resource efficiency. Our operations ran smoothly
and efficiently, reflecting Posti’s strengths in
planning, customer service and continuous
improvement.
In 2025, the Group’s net sales decreased by 4.8%
to EUR 1,447.6 (1,521.4) million, adjusted EBITDA
decreased to EUR 196.4 (207.6) million and
adjusted EBIT to EUR 69.3 (80.1). Group net sales
were negatively impacted by the 18% decline in
addressed letter volumes in Postal Services;
however, parcel volumes increased by 7%. The
fourth quarter had a positive effect on the whole
year’s profitability — adjusted EBITDA and
adjusted EBIT both increased clearly from the
previous year, driven by strong operational
execution. In fact, our relative profitability — the
adjusted EBITDA and adjusted EBIT margins —
reached their highest level in over ten years in
the fourth quarter. I am pleased to note the clear
sequential improvement in the Group’s overall
profitability throughout the year. Full year net
result was negatively impacted by higher
financial items and listing related costs.
antti-jaaskelainen.jpg
In 2025 the sustained increase in consumer
parcel volumes in eCommerce and Delivery
Services continued, driven by recommerce.
This was consistent with the previous
quarters. The B2B parcel market was weaker.
As a result of product mix developments, the
net sales in eCommerce and Delivery
Services stayed on the previous year’s level
in 2025, also the adjusted EBITDA decreased
during the year. Fulfillment and Logistics
Services achieved net sales decreased
slightly in 2025 but grew in the fourth
quarter. This was driven by increased
customer demand in warehousing. This
positive momentum and improved
operational efficiency contributed to the
increase of the segment’s adjusted EBITDA
in the fourth quarter. Postal Services net
sales in 2025 decreased. Segments’ adjusted
EBITDA decreased in 2025, but increased
Our adjusted EBITDA margin and adjusted EBIT margin
in Q4 year-on-year represent the highest quarterly
performance in ten years.
significantly in the fourth quarter, despite
continuously lower addressed letter volumes
and our earlier decision to discontinue
unaddressed mail services. Strong execution
in delivery model changes, resource
optimization, and high sorting automation
rate increased the segment’s profitability
significantly. This underscores the team’s
11
ANNUAL REPORT 2025
ability to adapt to changing market conditions
and deliver good results.
The operating environment remained challenging
during 2025, with heightened competition.
Market transformation continues. Ongoing
digitalization across both public and private
sectors has led to a clear reduction in letter
volumes, a structural shift that is expected to
continue. Also, general economic conditions,
particularly in Finland, were softer than
anticipated. In response, we continued our
customer centric commercial actions, network
optimization and improved efficiency. We see
further synergy potential in our network
operations and will continue to pursue these
initiatives going forward.
As consumer and market behaviors evolve it is
crucial that the Postal Act in Finland adapts
accordingly to support a sustainable universal
service model. We continue to work with and
inform the relevant stakeholders and regulators
of market development. We operate in full
compliance with current legislation.
The fourth quarter was historic for Posti Group
as our shares began trading on Nasdaq Helsinki.
The successful listing was an intensive project for
many Posti employees. The whole Posti
organization made it possible through several
years of hard work when developing Posti to
where we are today.
Thanks to our strong operational resilience and
reflecting our dividend policy to provide a
continuously increasing ordinary dividend, the
I'm happy that employee
satisfaction scores in our recent
employee survey continued an
upward trend despite persistently
changing market conditions.
Posti Group’s Board of Director’s proposes a
dividend of EUR 0.84 per share for the 2025
financial year. The dividend will be distributed in
two installments.
I am also proud to note that in our first CDP
Climate Change Assessment as a publicly listed
company, Posti received a B rating, placing us in
the second highest category. This achievement
reflects our progress and systematic approach to
managing climate risks. I am also satisfied that
the employee satisfaction scores in our recent
employee survey continued an upward trend
despite persistently changing market conditions.
We remain committed to customer centricity
and continuously develop our services as
customer needs evolve. Our key priorities are
growth and commercial excellence, stronger
network synergies, and improved operational
efficiency. My sincere thanks to all employees for
their exceptional work during 2025, and to our
customers for their continued trust and
partnership.
Antti Jääskeläinen, President and CEO
12
ANNUAL REPORT 2025
Strategy and operating environment
Strategy
Posti is one of the leading delivery and fulfillment
companies in Finland, Sweden, and the Baltic
countries. Times change, our mission remains: to
ensure that information, goods, and emotions
move reliably and sustainably. Posti’s purpose is to
“responsibly deliver what matters to you – on
your terms” and our vision is to “become an
international delivery and fulfillment company
with increasing profitability”.
Our strategy centers around our strategic
cornerstones. We aim to drive growth and
continue to strengthen customer focused
commercial excellence to ensure we remain the
preferred brand and trusted partner to our
customers. Posti is also a frontrunner in
sustainability, and we focus on developing
industry-leading efficiency.
The strategic cornerstones are supported by
Posti’s three enablers: Posti people; data, digital
and technology; and scalable networks; as well as
by our values: reliable, respectful, and progressive.
Posti boasts strong market positions in our
businesses in Postal Services, eCommerce and
Delivery Services, and Fulfillment and Logistics
Services in Finland. In Sweden and in the Baltic
countries, we are a challenger, so in addition to
the Finnish market, we have opportunities for
market share growth also outside of Finland. To
drive the Group level strategy, each segment has
its own additional strategic initiatives, driving Posti
towards our Group level targets.
Postal Services’ target is to mitigate the impact of
the decline in print mail volumes through selective
price increases, optimizing pricing models, a
digital offering, and developing comprehensive
solutions. Operational efficiency continues to be
improved through simplification of the portfolio
and delivery model renewals. Highly automated
postal sorting is a key driver of operational
efficiency. In addition to enhancing operational
efficiency, OmaPosti, Posti’s digital mailbox, plays
an important role in the strategy for Postal
Services.
kuvituskuva3.jpg
13
ANNUAL REPORT 2025
The eCommerce and Delivery Services is one of
s13.png
the cornerstones of Posti’s growth. Posti’s goal is
to strengthen our position in Finland and the
Baltic countries by growing our next-day parcel
locker deliveries. We aim to secure our leading
position in the coverage and scope of parcel
lockers and our distribution network by optimizing
our network and leveraging synergies. Continuous
improvement of customer experience is also a key
strategic focus area.
Posti’s near-term strategic focus for Fulfillment
and Logistics Services is profitability improvement.
We plan to achieve this through increased fill
rates, operational efficiency improvements, and
warehouse footprint consolidation. The relatively
low outsourcing rate of logistics services in
Finland and Sweden compared to the European
average indicates opportunity for growth.
Operating environment
Posti’s operating environment is constantly
evolving. Print mail continues to decline, while
parcel and logistics markets are expected to grow.
General economic uncertainty persisted
throughout the year 2025, impacting consumer
behavior and logistics demand. Despite a
challenging demand environment, growth in
ecommerce and secondhand trade both
domestically and internationally supports parcel
market growth. Market dynamics offer us
opportunities, as parcel volumes per capita in our
home markets remain significantly lower than in
the most advanced ecommerce markets, such as
the UK and the US.
Print mail volumes have declined and are
expected to continue on a downward trend as
digital communication both by public and private
sector actors is increasingly replacing printed
mail. The growth of the digital postal market is
driven by an increasing share of printed letters
Our vision is to “become
an international delivery
and fulfillment company
with increasing
profitability”
being converted into secure digital mail and
corporations adopting digital mailboxes for
communication.
The main factor driving growth in the fulfillment
and logistics services market is the expected
increase in the outsourcing of companies’ logistics
services, however, currently the logistics market
suffers from overcapacity and underutilization of
warehouse space, particularly in Sweden.
14
ANNUAL REPORT 2025
Financial targets
Posti has set the following mid-term
financial targets 2026 onwards: 
targets4.jpg
Average organic net sales growth
(3–5-year period) of at least 2% at Group
level and at least 5% outside Postal
Services compared to 2025
Baseline for 2025 at Group level of
EUR 1,447.6 million
Baseline for 2025 outside Postal
Services of EUR 917.1 million
Average adjusted operating result
(adjusted EBIT) growth (3–5-year period)
over 5% compared to 2025
Net debt/adjusted EBITDA less than 2.5x
Based on the Company’s dividend policy, Posti Group’s target is to
pay continuously increasing ordinary dividends, and a payout ratio
of at least 60% of net income.
15
ANNUAL REPORT 2025
Business model
Posti’s business model and value creation are
based on a comprehensive delivery and logistics
service offering which in Finland spans the entire
value chain—from warehousing to last-mile
delivery—serving both consumer and business
customers. In Sweden, we offer comprehensive
logistics outsourcing solutions, along with last-
mile delivery in the Baltic countries.
We operate in three complementary business
areas: Postal Services, eCommerce and Delivery
Services, and Fulfillment and Logistics Services.
Together, these form an integrated offering that
creates value for customers and supports Posti’s
strategic objectives.
Posti_SR2025_CHARTS_04022026_s7_EN.svg
Postal Services is a stable, cash-generating
segment with a strategic role in supporting
Posti’s profitability and enabling synergies. Our
nationwide delivery network in Finland creates
network synergies between Postal Services and
eCommerce and Delivery Services.
eCommerce and Delivery Services is one of
Posti’s growth engines. The rise of ecommerce
and consumers’ expectations for fast, flexible,
and sustainable deliveries drive service
development. Posti offers Finland’s most
extensive delivery and pick-up point network,
complemented by digital solutions such as the
OmaPosti app, which enhances customer
engagement and satisfaction.
Fulfillment and Logistics Services provide a
comprehensive offering that includes outsourced
warehousing in Posti-owned or leased facilities
and in-house logistics at customer sites. By
outsourcing logistics operations to Posti,
customers can focus on their core business while
we manage and develop their logistics.
16
ANNUAL REPORT 2025
Fulfilling Sustainability
Posti is committed to sustainability across all areas
of its business. As one of the cornerstones in the
company’s strategy, sustainability is an integral
part of all Posti’s operations. In 2025, Posti
continued carrying out the company’s
Sustainability program Fulfilling Sustainability
2024–2026, built around three themes: people,
environment, and society.
In 2025, Posti received several notable
sustainability recognitions. Posti achieved an
EcoVadis Gold rating, placing it among the top 5%
of companies globally for sustainability
performance. The company was also listed among
Financial Times’ Europe’s Climate Leaders for the
fourth consecutive year. In its first CDP (formerly
named Carbon Disclosure Project) climate
assessment, Posti earned a score of B,
demonstrating significant progress in climate
action and a systematic approach to managing
climate-related risks. Additionally, Posti was
recognized among Financial Times’ Europe’s
Diversity Leaders, underscoring the company’s
long-term commitment to inclusion and equality.
Posti has long been a frontrunner in sustainability.
In 2022, it was the first logistics company globally
to have its net-zero targets approved by the
Science Based Targets Initiative. Posti’s ambitious
targets are net zero emissions by 2040 with a near-
fullfil_sustis_kuva1.jpg
term target of fossil-free road transport and energy
in all properties by 2030. During 2025, significant
progress was made by reducing Scope 1 and 2
emissions, achieving a -59% reduction compared
with the baseline year 2020 and -25% reduction
compared with 2024. This was achieved by
expanding the use of fossil-free fuels, investing in
electric and biogas-powered vehicles, and energy-
efficient properties powered by fossil-free energy.
Technology plays a key role in Posti’s climate
roadmap. By using advanced route optimization
systems, unnecessary mileage and idle time can be
minimized. This helps reduce fuel consumption
and greenhouse gas emissions while improving
delivery efficiency. At the same time digital
services such as OmaPosti and the digital mailbox
can help reduce the environmental impact of
traditional mail.
Posti’s environmental management is based on
environmental management standards,
particularly ISO 14001, as well as legal and official
requirements, and the UN Global Compact
principles. Posti’s Environmental Policy covers all
the countries where Posti operates, and
compliance with the policy is a requirement for all
Posti employees.
Our sustainability efforts have once again
received global recognition.
17
ANNUAL REPORT 2025
fulfil_sustis_kuva2.jpg
Posti people are the enabler
of the Group’s strategy and
the most important asset on
its sustainability journey.
Posti operates in a labor-intensive sector as a
delivery and fulfillment services provider. Posti
people are the enabler of the Group’s strategy
and the most important asset on its sustainability
journey. Posti aims to build a workplace that
supports a caring culture and leadership while
ensuring physical and mental safety and well-
being.
The company focuses on employee engagement,
taking care of its people and supporting their
development and growth. Concrete action plans
are in place to implement Posti’s strategy and
address development needs identified through
employee surveys and changes in the business
environment, putting Posti’s personnel-related
sustainability targets into practice.
Throughout the year, Posti strengthened its
human rights due diligence across the value
chain. Sustainability and human rights
management was enhanced in the supply chain
by launching a new procurement portal,
updating self-assessment tools and audit
templates, and carrying out supplier audits and
questionnaires.
Ethical business practices form the foundation of
Posti’s operations. The corporate culture
emphasizes integrity, compliance with laws and
regulations, and responsible conduct, supported
by clear policies and established channels for
raising concerns. Sustainability is embedded in
value creation for customers, employees,
investors, and society. Guided by the company’s
purpose – Responsibly delivering what matters
to you, on your terms – Posti strives that every
decision and delivery reflects trust and
responsibility.
18
ANNUAL REPORT 2025
Information for Shareholders
Posti shares are listed on Nasdaq Helsinki under
the trading code POSTI. Posti was listed in
October 2025 and had more than 16,000
shareholders at the end of the year.
Posti has a single series of shares, and each
share entitles its holder to one vote in the
General Meeting of Shareholders of the
company. The company has a total of
40,500,000 shares.
Annual General Meeting
Posti’s Annual General Meeting is planned to be
held on April 15, 2026, at Gran Marina in Helsinki.
More information can be found on posti.com/
Dividend
Posti targets paying continuously increasing
ordinary dividends, and a payout ratio of at least
60% of net income.
The Board of Directors proposes that a dividend
of EUR 34.0 million, or EUR 0.84 per share will be
distributed in two installments for the financial
year 2025, corresponding to a payout ratio of
144.7%.
investor3.jpg
Important dates related to the AGM
and the dividend payment in 2026
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
Financial information in 2026
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
Investor contact
Timo Karppinen
CFO
+358 50 356 6405
Posti applies a silent period that starts 30 days
Marja Mäkinen
Head of Investor Relations
+358 40 671 2999
before the publication of financial reports. Posti’s
Financial Statements Bulletin for 2025 was
published on February 13, 2026.
19
ANNUAL REPORT 2025
valikansi2.jpg
Board of
Directors’ Report
This is a voluntary published Financial Statements and Board of Directors' Report
which does not meet the disclosure requirement in the Securities Markets Act (AML
7.5§). The Financial Statements and Board of Directors' Report in accordance with
ESEF are available at posti.com. This is a translation of the original Finnish report.
20
ANNUAL REPORT 2025
Board of Directors’ Report
Description of the business model
Posti’s business model and value creation are based on a comprehensive delivery and logistics service
offering which in Finland spans the entire value chain—from warehousing to last-mile delivery—
serving both consumer and business customers. In Sweden, we offer comprehensive logistics
outsourcing solutions, along with last-mile delivery in the Baltic countries.
We operate in three complementary business areas: Postal Services, eCommerce and Delivery
Services, and Fulfillment and Logistics Services. Together, these form an integrated offering that
creates value for customers and supports Posti’s strategic objectives.
Postal Services is a stable, cash-generating segment with a strategic role in supporting Posti’s
profitability and enabling synergies. Our nationwide delivery network in Finland creates network
synergies between Postal Services and eCommerce and Delivery Services.
eCommerce and Delivery Services is one of Posti’s growth engines. The rise of ecommerce and
consumers’ expectations for fast, flexible, and sustainable deliveries drive service development. Posti
offers Finland’s most extensive delivery and pick-up point network, complemented by digital solutions
such as the OmaPosti app, which enhances customer engagement and satisfaction.
Fulfillment and Logistics Services provide a comprehensive offering that includes outsourced
warehousing in Posti-owned or leased facilities and in-house logistics at customer sites. By outsourcing
logistics operations to Posti, customers can focus on their core business while we manage and
develop their logistics.
Strategy
Posti is one of the leading delivery and fulfillment companies in Finland, Sweden, and the Baltic
countries. We aim to drive growth and continue to strengthen customer focused commercial
excellence to ensure we remain the preferred brand and trusted partner to our customers. Posti is
also a frontrunner in sustainability, and we focus on developing industry leading efficiency.
Posti’s strategic cornerstones are supported by three enablers: Posti people; data, digital and
technology; and scalable networks - as well as by our values: reliable, respectful, and progressive.
Posti has strong market positions in Postal Services, eCommerce and Delivery Services, and Fulfillment
and Logistics Services in Finland and we seek growth in Sweden and in the Baltics as a challenger.
Each of Posti’s business segments has targeted strategic initiatives:
Postal Services focuses on mitigating the impact of the decline in print mail volumes through selective
price increases, optimizing pricing models, developing digital offerings and comprehensive solutions,
along with continuous operational efficiency focus. In addition to enhancing operational efficiency,
OmaPosti, Posti’s digital mailbox, plays an important role in the strategy for Postal Services.
eCommerce and Delivery Services aims to drive growth by securing our leading parcel locker and
distribution network, leveraging synergies, and continuously improving customer experience.
Fulfillment and Logistics Services targets profitability improvement through better fill rates,
operational efficiency, and consolidating warehouse footprint, as well as leveraging the market growth
opportunity. The relatively low outsourcing rate of logistics services in Finland and Sweden compared
to the European average indicates opportunity for growth.
21
ANNUAL REPORT 2025
Operating environment
Posti’s operating environment is constantly evolving. Print mail continues to decline, while parcel and
logistics markets are expected to grow. General economic uncertainty persisted throughout the year
2025, impacting consumer behavior and logistics demand. Despite a challenging demand
environment, growth in ecommerce and online secondhand trade both domestically and
internationally supports parcel market growth. Market dynamics offer us opportunities, as parcel
volumes per capita in our home markets remain significantly lower than in the most advanced
ecommerce markets, such as the UK and the US.
Print mail volumes have declined and are expected to continue declining as digital communication
both by public and private sector actors is increasingly replacing printed mail. The growth of the
digital postal market is driven by an increasing share of printed letters being converted into secure
digital mail and corporations adopting digital mailboxes for communication.
The main factor driving growth in the fulfillment and logistics services market is the expected increase
in the outsourcing of companies’ logistics services, however currently the logistics market suffers from
overcapacity and underutilization of warehouse space, particularly in Sweden.
Summary of 2025
The year was historic for Posti Group, as Posti was listed on Nasdaq Helsinki and more than 12,000
people became new shareholders of Posti Group during IPO.
The operating environment remained challenging in 2025, with customer demand and confidence at
low levels for most of the year. Conditions began to improve toward the end of the year, and the
fourth quarter showed a clear improvement compared to the previous year. In Q4, the Group’s
adjusted EBITDA margin and adjusted EBIT margin reached their highest levels in ten years. Strong
operational efficiency throughout the year was a key driver behind the clear improvement in
fourth‑quarter profitability. The peak season was successful, with Posti delivering 7.8 million parcels
and 8.9 million Christmas greetings.
The Group’s net sales decreased by 4.8% to EUR 1,447.6 million in 2025. Profitability decreased
year‑on‑year, with adjusted EBITDA amounting to EUR 196.4 million, adjusted EBIT to EUR 69.3 million
and operating result (EBIT) to EUR 52.3 million.
Net sales for eCommerce and Delivery Services remained at the previous year’s level and were
positively impacted by increased parcel volumes. Driven by recommerce, the total number of parcels
delivered by Posti in Finland and the Baltic countries increased by 7.0% in 2025, with growth
accelerating quarter by quarter.
Net sales in Fulfillment and Logistics Services decreased from the previous year due to soft customer
demand, although demand picked up toward the end of the year.
In Postal Services, profitability increased significantly toward yearend, driven by resilient work on
delivery model optimization, resource efficiency, and the high-level of sorting automation. Addressed
letter volumes decreased by 18.0% due to ongoing digitalization.
Posti’s own emissions (Scope 1 and 2) decreased by 25% in 2025. The reduction in our own emissions
(Scope 1 and 2) in 2025 contributed to achieving our SBTi target for 2030. Our sustainability efforts
were also recognized internationally once again, with Posti receiving the EcoVadis Gold rating and a
CDP Climate Change Assessment score of B — the second‑highest category.
22
ANNUAL REPORT 2025
Key figures of Posti Group
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**
*Board of Directors' proposal to the Annual General Meeting.
**The ordinary dividend of EUR 31.8 million and extra dividend of EUR 150.0 million.
Calculation, use and reconciliations of Key Figures are presented in section Key Figures.
23
ANNUAL REPORT 2025
Financial Performance
Net sales
EUR million and change, %
-4.1%
-4.8%
7146825774859
Adjusted EBITDA
EUR million and % of net sales
7146825774864
Adjusted operating result
(adjusted EBIT)
EUR million and % of net sales
7146825774869
Operating result (EBIT)
EUR million and % of net sales
7146825774873
5.3%
4.5%
13.6%
13.6%
4.8%
3.6%
Net sales
The Group’s net sales decreased by 4.8% to EUR 1,447.6 (1,521.4) million. Net sales decreased by 5.6%
in Finland and increased by 3.0% in other countries. The share of Posti’s business operations outside
Finland increased to 9.8% (9.1%) of net sales. The decrease in net sales was largely due to Postal
Services, where net sales were impacted by the discontinuation of unaddressed marketing services, as
well as the declined volumes. In addition, the warehousing market remained challenging, resulting in
slower goods circulation in warehouses. Customer demand for Fulfillment and Logistics Services
began to increase in fourth quarter. However, the acquisition of Swedish Cargo Support Holding C.S.H.
AB in May 2024, and value change of the Swedish Krona compared to the reporting currency had a
positive impact on the net sales.
Net sales in the eCommerce and Delivery Services segment remained at previous year level and was
EUR 640.9 (640.9) million.
Net sales in the Fulfillment and Logistics Services segment decreased by 0.4% to EUR 301.7 (303.0)
million.
The combined external net sales of eCommerce and Delivery Services and Fulfillment and Logistics
Services increased and represented 63.7% (60.7%) of the Group’s net sales.
Net sales in the Postal Services segment decreased by 12.1% to EUR 529.6 (602.9) million.
Operations under the universal service obligation decreased and amounted to EUR 71.7 (80.4) million,
or 5.0% (5.3%) of the Group’s net sales, representing 6.9% (3.7%) of mail delivery volumes. The
increase in relative share is due to the discontinuation of unaddressed marketing services in Postal
Services.
24
ANNUAL REPORT 2025
Profitability
The Group’s adjusted EBITDA decreased to EUR 196.4 (207.6) million, or 13.6% (13.6%) of net sales. This
was mainly due to decreased net sales in Postal Services, which was partly offset by good operational
efficiency. Focus on continuing operational efficiency improvements, such as changes in delivery
models and resource optimization, positively impacted the profitability of Postal Services and the
segment’s adjusted EBITDA margin increased. In eCommerce and Delivery Services the adjusted
EBITDA decreased due to higher costs of providing services, driven by change in the product mix.
However, the adjusted EBITDA was positively impacted by operational efficiency activities and
continuously increased volumes. In Fulfillment and Logistics Services the decrease in adjusted EBITDA
has been primarily driven by lower net sales. The Group’s EBITDA decreased to EUR 180.4 (196.6)
million, or 12.5% (12.9%) of net sales.
The adjusted operating result (adjusted EBIT) decreased and was EUR 69.3 (80.1) million, or 4.8%
(5.3%) of net sales. Actions taken to improve operations have supported the quarter-on-quarter
profitability improvement during the year. The Group’s operating result (EBIT) decreased to EUR 52.3
(68.0) million, or 3.6% (4.5%) of net sales. Special items as a total had a negative impact on the
operating result (EBIT) amounting to EUR 17.0 (12.2) million. Without listing costs and listing incentives,
the special items decreased from the previous year. The result for the period decreased to EUR 23.5
(43.8) million, which was negatively impacted by the increased financial items.
Special items affecting the operating result (EBIT)
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
25
ANNUAL REPORT 2025
Segment Review
As a part of the listing process Posti Group has updated the segment reporting and reports the
segment level operating result (EBIT) and adjusted operating result (adjusted EBIT) from now on.
eCommerce and Delivery Services
eCommerce and Delivery Services’ segment offers parcel delivery services and groupage freight
services. Parcel delivery services serves customers in Finland and the Baltic countries, while the
groupage freight services and value-added services are offered in Finland.
Key figures
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%
Driven by recommerce, the total number of parcels delivered by Posti in Finland and the Baltic
countries increased by 7.0% (2.3%) to 71.5 (66.8) million. The figure does not include letter-like
ecommerce items.
Net sales of eCommerce and Delivery Services remained at the previous year level and was EUR 640.9
(640.9) million. Parcel volumes increased, and especially the recommerce volumes grew in Finland,
which impacted net sales positively. Lower demand in B2B and pick-up and delivery services in the
freight business decreased total net sales due to the stagnant macroeconomic environment and
overall low consumer confidence, however the activity increased toward the end of the year.
The adjusted EBITDA of eCommerce and Delivery Services decreased and was EUR 70.4 (77.0) million,
or 11.0% (12.0%) of net sales. The adjusted EBITDA decreased due to higher costs of providing services,
driven by the change in the product mix. However, continued operational efficiency activities and
increased parcel volumes had a positive impact on the adjusted EBITDA margin during the year.
EBITDA decreased to EUR 70.5 (71.2) million.
The adjusted operating result (adjusted EBIT) of eCommerce and Delivery Services decreased to EUR
22.0 (30.9) million, or 3.4% (4.8%) of net sales. Operating result (EBIT) decreased to EUR 22.1 (25.1)
million. The decrease in the adjusted operating result (adjusted EBIT) was due to higher costs of
providing services, driven by the change in the product mix. Operational efficiency in service
production had a positive impact on adjusted operating result (adjusted EBIT).
26
ANNUAL REPORT 2025
Fulfillment and Logistics Services
Fulfillment and Logistics Services covers contract logistics and in-house logistics in Finland and
Sweden, with a single warehouse in Norway.
Key figures
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%
*Cargo Support Holding C.S.H. AB was acquired in May 2024
Net sales of Fulfillment and Logistics Services decreased by 0.4% and were EUR 301.7 (303.0) million.
The macroeconomic environment remained challenging during the year resulting in soft customer
demand. Low volumes in warehouses negatively impacted Fulfillment and Logistics Services net sales,
although they started to pick up towards the end of the year. Fulfillment and Logistics Services
Finland’s net sales decreased by 3.6% to EUR 194.1 (201.3) million due to lower volumes and demand in
the warehousing market.
Fulfillment and Logistics Services Sweden’s net sales increased by 5.9% and were EUR 107.7 (101.8)
million, driven by increased demand for in in-house logistics and warehousing. The acquisition of
Swedish Cargo Support Holding C.S.H. AB in May 2024 and value change of the Swedish Krona
compared to the reporting currency also positively impacted the net sales.
The adjusted EBITDA of Fulfillment and Logistics Services decreased to EUR 35.2 (38.3) million, or
11.7% (12.6%) of net sales. Decreased net sales had a negative impact on adjusted EBITDA. Warehouse
consolidations in Finland and in Sweden, resource optimization and cost discipline had a positive
impact on the overall profitability. EBITDA decreased year-on-year and was EUR 31.7 (37.8) million.
The adjusted operating result (adjusted EBIT) of Fulfillment and Logistics Services decreased to EUR
-5.4 (-4.0) million, or -1.8% (-1.3%) of net sales. The decrease in adjusted operating result (adjusted
EBIT) was mainly due to lower net sales. Increased operational efficiency driven by warehouse
consolidations, resource optimization and cost discipline had a positive impact on the adjusted
operating result (adjusted EBIT). Operating result (EBIT) decreased to EUR -9.8 (-5.6) million.
Posti has invested in a new modern logistics warehouse in Järvenpää, Finland, which started the
operations in May 2025. The new warehouse is serving Fulfillment and Logistics Services Finland’s
customers.
27
ANNUAL REPORT 2025
Postal Services
Postal Services offers delivery services, multichannel services and digital services, which cover, among
others, letters (both corporate and consumer letters), multichannel messaging solutions, newspaper
and magazine delivery as well as addressed direct marketing services. Postal Services serves
customers nationwide in Finland with a multichannel distribution network.
Key figures
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%
As announced on May 6, 2024, Posti discontinued the unaddressed marketing services such as papers
free of charge to mail recipients from its service offering at the beginning of 2025.
The net sales of Postal Services decreased by 12.1% to EUR 529.6 (602.9) million. The net sales were
negatively affected by the discontinuation of unaddressed marketing services from the beginning of
the year, as well as addressed letter volumes, which declined by 18.0% (14.3%). The decrease in net
sales was partly offset by price increases. The share of mail items covered by the universal service
obligation accounted for 6.9% (3.7%) of all Posti’s mail items delivered. The share of the universal
services obligation has increased due to the discontinuation of unaddressed marketing services in
Postal Services.
The adjusted EBITDA of Postal Services decreased to EUR 100.2 (104.8) million, or 18.9% (17.4%) of net
sales. Continued focus on operational efficiency, increased sorting automation as well as changes in
delivery models and resource optimization, have impacted positively on the relative profitability.
Postal Services’ ability to continuously adapt its operations supported the increase of the adjusted
EBITDA margin. EBITDA decreased to EUR 96.2 (99.8) million year-on-year.
The adjusted operating result (adjusted EBIT) of Postal Services decreased to EUR 65.8 (69.2) million,
or 12.4% (11.5%) of net sales. The decrease was due to lower net sales and volumes. Operational
efficiency had a positive impact on the adjusted operating result (adjusted EBIT). Operating result
(EBIT) decreased to EUR 61.7 (64.1) million.
28
ANNUAL REPORT 2025
Cash flow, financial position, and major investments
Cash flow
In January–December, the consolidated cash flow from operating activities was EUR 111.2 (148.6)
million, the cash flow from investing activities was EUR -55.9 (-77.3) million, and the cash flow from
financing activities was EUR -76.2 (-73.9) million. The operative free cash flow was EUR -37.0 (-2.9)
million and was mainly affected by the result for the period and the change in the net working capital.
Net sales and therefore trade and other receivables were at higher level in December 2023 meaning
positive incoming cash in 2024. There was no similar cash flow impact in 2025. The extra dividend of
EUR 150.0 million based on the 2023 Financial Statements and half of the ordinary dividend of EUR
33.0 million based on the 2024 Financial Statements were paid during the first quarter, and the
second half of the ordinary dividend was paid in the third quarter. The Group received EUR 2.6 million
cash proceeds from the personnel offering in the fourth quarter.
Financial position
At the end of December, liquid funds amounted to EUR 49.4 (103.5) million and undrawn committed
credit facilities totaled EUR 150.0 (180.0) million. In April, the Group signed a new EUR 150.0 million
syndicated revolving credit facility replacing the old facility.
At the end of December, the Group’s interest-bearing borrowings were EUR 566.4 (361.1) million
including EUR 296.9 million of lease liabilities, EUR 179.8 million of bank loans and EUR 89.6 million in
commercial papers. At the beginning of the year 2025, both bilateral loan facility agreements signed in
2024 were increased by EUR 30.0 million. A total of EUR 90.0 million of the loans were withdrawn
during the first quarter, increasing the amount of net debt. In addition, the Group issued commercial
papers. In fourth quarter, the Group agreed amendments to several logistics and sorting center lease
agreements and moved to the new leased headquarters in Postitalo. As a result, net debt totaled EUR
517.0 (257.5) million and impacted the net debt to adjusted EBITDA ratio which was 2.6x (1.2x) at the
end of the reporting period.
Equity ratio was 24.6% (25.2%). The decrease in equity ratio was mainly caused by financing of the
extra dividend of EUR 150.0 million. The directed share issue of October 2025 increased the Posti
Group’s invested unrestricted equity fund by EUR 3.3 million.
Investments
Posti is investing in strategic key development areas such as digital services, including its OmaPosti
application. OmaPosti is constantly developed as consumers’ key everyday digital service with added
new features such as Digital Postbox. With the OmaPosti application Posti aims to stay competitive as
the digitalization of government communication, prepared by the Finnish Government, proceeds.
OmaPosti already reaches about 77% of working-age population in Finland.
In May, Posti’s Fulfillment and Logistics Services Finland started operations in a new and modern
logistics warehouse in Järvenpää, Finland. Posti is also investing in a new warehouse management
system, which is in use already in Järvenpää and in Sweden. The implementation of the system in
other warehouses in Finland and Sweden is planned to follow in phases. Posti also opened a new
logistics center in Tallinn, Estonia in March 2025.
During 2025 Posti renewed its lease agreements and extended lease terms at several logistics and
sorting centers. The amendments to the agreements for the centers located in Tampere, Kuopio,
Vantaa and Pirkkala resulted in an increase of EUR 39.5 million in right-of-use assets. In addition, the
new lease agreement for Posti Group headquarters at Postitalo in Helsinki city center creates an
addition amounting to EUR 13.3 million.
Posti wants to improve the competitive advantage of its core business and respond to the changing
market and customer needs. Posti’s operative investments in the near future are planned to focus on
the deployment of parcel lockers, further streamlining parcel sorting and renewing its fleet.
Sustainability continues to be at the core of Posti’s strategy and Posti keeps investing in it by for
example acquiring clean transport vehicles in accordance with Posti’s fleet roadmap. This will support
Posti in reaching its target to be at net-zero by 2040.
The land areas of Eteläinen Postipuisto and earlier headquarter property of Posti Group are presented
as an investment property for development purposes. The exchanges of land areas between Posti and
29
ANNUAL REPORT 2025
the City of Helsinki were completed in 2024, and environmental provision was recognized. In addition,
the Group has an estimated contingent liability of EUR 3.9 million related to the cleaning of the land
areas in the Eteläinen Postipuisto area. The cleaning of the area started at the end of 2024, continued
throughout 2025 and is estimated to be completed during 2026. The planning of the Keskinen
Postipuisto area in North Pasila started in 2024 with the renewal of the Helsinki city plan. The
construction of the Keskinen Postipuisto area is expected to start in the 2030s at the earliest.
Research and development
Research and development expenditure in 2025 amounted to EUR 2.1 (2.8) million. Research and
development expenditure was 0.2% (0.2%) of Group’s total operating expenses. Expenditures included
in other operating expenses and employee benefits. Amortizations of capitalized development costs
amounted to EUR 10.4 (12.3) million. In 2025 capitalizations to development costs in intangible assets
were EUR 10.6 (8.2) million.
Posti’s research and development activities focus on identifying new business opportunities and
improving the efficiency of existing business operations. Development projects involve testing new
concepts and evaluating their business potential. The end result of development activities must be a
commercial solution that brings economic benefits. Partners are also sought from outside the Group.
Development projects in recent years have included a circular economy project, the development of
packaging materials, the development of parcel sorting and storage automation as well as consumer
storage project.
Intangible resources
Intangible resources are central to Posti's business operations and the achievement of its strategic
goals. Posti's intangible resources consist mainly of skilled and committed personnel, a comprehensive
and scalable distribution network, processes and technologies related to service production, customer
relationships and partnerships, brand and other intellectual property rights, and development
activities. Intangible assets are mainly capitalized on the balance sheet only in connection with
business acquisitions and R&D activities when certain criteria for capitalization are met. As a result,
only a portion of the value of internally generated intangible resources is reflected on the balance
sheet.
Additional information on goodwill, intangible rights, and development costs capitalized on the
balance sheet is presented in the Consolidated Financial Statement note Intangible assets. Resources
related to the environment, own workforce and workers in the value chain, and business conduct are
described in more detail in the Sustainability Statement.
Employees
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
*Full-time equivalent personnel on average
In January–December, the Group’s personnel expenses amounted to EUR 615.6 (644.6) million,
decreased by 4.5% year-on-year. The personnel expenses included EUR 5.0 (11.0) million in
restructuring costs The decrease in the number of personnel year-on-year is due to the results of
change negotiations, as well as a reduced need for seasonal employees due to a challenging market
and lower volumes. Change negotiations include corporate delivery services of eCommerce and
Delivery Services, the discontinuation of unaddressed marketing services in Postal Services and
reorganization of the Tampere postal center in 2025.
30
ANNUAL REPORT 2025
Leadership Team
Posti Group announced on November 20, 2025, that Jani Koivu, MSc, has been appointed SVP,
eCommerce and Delivery Services and a member of Posti Group's Leadership Team as of December 1,
2025. Koivu report to Posti Group’s President and CEO Antti Jääskeläinen. Jani Koivu has more than 25
years of experience in management positions in the ICT, logistics, retail and automotive industries, of
which 14 years in international roles.
Posti Group announced on November 20, 2025, that Senior Vice President, Legal and M&A, Kaarina
Ståhlberg, has announced that she will leave Posti on February 28, 2026, and support the company
during the transition phase on an assignment-based basis. Minna Jokinen, Senior Legal Counsel of
Posti Group, has been appointed Interim General Counsel as of 1.3.2026, and the recruitment process
for the permanent position has started.
The full list of Posti Group’s Leadership Team can be found on company's website at posti.com/en/
31
ANNUAL REPORT 2025
Other information
Share capital and shareholding
The State of Finland was the sole shareholder of Posti Group Corporation, holding 100% ownership
until October 10, 2025, and when Posti Group Corporation’s share capital consisted of 40,000,000
shares. Posti’s share (POSTI) was listed on the official list of Nasdaq Helsinki, with trading commenced
on the pre-list on October 10, 2025, and on the main list on October 14, 2025. In the connection with
the listing, the State of Finland sold a total of 11,600,000 shares to institutional investors in Finland and
internationally and to private individuals in Finland. In addition, the Company’s Board issued 500,000
new shares to the personnel, based on an authorization by the Extraordinary General Meeting on
September 18, 2025.
After the share sale by the State of Finland, issuance of new shares by the Company and the stock
exchange listing of the Company’s share were completed, Posti’s share capital totaled EUR 70.0
million. Posti Group has 40,500,000 shares and the State of Finland’s direct ownership in Posti Group
Corporation was 65.83%. Posti Group Corporation IPO share price was EUR 7.50.
At the end of December 31, 2025 the closing price for Posti Group Corporation share was EUR 8.55 per
share. The highest price of Posti Group share in 2025 was EUR 8.66 and lowest EUR 7.85. From the
start of the trading in October until the end of the year 2025, the share’s volume weighted average
price was EUR 7.66. The share trading volume was EUR 154.3 million and 20.1 million shares. On
December 31, 2025, the company’s market capitalization was EUR 346.3 million.
Posti Group Corporation’s share capital totaled EUR 70.0 million on December 31, 2025, and had
40,500,000 shares. All shares carry one vote and equal rights. At the end of 2025, Posti had 16,099
shareholders including 8 nominee registers. Share of nominee registrations and direct foreign
shareholders was 11.01%. At the end of 2025, the Board of Directors and the Leadership Team
members and the entities that they control altogether held 195,620 shares, corresponding to 0,48% of
the total number of shares.
The Company holds no treasury shares and does not have subordinated loans. The Board of Directors
is not authorized to issue shares, stock options, or other rights with entitlement to the Company
shares on December 31, 2025. No loans have been granted to related parties, and no commitments
have been made on their behalf. The information of the related parties are presented in the
Consolidated Financial Statement note Related party transactions and the loans granted to the
subsidiaries are presented in the Parent Company Financial Statement note Non-current receivables.
Share-specific key figures
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%
-
-
*Board of Directors' proposal to the Annual General Meeting.
32
ANNUAL REPORT 2025
Share distribution
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 by sector
21990233140687
Private companies
Financial and insurance institutions
Public sector organizations
Households
Non-profit instit serving households
Foreigners
Nominee registered
The shareholder data is based on the information given by the Euroclear Finland Ltd.
Largest shareholders
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%
33
ANNUAL REPORT 2025
Flagging notifications
Posti Group was not informed of any significant changes among its shareholders since its listing to
Nasdaq Helsinki main list.
General Meetings
Posti Group Corporation's Annual General Meeting was held on March 24, 2025, in Helsinki, Finland.
The Annual General Meeting adopted the financial statements for 2024 and discharged the Board of
Directors, the Supervisory Board and the President and CEO and his Deputy for the financial year 2024
from liability. In accordance with the proposal of the Board of Directors, an ordinary dividend of EUR
33.0 million for the 2024 financial year was approved. The dividend was paid in two installments
during 2025.
The Annual General Meeting resolved that the number of members of the Board of Directors shall be
nine (9) and elected the following members to continue as members of the Board of Directors: Sanna
Suvanto-Harsaae (as Chair), Jukka Leinonen (as Deputy Chair), Raija-Leena Hankonen-Nybom, Frank
Marthaler, Minna Pajumaa, Stefan Svensson and Satu Ollikainen as a representative of the personnel
(not a board member as per September 25, 2025). Mervi Airaksinen and Tuomas Mäkipeska were
elected as new members of the Board of Directors.
Kari-Pekka Laaksonen, Anni Ronkainen and Hanna Vuorela had announced that they were no longer
available for Posti's Board of Directors.
The Annual General Meeting resolved that Mia Laiho (National Coalition Party) as Chair, Paula Werning
(Social Democratic Party) as Deputy Chair, Tiina Elo (Green Party), Timo Furuholm (Left Alliance), Tomi
Immonen (Finns Party), Aleksi Jäntti (National Coalition Party), Milla Lahdenperä (National Coalition
Party), Anders Norrbäck (Swedish People’s Party), Jorma Piisinen (Finns Party), Mika Riipi (Centre
Party), Timo Suhonen (Social Democratic Party) and Sari Tanus (Christian Democrats) (until May 31,
2025) continued as members of the Supervisory Board. Päivi Räsänen (Christian Democrats) was
elected as new Supervisory Board member as from June 1, 2025.
Remuneration of the Board of Directors and the Supervisory Board was unchanged.
The Annual General Meeting elected the auditing firm PricewaterhouseCoopers Oy (PwC) as the
Company's statutory auditor and the Company’s sustainability audit firm for the term ending at the
end of the next Annual General Meeting. The auditor in charge and the sustainability auditor is Samuli
Perälä, M.Sc. (Econ.), APA. It was resolved that the remuneration will be paid according to a reasonable
invoice approved by the Audit, Risk and Sustainability Committee.
Posti held two Extraordinary General Meetings in 2025 as preparation for the public listing of its
shares. On September 4, 2025, Extraordinary General Meeting approved the transfer of Posti shares in
the book-entry system. The Extraordinary General Meeting decided that the Supervisory Board was
removed as result of amendment of the company’s Articles of Association in connection with public
listing of the company’s share. On September 18, 2025, Extraordinary General Meeting approved filing
of the listing application with the Helsinki Stock Exchange, the listing prospectus as well as the
employee offering and updated Posti’s Articles of Association in line with the public listing.
Legal proceedings
In November 2024, the Finnish Data Protection Authority (DPO) issued a decision regarding a
complaint filed by an individual consumer customer in July 2018, regarding Posti’s electronic mailbox
service formerly known as Netposti. The authority’s decision focused on onboarding to an electronic
mailbox and processing of personal data. According to the authority’s view, informing consumer
customers about the onboarding and functionality of the mailbox had not been sufficient. In the
decision, Posti was ordered an administrative fine of EUR 2.4 million. Posti considered the authority’s
decision unfounded and the administrative fine unreasonable, and appealed with the Helsinki
Administrative Court. On November 3, 2025, the Helsinki Administrative Court issued its decision and
reversed the administrative fine in total, but upheld the remark concerning the lack of transparent
customer information. The Data Protection Authority has appealed the Helsinki Administrative Court’s
decision with the Supreme Administrative Court. No provision has been booked for this cause.
Based on complaints by some of Posti’s competitors, the Finnish Consumer and Competition Authority
(FCCA) has since 2017 investigated Posti’s suspected abuse of a dominant market position related to
the corporate letter market in Finland. In December 2024 the FCCA issued Posti a draft proposal to
the Market Court for imposition of a competition infringement fine. Posti’s hearing of the draft
proposal is pending, The FCCA has not made any final decisions in the matter, and the draft proposal
34
ANNUAL REPORT 2025
did not include any amount of the possibly proposed infringement fine, the legal maximum amount of
which corresponds to ten percent of the Group’s turnover. Posti will defend itself against the
allegations, which it considers unfounded and erroneous. The matter is pending at the FCCA. No
provision has been booked for this cause.
The Group has not been involved in any other material administrative proceedings, lawsuits or
arbitration proceedings (including pending proceedings and proceeding the threat of which the Group
is aware of), which may have, or which in the recent past have had, a significant impact on the
financial position or profitability of the Group or its subsidiaries. Management is not aware of any
factors or circumstances that could reasonably be assumed to lead to material claims against the
Company or its subsidiaries.
Other commitments
Posti was granted distribution support for newspaper delivery by Traficom's decision for the first 12-
month support period starting on October 1, 2023, second on October 1, 2024, and third on October 1,
2025. In addition, Posti was ordered to distribute newspapers in certain areas as a public service
obligation. In January 2025, Posti applied to Traficom for the remaining portion of the support and
reimbursement of costs for implementing the public service obligation. Discussions with Traficom are
still ongoing regarding the cost allocation of distribution costs in supported areas to newspapers
covered by a government grant. The uncertainty concerns an estimated total of EUR 2.0 million from
completed and ongoing support periods. For this temporary distribution support, the VAT treatment
has also proven to be unclear in certain respects. Posti has applied for preliminary ruling from the
Central Tax Board on the VAT treatment of the distribution support. Currently, Posti recognizes other
operating income as VAT exempt.
Short-term risks and uncertainties
Adverse changes in macroeconomic, sectoral and political conditions in Finland in particular, but also
internationally, and increased unrest in the Baltic Sea, may have an adverse effect on Posti’s operating
environment and results of operations. Besides other negative impacts, the uncertain economic and
geopolitical environment may result in low consumer confidence or weakened purchasing power of
households and companies, which could have an adverse effect on Posti’s delivery volumes and
results of operations. External factors such as the ongoing war in Europe, increased tariffs and an
escalating trade war as well as other geopolitical conflicts may continue to cause market uncertainty
with direct implications for the transportation routes, supply chains and related costs. This may cause
challenges for Posti’s customers, partners, and subcontractors.
It cannot be guaranteed that Posti is able to transform its business, create growth in other businesses,
streamline its operations and costs in a timely manner, and maintain profitability while adjusting to the
continuously decreasing postal volumes. Also, the increased competition in the postal business may
have negative implications for Posti’s delivery volumes and market share. In the parcel business, the
increased competition in both B2B and B2C parcels, combined with the competitors’ network
expansions, may pose challenges to Posti and have negative implications for market prices or Posti’s
market share. Overcapacity in the warehousing market in Finland and Sweden might lead to price
erosion while investments are needed to increase automation. All these elements of an increasingly
competitive environment may have an adverse impact on Posti’s business and results of operations.
Posti’s business is subject to certain seasonality and any failures to sell or deliver for and during the
peak season could have a material negative impact on Posti’s financial performance.
Posti’s business is dependent on various operational facilities and a serious disruption at any of those
facilities, warehouses, sorting centers or transportation networks could adversely affect Posti’s
business. Further, Posti and its operations are subject to technology and data related risks such as
technical errors in sorting machines or other IT systems and data breaches. Posti may be subject to
cyberattacks directly or through third parties, such as a subcontractor or a service provider.
Cyberattacks might lead to a reduction in electricity supply, IT services and facility services, which
would all have a negative impact on Posti’s financial performance. Increased global cyber criminality,
targeted threats and sophisticated cyber-related attacks constitute a part of the rapidly changing
digital world, and Posti has taken further actions with partners to prevent successful attacks.
Posti’s business and operations require processing or administering a significant amount of personal
data. Any breach or even alleged breach of personal data regulation could have a negative impact on
Posti’s brand and reputation, and its financial results. Posti may from time to time be subject to
authorities’ investigations or face allegations or complaints relating to its market position or market
behavior, including compliance with the competition laws. Any breach or even alleged breach of
35
ANNUAL REPORT 2025
competition laws or other regulatory requirements, like sanction regulations, would have a negative
impact on Posti’s financial performance as well as its brand and reputation.
Posti’s brand perception may be affected by negative publicity related to various aspects of its
operations. For instance, issues in any one segment can influence the broader perception of Posti’s
brand. Posti and its subsidiaries have, from time to time, faced and may in the future face negative
publicity, due to events such as failures or delays in the delivery of individual items to customers,
failure or default by suppliers and subcontractors, employee misconduct towards customers or
otherwise, external criminality, adverse regulatory investigations, inquiries and actions, and press
speculation. Posti’s reputation is also impacted by other external factors that affect the entire
industry.
Posti’s efforts in relation to fulfilling sustainability targets as well as being acknowledged for
sustainability work aim to associate the Posti brand with sustainability. Adverse publicity relating to
Posti’s sustainability or failed communication related to Posti’s impact on the environment and climate
may damage its reputation.
Employees are Posti’s most valuable asset, and their safety is very important. Employees face a daily
risk of occupational accidents or the possibility of encountering dangerous situations including
violence during delivery work. Such accidents could cause additional costs and have a negative
impact on Posti’s reputation as an employer. Posti may also be exposed to risks related to the
activities of trade unions, including work stoppages, in Finland in particular, unless the labor market
participants succeed in conducting constructive negotiations and maintaining labor peace in the
market.
If the postal regulation does not continue to develop in line with the rapidly developing market by
reducing obligations that are not commercially feasible in a declining market, or it is interpreted by
authorities in an unexpected manner, it may cause operational challenges, additional costs and
financial losses to Posti. Further, if the local digitalization regulation sets limitations to commercial
market participants, it may have a negative impact on Posti's digital offering.
