Board of Directors’
Report and financial
statements
2025
Digia’s Board of Directors’
Report and Financial
statements for 2025 also
include the Corporate
governance statement
as well as Sustainability
statement.
Board of Directors’
Report
4
Corporate governance
statement
13
Sustainability
statement
23
Financial
statements
70
Board of Directors’ Report
Corporate governance
statement
Consolidated
financial statements
Sustainability
statement
Notes to the consolidated
financial statements
Parent company’s
financial statements
50.2%49.8%
192
206
217
171
156
20252024202320222021
Liikevaihdon kehitys
miljoonaa euroa
Business model
Service and maintenance business
Project business
Development of net sales
EUR million
We build intelligent
business
Digia is a trusted European partner in
intelligent business. As a consulting,
software and service company, we help
our customers to create, maintain and
develop intelligent business.
Net sales
217
EUR million
21.3
EUR million
Professionals, approximately
1,600
Corporate governance
statement
Consolidated
financial statements
Sustainability
statement
Notes to the consolidated
financial statements
Parent company’s
financial statements
Board of Directors’ Report
Digia in brief ................................. 5
Group structure ............................. 5
Strategy and business development ........ 6
Key figures .................................. 7
Profit guidance for 2026..................... 7
Markets, business environment, and
Digia’s market position ...................... 7
Acquisitions and business combinations.... 8
Financial review 2025........................ 8
Human resources and administration ....... 8
Share capital and shares .................... 8
Share-based payments ..................... 9
Trading in shares during the fiscal year...... 10
F lagging notifications ....................... 10
Corporate governance ...................... 10
Board of Directors and auditor............... 11
Commit tees of the Board of Directors....... 11
CEO and Management Team ................ 11
Events after the balance sheet date ........ 12
Risks and uncertainties ..................... 12
Board’s dividend proposal ................... 12
Board of Directors’ Report
Hallituksen toimintakertomus
Corporate governance
statement
Consolidated
financial statements
Sustainability
statement
Notes to the consolidated
financial statements
Parent company’s
financial statements
Board of Directors’ Report
5 Board of Directors’ Report and financial statements 2025
Most Digital
Sweden AB
Finnovative
Solutions UAB
Climber
Benelux B.V.
Peoplevibe
Sp. z o.o.
Digia Plc
Digia
Finland Oy
Climber AB
Digia
Sweden AB
Productivity
Leap Oy
Savangard Sp. z o.o.
Board of Director’s Report 2025
Digia in brief
Digia is a trusted European partner in intelligent business. As a consulting,
software and services company, we help our customers to create, maintain
and develop intelligent business. We bring the benefits of AI to our customers’
everyday processes, products, and services throughout their lifecycles. Our
of fering includes services and products from consulting to data, AI, integrated
systems and continuous 24/7 service delivery.
Digia’s software and service business is heavily dependent on its experts.
Our employees, around 1,600 experts, are the key to our success. We aim to
be an at tractive employer in the technology sector – a goal-oriented employer
that supports personnel wellbeing and competence development.
2025 was the third and final year of our “Unlock Your Intelligence” strategy.
Our strategy is based on delivery capabilities that are valued by customers
and our organization’s ability to engage in continuous renewal. Our financial
objectives for the strategy period 2023–2025 were annual growth of over
10 percent in net sales, including both organic and inorganic growth, and
operating profit (EBITA) of more than 12 percent of net sales at the end of
the strategy period. We were also aiming for our international operations
to account for more than 15 percent of net sales by its end. As the strategy
period drew to a close, we had achieved average annual growth of 8.3
percent and operating profit (EBITA) of 14.1 percent. International operations
accounted for 20.3 percent of our net sales at period end.
In spite of the challenging market situation caused by the uncertain
business environment in 2025, we continued to grow profitably for the tenth
year in a row. Continuous services and our own well-established software
products brought stability and scalability during the past year. In addition,
growth was generated particularly by Climber Sweden, modern software
development, Digia Hub subcontractor network, and Microsoft product
solutions. The use of artificial intelligence in projects and our own operations
took of f during the fiscal year. Furthermore, Savangard, which has been
consolidated in the Group’s financial figures since June, showed strong
growth.
Group structure
Digia operates in ten locations in Finland. Abroad, we operate in Stockholm and
Malmö in Sweden, in Hengelo in the Netherlands, and in Warsaw, Częstochowa
and Poznań in Poland. Our headquarters are located in Helsinki. On 31
December 2025, the Digia Group included the parent company Digia Plc and
the following subsidiaries:
• Digia Finland Oy and its subsidiary Most Digital Sweden AB
• Productivity Leap Oy
• Digia Sweden AB
• Climber AB and its subsidiary Climber Benelux B.V.
• Top of Minds AB
• Savangard Sp. z o.o. and its subsidiaries Peoplevibe Sp. z o.o. and
Finnovative Solutions UAB
All subsidiaries are wholly owned by Digia.
In order to streamline the Group structure, Digia started the merger
process of its subsidiaries in Sweden on February 18, 2025, merging Climber
International AB into Climber Holding AB, and Climber Holding AB into Climber
AB on July 1, 2025. Climber Finland Oy was merged into Digia Finland Oy on
July 1, 2025.
On June 3, 2025, Digia acquired the entire share capital of Savangard in
Poland and added Savangard Sp. z o.o. and its subsidiary Peoplevibe Sp. z o.o.
to the Group structure, along with the Lithuanian company Finnovative
Solutions UAB which is classified as held for sale.
Corporate governance
statement
Consolidated
financial statements
Sustainability
statement
Notes to the consolidated
financial statements
Parent company’s
financial statements
Board of Directors’ Report
6 Board of Directors’ Report and financial statements 2025
Strategy and business development
2025 was the final year of Digia’s strategy period 2023–2025. Our “Unlock Your
Intelligence” strategy has aimed for sustainable profitable growth. We have
implemented this by providing our customers with intelligent solutions as a
genuine business partner. Toward the end of the strategy period, demand for
AI solutions in particular has created significant growth opportunities for Digia.
Our objectives for the 2023–2025 strategy period were:
Financial objectives:
Net sales growth: more than 10 percent annually, including organic and
inorganic growth.
Operating profit (EBITA): more than 12 percent of net sales at the end of the
strategy period.
Expansion of our international business: our aim is that it will account for
more than 15 percent of net sales by the end of the strategy period.
Sustainability objectives:
Environment – carbon neutrality: CO
2
emissions -60%
1 )
People – healthy, diverse and skilled personnel: eNPS +35%
2)
Trusted partner – a visionary, reliable and secure partner: NPS +25%
2)
1)
CO
2
- the comparison year for emissions calculations is 2019, the target value is
for the end of 2025
2)
eNPS (employee net promoter score) and NPS (customer net promoter score) –
the comparison year is 2022, the target value is for the end of 2025
Digia’s strategy growth paths:
1. Expanding our customer relationships into deeper partnerships,
harnessing all of Digia’s diverse of fering and expertise.
2. Extensive solution packages: Extensive and demanding solution packages
in which we utilize all of Digia’s extensive of fering, from project deliveries to
outsourcing.
3. Acquisitions: Enriching our of fering and venturing into new markets and
customer relationships.
4. International operations: Expanding our target market and customer
relationships.
Strategy implementation in 2025
Digia’s objective for the strategy period was to generate sustainable growth
both organically and through acquisitions. To achieve this, we developed our
of fering and expanded internationally in 2025.
We have sought to expand our customer relationships into deeper
partnerships, harnessing all of Digia’s diverse of fering and expertise. In 2025,
we made agreements to extend our cooperation with organizations such as
HSL, Valtori, and Business Finland, while expanding our partnerships to new
areas. The Whitelane Research study published early in the year recognized
Digia’s ability to serve its customers in large-scale projects, ranking Digia as
one of the best application service providers in Finland based on customer
satisfaction.
We launched a next-generation service center, Digia Business Operations
Center, which monitors our customers’ business processes and ensures
their functionality around the clock. This service package is based on Digia
Service Center, a continuous service that the company has been developing
for over 10 years. We also launched the productized Digia API Factory service
model, in which we harness AI to handle the modernization of our customers’
integration architecture.
We executed our strategy in June by acquiring the Savangard Group
in Poland. This acquisition expanded our operations into a new market
and supported our international growth targets. With the acquisition of
Savangard, Digia is building a leading integration business in Northern Europe,
an Intelligent Integration Powerhouse that brings together 420 integration
experts and almost 300 AI and data professionals in Finland, Poland, and
Sweden. International operations accounted for 20.3 percent of net sales at
the end of the fiscal year.
Our average annual net sales growth during the strategy period amounted
to 8.3 percent, including both organic and inorganic growth. Operating profit
(EBITA) was 14.1 percent at the end of the strategy period. The Group achieved
strong operating profit at the end of the strategy period thanks to both the
timely implementation of ef ficiency measures and the suitability of Digia’s
of fering for our customers’ current requirements.
Our responsible way of working has been integral to our strategy. In 2025,
our carbon footprint decreased by 64 percent from the comparable figure
for 2019 (target -60%). In terms of trust in customer partnerships, we clearly
achieved our objectives for the strategy period. Our customer Net Promoter
Score (NPS) improved by 34 percent compared to 2022 (target +25%).
Due to the challenging market situation, we implemented various
ef ficiency-boosting decisions during 2025, which contributed to a downward
trend in the employee Net Promoter Score (eNPS). The result is down 80
percent compared to 2022 (target: +35%). In spite of the decline, eNPS
was still positive. The other main indicator for our employee experience, the
engagement index, remained at the same level as in 2024.
Key results and proposal for the distribution of profit 2025:
• Net sales: EUR 217.0 (205.7) million, up 7.1 percent
• Operating profit (EBITA): EUR 21.3 (21.2) million, change 0.8 percent
• EBITA margin: 9.8 (10.3) percent of net sales
• Earnings per share: EUR 0.49 (0.50)
• Board of Directors’ proposal for the distribution of profit to the Annual
General Meeting: The Board of Directors will propose to the Annual General
Meeting that a dividend of EUR 0.19 (0.18) per share be paid.
Corporate governance
statement
Consolidated
financial statements
Sustainability
statement
Notes to the consolidated
financial statements
Parent company’s
financial statements
Board of Directors’ Report
7 Board of Directors’ Report and financial statements 2025
Key figures
Unless otherwise stated, the comparison figures provided in parentheses
always refer to the corresponding period of the previous year.
EUR 1,000 2025 2024 2023
Extent of business
Net sales 217,028 205,672 192,087
– net sales growth, % 5.5% 7.1% 12.5%
Gross capital expenditure
1)
576 289 149
– % of net sales 0.3% 0.1% 0.1%
Number of personnel, 31 Dec 1,592 1,576 1,527
Average number of personnel 1,603 1,553 1,465
Profitability
Operating profit plus purchase price
allocation amortization and costs (EBITA), 21,337 21,161 16,727
– % of net sales
2)
9.8% 10.3% 8.7%
Operating profit (EBIT), 18,127 18,208 13,835
– % of net sales 8.4% 8.9% 7.2%
Net profit, 12,845 13,291 9,872
– % of net sales 5.9% 6.5% 5.1%
Return on equity, % 14.5% 16.7% 13.5%
Return on investment, % 14.4% 16.6% 12.9%
Financing and financial standing
Interest-bearing net liabilities, 23,721 11,642 24,771
Net gearing, % 25.4% 13.9% 32.8%
Equity ratio, % 48.7% 52.9% 46.7%
Cash f low from operations, 14,703 25,049 16,973
Dividends (paid), 4,766 4,501 4,515
Earnings per share (EPS), EUR, undiluted
3)
0.49 0.50 0.37
Earnings per share (EPS), EUR, diluted
3)
0.48 0.50 0.37
Profit guidance for 2026
Digia’s profit guidance for 2026: Digia’s net sales will grow (EUR 217.0 million
in 2025) and its operating profit (EBITA) will either remain on a par with or
increase compared to 2025 (EUR 21.3 million in 2025).
and Digia’s market position
Digia’s main market is Finland and we provide solutions in 20 countries. In
addition to Finland, Digia operates in Sweden, Poland, and the Netherlands.
Digia believes that the market for IT services will grow in the long term, even
though both demand and project startups are cautious in the medium term.
The digitalization megatrend remains strong, increasing productivity in both
the public and private sectors and opening up new opportunities. The ongoing
revolution in digitalization is the full-scale harnessing of artificial intelligence.
We see the following trends in the market:
• From individual solutions, we are moving further toward integrated
packages. Operational continuity, which is critical for organizations and
business, emphasizes the interoperability, reliability, security, and lifecycles
of system entities.
• Artificial intelligence and automation are being embedded into every
service and process as well as the daily lives of people. Business platforms
must enable the construction of autonomous business processes.
• Intelligent business is built on reliable data and its availability, which
increases demand for integration and API solutions.
• Expectations regarding the user-friendliness of services are rising. An
intelligent user experience and security are vitally important.
• Competition for top talent is heating up, especially in the fields of artificial
intelligence, data, and analytics. At tractiveness as an employer and
leveraging talent networks create a competitive advantage.
Our competitiveness is based on Digia’s core strengths: expertise, deep
customer relationships, and a resilient business model, an extensive of fering
and comprehensive solutions throughout the lifecycle, and a strong financial
position. Digia’s extensive of fering – from individual service areas to broader
customer solutions – brings stability and balances out the ef fects of any
market f luctuations in our business. Our Business Operations Center service
package is at our customers’ disposal 24/7.
EUR 1,000 2025 2024 2023
Equity/share, EUR
4)
3.48 3.12 2.81
Equity/share, EUR 3.47 3.12 2.83
Dividend per share (2025 proposal), EUR 0.19 0.18 0.17
Dividend payout ratio 38.8% 36.0% 45.9%
Ef fective dividend yield 2.9% 2.7% 3.1%
Price/earnings (P/E) 13.55 13.32 14.59
Lowest share price 5.82 5.04 4.74
Highest share price 8.00 6.96 6.66
Average share price 6.39 5.91 5.96
Market capitalization, EUR 1,000 178,110 178,646 144,848
Trading volume, shares 3,153,741 1,405,353 1,830,983
Trading volume, % 11.8% 5.2% 6.8%
1)
Gross capital expenditure includes gross investments in tangible and intangible
assets.
2)
Foreign exchange gains and losses from operations are included in the
corresponding items above EBIT. Purchase price allocation amortization
includes the amortization on the transaction prices allocated to customer
contracts and other intangible assets in business combinations.
3)
The dilution-adjusted key figures account for the ef fect of the share-based
incentive scheme for management.
4)
Shareholders’ equity divided by the undiluted number of shares on the closing
date.
As alternative performance measures, the Group reports operating profit
before purchase price allocation amortization and costs (EBITA), operating
profit (EBIT), return on equity, return on investment, net gearing and equity
ratio, which are not defined in IFRS. The company presents the alternative
performance measures to describe the financial situation and development of
business operations, as it considers this information necessary for investors.