Information on the IPO and listing
September 19, 2025, Posti Group Corporation announced its plans for listing on the Official List of
Nasdaq Helsinki. It was told that in connection with the listing, the sole shareholder of the company,
the State of Finland, represented by the Ownership Steering Department of the Prime Minister’s
Office, would offer shares it owns for purchase, and Posti would carry out a share issue to its
personnel.
The objectives of the offering were to expand Posti’s ownership base and enable the continued
growth of Posti by improving its financial flexibility as a publicly listed company and strengthening
recognition and awareness of Posti and its brand among investors, customers and other stakeholders.
September 29, 2025, Posti Group announced the sale price in the offering is EUR 7.50 per sale share.
The State of Finland, represented by the Prime Minister’s Office offered, through a sale of shares in
the company preliminarily a maximum of 11,600,000 existing shares for purchase in a public share sale
to private individuals and entities in Finland and in an institutional share sale to institutional investors
in Finland and internationally. In addition, the company offered subscription to all employees of Posti
with the subscription price per personnel share is 10 percent lower than the sale price in the public
share sale.
In the public share sale, private individuals were able to subscribe for sale shares without entitlement
to bonus shares and, in addition with entitlement to bonus shares, in which case they received, for
each ten sale shares allocated to them in the bonus share sale, one share from the seller at no
additional cost, provided that the investor held the sale shares entitling to bonus shares on their book-
entry account continuously for a period of 12 months from the transfer of title, i.e., until on October 10,
2026.
Members of the Leadership Team received a cash bonus in connection with the offering. The listing
incentive was 100 percent of the annual salary for both the President and CEO and the CFO and a
maximum of 60 percent of annual salary for other members of the Leadership Team. Payment of the
listing incentive took place within the state ownership policy and was conditional upon the completion
of the offering and the following listing. The members of the Leadership Team committed to subscribe
for the shares in the personnel offering in an amount corresponding to the total net amount of the
36
ANNUAL REPORT 2025
cash bonus in full. If the share subscriptions had not been approved in full in the personnel offering in
accordance with its terms and conditions, the members of the Leadership Team committed to acquire
shares from the stock market with any residual funds resulting therefrom.
September 29, 2025, the Finnish Financial Supervisory Authority approved Posti Group Corporation’s
Finnish language prospectus regarding Posti’s planned listing on the official list of Nasdaq Helsinki Ltd
and the share sale in which the sole shareholder of the company, the State of Finland, represented by
the Prime Minister’s Office, offered shares it owns for purchase, and the personnel offering related
thereto.
September 29, 2025, Posti Group Corporation submitted a listing application with Nasdaq Helsinki Ltd
to list Posti’s shares first on the prelist and then on the official list of Nasdaq Helsinki. Trading in Posti’s
shares commenced on the prelist of Nasdaq Helsinki on October 10, 2025, and on the official list of
Nasdaq Helsinki on October 14, 2025, under the trading code “POSTI”.
October 6, 2025, Posti Group announced that the public share sale had been oversubscribed and the
subscription period had been ended.
October 7, 2025, Posti Group announced that the institutional share sales had been oversubscribed
and the subscription period had been ended.
October 9, 2025, Posti Group announced that the offering had been oversubscribed and the listing
would be completed as planned.
October 15, 2025, Posti Group announced ten largest registered shareholders of Posti Group
Corporation and their shares of ownership after completion of the offering. These were listed in the
company website.
October 20, 2025, Posti Group announced that the 500,000 new shares subscribed for in the
personnel offering of the offering had been registered in the Finnish Trade Register maintained by the
Finnish Patent and Registration Office on October 2025. Following the registration of the new shares,
the total number of outstanding shares in Posti was 40,500,000
November 7, 2025, Posti Group announced the decision to fully exercise the over-allotment option
granted by the State of Finland. Danske Bank would purchase 1,740,000 shares in the Company from
the State of Finland and return to the State of Finland 1,740,000 shares borrowed by Danske Bank in
accordance with the share lending agreement entered into in connection with the offering of the
Company.
November 20, 2025, Posti Group announced the nomination of the Posti Group’s Nomination Board.
The due date in 2025 was exceptionally November 17, 2025, due to the recent listing of the company's
shares on Nasdaq Helsinki Stock Exchange in October 2025. Going forward, the company's largest
shareholders would be determined based on holdings registered on the first banking day of June each
year.
Composition of the Nomination Board in 2025 was Maija Strandberg, M.Sc. (Econ.), Director General,
Prime Minister's Office, Ownership Steering Department, Annika Ekman, M.Sc. (Econ.), EVP,
Investments, Ilmarinen Mutual Pension Insurance Company, Erkka Kohonen, M.Sc. (Econ.), Senior
Portfolio Manager, Varma Mutual Pension Insurance Company
Events after the reporting period
On January 7, 2026, Posti announced plans to restructure its delivery operations and customer service
to adapt to declining paper mail volumes and increasing digitalization. The planned changes include
organizational restructuring, increased automation in sorting, transfer of certain Posti-owned shops to
partner networks, and centralization of customer service. These measures are estimated to reduce
approximately 172 permanent positions in total. Posti aims to minimize layoffs by offering voluntary
solutions, redeployment opportunities, and training. The changes are intended to improve operational
efficiency and ensure the long-term sustainability of services. On February 4, 2026, Posti announced
that after the negotiations, the need for reductions was specified to 121 employees.
On January 23, 2026, Posti announced Posti’s Shareholders’ Nomination Board proposals for the
Annual General Meeting 2026. The Nomination Board proposes that the Board of Directors shall
consist of seven members and that all current members be re‑elected, except for Mervi Airaksinen,
who is no longer available for a new term. The Nomination Board further proposes that Sanna
Suvanto‑Harsaae be elected Chair of the Board and Jukka Leinonen Deputy Chair. The Nomination
37
ANNUAL REPORT 2025
Board also proposes adjustments to Board remuneration as part of a long‑term program intended to
bring remuneration levels in line with the market.
On February 2, 2026, Posti announced that Kaj Kulp, M.Sc, MBA, was appointed SVP, Strategy and
Business Development and a member of the Posti Group’s Leadership Team as of March 1, 2026. He
will report to Antti Jääskeläinen, President and CEO of Posti Group. Kulp has worked for Posti since
2012 and Kaj has held management positions in eCommerce and Delivery Services as well as in Postal
Services. In his latest role, he was leading Posti's innovations and strategic initiatives.
On February 13, 2026, Posti announced that Posti’s Board of Directors approved two new long-term
share-based incentive programs, the Performance Share Program (PSP) and the Restricted Share
Program (RSP) for Posti’s Leadership and selected Key Employees. The first programs PSP 2026–2028
and RSP 2026-2028 will start at the beginning of 2026 and any rewards will be paid in Spring 2029. The
Board also decided to convert the rewards from cash to shares for those participants in the LTI
2024-2026 and LTI 2025-2027 plans who also participate in the PSP 2026-2028 and for those any
rewards will be paid in spring 2027 and spring 2028. The maximum number of shares to be paid from
these programs are approximately 343,000 shares for LTI 2024-2026 (Spring 2027), approx. 389,800
shares for LTI 2025-2027 (Spring 2028), approx. 544,000 shares for PSP 2026–2028 (Spring 2029) and
approx. 54,000 shares for RSP 2026-2028 (Spring 2029).
On March 2, 2026, Posti announced that its Board of Directors had resolved to convene the Annual
General Meeting to be held on April 15, 2026. The notice to the meeting includes the Board’s proposal
to distribute a dividend of EUR 0.84 per share in two installments, totaling EUR 34.0 million, based on
the confirmed financial statements for 2025. The AGM agenda also includes customary annual items
related to governance, remuneration and auditor matters, as well as proposed authorizations for the
repurchase of the company’s own shares and for share issuances. Registration for the AGM can be
done at the company website at posti.com/en/investors/agm/2026.
Board of Directors’ proposal for the distribution of profit
In the Financial Statements, the Parent Company’s distributable funds total EUR 257,648,047.36, of
which the profit for the financial year 2025 is EUR 21,651,574.51.
No material changes have taken place in the Group’s financial standing since the end of the financial
period, nor does the solvency test, as referred to in Section 2 of Chapter 13 of the Limited Liability
Companies Act, affect the proposed distributable profit.
The Board of Directors proposes to the Annual General Meeting that a dividend of EUR 34.0 million, or
a dividend of EUR 0.84 per share, to be distributed for the financial year 2025 in two installments.
38
ANNUAL REPORT 2025
Guidance for 2026
Posti is expecting its net sales to be within the range of EUR 1,400–1,500 million, and adjusted EBIT to
be within the range of EUR 63–79 million in 2026. In 2025, Posti’s net sales were EUR 1,447.6 million
and adjusted EBIT was EUR 69.3 million.
Posti has revised the way its full‑year guidance is provided. Going forward, Posti will no longer include
adjusted EBITDA in the guidance range. Posti will guide expected full‑year net sales and adjusted EBIT.
Background for guidance for 2026
The operating environment in the logistics sector is expected to remain challenging. Growth in trade
and industry continues to be constrained by uncertainty, while consumer confidence remain subdued.
As Posti serves a broad customer base, both GDP growth and confidence indicators have a direct
impact on the sector’s performance. GDP growth forecasts in Finland for 2026 are moderate, while in
Sweden and the Baltics growth is expected to continue. Tightening trade policies, geopolitical
tensions, financial market volatility, and potential additional fiscal adjustment measures may further
slow Finland’s economic recovery.
Growth in ecommerce, both domestically and internationally, continues to support the expansion of
the parcel market. This growth is driven by increased recommerce trade and the rising number of
smaller parcels. Competition in the parcel market in both Finland and the Baltics is expected to
remain intense.
Postal volumes are expected to continue declining due to digitalization. Posti has continued to
develop its delivery models for paper mail and offers digital mail solutions to support customers in
their transition to digital services. In 2026, legislation introducing the digital priority of official
Government letter mail will come into effect, further negatively impacting addressed letter volumes.
Posti remains committed to customer centricity and continuously develops its services in response to
evolving customer needs. The Group’s key priorities are commercial growth, stronger network
synergies, and improved operational efficiency.
The Group’s business is characterized by seasonality, and net sales and adjusted EBIT are not accrued
evenly throughout the year. The fourth quarter is typically the strongest quarter. Accelerating
digitalization is expected to impact negatively letter volumes especially in the first quarter.
Mid-term financial targets
The Board of Directors of Posti Group has set the following mid-term financial targets 2026 onwards:
• Average organic net sales growth (3–5-year period) of at least 2% at Group level and at least 5%
outside Postal Services compared to 2025
• Baseline for 2025 at Group level of EUR 1,447.6 million
• Baseline for 2025 outside Postal Services of EUR 917.1 million
• Average adjusted operating result (adjusted EBIT) growth (3–5-year period) over 5% compared to
2025
• Net debt/adjusted EBITDA less than 2.5x
Posti Group’s target is to pay continuously increasing ordinary dividends, and a payout ratio of at least
60 percent of net income based on Board of Directors approved dividend policy.
39
ANNUAL REPORT 2025
sus_statement_kansi.jpg
Sustainability
Statement
40
ANNUAL REPORT 2025
ESRS_8.jpg
General
information
41
ANNUAL REPORT 2025
ESRS 2 General disclosures
General basis for preparation of Sustainability Statement
This Sustainability Statement forms Posti Group’s (hereinafter also referred to as “Posti,” the “Group,”
or the “Company”) Group Sustainability Report and is the core of Posti’s annual sustainability
reporting. It has been prepared in accordance with the Corporate Sustainability Reporting Directive
(CSRD), the related European Sustainability Reporting Standards (ESRS), and chapter 7 of the Finnish
Accounting Act. The report also includes EU Taxonomy disclosures, prepared in accordance with the
EU Taxonomy Regulation and its implementing and delegated acts. Posti applies Commission
Delegated Regulation (EU) 2026/73 in its reporting.
The Sustainability Statement is prepared on a consolidated basis, and its reporting scope aligns with
Posti’s Consolidated Financial Statements for the January 1–December 31 period unless otherwise
stated. The consolidated scope covers all operations of the Parent Company and its subsidiaries in all
countries of operation.
In line with the requirements of chapter 7, section 22 of the Finnish Accounting Act, this Statement is
not published in digital XBRL format due to the absence of an applicable ESEF (European Single
Electronic Format) regulation or other EU legislation to guide implementation.
The disclosures are based on material topics identified through Posti’s double materiality assessment
(the “DMA”), conducted in accordance with ESRS 1 General requirements. The DMA process
considered both actual and potential impacts, as well as related risks and opportunities, across Posti’s
value chain. Further details are provided in the Process to identify and assess material impacts, risks
Posti is one of the leading delivery and fulfillment companies in Finland, Sweden, and the Baltic
countries, and its value chain includes both upstream (for example suppliers of vehicles, fuels, and
digital
infrastructure) and downstream (for example parcel and mail delivery to end customers) activities.
The Sustainability Statement includes value chain information where such information has been
identified as material through the DMA. Where value chain estimations are used, the related
assumptions are disclosed in the reporting principles section of the relevant topical standards.
Posti has not used the option to omit classified or sensitive information that would have an impact on
Posti’s Sustainability Statement.
Disclosures in relation to specific circumstances
Posti applies the ESRS 1 time horizons in its Sustainability Statement, classifying impacts, risks and
opportunities as short-term (under one year), medium-term (one to five years), and long-term (over
five years), and applies these consistently throughout the materiality assessment.
The reporting principles for metrics related to each topic are described at the end of each topical
section. Of the metrics, the greatest uncertainty concerns calculations related to Scope 3 emissions.
Posti continuously works to improve the accuracy of value chain data, including replacing estimations
or sector-average data with primary data where possible, such as for Scope 3 emissions. These actions
aim to reduce reliance on estimates over time and strengthen the reliability of the reported
sustainability information. See section Reporting principles for climate change and energy (E1) for
more information about the reporting principles for emission calculation.
This is Posti’s first year reporting in accordance with the ESRS and the EU Taxonomy Delegated Act.
Therefore, comparative figures are not presented for all metrics. Where comparative data is disclosed,
it reflects previously reported and externally assured data prepared under the GRI Standards (except
for emissions in 2020). While the reporting methodology has remained consistent for these figures,
they are not within the assurance scope of the current reporting period.
42
ANNUAL REPORT 2025
The measurement of reported metrics has not been validated by an external body other than the
assurance provider of this statement.
Use of phase-in provisions in accordance with Appendix C of ESRS 1
(ESRS 17)
Posti has opted to omit the data points on E1-9 Anticipated financial effects from material physical
and transition risks and potential climate-related opportunities and SBM-3 paragraph 48(e) on
anticipated financial affects. In addition, cases of work-related ill health and on the number of days
lost to injuries, accidents, fatalities, and work-related ill health concerning its own workforce are
omitted. Also, the S1-14 disclosure requirement on health and safety for non-employees will be
omitted in the first year of Posti’s Sustainability Statement.
In addition, Posti has opted to apply the ESRS “Quick-fix” phase-in option to omit the S4 Consumers
and end-users standard. The S4 Consumers and end-users standard has been identified as material in
Posti’s double materiality assessment (DMA).
The table summarizes the impacts and risks that have been deemed material regarding S4 Consumers
and end-users standard:
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)
Material impacts, risks and opportunities, and their interaction with strategy and business
model regarding consumers and end-users
Posti’s operations affect consumers through both data privacy risks and issues related to service
accessibility. Potential negative impacts include data breaches caused by insufficient cybersecurity,
which could harm customers and employees and lead to regulatory violations, fines, and reputational
damage. At the same time, Posti creates positive impacts by providing reliable, secure, and accessible
physical and digital services across its operating countries. Service disruptions, whether in physical
delivery or digital platforms, could negatively affect consumers, emphasizing the importance of
continuity and resilience. To address these negative impacts and risks, Posti manages personal data
through a comprehensive Data Protection Policy, risk management processes, mandatory training,
supplier due diligence, and continuous monitoring of data security and compliance with applicable
regulations.
43
ANNUAL REPORT 2025
Policies for consumers and end-users
Posti has policies in place to manage the impacts and risks identified above. These include the Code
of Conduct (G1 Business Conduct), Data Protection Policy, Information Security Policy, and Human
Rights Principles (S2 Workers in the value chain).
The Data Protection Policy sets out the principles, processes, and governance framework for
managing personal data. It defines roles and responsibilities and is designed to prevent adverse
privacy-related impacts across all personal data processing activities, including those involving
consumers and end-users. The Group’s Information Security Policy focuses on mitigating information
and cyber risks across the Group’s operations. The Board of Directors approves both the Data
Protection and Information Security Policies.
Actions for consumers and end-users
The table below summarizes Posti’s actions taken and planned to manage or enhance material
impacts or risks for consumers and end-users.
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.
Targets for consumers and end-users
Posti has set the following target;
• All Posti employees complete the online course on the basics of data protection biennially. The
target is monitored annually, and the result for 2025 is 80%.
Monitoring and reminder practices have been enhanced, and these measures will continue to achieve
the target level.
In addition, Posti has set a target to continuously improve its cybersecurity resilience. The target is
monitored annually and reported to the Audit, Risk and Sustainability Committee.
Sustainability governance at Posti
The role of administrative, management, and supervisory bodies
Posti’s governing bodies include the General Meeting, which has the highest decision-making power,
the Board of Directors (the “BoD”), responsible for the proper organization and supervision of
operations, and the President and CEO, responsible for operational management.
Posti’s governance model for sustainability within the organization is designed to ensure that
sustainability is embedded in all levels of decision-making, from strategic oversight to operational
execution. The key governing bodies, recognized as administrative, management, and supervisory
bodies, for sustainability at Posti include the Board of Directors with its committees, the President and
CEO and the Leadership Team, and the Group Sustainability Forum and its associated topic-specific
working groups and committees.
All Posti Group’s sustainability governing bodies are informed at least quarterly—and often more
frequently as specified below—about the selected sustainability metrics adopted in operations, along
with other relevant sustainability topics, by Posti’s subject matter experts and specialists.
The role of the governing bodies is to review material impacts, risks, and opportunities (IROs), to
define and oversee corrective actions where progress is not sufficient, and to ensure that
44
ANNUAL REPORT 2025
sustainability objectives are considered in decision-making so that operational business efficiency and
sustainability are aligned.
In practice, the Board of Directors and its Committees regularly assess sustainability-related impacts,
risks and opportunities as part of strategic planning and decision-making. This includes evaluating how
sustainability considerations affect long-term value creation, stakeholder expectations, and regulatory
developments. When reviewing major transactions such as acquisitions, divestments, or significant
capital investments, the Board and Leadership Team consider potential sustainability implications,
including environmental and social impacts, reputational risks, and alignment with Posti’s climate and
human rights commitments. Trade-offs between short-term financial performance and long-term
sustainability objectives are explicitly discussed.
The Group Sustainability Forum plays a key role in surfacing emerging IROs and facilitating cross-
functional dialogue to ensure that sustainability risks and opportunities are integrated into enterprise
risk management led by the company’s Risk Forum. This includes scenario analysis, stakeholder
impact assessments, and alignment with Posti’s double materiality assessment. When necessary, the
Sustainability Forum’s insights are escalated to the Leadership Team and Board, enabling informed
oversight and strategic alignment.
The role of the BoD and the Board Committees
The Board of Directors is Posti’s highest body, bearing overall responsibility for overseeing the
Sustainability strategy. The Board of Directors consists of eight (8) members, of whom four (4) are
male, and four (4) are female. The average ratio of female to male members is 1.0. All Board members
except one, who has an employment contract with the Ownership Steering Department of the Prime
Minister’s Office, are independent of the shareholders. All Board members are non-executive and
independent of the company. Additionally, Posti has an employee representative attending the Board
meetings. The Board members are experienced in key sustainability matters relevant to Posti’s
industry and geographical location through their current roles and previous experience.
The Board of Directors bears ultimate oversight responsibility for ensuring that the company operates
in line with its values, Code of Conduct, and all applicable laws and regulations. The Board of Directors
approves Posti’s sustainability targets, and the President and CEO, together with the Leadership Team,
is responsible for the implementation of the strategic targets in Posti’s daily operations. The progress
made on selected sustainability targets is reported to the Board of Directors monthly.
The Board of Directors and its Committees regularly review key sustainability topics. These reviews
provide the Board with up-to-date information on the material impacts, risks and opportunities related
to Posti’s sustainability work, as well as progress against the Group’s sustainability targets. They also
help ensure that the Board’s understanding and competencies in sustainability matters remain current
and robust.
The Board of Directors approves most of the Group policies guiding the Group’s operations. Some
policies are approved by the CEO or the CFO under the Board’s mandate. Posti’s Sustainable Business
Principles are defined in the Posti Code of Conduct and in other policies such as people,
environmental management, sourcing, remuneration, anti-money laundering, data protection,
information security, quality, risk management, internal control, and treasury policies. There are also
other detailed company guidelines and instructions based on these policies. The guidelines and
policies are monitored regularly and updated in the event of any relevant changes in the operating
environment.
The Audit, Risk and Sustainability Committee, a committee of Posti’s Board of Directors, oversees and
monitors the Group’s financial and sustainability reporting, statutory audit and assurance, risk
management, internal control systems, and key compliance-related matters as part of its
responsibilities.The Personnel Committee monitors occupational health and safety, remuneration,
employee satisfaction, and related activities. The Strategy Committee regularly reviews the company’s
strategy and prepares and considers strategic decisions.
Posti’s Board of Directors and its Committees have the qualifications to oversee sustainability-related
responsibilities, supported by targeted training in corporate sustainability topics, emerging trends, and
practical solutions. The Board is composed of members with strong educational and professional
backgrounds, extensive local and international business experience, and high ethical standards.
Several members have held executive and board positions in regulated industries and large
corporations, gaining valuable expertise in compliance, governance, risk management, and
sustainability leadership, further strengthening their ability to guide Posti’s sustainability-related work
and responsible business conduct.
45
ANNUAL REPORT 2025
During the 2025 fiscal year, the Board of Directors and its Committees reviewed sustainability topics
such as:
• Target-setting and remuneration
• CSRD-related work
• CSRD assurance
• CSRD Key Internal Controls design, implementation, and monitoring
• Double materiality assessment (DMA) process and DMA results for 2025
• OKR updates (including sustainability metrics such as Scope 1 and 2 emissions, LTA0, Peakon Survey
results)
• Green fleet investments
• Sustainability-linked financing
• Employees’ well-being and development
• Compliance reports
• Privacy and cybersecurity.
President and CEO and the Leadership Team
The President and CEO is responsible for the implementation of Posti’s strategic sustainability targets
across the Group. The President and CEO or the appointed representative reports to the Board of
Directors on material sustainability-related impacts, risks and opportunities. The Posti Leadership
Team (the “PLT”) consists of nine (9) executive members, of whom seven (7) are male, and two (2) are
female. The average ratio of female to male members is 0.2. The PLT assists the President and CEO in
the Group’s operations management. It also prepares and forwards matters to the Board of Directors
for review. The PLT reviews sustainability targets and topics monthly, and for its part, regularly
supervises the implementation of the approved sustainability targets and sustainability-related
impacts, risks and opportunities.
Since 2021, the Posti Leadership team has included a Senior Vice President responsible for
sustainability. The Heads of Business Groups and Group functions within the Leadership team are
accountable for implementing the sustainability targets within their respective areas and for achieving
those targets.
The Chief Finance Officer (CFO) is responsible for Posti Group’s statutory reporting, including the
Board of Directors’ report, which incorporates the Sustainability Statement. The CFO ensures that the
Sustainability Statement complies with CSRD requirements, and that robust processes are in place to
secure the reliability and integrity of the sustainability information disclosed.
During the 2025 fiscal year, the Posti Leadership Team reviewed sustainability topics such as:
• Development of greenhouse gas emissions
• Green fleet investments
• Sustainability reporting and the CSRD implementation
• Employees’ wellbeing and development
• Human rights risk assessment and principles
• Occupational safety
• Employee engagement
• Privacy and cybersecurity
• Regulatory development regarding sustainability and logistics.
46
ANNUAL REPORT 2025
Sustainability Governance Model
Group Sustainability Forum
The Group Sustainability Forum conducts a quarterly review
of progress toward the strategic sustainability targets. It
ensures that the work toward these targets advances as
Audit, Risk and
Sustainability Committee
planned and initiates corrective actions when needed. The
Forum is composed of executives and specialists responsible
for sustainability matters across the Business Groups and
Internal Audit
Group functions and its chaired by the Senior Vice President
for sustainability within the Posti Leadership Team. The Forum
Internal
Control
consists of seventeen (17) members of whom nine (9)
members are male and eight (8) are female. The average ratio
Risk
Management
of female to male members is therefore 0.9.
The Posti Sustainability Program’s practical implementation is
Steering
Groups:
CSRD Steering
Group
conducted by the working groups and committees described
in the Sustainability Governance Model below.
During the 2025 fiscal year, the Posti Sustainability Forum
reviewed sustainability topics such as:
• Updates to Group Sustainability Program
• Development of greenhouse gas emissions
• Green fleet investments
• Sustainability reporting and CSRD project implementation
• Employees’ well-being and development
• Human rights risk assessment and principles
• Occupational safety
• Employee engagement
• Regulatory development regarding sustainability and
logistics.
Posti Board of Directors
Personnel Committee
Strategy Committee
President and CEO + Leadership Team
Group Sustainability Forum
• Business Groups
• Sustainability
• Legal
• Financial
• Strategy
• Sourcing
• HSEQ
• People
• Comms
Group Cyber
Steering Group
Working Groups and Committees
CSRD Working
Groups
Climate Task
Forces
Diversity &
Equality
Committee
HSEQ Forum
47
ANNUAL REPORT 2025
Sustainability-related incentive schemes
Sustainability is an integral part of Posti’s remuneration structure and is reflected in both short- and
long-term incentive schemes approved and updated by the Board of Directors.
Posti’s long-term incentive plan (LTI) is a monetary incentive scheme designed to reward employees in
senior management positions who are critical to the Group’s long-term success. The LTI includes
sustainability-related performance metrics such as Posti’s greenhouse gas emissions reduction target
for 2030, validated by the Science Based Targets initiative (Scope 1 and 2), and an employee
engagement target. Performance is assessed over a three-year period. 
The table below presents the weight of sustainability metrics in long-term incentive (LTI) programs
effective during 2025.
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%
Sustainability is also reflected in the short-term incentive program. The short-term bonus plan is a
cash-based incentive which is rewarded for the achievement of Posti’s strategic priorities and short-
term business plan. The short-term bonus includes both financial and strategic targets. Occupational
safety, measured by the accident frequency rate (LTA0), is part of the 2025 short-term incentive
program with a weighting of 10%.
The performance of members of the administrative, management, and supervisory bodies is therefore
partially assessed against climate-related targets, and a portion of the remuneration recognized in the
current period is linked to these targets. This integration ensures that climate mitigation efforts are
embedded in the company’s strategic and operational decision-making.
Statement on due diligence
Posti integrates due diligence into its governance, strategy, and business model in accordance with 
the Finnish Corporate Governance Code, ensuring that sustainability considerations are a systematic
part of Posti’s decision-making and operational activities.  The implementation of the due diligence
process and its integration into key processes are guided by Posti’s Environmental Management
Policy, Human Rights Principles, Code of Conduct, and the Supplier Codes of Conduct, which together
support the identification, prevention, and mitigation of material risks and impacts both in Posti’s own
operations and across the value chain. Posti is committed to the fundamental principles of the UN
Global Compact initiative regarding labor, the environment, anti-corruption, and human rights. Further
information on Posti’s practices and commitments related to respecting human rights can be found in
48
ANNUAL REPORT 2025
The table below summarizes how Posti applies the core elements of due diligence to people and the
environment, and where they are presented in this Sustainability Statement.
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
• Process for remedy and channels to raise concerns. S1-3, S2-3
e) Tracking the effectiveness of efforts made
• Metrics related to all material topical standards
• Targets related to all material topical standards
Risk management and internal controls over sustainability
reporting
Posti’s sustainability reporting is integrated into the Group’s overall risk management and internal
control systems, which are based on Group-level principles and aligned with the COSO Internal
Control Framework. These systems aim to provide reasonable assurance on the reliability of internal
and external reporting, including sustainability reporting, and to ensure compliance with applicable
laws, regulations, and internal policies.
Posti’s Risk Management covers all the Group’s operations and is an integral part of Posti’s strategy
and planning processes. Risk identification, analysis, and planning of management measures are
carried out continuously as part of planning processes and decision-making. Regular risk reviews are
conducted to ensure the appropriateness and continuous development of risk management.
The primary risk associated with sustainability reporting is material misstatement, including
incomplete, inaccurate, or otherwise incorrect data. To address this, Posti has defined and
implemented key internal controls across the end-to-end sustainability reporting process. As part of
the CSRD implementation, the reporting process has been reviewed and streamlined to improve
accuracy, consistency, and efficiency. The reported sustainability figures now follow the same
approval process used for financial and operational data, involving validation by Business Groups and
Group functions.
In 2025, selected CSRD metrics were incorporated into Posti’s management reporting package,
ensuring regular monitoring and improved visibility of sustainability performance at the leadership
level.
The President and CEO is responsible for establishing and maintaining the Group’s internal control
system. Business Group and Group Function Heads are accountable for ensuring adequate internal
controls within their areas, including those related to sustainability reporting. Internal Control reports
biennially to the Audit, Risk, and Sustainability Committees on the performance of key internal
controls related to sustainability reporting. Risk management outcomes, including sustainability-
related risks, are also reported to the Committee twice a year. The Board of Directors reviews the
Group’s key risks, the overall risk management system, and Posti’s risk appetite at least annually.
49
ANNUAL REPORT 2025
Posti’s strategy, business model, and value chain
Strategy
Posti is committed to sustainability and ethical business in all its operating areas. This commitment is
anchored in the company’s strategy, values, and purpose. Posti’s strategy is to focus on the delivery
and fulfillment business in Finland, Sweden, Norway, and the Baltic region. The vision is to be an
international delivery & fulfillment company with increasing profitability. The Group’s total net sales
was EUR 1,447.6 million and the financial performance by operating segments are presented in the
The strategic cornerstones are growth, customer-focused commercial excellence, becoming a
preferred brand, sustainability leadership, and industry-leading operational efficiency. Sustainability is
incorporated into the company’s purpose. Posti’s purpose crystallizes both the professional pride
based on centuries of experience and the continuous desire to keep ahead of our times: Responsibly
delivering what matters to you—on your terms. Posti is systematically developing its delivery
operations to enhance sustainability and reliability from environmental, social, and economic
perspectives.
Posti’s sustainability leadership is driven by ambitious climate targets, a commitment to human rights
and fair employment practices, and a positive societal handprint. These priorities are reflected in
Posti’s long-term climate transition plan to reach net-zero emissions by 2040. Posti’s interim target is
fossil-free road transport and facility energy 2030. Sustainability is not treated as a separate initiative
but as an integrated dimension of strategic execution, impacting investment decisions, innovation,
and operational models across all business units.
Posti’s sustainability work has long emphasized transparency, stakeholder engagement, and
continuous improvement. These principles continue to guide sustainability at Posti, ensuring that
sustainability is embedded in governance, risk management, and performance monitoring. Through
this integrated approach, Posti aims to create shared value for its owners, customers, employees,
society, and the environment, while maintaining competitiveness in a rapidly evolving logistics
landscape.
The sustainability leadership means that Posti pursues a holistic approach to sustainability,
incorporating it into the Group’s strategy, approved by the Board of Directors, as well as in long-term
business and investment plans, risk assessments, and annual action plans.
Posti launched a three-year Sustainability Program, Fulfilling Sustainability, in 2024, which consists of
three themes: People, Environment, and Society, with annual sustainability targets for each theme,
including long-term climate targets spanning 2030 to 2040. The Group-level Sustainability Program is
effective in all Posti’s operating countries, focusing especially on the following themes and stakeholder
groups:
1) Posti people—growth and caring focuses on building a workplace that nurtures a caring company
and a caring leadership, and enforces physical and mental safety and wellbeing;
2) sustainable growth within the planet’s boundaries focuses on climate change mitigation and a
sustainable customer offering; and
3) ethical business and advocacy for the greater good focuses on creating a positive impact on
society through strategic partnership and charitable donations, as well as by strengthening human
rights in own operations and in the value chain and by practicing sustainable sourcing.
Posti’s strategy serves as the sustainability targets’ foundation. In 2022, the international Science
Based Targets initiative (SBTi) approved Posti’s short- and long-term climate targets, as well as the
net-zero climate target by 2040. In addition, Posti targets transporting fossil-free on roads, including
both its own and purchased transportation, and using only fossil-free energy in all Posti facilities by
2030. Serving customers and consumers with fossil-free transportation, delivery, and logistics services
in the future is an ambitious goal toward which Posti is systematically working.
Posti’s employees are enablers of Posti’s strategy and the most important asset on the journey toward
more sustainable logistics operations. Posti operated 2025 in six countries and at the end of the
financial year 2025 the number of personnel stood at 13,751 people. In Finland, the company
employed 11,841 people at the end of the financial year, which makes it one of the largest employers
of the country.
Progress toward the Group’s sustainability-related strategic targets and key results are measured
monthly via Posti’s internal OKR index, that include the following sustainability objectives: employee
50
ANNUAL REPORT 2025
engagement index; leadership index; occupational safety; DEI—fair and equal treatment; and Scope 1
and 2 emissions. More detailed descriptions of Posti’s sustainability targets can be found in the topical
standards.
A challenge (and opportunity) in Posti’s Sustainability Leadership strategic focus area relates to the
decarbonization of transportation operations. Critical solutions in succeeding in Posti’s 2030 target
and the 2040 net-zero target relate to the technological development of clean vehicles in the market
in terms of range of e-vans, for example, and whether the price of clean vehicles and renewable fuels
settles at a more competitive level with the price of fossil fuels. The same applies to the price and
availability of fossil-free energy and electricity in all Posti’s operating countries. It is also critical to
succeed in engaging with all Posti’s transportation partners to encourage them to implement Posti’s
fossil-free road transportation target in all Posti’s operating countries. The operating environment and
Posti are in the process of a significant structural transformation. The wellbeing and engagement of
Posti’s employees play a key role in Posti’s adaptation to the change and success in it.
Business model and the value chain
Posti’s business is segmented into three Business Groups: eCommerce and Delivery Services;
Fulfillment and Logistics Services; and Postal Services. Posti enhances customers’ everyday lives by
offering a comprehensive range of services, including parcels, freight, warehousing, in-house logistics,
and postal services.
Posti has identified 1) our Posti people, 2) data, digitalization and technology and 3) the scalable
delivery network as key enablers that support its value chain and business strategy. They are critically
important , together with strategic sustainability efforts, in creating value for customers and other
stakeholders. Posti ensures the availability of key inputs in its value chain through strategic sourcing
partnerships, and supplier and subcontractor management.
Posti sustains its operations by investing in its own workforce across different functions. To secure key
talent, Posti invests in employee development, diversity and inclusion, and retention through a caring
company culture and employee growth. Posti’s strength as a company stems from its employees as
the best experts in their field, its capability of being an innovative pioneer in logistics and technology,
and its strategic inputs. Posti creates value for its customers and other stakeholders by optimizing the
end-to-end delivery and fulfillment value chain, from transportation to warehousing and sorting to
delivery.
As part of the double materiality assessment (DMA), an assessment of material impacts across all
operations and the value chain was conducted;
In the upstream of Posti’s operations, Posti has a network of suppliers who provide the essential
technologies, vehicles, fuels, and digital infrastructure to enable its business. Posti works closely with
vehicle manufacturers who are pioneering in cleaner, more efficient transportation solutions, and with
energy suppliers who are helping in the transition to renewable sources. In addition, Posti sources a
wide range of goods and services—from workwear to maintenance support. For the development of
Posti’s properties, Posti engages with property developers in addition to occasionally taking a more
active role in the development of the properties (for example project management for large
properties). Energy efficiency and using fossil-free energy in increasing amounts in both Posti’s new
and existing facilities are important to advancing Posti’s climate efforts. At the core of Posti’s business
is Posti’s operations and workforce, which are key to its success and the delivery of Posti’s services.
Downstream, Posti serves a diverse customer base that includes both consumers and business
customers. Posti also promotes the circular economy by offering services that support the convenient
return of products to the sender. Furthermore, Posti contributes to recommerce by providing logistics
solutions that enable the exchange and resale of secondhand goods.
Throughout the value chain—upstream, Posti’s own operations, and downstream—Posti collaborates
with transportation partners. These partnerships are essential to extending Posti’s own operations and
ensuring that Posti responsibly delivers what matters to consumers and business customers.
The figure below illustrates Posti’s upstream and downstream value chain, showing the location of key
actors, Posti’s own operations, and the material impacts and risks and opportunities across the value
chain.
51
ANNUAL REPORT 2025
Posti_value_chain.svg
52
ANNUAL REPORT 2025
Interests and views of stakeholders
Posti maintains close dialogue and cooperation with a broad range of stakeholders. The company
places emphasis on engaging with employees, business customers, suppliers, consumers,
policymakers and shareholders. Regular interaction is essential, as it enables Posti to understand
stakeholder needs, gather insights on how expectations can be met, and support sustainable growth
and customer‑focused business development. Active stakeholder dialogue is a fundamental element
of responsible business operations and reporting
Further, Posti has an informal Stakeholder Advisory Council appointed by Posti’s Board of Directors in
September 2025 aiming to maintain and promote dialogue with the Company’s key stakeholders to
advance Posti’s interests, brand, and reputation.
Stakeholder perspectives have been incorporated into the strategy-setting process through insights
from employee engagement and customer surveys. Both internal and external stakeholders were
involved in the double materiality assessment (DMA) process, and their views were considered
throughout the identification, assessment, and validation of material impacts, risks and opportunities,
using interviews and surveys as key engagement methods.
Posti’s strategy is updated when needed to reflect changes in the operating environment and to
incorporate stakeholder perspective. The most recent update was completed in 2024, when Posti
expanded its sustainability focus from decarbonization alone to a broader, comprehensive ESG
approach.
Relevant administrative, management, and supervisory bodies are kept informed of stakeholders’
views and interests regarding sustainability-related impacts through updates provided by Posti’s
subject matter experts and topic owners through, supported by the Sustainability Governance Model.
Appropriate measures are taken to address identified material impacts.
The stakeholder engagement table summarizes Posti’s key stakeholder groups, how the engagement
is organized, what the purpose of the engagement is, and how Posti considers the outcome of the
engagement with stakeholders.
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.
53
ANNUAL REPORT 2025
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.
Material impacts, risks and opportunities and their interaction
with Posti’s strategy and business model
The table below summarizes Posti’s material topics identified through the double materiality
assessment (DMA) conducted in 2023 and reviewed in 2025. The identified impacts, risks and
opportunities (IROs) represent Posti’s most significant actual and potential sustainability-related
effects on people and the environment, as well as sustainability matters that may influence Posti’s
financial performance, resilience and long-term value creation.
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
O = Own operations, U = Upstream operations, D= Downstream operations, V = Entire value chain (incl. own operation, down- and
upstream)
54
ANNUAL REPORT 2025
Below are described the identified material impacts, risks and opportunities and their interaction with
Posti’s strategy and business model:
Climate change
Posti’s transport operations, including those of its partners, generate significant greenhouse gas
emissions, contributing to global warming and resulting in negative environmental impacts. At the same
time, Posti’s efforts to reduce emissions, such as transitioning to low-emission vehicles and improving
energy efficiency, create opportunities for a competitive advantage and enhanced reputation. However,
Posti faces risks related to the limited availability of low-carbon technologies, infrastructure constraints
and rising compliance costs due to evolving climate regulations. Volatility in energy and fuel prices
further impacts operational costs. In response, Posti is integrating climate mitigation into its strategy by
investing in fleet electrification, fossil-free energy and supplier collaboration, aiming to reduce emissions
across its value chain and strengthen long-term business resilience.
Own workforce
Posti’s operations have material impacts on its own workforce, particularly in areas such as secure
employment, health and safety, and equal treatment. Negative impacts include risks related to
occupational safety and incidents of workplace harassment, while positive impacts arise from stable
employment, the promotion of diversity, and investment in training and skills development. Health and
safety risks can affect employee well-being and operational continuity, while fostering a more
inclusive, skilled and engaged workforce contributes positively to organizational resilience and long-
term value creation. These impacts influence Posti’s people strategy, which emphasizes safe working
conditions, equal opportunities, and continuous learning as key elements for long-term resilience and
employer attractiveness.
Workers in the value chain
Posti’s subcontracted transportation and delivery workers may face inadequate safety management
and exposure to harassment or threats in public spaces, leading to negative and potential negative
impacts on their well-being. These issues occur upstream in the value chain and can affect service
reliability, partner relationships and Posti’s reputation. In response, Posti is strengthening supplier
requirements and collaboration to improve occupational safety and promote respectful working
conditions across its network.
Business conduct
Posti’s operations have material impacts, risks, and opportunities related to ethical business conduct,
particularly in areas such as corporate culture, whistleblower protection, anti-corruption, political
engagement, payment practices, and supplier relationships. Positive impacts include fostering an
ethical and responsible corporate culture, empowering employees and value chain workers to report
misconduct, and leveraging political engagement as a financial opportunity to influence industry
regulations and initiatives.
Negative impacts relate to potential corruption or bribery incidents, delayed or unfair payments to
suppliers, and non-compliance by suppliers, which could lead to reputational, financial, or legal risks.
Posti is committed to conducting business ethically across all areas of operation. The corporate
culture emphasizes ethical behavior, compliance with laws and regulations, and responsible business
practices. These principles are supported by Posti’s values and the Code of Conduct, which are
embedded in the operations through communication, training and monitoring.
A more comprehensive description of each material impact, risk and opportunity and its interaction
with Posti’s strategy, business model and value chain is provided under the topical sections on
Environment, Social and Governance. The expected time horizons of the IROs are disclosed under the
corresponding topical standards.
Financial effect
Currently, the potential financial effects of the identified sustainability-related risks and opportunities
on Posti’s financial position, financial performance or cash flows have not been quantified due to
limitations in data availability and the lack of established methodologies. However, the most important
climate-related issues and financial risks are related to the availability and accessibility of green
vehicles, fuels, charging infrastructure and energy. The above-mentioned issues have been taken into
account in forecasts and, in particular, in impairment testing, based on the best information and
estimates. Climate-related issues may impact the profitability and impairment calculations of future
55
ANNUAL REPORT 2025
years as the climate target years approach. The margins of Posti's loan arrangements are tied to
sustainability targets. However, their impact on total interest expenses is minor.
No entity-specific disclosures have been identified in Posti’s DMA. However, all material impacts, risks
and opportunities are covered by the ESRS Disclosure Requirements.
Process to identify and assess material impacts, risks and
opportunities
The scope of the Sustainability Statement is based on Posti’s double materiality assessment (DMA),
conducted in compliance with the requirements of the European Sustainability Reporting Standards
(ESRS). The main objective of the assessment was to identify the most significant sustainability topics
for Posti that may have an impact on the environment, society and people, as well as the sustainability-
related risks and opportunities that may have a significant impact on Posti’s business performance. 
The double materiality assessment process follows ESRS 1 General requirements, and the DMA is
reviewed on an annual basis or in connection with significant changes in Posti. This is Posti’s first
disclosed Sustainability Statement and first conducted DMA in line with the ESRS requirements. Posti
therefore does not have an available comparative DMA process from previous periods.
Posti’s DMA process was conducted in the following steps:
Analysis of business activities and identification of topics
The initial phase involved a comprehensive analysis of Posti’s business activities and strategy to
identify sustainability impacts, risks and opportunities across Posti’s value chain. This assessment was
conducted in alignment with the sustainability topics outlined in the ESRS. In addition, Posti
considered entity-specific topics that could be deemed material to Posti’s operations and
stakeholders.
During the analysis phase, Posti conducted desktop research in collaboration with a consultant
incorporating input from:
• Posti’s previous materiality assessments
• industry research
• internal materials
• sustainability frameworks relevant for Posti’s business activities
• peer reviews
These inputs supported the development of a comprehensive longlist of potential material topics,
forming the foundation for Posti’s materiality assessment.
Assessment of material topics
The second step in Posti’s DMA process focused on assessing the material topics identified in the
initial phase. In accordance with the ESRS framework, the DMA considered both impact materiality
and financial materiality to determine the actual and potential impacts, as well as material risks and
opportunities. The assessment covered the entire Posti Group, considering both the Group’s own
operations and the value chain (both upstream and downstream activities). As most of Posti’s business
activities are in the Nordics and the Baltics, the DMA focused mostly on these geographical areas.
The time horizon defined in the ESRS was applied in Posti’s DMA process, considering impacts, risks
and opportunities over the short term (under one year), medium term (one to five years) and long
term (more than five years).
A detailed explanation of the scoring methodology, including both impact materiality scoring and
financial materiality scoring, is provided below.
Impact materiality scoring
For assessing the severity of the impact materiality, the following factors have been evaluated on a
scale of 0 to 5, with 0 indicating no imapct, and 5 indicating the highest impact:
• Scale: how grave the negative impact is, or how beneficial the positive impact is for people or the
environment
• Scope: how widespread the negative and/or positive impacts are
56
ANNUAL REPORT 2025
• Irremediability (only for negative impact): whether the negative impact can be remediated (in other
words, restoring the environment or affected people to their prior state).
The scoring threshold used for determining when a sustainability topic is considered material from an
impact materiality perspective is based on a predefined score, which is aligned with the principles
outlined in ESRS 1. Additionally, if any of the impact factors such as scale, scope and irremediability
are assessed as severe (score 5), the impact is automatically considered material. This scoring applies
to actual impacts.
For potential impacts, the likelihood has been considered with the severity of the impacts. The
likelihood of a potential impact has been assessed on a scale between 0 (10%), being very unlikely, to
5 (90%), being very likely.
If any of the impact factors (scale, scope, irremediability, likelihood) is deemed severe (score 5), the
impact is automatically considered material.
Financial materiality scoring
To assess the financial materiality, the following factors were evaluated on a scale of 0 to 5, with 0
indicating no risk, and 5 indicating the highest risk:
• Likelihood: how likely the occurrence of a sustainability related risk is
• Magnitude: evaluation of the potential amount of financial loss (risk) or gain (opportunity).
The sustainability risks identified and assessed in Posti’s Risk Management process have been taken
into consideration in the DMA. See Integration with overall risk management.
The scoring threshold for determining when a sustainability topic is considered material from a
financial materiality perspective is based on a predefined score which is aligned with the principles
outlined in ESRS 1.
Validation
The third step in the DMA process, the validation phase, included gathering insights from both
relevant internal stakeholders through interviews and workshops and from external stakeholders
through interviews and surveys. The material topics were validated by Posti’s strategy and business
leaders to ensure alignment with Posti’s business model.
Posti’s first double materiality assessment was conducted in the fall of 2023. Following this, a need for
a revalidation of the assessment was identified, and the revalidation of the DMA was conducted in the
spring of 2025. In 2024, Posti conducted a Human Rights Impact Assessment (HRIA), and the results of
this assessment were incorporated into the revalidation of the DMA, specifically regarding the S1 Own
workforce, S2 Workers in the value chain, and S4 Consumers and end users social standards. In the
methodology used in HRIA, the severity of the impact took precedence over its likelihood.
The identified impacts, risks and opportunities were reviewed by the Sustainability Forum and
approved by the Audit, Risk, Sustainability Committees.
An internal control over the DMA and the scope of reporting requirements was established as part of
the sustainability reporting control (CSRD Key Internal Controls) implemented during the CSRD
project. Further details on Posti’s internal controls related to sustainability reporting are described in
Stakeholder engagement
In the DMA process, both internal and external stakeholders were involved, and their perspectives
were considered during the identification, assessment and validation phases of material impacts, risk
and opportunities through interviews and surveys. Affected stakeholders, including Posti’s workforce,
consumers and end users, and workers in the value chain, contributed to the process through
interviews, a DMA-related survey and other internal employee-related surveys.
Posti’s approach to stakeholder engagement is further described in the Interests and views of
stakeholders section.
57
ANNUAL REPORT 2025
Integration with overall risk management
Sustainability risks are identified, assessed and managed within Posti Group’s comprehensive risk
management process and risk management tool. The prioritization of risks is based on the risk
assessment scales in accordance with Posti’s risk management process. Although the DMA process is
not yet fully integrated into Posti’s risk management process and system, and the scoring currently
differs from the ESRS 1 scoring methodology, the sustainability risks identified by the Group’s risk
management have been incorporated and aligned with those identified through the DMA process.
As part of the impact materiality assessment, Posti identified key impacts—such as GHG emissions
and employee health and safety—that give rise to risks and opportunities. GHG emissions constitute
an actual negative environmental impact, creating a transition risk of not meeting climate targets; at
the same time, mitigation presents a strategic and financial opportunity. In parallel, Posti assessed
dependencies that can trigger risks and opportunities, including reliance on the availability of
low‑carbon technologies and on workforce well-being and safety. These dependencies may increase
transition and financial risks (for example, disability pension liabilities) if not managed effectively. See
the E1 Climate change and S1 Own workforce sections for further information.
Climate change
To identify and assess Posti’s climate-related impacts, risks and opportunities, Posti utilized findings
from its scenario and climate resilience work, which was made in accordance with Task Force on
Climate Related Financial Disclosures (TCFD). The TCFD assessment helps organizations understand
and prepare for climate-related risks, as well as capitalize on climate-related opportunities that are
relevant to them. The scope of the TCFD assessment covered Posti’s own functions in the Group’s
current markets in the Nordic countries and the Baltic region, as well as the Group’s value chain. The
TCFD work (including scenario and resilience analysis) served as a basis for Posti’s DMA process on
climate change matters. Posti conducted the TCFD work in the spring of 2023. The time horizons
applied for TCFD and DMA are consistent: short term (under one year), medium term (one to five
years) and long term (more than five years, up to 2040).