Formulas for the key figures are presented in Note 8.1 and reconciliations in
Note 8.2.
Corporate governance
statement
Consolidated
financial statements
Sustainability
statement
Notes to the consolidated
financial statements
Parent company’s
financial statements
Board of Directors’ Report
8 Board of Directors’ Report and financial statements 2025
Acquisitions and business combinations
On June 3, 2025, Digia acquired the entire share capital of Savangard Sp. z o.o.
The Savangard Group consists of Savangard Sp. z o.o. and its wholly owned
subsidiaries Peoplevibe Sp. z o.o. and Finnovative Solutions UAB.
Founded in 2002, Savangard is a profitably growing Polish group that
provides its customers with high-quality integration, API, and software
development services. Savangard’s customers are mainly in the financial,
energy, industrial, and public sectors.
Peoplevibe Sp. z o.o. is an expert network that specializes in providing
top-quality and cost-ef fective expertise. Peoplevibe’s experts expands Digia
Hub’s service of fering.
Finnovative Solutions UAB is classified as held for sale.
Savangard’s figures have been consolidated into the Digia Group as from
June 3, 2025.
The impact of acquisitions on Digia’s figures is reported in the table
section.
Financial review 2025
Net sales
Digia’s net sales for the January–December period totaled EUR 217.0 (205.7)
million, representing a year-on-year increase of 5.5 percent. Organic growth
in net sales amounted to 1.5 percent. Finland accounted for EUR 180.9 (181.5)
million of net sales and other countries for EUR 36.1 (24.2) million. No single
customer accounted for more than 10 percent of consolidated net sales.
The net sales of the service and maintenance business totaled EUR 109.0
(102.5) million, or 50.2 (49.9) percent of total net sales. The net sales of the
project business totaled EUR 108.1 (103.1) million and accounted for 49.8 (50.1)
percent of total net sales. Net sales from the product business amounted
to EUR 24.1 (23.8) million, representing 11.1 (11.6) percent of total net sales.
The product business comprises Digia’s own licenses, the license sales of its
partners, and license maintenance.
Net sales were boosted particularly by Climber Sweden, modern software
development, Microsoft Business Central and Microsoft Customer Apps &
Power Platform solutions, Digia Hub, and Productivity Leap.
Profit performance and profitability
Digia’s operating profit (EBITA) for January–December was EUR 21.3 (21.2)
million with an EBITA margin (EBITA %) of 9.8 (10.3) percent. During the fiscal
year, EUR 0.5 (1.6) million in expenses related to changes in the fair value of
additional purchase prices were recognized in other operating expenses.
Earnings before taxes were EUR 16.4 (16.9) million, with earnings after
taxes totaling EUR 12.8 (13.3) million. Earnings per share were EUR 0.49 (0.50).
Net financial expenses amounted to EUR –1.7 (–1.3) million.
Financing, cash f low, and expenditure
At the end of the fiscal year on December 31, 2025, Digia’s balance sheet total
stood at EUR 197.0 (163.5) million. Balance sheet growth was largely due to
the Savangard acquisition. The equity ratio was 48.7 (52.9) percent and net
gearing was 25.4 (13.9) percent.
At the end of the fiscal year on December 31, 2025, Digia had EUR 47.9
(29.9) million in interest-bearing liabilities. Interest-bearing liabilities
consisted of EUR 32.5 million in long-term and EUR 9.5 million in short-term
loans from financial institutions, and EUR 5.9 million in lease liabilities.
Cash f low from operations totaled EUR 14.7 (25.0) million in the 2025
fiscal year. Cash f low from investments came to EUR –16.0 (–5.4) million.
Acquisitions of subsidiaries and related expenses are included in cash f low
from investments. Cash f low from financing was EUR 7.6 (–13.6) million.
Total investments in tangible assets amounted to EUR 0.3 (0.3) million
during the 2025 fiscal year. The return on investment (ROI) was 14.4 (16.6)
percent, and return on equity (ROE) was 14.5 (16.7) percent.
Research and development
Digia constantly invests in enhancing its long-term competitiveness. In the
2025 fiscal year, research and development expenses totaled EUR 3.7 (3.8)
million, which represented 1.7 (1.9) percent of net sales.
All research and development expenses have been recognized in
the result. R&D mainly focused on the development of the Digia Envision
ERP solution as well as financial and logistics ERP systems. In addition,
we continued to develop the Business Operations Center and Business
Automation Service.
More information about Digia’s services and solutions can be found on the
company’s website: digia.com/en/services.
Human resources and administration
At the end of the period, the total number of Group personnel was 1,592
(1,576), representing an increase of 16 employees or 1.0 percent since the end
of the 2024 fiscal period. The average number of employees was 1,603 (1,553),
an increase of 50 employees, or 3.2 percent, on the 20243 average.
Digia personnel by countries:
31 Dec 2025 31 Dec 2024
Change, no.
of employees
Finland 1,409 1,444 –35
Sweden 120 122 –2
Poland 53 0 53
Netherlands 10 10 0
Total
1,592 1,576 16
Share capital and shares
On 31 December 2025, the number of Digia Plc shares totalled 26,823,723
and the company had a total of 8,281 shareholders. Foreign shareholders
accounted for 0.5 percent of all Digia Plc shareholders and they held 0.9
percent of all shares and votes. Nominee-registered shareholders accounted
for 0.8 percent of all Digia Plc shareholders and 2.5 percent of shares and
votes.
The weighted average number of shares during the accounting period,
adjusted for share issues, was 26,477,330. The diluted weighted average
number of shares during the period was 26,940,710. The number of
outstanding shares at the end of the review period was 26,477,330.
Corporate governance
statement
Consolidated
financial statements
Sustainability
statement
Notes to the consolidated
financial statements
Parent company’s
financial statements
Board of Directors’ Report
9 Board of Directors’ Report and financial statements 2025
Shareholder
Percentage of shares
and votes
Ingman Development Oy Ab 29.5%
Etola Oy 14.9%
Ilmarinen Mutual Pension Insurance Company 9.9%
Varma Mutual Pension Insurance Company 4.6%
Nordea Bank ABP 1.0%
Varelius Juha Pekka 0.8%
EAM Digia Holding Oy * 0.8%
Kohonen Jorma Tapani 0.8%
Mandatum Life Insurance Company 0.7%
Levoranta Timo Ant ti 0.6%
* EAM Digia Holding Oy’s shares are included in Digia’s treasury shares.
Shareholding by number of shares held on 31 December 2025
Number of shares
Percentage of
shareholders
Percentage of shares
and votes
1–100 35.5% 0.5%
101–500 35.8% 2.9%
501–1,000 13.4% 3.1%
1,001–5,000 12.4% 8.0%
5,001–10,000 1.1 % 2.6%
10,001–50,000 1.3% 8.6%
50,001–100,000 0.2% 4.7%
100,001–500,000 0.2% 10.7%
500,001– 0.1% 58.9%
100% 100%
Shareholding by sector on 31 December 2025
Percentage of
shareholders
Percentage of
shares and votes
Companies 3.0% 49.1 %
Households 95.9% 28.1%
Public-sector organisations 0.1% 14.6%
Financial and insurance institutions 0.3% 7.0%
Non-profit associations 0.2% 0.2%
Foreign holding 0.5% 1.0%
100% 100%
Digia Plc held a total of 129,604 treasury shares at the end of 31 December
2025.
At the end of the period, a total of 216,789 company shares, previously
funded by Digia for use in the incentive system for key personnel and owned
by EAM Digia Holding Oy, remained undistributed. The shares held by the
company and EAM Digia Holding Oy amounted to around 1.3 percent of the
share capital.
Up-to-date information about the company’s major shareholders and the
distribution of their shareholdings can be found on Digia’s website:
digia.com/en/investors/shareholders.
Share-based payments
Share-based bonuses
In the 2025 fiscal year, Digia had a long-term share-based incentive scheme
for senior executives. The earning period in the incentive scheme is
2023–2025.
The scheme’s target group consists of the CEO and the company’s senior
executives. The scheme may also cover other individual key personnel.
The scheme is designed to align the goals of the company’s shareholders
and management in order to increase the company’s value, and to commit
executive management to the company and its long-term objectives. It of fers
participants the chance to earn company shares if the targets set by the
Board of Directors for the three-year bonus period are met.
These targets are based on the company’s net sales, cumulative earnings
per share (EPS) for 2023–2025, and sustainability objective. The earnings
period for indicators is three years (2023–2025), and the targets for all
indicators have been set for the final date of the earnings period. During the
bonus period, the company’s CEO and other scheme participants are entitled
to a bonus equivalent to a maximum of 480,000 new Digia Plc shares. If the
terms are met, the bonuses for all indicators based on the new scheme will
be paid at the end of the reward period in spring 2026. All bonuses under
this scheme will be paid as a combination of shares and cash. The cash
component of the bonus will primarily be used to cover taxes and other
comparable costs arising from the scheme.
As a rule, the bonus will not be paid if a member resigns or if a member’s
employment or post is terminated prior to the bonus payment date specified
in the incentive scheme. Under certain conditions, the Board may, at its
discretion, decide on possible bonuses in accordance with the pro-rata
principle.
EUR -0.5 million in expenses were incurred by the incentive scheme during
the 2025 fiscal year. Incentive scheme expenses of EUR 0.6 million were
recognized in 2024 and EUR 0.4 million in 2023.
Digia has an agreement with Evli Awards Management Ltd for the coordi-
nation of the company’s share-based incentive scheme, the associated share
management, and the payment of incentives to individuals in accordance with
the terms and conditions of the scheme.
Corporate governance
statement
Consolidated
financial statements
Sustainability
statement
Notes to the consolidated
financial statements
Parent company’s
financial statements
Board of Directors’ Report
10 Board of Directors’ Report and financial statements 2025
According to the list of shareholders on 31 December 2025, Digia’s Board of
Directors and CEO owned shares in the company as follows (includes the
holdings of related-parties and related-party organisations):
No. of shares
Robert Ingman, Chair of the Board 7,950,000
Sant tu Elsinen, Vice Chair of the Board 0
Sari Leppänen 0
Henry Nieminen 1,543
Outi Taivainen 872
Timo Levoranta, President and CEO 154,238
At year-end, the CEO and members of the Board of Directors held a total of
8,106,653 of the company’s shares, representing 30.2 percent of all shares and
votes.
Digia Plc’s share is listed on Nasdaq Helsinki Ltd in the Technology sector. The
company’s short name is DIGIA.
Summary of trading on Nasdaq Helsinki, 1 Jan – 31 Dec 2025.
January–December 2025
Trading volume,
shares Total value, EUR High, EUR Low, EUR
Trade-weighted
average price, EUR Latest, EUR
DIGIA 3,153,741 20,174,336 8.00 5.82 6.39 6.64
31 Dec 2025 31 Dec 2024
Market capitalization, EUR 178,109,521 178,645,995
Shareholders 8,281 7,856
F lagging notifications
In the 2025 fiscal year, Digia did not receive any f lagging notifications as
defined in Chapter 9, Section 10 of the Securities Markets Act.
Corporate governance
Digia Plc’s Annual General Meeting (AGM), held on March 27, 2025, adopted
the company’s annual accounts, including the consolidated annual accounts
for January 1–December 31, 2024, and discharged the members of the Board
and the President and CEO from liability.
Dividends
In accordance with the proposal of the Board of Directors, the Annual General
Meeting decided that a dividend of EUR 0.18 per share be paid according to
the confirmed balance sheet for the fiscal year ending December 31, 2024.
Shareholders listed in the shareholders’ register maintained by Euroclear
Finland Oy on the dividend reconciliation date, March 31, 2025, will be eligible
for the payment of dividend. Dividends will be paid on April 7, 2025.
Remuneration Report for Governing Bodies
The Annual General Meeting decided to adopt the Remuneration Report for
Governing Bodies as presented.
Composition of the Board of Directors
The AGM decided to elect six members to the Board. Mart ti Ala-Härkönen,
Sant tu Elsinen, Robert Ingman, Sari Leppänen, Henry Nieminen, and Outi
Taivainen were re-elected as Board members. At its organizational meeting
after the AGM, the Board of Directors elected Robert Ingman as Chair and
Mart ti Ala-Härkönen as Vice Chair of the Board.
Board members’ emoluments
The Annual General Meeting decided on the payment of monthly remunera-
tions of EUR 3,500 to Board members, EUR 4,500 to the Vice Chair, and EUR
6,000 to the Chair for their work on the Board for the duration of the term
expiring at the end of the 2026 Annual General Meeting.
In addition, fees of EUR 1000 to the Chair and EUR 500 to other members
are paid per each Board and Board Commit tee meeting.
In addition to the aforementioned remuneration, it was decided that
Board members should be reimbursed for ordinary and reasonable expenses
resulting from Board work against an invoice.
Auditor’s fees
The AGM decided that the company’s auditor will be paid according to the
auditor’s reasonable invoice approved by the company.
Sustainability reporting auditor
At the recommendation of the Board’s Audit Commit tee, the Annual General
Meeting decided that sustainability auditor Ernst & Young Oy be appointed
to carry out sustainability reporting assurance for the term ending at
the conclusion of the 2026 Annual General Meeting. Ernst & Young Oy
has announced that the sustainability reporting auditor with principal
responsibility will be Terhi Mäkinen, Authorized Public Accountant, Authorized
Sustainability Auditor.
Corporate governance
statement
Consolidated
financial statements
Sustainability
statement
Notes to the consolidated
financial statements
Parent company’s
financial statements
Board of Directors’ Report
11 Board of Directors’ Report and financial statements 2025
Sustainability reporting auditor’s fee
The Annual General Meeting decided that the sustainability reporting auditor
will be paid according to the auditor’s reasonable invoice approved by the
company.
Authorizing the Board of Directors to decide on buying back
own shares and/or accepting them as collateral
The Annual General Meeting authorized the Board to decide on the acquisition
and/or pledging of treasury shares with the following terms and conditions:
• A maximum total of 2,000,000 shares may be bought back and/or pledged
in one or more installments. The proposed number is under 10 percent of
the company’s total number of shares.
• Only unrestricted equity may be used to buy back treasury shares.
• The Board will decide on how these shares are to be acquired. Treasury
shares may be bought back in disproportion to shareholders’ holdings
(directed acquisition). This authorization also includes the acquisition of
shares through public trading on Nasdaq OMX Helsinki in accordance with
the rules and instructions of Nasdaq OMX Helsinki and Euroclear Finland
Ltd, or through of fers made to shareholders.
• Shares may be acquired in order to improve the company’s capital
structure, to fund or complete acquisitions or other business transactions,
to of fer share-based incentive schemes, to sell on, or to be annulled.
• The shares must be acquired at the market price in public trading. The
minimum price of the shares to be acquired shall be the lowest quotation in
public trading while the authorization is in force and, correspondingly, the
maximum price shall be the highest quotation in public trading while the
authorization is in force.
• The Board of Directors is otherwise authorized to decide on all terms
relating to share buyback.
This authorization will supersede the authorization granted by the AGM of
March 20, 2024 and is valid for 18 months, that is, until September 27, 2026.
Authorizing the Board of Directors to decide on a share issue
and granting of special rights
The AGM authorized the Board to decide on an ordinary or bonus issue of
shares and the granting of special rights (as defined in Section 1, Chapter 10
of the Limited Liability Companies Act) in one or more installments, with the
following conditions:
• This issue may total a maximum of 2,000,000 shares. The proposed
number is under 10 percent of the company’s total number of shares. The
authorization applies to both new shares and treasury shares held by the
company.
• The authorization may be used to fund or complete acquisitions or other
business transactions, for of fering share-based incentive schemes, to
develop the company’s capital structure, or for other purposes decided by
the Board.
• It is proposed that this authorization should include the right for the Board
to decide on all terms related to the share issue or special rights, including
the subscription price, payment of the subscription price in cash or (partly
or wholly) in capital contributed in kind or its being writ ten of f against the
subscriber’s receivables, and its recognition in the company’s balance
sheet.
This authorization will supersede the authorization granted by the AGM of
March 20, 2024 and is valid for 18 months, that is, until September 27, 2026.
More information about the AGM’s decisions is available at
digia.com/en/investors/governance/annual-general-meeting/agm–2025.
Board of Directors and auditor
Digia Plc’s Annual General Meeting (AGM) of 27 March 2025 re-elected Mart ti
Ala-Härkönen, Sant tu Elsinen, Robert Ingman, Sari Leppänen, Henry Nieminen
and Outi Taivainen as members of the Board. At its organisational meeting
after the AGM, the Board of Directors elected Robert Ingman as Chair and
Mart ti Ala-Härkönen as Vice Chair of the Board.
Ernst & Young Oy, Authorized Public Accountants, are Digia’s auditors, with
Authorized Public Accountant Terhi Mäkinen as the chief auditor.
Commit tees of the Board of Directors
During the 2025 fiscal year, Digia’s Board of Directors had three (3)
commit tees: the Audit Commit tee, the Compensation Commit tee, and the
Nomination Commit tee.
• The Audit Commit tee consisted of Mart ti Ala-Härkönen (Chair), Sant tu
Elsinen and Henry Nieminen.
• The Compensation Commit tee consisted of Outi Taivainen (Chair), Robert
Ingman and Sari Leppänen.
• The Nomination Commit tee consisted of Sant tu Elsinen (Chair), Robert
Ingman and Mart ti Ala-Härkönen.
Digia’s Board of Directors has consisted of five members since the resignation
of Mart ti Ala-Härkönen (Vice Chair of the Board and Chair of the Audit
Commit tee) on May 16, 2025, and will continue to do so until the end of its
term. Digia’s current Board members are Sant tu Elsinen, Robert Ingman, Sari
Leppänen, Henry Nieminen, and Outi Taivainen. The Board is chaired by Robert
Ingman and vice-chaired by Sant tu Elsinen.
After a reorganization of the Board, the composition of its commit tees is
now as follows:
• Audit Commit tee: Sant tu Elsinen (Chair), Sari Leppänen, and Henry
Nieminen
• Compensation Commit tee: Outi Taivainen (Chair), Robert Ingman, and Sari
Leppänen
• Nomination Commit tee: Sant tu Elsinen (Chair), Robert Ingman, and Outi
Taivainen
Digia Plc’s CEO is Timo Levoranta, who also serves as the Chair of the
Management Team.
On 31 December 2025, Digia’s Management Team consisted of:
• Timo Levoranta, President and CEO
• Pia Huhdanmäki, Senior Vice President, HR, Culture & Sustainability
• Juhana Juppo, Chief Technology Of ficer (CTO)
• Mika Kervinen, General Counsel
• Tuomo Niemi, Senior Vice President, Financial Platforms, and director, M&As
and IT
• Tapani Ojaluoma, Senior Vice President, Business Platforms
• Sami Paihonen, Senior Vice President, Digital Solutions
• Pasi Ropponen, Senior Vice President, Sales and Marketing
• Kristiina Simola, Chief Financial Of ficer (CFO)
• Janne Tuominen, Senior Vice President, Managed Solutions
Corporate governance
statement
Consolidated
financial statements
Sustainability
statement
Notes to the consolidated
financial statements
Parent company’s
financial statements
Board of Directors’ Report
12 Board of Directors’ Report and financial statements 2025
You can read more about Digia’s Management Team on the company’s
website: digia.com/en/investors/governance/ceo-and-management.
Events after the balance sheet date
There have been no major events since the balance sheet date.
Risks and uncertainties
Digia’s risks are classified as strategic, financial, operational, and sustainability
risks. The Audit Commit tee of the Board of Directors is responsible for
supervising the implementation of risk management and assessing its ef fec-
tiveness. Monitoring focuses on risks of material significance to the company
that are classified as high risk. Digia’s Group Management Team is responsible
for the appropriateness of risk management and overseeing operational
activities. The owner of risk management is responsible for reporting on risks
and their correct assessment. Digia’s risk management process is supported
by centralized risk management software.
Changes in the risk status are reported to the Audit Commit tee twice a
year, and the Group Management Team monitors the risk status at its regular
meetings. These reports cover the risk status, the impacts of significant
risks and measures used to manage them, and the monitoring of objectives,
including the specified indicators.
The company’s strategic and financial risks relate to increasing compe-
tition through, for example, prices and contractual terms, and to potential
significant changes in the company’s operating environment and service
areas. Geopolitics, general economic trends, higher interest rates, and
changes in customers’ operating environment and financial position may have
an unfavorable impact on the company’s business, financial position, and
result through slower decision-making and the postponement or cancellation
of IT investments.
Implementing the growth strategy places demands on both the organi-
zation and its management. The company’s ability to recruit, maintain, and
develop the correct competence – and also to correctly time the of fering to
meet demand – will play a vital role. In line with its strategy, Digia is also seeking
growth through acquisitions. However, Digia cannot be certain of locating
suitable companies for acquisition or of successfully integrating them.
Operational and cyclical risks largely involve short-term demand. If demand
sees a sharp fall, price levels might also decline. Pricing models in the service
business help to balance out business cycles. When costs increase, it is not
certain how quickly and to what extent the rise in costs will be passed on to
market prices.
Major customer projects – and fixed-price projects in particular – involve
both business opportunities and risks. As customer projects increase in size,
the risks associated with profitability management also grow, and there is
a greater need to manage extensive contract and delivery packages. Large
customer projects typically involve delivery-related sanctions. At the same
time, the risks associated with accounts receivable are also rising.
Data security and protection risks comprise a significant risk area in
the company’s business operations. Organizations have more and more
information that is critical to their operations. Threats to data security
and protection have risen significantly in recent years. Data security and
protection risks mainly concern technology and people. Significant risk factors
also include risks posed by high-security projects and subcontracting chains.
Due to the nature of its operations, the company is also the target of hostile
inf luence. The company identifies, manages, and prevents both internal and
external threats. The company implements a regular ISO 27001-certified
risk management process based on best practices in handling data security
and protection risks. Risks are identified and their impact and significance
are analyzed. The risk level is reduced with appropriate measures where
possible. Operational response and the handling of potential threats have
been planned, rehearsed, and tested in practice. The company’s employees
are continuously trained, and data security and protection issues are actively
communicated within the company and, if necessary, also to partners and
customers. The company works in close cooperation with a variety of data
security and protection authorities and networks. Physical security and
personnel safety issues are managed using mechanisms similar to those
employed in data security and data protection.
Sustainability risks consist of environmental, social, and governance risks.
Environmental risks in of fice work are quite small. Global supply chains for IT
equipment and services may be disrupted as a consequence of geopolitical
and climate threats. The potential risks related to social responsibility that
are monitored include experiences of overwork, occupational wellbeing,
discrimination, and unequal treatment. Potential human rights risks in the
subcontracting chain have been analyzed and their probability is actively
monitored. Human rights risks are also taken into account when selecting new
subcontracting partners. Administrative risks primarily concern the company’s
legal and regulatory compliance, ethical operations as well as data security
and protection.
Increasing regulation may also adversely impact the development of Digia’s
net sales and cost level.
Board’s dividend proposal
According to the balance sheet dated 31 December 2025, Digia Plc’s distrib-
utable shareholders’ equity was EUR 72,233,085.08, of which EUR 6,252,378.35
was profit for the fiscal year. At the Annual General Meeting (AGM), the
Board of Directors will propose that a dividend of EUR 0.19 per share be
paid according to the confirmed balance sheet for the fiscal year ending 31
December 2025. Shareholders listed in the shareholders’ register maintained
by Euroclear Finland Oy on the dividend reconciliation date, 26 March 2026, will
be eligible for the payment of dividend. Dividends will be paid on 2 April 2026.
Corporate governance
statement
Consolidated
financial statements
Sustainability
statement
Notes to the consolidated
financial statements
Parent company’s
financial statements
Board of Directors’ Report
General ..................................... 14
Shareholders’ Meeting ...................... 14
Board of Directors ........................... 15
CEO ......................................... 16
Group Management Team .................. 16
The Members of Digia Plc’s
Board of Directors in 2025 .................. 16
The at tendance of Board and
Commit tee members at meetings in 2025 .. 16
Management Team members on
31 Dec 2025 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16
Internal control and risk management
related to financial reporting ................ 17
Board of Directors ........................... 19
Management Team ......................... 21
Corporate governance
statement
Board of Directors’ Report
Consolidated
financial statements
Sustainability
statement
Notes to the consolidated
financial statements
Parent company’s
financial statements
Corporate governance
statement
14 Board of Directors’ Report and financial statements 2025
Corporate governance statement 2025
General
Digia Plc’s (hereinafter “Digia”) corporate governance system is based on the
Companies Act, the Securities Markets Act, general corporate governance
recommendations, the company’s Articles of Association and its in-house
rules and regulations on corporate governance. The company (and this
Statement) adheres to the Governance Code for Listed Finnish Companies
issued by the Finnish Securities Market Association, which entered into
force on 1 January 2025. The Corporate Governance Code can be read on the
Finnish Securities Market Association’s website (cgfinland.fi).
Digia’s corporate governance principles are integrity, accountability,
fairness, and transparency. This means that:
• The company complies with applicable legislation and regulations.
• When organizing, planning, managing and running its business operations,
the company abides by the applicable professional requirements that have
been generally approved by its Board members, who demonstrate due care
and responsibility in performing their duties.
• The company is prudent in the management of its capital and assets.
• The company’s policy is to keep all parties in the market actively, openly and
equitably informed of its businesses and operations.
• The company’s management, administration and personnel are subject to
the appropriate internal and external audits and supervision.
Digia’s highest decision-making body is the Shareholders’ Meeting at which
shareholders exercise their voting rights on company mat ters. The Annual
General Meeting (AGM) is held once a year before the end of June on a date
set by the Board of Directors. Each company share entitles the holder to one
vote at a Shareholders’ Meeting.
The Annual General Meeting should convene annually within three months
of the date on which the fiscal year ends. An Extraordinary General Meeting
must be held if the Board of Directors deems it necessary or if requested in
writing by a company auditor or shareholders holding a minimum of 10 per cent
of the company’s shares, for the purpose of discussing a specific issue.
The Finnish Companies Act and Digia’s Articles of Association define
the responsibilities and duties of the Shareholders’ Meeting. Extraordinary
General Meetings decide on the mat ters for which they have been specifically
convened. In order to participate in a Shareholders’ Meeting, a shareholder
must be entered in the Digia shareholder register maintained by Euroclear
Finland Oy on the record date for the Shareholders’ Meeting, and must
also have registered for the meeting at the latest by the date given in the
invitation.
The Chair of the Board, Members of the Board, auditor, anyone nominated
for the Board, and the President & CEO should be present at Shareholders’
Meetings.
The minutes of Shareholders’ Meetings will be available for shareholders
to read on the company’s website (at digia.com/en/investors/governance/
annual-general-meeting) within two weeks of the meeting. The decisions
made at Shareholders’ Meetings will also be published in a stock exchange
release immediately after the meeting.
Shareholders have the right to add a relevant item (as specified in the
Companies Act) to the agenda for the Shareholders’ Meeting, as long as
the request is made in writing to the Board of Directors in time for the item
to be added to the notice of meeting. Digia will announce the date by which
shareholders must present a requested AGM agenda item to the company’s
Board of Directors. This deadline will be published on Digia’s website. The date
will be announced at the latest by the end of the fiscal year preceding the
Annual General Meeting.
Digia’s Annual General Meeting (AGM) convened on 27 March 2025.
Information about the AGM’s resolutions is available in the Report of
the Board of Directors section
Annual General Meeting
2025 and on the
company’s website (digia.com/en/investors/governance/annual-general-
meeting-agm-2025). No Extraordinary General Meetings were held in 2025.
Audit
Commit tee
Compensation
Commit tee
Nomination
Commit tee
Financial and
ISO 9001 quality management system and other writ ten guidelines
Audit
General overview of governance
Responsibility of Digia’s operations is held by the Shareholder’s meeting, Board
of Directors, and the President & CEO assisted by the Group Management
Team.
Board of Directors’ Report
Consolidated
financial statements
Sustainability
statement
Notes to the consolidated
financial statements
Parent company’s
financial statements
Corporate governance
statement
15 Board of Directors’ Report and financial statements 2025
Board of Directors
Activities and tasks
The Board of Directors is elected by the Shareholders’ Meeting and is in
charge of Digia’s administration and the appropriate organization of the
company’s operations. Under the Articles of Association, the Board of
Directors must consist of a minimum of four and a maximum of eight members.
The Nomination Commit tee will present the Shareholders’ Meeting with its
proposal for the composition of the new Board of Directors to be appointed.
The majority of Board members must be independent of the company
and a minimum of two of those members must also be independent of
the company’s major shareholders. Neither the CEO nor other company
employees working under the CEO’s direction may be elected members of the
Board.
The term of all Board members expires at the end of the Annual General
Meeting following their election. A Board member can be re-elected without
limitations on the number of successive terms. The Board of Directors elects
its Chair and Vice Chair from amongst its members.
Diversity and independence of the Board of Directors
The diversity of the Board of Directors is described in greater detail in the
Governance
section of the Sustainability Statement.
The Board of Directors assesses the independence of its members
on an annual basis. Of the current members of the Board, Sant tu Elsinen,
Sari Leppänen, Henry Nieminen and Outi Taivainen are independent of the
company and its major shareholders. Robert Ingman is independent of the
company. Robert Ingman is not independent of the company’s major share-
holders due to his holdings in related parties.
The Board has prepared and approved writ ten rules of procedure for its work.
In addition to the Board duties prescribed by the Companies Act and other
rules and regulations, Digia’s Board of Directors is responsible for the items in
its rules of procedure, observing the following general guidelines:
• good governance requires that, instead of needlessly interfering in routine
operations, the Board of Directors should concentrate on furthering the
company’s short- and long-term strategies.