A scenario analysis (as part of the TCFD project) was used to assess the key risks and opportunities
over different time horizons and in different climate scenarios. The climate scenarios were as follows
and publicly available IPCC AR6 (2021): Shared Socioeconomic Pathway (SSP) were utilized:
• an orderly transition, with temperatures rising by 1.5–2°C (SSP1-1.9): Decisive global policy action is
taken to limit global warming from early 2020s
• a disorderly transition, with temperatures rising by 1.5–3°C (SSP2-4.5): Policy measures are delayed
until late 2020s/early 2030s, meaning increased costs, e.g., higher carbon prices
• a hot house world, with temperatures rising by 3–5°C (SSP5-8.5): No new policies are introduced,
leading to increasing physical impacts. 
In the scenario analysis, Posti’s key internal stakeholders assessed each risk and opportunity and its
impact on Posti over the selected time horizons and in the selected climate scenarios. The key risks
and opportunities were categorized as physical risks and transition risks with the aid of the TCFD
framework and an external expert. The assessment included desktop work and engagement of
internal stakeholders in various stages of the work, for example, participation in interviews to assess
the significance of different risks and opportunities. The process included a comparison of the results
of the scenario analysis with Posti’s strategy, business model, metrics and targets to support the
identification of climate change mitigation measures and increase the climate resilience of Posti’s
business.
Physical climate risks in Posti’s own operations and along the upstream and downstream value chain
were considered as part of the analysis. Posti identified potential short-, medium- and long-term
climate-related hazards that could result from increasing the frequency of acute climate events and
their interference with business activities. For the value chain, Posti identified a potential long-term
risk from more extreme and frequent climate change causing material shortages and/or disrupting
supply chains. According to the results of the resilience analysis, physical risks are expected to be
moderate in the event of an orderly transition. In a hothouse world scenario, serious physical risks
would be expected through extreme weather events (such as storm conditions, flooding and heat
waves), influencing Posti’s supply chains and business activities. No chronic physical risks were
identified in the TCFD work. When assessing the double materiality of the physical climate risks and
considering the likelihood and magnitude of these risks, they were identified as not material.
58
ANNUAL REPORT 2025
Transition risks were also assessed as part of the analysis. Identified potential transition risks included
political and legal (potential significant new taxes), technological (e.g., maturity of low-carbon
vehicles), market-related (for example., changing customer preferences), and reputational (negative
social implications). Transition risks were assessed over short-, medium-, and long-term time horizons,
and they concern both the Group’s own operations and value chain. According to the results of the
resilience analysis, transition risks are expected to be moderate in the event of an orderly transition. In
a disorderly transition, the transition risks would be more significant. To determine the materiality of
these transition risks (and opportunities), the likelihood and magnitude of the financial risks and
opportunities were reviewed further. As a result of the DMA, three financial risks and one financial
opportunity were identified. The risks relate to the availability of low-carbon solutions for fleet and
properties, fuel and energy prices, and potential higher compliance costs. Climate change mitigation
also provides an opportunity through competitive advantage and improved reputation.
Posti has identified greenhouse gas (GHG) emissions from its own operations and across its value
chain as a material negative environmental impact contributing to climate change. These emissions 
arise from fuel combustion in Posti’s fleet (Scope 1), district heating consumption, electricity
consumption in facilities and electric vehicles (Scope 2), and purchased road transportation services
(Scope 3). Freight, parcel and mail transportation (own and partner) creates most of Posti’s emissions
contributing to global warming. Posti is implementing its climate transition plan to reduce the
emissions. Posti’s total GHG emissions are reported in the Targets and metrics related to climate
change section.
Posti does not identify own assets or business activities that are incompatible with a climate-neutral
economy.
Climate scenarios have not yet been formally integrated into Posti’s financial planning or forecasting
processes. However, Posti’s clean vehicle roadmap is already influencing investments decisions,
particularly in guiding the transition of the fleet towards fossil-free vehicles by 2030.
Business conduct
The identification and assessment of material business conduct topics such as ethical business
practices, anti-corruption, fair payment practices and supplier management have been carried out as
part of Posti’s Group-level double materiality assessment process, described in more detail above. The
assessment involved relevant internal stakeholders, including representatives from the Compliance,
Sourcing, and Stakeholder Relations functions. The assessment of business conducted related
material topics considered, for example, existing policies, processes and procedures, as well as
relevant data concerning these topics.
Non-material ESRS topics
The following topics have not been considered material in Posti’s DMA:
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
GHG emissions, please see the E1 Climate change section. The land area surrounding
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
provision for land-cleaning work is disclosed under the Provisions in the Notes in 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.
59
ANNUAL REPORT 2025
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
GHG emissions, please see the E1 Climate change section.
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.
E2 Pollution, E3 Water, E4 Biodiversity, and E5 Resource Use and Circular Economy standards are
assessed using the methodology as the materiality assessment. However, due to Posti’s business
model and operating countries, these topics did not exceed the defined DMA threshold and were not
considered material.
Posti has not identified communities that are negatively affected by Posti’s operations; consultations
have therefore not been conducted regarding the sustainability matters of pollution, water,
biodiversity, and resource use and circular economy.
Disclosure Requirements in ESRS covered by the undertaking’s
sustainability statement
The table below presents a list of the disclosure requirements covered in Posti’s Sustainability
Statement. The materiality assessment process is described further in the Process to identify and
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
60
ANNUAL REPORT 2025
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
61
ANNUAL REPORT 2025
List of data points in crosscutting and topical standards derived from other EU legislation
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
62
ANNUAL REPORT 2025
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
63
ANNUAL REPORT 2025
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
64
ANNUAL REPORT 2025
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
65
ANNUAL REPORT 2025
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
66
ANNUAL REPORT 2025
ESRI_8.jpg
Sustainability and climate
are at the core of Posti’s
strategy and purpose. We
aim to advance the clean
transition of logistics and
the shift toward more
sustainable consumption.
This means not only
reducing the emissions of
our own operations, but
also actively influencing
and collaborating closely
with our partners.
Environmental
-25%
information
reduction of our own
emissions (Scope 1 and 2)
compared to 2024
67
ANNUAL REPORT 2025
EU Taxonomy
General
The EU Taxonomy is a classification system established under Regulation (EU) 2020/852 to define
environmentally sustainable economic activities. Its purpose is to help redirect capital towards
sustainable investments and support the environmental and climate objectives under the European
Green Deal.
The scope of the EU Taxonomy covers the most of Posti’s core business activities. Consequently,
Taxonomy-eligible economic activities account for a significant share of Posti Group’s revenue. Posti’s
business is segmented into three Business Groups: eCommerce and Delivery Services; Fulfillment and
Logistics Services; and Postal Services. Posti Group is also operating in real estate activities. 
EU Taxonomy reporting
The EU Taxonomy defines six main environmental objectives against which the company’s different
economic activities are assessed. These environmental objectives are:
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)
For the 2025 financial period, Posti discloses its Taxonomy-eligible business activities in terms of all six
environmental targets, as well as its Taxonomy-aligned business activities in terms of climate change
mitigation. Disclosures include the share of revenue, capital expenditure, and operating expenditure.
The Taxonomy-aligned disclosures indicate how the economic activity in question supports the
confirmed environmental objectives. An economic activity is considered Taxonomy-aligned if it
contributes substantially to at least one of the defined environmental objective, causes no significant
harm (DNSH) to the other objectives and complies with the minimum safeguards.
Posti has conducted its assessment of Taxonomy eligibility and Taxonomy alignment based on the EU
Taxonomy Regulation, the Climate and Environmental Delegated Act (2021/2139, 2022/1214,
2023/2485, 2023/2486 ja 2026/73), and the best interpretation of the currently available guidelines
issued by the European Commission. In addition, Posti uses insights from the PostEurop association
regarding public postal operators’ interpretations of the regulation and guidelines. Posti Group
specialists have evaluated, for each relevant area, whether the operations indicated in the EU
Taxonomy meet the criteria for Taxonomy alignment. For each operation, the assessment considered
the criteria for “Substantial contribution” and “Do no significant harm” (DNHS) to determine Taxonomy
alignment, except for the objective of Climate change adaptation, which is considered at the Group
level. Posti has undertaken a screening in accordance with the generic criteria for DNSH to climate
change adaptation (Appendix A). Minimum safeguards were also examined at the Group level.
Minimum safeguards
Posti considers that it fulfills the EU Taxonomy’s minimum safeguards, which cover human rights,
corruption and bribery, fair competition, and taxation. 
Posti’s approach to human rights and anti-corruption is described in more detail in the S1 Own
Group’s tax strategy, management, and position as well as the country-by-country tax reporting based
on the OECD’s guidelines annually in the Tax Footprint and Income Tax Report.
68
ANNUAL REPORT 2025
Posti (or senior management) has not been found to have violated human rights or competition laws.
Posti has not been found guilty of tax evasion, corruption, or bribery. More information about ongoing
legal proceedings can be found in the Legal proceedings section.
Reporting principles for the EU Taxonomy KPIs
Revenue
In the calculation of the key figure for revenue, Posti applies the same IFRS-compliant accounting
principles applied in the Consolidated Financial Statements. The overall revenue used to calculate
the key figure corresponds to the revenue (net sales) disclosed in the Consolidated Financial
Statements. Revenue recognition policies are described in the Accounting Policies of the
Consolidated Financial Statements.
To allocate the revenue from general transportation services and revenue made within the Group’s
infrastructure, Posti uses a cost accounting system that is based on functions and cost-based
allocations. From the data retrieved from the system, Posti evaluates the different functions whether
they are either transport or infrastructure functions. With this proportion Posti is able to separate the
functions from the total revenue of the business unit. To avoid double counting, Posti has assigned
revenue to only one activity and has taken intra-Group relationships into account on a consolidated
basis.
Posti uses distance-driven and distribution points to calculate revenue per economic activity of
transport functions. Posti has several systems to retrieve data of the driven kilometers or distribution
points as well as the vehicle sizes or fuel types. With this data Posti allocates the each transportation
to a proper EU Taxonomy activity.
Posti uses in its vehicles renewable diesel and biogas in addition to fossil diesel. Posti cannot affirm
the Taxonomy alignment of these drives.
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.
69
ANNUAL REPORT 2025
Most of the tires used by vehicles in categories 6.5 and 6.6 within the Posti Group are considered
Taxonomy-aligned according to Posti Policy and the tire manufacturers’ interpretations of the EPREL
database. Scooter tires are not in the EPREL database, but since it is not possible to exceed the speed
of 45 km/h with these vehicles, Posti considers that the scooter tires meets the criteria related to
noise pollution. The retreaded tires used by trucks are Taxonomy-aligned according to the EU
Commission’s confirmation in June 2025. During the winter season, Posti uses studded tires on certain
vehicle types, which are not included in the EPREL database. Studded tires provides a safer option in
Nordic winter conditions. As Posti prioritizes safety over Taxonomy alignment, transportations using
these vehicles cannot be considered Taxonomy-aligned, even if the vehicles themselves would
otherwise meet the alignment criteria.
For activities subcontracted through our suppliers, Posti usually cannot assess Taxonomy alignment
due to insufficient information. As a result, revenue from subcontracted activities is reported as
Taxonomy-eligible but not aligned. This primarily relates to the economic activity 6.6 Freight transport
services by road economic activity.
Posti Group also generates revenue from administrative operations, such as Posti Messaging, and
warehousing activities, which are considered Taxonomy-non-eligible.
Capital expenditure
Posti’s Taxonomy-eligible capital expenditure includes additions to tangible and intangible fixed
assets, including any additions to right-of-use assets recognized based on long-term lease
agreements. No increase in goodwill recognized for acquisitions is included in the capital expenditure
specified in the Taxonomy. These items are handled in accordance with IAS 38 Intangible Assets, IAS
16 Property, Plant and Equipment, IAS 40 Investment Property, and IFRS 16 Leases.
Additions to intangible assets are presented in the Consolidated Financial Statements, note
Intangible assets, and additions to property, plant, and equipment in the note Property, plant and
equipment. The additions to investment properties are presented in the note Investment Property.
The IFRS 16 leased assets are presented in the note Right-of-use assets. Only new leasing contracts
are considered as Taxonomy-eligible, and changes in contracts such as revaluations are Taxonomy-
non-eligible. To avoid double counting, each addition to capex was only allocated only to one activity.
Posti Group does not store or transport fossil fuels; therefore, the capital expenditure can be
considered as Taxonomy-aligned when other conditions are met.
During 2025, Posti acquired gas-powered vehicles with significantly lower GHG emissions compared to
diesel vehicles. However, Posti is currently unable to confirm the EU Taxonomy alignment of these
vehicles. Gas-powered vehicle purchases accounted for 13% of all heavy fleet acquisitions in 2025.
Only new or renovated warehouses, office buildings, or their surroundings are considered Taxonomy-
eligible in Category 7 because buildings that operate transportation services by Postal Services and
eCommerce and Delivery Services fall under Category 6.15.
70
ANNUAL REPORT 2025
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.
Operating expenditure
Posti Group’s EU Taxonomy denominator of operating expenditure includes research and
development expenditure recognized as costs and the maintenance costs of production units,
property and equipment, and short-term lease agreements. The reported expenses include only direct
costs.
In Posti Group’s income statement, the operating expenditure specified in the EU Taxonomy is
included in materials and services, employee expenses, and other operating expenses. These
expenses are disclosed in the Materials and services, Employee benefits and Other operating
The EU Taxonomy allows an exemption from reporting the operating expenditure when direct
operating expenditure as defined in the regulation are considered as insignificant compared to the
group’s total operating expenses. Posti Group exercises its right to report operating expenditure in its
entirety as immaterial. Posti considers that the operating expenditure as defined in the EU Taxonomy
regulation is not material to its business model. Posti's operating model is based on service operations,
whose cost structure consists mainly of personnel costs and materials and services. Posti Group's
operating expenditure as defined in the EU Taxonomy are EUR 67.5 million, or approximately 5% of all
Group expenses. The relative weight of operating expenses as defined in the regulation is structurally
insignificant.
71
ANNUAL REPORT 2025
Proportion of revenue, capex, opex from products or services associated with Taxonomy-eligible or Taxonomy-aligned economic activities – disclosure
covering year 2025 (summary KPIs)
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
72
ANNUAL REPORT 2025
Proportion of revenue from products or services associated with Taxonomy-eligible or Taxonomy-aligned economic activities – disclosure covering year
2025
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%
73
ANNUAL REPORT 2025
Proportion of capex from products or services associated with Taxonomy-eligible or Taxonomy-aligned economic activities – disclosure covering year 2025
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%
74
ANNUAL REPORT 2025
ESRS E1 Climate change
Posti has identified the following material impacts, risks and opportunities regarding climate change:
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
Posti monitors its GHG emissions to evaluate the progress related to climate change mitigation
Impact, risks and opportunities (IROs) reported under Gross Scope 1, 2, 3, and Total GHG emissions.
For Energy-related IROs, Posti follows its energy consumption reported under Energy consumption
Posti’s transition plan and actions related to climate change
mitigation
Sustainability and climate are at the core of Posti’s strategy and purpose. Posti aims to drive the clean
transition of logistics, which means minimizing the negative impacts and maximizing positive effects
on climate while driving the change toward more sustainable consumption. For Posti, this means not
only decarbonizing its own operations but also strongly influencing and collaborating with partners. A
major source of Posti’s emissions is purchased road transportation. Building strategic partnerships in
this area is crucial for both business operations and driving sustainability.
Posti’s climate efforts are based on Posti’s strategy and climate science. In 2022, the international
Science Based Targets initiative (SBTi) approved Posti’s short-term, long-term, and net-zero climate
targets. In Posti’s operating countries, Finland, Sweden, Norway, and the Baltic countries, Posti was the
first company globally in the logistics industry and one of the first 17 companies overall to receive SBTi
approval for its net-zero target. Posti’s near-term SBTi climate targets are -50% Scope 1 and 2 by 2030
from a 2020 base year and -50% Scope 3 by 2030 from a 2020 base year. Posti's long-term SBTi-
targets are -90% by 2040 from a 2020 base year and net-zero by 2040. Posti’s climate targets are
compatible with the limiting of global warming to 1.5°C in line with the Paris Agreement.
75
ANNUAL REPORT 2025
In 2025, Posti updated its climate transition plan according to ESRS E1-1 Transition plan for climate
change mitigation requirements. Posti’s climate transition plan is built on Posti’s SBTi validated climate
targets, as well as Posti’s existing roadmap for fossil-free road transportation and fossil-free energy in
its facilities by 2030. The climate transition includes the decarbonization levers which are key building
blocks for reaching net-zero by 2040. For each decarbonization lever, tangible actions are identified
to implement the transition plan. Posti’s climate transition plan was accepted by Posti’s Group
Sustainability Forum in June 2025. The Sustainability and Stakeholder Relations Team, in collaboration
with the Business Groups and the Posti Facility Team, is responsible for the implementation of the
climate transition plan. The Sustainability Forum provides oversight by monitoring the overall
progression of the climate transition plan. The Sustainability and Stakeholder Relations Team is also
responsible for tracking progress and reporting updates to the Sustainability Forum regularly. The
climate transition plan is reviewed and updated annually if necessary in conjunction with the revision
of the double materiality assessment (DMA).
Climate scenarios have supported the identification of relevant environmental, societal, technological,
market, and policy-related developments, and have helped determine appropriate decarbonization
levers. The results of Posti’s TCFD work (including a scenario analysis), which included three climate
scenarios, served as the foundation for the development of the climate transition plan. These
scenarios were also integrated into the DMA process. A more detailed description of the scenario
According to the scenario analysis, physical climate risks are expected to remain moderate, with no
chronic physical risks identified at this stage. Nevertheless, Posti continues to monitor the evolution of
climate impacts and remains prepared to adapt its operations accordingly. While physical risks are not
separately addressed in the climate transition plan, ensuring that operational infrastructure with fleet
and facilities is resilient and suitable for Nordic and Baltic climate conditions is considered a part of
standard operational management.
In contrast, transition risks are expected to be more significant. A key identified transition risk relates
to the availability and maturity of low-carbon vehicle technologies. To address this, the climate
transition plan outlines a diverse portfolio of actions for fleet decarbonization, avoiding reliance on a
single technological solution. This approach also mitigates risks associated with fuel and energy price
volatility, both for fleet operations and facility energy use. Another transition risk identified in the
scenario analysis relates to the decarbonization of Posti’s transportation partners. Achieving emissions
reductions across the value chain depends on the availability of low-emission vehicle technologies
and supporting infrastructure. To mitigate this risk, the climate transition plan outlines a range of
collaborative actions to support partners in reducing their emissions. Furthermore, Posti recognizes
the importance of regulatory engagement and has identified stakeholder influence and cooperation
as a lever. This includes active participation in the development of national and EU-level climate and
transportation policies, which are critical to enabling a supportive regulatory environment for
decarbonization.
The illustration below shows Posti’s climate transition plan. Posti has ambitious climate targets and is
committed to take its own action and engage the entire value chain to reach net-zero by 2040. Posti’s
transition plan visually represents the estimated emissions reduction potential by scope and lever but
Posti does not currently quantify the specific contributions of each lever to achieving the GHG
emissions reduction targets by scope. In 2026, Posti will advance its climate work by developing a
comprehensive climate roadmap. This roadmap will include a detailed assessment of the emission
reduction potential for each action, enabling prioritization and effective implementation of actions to
achieve our climate targets
In the transition plan, actions focus on reducing emissions from road transportation and properties,
supporting Posti's target of achieving fossil-free road transport and facility energy by 2030. The 2030–
2040 actions focus on other value chain decarbonization activities. The table Posti’s decarbonization
levers and actions summarizes Posti’s decarbonization levers and actions taken and planned to
achieve Posti’s climate targets. 
76
ANNUAL REPORT 2025
SBTi: Scope 1–2: -50% by 2030 and Scope 3: -50% by 2030
(Additional target: Fossil-free road transport and facility energy 2030)
-59 % (Scope 1–2)
-11 % (Scope 3)
Phasing out fossil
fuels in own
vehicles
• Electric and gas
vehicles
• Fossil-free fuels
Optimization and
digital solutions
• Route & fill rate
optimization
• Economic driving
Energy-efficient
fossil-free
facilities
• Fossil-free
energy
• Construction
projects
Scope 3
SBTi: -90% by 2040
Scope 3
Decarbonization
with purchased
road
transportation
partners
• Incentivize clean
vehicles
• Participate in the
development of
new solutions
Scope 3
Scope 2
Scope 2
Scope 1 and its actions
Scope 2 and its actions
Scope 3 and its actions
Long-term actions 
Scope 1
Scope 1
GHG
Emissions
Value chain decarbonization
• Sustainable sourcing policy for
indirect procurement
• Cleaner business travel and
commuting
• Utilization of new technological
advancements
• Further energy efficiency to
reduce energy upstream
emissions
GHG
Removals
2030
Near-term
target
2020      //      2025
Base
year
2040
Net Zero
Note! Sizes of the boxes are illustrative of the emissions reduction potential
77
ANNUAL REPORT 2025
Posti’s decarbonization levers and actions*
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
• Drive decarbonization of indirect sourcing through sustainable
procurement policy (for example. IT and software services and
equipment)
• Cleaner commuting and business travel
• Utilization of new technological advancements
• Further energy efficiency to reduce energy upstream emissions.
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
*Posti continuously monitors potential decarbonization actions. The actions currently in progress are also applicable and effective in the future.
78
ANNUAL REPORT 2025
Lever 1: Phasing out fossil fuels in own transport
Reducing the use of fossil fuels is a pivotal component of Posti’s decarbonization efforts. Posti has
already implemented several tangible measures, including fleet electrification, the adoption of
alternative fuels for vehicles, and the installation of charging stations. These initiatives will continue to
be a focus in Posti’s ongoing efforts to achieve net-zero by 2040.
In 2025, Posti continued systematic work toward fossil-free road transportation. At the end of 2025,
Posti had a total of 765 (500) electric vans, 36 (23) electric trucks, 3 (0) electric combination trucks,
106 (70) gas-powered heavy trucks, 40 (39) gas-powered trucks or vans, and more than 1, 400 light
electric vehicles ranging from scooters to electric carts in use. All the electricity used in Posti’s own
and partners’ electric vehicles in Finland is fossil-free energy with guarantees of origin, and all gas
vehicles are fueled by biogas. Posti also purchases guarantees of origin for those of its sold
transportations for which the energy used is not charged at Posti’s own charging stations.
In 2025, Posti increased the use of fossil-free energy in its own fleet by almost 20% compared to the
previous year. In 2024, Posti introduced the first diesel-to-electric truck in Finland for freight
transportation traffic use and continued to boost conversion trucks in 2025. To achieve fossil-free
road transportation in 2030, the implementation of the clean vehicle roadmap continues. This
includes continuing the sourcing of electric and gas vehicles when applicable and using renewable
diesel and biogas. The electrification of the fleet, adoption of gas-powered vehicles, and increased use
of fossil-free fuels have supported the reduction in GHG emissions. Scope 1 and 2 emissions have
reduced -59% compared to the base year (2020).
Posti is investing in charging infrastructure across Finland and collaborating with energy providers to
ensure sufficient electrical vehicle (EV) charging and gas filling stations. For Posti and its partners, it is
critical to have charging infrastructure near its logistics centers and across its operating countries.
From 2026 onward, the electrification of Posti’s fleet will expand to heavier and longer transportation
vehicles with a new efficient charging solution. This MCS (Megawatt Charging System) solution
challenges other forms of energy by enabling longer journeys with lower electric transportation costs.
This innovation shortens charging time and makes the working day more efficient due to fast and
efficient charging.
Posti is also investigating the development of battery energy storage systems. Battery energy storage
systems can enhance grid stability and help to optimize energy use from renewable sources.
Regarding hydrogen, Posti is following the development of hydrogen vehicles and is considering
piloting a hydrogen vehicle in the future.
The implementation of Lever 1: Phasing out fossil fuels in own transport of Posti’s climate transitional
plan has required around EUR 22.5 million in 2025, including the most significant investments. From an
overall economic perspective, Lever 1 does not require significant additional investments, since the
fleet will be renewed and replaced with a new type after the remaining service life of the existing fleet.
Investments related to Lever 1 are reported under the EU Taxonomy capex KPI (activities 6.15, 6.5–
6.6). The financial resources allocated to Lever 1 in the climate transition plan do not reconcile with
the reported EU Taxonomy capex KPI. This is because Lever 1 excludes investments related to
Taxonomy activity 7 (construction and real estate activities), and because vehicles using fossil fuels,
while considered taxonomy-eligible, do not support the objectives of the transition plan. The
Lever 2: Optimization and digital tools
Posti is continuously improving route optimization, economic driving, and vehicle fill rates, with digital
technologies playing a key role in supporting these advances. Posti has implemented route and fill
rate optimization to reduce fuel consumption and minimize environmental impact. By leveraging data,
unnecessary driving kilometers are avoided, and vehicle load capacity is maximized, leading to fewer
journeys and lower GHG emissions. Posti continues to improve its optimization practices to further
support Posti’s climate mitigation objectives.
All employees driving vehicles, starting with scooters, receive training, including economical driving.
For vehicles starting from the van category, driving behavior monitoring systems are in place, enabling
the continuous improvement of driving habits and supporting Posti’s climate targets. Eco & Safety
Driving is also mandatory by law for all people, covered by the Driver CPC demand. Posti organizes its
own Eco & Safety Driving training, and it is available for Posti’s own drivers, partners, and rental
workers. The training also includes practical exercises and provides, for example, information about
Posti’s climate targets. In 2025, Posti continued this work to improve economical driving.
79
ANNUAL REPORT 2025
Digitalization also plays a role in supporting Posti’s journey toward decarbonization. The OmaPosti
service, including its digital postbox, enables organizations such as public authorities to send letters
electronically. This reduces emissions associated with traditional mail delivery by reducing paper
consumption and driving. In 2025, Posti continued to advance the development of its digital postbox
service and remains committed to its ongoing enhancement in the coming years.
Implementation of Lever 2: Optimization of effectiveness in the operations requires investments in ICT
development and automation of sorting capabilities to enable new delivery models, route
optimization and improvement of fill rates. Significant investments of approximately EUR 12.8 million
have been identified in 2025 as contributing to Lever 2. This amount includes EU Taxonomy-aligned
and eligible capex, as well as investments that do not meet the Taxonomy eligibility or alignment
criteria. Of the total, approximately EUR 2.4 million relates to ICT investments supporting Lever 2. In
accordance with current EU Taxonomy interpretation, Posti’s ICT-related investments are not
considered eligible for inclusion in Taxonomy reporting and are therefore excluded from the capex KPI
disclosed in Posti’s EU Taxonomy report. Capex considered Taxonomy-eligible are reported under
activities 6.15 and activity 7 (construction and real estate activities) in the EU Taxonomy report. The
corresponding notes in the Consolidated Financial Statements are Intangible assets.
Lever 3: Fossil-free energy-efficient facilities
Posti targets using only fossil-free energy by 2030. This means fossil-free electricity, district heating
and fuels in all Posti’s facilities. Since 2021, all purchased electricity in Finland has been fossil-free. In
Sweden and Norway, most of the energy used in warehouses has been fossil-free since the start of
their operations.  In the Baltics, most of the electricity is fossil-free energy, and Posti continues the
efforts to increase the amount. In addition to electricity, district heating is in use in many countries,
and most of the used district heating is already fossil-free.
In facilities where Posti manages energy contracts, it can easily choose fossil-free energy sources.
However, Posti also has facilities where Posti is a tenant and does not have its own energy contract.
Posti already purchases Guarantees of Origin for electricity for the facilities in question. To further
drive decarbonization, Posti also collaborates with building owners to take energy efficiency actions
and to switch to fossil-free energy. In addition to prioritizing fossil-free energy, Posti continuously
implements energy efficiency measures to reduce overall consumption. In 2025, Posti’s headquarters
returned to the historic Postitalo building in Helsinki, which has a LEED Gold certificate. The
certification highlights the building’s long-term operational efficiency and confirms its compliance
with recognized sustainability and energy performance standards. In addition, Posti’s large new
warehouse in Järvenpää is aiming for BREEAM environmental certification at the Excellent level. Its
heating is geothermal energy, and solar power accounts for 10% of electricity consumption. Posti’s
energy efficiency measures, combined with the increased use of fossil-free energy in facilities, have
supported the emission reductions in Scope 2. Scope 2 emissions have reduced 63% compared to the
base year 2020.
Regarding new construction projects, climate and energy efficiency are systematically taken into
account. This means, for example promoting energy efficiency in the building and using Posti’s own
energy through solar panels and geothermal energy when possible. In the future, Posti aims to
increase its energy production through solar panels and to investigate Power Purchase Agreements
(PPAs).
Lever 4: Decarbonization with purchased road transportation partners
Nearly three quarters of emissions from purchased road transportation come from the parcel and
freight transportation business in Finland. In 2025, Posti continued to take tangible steps toward its
climate targets with its partners in Finland. For partners, the means reducing emissions from road
transportation which is the same as for Posti: using fossil-free fuels, electrification, and economical
driving. Posti can incentivize partners to use cleaner fleet.
Posti and its partners use a substantial amount of renewable diesel annually, and partners increased
the use of fossil-free energy by over 100% in 2025. This improvement is mainly driven by the
introduction of a large number of new electric and gas vehicles within our partners’ fleets.
In locations where charging and fueling infrastructure is already available or will be in the near future,
routes are planned so that using electric or biogas vehicles is possible. The financial feasibility of
vehicle investments has been considered as a key starting point in the plans, and Posti also offers its
partners support in finding suitable vehicles. When operationally and financially possible, the
requirement to use an electric or biogas fleet is included in contracts. In the next few years, Posti will
focus on advancing the same plans in its other operating countries.
80
ANNUAL REPORT 2025
Lever 5: Value chain decarbonization (excluding transportation and
property use)
One of Posti’s largest emission sources is emissions from purchased products and services (excluding
procurement of energy and transportation). These emissions from indirect sourcing include IT
equipment and services, vehicle maintenance, property management, and packaging materials.
Currently, these emissions are calculated based on spend data. Posti’s first step is to improve the
emissions calculation and to increase the use of supplier-based data. This work was started in 2024. In
the coming years, the decarbonization of indirect sourcing will be driven further with a sustainable
procurement policy/guideline.
Lever 6: Stakeholder engagement and cooperation
Posti recognizes stakeholder engagement and cooperation as a foundational enabler across the
decarbonization levers. This crosscutting approach supports the implementation of climate actions
throughout the organization. As part of its commitment to responsible business, Posti actively
participates in national and EU-level regulatory development related to climate and transportation
policy. This includes ongoing engagement in policy advocacy to promote coherent climate legislation.
In addition, Posti advances the circular economy through its service offerings and strategic
partnerships. This includes promoting recommerce and sustainable consumption patterns. Looking
ahead, Posti aims to further innovate circular business models and deepen their positive impact.
Financing the climate transition plan and actions
Across Posti’s operations, investments are continuously made to support the climate transition plan
and efforts to reach the climate targets. Reaching Posti’s climate targets is expected to require
significant financial resource. Posti is committed to advancing its climate transition plan and investing
in decarbonization actions. The resources allocated to implement the actions depend on the ability to
invest, which is influenced by the business operating environment.
Posti internally tracks and reports capital expenditure (capex) and operating expenditure (opex),
which contribute directly to the implementation of the climate transition plan. Lever 1 and Lever 2 of
the transition plan are expected to require significant financial resources, which are disclosed in more
detail under the relevant levers.
Posti reports on the EU Taxonomy in accordance with regulatory requirements. However, Posti has
not currently set specific targets related to EU Taxonomy Key Performance Indicators (KPIs). Posti’s
decarbonization actions, such as capital and operating expenditure investments (capex and opex) in
fossil-free road transportation and fossil-free energy in facilities, are expected to contribute positively
to Posti’s EU Taxonomy KPIs over time. In principle, Posti takes the criteria set out in the EU Taxonomy
into account in significant fleet and property investment decisions when they relate to economic
activities that support the Taxonomy’s environmental objective of climate change mitigation. Nearly
all of Posti’s business operations fall under the scope of the EU Taxonomy, including transportation
and real estate activities, while warehousing operations are currently excluded from the EU
Taxonomy. Please see the EU Taxonomy reporting section for further information about Posti’s EU
Taxonomy revenue, capex and opex alignment.
When developing the climate transition plan (including climate targets), overall global trends have
been considered. In Posti’s operations, the key trends are the decrease in printed mail volumes,
increase in ecommerce volumes, international ecommerce, recommerce, and energy transition
(electrification and cleaner electricity). These are also considered with the decarbonization levers, and
energy transition especially plays a critical role in supporting Posti’s actions toward net-zero 2040.
Posti has reduced Scope 1–3 emissions -21% from a 2020 base year. Hence, Posti has proceeded with
its decarbonization efforts. The actions taken and Posti’s progress with its climate efforts are
described further in the section Posti’s transition plan and actions related to climate change
mitigation. By 2040, any residual emissions will be neutralized. However, the specific scopes,
methodologies, and frameworks to be applied have yet to be determined. Posti will continue to
monitor the development of various neutralization approaches and frameworks and will provide
further updates on this matter in the coming years.
Posti does not have any potential locked-in emissions. Posti is not excluded from the Paris-aligned
benchmarks. 
81
ANNUAL REPORT 2025
Climate change and its interaction with Posti’s strategy and
business model
Climate change is a critical challenge for Posti and the transportation sector. Transportation
generates emissions through the combustion of fuels and energy consumption, which negatively
impact the environment. However, Posti has significant potential to decarbonize its operations and
value chain, thereby decreasing its environmental footprint.
Climate plays a key role in Posti’s strategy, and Posti has established policies and targets to guide its
decarbonization efforts. Additionally, Posti aims to support its customers’ climate initiatives by
providing emissions reporting in accordance with the latest industry standards. In 2025, Posti began
offering customer emissions reporting aligned with the EN ISO 14083:2023 standard through Posti’s
corporate service channel OmaPosti Pro, where customers can easily download their emissions
reports for parcel, freight, and printed mail deliveries. At the end of 2025 Posti also received a third-
party opinion regarding consistency and alignment of Posti’s GHG methodology and data model for
the customer emission reporting with the SFS-EN ISO 14083 standard and the MBM Specification from
KPMG. Warehousing customers also receive emission reports by email. Posti offers a Fossil-free
shipment additional service, enabling customers to send products fossil-free. This service is grounded
in an internationally recognized market-based mechanism for transportation (book and claim).
Identifying competitive advantages and improved reputation through climate change mitigation as a
financial opportunity, Posti recognizes that being part of its customers’ climate journey is critical.
Posti has identified three material (transition) risks that can challenge its climate efforts:
• Not meeting our climate targets due to lack of access to low-carbon solutions in fleet and properties
(climate change mitigation)
• Higher compliance costs through increased climate regulation, for example, carbon tax
• Risk of volatility of fuel and energy prices
Posti has a climate transition plan until 2040, and it considers the identified opportunity and risks. The
transition plan is aligned with the Company’s strategy and business model, and Posti can adjust its
strategy and business model if there are changes in the operating environment due to climate change.
Posti’s climate targets are aligned with the Paris Agreement, and for its most significant source of
emissions, namely the transportation fleet, Posti has a plan for achieving fossil-free road
transportation. Climate risks are also regularly followed and updated as part of Posti’s risk
management. The resilience of Posti’s strategy and business model to climate change has been
assessed through three scenarios, and these are explained in more detail under Process to identify
82
ANNUAL REPORT 2025
Policies related to climate change
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
Posti Group’s Environmental Policy was updated effective of November 1, 2024. The purpose of
environmental management at Posti is to ensure that we respect and comply with environmental
legislation and applicable standards, improve the environmental management system, operate to
minimize negative environmental impacts, and promote positive impacts and eco-efficiency in all our
operations.  
The policy provides guidelines for managing material impacts, and risks and opportunities related to
climate change mitigation and energy consumption at Posti. In its environmental policy, Posti is
committed to reducing its own and the value chain’s greenhouse gas emissions in all activities.
Furthermore, the policy states that Posti’s climate transition plan includes active measures and
investments in fossil-free energy and clean vehicles to reduce emissions.
Posti Group’s Environmental Policy is available for external stakeholders on Posti’s website, and Posti
employees, can also access it through the company intranet. The Posti Group President and CEO has
the ultimate accountability for climate topics at Posti.
Targets and metrics related to climate change
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.
*All targets calculate Scope 2 emissions as market-based values. All targets cover all GHG emissions
**SBTi targets cover 100% of Scope 1–3 emissions.
In addition to the negative climate impact, Posti identified two material climate-related risks and one
climate-related opportunity, and while they do not have separate targets, they are covered in the SBTi
validated climate targets. Posti’s climate transition plan outlines the actions to mitigate negative
impacts, manage risks, and capitalize on opportunities.
Posti’s climate targets are aligned with climate science and validated by the SBTi. To develop the
targets, Posti utilized SBTi’s target-setting methodology and followed the cross-sector absolute
contraction approach. Posti has selected 2020 as the base year for the targets, as it is a
representative year of the operations with reliable data. When developing the targets, Group
sustainability, Sourcing and Posti’s Management were involved through meetings to set the ambition
level and review Posti’s emissions profile. Posti has adjusted the baseline in 2022 when setting net-
zero targets in addition to near-term targets that were validated in 2021 for the first time. The
adjusted baseline includes a divestment that exceeded Posti’s threshold for restating the baseline. It
83
ANNUAL REPORT 2025
also accounts for improvements in the calculation of Scope 1 and 2 emissions. Posti has adjusted its
baseline to ensure that emission figures more accurately reflect the current scope and scale of its
operations. This adjustment enhances the relevance and reliability of the baseline as a reference point
for setting SBTis and tracking progress against emissions reduction targets. Posti follows SBTi’s
guidelines to update and revalidate targets at least every five years to ensure consistency with the
latest climate science.
assumptions behind Posti’s targets, key decarbonization levers, and progress toward achieving them.
Posti has not used carbon offsetting or carbon credits to fund greenhouse gas removal or greenhouse
gas mitigation projects since 2021 (E1-7). Posti does not use internal carbon pricing (E1-8). Posti has
chosen to apply the ESRS phase-in provisions and has yet to disclose financial effects (E1-9).
Energy consumption and mix
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
Posti has renewable energy production from solar panels of 2,152 MWh. Because part of the solar
energy produced is sold to the grid, the amount of solar power consumed onsite does not match the
total amount produced. Facility energy production was deemed as not relevant (accounting for less
than 2% of energy consumption), hence Posti is not reporting those figures.
84
ANNUAL REPORT 2025
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
*Energy intensity metric for 2024 not assured.
Energy intensity is calculated as a ratio between the total energy consumption from Posti’s own
operations and Posti’s total net sales. Total net sales is used in the calculation, as most of Posti’s net
sales is associated with high climate impact sectors* as defined by EU 2022/1288. Posti’s business
activities that are not considered high climate-impact sectors account for around 6% of the net sales.
Therefore, the total net sales have been used in the calculation of energy intensity, providing a reliable
representation of Posti’s energy intensity. Posti’s total net sales EUR 1,447.6 million used in the energy
intensity calculation can be found in the Consolidated Financial Statements.
Reporting principles regarding energy are reported in section Reporting principles for climate change
*High climate impact sectors are those listed in NACE Sections A to H and Section L of Annex I to Regulation (EC) No 1893/2006 of the
European Parliament and of the Council. Posti’s transportation, warehousing and real estate activities are defined as high climate impact
sectors.
85
ANNUAL REPORT 2025
Gross Scope 1, 2, 3, and Total GHG emissions
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
*Posti’s fossil-free 2030 target is more ambitious than Posti’s SBTi targets for own operations and purchased road transport. Progress has been made toward achieving these targets, and the key levers and actions are detailed in the section
The respective target emissions are presented in table Targets and metrics related to climate
Posti’s Scope 1 and Scope 2 emissions decreased by -25% in 2025 compared to 2024 and -59% since
the 2020 base line. As a result, Posti’s own emissions are currently below the SBTi 2030 target. This was
achieved by expanding the use of fossil-free fuels, investing in electric and biogas-powered vehicles, and
energy-efficient properties powered by fossil-free energy.
Posti’s value chain emissions (Scope 3) totaled 175,562 tCO2eq, a -10% reduction compared to 2024.
The second and third largest emissions are Category 1; Purchased goods and services (opex) and
Category 2 Capital goods (capex). These categories decreased compared to 2024, partly due to lower
emission factors applied in 2025. In Categories 1 Purchased goods and services and 2 Capital goods,
the main sources of emissions are ICT-related costs, construction activities, and production
equipment. For capital goods, the figures for both 2024 and 2025 were significantly influenced by
major construction projects in Finland and Estonia, both of which were completed in 2025. These
construction activities have had a direct impact on the reported emissions, as the majority of the
emissions in these categories are calculated on a spend-based approach. Emissions from fuel and
energy-related activities (Category 3) increased due to higher emission factors for reporting year
2025.
86
ANNUAL REPORT 2025
Scope 3 purchased transport emissions (category 4 upstream transportation and distribution)
increased by 1%. This increase is mainly explained by updated (higher) upstream emission factors,
particularly due to increase in the Well-to-Tank (WTT) factor and improved data coverage, especially
for international transport and purchased road transport. At the same time, the Tank-to-Wheel (TTW)
emissions for this category decreased by 5.7%. TTW reflects emissions from fuel use during transport
operations and is the metric we use to track progress against Posti’s fossil-free 2030 target. The
decrease therefore indicates continued progress toward this target, despite the increase in total
Scope 3 emissions driven by emission factor updates and data improvements.
Emissions from business travel increased by 16% compared to 2024, mainly due to an updated
calculation methodology that expanded the coverage of Posti Group’s business travel data. Category
7 regarding employee commuting has decreased by -17% due to a decrease in Posti’s own workforce.
Posti continues to collaborate with suppliers, partners and customers to accelerate emission
reduction actions. In addition, efforts to obtain more accurate data for Posti’s own reporting
continues, particularly regarding Scope 3 emissions, which supports Posti’s emission management and
targeted reduction efforts.
For further details on actions and progress made in 2025, see the section on Posti’s transition plan
and decarbonization levers.
87
ANNUAL REPORT 2025
GHG Intensity based on net revenue
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%
Posti’s net sales EUR 1,447.6 million used in the GHG emission intensity calculation can be found in the
Biogenic emissions Scope 1: 17,413 (15,577) tCO₂; Scope 3: 18,038 (12,890) tCO₂.
Posti considers future emissions and monitors updates in emissions calculation methodologies. Posti
will assess the relevance of land use change when revising its SBTi targets, following the SBTi FLAG
guidance. Posti also tracks the development of black carbon accounting, aiming for alignment with
the GLEC framework.
Reporting principles for climate change and energy metrics
The accounting for greenhouse gas emissions follows the Greenhouse Gas Protocol standards and
ESRS. The accounting is based on the principle of operational control and all of Posti’s operations and
countries are included in the calculations and reporting. Reported emissions include all of Posti’s
operations, and Posti has no investees to be reported separately. There have been no significant
changes in Posti’s operations or value chain since 2022, when the emissions baseline was adjusted.
Scope 1: Posti’s Scope 1 is based on fleet fuel consumption, and data is collected based on
consumption. Emission factors are from the UK Government’s official GHG conversion factors
(Department for Energy Security and Net Zero, latest published), later deferred as Defra.  For biofuel
blends, the latest available data on national biofuel content is used to calculate country-specific
emission factors.  Scope 1  also includes refrigerant fillings in facilities and fleet in Finland. Refrigerant
data for fleet is collected manually from maintenance partners, and 2025 marks the first time these
fleet-related refrigerant fillings are included in Scope 1 reporting. For this reason, the boundary was
defined to cover only Finnish operations. Global warming potentials for refrigerants are from Defra or
the refrigerant supplier for those refrigerants that are not listed in the previous publication.
Scope 2: Emissions from electricity and district heat in facilities and electric vehicles are calculated
based on energy consumption. Data is primary metered consumption on sites. If metered data is
unavailable, the consumption has been estimated based on the facility’s size and average
consumption in comparable Posti facilities. Posti does not have steam or district cooling consumption.
Scope 2 emissions are calculated as both market- and location-based.
For the market-based method, emission factors are applied as follows: Electricity procured with
Guarantees of Origin is assigned an emission factor of 0 gCO₂e/kWh. For other electricity, national
residual mix factors are used for Finland and Sweden (based on the latest official publications), while
the European Residual Mix from the Association of Issuing Bodies (AIB) is applied for other countries.
Renewable district heating is also assigned an emission factor of 0 gCO₂e/kWh. Under the location-
based method, electricity emissions are calculated using the latest published production mix data
from AIB. District heating emissions are determined using country-specific sources: Statistics Finland
for Finland; Swedenergy – Energiföretagen Sverige for Sweden; and International Energy Agency (IEA)
2020 data for Estonia. In other countries, district heating is not used.
Market-based Scope 2 accounting covers electricity with Guarantees of Origin (GoOs). In Finland, Posti
purchases GoOs for all its own electricity procurement. Posti also purchases GoOs for all estimated
electricity consumption in facilities where Posti is a tenant but does not have its own electricity
contract, as well as all estimated vehicle charging (own e-fleet and subcontracted e-fleet) in locations
other than Posti’s facilities. All GoOs for electricity in Finland are purchased separately from physical
electricity (unbundled). In Sweden, Norway and Baltics, all renewable electricity is bundled. In 2025,
8% of Posti’s total electricity usage was covered with bundled instruments, and 91% with unbundled
instruments.
Posti purchases renewable district heat for selected facilities in Finland, Sweden and Estonia (bundled
contractual instrument). In 2025, 48% of Posti’s total district heat usage was covered by bundled
instruments.
88
ANNUAL REPORT 2025
Scope 3: Posti has conducted an inventory of all Scope 3 categories to identify categories that are
relevant to Posti’s organization. Each category is calculated following the GHG Protocol Corporate
Value Chain (Scope 3) Standard. A Scope 3 emissions inventory was conducted in 2025. If available
and considered reliable, primary emission data from a supplier or another value chain partner has
been used in the emission inventory. If primary emission data has been unavailable, emissions are
calculated based on primary raw data or estimations. The share of primary emission data obtained
from suppliers or other value chain partners in Scope 3 is approximately 46%. To improve access to
reliable value chain data, Posti continues to work with suppliers and partners.
Purchased goods and services, and Capital goods (Category 1 and 2): Posti estimates emissions
from purchased goods and services, and capital goods using a spend-based methodology. For 2025
emissions are calculated by applying emission factors from Exiobase v3.11, and for previous years
Exiobase v3.9 to procurement data. The emission factors have been adjusted for annual inflation.
Each spend category such as IT equipment and services, vehicle maintenance, property management,
and packaging materials is matched with a corresponding Exiobase category. This approach provides
a high-level estimate of climate impact, but it involves a significant degree of uncertainty due to the
use of secondary data. For two real estate projects in 2025, emission reports from suppliers were used
(Category 2).
Fuel- and energy-related activities (not included in Scope 1 and 2) (Category 3): This category
includes emissions from fuel and energy production and transmission and distribution losses. Posti
calculates these emissions by applying relevant emission factors to the primary energy consumption
data (Scope 1 and 2). For fuels, emission factors from Defra are used. For electricity, Posti applies IEA
emission factors for 2023–2025, and Defra factors for Estonia and all countries for years prior to 2023.
For district heating, Defra emission factors are used for all countries except Sweden, where the latest
published data from Swedenergy – Energiföretagen Sverige is applied.
Upstream transportation and distribution (Category 4): For Posti, this is all purchased
transportation conducted by our partners. Upstream transportation is mainly road transportation.
Road transportation data is mainly collected as driven kilometers from route planning system or from
devices collecting GPS data. To calculate emissions, these kilometers are then converted to fuel
consumption. If kilometer data is unavailable, data is requested from partners or estimates are used.
For sea transportation, emission reports are received from shipping companies. For international mail,
emissions are estimated based on route distances and mail weight. When applicable, radiative forcing
index (RFI) is included in the calculations. For example, international mail transported by air
incorporates the RFI. For road transportation in Sweden, emissions are based on emissions data
reported by carriers or derived from emission intensities provided in the GLEC Framework v3.1. In
other countries, road transportation emissions are calculated from estimated fuel consumption, using
the same fuel emission factors applied in Scope 1 reporting.
Waste (Category 5): The waste generated by Posti’s operations is tracked and reported by Posti’s
waste disposal partner in Finland. The reported waste emissions are from the waste disposal partner
and these emissions are 354 tCO₂, representing less than 0.2% of Posti’s total emissions. Therefore,
waste emissions are not considered material and are not being reported as part of the total emissions.
Other waste management costs are reported with spend-based calculation in Category 1.
Business travel (Category 6): For air and rail travel, and rental cars, Posti receives emissions directly
from the travel agency. For Finland, the flight emissions obtained from the travel agency have been
extrapolated based on Finland’s total flight costs. For Sweden, the flight emissions obtained from the
travel agency have been extrapolated based on total number of flights. For travel with one’s own car
(kilometer allowances), emissions are estimated based on fuel consumption per km and with a share
of petrol,  diesel, electricity and hybrid. For employees’ own cars, emission factors are the same as for
Scope 1 fuels.