• the Board’s general duty is to steer the company’s business with a view
to maximizing shareholder value in the long term while taking account of
expectations set by various stakeholder groups.
• Board members are required to act on the basis of suf ficient, relevant and
up-to-date information in a manner that serves the company’s interests.
In addition, the Board of Directors’ rules of procedure cover the following
tasks:
• define the Board’s annual action plan and provide a preliminary meeting
schedule and framework agenda for each meeting
• provide guidelines for the Board’s annual self-assessment
• provide guidelines for distributing notices of meetings and advance
information to the Board, and procedures for keeping and approving
minutes
• define job descriptions for the Board’s Chair, members and Secretary (the
lat ter position is held by the General Counsel or, if absent, the CFO)
• define frameworks within which the Board may set up special commit tees
or working groups.
The Board evaluates its activities and working methods each year,
employing an external consultant to assist when necessary.
The Board convened a total of eleven times during the 2025 fiscal year,
with 98 percent at tendance.
Commit tees of the Board of Directors
During the 2025 fiscal year, Digia’s Board of Directors had three commit tees:
the Audit Commit tee, the Compensation Commit tee, and the Nomination
Commit tee.
These commit tees do not hold powers of decision or execution unless
separately authorized by the Board; their role is to assist the Board in
decision-making concerning their areas of expertise. The commit tees report
regularly on their work to the Board, which has decision-making and collegial
responsibility over their actions.
Audit Commit tee
The purpose of the Audit Commit tee is to assist the Board of Directors
in ensuring that the company’s financial reporting, accounting methods,
Sustainability Statement, financial statements and any other financial infor-
mation provided by the company comply with legislation and are balanced,
transparent and clear. The Audit Commit tee also supervises and assesses
internal control and auditing, the ef fectiveness of risk management systems,
and how well agreements and other legal actions between the company and
its related parties meet the requirements for ordinary operations and market
conditions.
The Audit Commit tee supervises and assesses the independence of
the company’s auditor and, in particular, the auditor’s provision of non-audit
services. In addition, the Audit Commit tee supervises the company’s
audit, prepares the selection of the company’s auditor and sustainability
reporting assurer, and reviews reports on notifications received through the
Whistleblowing channel.
Until 16 May 2025, the Audit Commit tee consisted of Mart ti Ala-Härkönen
(Chair), Sant tu Elsinen and Henry Nieminen. Following the resignation of Mart ti
Ala-Härkönen from the Board, the commit tee has consisted of Sant tu Elsinen
(Chair), Sari Leppänen and Henry Nieminen. The commit tee convened five
times during the fiscal year, with full at tendance.
Compensation Commit tee
The Compensation Commit tee is tasked with preparing the remuneration
policy for the company’s governing bodies and management remuneration
schemes, and with monitoring their ef fectiveness in achieving the company’s
targets, safeguarding objectivity in decision-making, and ensuring the
transparency and systematization of remuneration schemes.
In 2025, the Compensation Commit tee consisted of Outi Taivainen (Chair),
Robert Ingman and Sari Leppänen. The commit tee convened four times during
the fiscal year, with full at tendance.
Nomination Commit tee
The Nomination Commit tee prepares proposals for the Annual General
Meeting on the number of members of the Board of Directors, the members of
the Board of Directors, the remuneration for the Chair, Vice Chair and members
Board of Directors’ Report
Consolidated
financial statements
Sustainability
statement
Notes to the consolidated
financial statements
Parent company’s
financial statements
Corporate governance
statement
16 Board of Directors’ Report and financial statements 2025
of the Board of Directors, and the remuneration for the Chair and members of
the commit tees of the Board of Directors
Until 16 May 2025, the Nomination Commit tee consisted of Sant tu Elsinen
(Chair), Robert Ingman and Mart ti Ala-Härkönen. Following the resignation of
Mart ti Ala-Härkönen from the Board, the commit tee has consisted of Sant tu
Elsinen (Chair), Robert Ingman and Outi Taivainen. The Nomination Commit tee
convened six times during the fiscal year, with full at tendance.
CEO
The company’s Chief Executive Of ficer is appointed by the Board of Directors.
The CEO is in charge of Digia’s administration and business operations in accor-
dance with the instructions and regulations issued by the Board of Directors,
and as defined by the Finnish Limited Liability Companies Act. The CEO may take
exceptional and far-reaching measures, in view of the nature and scope of the
company’s activities, only if so authorized by the Board of Directors. The CEO
chairs the Group Management Team’s meetings. The CEO is not a member of
the Board of Directors, but at tends Board meetings.
The key terms and conditions of the CEO’s employment are defined in writing
in a service contract approved by the Board. Timo Levoranta has been President
& CEO of Digia Plc since 1 May 2016.
The Group Management Team supports the President & CEO in the routine
management of the company. Under the authorization of the Board of Directors,
the Compensation Commit tee approves the appointments of the members
of the Group Management Team and decides on the terms and conditions of
their service contracts on the basis of the CEO’s proposal. Digia follows the
one-over-one principle in Group Management Team and other appointments.
The CEO chairs meetings of Digia’s Management Team. The Team meets
once every two weeks to assist the CEO in the preparation and implementation
of strategy, operative management, and preparing items for consideration by
the Board of Directors. The Team draws up annual action and financial plans,
sets their associated targets, and monitors their progress. It also prepares
significant investments and acquisitions. The CEO is responsible for the
Management Team’s decisions. Members of the Management Team are tasked
with implementing these decisions within their own areas of responsibility.
Member of the Board Born Gender Education Main occupation
Holding on
31 Dec 2025
Member
since
Mart ti Ala-Härkönen, Vice Chair,
until 16 May 2025
1965 male DSc (Econ), LicSc (Tech) Board professional 25,000 2016
Sant tu Elsinen, Vice Chair,
from 16 May 2025
1972 male BSc-level studies in
economics
Executive Vice President, Alma Marketplaces, Alma Media Plc 0 2018
Robert Ingman, Chair 1961 male MSc (Tech), MSc (Econ) Chair of the Board, Ingman Group Oy Ab 7,950,000 2010
Sari Leppänen 1969 female PhD CIO, DNA Plc 0 2022
Henry Nieminen 1965 male MSc (Tech), MBA Board professional 1,543 2023
Outi Taivainen 1968 female MSc (Econ) HR Director, Aava Terveyspalvelut Oyj 872 2018
At the end of the fiscal year, 40% of the Board members were women and 60% were men.
Board Meetings Audit Commit tee Compensation Commit tee Nomination Commit tee
Mart ti Ala-Härkönen 5/11 2/5 1/6
Sant tu Elsinen 11/11 5/5 6/6
Robert Ingman 11/11 4/4 6/6
Sari Leppänen 10/11 3/5 4/4
Henry Nieminen 11/11 5/5
Outi Taivainen 11/11 4/4 5/6
Name Born Gender Education Area of responsibility
Holding on
31 Dec 2025
Member
since
Timo Levoranta 1965 male MSc (Tech), BSc (Econ) CEO 154,238 2016
Kristiina Simola 1965 female MSc (Econ) CFO 25,585 2017
Mika Kervinen 1968 male LLM, with court training General Counsel 17,894 2016
Pia Huhdanmäki 1969 female LLM Senior Vice President, HR, Culture & Sustainability 14,240 2018
Juhana Juppo 1971 male MSc (Computer Science) CTO and Senior Vice President, Business Services 16,024 2016
Tapani Ojaluoma 1971 male MSc (Computer Science) Senior Vice President, Business Platforms 6,072 2024
Tuomo Niemi 1962 male MSc (Tech), MSc (Econ)
Senior Vice President, Financial Platforms, and
Director, M&A and IT 23,576 2017
Sami Paihonen 1974 male MSc (Tech) Senior Vice President, Digital Solutions 4,989 2021
Pasi Ropponen 1973 male Bachelor of Business Administration Senior Vice President, Sales and Marketing 2,135 2022
Janne Tuominen 1978 male MSc (Tech) Senior Vice President, Managed Solutions 13,090 2021
20% of Management Team members were women and 80% were men.
Board of Directors’ Report
Consolidated
financial statements
Sustainability
statement
Notes to the consolidated
financial statements
Parent company’s
financial statements
Corporate governance
statement
17 Board of Directors’ Report and financial statements 2025
related to financial reporting
Control functions and control environment
The company’s financial administration has a finance business partner
function that reports to the CFO and is tasked with ensuring the accuracy of
monthly financial reporting. The CFO reports on the financial performance of
the company and its business units to Management, the Board of Directors,
and the Board’s Audit Commit tee.
The company uses a reporting system that compiles subsidiaries’ reports
into consolidated financial statements. There are also writ ten directives for
completing the financial reports of subsidiaries. The company’s CFO monitors
compliance with these instructions. The company also has the separate
reporting facilities required for monitoring business operations and asset
management.
The Group’s financial administration unit prepares management’s
interim reviews, the consolidated interim reports and consolidated Financial
Statements. This financial administration unit has centralized control over
the Group’s funding and asset management, and is in charge of managing
financial risks.
Internal control helps to ensure the reliability of the Digia Group’s financial
reporting. Digia’s financial administration unit provides guidance on financial
reporting mat ters. The Group’s business is divided into areas of responsibility
led by Senior Vice Presidents (SVPs) reporting to the CEO. Reporting and
supervision are based on annual budgets that are reviewed monthly, on
monthly income reporting, and on updates and monitoring of the latest
forecasts.
The SVPs report to the Group Management Team on development mat ters,
strategic and annual planning, business and income monitoring, investments,
potential acquisition targets and internal organization mat ters related to
their areas of responsibility. Each area of responsibility also has its own
management team.
Digia’s operational management and supervision adhere to the corporate
governance system described above.
Digia has not established a separate function responsible for internal
auditing. The need for an internal audit function is regularly assessed. With
the company’s current business volume, its legal and financial management
functions are able to handle internal auditing tasks.
The purpose of the company’s risk management process is to identify and
manage risks in a way that enables the company to at tain its strategic and
financial targets. Risk management is a continuous process by which the
major risks are determined, listed and assessed, the key persons in charge
of risk management are appointed, and risks are evaluated using a separate
scoring system to compare their impact and relative significance. Part of this
process involves identifying, planning and implementing risk management
measures, and then monitoring their impact. Risk management is continuously
developed, and the maturity of its systems is likewise continuously assessed.
Digia’s risk management process is supported by centralized risk
management software. Risks are classified as strategic, financial, operational
and sustainability risks.
Internal control
Assessment of the maturity of risk management and its systems
Business units and common functions
Risk management as part of daily operations.
Risk management functions
Monitoring and continuous improvement of implementation of risk management.
RISKS
RISK MANAGEMENT
OBJECTIVES
Strategic and nancial objectives
Adequate assurance of risk
management coverage to achieve
Digia’s strategic and financial
objectives.
Board of Directors
Strategic
Financial
Operative
Sustainability
Digia’s risk management model
Board of Directors’ Report
Consolidated
financial statements
Sustainability
statement
Notes to the consolidated
financial statements
Parent company’s
financial statements
Corporate governance
statement
18 Board of Directors’ Report and financial statements 2025
Digia complies with the current Guidelines for Insiders issued by Nasdaq
Helsinki. Digia also adheres to its own insider guidelines, which supplement
Nasdaq Helsinki’s guidelines. Digia’s General Counsel is responsible for insider
issues.
Digia’s insiders are divided into:
1. permanent insiders, which include the company’s Board members, CEO and
members of the company’s Management Team
2. project-specific insiders, which include those who receive insider infor-
mation relating to a specific project due to their position or tasks
3. a list of those who receive financial information.
Permanent insiders are not listed in project-specific insider registers.
Members of Digia’s Management and those in their close circle must report all
business transactions that involve Digia’s financial instruments to both Digia
and the Financial Supervisory Authority after a total of EUR 20,000 has been
reached in a calendar year. The managerial positions covered by this obligation
are: the members of Digia’s Board of Directors, the CEO, and members of the
Management Team.
Digia will issue a stock exchange release on all personal business transac-
tions made by members of Digia’s Management and those in their close circle.
These releases will be issued within three working days of the transaction.
Digia also keeps a record of this information on the company’s website.
Closed window
Anyone working in a managerial position at Digia, or who otherwise receives
financial information, may not trade in the company’s securities during a
period of 30 days before the publication of one of the company’s business
reviews, half-year reports or financial statement bulletins. Project-specific
insiders may not trade in the company’s securities whilst the project is
ongoing.
Reporting misconduct
Digia Plc has a whistleblowing channel for reporting suspected cases of
bribery and corruption, market abuse, violation of operating principles, regula-
tions and instructions, and their suspicion. This channel seeks to promote
compliance with good governance in the company’s routine activities, and to
prevent and detect misconduct.
Anyone can make an anonymous report using the channel, which is
available on both Digia’s intranet and its public website. All reports are directed
to Digia’s legal unit and the chair of the Audit Commit tee of the Board of
Directors. All reports will be processed appropriately and confidentially in
accordance with the Personal Data Act, with regard to both the informant and
suspect.
Related-party transactions
According to the Corporate Governance Code, a company must evaluate
and monitor business transactions with related parties and ensure that
any potential conf licts of interest are duly taken into consideration in the
company’s decision-making. Here, “the company’s related parties” refer to the
related parties of listed companies as defined in the Companies Act (IAS24).
Digia has issued Board members, the CEO and Management Team members
with instructions concerning related parties. In order to enable the monitoring
of related-party transactions, the company maintains an up-to-date register
of companies and persons who are classified as related parties, including their
grounds for being so classified.
It is executive management’s task to identify related parties and related-
party transactions before engaging in any business. The business unit,
together with the legal counsel, assesses whether related-party transactions
form part of the company’s ordinary business and whether they are subject to
normal commercial terms and conditions.
If an intended related-party transaction would be significant for Digia and
would either deviate from Digia’s ordinary business or not be subject to normal
market conditions, then this business transaction must be decided upon by
the company’s Board of Directors.
Digia’s related-party transactions are explained in more detail in the
consolidated Financial Statements. Related-party transactions are not
significant for the company, do not deviate from the company’s ordinary
business, and are carried out under normal market conditions.
Auditor and auditor’s fees
Digia has one of ficial auditor, who must be a KHT auditor or KHT audit firm
approved by the Auditing Board of the Central Chamber of Commerce. The
auditor is elected until further notice. The Annual General Meeting elects
the auditor and decides on their fees. Ernst & Young Oy, Authorized Public
Accountants, have been the company’s auditors since 2022, with Authorized
Public Accountant Terhi Mäkinen as the chief auditor.
Auditor’s fees in 2025
EUR 1,000 2025
Ernst & Young
Fees for the statutory audit 211
Fees for the sustainability reporting assurance 68
Fees for other statutory duties 34
Fees for tax counseling 0
Fees for other services 40
Total
352
Board of Directors’ Report
Consolidated
financial statements
Sustainability
statement
Notes to the consolidated
financial statements
Parent company’s
financial statements
Corporate governance
statement
19 Board of Directors’ Report and financial statements 2025
Board of Directors
Chair of the Board of Directors
Digia Board Member since 2010, Vice Chair of the Board 2012–2018, Chair of
the Board since 2018. Member of the Board’s Compensation Commit tee and
Nomination Commit tee.