Employee commuting (Category 7): Trips from home to work are estimated based on the number of
personnel and working days. Transportation modes and distances are from the Finnish National Travel
Survey 2024, and emission factors from Defra.
Upstream leased assets (Category 8): Posti does not have any leased assets that are not already
reported in Scope 1–2. The category is therefore inapplicable to Posti.
Downstream transportation and distribution (Category 9): Posti does not have any downstream
transportation. All purchased transportation is reported under Category 4. The category is therefore
inapplicable to Posti.
89
ANNUAL REPORT 2025
Processing of sold products and Use of sold products (Category 10 and 11): Posti does not sell any
products requiring processing or energy use. These categories are therefore inapplicable to Posti.
End-of-life treatment of sold products (Category 12): For Posti, this includes the recycling of
packaging materials. Posti’s emissions from end-of-life treatment of sold products were estimated in
2025. The emissions are 115 tCO₂, representing less than 0.1% of Posti’s total emissions. Therefore,
these emissions are not considered material and are not being reported as part of the total emissions.
Downstream leased assets (Category 13): Posti does not have any leased assets that are not already
reported in Scope 1–2. The category is therefore inapplicable to Posti.
Franchising (Category 14): Posti does not have any franchising business. The category is therefore
inapplicable to Posti.
Investments (Category 15): Posti does not have any investment business. All emissions related to
investments/capital goods are reported under Category 2. In addition, Posti does not have any joint
ventures, and all of Posti’s operations are covered in the current emissions reporting. The category is
therefore inapplicable to Posti.
Biogenic emissions (outside scopes): The use of biofuels creates biogenic emissions that are
reported separately from Scope 1–3 emissions. Emissions from biofuels in Scope 1 and Scope 3 are
calculated with the country-specific share of biofuel content and with emission factors from Defra.
There is currently no methodology to calculate Scope 2 biogenic emissions.
90
ANNUAL REPORT 2025
ESRI_6.jpg
Social
-14%
information
Systematic and continuous
safety management to a clear
reduction in work‑related
accidents during the
reporting period.
Decrease in the accident frequency
(LTA0) compared to 2024.
91
ANNUAL REPORT 2025
ESRS S1 Own workforce
Posti has identified the following material impacts, risks and opportunities regarding its own workforce:
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
Material impacts, risks and opportunities, and their interaction
with strategy and business model
Posti operates in a labor-intensive sector as a delivery and fulfillment services provider. Our Posti
people are enablers of the Group’s strategy and Posti’s most important asset. Posti’s operating
environment is in the process of a significant structural transformation. The well-being and
engagement of Posti’s employees play a key role in Posti’s adaptation to that change and in its
success.
Posti’s vision to become an international and increasingly profitable delivery and logistics company is
closely connected to the impacts, risks and opportunities related to its own workforce. As a major
employer undergoing transformation driven by digitalization and changing consumer behavior, Posti
faces challenges such as job security, health and safety, and exposure to harassment, particularly in
public-facing roles. These impacts originate from the shift in business focus toward parcels and
logistics, requiring operational efficiency and flexible delivery models. At the same time, Posti’s
commitment to being a sustainability frontrunner and a preferred brand supports opportunities for
secure employment, diversity, training and well-being. These workforce-related factors help Posti to
implement its strategy and highlight the need for a caring, inclusive and resilient work community that
enables sustainable growth and customer-focused excellence.
For more information about Posti’s actions to manage the identified impact and risks related to Posti’s
own workforce, see the Actions related to own workforce section.
At the end of 2025, Posti employed a total of 13,751 (14,764) people in Finland, Sweden, Estonia, Latvia,
Lithuania and Norway.
Posti has permanent and fixed-term employees in full-time and part-time employment relationships
and on contracts with non-guaranteed hours. Leased employees are also used during peak times.
Posti’s material impacts, risks and opportunities concern all these employee groups in all countries of
operation.
The material impacts, risks and opportunities related to Posti’s own workforce have been identified
through the double materiality process. The materiality assessment is described in more detail in the
impacts, risks and opportunities are presented in the table above.
No material negative impacts on Posti’s own workforce have been identified as a result of the Group’s 
In 2024, Posti conducted a human rights impact assessment in which salient human rights impacts on
its own workforce were identified and evaluated. In this process, people with particular characteristics,
those working in particular contexts, or those undertaking particular activities that may lead to greater
risk of harm were also considered. Posti also conducts regular employee surveys to further develop
understanding of its human rights impacts. None of Posti’s operations is at significant risk of incidents
of compulsory, forced or child labor.
While certain material topics may be more relevant to specific groups of employees, no material topic
is exclusively associated with only one group.
93
ANNUAL REPORT 2025
Policies related to own workforce
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
The sustainability work that is related to Posti’s own workforce is guided by the Code of Conduct and
People Policy, as well as by the Sustainability Program, Human Rights Principles, and the Equality and
Non-Discrimination Program.
The Posti Code of Conduct contains key rules and instructions that Posti Group and all its employees
must follow. More information about the Code of Conduct is described in the G1 Business Conduct
section.
Posti’s personnel-related processes and practices are documented in Posti’s People Policy. The
People Policy provides a concise description of Posti’s practices pertaining to leadership and
supervisory work, equality, recruitment, competence development and performance management,
rewarding, health and wellbeing of personnel, occupational safety, and the work community and
atmosphere. The People Policy is available in Posti’s intranet and on the company’s public website.
Posti’s Data Protection Policy describes the data protection principles, processes, and roles and
responsibilities in data protection which are aimed at preventing privacy-related adverse impacts and
risks in connection with the processing of all personal data, also concerning consumers and end users.
The Policy is available in Posti’s intranet.
The Group’s Information Security Policy aims to mitigate information and cyber risks. It is available in
Posti’s intranet.
Posti’s Human Rights Principles describe the Group’s human rights due diligence process. The
Human Rights Principles are available in Posti’s intranet and on the company’s public website.
Posti’s Sustainability Program, Fulfilling Sustainability, has three themes: People, Environment and
Society, with focus areas and targets within each theme. The focus areas for people are building a
workplace that nurtures a caring company and caring leadership, and enforces physical and mental
safety and wellbeing, championing DEIB–diversity, equity, inclusion and belonging– as well as growth
and utilizing our potential in the best possible way. The program is available for all employees on
Posti’s intranet, and the key areas can be found on Posti’s website.
94
ANNUAL REPORT 2025
Posti is committed to respecting all internationally recognized human rights as defined in the
International Bill of Human Rights and the fundamental principles and rights of working life defined in
the International Labour Organization (ILO) Declaration. Posti is committed to operating in
accordance with the UN Guiding Principles on Business and Human Rights (UN Guiding Principles) and
the OECD Guidelines for Multinational Enterprises. These commitments are reflected in Posti’s Code of
Conduct, People Policy and Human Rights Principles.
Posti’s Human Rights Principles state that Posti respects its employees’ right to organize, join or not
join associations and trade unions, and negotiate collectively with the company. In addition, Posti is
committed to respecting and promoting the health and safety of its employees, preventing
discrimination, and complying with working hours legislation in accordance with the principles of the
ILO.
Posti encourages its employees to engage in dialogue with the company’s management and to report
any concerns or grievances through, its SpeakUp channel. A regular personnel survey is another way
of engaging with personnel.
Posti’s approach to remedy is described in its Human Rights principles, including grievance
mechanisms and access to remedy. If adverse human rights impacts are identified in Posti’s own
operations, Posti initiates an investigation. Posti strives to prevent broader impacts and remedy any
damage already caused as appropriate. Additionally, Posti reviews its practices to prevent recurrence.
Posti’s Code of Conduct and Human Rights Principles state that Posti does not use child or forced
labor, nor does it cooperate with suppliers or subcontractors who use such labor. Any form of human
trafficking is also prohibited in Posti’s Supplier Code of Conduct.
Posti’s People Policy defines Posti’s policies concerning occupational safety. The People Policy
specifies Posti’s objective of providing a safe workplace for all employees and partners. This is
achieved through adherence to the requirements of Posti’s Occupational Safety Management
System, employee training, and compliance with laws and regulations related to occupational safety.
Posti’s Occupational Safety Management System complies with the requirements of the ISO 45001
standard.
Posti also has a regularly updated Equality and Non-Discrimination Program that describes practical
measures to increase equality and non-discrimination at Posti. The current program is in effect for the
2024–2026 period. Posti’s Code of Conduct and Equality and Non-Discrimination Program specify that
everyone must be treated equally, regardless of origin, religious beliefs, gender, political opinion, age,
nationality, sexual orientation, marital status or disability. The Equality and Non-Discrimination
Program is available for all employees on Posti’s intranet.
Posti’s objectives for diversity, equity and inclusion were published in 2023. The targets focus on
increasing diversity in senior management, increasing the experience of inclusion, and increasing
training and awareness.
Posti has guidelines on intervention against inappropriate treatment and harassment that are
available to all employees on the company’s intranet. The guidelines include specific procedures for
how inappropriate treatment and harassment are addressed once detected. Posti’s Code of Conduct
training, which is mandatory for everyone, includes a section on equal treatment and non-
discrimination. Posti also launched mandatory diversity, equity and inclusion training for supervisors at
the beginning of 2024.
Posti’s Supplier Code of Conduct applies to non-employees and addresses the management of
impacts related to non-employees. See policies related to value chain workers.
Engagement with own workforce
Posti Group carries out statutory continuous dialogue between management and cooperation
negotiation councils, at which all business groups and Group functions are represented, and actively
engages with its workforce and workers’ representatives to inform decisions and manage actual and
potential impacts on its own workforce. This engagement occurs through multiple formal and informal
mechanisms across all countries of operation, both directly with employees and with their
representatives:
• An employee representative attends Posti Group’s Board of Directors meetings with limited rights.
95
ANNUAL REPORT 2025
• Posti operates a European Works Council (EWC), which includes representatives from all countries
where Posti operates. The EWC functions primarily at the CEO-1 and CEO-2 levels and serves a
consultative role. Meetings are held one to two times annually in person and 3–4 times virtually.
• In Finland, Posti maintains several cooperation forums, including the Group Negotiation Council and
business group-specific negotiation councils, which are agreed on with employee representatives.
These forums meet four to six times per year.
• In the Baltic countries and Sweden, systematic engagement is primarily conducted through the EWC.
• In cases where employee groups lack formal representation, Posti engages directly with the
employees concerned.
• Posti also conducts a biannual employee survey (Peakon) across all countries and companies,
providing a direct insight into employee experiences and views. The survey provides Posti with up-
to-date information on the experiences and views of its personnel to support the continuous
development of operations and employee experience. Tangible development measures are
identified based on the employee survey.
• Change negotiations are conducted in accordance with the Act on Co-operation within
Undertakings and relevant local labor laws. These include formal negotiations with affected
employee representatives, with minutes recorded.
• Internal communication channels and informal networks are used to share decisions and updates
with the workforce.
The SVP People, Communications and Sustainability (CEO-1) is responsible for ensuring that
engagement happens, and that the results inform the undertaking’s approach.
Posti operates in the Nordics and Baltics, and no Global Framework Agreement exists.
The effectiveness of Posti’s engagement with its own workforce is not systematically assessed. An
informal tool to assess engagement is the employee survey through which comprehensive feedback is
received.
Process for remedy and channels to raise concerns
Issues raised through various channels such as the employee survey are considered in workforce
development plans and business group target-setting, particularly in areas such as occupational
safety, non-discrimination and employee well-being. However, Posti does not have a comprehensive or
systematic process for providing remedy but responds on a case-by-case basis.
Posti has an anonymous SpeakUp whistleblowing channel for internal and external use, which is
managed by a third party. More information about the channel is provided in the Reporting
misconduct section.
Posti also has an email feedback channel maintained by the Equality and Equal Treatment Committee,
where people can submit reports or feedback concerning equality and equal treatment. The Equality
and Equal Treatment Committee processes the reports and feedback received via the channel.
Occupational safety incidents and concerns are reported to Posti’s Falcony system. Data protection
breaches and other concerns about privacy can be reported to Posti’s Data Protection Officer.
Employees can also raise concerns through biannual employee surveys and Informal dialogue with
workers’ representatives, and trade unions also provide insights.
It is not systematically assessed whether employees are aware and trust structures and processes to
raise concerns. However, Posti’s employee survey addresses this with one statement (“If I experienced
serious misconduct at work, I’m confident my employer would take action to rectify the situation”).
In its Code of Conduct, Posti states that it does not allow any form of retaliation against an employee
who reports a suspicion of misconduct in good faith.
96
ANNUAL REPORT 2025
Actions related to own workforce
The table below summarizes Posti’s actions taken and planned to manage or enhance material
impacts or risks on its own workforce.
Posti’s People focus areas are defined by the Group’s People, Communications and Sustainability
Leadership Team. The overall responsibility for developing and managing people-related actions lies
with the People Development and Wellbeing and Business HR function. The Sustainability and
Stakeholder Relationship Team, with the People Development and Wellbeing and Business HR
function, is responsible for diversity-related development and actions. The HSEQ Leadership Team is
responsible for the development of safety-related processes and actions. The Posti Group Cyber
Steering Group is established to set objectives and oversee implementation of cyber security and data
protection. The implementation is done with the different business groups, and the business groups
are responsible for following the action plan. Posti’s People, Communications and Sustainability
Leadership Team and HSEQ Leadership Team follow up on actions and their effectiveness.
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.
The above actions to manage identified impacts and risks for Posti’s own workforce have not required
significant financial resources.
Posti has taken action to provide remedy in cases of work-related injuries, including access to
appropriate healthcare and structured accident investigations. The findings from the investigations
are used to improve operations and prevent similar incidents in the future.
Posti ensures that its practices do not cause or contribute to material negative impacts on its workforce
by integrating both business and employee perspectives in its approach. The Company’s strategy
includes a strong focus on people and sustainability. If tensions arise between mitigating workforce
impacts and other business pressures, Posti emphasizes leadership quality and collaborative planning.
Operational needs are aligned with employee well-being through joint definition of priorities and
actions, ensuring that leadership practices support both business goals and workforce sustainability.
Targets and metrics related to own workforce
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%
*The targets (except data protection course target) are included in Posti’s Sustainability program, and the base year is 2023 and values were
set during 2023.
**Measured in Peakon employee survey, scale 1–10.
***No baseline value has been set for the targets for 2023.
More information on the reporting principles regarding set targets and metrics in section Reporting
Currently, Posti has not set measurable targets specifically for:
• Training and skills development. However, it tracks employee training hours and completion rates of certain
training courses such as Code of Conduct and Caring Leadership.
• Measures against violence and harassment in the workplace. However, Posti is working for zero incidents of
threat of violence, violence or harassment to our employees. Posti has an established process to manage
possible violence or harassment cases and monitors and investigates all reported incidents.
98
ANNUAL REPORT 2025
Targets related to Posti’s own workforce are set in Posti’s Sustainability Program, approved by the
Sustainability Forum. Posti’s People focus areas are defined by the Group’s People, Communications
and Sustainability Leadership Team. The annual milestone targets are defined with the People
Development and Wellbeing and Business HR function and the HSEQ Leadership Team, and approved
by the Group Sustainability Forum. Privacy related targets are approved by Posti’s Senior Vice
President, Legal and M&A. Annual milestone targets included in Posti’s internal OKR index are
approved by the Posti Leadership Team. Posti’s own workforce was not engaged in setting the targets,
tracking performance against them, or identifying lessons or improvements as a result of
performance.
Characteristics of the undertaking’s employees
Gender
2025
2024
Male
9,779
10,381
Female
3,972
4,383
Total Employees
13,751
14,764
The total number of personnel is disclosed in the Consolidated Financial Statements.
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%
The identified trends are a slight increase in the Company’s own workforce in the summer and
Christmas seasons due to seasonal workers, and a steady decrease in the number of employees due
to structural transformation in the operating environment.
99
ANNUAL REPORT 2025
Characteristics of non-employees in the undertaking’s own
workforce
Rental workers are mainly used to manage peak periods and hours in logistics centers and delivery.
Characteristics of non- employee workers in the undertaking’s own workforce
2025
2024
Workers who are not employees (HC)
2,112
2,192
*Non-employee workers metric for 2024 not assured.
Diversity metrics
Gender distribution in top management
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 distribution in workforce
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
Training and skills development metrics
Employees covered by regular performance and career development reviews
Dec 31,2025 (%), Group
2025
All employees
28%
Female
33%
Male
25%
*Regular performance and career development reviews for 2024 not assured.
The average number of training hours per employee and by gender
2025
All employees
4.3
Female
4.9
Male
4.1
For the regular and career development review metric, the 2025 figure covered around 4,000
employees. Target group covered salaried employees and 2,000 employees in operations. The
denominator used in the calculation was Posti’s total headcount, and the figure reflects the coverage
of performance and career development reviews across Posti Group. From 2026 onwards, all Posti
employees will be included in the regular performance and career development review process. 
Health and safety metrics
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
Systematic and continuous safety management contributed to a clear reduction in work‑related
accidents during the reporting period. Posti’s target for the total rate of recordable work‑related
accidents (31) was nearly achieved, with an actual outcome of 32.
Incidents, complaints and severe human rights impacts
Posti recorded 0 cases related to severe human rights incidents in 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€
Reporting principles for own workforce metrics
Employee survey (Peakon)-related targets
The employee survey results are based on biannual employee surveys. The last survey result of the
year is reported. All Posti Group employees are invited to respond to the survey. The Engagement
index in the survey reflects overall employee engagement by aggregating responses across four
questions related to motivation, satisfaction, and commitment.
Obligatory trainings
Completion rates for obligatory trainings (Equal and Inclusive Posti for supervisors and employees,
and Data Protection) are calculated using data from Posti’s training system. For Equal and Inclusive
Posti for supervisors and Data Protection, the numerator includes employees who have completed the
training within two years preceding the reporting date. For Equal and Inclusive Posti for employees,
the numerator includes employees who have completed the training since its launch in January 2025.
The denominator is the number of active employees as of the reporting date (December 31, 2025).
The completion rates for Data Protection and Equal and Inclusive Posti for employees cover all Posti
employees. The completion rate for Equal and Inclusive Posti for supervisors covers all Posti
supervisors.
Employee related metrics
The figures for Posti’s own workforce include the entire Posti Group. The number of employees used in
the calculation is indicated as the number (headcount) of active employees at the end of the
reporting period (December 31, 2025). The number of employees as full-time equivalent is presented
in the Key Figures of Posti Group. Temporary employees are used mainly in the summer and
Christmas seasons, when we employ around 4,000 people per year, as well as sick leave substitutes in
Postal Services. The rate of employee turnover includes the number of permanent employees who
have resigned or left due to dismissal, retirement, death or mutual consent divided by the number of
permanent employees at the end of the reporting period.
In Posti’s HR system, a person’s gender is determined based on their legal gender.
Non-employees
Non-employees in Posti’s own workforce include workers who have signed/made an agreement with
Posti on the supply of labor, in other words, “self-employed people,” as well as workforce provided by
companies primarily engaged in employment activities (NACE Code N78). The number of non-
employees is reported as the headcount number at the end of the reporting period (December 31,
2025).
101
ANNUAL REPORT 2025
Diversity
The gender distribution in number and percentage at top level include people whose management
level is CEO, CEO-1 and CEO-2.
Training and skills development
Training information is gathered from three main sources: Posti’s e-learning platform, the Posti HR
system, and training participation lists from individual training. E-learning training hours per employee
are calculated based on the estimated time of completion for each e-learning course, not the actual
time spent doing the training. Gender distribution is based on the legal gender of the person who has
completed the training, and training hours are divided by the number of employees, the number of
female employees, and the number of male employees. Onboarding is not regarded as training in this
context and is not included in the training hours. It is likely that training participation lists from all
training courses are not reported, and training hours are thus underreported.
The data related to regular performance and career reviews is managed in Posti’s HR system. The
figures for 2025 include all employees who, during spring 2025, participated in a performance and
career review where the previous year’s results were reviewed and objectives for the current year
were set. The denominator used is the number of employees at the end of 2024, as it provides the
most accurate representation of the employee headcount in spring 2025.
Health and safety
A work-related accident is reported if a person injured at work requires medical treatment, or adapted
or replacement work, or if the accident leads to their absence. The accident frequency rate is
calculated per one million hours worked. The metric covers only the company’s own employees, as
accurate working hour data for external service providers is unavailable. All work-related accidents are
recorded in the company’s health and safety reporting system. Working hours are sourced from Posti’s
time management systems.
Health and safety management system coverage is calculated by dividing the average number of
employees in the certified companies with the average number of employees in all companies of Posti
Group.
Incidents, complaints and severe human rights impacts
Human rights cases, as well as discrimination incidents, including harassment, are collected through
Posti’s central grievance channel. Harassment and discrimination incidents may also be reported
through other channels such as Human Resources representatives and supervisors. All these cases are
managed in accordance with the guidelines available on Posti Group's intranet. During 2025, we
developed a system to collect, combine and manage reports received through all these channels.
From 2026, this system will enable us to monitor, address and report potential cases more
comprehensively.
102
ANNUAL REPORT 2025
ESRS S2 Workers in the value chain
Posti has identified the following material impacts, risks and opportunities regarding workers in the
value chain:
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
Material impacts, risks and opportunities, and their interaction
with strategy and business model
Ensuring a responsible value chain enhances business success and helps tackle sustainability
challenges. Posti is building strategic partnerships with transportation partners to reduce emissions
and drive sustainability. The safety and well-being of Posti employees have always been an important
part of Posti’s strategy. Posti focuses on ensuring a safe and healthy working environment for
everyone, including Posti’s transportation and delivery subcontractor workers.
As a company providing logistics services, Posti has identified transportation and delivery
subcontractor workers as the most significant group of value chain workers in its double materiality
assessment. Their safety is as important to Posti as that of its own employees. To uphold a consistent
standard of occupational safety across its operations, Posti actively trains its partners and
subcontractors in safe working practices. Near-miss incidents and accidents are systematically
reported through Posti’s internal systems, and value chain workers also have access to Posti’s
whistleblowing channel to raise concerns confidentially.
No significant risk for child or forced labor was identified among the transportation and delivery
subcontractor workers.
The material impacts, risks and opportunities related to Posti’s value chain workforce have been
identified through the double materiality process. The identified impacts are presented in the table
above. Both identified impacts are relevant in all Posti’s operating countries.
In 2024, Posti conducted a human rights impact assessment in which its salient human rights impacts
were identified and evaluated. In this process, value chain workers, people with particular
characteristics, those working in particular contexts or those undertaking particular activities that may
lead to greater risk of harm were also considered.
While the identified material topics may be more relevant to specific groups of employees, no material
topic is exclusively associated with only one group.
103
ANNUAL REPORT 2025
Policies related to value chain workers
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
The Posti Code of Conduct contains key rules and instructions that all Posti employees and Posti
must follow. More information about the Code of Conduct is provided in section G1 Business conduct.
The Code of Conduct is available on Posti’s public website.
Posti’s Supplier Code of Conduct contains key rules and instructions that all Post suppliers must
follow, including compliance with laws and regulations, human and labor rights, health and safety, and
environmental responsibility and climate impact. The Supplier Code of Conduct is publicly available
on Posti’s website.
Posti’s Sourcing Policy determines the principles and processes applicable to the sourcing of goods
and services for the Group. It provides guidelines for how the sourcing activities and the supplier
cooperation are managed at Posti. Sourcing policy is an internal document and is available on Posti’s
intranet.
Posti’s Human Rights Principles describe the Group’s human rights due diligence process. The
Human Rights Principles are available in Posti’s intranet and on the company’s public website.
Posti’s People Policy, available on Posti’s public website, defines Posti’s policies concerning
occupational safety. The People Policy specifies Posti’s objective of providing a safe workplace for all
employees and partners. This is achieved through adherence to the requirements of Posti’s
Occupational Safety Management System, employee training, and compliance with laws and
regulations related to occupational safety. Posti’s Occupational Safety Management System complies
with the requirements of the ISO 45001 standard.
Posti is committed to respecting all internationally recognized human rights as defined in the
International Bill of Human Rights and the fundamental principles and rights of working life defined in
the International Labour Organization (ILO) Declaration. Posti is committed to operating in
accordance with the UN Guiding Principles on Business and Human Rights (UN Guiding Principles) and
the OECD Guidelines for Multinational Enterprises in Posti’s Code of Conducts and Human Rights
Principles. In Posti’s Human Rights Principles, Posti states that it expects its suppliers and partners to
respect these fundamental human rights.
Dialogue about the human rights of value chain workers is conducted with Posti’s suppliers in
connection with the procurement process. In addition, Posti relies on reports from organizations and
authorities regarding human rights risks further down the value chain. The approach to remedy is
described in Posti’s Human Rights Principles and further explained in Engagement and remedy
All suppliers are required to commit to Posti’s Supplier Code of Conduct, which sets requirements for
suppliers concerning matters such as human and labor rights, and health and safety. As stated in
Posti’s Human Rights Principles and Supplier Code of Conduct, Posti does not use child or forced
labor, nor does it cooperate with suppliers or subcontractors who use such labor. Any form of human
trafficking is also prohibited.
Posti does not currently have a corporate process in place to systematically track and monitor cases
of non-respect with the UNGPs, the ILO Declaration on Fundamental Principles and Rights at Work, or
the OECD Guidelines involving workers in the value chain. However, Posti’s anonymous reporting
104
ANNUAL REPORT 2025
channel is publicly available to subcontractors and value chain workers.  No such cases have come to
Posti’s attention in 2025.
Engagement and remedy process with workers in the value chain
Dialogue about actual and potential impacts on value chain workers is conducted with Posti’s
suppliers in connection with the procurement process, as well as in supplier audits. The whistleblowing
channel is also available for value chain workers. Other than that, Posti has not adopted a general
process to engage with workers in the value chain.
In Posti’s Human Rights Principles, Posti describes its Human Rights Due Diligence Process, including
grievance mechanisms and access to remedy. If human rights-related issues are identified in Posti’s
goods or service value chain, Posti initiates an appropriate investigation. Posti agrees on remedial
measures with the partner in question and uses its influence to ensure that they are implemented and
sufficient, even if Posti has not contributed to the impact. The effectiveness of the remedy provided
has yet to be assessed.
Posti has an anonymous reporting channel available for subcontractors in eight different languages.
Posti’s Compliance function manages the channel and handles the reports in accordance with Posti’s
Investigation Process.
In its Supplier Code of Conduct, Posti encourages the Supplier representative to report on any
suspicions without delay.
The whistleblowing channel is publicly available on Posti’s website and informative posters have been
distributed to working places, but it has not been assessed whether value chain workers are aware of
and trust the channel or related processes. See the Reporting misconduct section for a further
description of Posti’s SpeakUp channel.
In its Code of Conduct Posti states that it does not allow any form of retaliation against an employee
who reports a suspicion of misconduct in good faith.
Actions related to workers in the value chain
The table below summarizes Posti’s actions taken and planned to manage or enhance material
impacts or risks on value chain workers. The HSEQ function is responsible for the identification and
development of safety-related processes and actions. The implementation is done with different
business groups, and the business groups are responsible for following the action plan. The HSEQ
function follows up on actions and their effectiveness. In the event of material negative impacts
related to health and safety or measures against violence and harassment in the workplace, all cases
are investigated by Posti, and it is ensured in dialogue with the supplier that the employee gets the
support they need.
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.
The above actions for managing identified impacts on Posti’s partners and subcontractors have not
required significant financial resources.
Posti strives to avoid any negative impacts concerning its value chain. All new suppliers are screened
before they are approved and added to Posti’s supplier portfolio. In this process, potential impacts
and risks are identified and evaluated. The onboarding process of suppliers ensures the supplier
commits to complying with the Posti’s Supplier Code of Conduct and the Contractor’s Obligations and
Liability Act.
105
ANNUAL REPORT 2025
Additionally, Posti conducted a human rights impact assessment in 2024 in which human rights risks in
Posti’s purchasing categories were identified, assessed and prioritized, and further actions based on
this assessment are being considered.
Posti is unaware of any severe human rights issues and incidents connected to its upstream and
downstream value chain.
Targets and metrics related to workers in the value chain
Currently, Posti does not have specific measurable targets related to safety or violence and
harassment among value chain workers. Targets such as the accident frequency rate have not been
set, as accurate working hour data for external service providers is currently unavailable. However, the
safety of delivery and transportation workers within Posti’s value chain is as important to Posti as the
safety of its own workers. Posti therefore monitors and investigates all reported incidents and
accidents involving value chain personnel with the same level of diligence as it does for its own
employees. The effectiveness of Posti’s policies and actions is monitored through regular meetings
with suppliers, during which progress is reviewed, and development steps are agreed.
106
ANNUAL REPORT 2025
ESRS_5.jpg
Governance
information
Posti’s corporate culture is respectful of all
parties. Posti is committed to adhering to
responsible and ethical practices and
procedures in all of its operations.
107
ANNUAL REPORT 2025
ESRS G1 Business conduct
Posti has identified the following material impacts, risks and opportunities regarding business conduct:
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
Business conduct and corporate culture at Posti
This section outlines Posti Group’s key practices in compliance management, the protection of
whistleblowers, supplier relationship management and payment practices, and political engagement.
Policies related to business conduct
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
The key policies for addressing and expressing Posti’s commitment to ethical business conduct,
including the prevention and detection of corruption and bribery, managing relationships with
suppliers and payment practices, are the above mentioned policies and guidelines.
Posti’s Code of Conduct, as part of the overall governance structure, includes the standard guidelines
for complying with responsible and ethical practices and procedures in all Posti’s operations. The
Code of Conduct is complemented by various policies and guidelines. The Compliance function is
responsible for coordinating the implementation of Posti’s Code of Conduct and related policies,
providing guidance, training and awareness across the organization.
Posti’s Anti-money Laundering Policy sets the high-level Group principles and standards for
proactive preventive management of financial crime risks in line with the applicable laws and other
applicable regulations.
Posti’s Group Approval Policy defines the key rules for gifts and hospitality approvals, and detailed
regulations and instructions are stated in Posti’s Gift and Hospitality Guidelines.
All Posti Group operation countries are party to the UN Convention against Corruption and the
commitments therein are enacted in the national legislation. In Posti’s Code of Conduct, we are
committed to comply with the laws and regulations in every country where we operate. The Code of
Conduct specifically states that we have zero tolerance of corruption or bribery in any form. We do
not mention the UN Convention against Corruption separately in our Code of Conduct. However, we
do state that Posti respects the ten principles of the UN Global Compact. One of these ten principles
is derived from the UN Convention against Corruption, namely Principle 10: Businesses should work
against corruption in all its forms, including extortion and bribery.
More information about the Supplier Code of Conduct and Sourcing Policy see the S2 Workers in the
Value Chain section.
Posti does not have a formal policy managing the sub-topic political lobbying and influencing which
has been identified as an opportunity; however, internal instructions exist that guide employees on
conducting political engagement-related activities appropriately, and Posti adheres to its Code of
Conduct in all stakeholder interactions.
Reporting misconduct
Posti encourages employees and stakeholder representatives to report concerns or potential
misconduct, including unlawful behavior or violations of the Code of Conduct. To support this, Posti
has a SpeakUp whistleblowing channel, managed by a third party. The channel enables confidential
and, where desired, anonymous reporting of suspected misconduct or other issues that may breach
legal requirements or conflict with Posti’s values and policies. The whistleblowing channel is available
in multiple languages, ensuring accessibility for both Posti personnel and external stakeholders. The
SpeakUp channel is available in Posti’s intranet for internal use and on Posti’s website for both
109
ANNUAL REPORT 2025
employees and subcontractors, along with information about the reporting process. In addition,
concerns about misconduct can also be reported to the line managers and other supervisors, as well
as HR and directly to the Chief Compliance Officer, through a dedicated email address.
All reported incidents received through either the SpeakUp channel or other compliance channels are
investigated in accordance with Posti’s investigation process by designated persons who have been
trained in the investigation process. The Chief Compliance Officer oversees the process and ensures
reports are escalated appropriately. The Chief Compliance Officer reports incidents raised through
the whistleblowing or other dedicated channels to the Audit, Risk and Sustainability Committee, and
the Board of Directors is kept informed of the incidents.
Posti is committed to protecting whistleblowers from retaliation and protecting their privacy. All
reports are handled confidentially in accordance with Posti’s processes, aligned with the EU’s
Whistleblowing Directive (EU 2019/1937) and national legislation. Submitting a report will not lead to
any negative consequences for the person submitting a report if reported in good faith.
All investigations related to potential cases of corruption or bribery are overseen by an Investigation
Steering Group. This group typically includes representatives such as the CFO and representatives
from Human Resources, General Counsel, Internal Audit, and other relevant members of Posti’s
Leadership Team if necessary.
The Investigation Steering Group is established on a case-by-case basis, tailored to the specific nature
of each matter. Members of the Group are selected to ensure there is no conflict of interest, and that
they remain independent of any management function involved in the subject under investigation.
Prevention and detection of corruption and bribery
Posti has zero tolerance of corruption and bribery, and all Posti employees, suppliers and contractors
are expected to comply with the relevant laws and regulations aimed at preventing corruption and
bribery. The Code of Conduct, Group Approval Policy and Anti-money Laundering Policy form a basis
for Posti’s preventive measures against corruption and bribery.
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%.
Training in business conduct and anti-corruption and bribery
All Posti employees, including members of the Board of Directors, are required to complete Code of
Conduct training every second year as part of the company’s mandatory training program. The Code
of Conduct e-Learning was renewed in 2025 and the completion rate for the training was 81% in 2025.
There is dedicated Code of Conduct training content tailored separately for experts and production
employees. However, more in-depth training on corruption and bribery has been provided, starting
from 2025, to functions with higher risk exposure due to the nature of their roles, such as Sourcing
and the Real Estate function.
Confirmed incidents of corruption or bribery
In 2025, Posti was not subject to any convictions, fines, or other sanctions related to corruption or
bribery.
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
Management of relationships with suppliers and payment
practices
Relationships with suppliers
Supplier relationships at Posti are managed systematically in accordance with Posti’s Sourcing Policy
and Sourcing Guideline, as well as the Supplier Code of Conduct. The first step of supply chain risk
mitigation is supplier onboarding, in which, among other things, Supplier Code of Conduct compliance,
financial review, compliance with the Contractor’s Liability Act, or any other requirement based on
local legislation and sanction lists are verified. In Finland, Posti fulfills the obligations set out in the
Contractor’s Obligations and Liability Act through its suppliers’ Vastuu Group membership. Posti
Group’s compliance processes are integrated into the Dun & Bradstreet system, covering sanctions
screening, ESG risks and general risk monitoring. The system includes automated alerts, which are
reviewed through a weekly process to ensure timely follow-up and risk mitigation.
Posti monitors and assesses supply chain risks continuously from different sources. Information about
changes in our supplier base is received daily, and our Sourcing function regularly reviews the issues
that have emerged in monitoring activities and the associated risks and measures.
Additionally, Posti conducted a human rights impact assessment in 2024 in which human rights risks in
Posti’s purchasing categories were identified, assessed and prioritized.
Training on human rights and mitigating labor exploitation in supply chains was organized for the
Sustainability & Stakeholder Relations, Sourcing, and Real Estate teams in 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.
Payment practices
Posti is committed to ensuring the timely payment of all supplier invoices, regardless of supplier size.
All vendors are treated equally under standardized processes, with no differentiation based on
company size. To support this, Posti has implemented measures to streamline the payment process
through a combination of automation and manual actions. Fully automated invoices flow directly
through the P2P solution into the EPR system for payment. For invoices requiring manual review or
approval, the Accounts Payable Team actively monitors processing times and sends reminders to the
responsible parties. Additionally, the P2P system issues daily automated reminders to ensure timely
processing. Posti does not track invoice due dates separately in Accounts Payable, as the focus is on
processing efficiency and accountability. Automated processes such as self-billing and supply chain
financing are also in place and governed by agreements with vendors.
111
ANNUAL REPORT 2025
The standard payment term in Posti Group’s general terms and conditions for purchases is 45 days
net. No differentiated payment terms are applied to specific supplier groups or supplier sizes.
However, this can be reconsidered on a case-by-case basis, requiring approval from the CFO
organization. The average time it takes for Posti Group to pay an invoice from the date when the
contractual term of payment calculation begins is 32 days. The percentage of payments aligned with
contractual payment terms for 2025 was 78%.
Posti Group is not party to any legal proceedings due to late payments.
Posti's payment practices
2025
Average time (days) to pay an invoice
32
Number of legal proceedings currently outstanding for late payments
0
The disclosures related to payment practices have not been disclosed before, as the requirements in
the ESRS, and therefore Posti, do not have comparative data from previous periods available.
Political influence and lobbying activities
Posti’s lobbying activities are regularly discussed by the company’s Board of Directors and Posti
Leadership Team. In line with the company’s strategy, the main topics of Posti’s lobbying activities are
related to the reform of postal legislation, the digitalization of communications, promoting fossil-free
logistics and accelerating ecommerce. During the reporting year, Posti has actively contributed to
advancing ecommerce growth, influencing the modernization of postal regulation, promoting labor
migration to secure workforce availability, and accelerating the transition to fossil-free logistics
through its political engagement. Posti influences decision-making through direct dialogue with
policymakers, active participation in industry associations, and by contributing to public debate.
Posti does not make direct or indirect donations to political parties or related purposes. Posti is
registered with the EU Transparency Register (identifier 231418115347-05) and the Finnish
Transparency Register (register number POS-24-165-R).
One of Posti’s Board members has a position with the Ownership Steering Department of the Prime
Minister’s Office.
Targets related to business conduct
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
*The target is included in Posti’s Sustainability program, and the base year is 2023.
**The Code of Conduct training is mandatory every second year; the completion rate represents the results for 2024-2025. The calculation
methodology differs from that applied in 2023, and as a result the metrics are not fully comparable. For further details on the calculation
methodology used for the 2025 reported figures, please see section Reporting principles for Business conduct metrics
Monitoring and reminder practices related to the Code of Conduct training have been enhanced, and
these measures will be continued to achieve the target level.
Posti has set a target of achieving a 100% Supplier Code of Conduct engagement rate by the end of
2026 as part of its supplier risk management efforts. The figure for 2025 will not be reported, as the
ongoing renewal of the supplier management system makes data collection challenging during the
period. However, Posti has an established supplier management process in place. More information
can be found under Relationships with suppliers.
Stakeholders were not engaged in setting the targets.
Currently Posti has not set measurable targets specifically for; 
• the protection of whistleblowers; however, all incidents received through the channel are handled with
utmost discretion and confidentiality, and within an appropriate timeframe. Posti does not allow any form of
retaliation against any employee who reports an alleged misconduct in good faith. 
• political engagement due to inherently indirect and long-term nature of political engagement outcomes,
which are often influenced by external factors beyond our control, such as shifts in the political landscape,
changes in government priorities, and unforeseen events. As a result, it is challenging to establish clear,
quantitative targets in this area. We continuously monitor the effectiveness and relevance of our
engagement approach and remain committed to engaging transparently and constructively with
policymakers to support sustainable development and the regulatory frameworks relevant to our industry. 
112
ANNUAL REPORT 2025
• payment practices; however, Posti has an established and systematically monitored payment process in
place. Due to methodological differences required to align with the ESRS standards, Posti has not set a
measurable target for 2025. The average payment time KPI is reported biennially to Posti’s Leadership Team.
The need to define specific targets for payment times will be evaluated for 2026.
Reporting principles for Business conduct metrics
The Code of Conduct completion rate
The Code of Conduct training completion rate is calculated using data from Posti’s training system.
FLS SE staffing employees complete the course as part of their work agreement (from February 1,
2025 onwards). The numerator consists of employees who have completed the Code of Conduct
course within two years prior to the reporting date. The denominator is the total number of active
employees as of the reporting date (31.12.2025). The Code of Conduct completion rate covers all Posti
employees. The Code of Conduct completion rate is monitored regularly and reported to PLT on a
quarterly basis.
Payment practices
The average payment time includes all supplier invoices for the 2025 reporting year, excluding
internal payments. The average payment time has been consolidated from Posti’s various payment
systems. However, information on supplier size was not available across all systems. As a result, Posti
was unable to calculate the average payment time specifically for SMEs for the 2025 fiscal year. There
are no specific payment terms applied exclusively to SMEs. Instead, any deviations from the general
payment terms (45 days) are assessed on a case-by-case basis.
The reported percentage of payments aligned with agreed standard terms includes all supplier
invoices, excluding internal invoices. Alignment is calculated at the individual supplier invoice level,
based on whether each invoice has been paid in accordance with the agreed payment terms. Group-
level alignment is calculated taking into account Posti’s different payment systems.
113
ANNUAL REPORT 2025
Notes to the Consolidated Financial Statements
Financial Statements
This is a voluntary published Financial Statements and Board of Directors'
Report which does not meet the disclosure requirement in the Securities
Markets Act (AML 7.5§). The Financial Statements and Board of Directors'
Report in accordance with ESEF are available at posti.com. This is a translation
of the original Finnish report.
114
ANNUAL REPORT 2025
Consolidated Financial Statements (IFRS)
Consolidated Income Statement
EUR million
Note
2025
2024
Net sales
1, 3
1,447.6
1,521.4
Other operating income
4
11.5
15.7
Materials and services
5
-399.2
-412.2
Employee benefits
6
-615.6
-644.6
Other operating expenses
7
-263.9
-283.7
Depreciation and amortization
8
-126.9
-126.7
Impairment losses
8
-1.2
-1.9
Operating result
52.3
68.0
Finance income
9
4.3
6.5
Finance expenses
9
-21.0
-15.5
Result before income tax
35.7
58.9
Income tax
10
-12.2
-15.1
Result for the period
23.5
43.8
Earnings per share (EUR per share)*
0.59
1.10
Consolidated Statement of Comprehensive Income
EUR million
Note
2025
2024
Result for the period
23.5
43.8
Other comprehensive income
Items that may be reclassified to profit or loss:
Change in fair value of cash flow hedges
-
-1.0
Translation differences
0.3
0.1
Income tax relating to these items
-
0.2
Items that will not be reclassified to profit or loss:
Remeasurements of post-employment benefit obligations
0.4
0.3
Income tax relating to these items
-0.1
-0.1
Other comprehensive income, net of tax
0.6
-0.5
Comprehensive income for the period
24.1
43.4
*As Posti currently has no dilutive instruments outstanding, diluted earnings per share is the same as basic earnings per share.
115
ANNUAL REPORT 2025
Consolidated Balance Sheet
EUR million
Note
Dec 31, 2025
Dec 31, 2024
Assets
Non-current assets
Goodwill
11
170.2
170.1
Other intangible assets
11
61.3
63.3
Property, plant and equipment
12
267.4
262.2
Right-of-use assets
13
283.9
258.8
Investment property
14
64.4
41.9
Other non-current investments
21
1.0
0.8
Non-current receivables
21
1.8
2.7
Deferred tax assets
15
4.3
5.5
Total non-current assets
854.3
805.4
Current assets
Inventories
4.1
3.6
Trade and other receivables
16
226.9
225.4
Current income tax receivables
5.1
0.1
Current financial assets
21
8.0
41.7
Cash and cash equivalents
21
41.4
61.9
Total current assets
285.6
332.7
Total assets
1,140.0
1,138.1
EUR million
Note
Dec 31, 2025
Dec 31, 2024
Equity and liabilities
Equity attributable to the shareholders of the Parent Company
Share capital
17
70.0
70.0
Invested unrestricted equity fund
17
3.3
-
Other reserves
17
142.7
142.7
Translation differences
17
-6.9
-7.2
Retained earnings
17
67.8
76.6
Total shareholders’ equity
276.9
282.1
Total equity
276.9
282.1
Non-current liabilities
Non-current interest-bearing borrowings
21
179.8
89.8
Non-current interest-bearing lease liabilities
22
229.4
202.6
Other non-current payables
20
9.8
17.3
Deferred tax liabilities
15
12.4
9.6
Non-current provisions
19
5.1
8.6
Defined benefit pension plan liabilities
18
4.9
5.7
Total non-current liabilities
441.5
333.7
Current liabilities
Current interest-bearing borrowings
21
89.6
-
Current interest-bearing lease liabilities
22
67.5
68.6
Trade and other payables
20
243.5
422.4
Advances received
20
15.8
17.7
Current income tax liabilities
0.4
3.0
Current provisions
19
4.8
10.5
Total current liabilities
421.6
522.2
Total liabilities
863.1
856.0
Total equity and liabilities
1,140.0
1,138.1
116
ANNUAL REPORT 2025
Consolidated Statement of Cash Flows
EUR million
Note
2025
2024
Result for the period
23.5
43.8
Adjustments for:
Depreciation, amortization and impairment losses
128.1
128.7
Finance income and expense
16.6
9.0
Income tax
12.2
15.1
Other non-cash items
-3.2
-6.1
Adjustments total
153.7
146.7
Cash flow before change in net working capital
177.2
190.5
Change in trade and other receivables
1.0
25.1
Change in inventories
-0.5
0.3
Change in trade and other payables
-34.5
-41.2
Change in net working capital
-34.0
-15.8
Cash flow before financial items and income tax
143.2
174.7
Interests paid
-18.3
-13.2
Interests received
2.6
3.8
Other financial items
-0.3
-0.1
Income tax paid
-16.0
-16.6
Cash flow from financial items and income tax
-32.0
-26.1
Cash flow from operating activities
111.2
148.6
EUR million
Note
2025
2024
Purchase of intangible assets
7
-15.0
-13.0
Purchase of property, plant and equipment
6
-57.8
-66.4
Payments for investment property
8
-16.6
-2.4
Proceeds from sale of intangible and tangible assets
6, 7
0.9
0.7
Subsidiary and business acquisitions, net of cash acquired
5
-
-1.4
Proceeds from subsidiary and business disposals less cash and
cash equivalents
0.1
-
Cash flow from financial assets
33.7
5.1
Cash flow from other investments
-1.1
0.2
Cash flow from investing activities
-55.9
-77.3
Share issue
2.6
-
Transaction cost for share issue
-0.1
-
Increases in non-current loans
10, 11
90.0
90.0
Repayment of non-current loans
10, 11
-
-60.0
Cash flow from current commercial papers
11
89.6
-
Payments of lease liabilities
11
-75.3
-72.1
Dividends paid
-183.0
-31.8
Cash flow from financing activities
-76.2
-73.9
Change in cash and cash equivalents
-20.9
-2.6
Cash and cash equivalents at the beginning of the period
61.9
64.6
Effect of exchange rates changes
0.4
-0.2
Cash and cash equivalents at the end of the period
41.4
61.9
117
ANNUAL REPORT 2025
Consolidated Statement of Changes in Equity
EUR million
Note
Share capital
Invested unrestricted
equity fund
Other reserves
Translation differences
Retained earnings
Total equity
Jan 1, 2025
70.0
-
142.7
-7.2
76.6
282.1
Comprehensive income
Result for the period
23.5
23.5
Other comprehensive income:
Translation differences
0.3
0.3
Remeasurements of post-employment benefit obligations, net of tax
0.3
0.3
Total comprehensive income for the period
0.3
23.8
24.1
Transactions with equity holders
Dividend
-33.0
-33.0
Share issue, net of transaction cost and tax
6, 17
2.5
2.5
Share issue, share-based payments
6, 17
0.8
0.4
1.1
Dec 31, 2025
70.0
3.3
142.7
-6.9
67.8
276.9
EUR million
Note
Share capital
Other reserves
Fair value reserve
Translation differences
Retained earnings
Total equity
Jan 1, 2024
70.0
142.7
0.8
-7.2
214.3
420.5
Comprehensive income
Result for the period
43.8
43.8
Other comprehensive income:
Changes in the fair value of cash flow hedges, net of tax
-0.8
-0.8
Translation differences
0.1
0.1
Remeasurements of post-employment benefit obligations, net of tax
0.3
0.3
Total comprehensive income for the period
-0.8
0.1
44.1
43.4
Transactions with equity holders
Dividend*
-181.8
-181.8
Dec 31, 2024
70.0
142.7
-
-7.2
76.6
282.1
*The ordinary dividend of EUR 31.8 and extra dividend of  EUR 150.0 million decided on December 20, 2024.
118
ANNUAL REPORT 2025
Notes to the Consolidated Financial Statements
Company information
Posti Group Corporation (“Posti Group Oyj”) and its subsidiaries (“Posti” or “the Group”) is one of the
leading delivery and fulfillment companies in Finland, Sweden, and the Baltics. We make our
customers’ everyday lives smoother with a wide range of services, which include parcels, freight, and
postal services as well as warehouse, fulfillment, and logistics services. Posti operates in six countries.
The Group’s Parent Company, Posti Group Corporation (“the Company”) (business ID 1531864-4), is
domiciled in Helsinki, Finland, and its registered address is Mannerheiminaukio 1 A, FI-00100 Helsinki.
Posti’s shares are listed on the Nasdaq Helsinki official list in Finland. These Consolidated Financial
Statements have been approved for issue by the Board of Directors of Posti Group Corporation on
March 17, 2026.
Group accounting policies
Posti’s Consolidated Financial Statements are prepared in accordance with the International Financial
Reporting Standards as issued by the IASB (IFRS Accounting Standards), and adopted by the European
Union (EU), in addition to related interpretation of the IFRS interpretation committee (IFRICs). The
Consolidated Financial Statements are also in compliance with Finnish accounting and company
legislation.
The Consolidated Financial Statements are prepared under the historical cost convention, with the
exception of below mentioned items valued at fair value as required by the standards. All amounts in
the Consolidated Financial Statements are presented in millions of euros, unless otherwise stated. The
figures are rounded and thus the sum of individual figures may be different than the total presented.
These policies have been consistently applied to all the years presented, unless stated otherwise.
Application of new or amended IFRS Accounting Standards
The amendments to IFRS Accounting Standards or IFRIC interpretations effective from January 1,
2025, had no material impact on the Group’s Financial Statements.
General economic operating environment and geopolitical risks
Consumer confidence and the continued low demand for logistics services in trade and industry
sectors directly affect Posti's business operations and performance. Economic recovery has been
slow, and the operating environment is expected to remain challenging. As Posti serves a broad
customer base, both GDP growth and confidence indicators have a direct impact on the sector’s
performance. However, no major changes are expected in the key logistics drivers for ecommerce
growth and digitalization of postal volumes. Tightening trade policies, geopolitical tensions, financial
market instability, and potential additional fiscal adjustment measures in Finland also generate
uncertainty and volatility in Posti's operating environment. Therefore, management’s estimates are
subject to considerable uncertainty. While Posti does not consider geopolitical risks to have a direct
impact on its Financial Statements, prolonged periods of reduced demand or other adverse impacts
on business performance in the longer run could negatively affect the valuation of non-current assets,
including goodwill and deferred tax assets.
Climate-related issues
Posti's climate targets require investments in accordance with the clean fleet roadmap. From an
overall economic perspective, these do not require significant additional investments, as the fleet will
be renewed and replaced with a new type during the remaining service life of the existing fleet. The
most important climate-related issues and financial risks are related to the availability and
accessibility of green vehicles, fuels, charging infrastructure and energy. The above-mentioned issues
have been taken into account in the forecasts and, in particular, in the impairment testing, based on
the best information and estimates. Climate-related issues may have an impact on the profitability
and impairment calculations of future years as the climate target years approach. Posti's goal is to
operate fossil-free by 2030 and achieve net-zero emissions by 2040. The margins of Posti's loan
arrangements are tied to sustainability targets. However, their impact on total interest expenses is
minor.
119
ANNUAL REPORT 2025
Consolidation Principles
Subsidiaries
The Consolidated Financial Statements include the Parent Company, Posti Group Corporation, and all
its subsidiaries. Subsidiaries are entities over which the Group has control. Control exists, directly or
indirectly, if the Group has decision-making powers, is exposed to, and has rights to, variable returns,
and is able to use its decision-making powers to affect the amount of the variable returns. Subsidiaries
are consolidated from the date on which the Group is able to exercise control and are unconsolidated
from the date that control ceases.
The acquisition method of accounting is used to account for business combinations.
All intercompany transactions, assets and liabilities, distribution of profits and unrealized gains on
transactions between group companies are eliminated in the consolidated accounts.
Joint operations
Posti has investments in mutual real estate companies. These investments are accounted for as joint
operations. Posti’s direct share of the assets, liabilities, income and expenses in these arrangements is
recognized in the consolidated financial statements under the appropriate headings.
Foreign currency translation
Functional and presentation currency
Items included in the financial statements of each of the Group’s entities are measured using the
currency of the primary economic environment in which the entity operates (the “functional
currency”). The consolidated financial statements are presented in euros, which is the functional and
presentation currency of the Group.
Transactions and balances
Transactions denominated in foreign currencies are translated into the functional currency using the
exchange rate at the date of the transaction. Monetary items in the balance sheet denominated in
foreign currencies are translated into functional currency using the exchange rate at the balance
sheet date and non-monetary items using the exchange rate at the transaction date, excluding items
measured at fair value in a foreign currency which are translated using the exchange rate at the date
when the fair value was determined. Foreign exchange gains and losses arising from business
operations are presented in the income statement under the respective items above operating profit.
Foreign exchange gains and losses that relate to financing activities are presented in the income
statement within financial income and financial expenses except for the long-term intercompany
loans that are attributable to the net investment in foreign entities of which exchange rate differences
are recognized in other comprehensive income.
Subsidiaries
If the subsidiaries’ functional currency differs from the Group’s presentation currency, their income
statements and statement of comprehensive income are translated into euros using the average
exchange rates for the financial year, and their balance sheets using the exchange rates at the closing
rate at the balance sheet date. All resulting translation differences are recognized in other
comprehensive income.
On consolidation, exchange differences arising from the translation of the net investment, including
net investment loans to the subsidiary, are recognized in other comprehensive income. When a
foreign entity is disposed of, the associated translation differences are reclassified through profit or
loss, as part of gain or loss on disposal.
Goodwill and fair value adjustments arising on the acquisition of a foreign operation are treated as
assets and liabilities of the foreign operation and translated into euros using the rate at the balance
sheet date.
Revenue recognition
The Group’s revenue is mostly generated by rendering of short-term sorting and delivery services,
warehouse, and logistics services. Framework type agreements do not represent customer contracts
as defined in the IFRS 15 standard but needs to be combined with a service order confirmation made
by the customer.
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
120
ANNUAL REPORT 2025
the customer contracts. Generally, the revenue is recognized over time when the service is rendered.
Services that Posti provides are done within a day or days, meaning that only a minor part is on the
way or in the process at the period end. Revenue for the sale of goods comprising various packaging
materials, stationary products and office supplies is recognized at a point in time when the customer
makes the purchase, and the product is sold.
At contract inception, the Group assesses the services promised in the contract with a customer to
identify performance obligations. A performance obligation can be either a promise to transfer to the
customer a distinct good or service or a series of distinct goods or services.
Some contracts include variable considerations of the transaction price, such as volume discounts or
service level bonuses and sanctions. Variable consideration is included in the transaction price using
the expected value or most likely amount method, to the extent that it is highly probable that a
significant reversal will not occur.
Posti applies the practical expedient where no adjustments to the transaction prices are made for the
time value of money, since the period between the transfer of the promised services to the customer
and payment by the customer does not exceed one year.
Net sales comprise the revenue generated by the sale of goods and services net of value added taxes,
discounts, service level related and other refunds to customers.
eCommerce and Delivery Services
The eCommerce and Delivery Services segment offers parcel delivery services and groupage freight
services. Revenue for eCommerce and Delivery Services is recognized over time as Posti satisfies
performance obligations. The performance obligation is to transport parcel or freight from the
dispatch point to the agreed delivery point. The transaction price is based, among other things, on the
size, weight and distance of the parcel or cargo being transported, as well as on possible additional
services such delivery method and time. Main product and additional services are usually combined
as a one performance obligation. For services not completed at the end of the reporting period, the
progress of performance is estimated and revenue recognized, if the amounts are material.
Fulfillment and Logistics Services
Fulfillment and Logistics Services covers contract logistics and in-house logistics services. Fulfillment
and Logistics Services revenue is recognized as the service is being provided. Performance obligations
include reception, handling and storage of goods, order picking, packing and dispatching, and
warehouse accounting. The transaction price is based on the number of work unit occurrences and
the space used for the customer’s goods. The transaction price for other staffing services is based on
the work performance. Based on management assessment, its customer contracts do not contain a
lease contract as the customer has no control over the warehouse space and where their products
are located in the warehouse.
Postal Services
Postal Services offers delivery services, multichannel services and digital services, which cover, among
others, letters (both corporate and consumer letters), multichannel messaging solutions, newspaper
and magazine delivery as well as addressed direct marketing services. Performance obligations are,
for example, delivery of a postcard, letter, magazine or digital message. As a rule, revenue for postal
services is recognized over time as the Group satisfies performance obligations. For services not
completed at the end of the reporting period, the progress of performance is estimated and revenue
recognized.
Revenue for certain prepaid services, including stamps, franking machines, and prepaid envelopes, is
recognized based on their estimated usage. Estimated usage is based on statistical models.
Unperformed services are accrued as a contract liability on the balance sheet. Deferred revenue is
presented on the balance sheet as a current liability. The Group uses external specialists to develop,
assess and update the statistical revenue recognition model.
Commissions for selling stamps to retailers are recognized as an expense when Posti has performed
the prepaid service. Accordingly, sales commissions estimated to relate to unused stamps, which are
paid in advance to retailers, are recognized as receivables on the balance sheet and recognized as an
expense when the related revenue is recognized in net sales.
The Group acts as a principal for outbound international mail and parcel services under a universal
service obligation. Revenue is recognized gross, while terminal dues payable to third parties (other
postal administrations) are reported as operating costs.
121
ANNUAL REPORT 2025
Contract costs
Incremental costs of obtaining a contract, for example, sales commissions, are capitalized if they
expect to be recovered. Incremental costs with an amortization period of one year or less are
expensed.
Costs to fulfill a contract are capitalized on the balance sheet and recognized as an expense during
the contract period if the criteria for capitalization are met. Costs need to relate directly to a contract,
generate or enhance resources to be used in satisfying the performance obligations of the contract,
and be recoverable. General or administrative costs are not capitalized.
Government grants
Government grants are recognized as income and presented under other operating income when
management has reasonable assurance that the grants will be received, and that the Group will
comply with all attached conditions. Some investment, product and business development grants are
presented in the statement of financial position by deducting the grant from the carrying amount of
the asset.
Employee benefits
The Group has several pension plans of which the majority relates to defined contribution plans. For
the defined contribution plans, the Group pays contributions to pension insurance plans on a
statutory or contractual basis. Contributions are recognized as employee benefit expenses on the
income statement when occurred. The Group has no further payment obligations once the
contributions have been paid.
The liability recognized in the balance sheet in respect of defined benefit pension plans is the present
value of the defined benefit obligation at the end of the reporting period, less the fair value of plan
assets. The defined benefit obligation is calculated annually by independent actuaries using the
projected unit credit method.
The present value of the defined benefit obligation is determined by discounting the estimated future
cash outflows using interest rates of high-quality corporate bonds that are denominated in the
currency in which the benefits will be paid, and that have terms approximating to the terms of the
related obligation.
The net interest cost is calculated by applying the discount rate to the net balance of the defined
benefit obligation and the fair value of plan assets. This cost is included in interest expense in the
income statement.
Remeasurement gains and losses arising from experience adjustments and changes in actuarial
assumptions are recognized in the period in which they occur, directly in other comprehensive
income. More information on the Group’s defined benefit pension plans is presented in note Pension
Income taxes
Income tax expense in the consolidated income statement includes Group companies’ current income
tax calculated on their taxable profit for the financial year using the applicable corporate income tax
rate for each jurisdiction based on local tax laws enacted or substantively enacted at the balance
sheet date, as well as any tax adjustments for previous financial years and changes in deferred tax
assets and liabilities attributable to temporary differences and to unused tax losses.
Deferred taxes are calculated on temporary differences arising between the tax basis of assets and
liabilities and their carrying amounts in the consolidated financial statements. The largest temporary
differences arise from intangible and tangible assets, defined benefit pension plans, unused tax losses,
provisions, and fair value adjustments related to acquisitions. Deferred taxes are determined using the
tax rates enacted or substantially enacted by the balance sheet date and which are expected to be
applied when the related deferred tax asset is realized, or deferred tax liability is settled. Posti applies
the temporary exception not to recognize deferred taxes with regard to Pillar 2 legislation.
A deferred tax asset is recognized to the extent that it appears probable that future taxable profit will
be available against which the temporary difference and losses can be utilized.
Deferred tax is not recorded on undistributed profits of subsidiaries, unless the distribution of profits
is probable in the foreseeable future and thus causes tax consequences.
122
ANNUAL REPORT 2025
The preparation of tax returns, transfer pricing and other tax-related issues may be subject to
interpretation and uncertainty. Each uncertain tax treatment is considered separately or together
depending on which approach predicts the uncertainty the best way. All these effects of uncertainties
are reflected in tax accounting when it is not probable that the tax authorities or courts will accept
treatments.
Current and deferred tax is recognized in profit or loss, except to the extent that it relates to items
recognized in other comprehensive income or directly in equity. In this case, the tax is also recognized
in other comprehensive income or directly in equity, respectively.
Intangible assets
Business combinations and goodwill
The acquisition method of accounting is used to account for all business combinations. The purchase
consideration for the acquisition of a subsidiary or business operation comprises the fair values of
cash consideration and contingent consideration arrangements. Any contingent consideration for a
business combination is estimated by calculating the present value of the future expected cash flows.
Contingent consideration is classified as a financial liability and presented under other payables. It is
subsequently remeasured at fair value with changes in fair value recognized in profit or loss.
Identifiable assets acquired, and liabilities and contingent liabilities assumed in a business
combination, are initially measured at their fair values at the acquisition date. The excess of the
purchase consideration over the Group’s interest in the fair value of the net identifiable assets
acquired is recognized on the balance sheet as goodwill.
After initial recognition, goodwill is carried at cost less any accumulated impairment losses. Goodwill is
not amortized but is tested for impairment annually, or more frequently if events or changes in
circumstances indicate that the carrying value may be impaired. For the purposes of impairment
testing, goodwill is allocated to the cash generating units. The allocation is made to those cash
generating units or groups of cash generating units that are expected to benefit from the business
combination in which the goodwill arose. For more information on impairment testing, see below
Impairment testing and note Intangible assets.
Research and development
Research and development costs are primarily expensed as incurred. Only development costs arising
from new significant or substantially improved software products, service applications and enterprise
resource planning systems are capitalized as intangible assets. An asset is capitalized only if it is
technically and commercially feasible, the Group has the intention and resources to complete the
intangible asset and use or sell it, the expenditure attributable to the product during its development
can be reliably measured, and it is probable that the development asset will generate future economic
benefits. Capitalized development costs are recognized as intangible assets and amortized over the
assets’ useful lives 3–10 years from the moment that they are ready for use. Material research and
development projects are reported as R&D expenses.
Other intangible assets
Separately acquired intangible assets, such as software licenses and applications, are initially
recognized at cost. Intangible assets acquired through business combinations, such as customer
portfolios, trademarks, acquired technology, are recognized at fair value at the acquisition date
comprising the amortizable acquisition cost. Useful lives are reassessed, and adjusted, if necessary if
estimates over their useful lives change.
Intangible rights in the balance sheet mainly comprise software solutions and licenses (where Posti
has the control) and customer portfolios and trademarks acquired through business combinations.
Software as a Service agreements are recognized as an expense or accrued in accordance with IFRIC
agenda decision. The Group’s intangible rights have finite useful lives, over which period they are
amortized.
The expected useful lives are as follows:
Software solutions and licenses
3–15 years
Customer portfolios
5–10 years
Trademarks
3–5 years
Acquired technology
5 years
123
ANNUAL REPORT 2025
Property, plant and equipment
Property, plant and equipment (PPE) are carried at cost less any accumulated depreciation and
impairment losses. The initial cost of an asset includes the expenditure that is directly attributable to
the acquisition of the items such as purchase price, costs of bringing the asset into working condition
and installation costs. PPE are depreciated on a straight-line basis over their expected useful lives or,
in case of leased right-of-use asset, over the lease term. Land and water are not depreciated. Useful
lives are reassessed and adjusted, if necessary, if estimates over their useful lives change.
The Group’s PPE comprises land and water areas, production and office buildings and structures,
machinery and equipment such as letter and parcel sorting machines, conveyors, vehicles and forklifts
as well as other tangible assets consisting of, for example, storage shelves, storage systems and parcel
lockers.
The expected useful lives are as follows:
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
If an asset under PPE constitutes several items with differing useful lives, each of them is accounted
for as a separate asset. In such a case, the cost of replacing the item is recognized as an asset.
Otherwise, subsequent costs, such as modernization and renovation project costs, are capitalized if it
is probable that the future economic benefits associated with the asset will flow to the Group and the
cost of the asset can be measured reliably. Regular repair, maintenance and service costs are
expensed as incurred.
Investment property
Investment property refers to land or buildings, or part thereof, that Posti holds for rental income or
capital appreciation. Investment property also includes land areas and properties held under
development for sale purposes. It is measured at cost less accumulated depreciation and impairment
losses. Environmental provisions and possible changes in the estimate affect the value of investment
properties. Investment property buildings are depreciated over their useful lives using the straight-line
method and land is not depreciated. Impairment losses are recognized in accordance with the
principles described under the section Impairment testing.
The expected useful lives are as follows:
Buildings
25–40 years
Equipment of buildings
3–8 years
Impairment testing
Goodwill and intangible or tangible assets not yet in use (for example, capitalized development
projects not yet completed) are not subject to amortization and are tested annually for impairment.
Testing can be performed more frequently if events or changes in circumstances indicate that the
asset might be impaired. Other long-lived assets that are depreciated during the useful life (for
example, right-of-use assets) are tested for impairment whenever events or changes in circumstances
indicate that the carrying amount may not be recoverable.
The recoverable amount is the higher of an asset’s fair value less costs of disposal and value in use.
Value in use refers to estimated future net cash flows from an asset or a cash generating unit,
discounted to their present value. An impairment loss is recognized for the amount by which the
asset’s carrying amount exceeds its recoverable amount.
For purposes of assessing impairment of goodwill, assets are grouped at the lowest level for which
there are separately identifiable cash inflows which are largely independent of the cash inflows from
other assets or groups of assets (cash generating units). Posti’s cash generating units that form the
basis for goodwill impairment testing are presented in note Intangible assets.
124
ANNUAL REPORT 2025
For purposes of assessing impairments of investment property, assets form a separate cash-
generating unit.
Non-financial assets other than goodwill that suffered an impairment are reviewed for a possible
reversal of the impairment at the end of each reporting period.
Leases
Posti makes use of relief exemptions provided by the standard for leases for which the underlying
asset is of low value and short-term leases (12 months or less). These leases are not recognized on the
balance sheet. Part of rental contracts for premises, where Posti and the lessor both have termination
options within 12 months or less, are classified as short-term leases. Some key premises with short-
term lease contracts but with longer term use plans are, however, recognized on the balance sheet by
using a longer lease term than agreed in the lease contract.
For those leases recognized on the balance sheet, the lease liability is recognized at the present value
of the remaining lease payments, discounted using the interest rate implicit in the lease. Where the
rate is not available, Posti uses its incremental borrowing rate. Posti defines the rate separately for
each significant geographic area, contract term, and asset type.
Posti uses euro interest rate swap rates from the markets. Posti has defined three lease term length
range baskets and accordingly three market reference rates are applied. Additional legal entity
related margin reflects the financial standing of each lessee in the Group. The leased asset type is also
reflected, as the incremental borrowing rate is adjusted downward in lease contracts for premises.
Termination or extension options can be related to a lease contract. The matter is presented below in
the chapter Critical accounting estimates and judgments in applying accounting policies.
Cash payments for the principal portion of the lease liability are classified within the cash flow from
financing activities and only the payments that reflect interest are presented as cash flows from
operating activities. For those leases which are not recognized on the balance sheet, the lease
expense is classified within the cash flow from operating activities.
Especially in cases of long-term premise lease contracts, accounting values are subject to changes if
the lease contract terms are changed or otherwise Posti makes reassessments to the contents of the
lease contract. Changed rental payments, changes in the length of the lease term or changes in the
assessment of the lease term or other essential changes are adjusted in accounting in lease liability
and right-of-use asset.
Most of the balance sheet value generated from leasing arrangements are lease contracts for
premises. These contracts are typically subject to annual lease amount increases. By number of lease
contracts, most leases are connected to leased vehicles, in which the monthly lease amount is typically
stable during the entire lease term. Vehicle lease contract often include service fee components in
addition to capital rent. Service fees are not recognized in balance sheet value of lease contracts but
only the pure capital rent is included. Service fees are recognized as incurred.
Inventories
The Group’s inventories comprise stamps, packaging materials, retail goods and production material,
such as paper and envelopes. Inventories are valued on a weighted average cost basis and carried at
the lower of cost or net realizable value. Cost includes all direct expenditure attributable to the
inventories. Net realizable value represents the estimated selling price less all estimated costs of
completion and costs to be incurred in selling and distribution.
Financial assets and liabilities
Financial assets
The Group classifies its financial assets into the following categories: those measured at amortized
cost and those measured at fair value through profit or loss. The classification is based on the Group’s
business model for managing financial assets and the contractual terms of cash flows. Financial
assets, whose business model is to hold the assets until maturity for collection of contractual cash
flows where those cash flows solely represent payments of principal and interest, are measured at
amortized cost. Other financial assets are measured at fair value through profit or loss.
Financial assets are recognized and derecognized at the settlement date. The Group derecognizes a
financial asset when its contractual right to cash flows from the asset has expired or is forfeited, or it
125
ANNUAL REPORT 2025
has transferred substantially all risks and rewards outside the Group. Any gain or loss arising from the
derecognition of a financial asset is recognized directly in profit or loss and presented in finance
income or expenses (or in other operative income or expenses for trade receivables), together with
foreign exchange gains and losses.
Financial assets at amortized cost
Financial assets at amortized cost include investments in bonds and money-market investments as
well as trade receivables and other receivables. Interest income from these financial assets is included
in financial income using the effective interest rate method.
The Group assesses expected credit losses associated with its debt instruments carried at amortized
cost on a forward-looking basis. The impairment methodology applied depends on whether there has
been a significant increase in credit risk. For low credit risk bond investments, the Group applies a low
credit risk exemption, where the loss allowance recognized is limited to 12 months expected credit
losses. The changes in loss allowance are presented under other financial expenses.
For trade receivables, the Group applies a simplified loss allowance matrix approach whereby the
impairment loss is measured over the life of the asset unless the asset is already written off. Loss
allowances are estimated based on a forward-looking model where estimated probabilities of
customer default are used in the calculation model. Days of overdue effect the percentage of loss
allowance used. A 100 percent loss allowance is recognized for all trade receivables, which are 180 or
more days overdue. Write-offs are based on indicators that there is no reasonable expectation of
recovery, for example, due to a failure to make contractual payments or bankruptcy. The changes in
loss allowance and loss from write-offs are presented in other operating expenses.
Financial assets at fair value through profit or loss
The Group classifies investments in equity instruments as financial assets at fair value through profit
or loss. This category includes unlisted shares. Changes in the fair value of investments in equity
instruments are recognized in financial income or expenses at each balance sheet date.
Also, derivatives for which hedge accounting is not applied are included in the financial assets at fair
value through profit or loss. For these derivatives, realized and unrealized gains and losses from
changes in fair values are recognized in the income statement in the period in which they have arisen.
Financial liabilities
The Group classifies its financial liabilities either as financial liabilities at amortized cost or financial
liabilities at fair value through profit or loss.
Financial liabilities at amortized cost
Non-derivative financial liabilities are classified as financial liabilities at amortized cost. They are
initially recognized at fair value based on the consideration received. Transaction costs are included in
the initial carrying amount of financial liabilities. Subsequently, financial liabilities, except for derivative
liabilities, are measured at amortized cost using the effective interest rate method.
Financial liabilities at fair value through profit or loss
Financial liabilities at fair value through profit or loss include derivatives for which hedge accounting is
not applied. For these derivatives, realized and unrealized gains and losses from changes in fair values
are recognized in the income statement in the period in which they have arisen.
Derivative contracts
Derivatives are initially recognized at fair value on the date a derivative contract is entered into and
subsequently remeasured to their fair value at each balance sheet date. Gains or losses arising from
valuation at fair value is recognized in accordance with the derivative contract’s purpose of use.
For certain derivative instruments while entered into for risk management purposes, hedge
accounting is not applied. Such derivatives include currency derivatives hedging against foreign
exchange risk of currency denominated receivables and liabilities. For these contracts, changes in
their fair value are recognized through profit or loss and presented in financial items or other
operating income or expenses, depending on the purpose of hedging.
Posti has assessed that the electricity purchase and the price-secured electricity products can be
treated as a single accounting unit, and that they are closely linked derivatives that depend on the
electricity purchase contract. Accordingly, electricity derivatives have not been presented in the
balance sheet at fair value, but the Group has applied the own-use exception provided for in IFRS 9.
126
ANNUAL REPORT 2025
Cash and cash equivalents
Cash comprises cash on hand and demand deposits. Cash equivalents consist of other short-term,
highly liquid investments that can be easily exchanged for a pre-determined amount of cash, and
which are subject to an insignificant risk of changes in value. The money-market investments classified
as the Group’s cash and cash equivalents have a maximum maturity of three months at the
acquisition.
Fair Value Measurement
The Group measures derivatives, investments in equity assets as well as assets and liabilities acquired
through a business combination at fair value.
All assets and liabilities for which fair value is measured or disclosed in the financial statements are
categorized within the fair value hierarchy as follows:
Level 1: Fair values are based on the quoted prices of identical asset or liabilities in active markets.
Level 2: Fair values are, to a significant degree, based on data other than quoted prices included in
Level 1, but on data that are either directly or indirectly observable for the asset or liability in question.
To determine the fair value of these instruments, the Group uses generally accepted valuation models
that are, to a significant degree, based on observable market data.
Level 3: Fair values are based on data regarding the asset group or liability that is not based on
observable market data.
For assets and liabilities that are recognized in the financial statements on a recurring basis, the
Group determines whether transfers have occurred between Levels in the hierarchy by reassessing
the categorization (based on the lowest level input that is significant to the fair value measurement as
a whole) at the end of each reporting period.
Provisions and contingent liabilities
A provision is recognized when the Group has a present legal or constructive obligation as a result of
past events, it is probable that an outflow of resources will be required to settle the obligation, and a
reliable estimate of the amount of the obligation can be made. Provisions for restructuring are
recognized when the related, detailed and official plan has been approved and disclosed.
Provisions are measured at the present value of management’s best estimate of the expenditure
required to settle the present obligation at the end of reporting period. The discount rate used to
determine the present value is a pre-tax rate that reflects current market assessment of the time
value of money and the risks specific to the liability. The increase in the provision due to the passage
of time is recognized as interest expense.
Contingent liabilities represent possible obligations whose existence will be confirmed only by the
occurrence, or non-occurrence, of one or more uncertain future events not wholly within the control
of the Group. Contingent liabilities also include obligations that will most likely not require the
fulfillment of a payment obligation or the amount of which cannot be reliably determined. Contingent
liabilities are disclosed in the notes to the consolidated financial statements.
Critical accounting estimates and judgments in applying accounting policies
Preparing the consolidated financial statements in compliance with IFRS Accounting Standards
requires the Group’s management to make certain estimates and judgments in applying accounting
policies. These estimates and assumptions are based on the management’s best knowledge of current
events and circumstances, but the actuals may differ from the estimates and assumptions stated in
the financial statements. Areas involving a higher degree of judgment or complexity, and of items
which are more likely to be materially adjusted due to estimates and assumptions turning out to be
wrong, are disclosed below.
Goodwill impairment testing
Goodwill, as well as other assets, are tested for impairment annually or more often if indicators of
potential impairment exist.
The determination of impairments of goodwill and other intangible assets involves the use of
estimates that include, but are not limited to, the cause, timing, and amount of the impairment.
Impairment, or its reversal, can be based on a large number of factors, such as changes in current
competitive conditions, expectations of growth in Posti’s businesses, increased cost of capital,
127
ANNUAL REPORT 2025
technological obsolescence, discontinuance of services, current replacement costs, prices paid in
comparable transactions, and other changes in circumstances that indicate an impairment exists. The
identification of impairment indicators, as well as the estimation of future cash flows and the
determination of fair values for assets (or groups of assets), require management to make significant
judgments concerning the identification and validation of impairment indicators, expected cash flows,
applicable discount rates, useful lives, and residual values. When determining the values in use for the
cash generating units, additional planning uncertainties are factored in that reflect the risks of
macroeconomic development, which could adversely affect future results of operations.
The most significant assumptions in goodwill impairment testing comprise growth in net sales,
development of operative result, determination of the discount rate (WACC), and long-term growth
rate used after the forecast period.
Uncertainty regarding deferred tax assets
Deferred tax assets are recognized to the extent that it is probable that future taxable amounts will
be available to utilize the underlying temporary differences and losses. Significant judgment is
required to determine the amount that can be recognized and depends foremost on the expected
timing and level of taxable profits as well as potential tax planning opportunities. The judgment relates
specifically to tax losses carried forward in some of Posti’s foreign subsidiaries and whether these
losses can be utilized. Posti assesses at each balance sheet date the expected utilization of deferred
tax assets considering the likelihood of (a) expected future taxable profits and (b) positions taken in
tax returns being sustained.
When an entity has a history of recent losses, the deferred tax asset arising from unused tax losses is
recognized only to the extent that there is convincing evidence that sufficient future taxable profit will
be generated. Estimated future taxable profit is not considered as convincing evidence unless the
entity has demonstrated the ability to generate significant taxable profit for the current year or there
are certain other events providing sufficient evidence of future taxable profit. Uncertainty related to
new transactions and events and the interpretation of new tax rules may also affect these judgments.
Provisions
Restructuring provisions are primarily related to the change negotiations conducted in recent years. A
significant portion of the long-term personnel expense provisions in the Group's Finnish companies is
the employer's liability component within the unemployment insurance contribution towards the
Unemployment Insurance Fund.
Land use compensation and environmental liability presented as a provision in the balance sheet
includes the part of the liability that meets the criteria of recognition. Total liability related to the
development of Eteläinen Postipuisto area needs to be considered together with the environmental
liability presented in the other contingent liabilities. Posti’s estimate on the total amount and timing of
expenses required to fulfill the responsibilities of Posti to clean the area for future use in residential
building is subject to significant uncertainties. The cleaning of the area is done together with the City
of Helsinki, and discussions are continuous to follow the progress and the changes in the estimates.
Lease term determination and assessments on termination and extension options
If a lease contract does not contain an option clause, Posti will not make judgments on a lease
contract extension or early termination. In case the contract includes a termination or extension
option, Posti considers all relevant facts and circumstances that create an economic incentive for the
lessee to exercise or not to exercise the option, including any expected changes in facts and
circumstances from the commencement date until the exercise date of the option. Posti makes a
judgment for each lease contract on whether to exercise an option or not, and the related recognition
to increase or decrease the accounting lease liability.
Leases and short-term judgment
Posti makes use of the relief exemptions provided by the standard for leases for which the underlying
asset is of low value and short-term leases (12 months or less). These leases are not recognized on
balance sheet. Part of the rental contracts for premises, where Posti and the lessor both have
termination options within 12 months or less, are classified as short-term leases.
Some key premises with short-term lease contracts but with longer term use plans are, however,
recognized on the balance sheet by using a longer lease term than agreed in the lease contract.
128
ANNUAL REPORT 2025
Changes in standards not yet effective
The Group will apply the new or amended standards as they become effective.
IFRS 18 Presentation and Disclosure in Financial Statements
On April 9, 2024, the IASB published the new IFRS 18 Accounting Standard (effective from January 1,
2027). The standard replaces the current IAS 1 Presentation of Financial Statements, and it amends
several other IFRS Accounting Standards, such as IAS 7 Statement of Cash Flows and IAS 8 Accounting
Policies, Changes in Accounting Estimates and Errors.
The standard includes:
• new required amounts, subtotals and categories in the income statement,
• new requirements for the provision of information on numbers that describe performance defined
by the management, and
• new principles for combining and disaggregating the information presented.
Posti is in the process of determining the impact of applying IFRS 18 on the Group. The Group has
prepared a transition plan and is on track to report the first IFRS 18-compliant interim financial
statements for the period ending March 31, 2027 and annual financial statements for the period
ending December 31, 2027.
The key changes to Posti identified in the preliminary analysis are described in the following
paragraphs.
New Income Statement categories
The income statement’s result before income tax will include three categories: operating, investing
and financing. Below “Operating result”, a new subtotal “Result before financing and income tax” will
be presented. The new subtotal will include Net income from investment properties and Net income
from other investments.
Currently, Net income from investment property is included in the items belonging to the Operating
result. As follows, expense and income related to Posti investment property, such as rental income,
possible sale results and depreciation and impairments will be excluded from the Operating result.
Currently, the Operating result includes smaller amounts of rental income and related expenses as
well as depreciation on the former headquarters (see note Investment Property). In the future Posti
expects to recognize results from the sale of, for example, Eteläinen Postipuisto.
Net income from other investments is currently included in finance income. According to IFRS 18 they
will be presented in the investing category, before the new subtotal “Result before financing and
income tax”. It contains income and expenses from investments in debt and equity instruments as
well as income from cash and cash equivalents.
Net expense from borrowings will be included in the financing category in Result before income tax. It
contains items now reported in Finance expenses, such as expense and income on loans and other
instruments used for the Group’s financing purposes, as well as interest expense on lease liabilities
and defined benefit pension liabilities.
Changes to the presentation of Statement of Cash Flows
The presentation choice on paid interests is removed and those will be presented in cash flow from
financing activities (increasing the cash flow from operating activities from the current presentation).
Interests received and net income from investment property will be included in cash flow from
investing activities (both decreasing cash flow from operating activities).
The presentation of Statement of Cash Flows will start from the Operating result instead of the Result
for the period.
Management-defined performance measures
Management-defined performance measures, such as adjusted EBIT and adjusted EBITDA, will be
included in the Financial Statements. As a result, reconciliations to the Income Statement IFRS-
subtotals will be presented.
Other IFRS Standard or Interpretation changes
Other IFRS Accounting Standards or IFRIC interpretations coming into force in the future which the
Group is aware of are not estimated to have a material impact on the Group's Financial Statements.
129
ANNUAL REPORT 2025
1. Segment reporting
Posti discloses three reportable segments which consists of four operating segments. The operating
segments are defined based on their services, products and markets, and they are managed as
separate Business Groups.
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
The eCommerce and Delivery Services segment offers parcel delivery services and groupage freight
services. Parcel delivery services serves customers in Finland and the Baltic countries, while groupage
freight services and value-added services are offered in Finland.
Fulfillment and Logistics Services covers contract logistics and in-house logistics in Finland and
Sweden, with a single warehouse in Norway.
Postal Services offers delivery services, multichannel services and digital services, which cover,
among others, letters (both corporate and consumer letters), multichannel messaging solutions,
newspaper and magazine delivery as well as addressed direct marketing services. Postal Services
serves customers nationwide in Finland with a multichannel distribution network.
For Fulfillment and Logistics Services, the operating segments' business in Finland and Sweden have
similar economic characteristics, nature of services and customer types, and markets in the Nordic
countries. Geographical areas are separate operating segments but are combined into one operating
segment in accordance with the aggregation criteria in IFRS 8. The gross margin and EBITDA levels of
these two operating segments are similar in relation to net sales. The medium- and long-term financial
development trends of the operating segments are similar.
The President and CEO is the chief operating decision maker, responsible for allocating resources to
operating segments and the evaluation of the segments’ results. During 2025, the chief operating
decision maker primarily used adjusted EBITDA to assess the performance of the operating segments.
As a part of the listing process, Posti Group has updated its segment reporting. Both operating result
(EBIT) and adjusted operating result (adjusted EBIT) are disclosed by segment. Management also
follows EBITDA and adjusted EBITDA.
To enhance the comparability between periods, Posti reports adjusted EBITDA and adjusted operating
result (adjusted EBIT), which exclude effects of significant items of income and expenses, which are
considered to incur outside the ordinary course of business (”special items”). 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.
Expenses of providing services and other expenses reflect the breakdown of expenses used in internal
management reporting. Expenses of providing services contain direct expenses related to operative
business transactions. Other expenses contain indirect general and administrative expenses. Expenses
of providing services and other expenses amount to the expenses presented in the Consolidated
Income Statement on lines materials and services, employee benefits and other operating expenses.
Expenses of providing services and other expenses are directed and allocated to the segments based
on business transactions and usage of centralized functions.
Other and unallocated consists of centralized Group functions, and items which are not allocated to
the reportable segments. Balance sheet items allocated to the segments include non-current and
current operating assets and operating liabilities, including non-interest-bearing liabilities and
provisions. Other and unallocated includes Group’s real estate and ICT related capital expenditure.
Eliminations include intra-group net sales and expenses to reconcile segment reporting to the Posti
Group consolidated figures.
Capital employed items allocated to the segments include non-current and current operating assets
and liabilities, including non-interest-bearing liabilities and provisions. Operating assets and liabilities
130
ANNUAL REPORT 2025
are items the segment uses in its operations or that may be reasonably allocated to the segments.
Other and unallocated includes items, which are not allocated to the segments, like investment
properties and dividend liabilities. Capital expenditure consists of additions of tangible and intangible
assets including additions of right-of-use assets and business acquisitions, and additions to
investment properties.
The measurement and recognition principles used in the internal management reporting comply with
the Group's accounting principles. Transactions between the segments are carried out at market
prices.
Seasonality
The Group’s business is characterized by seasonality, and net sales and adjusted EBIT are not accrued
evenly throughout the year. The fourth quarter is typically the strongest quarter.
131
ANNUAL REPORT 2025
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
2024
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
*Investments of Other and unallocated 2024 have been restated with EUR 8.7 million related to the exchanges of land areas between Posti
and the City of Helsinki and with EUR -1.6 million related to a decrease of estimated environmental provision.
**Capital employed has been restated. Capital employed has been allocated from other and unallocated to reportable segments. Group total
has not been changed.
132
ANNUAL REPORT 2025
Special items affecting EBITDA and operating result (EBIT)
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
2024
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
Net sales of Fulfillment and Logistics Services
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
Geographical areas
The Group operates in the following geographical areas: Finland, Sweden, Norway and the Baltics.
Other countries include international postal and parcel business. The net sales of the geographical
areas are determined by the geographical location of the Group's external customer. Assets are
presented according to their geographical location, and they include non-current assets except Group
goodwill, deferred tax assets and financial instruments. As an individual country, only Finland accounts
for a significant part of the Group's net sales. The Group’s customer base consists of a large number
of customers over several market areas, and net sales to any single customer does not represent a
significant part of the Group’s net sales.
2025
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
2024
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
Revenue streams
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
2. Acquired and divested businesses and discontinued operations
2025
There were no acquisitions, divestments or discontinued operations in 2025.
2024
Posti entered a 10-year strategic partnership with IT and consulting company CGI on development and
delivery of digital multichannel messaging in Postal Services. On March 1, 2024, 88 professionals in
Finland, Poland, Latvia, and Estonia transferred to CGI.
On May 31, 2024, Fulfillment and Logistics Services Sweden (previously Aditro Logistics) acquired all
shares of Cargo Support Holding C.S.H. AB, a Swedish specialist in packaging solutions. The company
had net sales of around EUR 2 million and employs 17 people. A goodwill of EUR 1.0 million was
recognized in the acquisition. The acquisition was planned to support Posti’s strategic targets in
Sweden and adds new capabilities and competencies, especially within the industrial segment.
Acquisition-related costs of EUR 0.1 million were recognized as other operating expenses. The
acquisition did not have a material impact on the Group's Consolidated Income Statement or Balance
Sheet.
3. Revenue from contracts with customers
The Group’s revenue is mostly generated by the rendering of short-term parcel and mail sorting,
delivery services, and warehouse and logistics services. A more detailed description of services
provided by operating segments, the disaggregation of revenue and services by operating segment,
by customer location and by sale of services or goods is presented in the note Segment reporting.
Revenue recognition policies are described in Accounting policies.
Assets and liabilities related to contracts with customers
The Group has recognized the following assets and liabilities related to contracts with customers:
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
Contract liabilities on prepaid services include deferred revenue for stamps, prepaid envelopes and
franking machines held by the customer to be used in future periods. The amount has been
determined using statistical models and surveys. The method has been described in more detail in the
Accounting policies in the section Revenue recognition.
134
ANNUAL REPORT 2025
Offsetting of terminal due assets and liabilities
Contract assets on terminal dues (from other postal administrations) relate to inbound international
mail. According to the international multilateral contracts, such as the Universal Postal Convention,
the postal operator with a net receivable has the right to receive an advance payment for the
estimated annual receivable position (outbound mail liability is deducted).
Therefore, the net receivable position resulting from terminal dues at year-end is materially paid in
advance, and the balance sheet position represents the net position with the postal operator
counterparty. Where services delivered exceed purchased deliveries and are in excess of the advance
received, the position is presented either as a contract asset or a trade receivable depending on
whether Posti has the unconditional right to invoice.
The amounts that have been offset in the balance sheet
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
As stated above, terminal dues related to international mail are subject to offsetting rules defined in
international multilateral contracts, such as the Universal Postal Convention. Terminal dues have been
offset in the balance sheet as the net position is settled with the counterparty on an annual basis.
These net amounts are presented within trade and other receivables, trade and other payables, and
advances received.
Revenue recognized in relation to contract liabilities
Revenue recognized for the period that was included in the contract liabilities at the beginning of the
period:
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
Remaining performance obligations
The Group expects to recognize all contract liabilities related to unsatisfied performance obligations
within the following financial year.
Assets recognized from costs incurred to fulfill a contract
In addition to the contract balances disclosed above, the Group has also recognized an asset of EUR
0.4 (0.4) million in relation to sales commissions to stamp retailers. This is presented within other
assets on the balance sheet and recognized as expense when the related revenue is recognized in net
sales.
Payment terms
The revenue is typically invoiced when the performance obligation is satisfied. For stamps, prepaid
envelopes and franking machines as well as for sales taking place at retail locations, revenue is
invoiced at the time of the purchasing event. The Group follows market practices for payment terms,
which most commonly vary between 14 and 45 days. Payment terms on terminal dues related to
international mail are in accordance with international multilateral contracts and a settlement system,
where prepayments are made during the financial year and final settlement of yearly payables and
receivables is performed in the following year.
135
ANNUAL REPORT 2025
4. Other operating income
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
Rental income consists mostly of rent income from buildings and condominiums owned by Posti.
Government grants are for the most part, state grants for newspaper five-day delivery in rural areas,
but also grants for transportation equipment investments, energy grants and research and business
development grants. Other items include income from the sale of services and materials as well as
income from the Posti Messaging business.
5. Materials and services
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
Subcontracting and external services consist mainly of purchased subcontracting services for
production such as freight, forwarding and transport services.
6. Employee benefits
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
The Group’s personnel
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
*Full-time equivalent personnel on average
The decrease in the number of personnel due to the results of change negotiations, as well as a
reduced need for seasonal employees caused the decrease in personnel costs. Employee benefit
expense includes EUR 5.0 (11.0) million of personnel restructuring costs relating primarily to the
restructuring carried out in conjunction with the operational transformation and the Group's
profitability improvement programs.
The Group’s senior management, different operational management and specialist roles are involved
in the cash-settled short-term bonus plan. The bonus is based on the Group's, the unit's and the
team's financial and strategic indicators. Posti confirms annually the threshold values for these
indicators.
Decisions concerning long-term incentive schemes are made by the Board of Directors on the
recommendation of the Personnel Committee. Long-term incentive schemes are rolling 3-year
programs, which are settled in cash. Following Posti's listing, rewards under the incentive programs
may also be settled in shares, if decided. The schemes include the Leadership Team as well as key
136
ANNUAL REPORT 2025
employees per scheme named by the Personnel Committee. Until the listing, the schemes have been
implemented in accordance with valid guidelines by the state-owner concerning the remuneration of
executive management and follow the Posti’s Remuneration Policy.
Information on defined benefit pension plans is presented in the note Pension liabilities.
The pension benefits of the President and CEO and the other members of the Leadership Team are
determined in accordance with law and customary practice. The Group has not taken out additional
pension insurance policies for the President and CEO or the Leadership Team. The retirement age of
the President and CEO is in accordance with the legal target retirement age.
Management remuneration*
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
*Posti has adopted an performance-based reporting method instead of the previous payment-based method. The method of calculating the
figures for the comparison year has also been changed.
President and CEO*
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
*Year 2024 President and CEO remuneration includes Turkka Kuusisto's remuneration, Timo Karppinen's remuneration from March 21, 2024 to
July 31, 2024 and Antti Jääskeläinen's remuneration.
**Salary includes fringe benefits, holiday compensations, insurance coverage and possible special incentives. Salary presented in table
excludes pension and social security contributions. Costs under the Finnish statutory pension scheme for the President and CEO amounted to
EUR - (-) million and for the Posti Leadership Team amounted to EUR 0.4 (0.4) million
***President and CEO received a listing incentive in connection with the offering. The President and CEO stated to subscribe for shares in the
personnel offering in an amount corresponding to the net amount of the listing incentive. The net portion used for the share subscription has
accounted for as an equity-settled shared-based payment in accordance with IFRS 2, and the portion used for withholding tax has accounted
for as a cash-settled arrangement in accordance with IAS 19. For additional information see note Equity and Remuneration Report.
Posti Leadership Team (excl. CEO)
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
*Salary includes fringe benefits, holiday compensations, insurance coverage and possible special incentives. Salary presented in table
excludes pension and social security contributions. Costs under the Finnish statutory pension scheme for the President and CEO amounted to
EUR - (-) million and for the Posti Leadership Team amounted to EUR 0.4 (0.4) million
**Members of the Leadership Team received a listing incentive in connection with the offering. The members of the Leadership Team stated
to subscribe for shares in the personnel offering in an amount corresponding to the net amount of the listing incentive. The net portion used
for the share subscription has accounted for as an equity-settled shared-based payment in accordance with IFRS 2, and the portion used for
withholding tax has accounted for as a cash-settled arrangement in accordance with IAS 19. For additional information see note Equity and
137
ANNUAL REPORT 2025
Board of Directors’ Remuneration
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
*Member of the Board since March 24, 2025
**Member of the Board until March 24, 2025
***Member of the Board until September 29, 2025. After that Employee Representative in the Board meetings.
Share-based payments
Description of Arrangements
During the financial year, the Company had two share‑based payment arrangements, both classified
as equity‑settled under IFRS 2:
• Listing incentive: In connection with the listing, members of the Leadership Team were granted an
incentive totalling EUR 2.0 million, the net portion amounting to EUR 0.8 million of which was used to
subscribe for Company shares at a 10% discounted price. Under IFRS 2, the share issue and the given
discount constitutes an equity‑settled share‑based payment measured at the grant‑date fair value
of the shares.
• Personnel Offering: In connection with the listing, Group personnel (including the Leadership Team
and the Board of Directors) were offered an opportunity to subscribe for Company shares at a 10%
discount to the listing price. All offered shares were subscribed. The discount is treated as a
share‑based payment under IFRS 2.
The persons who participated in either one of the arrangements have undertaken to a lock-up
arrangement, which ends, for part of the listing incentive arrangement, 360 days following the first day
of trading in the shares, and, for part of the personnel offering, 180 days following the first day of
trading in the shares.
Number of Instruments Granted
Shares that were offered through both arrangements were part of a directed share issue totalling
500,000 new shares with the following split between arrangements:
• Shares subscribed through listing incentive: 114,541.
• Shares subscribed through personnel offering: 385,459 of which 55,216 was subscribed by the
members of the Leadership Team, 28,201 by the Board of Directors and 302,042 by the rest of the
Group employees.
138
ANNUAL REPORT 2025
Fair Value Measurement and Key Assumptions
As the arrangements did not include options or vesting conditions, the fair value of the shares granted
was determined based on the grant‑date market price per share.
• Grant‑date fair value: EUR 7.50 per share
• Subscription price in listing incentive and personnel offering: EUR 6.75 per share including discount
of EUR 0.75
As the fair value of employee services cannot be reliably measured, under IFRS 2, the share‑based
payment expense corresponds to the euro amount of the discount multiplied by the number of shares
subscribed. As equity‑settled arrangements, the fair value is not remeasured after the grant date.
Expense Recognized in Profit or Loss
The following share‑based payment expenses were recognized within personnel expenses during the
financial year (the corresponding credit entry has been recognized in equity):
• Listing incentive: EUR 0.8 million
• Employee offering: EUR 0.4 million
• Total: EUR 1.1 million
Impact on Equity
The following equity entries were recognized in relation to the share‑based payment arrangements:
• Increase in the unrestricted equity fund: EUR 0.8 million.
• Increase in retained earnings: EUR 0.4 million
• Total increase in equity: EUR 1.1 million
As these arrangements are equity‑settled, all amounts were recognized directly in equity and no
liability was recorded.
7. Other operating expenses
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
Other operating expenses in 2025 include EUR 5.1 million of listing costs. Other production expenses
include production vehicle and machinery spare part, maintenance and other expenses, fuels and
lubricants and other production related expenses.
Research and development expenditure in 2025 amounted to EUR 2.1 (2.8) million. Research and
development expenditure was 0.2% (0.2%) of the Group’s total operating expenses. Expenditures
included in other operating expenses and employee benefits. Amortizations of capitalized
development costs amounted to EUR 10.4 (12.3) million. In 2025, capitalizations to development costs
in intangible assets were EUR 10.6 (8.2) million.
Auditor’s fees
EUR million
2025
2024
PricewaterhouseCoopers Oy
Audit*
1.0
1.0
Other services**
1.6
0.1
Total
2.6
1.1
*Audit includes EUR 0.2 (0.1) million audit-related services.
**Other services consist mainly of costs related to the listing.
139
ANNUAL REPORT 2025
8. Depreciation, amortization and impairment losses
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
Goodwill is not amortized but is tested for impairment annually and whenever there are indications for
impairment.
More information about impairment testing of goodwill is presented in note Intangible assets.
9. Financial income and expenses
Financial income
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
Financial expenses
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
The Group has withdrawn more loans from financial institutions and issued commercial papers. As a
result the interest expenses have increased from the comparison year.
140
ANNUAL REPORT 2025
10. Income tax
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
Reconciliation of tax charge at Finnish tax rate (20%)
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%
The Group’s effective tax rate 34.1% (25.6%) was particularly impacted by the accumulated losses in
Sweden, for which no deferred tax assets were recognized. Income taxes from operations were EUR
8.0 (14.7) million.
Pillar 2 legislation has been enacted in jurisdictions the Group operates beginning of 2024. This
legislation is applicable to Posti Group. However, during the reporting period legislation didn’t have
any impacts to Income taxes because Posti was capable to utilize transitional safe harbors in all its
operating jurisdictions. Posti expects to be in a similar situation until 2027 when current transitional
safe harbors are to expire.
141
ANNUAL REPORT 2025
11. Intangible assets
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
2024
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
Intangible rights include software solutions and licenses as well as customer portfolios acquired in
business combinations. Development costs include capitalized costs on internally generated software.