A member of the Directors’ Institute of Finland.
Key work experience
2000– CEO, Ingman Group
2007–2011 CEO, SVP, Arla Ingman Ltd
1997–2000 CEO, Ingman Foods Ltd
988–1997 CFO, Ingman Foods Ltd
Chair of the Board of Directors
2009– Ingman Group Ltd
2009, 2013– Et teplan Plc
2016– Qt Group Plc
2013– Ingman Development Ltd
2009– Ingman Finance Ltd
2012– Halti Ltd
2014– CRI Invest & Consulting Ltd
2018–2019 M-Brain Ltd (Board Member 2011–2018)
Member of the Board
2010– Evli Plc
2010–2022 Evli Bank Plc
2012–2023 Massby Facility & Services Ltd
2015– Ingman Baltic Sea Finance Ltd
2013– PK Oliver Ltd
Independent of the company.
Sant tu Elsinen
Vice Chair of the Board
b. 1972, male, BSc-level studies in economics
Digia Board member since 2018, and Vice Chair of the Board since 2025. Chair of the
Board’s Audit Commit tee and Nomination Commit tee.
A member of the Directors’ Institute of Finland.
Key work experience
2024– Executive Vice President, Alma Marketplaces, Alma Media Plc
2023–2024 Senior Vice President, Alma Consumer, Alma Media Plc
2016–2023 Senior Vice President, Chief Digital Of ficer, Alma Media Plc
2014– CEO, Winterfell Capital Ltd
2011– CEO, Quartal Ltd
2012–2015 Director of Business Development, Talentum Plc
2005–2012 Director of Business Development, Trainers’ House/Satama Interactive Plc
1997–2005 Creative Director, Business Development Director, Quartal Ltd
Chair of the Board of Directors
2023– Alma Finanssipalvelut Ltd
2023–2024 Kotikokki.net Ltd
2023– Etua Ltd (Board Member 2018–)
2021–2024 Finnish Authentication Cooperative
1997– Quartal Ltd
Member of the Board
2017–2022 Alma Mediapartners Ltd
2017–2020 Arena Interactive Ltd
2016–2022 Media Industry Research Foundation of Finland
2011–2012 Fondia Tools Ltd
Other positions of trust
2024– Digital and Population Data Services Agency, member of advisory board
2023–2025 Chair of the management group, Mediapooli (Board member 2025–)
2019–2023 Chair of the technology working group, Finnish Media Federation
Independent of the company and its major shareholders.
Digia Board member since 2018. Chair of the Board’s Compensation
Commit tee, and a member of the Nomination Commit tee.
Key work experience
2019– HR Director, Aava Terveyspalvelut Ltd
2015–2018 Executive Vice President, HR, OP Group
2011–2015 Area HR Director, Central and North Europe, KONE Plc
2008–2011 CEO, HR House
2001–2008 Vice President, Human Resources, Nokia Plc
1998–2001 Managerial positions, Nokia Plc
Chair of the Board of Directors
2015–2018 OP Pension Fund
Member of the Board
2009–2011 Helsinki Chamber of Commerce
2006–2008 Henry ry
2006–2008 Finnish Enterprise Agencies
Other positions of trust
2012– Helsinki Chamber of Commerce, HR Commit tee member
Independent of the company and its major shareholders.
Board of Directors’ Report
Consolidated
financial statements
Sustainability
statement
Notes to the consolidated
financial statements
Parent company’s
financial statements
Corporate governance
statement
20 Board of Directors’ Report and financial statements 2025
Sari Leppänen
b. 1969, female, PhD
Digia Board member since 2022. Member of the Board’s Compensation
Commit tee and Audit Commit tee.
Key work experience
2024– CTO and CIO, DNA Plc
2023–2024 CIO, DNA Plc
2021–2023 CIO, Aktia Bank
2017–2021 CIO, 3 Step IT Group
2013–2017 Executive positions at Telia Group and TeliaSonera
1995-2012 Expert, managerial and executive positions at Nokia Plc
Member of the Board
2025– Fennia
2019– Member of the Board
Other positions of trust
2016–2017 Member of the Advisory Board for ICT & Electronics Industry, VT t
Technical Research Centre of Finland
Independent of the company and its major shareholders.
Henry Nieminen
Digia Board member since 2023. Member of the Board’s Audit Commit tee.
A member of the Directors’ Institute Finland and Hallituspartnerit ry (a Finnish
association of board professionals).
Key work experience
2016–2022 CEO, Insta Group Ltd
2014–2016 CEO, Fujitsu Finland Ltd
2001–2014 Various executive positions at CGI Finland, Logica and WM-data
Chair of the Board of Directors
2024– Dicode Ltd (Board Member 2023–)
2023– Netox Ltd
2016–2022 Leijona Instituut ti
2014–2016 Fujitsu Estonia Ltd
2014–2016 Isoworks Ltd
2005–2009 Techno-Progress Ltd, Poland
Member of the Board
2024– Temet Group
2024– Comatec Mobility Ltd
2023– Tampereen Energia
2023– Elbit Systems Finland Ltd
2016–2022 Millog Ltd
2016–2022 Senop Ltd
2012–2020 M-Files Ltd
2019–2022 Technology Industries of Finland
2016–2022 Association of Finnish Defence and Aerospace Industries (AFDA)
2016–2022 Goodwork Ltd
2016–2022 Mat tila Porvoo Ltd
2018–2022 Tampere Chamber of Commerce and Industry
2010–2014 Tietokoura Ltd
2008–2012 Logica Finland Ltd
Independent of the company and its major shareholders.
Board of Directors’ Report
Consolidated
financial statements
Sustainability
statement
Notes to the consolidated
financial statements
Parent company’s
financial statements
Corporate governance
statement
21 Board of Directors’ Report and financial statements 2025
President & CEO
President & CEO, and Group Management Team
Member since 1 May 2016.
Key work experience
2016 Senior Vice President, Digia Plc
2011–2015 CEO, TDC Ltd Finland
2008–2011 SVP, Sales & Marketing,
OutokumpuPlc
2002–2008 Managerial positions, TeliaSonera Plc
1995–2002 Managerial positions, Sonera Plc
1991–1995 Various roles in the Consumer Mobile
Communication Division, Telecom
Finland Ltd
Member of the Board
2024– Association of Finnish Defence and
Aerospace Industries (AFDA)
2022– Levorannan Autoliike Ltd
2020– Technology Industries of Finland
Kristiina Simola
CFO
Digia Management Team member
since 14 August 2017.
Key work experience
2015–2017 CFO, Digitalist Group Plc
2012–2015 Deputy Managing Director and CFO,
Mirasys Ltd
2010–2012 Senior Manager, Finance
Transformation, Deloit te Finland
2007–2010 CFO, Profit Software Ltd
2005–2007 CFO, Foster Wheeler Energia Plc
2001–2005 CFO, SysOpen Plc
2001 Financial Consultant, Accenture Ltd
1998–2000 Financial Manager, IKEA Ltd
1995–1998 CFO, Imageneering Ltd
1991–1995 Business Controller, Valmet
Automation Ltd
Hallituksen jäsen
2025– Motiva Ltd and Motiva Services Ltd
General Counsel
Digia Management Team member
since 1 May 2016.
Key work experience
2015–2016 Senior Legal Counsel, Fondia Ltd
2012–2014 Director, Business Support unit, TDC
Finland Ltd
2004–2012 Lawyer, Nokia Networks Ltd
1998–2004 Lawyer, TeliaSonera Plc
1996–1998 Lawyer, Kesko Corporation
Pia Huhdanmäki
Senior Vice President, HR,
Culture & Sustainability
Digia Management Team
member since 1 February 2018.
Key work experience
2017–2018 Leading Specialist (industrial policy
& lobbying), RadioMedia and Finnish
Media Federation
2012–2016 HR Director/CHRO, Sanoma Media
Finland Ltd
2010–2011 Director – HR, legal and
communications, Sanoma News Ltd
and Sanoma Entertainment Ltd
2007–2010 Director – HR, legal and
communications, Sanoma
Entertainment Ltd
1996–2006 Legal counsel and managerial
positions, Sanoma Group Plc
Juhana Juppo
Digia Management Team member
since 19 September 2016.
Key work experience
2013–2016 Director, Business Development,
Finanssi-Kontio Ltd
2011–2013 Service Director, CGI Finland Ltd
2005–2011 CTO, Capgemini Finland Ltd
2003–2005 Systems Architect, IT Optimo/
ItellaPlc
2000–2003 VP, Development, Eigenvalue Ltd
1999–2000 Project Manager, Capgemini
FinlandLtd
1995–1999 Project Manager, Nokia Networks Ltd
Board of Directors’ Report
Consolidated
financial statements
Sustainability
statement
Notes to the consolidated
financial statements
Parent company’s
financial statements
Corporate governance
statement
22 Board of Directors’ Report and financial statements 2025
Senior Vice President, Financial
Digia Management Team member
since 1 June 2017.
Key work experience
2003–2017 Managing Director, Accenture Ltd
1996–2003 Leading Consultant, Accenture Ltd
1992–1996 Managerial positions in IT
management, ICL Personal Systems
1989–1991 Consultant, Andersen Consulting Ltd
1988–1989 Product Manager, Nokia Data Ltd
Senior Vice President, Business Platforms
Digia Management Team member
since 2 April 2024.
Key work experience
2022–2024 Senior Vice President, IP Solutions,
CGI Finland Ltd
2018–2022 Managing Director,
Finanssi-KontioLtd
2015–2018 Sector Vice President, Manufacturing
and Retail, CGI Finland Ltd
2012–2015 Managerial positions in business and
sales management, CGI Finland Ltd
2009–2012 Managerial positions in business and
sales management, Logica Finland
Ltd
2001–2009 Managerial positions, Accenture
Finland Ltd
1993–2001 Expert and managerial positions,
predecessors of TeliaSonera Plc
Sami Paihonen
Senior Vice President, Digital Solutions
Digia Management Team member
since 18 October 2021.
Key work experience
2018–2021 CTO, Savox Communications
2018–2019 Senior Advisor, Savox Ventures
2015–2017 CEO and President, Ixonos/
DigitalistPlc
2012-2015 Head of NA Business, USA and
Canada + Global Design & SE
Business, Ixonos Plc
2010–2012 Design Business Area, Ixonos Plc
2008–2010 Director, Design Strategy, Samsung
1998–2008 Design-related management
positions, Nokia
Member of the Board
2024– Qstock Ltd
2023– Oulun Kärpät Ltd
2021– MindEye Ltd
Pasi Ropponen
b. 1973, Bachelor of Business Administration
Digia Management Team member
since 11 April 2022.
Key work experience
2012–2022 Acting CEO and various management
positions in sales and business
management, Siili Solutions Plc
2006–2012 Sales management and consultancy
positions, Trainers’ House
Digia Management Team member
since 29 March 2021.
Key work experience
2018–2021 Business Unit Leader, CGI Finland Ltd
2014–2018 Managing Director,
Finanssi-KontioLtd
2013–2014 Director, Application Management,
Finanssi-Kontio Ltd
2010–2013 Client Director, Logica Suomi Ltd
2008–2010 Business Manager, Logica Suomi Ltd
Member of the Board
2022– Helsingfors Simsällskap r.f.
Board of Directors’ Report
Consolidated
financial statements
Sustainability
statement
Notes to the consolidated
financial statements
Parent company’s
financial statements
Corporate governance
statement
General Disclosures (ESRS 2) ............... 25
Basis for preparation ...................... 25
Governance ............................... 26
Strategy................................... 30
Managing impacts, risks, and
opportunities ............................. 35
Metrics and objectives .................... 37
Sustainability objectives for
Digia’s 2023–2025 strategy period ........ 38
Environment................................. 39
EU Taxonomy.............................. 39
E1 – Climate change ....................... 44
Social responsibility . . . . . . . . . . . . . . . . . . . . . . . . . 50
S1 – Own workforce........................ 50
S2 – Workers in the value chain............ 57
S4 – Consumers and end-users . . . . . . . . . . . 59
Reliable partner ............................. 64
Business conduct – G1 .................... 64
Index of contents............................ 66
List of data points based on other
EU legislation................................ 68
Sustainability statement
Consolidated
financial statements
Notes to the consolidated
financial statements
Parent company’s
financial statements
Board of Directors’ Report
Sustainability
statement
E S G
Corporate governance
statement
24 Board of Directors’ Report and financial statements 2025
71%
29%
62%
8%
30%
Reduction in CO
2
emissions
*
-64%
Code of Conduct
training completion rate
96%
NPS improved
+34%
* From the 2019 baseline
Gender distribution
Men
Women
Distribution of employees by age group
Under 30 years old
30–50 years old
Over 50 years old
We create a
more sustainable
future
We are building the sustainable
growth of our business in balance with
people and the environment.
Consolidated
financial statements
Notes to the consolidated
financial statements
Parent company’s
financial statements
Board of Directors’ Report
Sustainability
statement
E S G
Corporate governance
statement
25 Board of Directors’ Report and financial statements 2025
Basis for preparation
This Digia Plc Sustainability Statement has been prepared in accordance with
the requirements of the EU
Corporate Sustainability Reporting Directive
(CSRD).
The term “Sustainability Report” corresponds to the term “Group Sustainability
Report” as used in the Finnish Accounting Act. The information contained in
the Sustainability Report covers the same period as the company’s financial
indicators (January 1–December 31, 2025, and has been prepared at Group level.
Some of Digia’s own sustainability objectives cover only part of the Group. Any
boundaries are covered in more detail in the topic-specific sections.
As part of its double materiality assessment, Digia has analyzed those
sustainability themes that are most material to the company’s business, taking
the entire value chain into account. (
“Double materiality” means the same as the
ESRS term “double materiality” and the term “two-way information” as used in the
Finnish Accounting Act.
). Based on this assessment, the Sustainability Report
covers upstream operations for direct suppliers, and downstream operations for
Digia’s customers and the solutions delivered to its customers’ end-users.
Digia has not omit ted any information relating to intellectual property,
expertise, or innovation outcomes.
Digia has been awarded an ISO 9001 quality certificate, which covers Digia
Finland Ltd and the Group’s shared services. Digia has also been awarded an
ISO 27001 security certificate, which covers some of Digia’s business areas and
locations.
In both its double materiality assessment and the identification of risks and
opportunities, Digia has used the short-term (maximum one year), medium-term
(1–5 years), and long-term (more than five years) definitions given in ESRS 1.