During 2024, the Posti Group definition of research and development was specified. As a result, EUR
5.3 million was transferred from development costs to intangible rights.
142
ANNUAL REPORT 2025
Goodwill impairment testing
Goodwill is tested for impairment annually or more often if indicators of impairment exist. Goodwill
impairment testing involves the use of estimates and is one of the critical accounting policies where
the management makes estimates and judgments. This has been described in Accounting policies
under the section Critical accounting estimates and judgments in applying accounting policies.
The allocation of goodwill to the Group's cash-generating units is presented in the table below.
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
The result of the goodwill impairment testing in 2025
Posti has performed the annual impairment tests for each cash generating units containing goodwill.
The Group does not have other intangible assets with indefinite useful life. No impairment losses were
recognized based on the goodwill impairment tests.
Impairment testing and sensitivity analysis 2025
The recoverable amount of the CGUs is based on the value-in-use method. The value-in-use is based
on forecasted discounted cash flows. Cash flow forecasts are prepared for a three- or five-year period
and they are based on Group strategic plans. Forecasts and assumptions about the development of
the business environment are in line with the current business structure and approved by the
management. The most significant assumptions in goodwill impairment testing comprise growth in net
sales, development of operative result, determination of the discount rate (WACC), and long-term
growth rate used after the forecast period. Investments are expected to be ordinary replacement
investments.
The terminal value beyond the cash flow forecasts is based on a terminal growth rate expectation of
1.5% (1.5%) for eCommerce and Delivery Services and Fulfillment and Logistics Services Finland and
Sweden. Posti expects a 1.5% growth rate to simulate potential growth in the addressable markets. For
Postal Services, the estimated terminal growth rate used is -14.9% (-13.4%) which is assessed based on
forecasted net sales and expenses of Postal Services. Posti anticipates that the decline of traditional
postal services will continue and the business will be impacted by the rapid transformation.
Weighted average cost of capital (WACC) before taxes with IFRS16 capital structure, determined for
each cash generating unit, has been used as discount rate. Discount rates reflect specific risks relating
to the relevant cash generating unit.
Key outcomes and parameters used in testing 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
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%
A sensitivity analysis is presented below for those cash-generating units where the Group estimates
that a reasonably possible change in the key assumptions could cause recognition of an impairment
loss. The analysis was done by determining which key parameter values would produce a carrying
amount that would equal the value-in-use. The parameters used in the analysis were the discount rate and
the terminal year EBIT margin. The analysis was carried out by changing the values of a single parameter
while leaving the others constant. The table below indicates the limits within which the carrying amount
and value-in-use are equal.
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
The result of the goodwill impairment testing in 2024
Posti has performed the annual impairment tests for each cash-generating unit containing goodwill.
The Group does not have other intangible assets with indefinite useful life. No impairment losses were
recognized based on the goodwill impairment tests in 2024.
Impairment testing and sensitivity analysis 2024
The recoverable amount of the CGU’s is based on the value-in-use method. The value-in-use is based
on forecasted discounted cash flows. Cash flow forecasts are prepared for a three- or five-year period
and they are based on Group strategic plans. Forecasts and assumptions about the development of
the business environment are in line with the current business structure and approved by the
management. The key assumptions influencing the cash flow forecasts are long-term market growth,
market positions, and the profitability level. Investments are expected to be ordinary replacement
investments.
The terminal value beyond the cash flow forecasts is based on a terminal growth rate expectation of
1.5% (1.5%) for eCommerce and Delivery Services and Fulfillment and Logistics Services Finland and
Sweden. Posti expects a 1.5% growth rate to simulate potential growth in the addressable markets. For
Postal Services, the estimated terminal growth rate used is -13.4% (-8.4%) which is assessed on the
basis of forecasted net sales and expenses of Postal Services. Posti anticipates that the decline of
traditional postal services continues and the business is impacted by the rapid transformation.
Weighted average cost of capital (WACC) before taxes with IFRS 16 capital structure, determined for
each cash-generating unit, has been used as discount rate. Discount rates reflect specific risks relating
to the relevant cash generating unit.
The key outcomes and parameters used in testing 2024
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%
A sensitivity analysis is presented below for those cash-generating units where the Group estimates
that a reasonably possible change in the key assumptions could cause recognition of an impairment
loss. The analysis was done by determining which key parameter values would produce a carrying
amount that would equal the value-in-use. The parameters used in the analysis were the discount rate
and the terminal year EBIT margin. The analysis was carried out by changing the values of a single
parameter while leaving the others constant. The table below indicates the limits within which the
carrying amount and value-in-use are equal.
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
12. Property, plant and equipment
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
Posti’s own new modern logistics warehouse in Järvenpää, Finland, started operations in May 2025.
Posti also opened a new logistics center in Tallinn, Estonia, in March 2025. A total of approximately
EUR 45.0 million of these construction projects was capitalized on the balance sheet, and the
capitalized costs were spread over several years. The projects also involve investments in land,
machinery and equipment. Posti’s former headquarter properties, with a total book value of EUR 13.2
million, have been transferred to the investment property in December 2025.
2024
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
13. Right-of-use assets
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
Posti has renewed its lease agreements and extended lease terms at several logistics and sorting
centers. The amendments to the agreements for the centers located in Tampere, Kuopio, Vantaa and
Pirkkala resulted in an increase of EUR 39.5 million in right-of-use assets. In addition, the new lease
agreement for the Posti Group Corporation headquarters at Postitalo in central Helsinki creates an
addition amounting to EUR 13.3 million.
2024
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
14. Investment property
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
*Additions and disposals in Investment property have been restated by netting a decrease of EUR -1.6 million in estimated environmental
provision to additions from disposals.
Investment property consists of both land areas and properties to be developed for residential and
office or commercial use as well as properties outside the normal business. Posti’s former headquarter
properties, with a book value of EUR 13.2 million, have been transferred to the investment property in
December 2025.
The estimated fair value of the investment properties at the reporting date in the current market
totals EUR 98.4 (96.6) million. The change in the market outlook and demand, especially in residential
construction and new properties, has negatively impacted the fair value of 2025. However, the
reported fair value has mainly increased due to a reclassification of the former headquarter property.
The fair values are based on appraisals from external real estate agents but updated with new market
or other information. The fair values are determined based on reference transactions in the nearby
area calculated with the estimated price per square meter and building rights for the intended use for
the plot, discussions with construction companies, and received bid levels. 83% of the reported fair
value by the end of 2025 is based on the appraisals of external real estate agents. For a part of its
investment properties, Posti follows the income-based value approach to determine the fair value.
The fair value of Eteläinen Postipuisto requires Posti to invest in the cleaning of the area as mentioned
in the contingent liabilities. The plots cannot be sold before the cleaning obligation is fulfilled. This is
expected to happen in 2026, and therefore, the plot sales preparations are going to be started. The
first sales are dependent on the market in 2026 and onwards. Plot sales are expected to be completed
within 5–7 years in its entirety. In management’s view, the phasing and timing of the plot combination
sales may have a positive impact on the fair values.
In 2025, rental income from investment property totaled EUR 0.5 (1.1) million. Maintenance charges
and depreciation amounted to EUR 0.3 (0.5) million. Income and expenses include one months’ impact
of Posti’s former headquarters after it was transferred to investment property.
15. Deferred tax assets and liabilities
Changes in deferred tax assets and liabilities are as follows:
Deferred tax assets
2025
EUR million
Jan 1
Translation
difference
and other
changes
Recorded
through
profit or
loss
Recorded
through other
comprehensive
income
Dec 31
Pension obligations
1.1
-
-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
2024
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
Deferred tax assets are recognized to the extent that it is probable that future taxable amounts will
be available to utilize the underlying temporary differences and losses. Significant judgment is
required to determine the amount that can be recognized. This judgment is described in the
accounting principles under the section Critical accounting estimates and judgments in applying
On December 31, 2025, the Group had EUR 59.7 (41.1) million in tax losses carried forward and EUR 5.7
(4.4) million in net interest expenses not deducted for tax purposes. No deferred tax asset was
recognized due to a history of recent losses. Tax losses and net interest expenses arise from
businesses outside Finland. The net interest expenses expire in 2026–2031. The confirmed losses do
not expire, but due to business reorganizations, the timing of their utilization is partly restricted.
The Group has restated the amount of unused tax losses reported in the Financial Statements 2024.
The restated amount was EUR 65.3 million, including the net interest expenses not deducted for tax
purposes of EUR 4.4 million. The restatement had no impact on the Consolidated Income Statement
or Balance Sheet.
Deferred tax liabilities
2025
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
2024
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
A deferred tax liability is recognized on undistributed profits of subsidiaries located in countries where
corporate income taxes are applied to distributed dividends, when it is likely that dividends will be
distributed in the foreseeable future. On December 31, 2025, Posti had EUR 24.5 (25.2) million in
undistributed profits in those countries for which deferred tax liability has not been recognized.
148
ANNUAL REPORT 2025
Netting of deferred taxes
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
2024
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
*Lease contract related gross amounts 2024 have been restated and increased. After restating, all Group’s lease contract items are included
in gross amounts. Restate does not impact to net amount neither balance sheet amount.
Netting of deferred tax assets and deferred tax liabilities has been applied only for lease contract
related items as well as for investment property related items.
16. Trade and other receivables
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
More information on trade receivables is provided in the note Financial instruments and financial risk
The largest item under contract assets is EUR 3.5 (5.2) million is accrued terminal due receivables
from other postal administrations. Accrued income and prepayments include ordinary sales accruals
and prepaid expenses.
Other receivables mainly include credit card receivables from banks and financing companies.
149
ANNUAL REPORT 2025
17. Equity
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
Share capital and shareholding
Posti Group Corporation's share capital amounts to EUR 70.0 million for all periods presented. The
total number of outstanding shares at the end of the reporting period is 40,500,000 (40,000,000).
There is one share class of ordinary shares and all shares carry one vote and equal rights. The shares
do not have a nominal value. All issued shares have been paid in full. The Company holds no treasury
shares and does not have subordinated loans. The Board of Directors is not authorized to issue shares,
stock options, or other rights with entitlement to the Company shares on December 31, 2025.
Invested unrestricted equity fund and directed share issue
The Extraordinary General Meeting of the Company resolved on September 18, 2025 to authorize the
Board of Directors of the Company to decide on a directed issue against payment related to the
offering so that the number of shares issued may not exceed 500,000 personnel shares. Based on the
authorization granted by the Extraordinary General Meeting of shareholders, the Board of Directors
resolved on September 29, 2025 to offer for subscription a maximum of 300,000 personnel shares by
way of a personnel offer to the personnel of Posti Group. As a result of the personnel offering, the
number of the shares might have increased up to 40,300,000 shares, assuming that all the personnel
shares offered were subscribed for in full, or in oversubscription up to 40,500,000 shares, assuming
that all the additional 200,000 personnel shares offered were subscribed.
150
ANNUAL REPORT 2025
The personnel shares were being offered in deviation from the shareholders’ pre-emptive subscription
right to employees of Posti in Finland, Sweden, Estonia, Latvia, Lithuania and Norway, to the members
of the Board of Directors and the Leadership Team of the Group, and the Company’s personnel fund.
The members of the Leadership Team stated that they subscribe for the shares in the personnel
offering in an amount corresponding to the total net amount of a cash bonus in connection with the
listing. The subscription price of the shares in the personnel offering was EUR 6.75. The price had a
10% discount on the subscription price per share compared to the share sale in the offering. The
subscription period for the personnel offering commenced on September 30, 2025 and ended on
October 7, 2025. The persons who participated in the personnel offering and the personnel fund upon
submitting their subscriptions have undertaken a lock-up arrangement, which ends, for part of the
members of the Board of Directors and the Leadership Team, 360 days following the first day of
trading in the shares, and, for part of the personnel fund and other personnel of the Group, 180 days
following the first day of trading in the shares.
The Board of Directors resolved on October 8, 2025, in accordance with the terms and conditions of
the personnel offering, to increase the number of personnel shares from the preliminary maximum of
300,000 to the above-mentioned 500,000 personnel shares due to demand. After the registration of
the personnel shares with the Finnish Trade Register as of October 20, 2025, the aggregate number of
the shares in Posti Group Corporation is 40,500,000. The new shares confer the same rights as Posti’s
other shares, after being recorded in the investors’ book-entry accounts.
The payments made to the Company for the approved personnel share subscriptions was booked in
their entirety in the invested unrestricted equity fund. Thus, the Company’s share capital did not
increase in connection with the personnel offering. The Company recognized gross proceeds of EUR
3.4 million from the personnel offering, and after deducting transaction costs of the share issue, the
Group net proceeds of approximately EUR 3.3 million. The Group received EUR 2.6 million cash
proceeds from the personnel offering as the listing incentive of the management was directly used to
subscribe shares. A 10% discount on the subscription price per share compared to the share sale in
the offering was recorded as a personnel expense in accordance with IFRS 2, and thus had no impact
on Posti Group's retained earnings.
Other reserves
The other funds amount to EUR 142.7 million and includes reserves transferred from the share
premium to other reserves. The reserve is included in the distributable funds of the Group's Parent
Company.
Translation difference
Translation differences include the differences resulting from the translation of foreign units' financial
statements and net investments in foreign currencies.
Distributable funds
The distributable funds of the Group's Parent Company Posti Group Corporation:
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
Dividend distribution
Posti Group Corporation's Annual General Meeting was held in Helsinki on March 24, 2025. In line with the
Board of Directors' proposal, the Annual General Meeting decided to distribute a dividend of EUR 33.0
million based on the year 2024. Half of the dividend was paid on March and the other half on July 2025.
Posti’s Extraordinary General Meeting on December 20, 2024, decided of an additional dividend of
EUR 150.0 million The dividend was paid in January 2025.
The Board of Directors proposes the Annual General Meeting a dividend distribution of EUR 34.0
million (0.84 euros per share) for the year 2025. The dividend is proposed to be paid in two
installments.
151
ANNUAL REPORT 2025
18. Pension liabilities
Main characteristics of the defined benefit pension plans
The Group applies several pension plans in different countries, managed according to the local
regulations and practices effective in each country. The Group's defined benefit pension schemes are
related to Finnish insured voluntary pension plans. The plans are voluntary plans supplementing
statutory pensions. Funded plans are insurance policies and the assets of the plan are part of the
investment assets of the insurance company. The insurance covers old age pension, and the level of
benefits provided depends usually on the employee's salary level and the length of service.
The Group is exposed to various risks of the defined benefit plans. As the discount rates applied in
measuring the defined benefit obligation are determined based on yields of corporate bonds, the
Group is exposed to the related interest rate risk. Since the majority of plans entail lifetime benefits to
the members, the increase in the life expectancy for pensioners increases the Group's liability. Certain
plans are also adjusted to inflation and higher inflation increases the present value of the plan. The
majority of the plan assets are not affected by the inflation; consequently higher inflation increases
the deficit of the plan.
Defined benefit pension liabilities in the balance sheet
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
Defined benefit pension expenses in the income statement
EUR million
2025
2024
Interest expense
0.1
0.2
Total
0.1
0.2
Statement of comprehensive income
EUR million
2025
2024
Remeasurement gains (-) and losses (+)
-0.4
-0.3
Changes in the present value of the pension obligation
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
Changes in the fair value of the plan assets
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
Estimated contributions payable to the defined benefit plans during the next financial period total
EUR 0.4 million. The average duration of the defined benefit plan obligation at the end of the reporting
period is 7.0 years.
The plan assets are the responsibility of the insurance company and a part of the insurance
company's investment assets. The distribution within categories is not possible to provide.
152
ANNUAL REPORT 2025
Key actuarial assumptions and sensitivity analysis
2025
2024
Discount rate (%)
3.0–3.7
2.7–3.1
Future pension increase expectation (%)
2.1–2.2
2.0–2.1
2025
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%
2024
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%
The above analysis is based on only changing one assumption while holding all other assumptions
constant.
19. Provisions
2025
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
2024
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
Restructuring provisions
Restructuring provisions are primarily related to the change negotiations conducted in recent years. A
significant portion of the long-term personnel expense provisions in the Group's Finnish companies is
the employer's liability component within the unemployment insurance contribution towards the
Employment Fund.
Land use compensation and Environmental provision
In addition to the environmental liability presented in Other contingent liabilities, Posti has recognized
provisions related to land use agreements and environmental liabilities. The corresponding amount
and changes have been recorded as additions in Investment properties.
The Group has reestimated the environmental provision related to the cleaning of the surrounding
land area of the former Posti Group headquarters and recognized a decrease of EUR 0.3 million in
provisions and correspondingly in investment property. The cleaning of the area started at the end of
2024, continued throughout 2025 and is estimated to be completed during 2026. Realized costs and
possible changes in the overall estimate affect the amount of the environmental provision and value
of investment properties.
Other provisions
Other provisions mainly include litigation and personnel related provisions. In the comparison period
provisions also included onerous contracts.
20. Trade and other payables
Other non-current payables
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
Current trade and other payables
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
Accrued expenses include estimated payables for terminal due payments to other Postal
administrations, totaling EUR 1.8 (3.6) million. The remaining items comprise ordinary accruals of
expenses.
154
ANNUAL REPORT 2025
21. Financial instruments and financial risk management
Financial assets and liabilities
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
*Other non-current payables include EUR 6.0 (7.2) million and other current liabilities EUR 1.2 (-) million interest-bearing liability to the City of
Helsinki related to exchanges of land areas.
2024
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
Hierarchy levels
Level 1: Fair values are based on the quoted prices of identical asset groups or liabilities in active
markets.
Level 2: Fair values are, to a significant degree, based on data other than quoted prices included in
Level 1, but on data that can be either directly or indirectly verified for the asset group or liability in
question. To determine the fair value of these instruments, the Group uses generally accepted
valuation models that are, to a significant degree, based on verifiable market data.
Level 3: Fair values are based on data other than verifiable market data regarding the asset or liability.
The fair values of currency forward contracts are calculated by valuing forward contracts at the
present value of the forward rates on the reporting date.
The fair values of investments in money market instruments are based on the market interest rate
curves on the reporting date.
The fair values of investments in bonds are based on the quoted market prices on the reporting date
(Level 1) or a price based on observable market information such as interest yield and issuer's credit
spread (Level 2). The fair values of the loans from financial institutions and lease liabilities are
calculated by discounting the forecast cash flows with the market rates on the reporting date. Due to
the short-term nature of the trade and other current receivables and trade payables and other
current liabilities, their carrying amount is considered to be the same as their fair value.
No transfers between fair value hierarchy levels were made during 2025 or 2024. The Group identifies
and recognizes transfers between different levels as the transaction is exercised or at the moment
when the parameters change materially.
Reconciliation of Level 3 financial assets
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
Total profits and losses recognized on assets held at the end of the reporting
period
EUR million
2025
2024
In financial income and expenses
0.2
-
156
ANNUAL REPORT 2025
Financial risk management
Principles of risk management
The target of financial risk management is to secure adequate and competitive financing for
executing the Group’s operative businesses and strategy and to minimize the effects of market risks in
the Group’s financial results, financial position and cash flows. The Group aims to identify risk
concentrations and hedge against them to the necessary extent. The Group’s business involves
financial risks, such as market, liquidity, credit and counterparty risks. Of the Group's commodity risks,
the price risk related to electricity is monitored actively, and managed with price secured electricity
products.
Risk management organization
The Group's financing and financial risk management is centralized in Group Treasury of Posti Group
Corporation, in line with the treasury policy approved by the Board of Directors. Group Treasury is
responsible for the entire Group's currency, interest rate, liquidity and refinancing risk management in
close cooperation with business operations. Business operations are responsible for the identification,
management and reporting of the financial risks associated with their operations to Group Treasury.
Credit risk related to customer receivables is managed by the sales organizations of the business
operations. Posti's real estate function is responsible for managing the price risk of electricity.
Market risks
Foreign currency risk
The goal of currency risk management is to reduce the Group’s currency risk to an optimal level as
well as improve the transparency of profitability and predictability of financial results. The Group’s
main currency risks arise from the Swedish Krona and the SDR currency basket, which is used in
international terminal dues. The net position arising from the SDR currency basket is not significant. To
a lesser extent, the Group is also exposed to the currency risk related to the US dollar.
The Group’s transaction risk primarily consists of currency-denominated receivables, payables and
commitments. The key principle is to achieve full hedging against the transaction risks in the balance
sheet related to financial operations. Unhedged exposure is permitted within the limits specified in the
Group’s treasury policy.
Loans granted by the Parent Company to subsidiaries are in the subsidiary’s domestic currency, in
which case the subsidiary has no currency risk arising from financial agreements. The Group may
hedge contract based operative cash flows at maximum to 100 percent of the following 12 months
cash flows. On the balance sheet dates December 31, 2025, or December 31, 2024, the Group did not
have highly probable operative cash flows defined as hedged items or related hedging currency
derivatives under hedge accounting. On the balance sheet date, the Group had currency derivatives
with a nominal value of EUR 28.3 (28.3) million in total hedging the Group’s Swedish krona
denominated intra-Group loans. The currency position arising from the SDR currency basket used in
international terminal dues is not hedged.
The Group is also exposed to translation risks in connection with net investments in subsidiaries
outside the euro area. The objective of translation risk management is to ensure that exchange rate
fluctuations do not cause any material changes in the Group's gearing. On the balance sheet date, the
Group had not hedged against translation risk of any of its foreign net investments.
Foreign exchange rates
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
A portion of the terminal due agreements associated with the Group’s international postal
consignments is denominated in Special Drawing Rights (SDR). SDR is the International Money Fund
(IMF) basket currency, which value is based on a basket of five currencies: the US dollar, the euro, the
Chinese renminbi, the Japanese yen, and the British pound sterling. The IMF reviews the SDR basket
regularly to ensure that it reflects the relative importance of currencies in the world’s trading and
financial system.
157
ANNUAL REPORT 2025
Major transaction risk positions
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
*Includes trade receivables and payables, accruals as well as received and given advance payments.
**Includes cash and cash equivalents, interest-bearing receivables and liabilities.
The sensitivity analysis on currency risk is based on the items denominated in other than the
functional currencies of the Group companies on the balance sheet date. The strengthening of the
euro by 10 percent against all other currencies would have an impact of EUR -0.1 (-0.7) million on the
Group's profit before taxes.
Major translation risk positions
Net investments
EUR million
SEK
NOK
PLN
2025
0.5
0.7
-
2024
6.0
0.9
1.2
The net investment positions have been unhedged on each balance sheet date presented.
Interest rate risk
The Group is exposed to interest rate risks through its investments and interest-bearing liabilities. The
goal of interest rate risk management is to minimize financing costs and decrease the uncertainty that
interest rate movements cause for the Group's financial result.
According to the treasury policy, the interest rate risk of the debt portfolio is managed by balancing
the proportion of the floating and fixed rate debt in the debt portfolio, taking into account the
number, maturity and value of the debt instruments as well as market conditions. The proportion of
the fixed interest rate debt is to be at minimum 20% of the debt portfolio, including the interest rate
derivatives. However, the minimum requirement of the fixed interest rate debt can be deviated with
the decision of the Group's CFO. The interest rate risk of the interest bearing financial assets is
managed by investing the assets into different investment classes, interest periods and maturities. In
addition to diversification, interest rate risks associated with interest-bearing receivables and liabilities
can be hedged with interest rate derivatives within the limits defined in treasury policy.
On the balance sheet date, the Group's interest-bearing liabilities amounted to EUR 566.4 (361.1) million
and interest-bearing receivables to EUR 49.4 (103.5) million. On the balance sheet date, the Group had
long-term floating rate loans totalling EUR 180.0 (90.0) million. There were no hedging instruments
related to the loans. In addition, the Group had EUR 89.6 (0.0) million short-term fixed rate commercial
papers issued on the balance sheet date.
Floating and fixed interest rate position
2025
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
2024
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
Above figures do not include the interest-bearing liability of EUR 7.2 (7.2) million to the City of Helsinki
on the Eteläinen Postipuisto investment property.
The sensitivity analysis on interest rate risk includes interest-bearing investments and loans. An
increase of 1 percentage point in the interest rates at the end of the financial period would affect the
Group's profit before taxes for the next 12 months by EUR -1.7 (-0.2) million.
Electricity price risk
Electricity price risk management aims to reduce the volatility in the Group's profit and cash flows
caused by electricity price fluctuations. The Group employs price-secured electricity products to
reduce the price risk related to electricity procurement. The centralized power purchase agreement
covers an estimated annual electricity consumption of 61,000 MWh. Approximately 80% of the
forecasted consumption for the next two years is hedged; 30% of the forecasted consumption for the
third year is hedged. A ten percentage point increase in the electricity price would affect the price of
the open position of the centralized power purchase agreement by EUR 0.3 million in 2026–2028.
Derivative contracts
2025
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
2024
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
Offsetting of financial instruments
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
-
Derivative agreements are subject to offsetting in the case of default, insolvency or bankruptcy of the
counterparty. Derivative agreements have not been offset in the balance sheet.
Offsetting of terminal due assets and liabilities is presented in Note Revenue from contracts with
159
ANNUAL REPORT 2025
Liquidity risk
Liquidity and refinancing risk means that the Group’s liquidity reserve is insufficient to cover the
Group’s commitments and investment possibilities or that the cost of the refinancing or additional
financing need is exceptionally high or the needed refinancing or additional financing is not available.
The Group places a considerable emphasis on accurate cash management and liquidity planning in
order to minimize liquidity risks generated by large daily fluctuations in the Group’s cash flows. The
liquidity position is monitored on a real-time basis and the adequacy of working capital - taking trade
receivables into account - is secured based on cash flow forecasts. The refinancing risk is managed by
maintaining the maturity profile of the loans even and sufficiently long-term. In addition to cash and
cash equivalents, the Group aims to secure sufficient financing in all circumstances, and has as
financial reserves, a syndicated credit facility (committed) of EUR 150.0 million, maturing in 2030, and
a non-binding commercial paper program of EUR 200.0 million.
On the balance sheet date, the Group had liquid funds of EUR 49.4 (103.5) million and unused
committed credit facilities of EUR 150.0 (180.0) million. Liquid funds include cash and cash equivalents
and investments tradable on the secondary market whose tradability is secured by the liquid size of
the issue and the creditworthiness of the issuer. In addition, the Group had an unused commercial
paper program of EUR 109.5 (200.0) million.
At the beginning of the year 2025, the Group agreed on the loan amount increases of EUR 30.0 million
to both its bilateral EUR 60.0 million loan agreements signed in 2024 with other terms remaining
unchanged. In 2025, the Group made withdrawals totalling EUR 90.0 million of the loans after which
both loans including increases were fully drawn. The loan agreements have a maturity of three years
with two one-year extension options. In 2025, the maturity of the other loan was extended by one
year. The margins of the loans are linked to sustainability targets: absolute amount of Scope 1 and 2
greenhouse gas emissions and absolute amount of Scope 3 greenhouse gas emissions. According to
the terms of the loans, as one of the two sustainability targets was met in 2025 and 2024, there were
no adjustments to the loan margins.
In April, the Group signed a new EUR 150.0 million syndicated revolving credit facility which replaced
the previous EUR 150.0 million facility. The margin of the facility is linked to the Group’s key
sustainability targets. The facility agreement has a maturity of five years with two one-year extension
options. The revolving credit facility is undrawn on the balance sheet date December 31, 2025.
The covenants associated with the Group’s loan agreements are standard terms and conditions that
feature limitations on securities given, material changes in business activities, and changes in majority
holdings. The Group has met these covenants in 2025 and 2024. On the balance sheet date, the
Group’s loan agreements do not contain financial covenants.
According to the terms of the bilateral loan agreements signed in 2024, the margins shall be
renegotiated if the state ownership falls below 50.1 percent. According to the facility agreement
signed in 2025, if the state ownership falls below 50.1 percent, a certain margin increase and a
financial covenant net debt/adjusted EBITDA will become effective.
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
Contractual cash flows from financial liabilities and derivatives including interest
payments
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
*Other non-current payables include EUR 6.0 (7.2) million and other current liabilities EUR 1.2 (-) million interest-bearing liability to the City of
Helsinki related to exchanges of land areas.
2024
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
*Lease liability maturity for 2024 has been restated. This restatement has no effect on Group’s Income Statement or Balance Sheet.
The contractual cash flows presented in above tables are not discounted.
Lease liabilities are in fact secured liabilities since, in default of payment, rights to the leased property
transfer back to the lessor. Other loans have no security.
Credit and counterparty risk
Pursuant to authorizations given by the Board of Directors, the Group invests its liquid funds in debt
instruments and bonds issued by companies, banks and states with good creditworthiness. Posti
Group makes derivative contracts only with solvent banks and credit institutions. The credit and
counterparty risk related to investing of liquid funds and derivative contracts are managed by the
limits set for the counterparties. The assessment method for expected credit losses of investments is
described in Accounting principles in section Financial assets and liabilities. During the financial year
the Group has not recognized material impairment losses of investments. On the balance sheet date
December 31, 2025, the recognized expected credit loss was insignificant.
Trade receivables are subject to only minor credit risk concentrations due to the Group’s extensive
customer base. Credit losses recognized were EUR 1.2 (1.1) million. The Group applies a simplified
provision matrix approach for expected credit losses on trade and rental receivables. Management
has estimated the expected credit loss to be immaterial and thus does not recognize expected credit
loss on contract assets. Terminal due receivables form a separate category in trade receivables, since
the credit losses on terminal due receivables are minor due to offsetting arrangement and customer
base and no expected credit loss is recognized. Contract assets amount to EUR 13.7 (13.6) million and
terminal due receivables to EUR 6.0 (4.8) million. The Fulfillment and Logistics Services segment takes
into account, in its expected credit loss calculation, any collateral provided by the customer, such as
goods pledged and stored in Posti’s warehouses.
161
ANNUAL REPORT 2025
Aging of trade receivables
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
Capital management
The target of the Group's capital management is to secure financing required by businesses and the
Group’s ability to operate in capital markets under all circumstances. Although the Group has no
public credit rating issued by a credit rating agency, it seeks to maintain a capital structure that would
be required for investment grade rating. The Board of Directors assesses the capital structure on a
regular basis. The Group’s loan agreements do not contain financial covenants.
The Group’s target is to pay continuously increasing ordinary dividends, and a payout ratio of at least
60 percent of net income based on the Board of Directors approved dividend policy.
The Group monitors its capital structure by assessing net debt to adjusted EBITDA, financial net debt
to adjusted EBITDA and equity ratio.
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%
Reconciliation of net debt
2025
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
2024
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
Net debt and the related figures above do not include the interest-bearing liability of EUR 7.2 (7.2)
million to the City of Helsinki related to exchanges of land areas.
162
ANNUAL REPORT 2025
22. Lease agreements
The Group leases mainly premises, vehicles and production machinery. The lease terms for premises
vary up to more than 10 years. Leased premises consist of postal centers, warehouses, offices, parcel
sorting centers, terminals, premises for retail as well as smaller local delivery sites. A typical vehicle
lease term is from 3 to 6 years. The vehicle category includes larger and smaller trucks, cars and
different vehicles for postal delivery purposes. The machinery category includes significant number of
leased warehouse forklifts.
Extension options are included in some of the major premise lease contracts. Posti management
reviews lease contracts regularly and Posti has recognized option periods in lease liability for some
lease contracts.
Posti's lease contracts do not include variable lease payments, for example, lease payments variable
according to net sales. Generally lease contacts do not include lease incentive payments. Leasing
contracts for premises are typically bound to the consumer price index and adjusted annually. Leases
for vehicles and production machinery are typically with fixed payments for the entire lease contract
term. Some lease contracts for real estate and vehicles have clauses that contents of the lease
contract can be renegotiated if the Finnish state's direct ownership would be decreased to less than
50% in Posti Group Corporation.
Right-of-use assets
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
The specification of right-of-use assets is presented in the note Right-of-use assets.
Lease liabilities
EUR million
2025
2024
Non-current lease liabilities
229.4
202.6
Current lease liabilities
67.5
68.6
Total
296.9
271.2
Lease liabilities maturity
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
Lease liabilities maturity for 2024 has been restated. This restatement has no effect on Group’s Income Statement or Balance Sheet.
Income statement items for leases
Interest expense, leases
10.5
10.0
Incomes from subleasing right-of-use assets
0.4
2.6
163
ANNUAL REPORT 2025
Lease expenses not recognized in balance sheet
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
Total cash outflow of leases was EUR 112.5 (113.5) million.
Short-term lease expenses include lease contracts valid until further notice that the Group has
assessed to not recognize on the balance sheet. Short-term lease expenses also include lease
expenses arising from ad hoc leases of vehicles or machinery.
Posti did not have gains or losses arising from sale and leaseback transactions during periods
reported.
Posti had no lease expenses due to variable lease payments components.
Lease commitments not recognized in balance sheet
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
Already signed lease agreements that will start in the future are also shown as lease commitments.
When the premises have been handed over to Posti, the lease commitments turn into a right-of-use
asset and a lease liability.
Leases as lessor
Posti Group also operates as a lessor to external parties. Some office or production premises are
leased out in individual cases and Posti has assessed these to be operating leases. Posti Group does
not act as a lessor in finance lease contracts.
Lease payment receivables
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
23. Commitments and other contingent liabilities
EUR million
2025
2024
Guarantees
8.9
8.8
Total
8.9
8.8
Guarantees have been given for obligations arising in the ordinary course of business of the Group.
Guarantees have been given by either financial institutions or Posti Group Corporation on behalf of
Group companies. These guarantees have typically been given on behalf of a Group company’s
contractual payment obligations or for authority requirement, and as a counter guarantee to banks.
Posti has investment commitments of EUR 9.5 million related to lease liabilities and other agreements,
the commencement dates of which are after the balance sheet date.
164
ANNUAL REPORT 2025
Legal proceedings
In November 2024, the Finnish Data Protection Authority (DPO) issued a decision regarding a
complaint filed by an individual consumer customer in July 2018, regarding Posti’s electronic mailbox
service formerly known as Netposti. The authority’s decision focused on onboarding to an electronic
mailbox and processing of personal data. According to the authority’s view, informing consumer
customers about the onboarding and functionality of the mailbox had not been sufficient. In the
decision, Posti was ordered an administrative fine of EUR 2.4 million. Posti considered the authority’s
decision unfounded and the administrative fine unreasonable, and appealed with the Helsinki
Administrative Court. On November 3, 2025, the Helsinki Administrative Court issued its decision and
reversed the administrative fine in total, but upheld the remark concerning the lack of transparent
customer information. The Data Protection Authority has appealed the Helsinki Administrative Court’s
decision with the Supreme Administrative Court. No provision has been booked for this cause.
Based on complaints by some of Posti’s competitors, the Finnish Consumer and Competition Authority
(FCCA) has since 2017 investigated Posti’s suspected abuse of a dominant market position related to
the corporate letter market in Finland. In December 2024 the FCCA issued Posti a draft proposal to
the Market Court for imposition of a competition infringement fine. Posti’s hearing of the draft
proposal is pending, The FCCA has not made any final decisions in the matter, and the draft proposal
did not include any amount of the possibly proposed infringement fine, the legal maximum amount of
which corresponds to ten percent of the Group’s turnover. Posti will defend itself against the
allegations, which it considers unfounded and erroneous. The matter is pending at the FCCA. No
provision has been booked for this cause.
The Group has not been involved in any other material administrative proceedings, lawsuits or
arbitration proceedings (including pending proceedings and proceeding the threat of which the Group
is aware of), which may have, or which in the recent past have had, a significant impact on the
financial position or profitability of the Group or its subsidiaries. Management is not aware of any
factors or circumstances that could reasonably be assumed to lead to material claims against the
Company or its subsidiaries.
Other contingent liabilities
The Group has an estimated environmental liability of EUR 3.9 million related to the cleaning of the
land areas in the Eteläinen Postipuisto area. The environmental liability includes land exchange and
land reception. Remediation activities and cost sharing have been agreed in more detail with the City
of Helsinki. The cleaning of the area started at the end of 2024, continued throughout 2025 and is
estimated to be completed during 2026. The overall estimate and schedule is revised quarterly based
on management's assessment and ongoing discussions with both the City of Helsinki and the
contractor. The total costs at the time of completion of the cleaning may affect the land use
compensation to be paid to the city. Posti is also responsible for building a parking facility in the
Eteläinen Postipuisto area.
Posti was granted distribution support for newspaper delivery by Traficom's decision for the first 12-
month support period starting on October 1, 2023, second on October 1, 2024 and third on October 1,
2025. In addition, Posti was ordered to distribute newspapers in certain areas as a public service
obligation. In January 2025, Posti applied to Traficom for the remaining portion of the support and
reimbursement of costs for implementing the public service obligation. Discussions with Traficom are
still ongoing regarding the cost allocation of distribution costs in supported areas to newspapers
covered by a government grant. The uncertainty concerns an estimated total of EUR 2.0 million from
completed and ongoing support periods. For this temporary distribution support, the VAT treatment
has also proven to be unclear in certain respects. Posti has applied for preliminary ruling from the
Central Tax Board on the VAT treatment of the distribution support. Currently, Posti recognizes other
operating income as VAT exempt.
165
ANNUAL REPORT 2025
24. Related party transactions
Parties are considered to be related parties if one party has the ability to control the other party or to
exercise significant influence or joint control over the other party in making financial and operational
decisions. Posti’s related parties include the Parent Company Posti Group Corporation's subsidiaries
and its main shareholder, the State of Finland, represented by the Prime Minister’s Office. Entities that
are controlled or jointly controlled by or are associates of the State of Finland are related parties of
Posti. Related parties also include the members of the Board of Directors, the President and CEO, the
Posti Leadership Team and the close family members of these individuals and entities that are
controlled or jointly controlled by a person identified as a related party. Posti has Group-wide
procedures in place to assess potential conflicts of interest, and to ensure that any transactions with
related parties can be considered as ordinary course of business, executed at arm's length principle.
The key management consists of the members of the Board of Directors, the President and CEO and
members of the Posti Leadership Team.
Transactions with related parties
Transactions between Group companies are eliminated in the Consolidated Financial Statements.
No financial loans have been granted to key management. Posti did not have significant business
transactions with key management or their related parties during the periods presented. For key
management remuneration, see note Employee benefits.
Posti has business relations with government-related entities. Posti has recognized EUR 7.1 (8.1) million
in government grants from Traficom regarding Postal Services distribution support and vehicle
acquisition support. Receivables related to previous grant periods total EUR 8.4 (5.2) million. Advances
received for ongoing grant period are EUR 2.2 (1.6) million. During the periods presented, Posti did not
carry out any other business transactions with these entities that were individually or collectively
significant quantitatively or qualitatively.
166
ANNUAL REPORT 2025
25. Group companies
The Group's Parent Company is Posti Group Corporation.
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%
PSPostal services
eCDeCommerce and Delivery Services
FLSFulfillment and Logistics Services
*Aditro Logistics in Sweden and Norway was named Posti in March 2025. In the Baltics, the Itella SmartPost brand has changed to SmartPosti
in February/March 2025.
**Posti Logistics Solutions AB acquired Coldcup 37927 AB (shell company) in September 2025. Coldcup 37927 AB registered as Posti Logistics
Inhouse AB in October 2025.
***Posti Messaging Sp. z o.o. was dissolved and the business was terminated in August 2025.
167
ANNUAL REPORT 2025
26. Events after the reporting period
On January 7, 2026, Posti announced plans to restructure its delivery operations and customer service
to adapt to declining paper mail volumes and increasing digitalization. The planned changes include
organizational restructuring, increased automation in sorting, transfer of certain Posti-owned shops to
partner networks, and centralization of customer service. These measures are estimated to reduce
approximately 172 permanent positions in total. Posti aims to minimize layoffs by offering voluntary
solutions, redeployment opportunities, and training. The changes are intended to improve operational
efficiency and ensure the long-term sustainability of services. On February 4, 2026, Posti announced
that after the negotiations, the need for reductions was specified to 121 employees.
On January 23, 2026, Posti announced Posti’s Shareholders’ Nomination Board proposals for the
Annual General Meeting 2026. The Nomination Board proposes that the Board of Directors shall
consist of seven members and that all current members be re‑elected, except for Mervi Airaksinen,
who is no longer available for a new term. The Nomination Board further proposes that Sanna
Suvanto‑Harsaae be elected Chair of the Board and Jukka Leinonen Deputy Chair. The Nomination
Board also proposes adjustments to Board remuneration as part of a long‑term program intended to
bring remuneration levels in line with the market.
On February 2, 2026, Posti announced that Kaj Kulp, M.Sc, MBA, was appointed SVP, Strategy and
Business Development and a member of the Posti Group’s Leadership Team as of March 1, 2026. He
will report to Antti Jääskeläinen, President and CEO of Posti Group. Kulp has worked for Posti since
2012 and Kaj has held management positions in eCommerce and Delivery Services as well as in Postal
Services. In his latest role, he was leading Posti's innovations and strategic initiatives.
On February 13, 2026, Posti announced that Posti’s Board of Directors approved two new long-term
share-based incentive programs, the Performance Share Program (PSP) and the Restricted Share
Program (RSP) for Posti’s Leadership and selected Key Employees. The first programs PSP 2026–2028
and RSP 2026-2028 will start at the beginning of 2026 and any rewards will be paid in Spring 2029. The
Board also decided to convert the rewards from cash to shares for those participants in the LTI
2024-2026 and LTI 2025-2027 plans who also participate in the PSP 2026-2028 and for those any
rewards will be paid in spring 2027 and spring 2028. The maximum number of shares to be paid from
these programs are approximately 343,000 shares for LTI 2024-2026 (Spring 2027), approx. 389,800
shares for LTI 2025-2027 (Spring 2028), approx. 544,000 shares for PSP 2026–2028 (Spring 2029) and
approx. 54,000 shares for RSP 2026-2028 (Spring 2029).
On March 2, 2026, Posti announced that its Board of Directors had resolved to convene the Annual
General Meeting to be held on April 15, 2026. The notice to the meeting includes the Board’s proposal
to distribute a dividend of EUR 0.84 per share in two installments, totaling EUR 34.0 million, based on
the confirmed financial statements for 2025. The AGM agenda also includes customary annual items
related to governance, remuneration and auditor matters, as well as proposed authorizations for the
repurchase of the company’s own shares and for share issuances. Registration for the AGM can be
done at the company website at posti.com/en/investors/agm/2026.
168
ANNUAL REPORT 2025
Parent Company’s Financial Statements (FAS)
Income Statement of the Parent Company
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
Balance Sheet of the Parent Company
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
Cash Flow Statement of the Parent Company
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
Cash flow from investing activities includes the net cash flow of current investments maturing within
more than three months. The change in Group cash pool is presented in the cash flow from financing
activities.
171
ANNUAL REPORT 2025
Notes to the Parent Company’s Financial Statements
General
Posti Group Corporation (business ID 1531864-4) is the Parent Company of Posti Group, domiciled in
Helsinki, Finland. Financial statements are prepared in accordance with Finnish accounting and
company legislation. For the financial year 2025 financial statements, the Company has changed its
presentation of figures from integers to millions of euros. The change has been made to improve the
clarity of financial reporting and does not affect the content, comparability, or key financial indicators
of the financial statements.
Comparability
The Company refined the presentation of the “Other operating expenses” category disclosed in Note
5 by itemizing rental expenses by type. In 2025, the presentation of rental expenses was further
specified by separating lease payments into their own expense category, distinct from other rents.
The comparative figures for 2024 have been revised accordingly.
The internal presentation of Note 6 ‘Audit fees’ has also been refined by regrouping items within the
Audit and Other services categories. Comparative information for 2024 has been adjusted accordingly.
Revenue recognition and net sales
A major part of Posti Group Corporation’s revenues consist of management and administration
services rendered to Posti Group’s subsidiaries. Revenue is recognized when the service is rendered as
agreed. Net sales derive from revenue based on the sale of services net of indirect taxes and
exchange rate differences.
Other operating income
Other operating income includes capital gains on the sale of assets and income other than that
generated by the sale of services.
Listing costs
The Company’s listing costs have been included in the income statement under Other operating
expenses.
Valuation of fixed assets
Tangible and intangible assets are carried at historical acquisition cost less accumulated depreciation.
Fixed assets are depreciated on a straight-line basis according to plan. The depreciations are based
on expected useful lives, starting from the time items are in use. The common expected useful lives in
Posti Group Corporation are as follows:
Immaterial rights and other long-term expenses
3–15 years
Machinery and equipment
3–5 years
Land and water
Not subject to depreciation
Non-current investments are valued at their original acquisition cost. If it is probable that the future
revenue on the investment is permanently smaller than the acquisition cost, the difference is
recognized as an impairment loss.
Leasing
Lease payments are expensed in the income statement as rental expenses. Lease payments due in
future years under lease contracts are presented as off-balance sheet items.
Cash in hand and at banks
Cash and cash equivalents consist of cash on hand, deposits held at call with financial institutions and
other short-term, highly liquid investments that can be easily exchanged for a pre-determined amount
172
ANNUAL REPORT 2025
of cash and which are subject to an insignificant risk of changes in value. The money market
investments classified as the Company’s cash and cash equivalents have a maximum maturity of three
months at the acquisition.
Pension schemes
Posti Group Corporation’s statutory pension coverage is provided by Ilmarinen Mutual Pension
Insurance Company. Supplementary pension coverage (for those in long-time service for Post and
Telecommunications) is provided by OP Life Assurance Company Ltd.
Income taxes
Income tax includes tax calculated on the profit for the current financial year as well as tax
adjustments for previous financial years.
Deferred taxes are calculated using the tax rate effective on the balance sheet date. A deferred tax
asset is recognized to the extent that it appears probable that future taxable profit will be available
against which the temporary difference can be utilized.
Foreign currency transactions
Transactions denominated in foreign currencies are translated into euros at the exchange rate quoted
on the transaction date.
Receivables and liabilities in foreign currencies are translated into euros using the average exchange
rate quoted on the balance sheet date by the European Central Bank. The exchange rate gains or
losses arising from the business operations are recognized as adjustments of net sales and purchases.
The exchange rate gains and losses arising from financial instruments are included in the financial
income and expenses.
Financial assets and liabilities
Financial assets
The Company measures its financial assets primarily at acquisition cost or, if their probable fair market
value on the balance sheet date is lower, at fair value. In addition, the Company applies the fair value
method in accordance with Section 5:2a of the Finnish Accounting Act to those financial assets
specifically identified as such.
Financial assets measured at fair value (FAA 5:2a)
• Unlisted shares are included in the balance sheet item Investments.
• Derivative contracts are included in the balance sheet item Financial securities or Current liabilities.
Trade receivables and other receivables are measured at nominal value less any impairment. Money
market investments, fixed‑term deposits and, where applicable, bonds are measured at acquisition
cost or, if their probable fair market value on the balance sheet date is lower, at fair value. Interest
income is recognized in financial income on an accrual basis.
An impairment loss is recognized when there is evidence that a receivable is unlikely to be recovered.
Impairments and reversals of impairments are presented within Other operating expenses or in
financial items.
Financial assets at fair value through profit or loss
The Company measures unlisted shares and derivative contracts at fair value.
Determination of Fair Value
• Unlisted shares: Fair value is determined based on comparable market transactions, market
assessments, or an appropriate valuation method. The valuation of unlisted share investments is
based on hierarchy level 3.
• Derivatives: Fair value is based on market quotations or commonly used valuation models. The fair
value of forward foreign exchange contracts is calculated as the discounted present value of
forward rates. The valuation of derivatives is based on hierarchy level 2.
173
ANNUAL REPORT 2025
Recognition of Changes in Fair Value
• Changes in the fair value of unlisted shares, as well as realized gains and losses, are recognized in
financial income or expenses.
• Changes in the fair value of derivatives are recognized through profit or loss either in financial items
or in other operating income/expenses, depending on the purpose of the derivative.
• A fair value reserve is not used.
Financial liabilities
Financial liabilities other than those arising from derivative contracts are measured at nominal value.
Liabilities arising from derivative contracts are measured at fair value.
Derivative Contracts and Hedge Accounting
The Company uses derivatives primarily for managing foreign exchange risk. Derivative contracts are
initially recognized at fair value and subsequently measured at fair value at each balance sheet date.
The Company does not apply hedge accounting under the Finnish Accounting Act. Consequently, all
changes in the fair value of derivatives are recognized through profit or loss either in financial items or
in other operating income/expenses, depending on the purpose of the derivative.
Changes in the fair value of currency derivatives related to foreign currency‑denominated receivables
and liabilities are recognized in the income statement line item to which the hedged cash flow relates.
The fair value of derivatives is determined based on market quotations or commonly used valuation
models. The fair value of forward foreign exchange contracts is calculated as the discounted present
value of forward rates at the balance sheet date.
174
ANNUAL REPORT 2025
1. Net sales by geographical location
EUR million
2025
2024
Finland
11.4
11.8
Total
11.4
11.8
The Company's net sales consists of the Group's internal services. The Company also manages
licenses related to Posti Group's information systems.
2. Other operating income
EUR million
2025
2024
Rental income
0.1
0.1
Total
0.1
0.1
3. Personnel expenses
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
The presentation of the CEO’s and the management team members’ salaries and remuneration has
been changed from a payment-based method to a performance-based method. Prior year numbers
have been adjusted to reflect this change, ensuring consistency and comparability across reporting
periods.
In connection with the Company’s listing and share offering, a listing incentive amounting to EUR 1.5
million were paid to members of the Leadership team.
To recognize employees for their contribution, in 2024 Posti paid an additional bonus installment of
EUR 1.5 million to the personnel fund in Finland.
4. Depreciation, amortization and impairment losses
EUR million
2025
2024
Intangible rights
0.2
0.2
Total
0.2
0.2
5. Other operating expenses
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
In 2025, the presentation of rental expenses was further specified by separating lease payments into
their own expense category, distinct from other rents. The comparative figures for 2024 have been
revised accordingly.