Value chain estimation, sources of estimation, and outcome uncertainty
Digia has used indirect sources in the calculation of its upstream greenhouse
gases (Disclosure Requirement E1-6). Indirect sources have mainly been
used in Scope 3 emission categories 1, 3, 6 and 7, for which general factors
have been used to calculate emissions. Estimation has therefore been used
General Disclosures
(ESRS 2)
in the calculation of emissions, as these general factors are derived from
widely used emission factor libraries. For more information about the use of
indirect and direct sources in the calculation of emissions, see Disclosure
Requirement
E1-6 Gross Scopes 1, 2, 3, and Total GHG emissions
.
There is no significant uncertainty associated with the metrics or
monetary values used in Digia’s emission calculations. However, as general
emission factors are often averages that ignore variations in operations
or conditions, this may increase the uncertainty of the calculation. The
company is continuously developing its emissions calculation process, and
aims to further increase its use of direct sources through improved supplier
management.
Changes in preparation or presentation of sustainability information
and reporting errors in prior periods
Every year, Digia refines both its emissions calculations and the collection
and quality of supplier-specific data. During its 2025 revisions, emissions
from cloud and datacenter services were found to be higher than previously
reported. This was due to a filtering error in the data, which has also retro-
actively af fected 2024 reporting. In addition, Digia will not report emissions
from remote work starting in 2025. To ensure comparability, the share of
remote work has also been removed from the Scope 3 calculation for 2024.
Corrections have been made to Scope 3 emissions. A comparison of the
changes is shown in the table below.
2024 original
(tCO
2
eq)
2024
corrected
(tCO
2
eq)
Total Gross GHG emissions (scopes 1–3) 6,783.3 6,110.7
Scope 3 indirect GHG emissions 6,461.0 5,788.4
1 Purchased goods and services 4,505.2 4,553.6
Cloud computing and datacenter services 27.2 75.6
7 Employee commuting 971.1 250.1
A list of reported disclosure requirements and references to other content can
be found on pages 66–67 of this report.
Consolidated
financial statements
Notes to the consolidated
financial statements
Parent company’s
financial statements
Board of Directors’ Report
Sustainability
statement
E S G
Corporate governance
statement
26 Board of Directors’ Report and financial statements 2025
60%
40%
80%
20%
Governance
Responsibility for Digia’s operations is held by the Shareholders’ Meeting, Board
of Directors, and the President & CEO assisted by the Group Management Team.
Digia’s highest decision-making body is the Shareholders’ Meeting at which
shareholders exercise their voting rights on company mat ters.
Board of Directors and Commit tees
The Board of Directors is elected by the Shareholders’ Meeting, and is in charge
of Digia’s administration and the appropriate organization of the company’s
operations. Under the Articles of Association, the Board of Directors must
consist of a minimum of four and a maximum of eight members. Neither the
CEO nor other company employees working under the CEO’s direction may be
elected members of the Board.
The Board of Directors has defined a Board diversity policy. It states that the
requirements of the company’s size, market position, and industry should be
duly ref lected in the Board’s composition. Both genders should be represented
on the Board. It should be ensured that the Board as a whole will always have
suf ficient expertise in the following areas in particular:
• the company’s field of business
• managing a company of similar size
• the nature of a listed company’s business operations
• management accounting
• risk management
• sustainability reporting
• mergers and acquisitions
• board work
The members of Digia’s Board of Directors have extensive and relevant
expertise in these areas on the basis of their primary work experience and other
positions of trust.
According to the company’s Articles of Association, Digia’s Board of Directors
shall have between four and eight (4–8) members. After Mart ti Ala-Härkönen’s
resignation from the Board on May 16, 2025, Digia Plc’s Board of Directors will
consist of five members until the end of the current Board term. The majority
of Board members must be independent of the company and a minimum of
two of those members must also be independent of the company’s major
shareholders. Board members Sant tu Elsinen, Sari Leppänen, Henry Nieminen,
Outi Taivainen, and Mart ti Ala-Härkönen (a Board member until May 16, 2025)
are independent of the company and its major shareholders. Robert Ingman is
independent of the company, but is not independent of the company’s major
shareholders due to his holdings in related parties.
During the 2025 reporting year, Digia’s Board of Directors had three
commit tees: the Audit Commit tee, the Compensation Commit tee, and the
Nomination Commit tee. These commit tees do not hold powers of decision or
execution unless separately authorized by the Board – their role is to assist the
Board in decision-making concerning their areas of expertise. The commit tees
report regularly on their work to the Board, which has decision-making and
collegial responsibility over their actions.
It is the Audit Commit tee’s role to monitor impacts and risks. Its purpose
is to assist the Board of Directors in ensuring that the company’s financial
reporting, accounting methods, sustainability report, financial statements, and
any other financial information provided by the company comply with legislation
and are balanced, transparent, and clear. The Audit Commit tee supervises
and assesses the audit, the independence of the company’s auditor and, in
particular, the auditor’s provision of non-audit services. The Audit Commit tee
also prepares a proposal for the choice of auditor.
The Audit Commit tee supervises and assesses internal control, the ef fec-
tiveness of risk management systems, and how well agreements and other legal
actions between the company and its related parties meet market conditions
and the requirements for ordinary operations.
From January 1 – May 16, 2025, the Audit Commit tee consisted of Mart ti
Ala-Härkönen (Chair), Sant tu Elsinen, and Henry Nieminen. After Mart ti
Ala-Härkönen’s resignation on May 16, 2025, Sant tu Elsinen became chair of the
commit tee and Sari Leppänen was appointed as a new member.
The company’s Chief Executive Of ficer is appointed by the Board of Directors.
The CEO is in charge of Digia’s business operations and administration in accor-
dance with the instructions and regulations issued by the Board of Directors,
and as defined by the Finnish Limited Liability Companies Act. The CEO chairs the
Group Management Team’s meetings. The CEO is not a member of the Board of
Directors, but at tends Board meetings. The Management Team assists the CEO
in the preparation and implementation of strategy, routine management, and
preparing items for consideration by the Board of Directors. The CEO is responsible
for the Management Team’s decisions. Members of the Management Team are
tasked with implementing these decisions within their own areas of responsibility.
Digia’s Management Team consists of ten people: the CEO, CFO, General
Counsel and CTO, as well as the SVP of HR, Culture and Sustainability, the SVP
of Sales and Marketing and the SVPs of four business areas. All members of the
Management Team have lengthy experience in the company’s sector or their own
area of expertise.
Under the authorization of the Board of Directors, the Compensation
Commit tee approves the appointments of the members of the Group Management
Team and decides on the terms and conditions of their service contracts on the
Gender distribution of Board of Directors 31 Dec 2025
Men (3)
Women (2)
Gender distribution of Management Team 31 Dec 2025
Men (8)
Women (2)
Consolidated
financial statements
Notes to the consolidated
financial statements
Parent company’s
financial statements
Board of Directors’ Report
Sustainability
statement
E S G
Corporate governance
statement
27 Board of Directors’ Report and financial statements 2025
basis of the CEO’s proposal. There were no employees or employee representa-
tives in Digia’s Management Team during the 2025 reporting year.
Sustainability-related expertise and skills
The Board of Directors, its commit tees, and the Management Team regularly
discuss reviews of various aspects of sustainability, which are presented by the
Group’s experts and operational management. Through these reviews, Digia’s
senior executives learn about the most material impacts, risks, and opportu-
nities associated with the company’s sustainability, as well as the company’s
progress toward its sustainability targets and its sustainability- related
projects. These reviews ensure that Digia’s management has up-to-date infor-
mation and competence with regard to sustainability issues. The need for any
follow-up measures or external expertise is also decided upon in conjunction
with these reviews. The topics discussed during 2025 meetings are covered
in more detail in Disclosure Requirement
GOV-2 Information provided to
and sustainability mat ters addressed by the undertaking’s administrative,
management, and supervisory bodies
. There are no other special controls or
procedures in place.
the undertaking’s administrative, management, and supervisory
Board of Directors and Commit tees
Digia’s Board of Directors, supported by its commit tees, holds ultimate
responsibility for sustainability within the Group. Sustainability is part of the
company’s Board-approved business strategy, and the Board also approves the
company’s sustainability focus areas and targets for each strategy period. The
Board of Directors likewise approves the sustainability targets to be included in
the incentive scheme for management, complete with their relative weightings.
As a rule, the Board of Directors’ Audit Commit tee reviews topical
sustainability issues on a quarterly basis. The Audit Commit tee discussed
sustainability at three of its meetings in 2025. At Audit Commit tee meetings,
experts and senior executives present information for the commit tee to
review: sustainability themes, target at tainment, development plans, and
development measures and their implementation. The outcomes of the Group’s
risk management (including sustainability risks) are presented to the Audit
Commit tee twice a year, along with any reports of potential misconduct that
have been made through the Whistleblowing channel.
During 2025, the following sustainability-related material risks, impacts,
and opportunities were reviewed at meetings of the Board of Directors and its
commit tees
Impacts
• Updating the double materiality assessment
• Overview of focus areas and objectives for the strategy period
• Monitoring the Green Omnibus initiative
• Trends in Digia’s CO
2
emission targets and measures to achieve them.
Sustainability management
Board of Directors
Audit Commit tee
Remuneration Commit tee
Management Team
The Sustainability Steering Group
Sustainability Team
The Sustainability Working Group
Social responsibility, human rights, equality and non-discrimination
(ESRS S1, S2, S4)
Environmental responsibility (ESRS E1, E5, taxonomy)
Supply chain, procurement and subcontracting (ESRS E1, S1) Digital safety, data security and privacy (ESRS S4)
Governance (ESRS 1–2, G1) Customers, customer experience and end-users (ESRS S4)
Strategy and business models
Business areas: sustainability-related services, business impacts and opportunities
Risks
• The current status and development of risk management.
• Information security risks and measures.
• Overview of cybersecurity and cyber strategy, and development projects
• Risks associated with new regulations (such as NIS2 and CSRD) and the
management model.
Opportunities
• Feedback on customer satisfaction (NPS)
• New customer and business development needs that have arisen through
increased regulation.
• The company’s at tractiveness as an employer and its current resources.
Consolidated
financial statements
Notes to the consolidated
financial statements
Parent company’s
financial statements
Board of Directors’ Report
Sustainability
statement
E S G
Corporate governance
statement
28 Board of Directors’ Report and financial statements 2025
The CEO is responsible for implementing sustainability measures and reaching
sustainability targets within the company. Within the Management Team, the
Senior Vice President of HR, Culture and Sustainability is responsible for the
routine management of sustainability issues.
In 2025, Digia’s Management Team formed a separate Sustainability
Steering Group in which the Head of Sustainability is the presenter. The
steering group thoroughly discusses sustainability-related action and
developmental needs on the basis of any identified risks or opportunities and
their impacts on Digia’s operations. The steering group met five times in 2025.
The remuneration of Digia’s governing bodies is based on Digia Plc’s
Remuneration Policy for governing bodies. This Remuneration Policy is
available on Digia’s website at: ht tps://digia.com/en/investors/governance/
remuneration.
The 2025 Remuneration Report provides an overview of the compensation
paid to Digia’s Board of Directors and CEO in 2025. It also gives a summary of
the remuneration paid by Digia in relation to its performance in 2021–2025, as
well as an explanation of the share-based incentive scheme for 2023–2025
and the short-term target bonus scheme for the 2025 financial year.
In May 2023, Digia Plc’s Board of Directors decided to establish a long-term
share-based incentive scheme for the period 2023–2025. In principle, the
target group of the scheme consists of the CEO and the company’s senior
executives. The scheme may also cover other individual key personnel. The
targets for the long-term share-based incentive scheme are based on the
company’s net sales (weighting 50%), cumulative earnings per share (EPS) for
2023–2025 (weighting 40%), and Digia’s sustainability target (weighting 10%).
In 2025, the earnings criteria for the short-term target bonus scheme were
based on the company’s net sales (weighting 50%), EBITA operating profit
(weighting 40%), and sustainability target (weighting 10%). The targets are
set for the calendar year. The short-term target bonus scheme covers Digia’s
senior executives and other people in demanding specialist roles. The bonus
scheme is approved by Digia’s Board of Directors.
Key elements of the
due diligence process Sections of the Sustainability Report
a) Embedding
due diligence in
governance, strategy,
and business model
Governance:
ESRS 2 General Disclosures, Governance, Business model and strategy, and Policies adopted
ESRS G1 Business conduct, Corporate culture and business conduct policies
Society:
ESRS S1 Own workforce, Processes
ESRS S2 Workers in the value chain, Actions and approach.
ESRS S4 Material impacts and policies
Environment:
ESRS E1 Climate change, Integration of performance in incentive schemes, and Transition plan
b) Engaging with
af fected stakeholders
at all key stages of the
due diligence process
Governance:
ESRS 2 General Disclosures, Interests and views of stakeholders, and Double materiality assessment methodology
ESRS G1 Business conduct, Relationships with suppliers
Society:
ESRS S1 Own workforce, Engaging with own workforce
ESRS S2 Workers in the value chain, Engaging with value chain workers
ESRS S4 Consumers and end-users, Engaging with consumers and end-users
Environment:
ESRS E1 Climate change, Identification and assessment process, and Targets
c) Identifying and
assessing adverse
impacts
Governance:
ESRS 2 General Disclosures, Risk management and internal control with regard to sustainability reporting, and Double materiality assessment methodology
Society:
ESRS S1 Own workforce, Processes, and Actions
ESRS S2 Workers in the value chain, Processes, and Actions
ESRS S4 Consumers and end-users, Processes, and Actions
Environment:
ESRS E1 Climate change, Identification and assessment process, and Targets
d) Taking actions to
address those adverse
impacts
Governance:
ESRS 2 General Disclosures, Risk management and internal control with regard to sustainability reporting, and Double materiality assessment methodology
Society:
ESRS S1 Own workforce, Actions, and Engaging with own workforce
ESRS S2 Workers in the value chain, Actions, and Engaging with value chain workers, ESRS S4 Consumers and end-users, Actions
Environment:
ESRS E1 Climate change, Actions
e) Tracking the
ef fectiveness of
these ef forts and
communicating
Governance:
ESRS 2 General Disclosures, Governance, Business model and strategy, and Interests and views of stakeholders
ESRS G1 Business conduct, Remediation, and Whistleblowing channel
Society:
ESRS S1 Own workforce, Actions, Engaging with own workforce, and Targets
ESRS S2 Workers in the value chain, Actions, and Targets
ESRS S4 Consumers and end-users, Actions, and Targets
Environment:
ESRS E1 Climate change, Actions, and Targets
Consolidated
financial statements
Notes to the consolidated
financial statements
Parent company’s
financial statements
Board of Directors’ Report
Sustainability
statement
E S G
Corporate governance
statement
29 Board of Directors’ Report and financial statements 2025
Both the long-term share-based incentive scheme and the short-term
target bonus scheme have the same sustainability targets: a reduction in CO
2
emissions (weighting 20%), eNPS (weighting 40%), and NPS (weighting 40%).
Risk management and internal controls over sustainability
The purpose of Digia’s risk management process is to identify and manage
risks in a way that enables the company to at tain its strategic and financial
targets. Risk management is a continuous process by which Digia determines,
lists, and assesses its major risks, appoints key persons to take charge of
risk management, and prioritizes risks according to an assessment scale that
compares the impacts and mutual significance of risks. This process involves
identifying, planning, and implementing risk management measures, and
then monitoring their impact. Risk management is continuously developed,
and the maturity of its systems is likewise continuously assessed. Digia’s risk
management process is supported by centralized risk management software.
Risks are classified as strategic, financial, operational, and sustainability risks.
The current risk assessment model is based on the COSO model and the
applicable sections of ISO 31000. Risks are prioritized on the basis of their
consequences, financial impact, and probability.
Digia’s identified sustainability risks consist of environmental, social, and
governance risks.
During its double materiality assessments and updates, Digia always
checks whether any changes to the management of sustainability risks are
required. The latest update was made during the reporting year.
The Audit Commit tee of the Board of Directors is responsible for super-
vising the implementation of risk management and assessing its ef fec-
tiveness. Monitoring focuses on risks of material significance to the company
that are classified as high risk. The Audit Commit tee receives an overview of
risk management, which consists of a breakdown of the most significant risks
and the distribution of risks along the probability-ef fect axis.
Changes in the risk status are reported to the Audit Commit tee twice a
year, and the Group Management Team monitors the risk status at its regular
meetings. These reports cover the risk status, the impacts of significant
risks and measures used to manage them, and the monitoring of objectives,
including the specified indicators. Digia’s Group Management Team is
responsible for the appropriateness of risk management and overseeing
operational activities. Any potential sustainability risks are also addressed as
necessary by the Sustainability Steering Group and Quality Steering Group.
Topic-specific risk management strategies are presented in more detail in the
sections dedicated to each sustainability theme.
Digia has not yet established a separate function responsible for internal
auditing. The company regularly assesses the need for an internal audit
function. With the company’s current business volume, its existing functions
are able to handle internal auditing tasks.
Sustainability
theme Risk Description
E1 Digital infrastructure incidents Digia’s environmental risks are mainly related to digital infrastructure incidents, which can be caused by extreme
climate phenomena, instability in the electricity grid, or other systemic factors.
E1 Achieving emission reductions and
sustainability action
Although of fice work carries a low risk of environmental damage, growing expectations with regard to emission
reductions and sustainability can af fect competitiveness, and particularly in public procurement and customer
requirements.
S1 Employee wellbeing Deterioration in employee wellbeing is a risk in this area, as it can lead to increased absences and reduced working
capacity, which may in turn af fect the company’s productivity. The factors to be monitored include sickness
absences related to mental health, workload, work-life balance, and diversity.
S1 The need for specialists Digia has identified risks in the availability of skills, and particularly in the areas of artificial intelligence,
cybersecurity, and sustainable digital development.
S2 Working conditions in the supply chain Digia’s risks in procurement and subcontracting relate to working conditions and ethical practices, and particularly
in areas outside Finland or in non-transparent arrangements.
S4 Information security and data
protection risks
Data protection (GDPR) and information security are major business risks, and especially when Digia is working
with critical social organizations. Regulations concerning AI and its ethical use may also impose additional
requirements on the company.
G1 Ethical conduct, good governance Administrative risks relate to the company's legal compliance and ethical operations. Internationalization
increases the importance of Group-level controls, and any shortcomings in these processes may increase the risk
of misconduct and reputational damage.
Consolidated
financial statements
Notes to the consolidated
financial statements
Parent company’s
financial statements
Board of Directors’ Report
Sustainability
statement
E S G
Corporate governance
statement
30 Board of Directors’ Report and financial statements 2025
Strategy
Digia provides its customers with extensive solution packages and the
expertise of specialized service areas to meet their individual needs. Digia
combines technological possibilities and human capabilities to build intelligent
businesses and societies – and a sustainable future.
Digia reports its business in one segment as per IFRS 8. In the Financial
Statements, the company reports on the distribution of its net sales by market
area. Digia also reports on the proportions accounted for by the service and
maintenance, project, and product businesses – and, as a new category, the
proportion accounted for by international business. Sustainability-related
projects are not itemized in these reports. The combined net sales of all
market areas in 2025 amounted to EUR 217 million. More information about
reporting segments and net sales distribution is provided in the Financial
Statements under
Section 3 Financial development
.
Digia’s main market is Finland, and the company also provides solutions
internationally. In addition to Finland, Digia operates in Sweden, Poland, and
the Netherlands. The Digia Group has two subsidiaries in Finland, three in
Sweden, two in Poland, and one in the Netherlands.
The company serves a broad range of customers from both the private
and public sectors. There have been no significant changes in the company’s
customer groups during the reporting period. Poland became a new market
area for Digia through the acquisition of Savangard.
The number of Digia employees by geographical region has been reported
in this Sustainability Report: see section
S1 Own workforce.
As part of the company’s strategy, Digia has set its sustainability targets
at Group level. These targets cover all aspects of sustainability (E, S, and G)
and are described in more detail in the
Metrics and Objectives
section of this
Sustainability Report.
Digia’s value chain
Digia’s value chain is divided into upstream, own operations, and downstream. The upstream section consists of Digia’s subcontractor and technology partner networks,
through which the company acquires the necessary expertise and services to conduct its business. Digia’s role in the value chain is a provider of solutions and services.
Digia’s customers include both private- and public-sector organizations. The company is a major social operator in its role as a provider of digital solutions.
Procurement Own operations and resources
Business model
Service and maintenance business
Project business
Specialized service areas
Customers and society
Environmental impact management
Upstream Own operations Downstream
Subcontracting
Infrastructure and energy consumption
Equipment
Cloud and datacenter services
Other services
Healthy and skilled personnel, and
continuous competence development
Tools, processes, and systems
Software
Cloud and datacenter services
Immaterial rights
Digital solutions and services
Sustainable customer value
A digitalizing society
Digital security and non-discrimination
Consolidated
financial statements
Notes to the consolidated
financial statements
Parent company’s
financial statements
Board of Directors’ Report
Sustainability
statement
E S G
Corporate governance
statement
31 Board of Directors’ Report and financial statements 2025
Digia’s most important stakeholders are customers, personnel, investors,
technology partners, subcontractors, and communities. When identifying the
material aspects of responsibility for each stakeholder, Digia has taken into
account the most significant economic, social, and environmental impacts
of its operations and services, as well as other significant trends af fecting
the IT service market. Digia builds up an understanding of materialities and
stakeholders’ expectations through a combination of routine management
and regular meetings, surveys, and analyses. Communication methods vary by
stakeholder.
Taking stakeholders’ interests and views into account is a key element
of Digia’s strategic planning and business development. Digia responds
to changes in its stakeholders’ needs and expectations by continually
developing its operations and prioritizing actions that will support both the
company’s own business and its collaboration with stakeholders.
Management maintains continuous dialogue with customers and other
stakeholders with the aid of regular discussions and meetings, and by
nurturing its partnerships through a variety of channels. The Audit Commit tee
receives biannual reports on developments in stakeholder-related risks,
and sustainability risks are monitored during the Group’s Management Team
meetings.
Digia’s main stakeholders and stakeholder engagement
Stakeholder Engagement Purpose, and how the outcome is taken into account
Customers Close cooperation in product and service development and project work,
and continuous cooperation during maintenance and development
Continuous dialogue through sales, marketing, and customer service
teams
Customer feedback via regular customer surveys
Customer insights with the aid of interviews, surveys, and assessments
(in addition to continuous dialogue)
The further development of services, products, and the customer
experience
Secure systems and services
Taking energy ef ficiency into consideration during implementation
Helping customers to solve sustainability challenges
Personnel Cooperation between supervisors, and discussions based on cultural and
leadership principles
Target and development discussions, and agreeing on learning objectives
Employee feedback from regular personnel surveys
Early intervention model and communications about wellbeing and mental
health challenges
Tribal activities, meetings, training, and regular staf f events
Models for cooperation activities and health and safety organizations
Healthy, skilled, and diverse personnel are Digia’s most important resource
Digia wants to provide its employees with a community in which the value of
their competence increases through on-the-job learning.
A principle of lifelong learning will guarantee the best results for Digia’s
customers through expertise
Skilled and motivated personnel will ensure the success of Digia’s business
operations
Digia has renumeration models that support success
Investors Regular dialogue with shareholders and the investor community
Regular reports, publications, and news
Investor meetings and events
Surveys for collecting feedback
Open communications aim to increase shareholder value and ensure that
current and potential investors receive accurate information about the
company
Technology
partners
Active participation in technology partners’ programs, training, and events
Collaboration programs
Regular meetings and workshops with partners
Following technology trends and embracing new technologies
Continuous competence development
Networking and cooperation to enhance customer value
Identifying new business opportunities
Subcontractors
and other
suppliers
Maintaining, expanding, and developing the Digia Hub subcontractor
network
Commit ting to Digia’s Supplier Code of Conduct
Annual surveys for Digia’s subcontractors and selected suppliers
Audits of selected suppliers (as necessary)
Subcontractors and freelance developers enable project scalability
Responsible supply chains and customer deliveries
Managing sustainability risks throughout the supply chain
Organizations and
communities
Cooperation with selected organizations, such as Technology Industries
of Finland, TIEKE Finnish Information Society Development Center, and the
Global Compact
Training and cooperation programs
Collecting reliable and up-to-date information
Competence development and sharing best practices
Inf luencing the development of the IT sector and information society,
including green coding and calculating the carbon footprint of software
Consolidated
financial statements
Notes to the consolidated
financial statements
Parent company’s
financial statements
Board of Directors’ Report
Sustainability
statement
E S G
Corporate governance
statement
32 Board of Directors’ Report and financial statements 2025
Digia carried out its first double materiality assessment in 2023. The
assessment was updated in 2025 as part of the company’s strategy work,
with a particular focus on material impacts related to sustainability. During
the update, Digia found that five of the ten sustainability themes specified
in the Directive were material to the company, and also noted that theme E5
(Resource use and circular economy) no longer meets the company’s materi-
ality criteria. The material themes are E1 Climate change, S1 Own Workforce,
S2 Workers in the value chain, S4 Consumers and end-users, and G1 Business
conduct. All of the material themes were reassessed during the update.
For E5 Resource use and circular economy, Digia noted that there were no
separate and identifiable business opportunities, risks, or impacts in this area
that would be material to the company or the environment. In its earlier double
materiality assessment, resource use and circular economy was identified as
a material theme for Digia, and particularly from the perspective of business
opportunities. However, the updated assessment considers these oppor-
tunities to be largely related to climate change mitigation and, in particular,
energy ef ficiency.
Significant changes have occurred in the IT market, with hourly rates
falling as a result of the market situation, and this may af fect the company’s
financial performance. Digia did not otherwise identify any significant financial
impacts relating to material risks or opportunities during the current reporting
period. When Digia’s financial risks and their management are taken into
consideration, no significant changes in the company’s performance, cash
f lows, or financial position have been observed, and none are expected in
the short term. Digia has no planned investments or divestments associated
with the aforementioned sustainability themes. Customer demand and needs
will determine the realization of financial opportunities and their resulting
environmental impacts in the short, medium, and long term.
Digia has not identified any business risks or opportunities that would not
be covered by the ESRS disclosure requirements. More information about
material impacts, risks, and opportunities, including their connection to Digia’s
strategy and business model, can be found in the topic-specific sections.
Materiality matrix
Business conduct
Climate change
Workers in the value chain
Consumers and end-users
Own workforce
Impact materiality
Financial materiality
Minimal
(1)
Informative
2)
Important
(3)
Significant
(4)
Critical
(5)
Minimal
(1)
Informative
(2)
Important
(3)
Significant
(4)
Critical
(5)
Digia’s material sustainability themes are
presented in the materiality matrix.
Consolidated
financial statements
Notes to the consolidated
financial statements
Parent company’s
financial statements
Board of Directors’ Report
Sustainability
statement
E S G
Corporate governance
statement
33 Board of Directors’ Report and financial statements 2025
ESRS Topic ESRS Sub-topic Value chain
Pos/Neg impact or risk/
opportunity Time frame
Impact, risk, or
opportunity Grounds
E1 Climate change Climate change
mitigation
Downstream and
own operations
Actual negative impact Short, medium, and
long
Carbon emissions from
operations
The highest emissions from Digia’s operations and value chain arise from energy consumption. The data used in IT
solutions consumes energy and generates emissions.
Own operations
and downstream
Potential positive impact Medium and long ESG data solutions as
climate change mitigation
ESG data solutions can help to mitigate climate change through bet ter data-driven decisions. The IT sector’s energy
consumption is growing, which is why green coding is becoming increasingly important.
Downstream Potential business
opportunity
Medium and long Carbon emissions from
IT solutions, and energy
ef ficiency
Digia's IT solutions can help customers reduce their carbon emissions and improve their energy ef ficiency. Costs and
energy ef ficiency often go hand in hand.
Energy Downstream and
own operations
Actual negative impact Short, medium, and
long
Energy consumption in own
operations and the value
chain
The highest emissions from Digia’s own operations and value chain arise from energy consumption. The growing use of
artificial intelligence will also increase energy consumption.
Downstream Potential positive impact Medium and long Green coding as part of
energy ef ficiency
Green coding practices can reduce the energy consumed by software. These practices can be applied to both old and
new software.
Downstream Potential business
opportunity
Medium and long Green coding as part of value
creation
Green coding practices are part of value creation, and support the climate action taken by our customer companies.
Own operations Potential business risk Short, medium, and
long
Dependence on other
operators in the value chain
Digia is dependent on the public electricity grid, major cloud service providers, and telecommunication connections.
Supply chain risks and geopolitical risks have increased all across the world.
S1 Own workforce Working conditions Own operations Potential negative impact Short and medium The impacts of project-
based work
The work done at the company is often project-based, which can potentially have negative impacts on workload, time
management, or work-life balance.
Own operations Actual positive impact Short and medium Solutions and services to
support wellbeing at work
Digia has f lexible working hours and locations, and services to support wellbeing at work.
Own operations Potential business
opportunity
Short and medium Working conditions and
wellbeing as part of
ef ficiency and profitability
Good working conditions and preventive wellbeing services can improve the health and wellbeing of personnel, which
can in turn improve ef ficiency and profitability.
Own operations Potential business risk Short and medium Mental health absences Absences related to mental health remain high in the IT sector, and this poses a significant risk to organizational
performance and employee wellbeing.
Equitable
treatment and
equal opportunities
for all
Own operations Potential negative impact Short and medium The gender imbalance in the
IT sector
Women are under-represented in executive positions, which highlights the gender imbalance in the sector.
Own operations Actual positive impact Short and medium Skills and diversity A diverse and continually evolving range of talented, permanent employees is a prerequisite for business development
and employee wellbeing.
Own operations Potential business
opportunity
Medium and long Diversity and competence
as part of business
development
A broad range of skills, a diverse workforce, competence development, and the use of artificial intelligence can increase
Digia's profitability and ef ficiency.