Other operating expenses include listing-related costs EUR 6.4 million including VAT.
Office and administrative expenses include auditors' remuneration EUR 2.0 million.
6. Auditors' remuneration
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
Other services mainly consist of listing-related costs.
In 2025, the presentation of audit fees was clarified between the Audit and Other Services categories.
Comparative information for 2024 has been adjusted accordingly.
7. Financial income and expenses
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
The Company's new loan arrangement negotiated in 2024 does not involve interest rate hedges.
176
ANNUAL REPORT 2025
8. Group contributions
EUR million
2025
2024
Group contributions received
67.3
84.0
Group contributions distributed
-16.3
-13.0
Total
51.0
71.0
9. Income tax
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
10. Intangible assets
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
In 2024, the Company reclassified activations related to information system licenses from
development costs to intangible rights.
177
ANNUAL REPORT 2025
11. Tangible assets
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
12. Investments
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
The Company made capital investments in Finnish, Swedish and Baltic subsidiaries. For Baltic
subsidiaries, investments were recorded as impaired, as the value of the subsidiary shares is
permanently lower than this.
178
ANNUAL REPORT 2025
13. Non-current receivables
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
The Company finances Posti Group companies by granting floating rate, market-based loans for
investments or other long-term needs at an interest rate of 3.8–4.8%.
All loans are unsecured and will mature in years 2028–2030.
14. Current receivables
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
Other receivables from Group companies include cash pool receivables from subsidiaries.
179
ANNUAL REPORT 2025
15. Financial instruments and financial risk management
Other  long-term investments
2025
EUR million
Carrying value
Fair value
Level
Other non-current investments
0.5
0.5
3
2024
EUR million
Carrying value
Fair value
Level
Other non-current investments
0.5
0.5
3
Other long‑term investments are measured at fair value.
The fair value of the investments has not changed during the financial year.
Nominal values and fair values of derivatives
2025
EUR million
Nominal
value
Positive fair
values
Negative fair
values
Fair values,
net
Level
Currency forward contracts
28.3
-
-0.3
-0.3
2
2024
EUR million
Nominal
value
Positive fair
values
Negative fair
values
Fair values,
net
Level
Currency forward contracts
28.3
0.1
-0.1
-
2
Level 1: The fair values are based entirely on quoted prices for identical assets or liabilities in active
markets.
Level 2: The fair values are based to a significant extent on inputs other than quoted prices included
in Level 1, but on inputs that are nevertheless observable for the asset or liability, either directly or
indirectly.
Level 3:The fair values are based on inputs relating to the asset or liability that are not derived from
observable market data.
There were no transfers between hierarchy levels during the years 2025 and 2024.
Fair value changes of EUR -0.3 million have been recorded in the income statement.
Derivative instruments are used for hedging the foreign exchange rate risk and they are valued at the
market rates available on the balance sheet date. Currency forward contracts are used to hedge
against currency-denominated receivables and payables. Generally, transaction positions arising from
subsidiary financing are hedged fully.
The financial risk management of the Company has been described on the Note Financial instruments
and financial risk management of the Consolidated Financial Statements.
The Company follows the Group’s treasury policy and risk management principles.
16. Cash and cash equivalents
EUR million
2025
2024
Current investments
-
5.5
Cash and bank
30.8
45.6
Total
30.8
51.0
180
ANNUAL REPORT 2025
17. Equity
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
Other reserves amount to EUR 142.7 million and include funds transferred from the share premium
reserve.
Share capital and shareholding
Posti Group Corporation's share capital amounts to EUR 70.0 million for all periods presented. The
total number of outstanding shares at the end of reporting period is 40,500,000 (40,000,000).
Invested unrestricted equity fund and directed share issue
The Extraordinary General Meeting of the Company resolved on September 18, 2025 to authorize the
Board of Directors of the Company to decide on a directed issue against payment related to the
offering so that the number of shares issued may not exceed 500,000 personnel shares. The
subscription price of the shares in the personnel offering was EUR 6.75. The price had a 10% discount
on the subscription price per share compared to the share sale in the offering. The subscription period
for the personnel offering commenced on September 30, 2025 and ended on October 7, 2025. After
the registration of the personnel shares with the Finnish Trade Register as of October 20, 2025, the
aggregate number of the shares in Posti Group Corporation was 40,500,000. The new shares confer
the same rights as Posti’s other shares, after being recorded to the investors’ book-entry accounts.
The payments made to the Company for the approved personnel share subscriptions amounting to
EUR 3.4 million was booked in their entirety in the invested unrestricted equity fund. Thus, the
Company’s share capital did not increase in connection with the personnel offering.
Calculation of distributable unrestricted equity
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
Posti’s Extraordinary General Meeting on December 20, 2024, decided on an additional dividend of
EUR 150 million. The dividend was paid by the end of January 2025.
181
ANNUAL REPORT 2025
18. Provisions
EUR million
2025
2024
Pension provision
0.3
0.3
Litigation provision
-
0.8
Total
0.3
1.0
19. Deferred tax assets and liabilities
EUR million
2025
2024
Deferred tax assets
From provision
0.1
0.1
From impairments
0.1
0.1
Total
0.2
0.2
The Company had no deferred tax liabilities at the end of the financial year.
20. Non-current liabilities
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
At the beginning of 2025, the Company agreed on the loan amount increases of EUR 30.0 million to
both its bilateral EUR 60.0 million loan agreements signed in 2024 with other terms remaining
unchanged. In 2025, the Company made withdrawals totalling EUR 90.0 million from the loans, after
which both loans, including any increases, were fully drawn. In 2025, the maturity of the other loan
was extended by one year.
21. Current liabilities
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
Other liabilities to Group companies include cash pool liabilities to subsidiaries.
22. Pledged assets, commitments and other liabilities
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
Guarantees have been given for obligations arising in the ordinary course of the business of the Group.
Guarantees have been given by either financial institutions or Posti Group Corporation on behalf of Group
Companies. These guarantees have typically been given on behalf of a Group Company’s contractual
payment obligations or for authority requirement, and as counter guarantee to banks.
Based on complaints by some of Posti’s competitors, the Finnish Consumer and Competition Authority
(FCCA) has since 2017 investigated Posti’s suspected abuse of dominant market position related to the
business letter market in Finland. In December 2024, the FCCA issued Posti a draft proposal to the Market
Court for the imposition of a competition infringement fine. Posti’s hearing of the draft proposal is pending.
The FCCA has not made any final decisions in the matter, and the draft proposal did not include any
amount for the possibly proposed infringement fine, the legal maximum of which corresponds to ten
percent of Posti’s Group’s turnover. Posti will defend itself against the allegations, which it considers
unfounded and erroneous. Besides Posti Group Corporation, this matter concerns Posti Jakelu Oy, Posti
Messaging Oy and Posti Palvelut Oy.
The Company is also party to some other legal proceedings related to its customary business operations.
None of these proceedings, separately or collectively, have a material impact on its financial position.
23. Shares and holdings of Posti Group Corporation
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
24. Events after the reporting period
There have been no significant events after the reporting period.
184
ANNUAL REPORT 2025
Board of Directors’s proposal
Board of Directors' proposal to the Annual General Meeting
According to the Financial Statements for 2025, the Parent Company’s distributable funds total EUR
257,648,047.36 of which the profit for the financial year accounts for EUR 21,651,574.51.
No material changes in the Company’s financial standing since the end of the financial period, nor
does the solvency test, as referred to in Section 13(2) of the Finnish Limited Liability Companies Act,
affect the proposed distributable profits.
The Board of Directors proposes to the Annual General Meeting that a dividend of EUR 34,020,000.00,
or a divided of EUR 0.84 per share, be distributed for the financial year 2025 in two installments. EUR
223,628,047.36 will be retained in the shareholders' equity.
185
ANNUAL REPORT 2025
Signatures of the Board of Directors’ Report
and the Financial Statements
The Financial Statements have been prepared in accordance with the applicable financial reporting regulations and give a true and fair view of the assets, liabilities, financial position and results of the
Company and the companies included in its Consolidated Financial Statements. The Board of Directors’ Report contains a true and fair view of the development and results of the business of the Company and
the companies included in its Consolidated Financial Statements, as well as a description of the most significant risks and uncertainties and other aspects of the Company's status. The Sustainability Statement
included in the Board of Directors’ Report has been prepared in accordance with the reporting standards referred to in Chapter 7 of the Accounting Act and Article 8 of the Taxonomy Regulation.
Helsinki, March 17, 2026
Sanna Suvanto-Harsaae
Chair of the Board of Directors
Mervi Airaksinen
Jukka Leinonen
Tuomas Mäkipeska
Stefan Svensson
Antti Jääskeläinen
President and CEO
Raija-Leena Hankonen-Nybom
Frank Marthaler
Minna Pajumaa
The Auditor’s Note
Our Auditor’s Report has been issued today.
Helsinki, March 17, 2026
PricewaterhouseCoopers Oy
Authorized Public Accountants
Samuli Perälä
Authorized Public Accountant
186
ANNUAL REPORT 2025
Auditor’s Report (Translation of the Finnish Original)
To the Annual General Meeting of Posti Group Oyj
Report on the Audit of the Financial Statements
Opinion
In our opinion
• the consolidated financial statements give a true and fair view of the group’s financial position,
financial performance and cash flows in accordance with IFRS Accounting Standards as adopted by
the EU
• the financial statements give a true and fair view of the parent company’s financial performance
and financial position in accordance with the laws and regulations governing the preparation of
financial statements in Finland and comply with statutory requirements.
Our opinion is consistent with the additional report to the Audit, Risk and Sustainability Committee.
What we have audited
We have audited the financial statements of Posti Group Oyj (business identity code 1531864-4) for
the year ended 31 December, 2025. The financial statements comprise:
• the consolidated balance sheet, consolidated income statement, consolidated statement of
comprehensive income, consolidated statement of changes in equity, consolidated statement of
cash flows and notes to the consolidated financial statements, which include material group
accounting policy information and other explanatory information
• the parent company’s balance sheet, income statement, cash flow statement and notes.
Basis for Opinion
We conducted our audit in accordance with good auditing practice in Finland. Our responsibilities
under good auditing practice are further described in the Auditor’s Responsibilities for the Audit of the
Financial Statements section of our report.
We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis
for our opinion.
Independence
We are independent of the parent company and of the group companies in accordance with the
ethical requirements that are applicable in Finland and are relevant to our audit, and we have fulfilled
our other ethical responsibilities in accordance with these requirements.
To the best of our knowledge and belief, the non-audit services that we have provided to the parent
company and group companies are in accordance with the applicable law and regulations in Finland
and we have not provided non-audit services that are prohibited under Article 5(1) of Regulation (EU)
No 537/2014. The non-audit services that we have provided are disclosed in note Other operating
expenses to the Financial Statements.
187
ANNUAL REPORT 2025
Our Audit Approach
Overview
• 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
image.png
As part of designing our audit, we determined materiality and assessed the risks of material
misstatement in the financial statements. In particular, we considered where management made
subjective judgements; for example, in respect of significant accounting estimates that involved
making assumptions and considering future events that are inherently uncertain.
Materiality
The scope of our audit was influenced by our application of materiality. An audit is designed to obtain
reasonable assurance whether the financial statements are free from material misstatement.
Misstatements may arise due to fraud or error. They are considered material if individually or in
aggregate, they could reasonably be expected to influence the economic decisions of users taken on
the basis of the financial statements.
Based on our professional judgement, we determined certain quantitative thresholds for materiality,
including the overall group materiality for the consolidated financial statements as set out in the table
below. These, together with qualitative considerations, helped us to determine the scope of our audit
and the nature, timing and extent of our audit procedures and to evaluate the effect of misstatements
on the financial statements as a whole.
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.
How we tailored our group audit scope
We tailored the scope of our audit, taking into account the structure of the Group, the accounting
processes and controls, and the industry in which the group operates.
The scope included the parent company and its certain subsidiaries in Finland and Sweden. We have
predefined the audit focus areas of financial information to each group component. Through the
audits of the consolidated subsidiaries as well as the audit procedures carried out at the parent
company and group levels, we have obtained a sufficient amount of appropriate audit evidence to
provide a basis for our opinion on the consolidated financial statements.
188
ANNUAL REPORT 2025
Key Audit Matters
Key audit matters are those matters that, in our professional judgment, were of most significance in
our audit of the financial statements of the current period. These matters were addressed in the
context of our audit of the financial statements as a whole, and in forming our opinion thereon, and
we do not provide a separate opinion on these matters.
As in all of our audits, we also addressed the risk of management override of internal controls,
including among other matters consideration of whether there was evidence of bias that represented
a risk of material misstatement due to fraud.
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
Responsibilities of the Board of Directors and the Managing Director for the
Financial Statements
The Board of Directors and the Managing Director are responsible for the preparation of consolidated
financial statements that give a true and fair view in accordance with IFRS Accounting Standards as
adopted by the EU, and of financial statements that give a true and fair view in accordance with the
laws and regulations governing the preparation of financial statements in Finland and comply with
statutory requirements. The Board of Directors and the Managing Director are also responsible for
such internal control as they determine is necessary to enable the preparation of financial statements
that are free from material misstatement, whether due to fraud or error.
In preparing the financial statements, the Board of Directors and the Managing Director are
responsible for assessing the parent company’s and the group’s ability to continue as a going concern,
disclosing, as applicable, matters relating to going concern and using the going concern basis of
accounting. The financial statements are prepared using the going concern basis of accounting unless
there is an intention to liquidate the parent company or the group or to cease operations, or there is
no realistic alternative but to do so.
Auditor’s Responsibilities for the Audit of the Financial Statements
Our objectives are to obtain reasonable assurance about whether the financial statements as a whole
are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report
that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee
that an audit conducted in accordance with good auditing practice will always detect a material
misstatement when it exists. Misstatements can arise from fraud or error and are considered material
if, individually or in the aggregate, they could reasonably be expected to influence the economic
decisions of users taken on the basis of these financial statements.
As part of an audit in accordance with good auditing practice, we exercise professional judgment and
maintain professional skepticism throughout the audit. We also:
• Identify and assess the risks of material misstatement of the financial statements, whether due to
fraud or error, design and perform audit procedures responsive to those risks, and obtain audit
evidence that is sufficient and appropriate to provide a basis for our opinion. The risk of not
detecting a material misstatement resulting from fraud is higher than for one resulting from error, as
fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of
internal control.
• Obtain an understanding of internal control relevant to the audit in order to design audit procedures
that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the
effectiveness of the parent company’s or the group’s internal control.
• Evaluate the appropriateness of accounting policies used and the reasonableness of accounting
estimates and related disclosures made by management.
• Conclude on the appropriateness of the Board of Directors’ and the Managing Director’s use of the
going concern basis of accounting and based on the audit evidence obtained, whether a material
uncertainty exists related to events or conditions that may cast significant doubt on the parent
company’s or the group’s ability to continue as a going concern. If we conclude that a material
uncertainty exists, we are required to draw attention in our auditor’s report to the related
disclosures in the financial statements or, if such disclosures are inadequate, to modify our opinion.
Our conclusions are based on the audit evidence obtained up to the date of our auditor’s report.
However, future events or conditions may cause the parent company or the group to cease to
continue as a going concern.
190
ANNUAL REPORT 2025
• Evaluate the overall presentation, structure and content of the financial statements, including the
disclosures, and whether the financial statements represent the underlying transactions and events
so that the financial statements give a true and fair view.
• Plan and perform the group audit to obtain sufficient appropriate audit evidence regarding the
financial information of the entities or business units within the group as a basis for forming an
opinion on the group financial statements. We are responsible for the direction, supervision and
review of the audit work performed for purposes of the group audit. We remain solely responsible
for our audit opinion.
We communicate with those charged with governance regarding, among other matters, the planned
scope and timing of the audit and significant audit findings, including any significant deficiencies in
internal control that we identify during our audit.
We also provide those charged with governance with a statement that we have complied with
relevant ethical requirements regarding independence, and communicate with them all relationships
and other matters that may reasonably be thought to bear on our independence, and where
applicable, related safeguards.
From the matters communicated with those charged with governance, we determine those matters
that were of most significance in the audit of the financial statements of the current period and are
therefore the key audit matters. We describe these matters in our auditor’s report unless law or
regulation precludes public disclosure about the matter or when, in extremely rare circumstances, we
determine that a matter should not be communicated in our report because the adverse
consequences of doing so would reasonably be expected to outweigh the public interest benefits of
such communication.
191
ANNUAL REPORT 2025
Other Reporting Requirements
Appointment
We were first appointed as auditors by the annual general meeting on 14 March 2012. Posti Group Plc
became a public interest entity in 2025.
Other Information
The Board of Directors and the Managing Director are responsible for the other information. The other
information comprises the report of the Board of Directors and the information included in the Annual
Report but does not include the financial statements or our auditor’s report thereon.
Our opinion on the financial statements does not cover the other information.
In connection with our audit of the financial statements, our responsibility is to read the other
information and, in doing so, consider whether the other information is materially inconsistent with the
financial statements or our knowledge obtained in the audit, or otherwise appears to be materially
misstated. With respect to the report of the Board of Directors, our responsibility also includes
considering whether the report of the Board of Directors has been prepared in compliance with the
applicable provisions, excluding the sustainability report information on which there are provisions in
Chapter 7 of the Accounting Act and in the sustainability reporting standards.
In our opinion, the information in the report of the Board of Directors is consistent with the
information in the financial statements and the report of the Board of Directors has been prepared in
compliance with the applicable provisions. Our opinion does not cover the sustainability report
information on which there are provisions in Chapter 7 of the Accounting Act and in the sustainability
reporting standards.
If, based on the work we have performed, we conclude that there is a material misstatement of the
other information, we are required to report that fact. We have nothing to report in this regard.
Other statements
We support the proposal that the financial statements are adopted. The proposal by the Board of
Directors regarding the distribution of profits is in compliance with the Limited Liability Companies
Act. We support that the Supervisory Board and the Board of Directors of the parent company and the
Managing Director should be discharged from liability for the financial period audited by us. The
Supervisory Board of Posti Group Plc was abolished on 9 October 2025.
Other Statements based on Law
Registration of the income tax report
Our responsibility is to, based on our audit, express an opinion on the registration and publication of
the income tax report required in Chapter 7 b of the Accounting Act.
The Board of Directors and the Managing Director are responsible for the registration and the
publication of the income tax report.
In our opinion, the company has not been obliged to register and publish an income tax report
referred to in Chapter 7 b of the Accounting Act for the financial year immediately preceding the
financial year.
Helsinki, 17 March 2026
PricewaterhouseCoopers Oy
Authorised Public Accountants
Samuli Perälä
Authorised Public Accountant (KHT)
192
ANNUAL REPORT 2025
Assurance Report on the Sustainability
Statement (Translation of the Finnish Original)
To the Annual General Meeting of Posti Group Oyj
We have performed a limited assurance engagement on the group sustainability report of Posti Group
Oyj (business identity code 1531864-4) that is referred to in Chapter 7 of the Accounting Act and that
is included in the report of the Board of Directors for the reporting period 1 January –31 December
2025.
Opinion
Based on the procedures we have performed and the evidence we have obtained, nothing has come
to our attention that causes us to believe that the group sustainability report does not comply, in all
material respects, with
1) the requirements laid down in Chapter 7 of the Accounting Act and the sustainability reporting
standards (ESRS), and
2) the requirements laid down in Article 8 of the Regulation (EU) 2020/852 of the European
Parliament and of the Council on the establishment of a framework to facilitate sustainable
investment, and amending Regulation (EU) 2019/2088 (EU Taxonomy).
Point 1 above also contains the process in which Posti Group Oyj has identified the information for
reporting in accordance with the sustainability reporting standards (double materiality assessment).
Our opinion does not cover the tagging of the group sustainability report with digital XBRL
sustainability tags in accordance with Chapter 7, Section 22, Subsection 1(2), of the Accounting Act,
because sustainability reporting companies have not had the possibility to comply with that
requirement in the absence of requirements for the tagging of sustainability information in the ESEF
regulation or other European Union legislation.
Basis for Opinion
We performed the assurance of the group sustainability report as a limited assurance engagement in
compliance with good assurance practice in Finland and with the International Standard on Assurance
Engagements (ISAE) 3000 (Revised) “Assurance Engagements Other than Audits or Reviews of
Historical Financial Information”.
Our responsibilities under this standard are further described in the Responsibilities of the Authorised
Group Sustainability Auditor section of our report.
We believe that the evidence we have obtained is sufficient and appropriate to provide a basis for our
opinion.
Other Matter
We draw attention to the fact that the group sustainability report of Posti Group Oyj that is referred to
in Chapter 7 of the Accounting Act has been prepared and assurance has been provided for it for the
first time for the reporting period 1 January – 31 December 2025. Our opinion does not cover the
comparative information that has been presented in the group sustainability report. Our opinion is not
modified in respect of this matter.
193
ANNUAL REPORT 2025
Authorised Group Sustainability Auditor's Independence and Quality Management
We are independent of the parent company and of the group companies in accordance with the
ethical requirements that are applicable in Finland and are relevant to our engagement, and we have
fulfilled our other ethical responsibilities in accordance with these requirements.
The authorised group sustainability auditor applies International Standard on Quality Management
ISQM 1, which requires the authorised sustainability audit firm to design, implement and operate a
system of quality management including policies or procedures regarding compliance with ethical
requirements, professional standards and applicable legal and regulatory requirements.
Responsibilities of the Board of Directors and the Managing Director
The Board of Directors and the Managing Director of Posti Group Oyj are responsible for:
• the group sustainability report and for its preparation and presentation in accordance with the
provisions of Chapter 7 of the Accounting Act, including the process that has been defined in the
sustainability reporting standards and in which the information for reporting in accordance with the
sustainability reporting standards has been identified,
• the compliance of the group sustainability report with the requirements laid down in Article 8 of the
Regulation (EU) 2020/852 of the European Parliament and of the Council on the establishment of a
framework to facilitate sustainable investment, and amending Regulation (EU) 2019/2088, and for
• such internal control as the Board of Directors and the Managing Director determines is necessary
to enable the preparation of a group sustainability report that is free from material misstatement,
whether due to fraud or error.
Inherent Limitations in the Preparation of a Sustainability Report
In reporting forward-looking information in accordance with ESRS, management of the Company is
required to prepare the forward-looking information on the basis of assumptions that have been
disclosed in the sustainability report about events that may occur in the future and possible future
actions by the Group. Actual outcomes are likely to be different since anticipated events frequently
do not occur as expected.
Responsibilities of the Authorised Group Sustainability Auditor
Our responsibility is to perform an assurance engagement to obtain limited assurance about whether
the group sustainability report is free from material misstatement, whether due to fraud or error, and
to issue a limited assurance report that includes our opinion. Misstatements can arise from fraud or
error and are considered material if, individually or in the aggregate, they could reasonably be
expected to influence the decisions of users taken on the basis of the group sustainability report.
Compliance with the International Standard on Assurance Engagements (ISAE) 3000 (Revised)
requires that we exercise professional judgment and maintain professional skepticism throughout the
engagement. We also:
• Identify and assess the risks of material misstatement of the group sustainability report, whether
due to fraud or error, and obtain an understanding of internal control relevant to the engagement in
order to design assurance procedures that are appropriate in the circumstances, but not for the
purpose of expressing an opinion on the effectiveness of the group’s internal control.
• Design and perform assurance procedures responsive to those risks to obtain evidence that is
sufficient and appropriate to provide a basis for our opinion. The risk of not detecting a material
misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve
collusion, forgery, intentional omissions, misrepresentations, or the override of internal control.
Description of the Procedures That Have Been Performed
The procedures performed in a limited assurance engagement vary in nature and timing from, and are
less in extent than for, a reasonable assurance engagement. The nature, timing and extent of
assurance procedures selected depend on professional judgment, including the assessment of risks of
material misstatement, whether due to fraud or error. Consequently, the level of assurance obtained
in a limited assurance engagement is substantially lower than the assurance that would have been
obtained had a reasonable assurance engagement been performed. 
194
ANNUAL REPORT 2025
Our procedures included for example the following:
• We interviewed the company's management and the individuals responsible for collecting and
reporting the information contained in the group sustainability report at the group level and in
subsidiaries, as well as at different levels and business areas of the organization to gain an
understanding of the sustainability reporting process and the related internal controls and
information systems.
• We familiarised ourselves with the background documentation and records prepared by the
company where applicable, and assessed whether they support the information contained in the
group sustainability report.
• We performed site visit at the company’s head office in Helsinki and site in Vantaa.
• We assessed the company's double materiality assessment process in relation to the requirements
of the ESRS standards, as well as whether the information provided about the assessment process
complies with the ESRS standards.
• We assessed whether the sustainability information contained in the group sustainability report
complies with the ESRS standards.
• Regarding the EU taxonomy information, we gained an understanding of the process by which the
company has identified the group's taxonomy-eligible and taxonomy-aligned economic activities,
and we assessed the compliance of the information provided with the regulations.
Helsinki 17 March 2026
PricewaterhouseCoopers Oy
Authorised Sustainability Auditors
Samuli Perälä
Authorised Sustainability Auditor
195
ANNUAL REPORT 2025
Independent auditor’s report on the ESEF financial
statements of Posti Group Oyj (Translation of the Finnish Original)
To the Board of Directors of Posti Group Oyj
We have performed a reasonable assurance engagement on the financial statements
743700DOHLQIENKTC391-2025-12-31-fi.zip of Posti Group Oyj (business identity code 1531864-4) that
have been prepared in accordance with the Commission’s regulatory technical standard for the
financial year 1.1.2025-31.12.2025.
Responsibilities of the Board of Directors and the Managing Director
The Board of Directors and the Managing Director are responsible for the preparation of the
company’s report of the Board of Directors and financial statements (the ESEF financial statements) in
such a way that they comply with the requirements of the Commission’s regulatory technical
standard. This responsibility includes:
• preparing the ESEF financial statements in XHTML format in accordance with Article 3 of the
Commission’s regulatory technical standard
• tagging the primary financial statements, notes and company’s identification data in the
consolidated financial statements that are included in the ESEF financial statements with iXBRL tags
in accordance with Article 4 of the Commission’s regulatory technical standard and
• ensuring the consistency between the ESEF financial statements and the audited financial
statements.
The Board of Directors and the Managing Director are also responsible for such internal control as
they determine is necessary to enable the preparation of ESEF financial statements in accordance
with the requirements of the Commission's regulatory technical standard.
Auditor's independence and quality management
We are independent of the company in accordance with the ethical requirements that are applicable
in Finland and are relevant to the engagement we have performed, and we have fulfilled our other
ethical responsibilities in accordance with these requirements.
The auditor applies International Standard on Quality Management (ISQM) 1, which requires the firm
to design, implement and operate a system of quality management including policies or procedures
regarding compliance with ethical requirements, professional standards and applicable legal and
regulatory requirements.
Auditor's responsibilities
Our responsibility is to, in accordance with Chapter 7, Section 8 of the Securities Markets Act, provide
assurance on the financial statements that have been prepared in accordance with the Commission’s
regulatory technical standard. We express an opinion on whether the consolidated financial
statements that are included in the ESEF financial statements have been tagged, in all material
respects, in accordance with the requirements of Article 4 of the Commission’s regulatory technical
standard.
Our responsibility is to indicate in our opinion to what extent the assurance has been provided. We
conducted a reasonable assurance engagement in accordance with International Standard on
Assurance Engagements (ISAE) 3000.
The engagement includes procedures to obtain evidence on:
196
ANNUAL REPORT 2025
• whether the primary financial statements in the consolidated financial statements that are included
in the ESEF financial statements have been tagged, in all material respects, with iXBRL tags in
accordance with the requirements of Article 4 of the Commission’s regulatory technical standard
and
• whether the notes and company's identification data in the consolidated financial statements that
are included in the ESEF financial statements have been tagged, in all material respects, with iXBRL
tags in accordance with the requirements of Article 4 of the Commission's regulatory technical
standard and
• whether there is consistency between the ESEF financial statements and the audited financial
statements.
The nature, timing and extent of the selected procedures depend on the auditor's judgment. This
includes an assessment of the risk of a material deviation due to fraud or error from the requirements
of the Commission’s regulatory technical standard.
We believe that the evidence we have obtained is sufficient and appropriate to provide a basis for our
opinion.
Opinion
Our opinion pursuant to Chapter 7, Section 8 of the Securities Markets Act is that the primary financial
statements, notes and company’s identification data in the consolidated financial statements that are
included in the ESEF financial statements of Posti Group Oyj 743700DOHLQIENKTC391-2025-12-31-
fi.zip for the financial year 1.1.2025-31.12.2025 have been tagged, in all material respects, in
accordance with the requirements of the Commission’s regulatory technical standard.
Our opinion on the audit of the consolidated financial statements of Posti Group Oyj for the financial
year 1.1.2025-31.12.2025 has been expressed in our auditor’s report dated 17.3.2026. With this report we
do not express an opinion on the audit of the consolidated financial statements nor express another
assurance conclusion.
Helsinki 17 March 2026
PricewaterhouseCoopers Oy
Authorised Public Accountants
Samuli Perälä
Authorised Public Accountant (KHT)
197
ANNUAL REPORT 2025
Key Figures
In addition to IFRS-based performance measures, Posti Group discloses Alternative Performance
Measures as additional information to financial measures presented in the Consolidated Income
Statement, Consolidated Balance Sheet, Consolidated Statement of Cash Flows and in the notes
disclosures. Management believes that adjusted performance measures provide meaningful
supplemental information to both management and stakeholders regarding the business
performance. Adjusted EBITDA and adjusted operating result (adjusted EBIT) are also essential Key
Figures in Posti Group’s management reporting.
Calculation and use of Key Figures
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
Reconciliation of Key Figures
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
corp_gov_kansi.jpg
Governance
202
ANNUAL REPORT 2025
Corporate Governance Statement
Introduction
This statement describes the
governance structures, practices and
policies that Posti Group Corporation
(“Posti” or the “Company”) applies in
order to ensure the independence and
integrity of decision-making as well as
the appropriate controls related to it.
Posti’s Corporate Governance Statement is
prepared according to the Finnish Corporate
Governance Code 2025, issued by the Securities
Market Association on June 4, 2024, and in
force since January 1, 2025. The Finnish
Corporate Governance Code is available on the
website of the Securities Market Association at
Corporate governance at Posti is based on the
Finnish laws and applicable lower-level
regulation, the Company’s Articles of
Association, and the written charters of the
Board of Directors and its Committees, as well
as the charter of the Shareholders’ Nomination
Board.
Posti has been listed on Nasdaq Helsinki stock
exchange since October 10, 2025. Posti’s
industrial sector, according to the Industry
Classification Benchmark (ICB), is Industrial
Goods and Services. The State of Finland
through the Ownership Steering Department of
the Prime Minister’s Office of the Finnish
Government is the majority owner in Posti with a
total of 65.83% of the shares on December 31,
2025. The total number of shareholders at Posti
is 16,099 (December 31, 2025).
This Corporate Governance Statement has been
reviewed by the Audit, Risk and Sustainability
Committee of Posti’s Board of Directors. The
statement is published as a separate, unaudited
report released in connection with the Financial
Statements and the Board of Directors’ Report.
Posti prepares Consolidated Financial
Statements and Interim Reports in accordance
with the International Financial Reporting
Standards (IFRS), as adopted by the EU. Posti’s
Sustainability Statement 2025, prepared in
accordance with the EU’s Corporate
Sustainability Reporting Directive for fiscal year
2025, is disclosed in the Board of Directors'
Report alongside the Financial Statements and
are available for download on Posti’s website.
Governing bodies
Posti’s governance model includes the General
Meeting with the highest decision-making
power; the Board of Directors with its
Committees (Audit, Risk and Sustainability
Committee, Personnel Committee and Strategy
Committee), responsible for the proper
organization and supervision of operations; and
the President and CEO, responsible for
operational management supported by the
Leadership Team.
Posti’s governance also includes the
Shareholders’ Nomination Board which has the
task of preparing a proposal on the Board
composition and remuneration for the General
Meeting’s decision. In addition, Posti has an
informal Stakeholder Advisory Council
appointed by Posti’s Board of Directors to
maintain and promote dialogue with the
Company’s key stakeholders.
203
ANNUAL REPORT 2025
General Meeting of the Shareholders
The General Meeting of Shareholders is the
highest decision-making body of Posti.
Each shareholder has the right to propose items
to be included on the agenda of the General
Meeting, to participate in the General Meeting,
and to exercise their power of decision in
matters belonging to the General Meeting by
law, as stipulated in the Finnish Companies Act.
Each share entitles the holder to one vote. In
accordance with the Finnish Companies Act, a
shareholder also has the right to ask questions
concerning the matters discussed at the
General Meeting of Shareholders. Shareholders
wishing to propose items for the General
Meeting agenda should submit their proposals
in writing to Posti by the disclosed deadline,
including a clear description of the item and
supporting materials if necessary. By the end of
each financial year, Posti discloses the date by
which a shareholder may propose items to be
addressed in the following Annual General
Meeting (“AGM”) on its AGM website.
The resolutions in the General Meeting of
Shareholders are primarily made by a simple
majority of votes. These include decisions on
the adoption of the Financial Statements,
distribution of dividends, and discharging
members of the Board of Directors, the
President and CEO, and their Deputy from
liability. Discharging from liability means
formally releasing Board members and
executives from responsibility for actions taken
during the previous financial year. The meeting
also elects members of the Board of Directors,
the external auditor, and the sustainability
reporting assurance provider, as well as
determines their remuneration.
In accordance with the Finnish Companies Act
and Posti’s Articles of Association, a notice to
convene the General Meeting of Shareholders is
issued by the Board of Directors. The notice
must be issued no earlier than two months and
no later than three weeks before the date of the
General Meeting of Shareholders by publishing
the notice on the Company’s web site. However,
the notice must be issued at least nine days
before the record date of the General Meeting
referred to in Chapter 5, Section 6a of the
Companies Act. The AGM shall be held once a
year, and by the end of June at the latest. An
Extraordinary General Meeting of Shareholders
(“EGM”) must be held whenever the Board of
Directors deems it necessary, or when it is
otherwise required by law to convene such a
meeting.
The Annual General Meeting makes decisions in
matters assigned in the Companies Act and the
company’s Articles of Association, for example:
• adopts of the Parent Company Financial
Statements and Consolidated Financial
Statements;
• decides on the use of the profit shown on the
balance sheet and on the distribution of
dividend;
• discharges the members of the Board of
Directors and the President and CEO and his/
her Deputy from liability;
• reviews the Remuneration Report and makes
an advisory resolution on the Remuneration
Policy every fourth year at minimum;
• decides on the remuneration of the members
of the Board of Directors;
• decides on the number of members of the
Board of Directors;
• elects the Chair, Deputy Chair and Members of
the Board of Directors;
• decides on the remuneration of the external
auditor and the sustainability reporting
assurance provider; and
• elects the external auditor and the
sustainability reporting assurance provider.
204
ANNUAL REPORT 2025
General meetings in 2025
Posti’s Annual General Meeting 2025 was held
on March 24, 2025. All 40,000,000 shares and
votes were represented. The meeting adopted
the 2024 Financial Statements and discharged
the members of the Board of Directors,
Supervisory Board, as well as the President and
CEO and his Deputy from liability for the
financial year. In line with the Board of Directors’
proposal based on the Company’s dividend
policy, the Annual General Meeting decided to
distribute a dividend of EUR 33 million in the
aggregate, and payable in two installments
during 2025. The first installment was paid on
March 31, 2025, and the second on July 31,
2025. The Annual General Meeting was
attended by representatives of the State of
Finland, the Chair of the Board of Directors, the
President and CEO, the Company’s other
operative management, and the statutory
auditor.
Posti held two Extraordinary General Meetings
in 2025 as preparation for the public listing of
its shares. On September 4, 2025, the
Extraordinary General Meeting approved the
transfer of Posti shares in the book-entry
system. On September 18, 2025, Extraordinary
General Meeting approved the filing of the
listing application with the Helsinki Stock
Exchange, the listing prospectus as well as the
employee offering and updated Posti’s Articles
of Association in line with the public listing.
205
ANNUAL REPORT 2025
Shareholders’ Nomination Board
The Shareholders’ Nomination Board was
established, and its Charter was approved by
the Posti Extraordinary General Meeting on
September 18, 2025. The purpose and task of
the Shareholders’ Nomination Board is to
prepare and present proposals to the General
Meeting of Shareholders relating to
remuneration of the Board of Directors, the
number of its members, and the composition of
the Board of Directors. In addition, the
Shareholders’ Nomination Board identifies
possible successor candidates for Board
members. The Shareholders’ Nomination Board
also interviews the employee representative
candidates selected by the employees and
appoints the employee representative entitled
to attend the meetings of the Board of
Directors.
According to the Charter of the Shareholders’
Nomination Board, the three largest
shareholders of the Company are each entitled
to appoint one member to the Shareholders'
Nomination Board. The identification of the
largest shareholders is based on holdings
recorded in the shareholders' register
maintained by Euroclear Finland Ltd. on the first
banking day in June each year. If a shareholder
declines to appoint a representative, the right
passes to the shareholder with the next highest
number of votes as recorded on the record
date.
The members of the Shareholders’ Nomination
Board are appointed annually, with their term of
office expiring upon the election of the next
Shareholders’ Nomination Board. The members
of the Shareholders’ Nomination Board should
have the knowledge, qualifications and
experience relevant with its duties and
obligations. The members must be independent
of the Company. They are not entitled to any
remuneration from the Company for their duties
as a member of the Shareholders’ Nomination
Board.
The Chair of the Company’s Board of Directors
serves as an expert to the Shareholders’
Nomination Board without the right to vote. The
Chair of the Board of Directors shall convene
the Shareholders’ Nomination Board to its first
meeting, which shall elect its Chair by majority
vote from amongst its members. The
Shareholders’ Nomination Board shall convene
at the notice of its Chair. The Shareholders’
Nomination Board may also engage the services
of an external consultant in its search for
suitable candidates for the Board of Directors or
for evaluation of the remuneration of the Board
of Directors.
The Shareholders’ Nomination Board shall
submit its proposals to the Board of Directors
no later than January 31 each year, and the
Chair presents the proposals to the General
Meeting.
Shareholders’ Nomination Board in
2025
As decided by the Extraordinary General
Meeting on September 18, 2025, the three
largest shareholders entitled to appoint one
member to the Shareholders’ Nomination
Board in 2025, were determined based on
holdings recorded on November 17, 2025. The
exceptional timing was due to commencement
of the public listing of Posti’s share as from
October 10, 2025.
In November 2025, the following persons were
appointed to the Posti Shareholders'
Nomination Board:
• Maija Strandberg, Director General, Prime
Minister’s Office, Ownership Steering
Department (Chair);
• Annika Ekman, EVP, Investments, Ilmarinen
Mutual Pension Insurance Company, and
• Erkka Kohonen, Senior Portfolio Manager,
Varma Mutual Pension Insurance Company.
Sanna Suvanto-Harsaae, Chair of the Board of
Directors served as expert to the Shareholders’
Nomination Board. The Shareholders’
Nomination Board convened twice prior to
January 31, 2026, and the attendance rate of
the meetings was 100%.
206
ANNUAL REPORT 2025
Board of Directors
Overview
Posti’s General Meeting elects members of the
Board of Directors and appoints its Chair and
Deputy Chair. The Board of Directors is
composed of five to ten members. The term of
office for members of the Board of Directors is
one year, and it ends at the close of the
following Annual General Meeting.
At the Annual General Meeting 2025, nine
members were elected to the Board of
Directors. Sanna Suvanto-Harsaae was elected
to continue as Chair, and Jukka Leinonen to
continue as Deputy Chair. One elected member,
Satu Ollikainen, employee representative,
stepped down from Board membership but
continued as employee representative with the
right to attend Board meetings starting October
2025.
As per a pre-determined schedule, the Board
convenes circa ten times a year. In addition, the
Board convenes as necessary. All meetings are
documented in serially numbered minutes. The
President and CEO, Chief Financial Officer and
General Counsel, as secretary to the Board of
Directors, attend Board meetings on a regular
basis.
The Board conducts an annual self-evaluation of
its operations and working methods. The
purpose of this evaluation is to assess the
performance of the Board during the year and
to identify ways to further develop the Board’s
working practices and performance for the
future.
Diversity principles
For the Board of Directors to discharge its
duties in the most effective manner and
considering Posti’s business needs, the Board
must be highly qualified and sufficiently diverse
to have complementing viewpoints presented in
the Board. Highly important criteria are the
educational and professional backgrounds of
the individual candidates, as well as their local
and international experience, customer
understanding and proven performance, as well
as high ethical standards. In this manner, the
Board composition in full represents a wide
diversity of competencies and qualifications set
for a public company. It also promotes good
corporate governance and efficient supervision
of the Company’s management and promotes
open discussion and independent decision-
making.
Posti’s principle is also to have both female and
male genders represented on the Board. On
December 31, 2025, Posti’s Board of Directors
consisted of four female members (50%) and
four male members (50%), which fulfilled the
requirement set to government-owned
companies by the Council of State and the
Corporate Governance Code 2025. The Board of
Directors considers that its diversity principles
were implemented in 2025.
Independence
The Board of Directors evaluates its members’
independence on an annual basis and re-
evaluates it as necessary. On December 31,
2025, all Board members other than Minna
Pajumaa, who is a civil servant at the Ownership
Steering Department of the Prime Minister’s
Office, are independent of the shareholders. All
Board members are independent of the
Company.
207
ANNUAL REPORT 2025
Responsibilities
The duties of Posti’s Board of Directors are
determined in the Companies Act and the
Articles of Association, as well as in the Board’s
Charter and certain Posti policies, approved by
the Board of Directors. The Charter lays out the
Board of Directors’ key responsibilities and
working principles.
Accordingly, the Board is, among other things,
responsible for:
• approving the strategy and annual plan for
Posti Group upon the CEO’s proposal, and
monitor the implementation thereof;
• appointing and, if required, dismissing the CEO,
deciding on the terms of employment of the
CEO;
• confirming the Company’s organizational
structure based on the CEO’s proposal;
• based on the CEO’s proposal, approving
appointment of the members of the
Leadership Team and resolving their
remuneration, and resolving the outlines of the
Group’s remuneration, bonus and incentive
schemes;
• approving the Remuneration Policy;
• deciding on issues of major significance or
importance (e.g., significant investments;
significant business acquisitions, divestments
and closures of operations) or which are
extraordinary in relation to the quality and
scope of the business, as per the decision-
making limits decided by the Board;
• at least annually reviewing the key risks relating
to Posti Group’s operations and the risk
management system of Posti Group;
• monitoring Posti Group’s financial performance
and approve interim, half-year and full-year
financial reports and statements, and statutory
sustainability-related reports;
• approving the Company’s dividend policy and
submitting a dividend proposal to the Annual
General Meeting;
• approving Posti Group’s most significant
policies and rules of procedure, including
confirmation of principles of the internal
control system;
• together with the Company’s statutory
auditors, reviewing and considering audit-
related matters, and respectively with the
sustainability reporting assurance provider
reviewing and considering the sustainability
assurance matters;
• preparing a proposal for the Annual General
Meeting on the election of the statutory
auditor and the sustainability reporting
assurance provider; and
• approving the principles for donations to
charity.
208
ANNUAL REPORT 2025
Board of Directors in 2025
On December 31, 2025, Posti Board of Directors
was composed of the following members:
Posti_CG2025_sanna_suvanto_harsaae.jpg
Posti_CG2025_jukka_leinonen.jpg
Sanna Suvanto-Harsaae
Board Chair
Board Professional
B.Sc. (Business Administration)
b. 1966, female, Finnish and Danish citizen
Member of the Board since 2020
Chair of the Personnel Committee
Chair of the Strategy Committee
Shareholding in the Company on December 31, 2025:
3,955 shares
Relevant work history:
• CEO of Reckitt Benckiser AS
• Director of Marketing and Business Development at
Synoptik International Retail
• European Marketing Manager at Procter & Gamble
Europe
Positions of trust:
• Board Chair: Finnair Plc, BoConcept AS, Orthex
Corporation, N’Age AS, Nordic Pet Care Group AS and
Awardit AB
Past positions of trust:
• Chair of the Board of Directors of Altia Plc, TCM Group
A/S, Babysam AS, Paulig Ltd, Footway Group AB and
SATS Group
• Vice Chair of the Board of Directors of Anora Group Plc
and Harvia Plc
• Member of the Board of Directors of Broman Group/
Motonet Oy, Elopak AS, SAS Group (Scandinavian
Airlines), Clas Ohlson AB, Swedish Match AB and Jetpak
Sverige
Jukka Leinonen
Deputy Chair
Board Professional
M.Sc. (Eng.)
b. 1962, male, Finnish citizen
Member of the Board since 2022
Member of the Strategy Committee
Member of the Personnel Committee
Shareholding in the Company on December 31, 2025:
8,011 shares
Relevant work history:
• Various executive roles at TeliaSonera/Sonera AB
• Member of the Group Executive Team and Business
Director of Nordics at Telenor ASA
• President and CEO and Senior Vice President, Corporate
Business at DNA Plc
Positions of trust:
• Board Chair: Lassila & Tikanoja plc, Pihlajalinna plc
Past positions of trust:
• Chair of the Board of Directors: DNA Plc, Ficom ry
• Board Member: Altia Plc, Palta ry
Posti_CG2025_mervi_airaksinen.jpg
Mervi Airaksinen
Board Member
Chief Business Officer
M.Sc. (Econ.)
b. 1980, female, Finnish citizen
 
Member of the Board since 2025
Member of the Audit, Risk and Sustainability Committee
Shareholding in the Company on December 31, 2025:
990 shares
 
Relevant work history:
• Chief Business Officer of Microsoft in Northern and
Eastern (current)
• CEO of Microsoft Oy
• CEO of Oy IBM Finland Ab
• CEO of Cisco Systems Finland and the Baltic countries
• CEO of ALSO Finland Ltd
• Service Manager at Elisa Corporation
• Development Manager at GNT Holding Oy
Positions of trust:
• Board Member: Otava Ltd, National Emergency Supply
Agency
Past positions of trust:
• Chair of the Board of Directors: Ficom ry, Learning
Intelligence Group LIG Oy
• Vice Chair of the Board of Directors: Edita Group Plc,
Amcham Finland
• Board Member: Vincit Plc, the YTK Unemployment Fund,
Yepzon Oy, Prevett Oy, University of Vaasa
209
ANNUAL REPORT 2025
Posti_CG2025_raija_leena_hankonen_nybom.jpg
Posti_CG2025_frank_marthaler.jpg
Raija-Leena Hankonen-Nybom
Board Member
Board Professional
M.Sc. (Econ.), APA-certificate
b. 1960, female, Finnish citizen
Member of the Board since 2020
Chair of the Audit, Risk and Sustainability Committee
Member of the Strategy Committee
Shareholding in the Company on December 31, 2025:
4,450 shares
Relevant work history:
• Various executive roles at KPMG Oy Ab, including the
CEO, Head of Audit and Head of Financial Services
Group, in addition to chairing the Board of Directors
• Lead Audit Partner for various large companies in the
financial, industrial, and commercial sectors
Positions of trust:
• Board Member: Hiab Corporation, Metsä Board
Corporation, Helsinki Deaconess Institute Foundation,
Savonlinna Opera Festival Ltd
Past positions of trust:
• Board Member: Danske Bank, Municipality Finance Plc
Posti_CG2025_tuomas_makipeska.jpg
Frank Marthaler
Board Member
Board Professional
Lic.oec. HSG
b. 1964, male, Swiss citizen
Member of the Board since 2018
Member of the Audit, Risk and Sustainability Committee
Shareholding in the Company on December 31, 2025:
4,395 shares
Relevant work history:
• CEO of Swiss Post Solutions and a member of the
executive management
• Director of Strategic Account Management and Director
of Group Sales Committee at Swiss Post
• Involved with various start-up companies focusing on
digitization processes in Switzerland and Germany
Positions of trust:
• Board Member: Aletsch Bahnen AG, Faigle AG, Parashift
AG
• Board Chair: T Supplies Holding AG
• Board Vice Chair: 3 T Supplies AG
Past positions of trust:
• Board Member: CR Kommunikation AG, Trendcommerce
Group AG, H-Clearing AG, Legal Claims Holding AG
Tuomas Mäkipeska
Board Member
CFO
M.Sc. (Econ.)
b. 1978, male, Finnish citizen
Member of the Board since 2025
Member of the Audit, Risk and Sustainability Committee
Shareholding in the Company on December 31, 2025:
4,395 shares
Relevant work history:
• CFO of Kemira Oyj*
• Senior Advisor of YIT Corporation
• CFO of YIT Corporation
• Senior Vice President, Facility Services Segment, Interim
President and CEO, Group CFO, Vice President,
Renewable Energy Sources Segment, and Business
Development Director at Lassila & Tikanoja plc
• Management Consultant at Deloitte Ltd
• Project Manager at Fiskars Corporation
• Market Analyst at Rieter Automotive Management AG.
Positions of trust:
• Supervisory Board member: Elo Mutual Pension
Insurance Company
*In November 2025, it was announced Tuomas Mäkipeska’s
appointment as CFO of Kemira Oyj as from April 1, 2026.
Posti_CG2025_minna_pajumaa.jpg
Minna Pajumaa
Board Member
Government Ownership Steering Department,
Senior Financial Counsellor
M.Sc. (Econ.), CEFA
b. 1963, female, Finnish citizen
Member of the Board since 2019
Member of the Personnel Committee
Member of the Strategy Committee
Shareholding in the Company on December 31, 2025: –
Relevant work history:
• Senior Financial Counsellor of the Government
Ownership Steering Department (current)
• Senior Financial Adviser at the Government Ownership
Steering Department
• Client Executive, Structured Corporate Finance, and
other positions at HSH Nordbank AG
• Vice President, Export and Project Finance of
Skandinaviska Enskilda Banken AB
• Various positions at Finnish Export Credit Ltd
Positions of trust:
• Board Member: Veikkaus Ltd
Past positions of trust:
• Board Member: Finnair Plc, Gasum Oy
210
ANNUAL REPORT 2025
Posti_CG2025_stefan_svensson.jpg
Posti_CG2025_satu_ollikainen.jpg
Stefan Svensson
Board Member
COO
M.Sc. (Eng.)
b. 1980, male, Swedish citizen
Member of the Board since 2023
Member of the Personnel Committee
Shareholding in the Company on December 31, 2025:
3,461 shares
Relevant work history:
• Nelly NLY AB, COO (current)
• Logistics and After-sales Manager at NetOnNet AB
• Logistics and IT Manager at Focus Nordic AB
• Logistics Consultant at Proflow AB
Positions of trust:
• Board Member: Nelly NLY AB, Nelly Denmark ApS
Satu Ollikainen
Employee Representative
(not Board member)
Posti Group National Chief Shop Steward
b. 1970, female, Finnish citizen
Shareholding in the Company on December 31, 2025:
1,978 shares
Relevant work history:
• Posti Group: National Chief Shop Steward
• Member of Posti Group's Board of Directors and an
employee representative from 2020 until September 25,
2025
• Various other positions at Posti Group
Positions of trust:
• Vice Chair of the Board of Directors of the Finnish Post
and Logistics Union, PAU
Board member meeting participation in
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
In 2025, the number of meetings held by the Board of Directors
was 14, two of which were held before the Annual General Meeting
2025 and 12 thereafter. The attendance rate at Board of Directors’
meetings in 2025 was 95%.
*As of March 24, 2025
**Until March 24, 2025
***Until September 25, 2025 as Board Member
Other Posti Board of Directors members during 2025:
Kari-Pekka Laaksonen, CEO, Samskip Holding BV, Posti Board
Member since 2021, acted as Board Member until the end of the
Annual General Meeting 2025.
Anni Ronkainen, Board Professional, Posti Board Member since
2023, acted as Board Member until the end of the Annual General
Meeting 2025.
Hanna Vuorela, Vice President, Strategy and Business
Development, Uponor Corporation, Posti Board Member since
2020, acted as Board Member until the end of the Annual General
Meeting 2025.
211
ANNUAL REPORT 2025
Board’s committees
The Board appointed in its constitutive meeting
on March 26, 2025, three permanent
committees to assist in its work: the Audit, Risk
and Sustainability Committee, the Personnel
Committee and the Strategy Committee. The
tasks of the committees are laid out in their
respective written Charters. The committees
prepare matters entrusted to them for the
Board of Directors’ decision. The Chair of the
Committee convenes the committee as required
and reports to the Board on the Committee’s
work on a regular basis in the following Board
meeting.
Audit, Risk and Sustainability
Committee
The Board of Directors elects three to four
members to the Audit, Risk and Sustainability
Committee. The members shall have the
qualifications necessary to perform the
responsibilities assumed by the committee,
which include, among others:
• overseeing and reviewing the Company’s
financial reporting system, Financial
Statements and Interim Financial Reports;
• considering the Sustainability Statement and
other non-financial matters and oversight of
the sustainability reporting;
• monitoring and reviewing the effectiveness of
the internal control systems, internal audit and
risk management policies;
• monitoring and reviewing of the related party
transactions;
• overseeing the statutory audit and assurance
of the Sustainability Report, as well as
considering the audit report and possible audit
minutes, the report on assurance of the
Sustainability Report as well as the additional
Audit, Risk and Sustainability Committee report
prepared by the auditor;
• preparing a proposal for the appointment of
the auditor and the sustainability reporting
assurer;
• assessing the independence of the auditor, and
ensuring oversight of the additional services
offered by them; and
• steering and monitoring the activities of the
Chief Compliance Officer and the Internal
Auditor.
In its constitutive meeting on March 26, 2025,
the Board of Directors resolved that the
members of the Audit, Risk and Sustainability
Committee are Raija-Leena Hankonen-Nybom
(Chair), Mervi Airaksinen, Frank Marthaler and
Tuomas Mäkipeska.
Audit, Risk and Sustainability
Committee meeting participation in
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
In 2025, the number of meetings held by the Audit, Risk and
Sustainability Committee was six, one of which was held before the
Annual General Meeting 2025 and five thereafter. The attendance
rate at Audit, Risk and Sustainability Committee meetings in 2025
was 100%.
*As of March 26, 2025
**Until March 24, 2025
212
ANNUAL REPORT 2025
Personnel Committee
The Board of Directors elects three to four
members to the Personnel Committee. The
members shall have the qualifications necessary
to perform the responsibilities assumed by the
committee, which include, among others:
• monitoring employees’ occupational health
and safety and the related company activities;
• preparing decisions concerning the
appointments and remuneration of the
President and CEO, his/her Deputy and the
executive management;
• preparing the outlines of the Group’s
remuneration, bonus and incentive schemes,
and ensuring that they are fair and
competitive;
• preparing the Remuneration Policy and
Remuneration Report;
• participating in succession planning and
monitoring the development of key potentials;
and
• monitoring employee satisfaction and related
company activities.
In its constitutive meeting on March 26, 2025,
the Board of Directors decided that the
members of the Personnel Committee are
Sanna Suvanto-Harsaae (Chair), Jukka Leinonen,
Minna Pajumaa and Stefan Svensson.
Personnel Committee meeting
participation in 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
In 2025, the number of meetings held by the Personnel Committee
was nine, two of which were held before the Annual General
Meeting 2025 and seven thereafter. The attendance rate at
Personnel Committee meetings in 2025 was 100%.
*As of March 26, 2025
**Until March 24, 2025
Strategy Committee
The Board of Directors elects three to five
members to the Strategy Committee. The
members shall have the qualifications necessary
to perform the responsibilities assumed by the
committee, which consist of consideration and
preparation of the Company’s strategic
decisions, such as:
• acquisitions or divestments requiring the
Board’s approval or being otherwise
strategically significant;
• other significant strategic transactions or
measures, including significant changes in the
business portfolio, being subject to Board
approval;
• regular reviews of the Company’s strategy to
the Board; and
• proposals for significant amendments to the
Company’s strategy or its implementation.
In its constitutive meeting on March 26, 2025,
the Board of Directors decided that the
members of the Strategy Committee are Sanna
Suvanto-Harsaae (Chair), Raija-Leena
Hankonen-Nybom, Jukka Leinonen and Minna
Pajumaa.
Strategy Committee meeting
participation in 2025
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
In 2025, the number of meetings held by the Strategy Committee
was 10, two of which were held before the Annual General Meeting
2025 and eight thereafter. The attendance rate at Strategy
Committee meetings in 2025 was 100%.
213
ANNUAL REPORT 2025
Stakeholder Advisory Council
Based on the Board of Directors resolution, the
Company has a Stakeholder Advisory Council
which is not a corporate body recognized by the
Finnish Companies Act and it does not have any
decision-making power.
According to the Charter the Stakeholder
Advisory Council approved by the Board of
Directors, the Stakeholder Advisory Council aims
to maintain and promote dialogue with the
Company’s key stakeholders to advance Posti’s
interests, brand, and reputation. The Stakeholder
Advisory Council serves as a bridge between
Posti and its stakeholders, providing insights and
recommendations on strategic matters that
impact the Company's long-term success.
The Stakeholder Advisory Council consists of
eight (8) to fifteen (15) members, including the
Chair and Deputy Chair, all of whom are
appointed by Posti’s Board of Directors. The
composition of the Stakeholder Advisory Council
is intended to reflect the structure of the
Company’s key stakeholders as well as expertise
in the Company’s industry and operating
environment. The members are elected for four-
year terms reflecting the term of the Finnish
Parliament and ending at the close of Posti’s
Annual General meeting held in the final year of
the term.
Stakeholder Advisory Council in
December 31, 2025
As from its establishment on October 10, 2025,
the Stakeholder Advisory Council had the
following members: Mia Laiho (Chair), Paula
Werning (Deputy Chair), Tiina Elo, Timo
Furuholm, Tomi Immonen, Aleksi Jäntti, Milla
Lahdenperä, Anders Norrbäck, Jorma Piisinen,
Mika Riipi, Päivi Räsänen ja Timo Suhonen. Their
term will last until the end of the Annual General
Meeting 2026. They received a meeting fee of
EUR 800 (Chair), EUR 600 (Deputy Chair), and
EUR 500 (member) as decided by the Posti Board
of Directors.
The Company had a Supervisory Board from the
start of the year until October 9, 2025, the
members of which were elected by the Annual
General Meeting 2025. The Supervisory Board
was removed as a result of an amendment of
the company’s Articles of Association in
connection with the public listing of the
Company’s share.
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
President and CEO and the Leadership Team
President and CEO
The President and CEO is responsible for the
Group’s operative management in accordance
with the Companies Act and the instructions
and directions issued by the Board of Directors.
The President and CEO is appointed and, if
necessary, dismissed by the Board of Directors,
which also determines the terms and conditions
and remuneration of the President and CEO.
The same applies to the Deputy Managing
Director.
President and CEO and the
Leadership Team in 2025
On December 31, 2025, the President and CEO,
and the Posti Leadership Team was composed
of, as follows:
Posti_CG2025_antti_jääskelainen.jpg
Antti Jääskeläinen
President and Chief Executive Officer
b. 1972, male, M.Sc. (Eng.), M.Sc. (Econ.), MBA, Finnish
citizen
Joined Posti in 2024
Member of the Posti Group Leadership Team since 2024
Shareholding in the Company on December 31, 2025:
71,202 shares
Relevant work history:
• Executive Vice President and a member of the UPM
Group Executive Team, Senior Vice President, EMEIA at
UPM Raflatac
• Interim Executive Vice President at UPM Communication
Papers
• Senior Vice President, Head of Global Operations, Chief
Development Officer and a member of the Group
Executive Board at Amer Sports
• Various management roles at Stora Enso in Finland,
Sweden and the UK
• Engagement Manager and Associate at McKinsey &
Company
• Business Operations Manager at Nokia Networks
• Financial Analyst at Enso Group
Positions of trust:
• Board Member: Vaisala Corporation, Ilmarinen Mutual
Pension Insurance Company, Palta ry
Posti_CG2025_timo_karppinen.jpg
Timo Karppinen
CFO, Deputy Managing Director
b. 1964, male, M. SSc. Finnish citizen
Joined Posti in 2021
Member of the Posti Group Leadership Team since 2021
Shareholding in the Company on December 31, 2025:
28,348 shares
Relevant work history:
• Interim CEO during 2024 at Posti Group Corporation
• CFO of DNA Plc
• Executive Director, Corporate Planning and Strategy at
Ponsse Plc
• CFO of Nokia North America, Nokia Asia-Pacific and
Nokia China
Positions of trust:
• Board Member and Chair of the Audit Committee:
Lindex Group Plc, Luotea Plc
• Board Member: IPK Hockey Oy
Posti_CG2025_peter_ervasalo.jpg
Peter Ervasalo
SVP, Fulfillment and Logistics Services Sweden
b. 1970, male, BBA (Marketing), Finnish citizen
Joined Posti in 2024
Member of the Posti Group Leadership Team since 2024
Shareholding in the Company on December 31, 2025:
9,237 shares
Relevant work history:
• Managing Director of DHL Express Sweden
• Managing Director and Marketing & Sales Director of
DHL Express Finland
• Area General Manager at TNT Finland
• Managing Director of GLS Finland
• Sales Director of UPS Finland, UPS Sweden and UPS
Norway
215
ANNUAL REPORT 2025
Posti_CG2025_yrjö_eskola.jpg
Yrjö Eskola
SVP, Postal Services
b. 1972, male, M.Sc. (IEM), Finnish citizen
Joined Posti in 2013
Member of the Posti Group Leadership Team since 2015
Shareholding in the Company on December 31, 2025:
14,736 shares
Relevant work history
• Senior Vice President, Operations, Interim CIO, Vice
President, Logistics Development, and Director, Strategic
Development Programs at Posti Group
• General Manager, at Nokia Komárom Ltd Hungary
• Director, Global Supply Management at Nokia Mobile
Phones, Nokia Corporation
• Director, EMEA Logistics at Nokia Mobile Phones, Nokia
Corporation
• Various other management roles in EMEA Logistics and
Sourcing & Procurement organization at Nokia Mobile
Phones, Nokia Corporation
Posti_CG2025_sakari_kiiskinen.jpg
Sakari Kiiskinen
SVP, Fulfilment and Logistics Services Finland
b. 1973, male, Studies in Food Sciences (Food economics,
major marketing), Finnish citizen
Joined Posti in 2019
Member of the Posti Group Leadership Team since 2020
Shareholding in the Company on December 31, 2025:
12,276 shares
Relevant work history
• Interim Head of Fulfilment and Logistics Services Finland
(before Transval)
• Director, Head of People Solutions Business Unit,
Transval at Posti Group
• Deputy Managing Director and several management
positions at Suomen Transval Group Oy
• Several positions at Suomen Transval Oy
Posti_CG2025_hallituskuvat_jani_koivu.jpg
Jani Koivu
SVP, eCommerce & Delivery Services
(since December 1, 2025)
b. 1977, male, M.Sc, BA, Finnish citizen
Employed by Posti Group since 2025
Member of Posti Group Leadership Team since 2025
Shareholding in the Company on December 31, 2025: –
Relevant work history
• Managing Director and member of the Kamux Group
Executive Team of Kamux Suomi Oy
• Managing Director and member of the Tech Data Nordic
Executive Team of Tech Data Finland Oy
• Director, Mobile & Consumer Business and member of
the Nordic Executive Team of Tech Data Nordics &
Baltics
• Business Director and member of the European
Executive Leadership Team of Brightstar Europe
(Nordics & Baltics)
• Several other senior leadership roles in commercial
management, logistics and B2B services across Finland
and various European markets
Posti_CG2025_petteri_naulapää.jpg
Petteri Naulapää
SVP, ICT and Digitalization
Senior Vice President, ICT and Digitalization
b. 1968, male, M.Sc. (Eng.), Finnish citizen
Joined Posti in 2018
Member of the Posti Group Leadership Team since 2018
Shareholding in the Company on December 31, 2025:
9,710 shares
Relevant work history
• CIO of Stockmann Plc
• CIO of Vaisala Corporation
• Director, Dynamics AX solutions at Digia Plc
216
ANNUAL REPORT 2025
Posti_CG2025_anna_salmi.jpg
Anna Salmi
SVP, People, Communications and
Sustainability
b. 1979, female, M.Sc. (Econ.), Finnish citizen
Joined Posti in 2021
Member of the Posti Group Leadership Team since 2021
Shareholding in the Company on December 31, 2025:
9,716 shares
Relevant work history
• Senior Vice President, Brand, Communications and
Sustainability at Posti Group
• Chief Digital Officer, Chief Customer Officer and
Director, Digital Retail at Stockmann Plc
• Head of Business and Head of Sales & Marketing at
Aurinkomatkat Oy
• Director, Digital Marketing and Director, Internal Sales &
Loyalty Marketing, Commercial Manager and Sales
Manager at Finnair Plc
• Marketing Manager at Oy Ebookers Finland Ltd
Positions of trust
• Member of the Board: Esperi Care Group Oy
• Member of the Supervisory Board: LocalTapiola General
Mutual Insurance Company
• Board Chair: Posti Group Corporation Occupational
Well-being Foundation
Posti_CG2025_kaarina_sthalberg.jpg
Kaarina Ståhlberg
SVP, Legal and M&A
b. 1966, female, Master of Laws (Helsinki), LL.M. (Columbia
University), Finnish citizen
Joined Posti in 2016
Member of the Posti Group Leadership Team since 2017
Shareholding in the Company on December 31, 2025:
10,738 shares
Relevant work history
• Independent legal advisor
• General Counsel and a member of the Management
Team at Fortum Corporation
• Vice President, Assistant General Counsel at Nokia
Corporation
• Attorney-at-law at three law firms in Finland
Positions of trust
• Board Member and Chair of the Audit Committee:
Vaisala Corporation, Aspo Plc
Past positions of trust:
• Board Member: Kesko Corporation
Changes in the Posti Group Corporation Leadership Team
Arttu Hollmérus, M.Sc. (Econ.), joined Posti in 2019, and acted as
Leadership Team member and SVP, eCommerce and Delivery
Services from 2020 until August 14, 2025.
Kaj Kulp, acting SVP, eCommerce and Delivery Services and
Leadership Team member from August 14, 2025 until
November 30, 2025.
In November 2025, Posti announced that Jani Koivu, MSc BA, was
appointed as SVP, eCommerce & Delivery Services and member of
the Leadership Team as from December 1, 2025.
In November 2025, Posti announced that Kaarina Ståhlberg, SVP,
Legal and M&A, General Counsel would leave the Company at the
end of February 2026, to take on new positions outside Posti.
In February 2026, Posti announced that Kaj Kulp, M.Sc, MBA, was
appointed as SVP, Strategy and Business Development and
member of the Leadership Team as from March 1, 2026.
The Leadership Team
Posti’s Leadership Team assists the President
and CEO in the Group’s operative management.
It also prepares and considers matters for
consideration by the Board of Directors. The
most essential matters considered in the
Leadership Team are the Group’s strategy and
annual planning, business and sales planning
and follow-up, business acquisitions and other
business-related investments and plans,
including future competence, technology and
offering planning.
The Leadership Team is chaired by the
President and CEO. The Leadership Team
includes the following senior executives: Chief
Financial Officer (1), Heads of Business Groups
(4), Heads of key supporting functions (ICT and
Digitalization; Legal, M&A and Innovations; as
well as People, Communications and
Sustainability) (3).
The Chief Financial Officer (CFO) is responsible
for managing Posti’s finances and control
systems, including Group accounting and
Financial Statements, as well as treasury,
taxation, procurement, Group wide strategy and
risk management processes. The Heads of the
Business Groups are responsible for the
leadership, sales, profitability, operations,
business development and customer relations in
their respective Business Group.
The Heads of key supporting functions are
respectively responsible for accelerating Posti’s
digital transformation and managing ICT
resources effectively; for the legal matters, M&A
transactions and Innovations Group wide; as
well as for people strategy and processes, and
communications and sustainability support
when implementing Posti’s strategy.
217
ANNUAL REPORT 2025
Remuneration
The Annual General Meeting decides on
remuneration and their criteria for members of
the Board of Directors and its Committees. The
Board of Directors is responsible for deciding
the remuneration of the President and CEO and
his/her Deputy as well as the members of the
Leadership Team. The President and CEO’s and
his/her Deputy’s benefits are described on
Posti’s website.
The Remuneration Report for 2025, prepared in
accordance with the Corporate Governance
Code that entered into force in 2025, will be
published as a separate report in connection
with the Financial Statements and the Board of
Directors’ Report, and the information will also
be available on Posti’s website.
Other Corporate Governance
Values
Posti has Group wide values underlying all its
operations, including governance.
Posti's values are:
Reliable: We are a transparent partner and
employer and communicate openly. We keep
our promises and take ownership also when the
unexpected happens.
Respectful: We take responsibility for our
people, the planet and that we do meaningful
things. We feel proud of who we are and what
we do together. We respect our colleagues,
customers and partners.
Progressive: We continuously improve our
competencies and business to better serve our
customers. We are curious and open to change
and want to be proactive frontrunners.
218
ANNUAL REPORT 2025
Compliance at Posti
Code of Conduct
The Code of Conduct, as part of the overall
governance structure, includes the standard
guidelines to comply with responsible and
ethical practices and procedures in all Posti’s
operations. The Code of Conduct is
complemented by various policies and
guidelines.
The Code of Conduct was renewed in 2025, as
well as the mandatory e-Learning module.
During 2024-2025, a total of 81% of all Posti
employees had completed the e-Learning
module on the Code of Conduct. In addition,
Posti has a separate Supplier Code of Conduct
in place, and the Company expects its business
partners to act responsibly and to comply with
the requirements set forth therein.
Compliance management
The compliance management system in Posti is
centralized as to its planning and oversight but
decentralized as to its implementation. The
compliance management system consists of
various activities, standards and processes, the
primary task of which is to support the Board of
Directors and the operative management to
ensure that Posti Group as a whole complies
with laws and regulations as well as applicable
Posti policies, rules and guidelines. Those
activities include, e.g., a notification channel for
reporting suspected malpractice or misconduct,
continuous training of employees and the
sanctions compliance processes.
Insider administration
The Posti Group complies with the Posti Group
Corporation Insider Guidelines, Finnish
legislation, EU regulation, including the
provisions of Regulation (EU) No 596/2014 of
the European Parliament and of the Council on
market abuse (Market Abuse Regulation,
“MAR”), the rules and guidelines of Nasdaq
Helsinki Ltd, the guidelines of the European
Securities and Markets Authority (ESMA) and
the Financial Supervisory Authority, and the
Finnish Corporate Governance Code.
A list covering the members of the Board of
Directors and the Managers (CEO, CFO, Heads
((SVP)) of BGs) defined in Posti Insider
Guidelines, as well as their closely associated
persons, is maintained by the Company, and
these persons are obligated to notify Posti and
the Financial Supervisory Authority of all
transactions they have made with Posti’s shares
or other related financial instruments.
In addition, insider management maintains a list
of the Company employees and other persons
who have regular access to the Group’s
unpublished financial information on the basis
of their position, duties and access rights
(financial information recipients).
Managers and financial information recipients
must not trade in Posti’s shares or other related
financial instruments during the 30-day period
(closed window) preceding publication of the
interim report, half-year financial report or
financial statements, nor on the date of their
publication (30+1).
In addition, project-specific insider lists are
maintained of persons involved in insider
projects. Persons entered in a project-specific
insider list must not trade in Posti’s shares or
other related financial instruments during the
project.
All of the above persons shall be informed in
writing of their inclusion on the list and of their
status and obligations in that regard. The
Company also organizes training and provides
advice for them.
The Group’s General Counsel is responsible for
the guidance and supervision of insider matters
in Posti Group. Lists on managers and financial
information recipients as well as project-specific
insider lists are maintained in Posti’s legal
affairs.
Any actions that violate Posti Group Corporation
Insider Guidelines or suspected violations
thereof should be reported, depending on the
suspected breach, either directly to the General
Counsel or the Chief Compliance Officer, or
alternatively, by using the anonymous
notification channel available.
Related party transactions
Posti has Group wide procedures in place to
assess potential conflicts of interest and to
ensure that any transactions with related
parties are executed in an ordinary course of
business and at arm’s-length on a continuous
basis.
Posti continuously maintains a record of its
related parties. Agreements, if any, with related
parties not meeting the above requirements are
subject to review and approval by the Audit,
Risk and Sustainability Committee. Further
information is disclosed in the notes to the
Financial Statements.
219
ANNUAL REPORT 2025
Internal control
Internal control is part of Posti Group’s
corporate governance, and it is embedded into
the Group’s day-to-day operations. The main
purpose is to provide reasonable assurance for
the achievement of organizational objectives
with regards to efficiency of operations,
reliability of internal and external reporting, and
compliance with applicable laws, regulations
and internal policies.
It helps the organization to understand the risks
related to achieving the above-mentioned
objectives and how to manage risks to an
acceptable level. Posti Group’s corporate
culture, governance and the approach to
internal control create together the basis for
internal control process. The President and CEO
of Posti Group is responsible for the
establishment of an internal control system
within the Group.
The Heads of the Business Groups and Group
Functions are responsible for organizing internal
control within their area of responsibility.
The internal control in Posti Group is based on
the Committee of Sponsoring Organizations
(COSO) Internal Control framework. The
international COSO framework in Posti includes
the following components:
1. Control environment
Posti Board of Directors provides attention and
direction by establishing governance structures,
authorities and responsibilities which facilitate
the implementation of the Group’s objectives.
The Group’s policies and guidelines establish
the frame for internal control. Integrity, ethical
values and competence of Posti's personnel are
the foundation for Posti’s control environment.
2. Risk assessment
Internal controls are defined based on risk
identification and assessment. The risk
identification and assessment are performed
systematically in accordance with the Posti
Group Risk Management Policy. In the risk
assessment the identification of the internal and
external risks is performed. Assessment of
compliance and fraud risk is also part of this
process.
3. Control activities
Control activities are based on documented
process descriptions and identified risks.
Control activities are performed at all levels of
the organization and are embedded to day-to-
day activities. Activities include (among others)
verifications, approvals, performance reviews,
segregation of duties, controls on IT systems
and access rights as well as safeguarding Posti’s
assets, including its brand.
4. Information and communication
The management ensures that internal control
objectives and responsibilities are
communicated to the personnel and that
personnel are adequately trained on internal
control matters. Internal control status, and any
control defects identified, are timely and
regularly reported according to the reporting
lines, flowing down, across and up the
organization. The CFO and the Group Internal
Audit report regularly on the state and
efficiency of internal control to the Audit, Risk
and Sustainability Committee.
5. Monitoring
Posti’s internal control system and its
performance over time is assessed via a
monitoring process. Monitoring is performed
both on a continuous basis and through
separate evaluations that include internal and
statutory audits, and other audits such as
quality system audits.
Posti’s management performs ongoing
monitoring as part of its supervisory activities.
The business management and group support
functions are responsible for ensuring that all
required controls are designed and monitored,
and relevant laws and regulations and internal
policies are complied with. The operational
managers within the organization manage
process risks and ensure that control activities
are performed. The Group Compliance function
supports the management in the monitoring of
the policies. The Group Finance function
ensures that reporting (external and internal)
related controls are designed and implemented
and that those are monitored.
The Audit, Risk and Sustainability Committee
assures and assesses the adequacy and
effectiveness of Posti’s internal control and risk
management. The Internal Audit function
performs regular audits of Group legal entities,
businesses, and support functions in
accordance with its annual plan approved by
the Audit, Risk and Sustainability Committee. In
addition, Posti’s statutory auditor and other
assurance providers, such as the IT system
auditor and the quality auditor, conduct their
evaluations of Group’s internal controls.
Risk management
The Group’s risk management covers all Group
operations and is an integral part of Posti’s
strategy, business planning and other processes.
Risk identification, analysis and planning of
management measures are carried out
regularly, applying an assessment of risk
probability and impact. Regular risk reviews are
carried out in order to ensure the
appropriateness and continuous development
of risk management.
220
ANNUAL REPORT 2025
The Heads of the Business Groups and Heads of
Group Functions are responsible for identifying
key risks and implementing sufficient controls.
Each employee is also responsible for
implementing appropriate risk management
processes and reporting identified risks to their
superior or other line management. There are
specific instructions on reporting risks
endangering safety, security, Posti’s business or
customer relations, or compliance issues.
The Board of Directors reviews Posti Group’s key
risks, the risk management system and Posti’s
level of risk appetite at least once a year. The
Audit, Risk and Sustainability Committee is
responsible for monitoring and evaluating the
adequateness and efficiency of Posti’s risk
management process as well as internal control
systems and for assessing Posti Group’s key
risks in connection with the financial reporting.
The President and CEO, together with the CFO,
ensure that the principles and processes of risk
management are embedded in Posti’s
management system and control and reporting
processes.
Internal audit
Posti Group Internal Audit provides
independent, risk-based assessment, assurance
and advisory services designed to add value and
improve Posti’s operations. It helps Posti to
accomplish its objectives by bringing a
systematic, disciplined approach to evaluating
and improving the effectiveness of risk
management, control and governance
processes. Internal audits are conducted in
accordance with the Internal Audit’s rolling
annual plan approved by the Board’s Audit, Risk
and Sustainability Committee. Internal Audit
also oversees the correct actions decided by
the management, and reports on the monitoring
results to Posti Leadership Team and the Audit,
Risk and Sustainability Committee.
The Head of Posti Group Internal Audit reports
administratively to the President and CEO and
functionally to the Audit, Risk and Sustainability
Committee. The function’s own resources and
external experts are used in the execution of
the audits.
External audit
The authorized public accountancy firm
PricewaterhouseCoopers Oy was re-elected at
the Annual General Meeting 2025 as Posti’s
auditor, with Samuli Perälä M.Sc. (Econ.), APA as
the principal auditor. The AGM 2025 also
resolved to elect sustainability audit firm
PricewaterhouseCoopers Oy as the Company’s
sustainability reporting assurance provider, with
Samuli Perälä M.Sc. (Econ.), APA, as principally
responsible sustainability reporting assurer. The
term of office of the auditor as well as the
sustainability reporting assurance provider is
one financial year until the close of the
following Annual General Meeting.
In 2025, the auditor was paid EUR 1.0 million for
audit services. In addition, the auditor was paid
EUR 1.6 million in 2025 for other services.
Auditor's fees
EUR million
2025
2024
Audit*
1.0
1.0
Other services**
1.6
0.1
*Audit includes EUR 0.2 (0.1) million audit-related services.
**Other services consist mainly of costs related to the listing.
221
ANNUAL REPORT 2025
Remuneration Report
Introduction
This is the 2025 Remuneration Report for Posti Group Corporation (hereinafter “Posti” or the
“Company”). It describes the remuneration paid to members of the Board of Directors, the President
and Chief Executive Officer (CEO) and the Deputy Managing Director of Posti Group during the year
2025. Unless otherwise indicated in the individual context, the references to CEO shall also mean a
reference to the Deputy Managing Director. What is said about the CEO in this Remuneration Report,
shall also apply to possible Deputy Managing Director.
The report has been prepared by the Personnel Committee, chaired by Sanna Suvanto-Harsaae, in
accordance with the Finnish Corporate Governance Code 2025, which conforms to the requirements
of the EU Second Shareholder Rights Directive, as well as in accordance with legislation with which the
Directive has been implemented in Finland. The report will be presented at the 2026 Annual General
Meeting of Posti for an advisory shareholder vote.
In line with responsible remuneration governance, input from Posti’s key stakeholders are considered.
This includes shareholders and their representatives, investors and proxy advisors, employees,
regulators and other societal stakeholders. Posti takes into account their views in remuneration
governance and when evaluating the effectiveness, fairness and transparency of Posti’s remuneration
structures.
In conformity with the Corporate Governance Code, the remuneration of the other members of Posti
Group’s Leadership Team than the CEO and Deputy Managing Director is presented on the website
Posti remuneration approach and the link to sustainability
The Posti remuneration philosophy is designed to support the achievement of our strategic goals and
to reward proven results and excellent performance aligned with Posti strategy, culture, and values.
Its purpose is to attract and retain the best talent and teams while motivating them to deliver results
and drive the development of Posti.
The target setting of the short- and long-term incentive plans reflects Posti's strategic priorities. In
accordance with Posti's Remuneration Policy, in addition to a fixed salary, short-term and long-term
incentives are applied to the CEO, with targets based on financial and strategic indicators that
promote sustainable, long-term shareholder value.
Sustainability is a key strategic priority for Posti and is embedded in thee company's short- and long-
term incentive programs. Work safety and reducing accident frequency are part of the short-term
incentive program and apply to all employees participating in the program, ensuring that safety
remains a shared responsibility across the organization. Posti’s greenhouse gas emissions target,
validated by the Science Based Targets initiative, is included in the Posti management’s long-term
incentive program. Employee engagement is also part of the long-term incentive program and it is
measured twice a year in Posti's employee survey. Using the Engagement Index, we monitor and
strengthen our personnel's commitment and motivation to their work and organization.
We believe that incorporating sustainability targets into our short- and long-term incentive programs
will underpin responsible business practices, enhance long-term value creation and ensure that our
success benefits all stakeholders; employees, customers, shareholders and the society.
Remuneration highlights from 2025
As in previous years, the remuneration of all personnel has been targeted on timely remuneration for
good performance.
“We delivered resilient results in 2025 despite challenging market conditions. This achievement
reflects the hard work and dedication of all Posti employees. We succeeded in further improving
operational efficiency and demonstrated innovation in reaching our goals as a team. We also
222
ANNUAL REPORT 2025
continued to recognize and reward the excellent performance of our employees in operations,” says
Sanna Suvanto-Harsaae, Chair of the Board of Directors of Posti Group.
The third quarter in 2025 marked a historic milestone for Posti, as the Company was listed on the
official list of Nasdaq Helsinki. As part of the listing, a personnel offering was arranged in which Posti
issued 500,000 new shares. The subscription price was set at 10 percent below the public share sale.
Employees in Finland, Sweden, Estonia, Latvia, Lithuania, and Norway—as well as members of the
Board of Directors, the Leadership Team, and Posti’s personnel fund—were eligible to participate in
the offering.
“It has been encouraging to see that over 1,100 Posti employees chose to participate in the personnel
share offering and become shareholders. With this broader base of employee ownership, our
personnel’s role in shaping Posti’s future is further strengthened. The listing provides us with a solid
foundation for continued growth and development as we move forward together” Suvanto-Harsaae
adds.
Application of Remuneration Policy in 2025
The Remuneration Policy amended in 2025, reflects the public listing of Posti’s shares in Nasdaq
Helsinki in October 2025. Consequently, the maximum cap of the variable payment in total for the
CEO was increased from 120% to 200% and the long-term incentives may also be payable in shares.
The Remuneration Policy amendment in 2025 was approved by an advisory vote by the Extraordinary
Shareholders meeting in September 2025.
The remuneration of the Board of Directors, the CEO and the Deputy Managing Director in the
financial year 2025 was in accordance with the amended Remuneration Policy. No amounts were
recovered during the financial year. In line with the policy, the Board exercised its discretion to make
one-time upward adjustments on the grounds of the CEO transition to the outcomes of the 2024
short-term incentive for the CEO and Deputy Managing Director as described later in the document.
The short-term incentive of the year 2024 was paid in 2025.
Remuneration and company performance over the last five financial years
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
1Jukka Leinonen since April 3, 2023. Per Sjödell until April 3, 2023.
2Antti Jääskeläinen since August 1, 2024. Timo Karppinen as Interim CEO since March 21, 2024, until July 31, 2024.Turkka Kuusisto until March
20, 2024.
3Timo Karppinen Deputy Managing Director since August 1, 2024. Interim CEO since March 21, 2024, until July 31, 2024. Remuneration paid
during the time in the Interim CEO position was EUR 210,525.
4Posti’s total employee benefits deducted by pensions and other social expenses and divided by amount of full-time equivalent personnel.
223
ANNUAL REPORT 2025
Board of Directors Remuneration and Supervisory Board Remuneration
2025
Board of Directors Remuneration
The Board of Directors is responsible for the management of the Company and the proper
organization of its operations. Remuneration for the Board of Directors is approved annually at the
Annual General Meeting (AGM) of shareholders.
Starting from AGM 2026, AGM will decide on the Board remuneration based on a proposal submitted
by the Shareholders’ Nomination Board. As before the Listing, the AGM decision on Board
remuneration will cover the period extending to the following year’s AGM.
For their term of office from AGM 2025 until AGM 2026, the Board members received a monthly fee
(based on their role) and an additional meeting attendance fee. In connection with the Listing, Posti
personnel including the Leadership team and the Board of Directors were offered an opportunity to
subscribe for Company shares at a 10% discount to the listing price. The Board of Directors subscribed
28,201 shares through the personnel offering. The benefit received by the Board of Directors in the
form of discount in the subscription price was EUR 21,151. The Board members did not receive other
benefits from Posti. 
Remuneration in EUR payable to Board members determined at the 2025 AGM
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
*Meeting fee for other than domestic on-site meetings will be paid in double, i.e., EUR 1,200 per meeting.
Board of Directors Remuneration 2025
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
Supervisory Board Remuneration
Until the Listing, Posti Group had a governance model in which the management of the Company was
supervised by the Supervisory Board. The remuneration of the Supervisory Board was approved
annually at the AGM. Supervisory Board members received a fixed fee based on meeting attendance
and they did not receive other benefits from the Company.
Meeting compensation in EUR payable to Supervisory Board members determined at the AGM in 2025
was:
EUR
Fixed fee/meeting
Chair of the Supervisory Board
800
Deputy Chair of the Supervisory Board
600
Member
500
Supervisory Board members do not receive other benefits from Posti.
The term of the Supervisory Board members who were elected by AGM 2025 ended on October 9,
2025 in connection with the Listing and no meeting fees accrued for its members thereafter. Between
AGM 2025 and the end of their term, the members of the Supervisory Board were paid the following
fees in total:
Supervisory Board Remuneration 2025
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
Remuneration of the President and CEO and Deputy Managing Director in
2025
The Board of Directors decides on the remuneration of the President and CEO and the Deputy
Managing Director based on the proposal of its Personnel Committee.
The President and CEO’s and the Deputy Managing Director’s variable pay earning opportunity is
based on a combination of short-term and long-term targets which are balanced between long-term
value creation and efficient achievement of short-term goals. Founded on the principles described in
the Introduction above, the target setting of the President and CEO’s and the Deputy Managing
Director’s variable pay is designed to support the achievement of Posti’s strategic goals and
sustainability strategy, to maximize shareholder value creation in the long term and to reward for
excellent performance.
In the financial year 2025, the President and CEO’s and the Deputy Managing Director’s remuneration
consisted of a fixed salary (including fringe benefits) and variable pay. Variable pay may be based on
short-term and long-term incentive plans. Until the Listing, the maximum amount of paid variable
compensation in relation to fixed salary was determined based on the Finnish state’s remuneration
guidelines applicable at any given time and was until the Listing capped at 120% of annual base salary.
At target level, paid variable compensation equalled to 50% of annual base salary. The President and
CEO has no supplementary pension. In connection with the Listing, the Board of Directors decided
that the maximum amount of paid variable compensation is capped at 200% of annual base salary
(100% at the target level).
The President and CEO and the Deputy Managing Director along with the other members of Posti
Group’s Leadership Team received a cash bonus in connection with the personnel offering, which was
arranged in connection with the Listing (the “Listing Incentive”). The Listing Incentive was a one-off
plan related to the completion of the Listing and had one cliff vesting criterion as a condition for the
payment of the reward: the successful completion of the Listing. The amount of the reward paid
based on the plan both for the President and CEO and the Deputy Managing Director was 100 percent
of the regular annual base salary of April 1, 2025. The payment of Listing Incentive was conditional on
the completion of the personnel offering and the Listing. The President and CEO and the Deputy
Managing Director had stated that they were to use the net amount of the Listing Incentive for share
subscription in the personnel offering. Further details of the amount paid as Listing Incentive have
been presented in the table on the following page.
The President and CEO and the Deputy Managing Director made share subscriptions in the personnel
offering. The subscription price in the personnel offering was 10% lower than the sales price in the
public share sale in connection with the Listing. This discount in the subscription price constituted a
non-taxable benefit to the Company’s personnel in Finland to the extent they subscribed shares in the
personnel share offering. The President and CEO subscribed a total of 71,202 shares in the personnel
offering, of which 29,029 shares were subscribed with the Listing incentive proceeds. The benefit
received by the President and CEO in the form of discount in the subscription price was EUR 53,402.
The Deputy Managing Director subscribed total of 28,348 shares in the personnel offering, of which
21,722 shares were subscribed with the Listing incentive proceeds. The benefit received by the Deputy
Managing Director in the form of discount in the subscription price was EUR 21,261.
The principles and rules regarding remuneration of the President and CEO also apply to the Deputy
Managing Director except that after the Listing the variable pay earning opportunity of the President
and CEO and the Deputy Managing Director have been differentiated in accordance with normal
market-based practice and as described below.
Throughout the financial year 2025 and continuing on the publication date of this Remuneration
Report, Antti Jääskeläinen serves as the President and CEO and Timo Karppinen as the Deputy
Managing Director while also serving as the CFO of Posti Group.
In 2025:
• President and CEO Antti Jääskeläinen was paid a total remuneration of EUR 1,214,322. The relative
proportion of fixed pay was 40.6% and variable pay 59.4%. The fixed pay includes a base salary and
benefits while variable pay included short- and long-term incentives and a one-off Listing Incentive.
• Deputy Managing Director Timo Karppinen was paid a total remuneration of EUR 884,383. The
relative proportion of fixed pay was 35.6% and variable pay 64.4%. The fixed pay includes a base
salary and benefits while variable pay included short- and long-term incentives and a one-off Listing
Incentive.
226
ANNUAL REPORT 2025
The composition of the President and CEO’s and the Deputy Managing Director’s remuneration paid
in, and payable based on, the financial year 2025 are further illustrated in the following tables.
Total remuneration of the President and CEO and the Deputy Managing Director
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
*During 2025 Antti Jääskeläinen and Timo Karppinen changed part of their holiday bonus to time-off
**Antti Jääskeläinen and Timo Karppinen had stated that they were to use the net amount of the Listing Incentive for share subscription in the
personnel offering. Antti Jääskeläinen subscribed 29,029 shares and Timo Karppinen 21,722 shares with Listing incentive proceeds in the
personnel offering. The subscription price in the personnel offering was 10% lower than the sales price in the public share sale in connection
with the Listing as described on the previous page.
Remuneration of the President and CEO and Deputy Managing Director paid
in 2025
Short-term incentive target setting and outcome for the year 2024 paid to the
President and CEO and Deputy Managing Director in 2025
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%*
*The formulaic outcome under the plan was 33.5% of annual base pay. The bonus paid to the President and CEO Antti Jääskeläinen for 2024
performance from August 1, 2024, to December 31, 2024, was adjusted to 80.0% of annual base pay for the same period. This one-time
adjustment was approved by the Board, who have the discretion to adjust the bonus in exceptional circumstances. For Deputy Managing
Director Timo Karppinen the formulaic outcome was also 33.5% of annual base pay and the bonus paid was adjusted to 40.5% in recognition
for additional responsibilities during the CEO transition, as approved by the Board.
Listing incentive target setting and outcome paid to the President and CEO and
Deputy Managing Director in 2025
One-off plan, separate from the annual short-term incentive plan
Performance measures
Weight
Achieved or Not
Achieved
Cliff vesting criterion: Completion of the Listing
100%
Achieved
Long-term incentive paid to the President and CEO and Deputy Managing Director
in 2025
The long-term incentive paid in 2025 is based on the monetary long-term incentive plan (LTI) 2022–
2024.
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%**
*Greenhouse gas emission target covers Scope 1 and 2 emissions
**Antti Jääskeläinen participated in the LTI 2022–2024 plan for year 2024 and monetary outcome is prorated to reflect participation.
227
ANNUAL REPORT 2025
Remuneration of the President and CEO and Deputy Managing Director in
2026
Short-term incentive accrued to the President and CEO and Deputy Managing
Director in 2025 but payable in 2026
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%
Long-term incentive reward accrued to the President and CEO and Deputy
Managing Director payable in 2026
The long-term incentive reward accrued and payable in 2026 is based on the monetary long-term
incentive plan (LTI) 2023-2025.
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%**
*Greenhouse gas emission target covers Scope 1 & 2 emissions
**Antti Jääskeläinen participated in the LTI 2023–2025 plan for years 2024–2025 and monetary outcome is prorated to reflect participation.
228
ANNUAL REPORT 2025
Outstanding long-term incentives granted to the President and CEO and the Deputy Managing Director
The outstanding long-term incentives granted are set out in the table below. Following Posti's Listing, rewards under the incentive programs may also be settled in shares. The Board has resolved that the LTI
2024–2026 and LTI 2025–2027 rewards for the President and CEO and the Deputy Managing Director will be settled in shares. Under the new Performance Share Plan (PSP 2026–2028) participants may
receive Posti Group shares as a reward, subject to the achievement of performance targets set by the Board.
As described earlier, the variable compensation in Posti Group is capped at 200% of annual base salary. Effective from 2026, the President and CEO’s and Deputy Managing Director’s variable pay maximum
has been updated to conform to this pay cap level. Due to this change the absolute total shareholder return (aTSR) has been added as a performance measure to the LTI 2024–2026 and LTI 2025–2027 plans.
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
1 Greenhouse gas emission target covers Scope 1 and 2 emissions in LTI 2024–2026 and LTI 2025–2027. In PSP 2026–2028 Greenhouse gas emission target covers Scope 1, 2 and 3.
2 The Board of Directors after the Listing converted the cash-based earning opportunity allocation in this long-term incentive plan to a share allocation.
3 Gross earning from which the payroll tax is withheld and the net paid in shares.
4 The presented weightings are rounded, which may cause the total to differ from 100%.
229
ANNUAL REPORT 2025
Tax Footprint and Income Tax Report
In its reporting of taxes per country, Posti
adheres to the country-specific tax reporting
guidelines for companies of which the state is
the majority shareholder, provided by the
Ownership Steering Department of the Prime
Minister’s Office on June 7, 2022. This report also
includes the main information required in the
income tax report referred to in Chapter 7 b of
the Accounting Act. The disclosures in this report
are reported in accordance with the IFRS
accounting principles.
This is a voluntary published Income Tax Report
which does not meet all disclosure requirements
for the public country-by-country report. The
Income Tax Report in accordance with the
Accounting Act (Chapter 7 b) to be later
available at posti.com.
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**)
* Board of Directors’ proposal to the Annual General Meeting.
** The dividend of EUR 31.8 million and extra dividend of EUR 150.0 million decided on December 20, 2024.
230
ANNUAL REPORT 2025
Tax strategy
All companies in the Group are committed to
operating responsibly and to meeting all
obligations and requirements defined by
applicable legislation in each country. Posti
Group companies pay their taxes in the countries
in which their actual business operations take
place. All taxes are to be paid on time, without
delay. The Group’s long-term target is to ensure
that the Group’s effective tax rate is at the same
level as the corporate income tax rate applicable
in Finland at any given time.
According to the Group’s tax strategy, taxation is
always a consequence of business operations,
which means that tax solutions must also be based
on business needs. Posti does not practice tax
planning that would aim to artificially decrease the
Group’s taxable income. In tax-related issues, the
Group operates within the framework of legislation
and legal practice in planning the taxable profit of
Group companies. The available methods can
include the utilization of tax losses accumulated in
a subsidiary or the granting of group contributions,
for example. In transfer pricing between Group
companies, Posti always aims to ensure that the
prices are at arm’s length. To clarify taxation
practices, some situations may involve contacting
the tax authorities for either verbal guidance or a
written decision on the taxation treatment of the
planned action.
Management of tax-related issues
The management of tax-related issues is
centralized to the Group Finance unit, which is
responsible for managing and monitoring the
Group’s tax-related issues. Decisions related to
taxation are made at the Group level. Significant
matters of principle are presented to the parent
company’s Board of Directors for decision-
making. The Group’s CFO reports on taxation-
related issues to the Audit, Risk and
Sustainability Committee of the Board of
Directors. The key task in the management of
tax-related issues is to ensure that all Group
companies comply with the regulations of tax
legislation in all countries of operation. Tax risk
management is part of the Group’s risk
management process. To meet all compliance
requirements in taxation, regular tax training is
held and written instructions have been
prepared where necessary. Tax reporting has
certain key controls to ensure that the reported
information is accurate and correct.
Principles observed in tax reporting
Posti reports its tax footprint openly and
transparently. The Group highlights potential
decisions by the tax authorities and appeals
concerning decisions by the tax authorities when
such decisions and appeals have a material
impact on the Group’s tax position.
The information representing the tax footprint is
based on data collected from the Group’s
accounting systems. Amounts denominated in
currency other than euro have been translated to
euros. Balance sheet amounts have been
translated using the exchange rate of the balance
sheet date and all other amounts have been
translated using the average rate of the financial
year. Taxes refer to taxes or tax-like fees paid to
public sector entities, whether they are paid or
remitted by the company. The nature and amount
of taxes vary significantly from country to country.
Taxes payable refers to taxes paid by the Group
companies that are, as a rule, expensed in the
Company’s financial statements. Taxes remitted
refers to taxes or fees collected by the companies
that are remitted to tax recipients, often on behalf
of parties other than the company itself. The
information is provided on a payment-specific
basis, in that it relates to payments remitted to tax
recipients during the reporting period.
Countries where Posti has no operations are
excluded from reporting, even if the Group has a
company in that country. In these countries, such
as Germany, Posti’s companies pay limited or no
income taxes. The tax footprint provides
information on an unconsolidated basis according
to the country of location of the company. In 2025,
the Group had operations in six countries. Posti
does not have any operations or companies in
countries classified as tax havens, where the
corporate income tax rate is significantly lower
than the Finnish corporate tax rate. More detailed
information about the companies included in the
report is provided in Consolidated Financial
Statement’s note Group companies.
The Group’s tax position
The Group’s effective tax rate was 34.1% (25.6%).
The effective tax rate is calculated based on
accrual-based income taxes and changes in
deferred taxes. The effective tax rate was
particularly impacted by the accumulated losses
in Sweden, for which no deferred tax assets were
recognized.
The Group’s accrual-based income taxes for the
financial year, excluding the effect of changes in
deferred taxes, amounted to EUR 8.0 (14.7) million.
Posti Group does not have any pending tax
disputes in Finland or its other countries of
operation.
The Pillar 2 minimum income tax system for
international groups of companies came into
effect in Finland at the beginning of 2024. The
regulations apply to Posti Group in all its
operational countries. Due to transitional safe
harbors, the new regulation did not have any
impacts on Posti’s income tax positions during
2025.
231
ANNUAL REPORT 2025
Group’s country-by-country tax reporting
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
-
The Group has restated the amount of net sales, other operating income and financial income, and accumulated earnings at the end of financial year 2024.
232
ANNUAL REPORT 2025
Taxes to be paid by category
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
Remitted taxes by category
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
Taxes to be paid by category,
total EUR 54.8 million (% of total)
13743895355795
Taxes to be paid by geographical area,
EUR 54.8 million
EUR million
4398046537861