Other employment-
related rights
Own operations Potential negative impact Short and medium Information security and
data protection risks to own
workforce
Employees can be exposed to information security and data protection risks if a third party gains unauthorized access to
personal data and misuses it.
Own operations Potential business
opportunity
Medium and long Change management Successful change management is particularly important in an evolving market in which the introduction of AI is having a
significant impact on the organization.
Consolidated
financial statements
Notes to the consolidated
financial statements
Parent company’s
financial statements
Board of Directors’ Report
Sustainability
statement
E S G
Corporate governance
statement
34 Board of Directors’ Report and financial statements 2025
ESRS Topic ESRS Sub-topic Value chain
Pos/Neg impact or risk/
opportunity Time frame
Impact, risk, or
opportunity Grounds
S2 Workers in the
value chain
Working conditions Upstream Potential negative impact Short and medium Working conditions in
subcontracting
As subcontractors are not directly employed by the company, Digia may not always receive accurate information about
their working conditions. Many of Digia's subcontractors are located in Europe, but a small number work in India, which
creates the possibility of varying working conditions.
Equitable
treatment and
equal opportunities
for all
Upstream Potential negative impact Short and medium The male-dominated nature
of the IT sector
The IT sector is very male dominated. Subcontracting criteria focus primarily on the required competence. Gender
distribution is not systematically monitored, which may lead to experiences of discrimination among representatives of
other genders.
Upstream Potential positive impact Medium and long Promoting gender equality in
subcontracting
Diverse subcontracting in customer projects can promote equitable treatment and increase opportunities for
underrepresented genders.
S4 Consumers and
end-users
Privacy Downstream Potential negative impact Short, medium, and
long
The impact of information
security and data protection
risks on individuals
Digia’s information security and data protection policies adhere to the ISO 27001 standard, and some of its businesses
and locations are ISO 27001 certified. If realized, information security and data protection risks would af fect both
customers and end-users.
Downstream Actual positive impact Short and medium Secure public digital services Digia is a major provider of public digital services. Its IT solutions support secure and smooth transactions. Services are
provided in a way that respects data protection, privacy, and users' rights.
Downstream Potential business
opportunity
Medium and long Sustainable and secure
partnerships
Opportunities for sustainable and reliable partnerships may increase, as customers value expertise in accessibility,
usability, and security.
Downstream Potential business risk Short, medium, and
long
The realization of information
security and data protection
risks
The realization of information security and data protection risks can cause significant risks for Digia, such as financial
penalties and serious damage to the company’s reputation.
Security Downstream Potential negative impact Short and medium Information security
violations
Information security violations have the potential to cause significant negative impacts on both Digia's customers and
their customers.
Downstream Potential business
opportunity
Medium and long Information security and
data protection expertise
Digia must maintain a very high level of data security and GDPR-compliant data protection in order for the company to
dif ferentiate itself as a secure operator and development partner.
Downstream Potential business risk Short, medium, and
long
Information security risks
and geopolitical risks
Information security breaches pose potentially high risks to both Digia and its customers. The global geopolitical
situation may pose new and unexpected risks.
Social inclusion Downstream Potential negative impact Short and medium Inequality and digital stress A rise in the number of digital services could potentially increase inequality if services are not accessible and easy to use.
Digital solutions can also cause digital stress to their users.
Downstream Actual positive impact Medium and long Inclusion and the
digitalization of society
Usability and accessibility can have a significant positive impact on inclusion and the digitalization of society in public-
sector services in particular.
Downstream Potential business
opportunity
Medium and long Usability and accessibility of
services
Usability and accessibility are the cornerstones of Digia's platform and solution design, and key areas of expertise.
G1 Business
conduct
Business conduct Upstream and own
operations
Actual positive impact Short and medium A reliable business partner Digia operates in sectors in which unethical business practices, such as corruption and bribery, are rare. The company is
considered to be a reliable business partner.
Own operations Potential business risk Short and medium Reputation risk If corporate culture does not support ethical behavior, this can lead to reputation risks. Fulfilling regulatory requirements
can be a potential risk factor and may require investments.
Own operations
and downstream
Potential business
opportunity
Short and medium Reliability as a competitive
factor
The company’s sustainable business and governance model makes Digia a reliable partner, and that can also be a
competitive advantage.
Consolidated
financial statements
Notes to the consolidated
financial statements
Parent company’s
financial statements
Board of Directors’ Report
Sustainability
statement
E S G
Corporate governance
statement
35 Board of Directors’ Report and financial statements 2025
Description of the processes to identify and assess material
The company’s materiality assessments identify and evaluate the most
significant sustainability mat ters related to Digia’s business, taking the entire
value chain into account. They cover the company’s own operations, as well
as all upstream and downstream operations from direct and indirect suppliers
to customers and solution end-users. The assessments are based on the EU
Sustainability Reporting Directive (CSRD) and the European Sustainability
Reporting Standards (ESRS). They determine the sustainability themes on
which Digia’s business has significant positive and/or negative impacts and
the themes that create significant business risks and/or opportunities for
Digia. Digia’s business model is based on expert work and the provision of IT
services. The company does not operate in high-risk countries or sectors in
which, for example, human rights or environmental risks would be higher than
usual.
The list of sustainability mat ters covered in the ESRS Application
Requirements (
ESRS 1 AR 16
) is utilized both during assessments and to draw
up a preliminary list of material topics. The process utilizes existing data on
Digia’s sustainability themes, as well as plans and external sources of infor-
mation about typical sustainability themes within the sector. Updates analyze
changes in the market environment and identify potential new risks. The
stakeholder-related background material includes customer interviews, online
customer surveys, a reputation survey, and an employer image survey. Update
projects will make use of external experts as required. A separate materiality
assessment will be carried out for impacts and financial materiality.
The assessments use a scoring system in which each topic is individually
assessed in terms of its scale, scope, remediation, and probability. Risks,
dependencies, and opportunities are scored on the basis of their financial
significance and probability. All topics are analyzed from the perspective of
their impacts and financial significance, with particular at tention being paid to
the relationships between them. As part of the assessment, Digia considers
which section of the value chain has the greatest impact and over what time
frame. The value chain is separated into upstream and downstream, and
Digia’s own operations. The time frame is divided into short-, medium-, and
long-term. Probability is assessed on a scale of one to five. Some of Digia’s
internal experts also take part in the assessment, for example, via interviews
and workshops. Digia’s Management Team is involved in the assessment
process.
Topics with a score above a predetermined threshold are defined as
material. This threshold is defined as topics with a score of moderate or
higher. During its assessments, Digia has noted that the material impacts of
upstream operations only cover direct suppliers, while downstream operations
include customers and solution end-users. A total of 11 material topics were
identified, and they can be found in this Sustainability Statement under
section
SBM-3 Material impacts, risks, and opportunities and their interaction
with strategy and business model
. On the basis of preparatory work carried
out by the Management Team, the Audit Commit tee reviews and approves
the final material sustainability topics that have been identified in the double
materiality assessment.
The management of sustainability risks is an integral part of Digia’s risk
management process and management model. The key themes identified
during double materiality assessments and their updates will be incorporated
into the risk management framework and addressed in accordance with
the company’s risk management process. Impacts and opportunities are
addressed in each business area, and also by the senior executive in charge
of the function in question. They are assessed and prioritized as part of the
annual calendar. Sustainability and a sustainable business model are key
elements in Digia’s strategy.
In conjunction with the update carried out during the reporting year,
Digia deepened its double materiality assessment by examining the themes
in greater detail at sub-sub-topic level. Some topics had previously been
grouped together, which may have partially obscured the importance of
their individual impacts. A more accurate picture of the materiality of each
impact, risk, and opportunity has now been obtained by analyzing the themes
as separate sub-sub-topics. This has in turn enabled more systematic
prioritization of impacts, and has helped to identify those areas that are most
important from each stakeholder’s perspective.
Digia reviews its materiality assessment at least once per strategy period
and, if necessary, also at more frequent intervals if there are significant
changes in the company’s operating environment or business. The update
process follows the same thorough methodology as the first round of
analyses in order to ensure that the materiality assessment is reliable and up
to date.
Climate scenario analysis
As part of its double materiality assessment (DMA), Digia has assessed the
impacts, risks, and opportunities related to climate change. The negative
material impacts relate to both our supply chain and our own operations. Digia
carried out its first climate scenario and resilience analysis in conjunction with
an update of the double materiality assessment. During this update, Digia
identified the physical and transitional climate risks that will af fect Digia’s
operations over dif ferent time frames. The climate impact of Digia’s operations
is assessed by calculating greenhouse gas emissions. Both the calculation
methodology and results are covered in more detail in Disclosure Requirement
E1-6 Gross Scopes 1, 2, 3 and Total GHG emissions.
Climate risks related to Digia’s business operations are included in the
company’s risk management process and monitoring alongside other sustain-
ability risks. Climate resilience and individual climate risks are covered in more
detail in Disclosure Requirement SBM-3, which describes the
Material impacts,
risks, and opportunities and their interaction with strategy and business
model
.
Digia carried out a climate scenario analysis as part of its resilience
analysis. The scenario analysis was carried out in accordance with the
guidelines issued by the TCFD (Task Force on Climate-related Financial
Disclosures).
Four alternative operating environment scenarios were developed on the
basis of this analysis. The scenarios combine dif ferent levels of steering, a
variety of technological developments, and varying climate policies. Two of
these contrasting scenarios were selected for further analysis. To support
these climate scenarios, Digia utilized two of the IPCC’s AR6 SSP scenarios
(SSP1-2.6 and SSP5-8.6), which are consistent with the latest scientific
knowledge. The scenario SSP1-2.6 describes a low-carbon trajectory in which
global warming is limited to around 1.5–2°C, while SSP5-8.6 is a high-emission
scenario in which temperature increases could exceed 4°C by the end of the
century. Digia’s trajectories were as follows:
Consolidated
financial statements
Notes to the consolidated
financial statements
Parent company’s
financial statements
Board of Directors’ Report
Sustainability
statement
E S G
Corporate governance
statement
36 Board of Directors’ Report and financial statements 2025
• Scenario 1: A low-carbon scenario with sustainable digital development:
strong steering and green technologies that are ref lected in a rapid green
transition that corresponds to the IPCC scenario SSP1-2.6 (warming limited
to around 2°C).
• Scenario 2: A carbon-intensive digital growth scenario: weak management
and production-driven ef ficiency, which is ref lected in carbon-intensive
growth and weak controls, and corresponds to the IPCC scenario SSP5-8.5
(warming of more than 4°C).
Digia used these scenarios to identify the physical and transition risks that
are material to the company.
Physical risks
Digia’s physical climate-related risks include extreme heat, heavy rainfall and
snowfall, f loods, droughts, forest fires, severe storms, a rise in sea levels,
water shortages, and air pollution. The scope of the scenarios and risk
assessment related to physical climate-related risks was based on relevant
risks at Digia’s locations and in its value chain. This assessment also utilized
the European Environment Agency’s (EEA) risk descriptions. The risks were
identified for short-, medium-, and long-term timeframes as per the ESRS. The
IPPC’s material was used to assess physical risks in the year 2040.
Digia has no significant physical assets that are directly exposed to climate
risks. The company’s business is based on digital services and professional
services. Digia’s business continuity is, however, dependent on both its value
chain and critical infrastructure, such as datacenters, cloud services, and
telecommunications connections. Climate risks, such as extreme weather
phenomena, f loods or heatwaves, may af fect the operations of these service
providers, which in turn may af fect the availability and reliability of Digia’s
services. Physical risks remain moderate in the low-carbon scenario. Although
global temperatures will rise, the company’s overall risk level will remain low,
and short- and medium-term threats in particular will be related to individual
storms or heatwaves. In the high-emission scenario, the long-term risks will
increase significantly in the 2030s and could become critical in the 2040s.
Typical threats to Digia include an increase in heatwaves, which put stress
on datacenters, and storms and f loods, which can disrupt infrastructure
networks and cause widespread internet outages.
Neither Digia’s business nor its assets are particularly exposed to transition
risks, as it has no physical products, production facilities, or energy-intensive
processes. Transition risks are expected to have only a limited impact
on Digia’s business, and may even open up new business opportunities.
Promoting the green transition in customer solutions requires the availability
of reliable data, which Digia can enable by providing sustainable IT solutions.
The SSP1-2.6 scenario was mainly used to identify and assess transition
risks and opportunities related to climate change. Regulation is strict and
predictable in the low-carbon scenario. In this scenario, companies have to
meet their climate targets, which creates reputational and market risks for
Digia if these promises are not kept. Although cost pressures will be limited in
the short term, the transition to renewable energy could raise prices. At the
same time, significant opportunities are emerging through growing demand
for digital solutions that support emission reductions and energy ef ficiency.
The market for adapting to new and updated legislation also of fers business
opportunities over the medium and long term.
In the high-emission scenario (SSP5-8.5), transition risks are low over
the short and medium term, as the introduction and implementation of
stricter regulation is unlikely or uncertain. These risks may, however, suddenly
increase in the long term. Policy action and price volatility arising from fossil
dependency may increase costs and cause losses in value.
Disclosure requirements in ESRS covered by the undertaking’s
A list of reported disclosure requirements and a list of data points based
on other EU legislation are presented on pages 68-69 of this Sustainability
Statement. Digia carried out a double materiality assessment to determine
the materiality information that needs to be reported for the company’s
business. This assessment covered the most significant sustainability themes
throughout the value chain. The information that Digia will report on the basis
of its materiality assessment covers those impacts, risks, and opportunities
that have a significant impact on Digia’s business or stakeholders. More
information about the materiality assessment can be found in Disclosure
Requirement
IRO-1 Description of the processes to identify and assess
material impacts, risks, and opportunities
.
Consolidated
financial statements
Notes to the consolidated
financial statements
Parent company’s
financial statements
Board of Directors’ Report
Sustainability
statement
E S G
Corporate governance
statement
37 Board of Directors’ Report and financial statements 2025
Policies adopted to manage material sustainability mat ters
The key policies that Digia has introduced to manage sustainability topics
are described below. The content, scope, and application of Digia’s operating
principles are discussed in more detail in the topic-specific sections.
Actions and resources in relation to material sustainability
Actions and resources related to material sustainability mat ters are described
in more detail in the topic-specific sections.
A list of the reported disclosure requirements can be found on pages 66-67
of this Sustainability Statement. More detailed information about metrics for
material sustainability topics can be found in the topic-specific sections. The
metrics have not been verified by anyone other than the verifier.
Digia’s sustainable business model and responsible way of working are integral
to the company’s strategy and instrumental to its business success. The
company’s sustainability program and its targets cover the strategy period
2023–2025.
Digia’s focus areas and objectives in corporate responsibility are based
on the company’s strategic policies, the expectations of key stakeholders,
the characteristics of the IT service market and business environment,
the impacts of the company’s operations, and the objectives of the UN’s
Sustainable Development Goals and Global Compact.
During the strategy period, Digia has ambitiously sought to do even bet ter
in all sustainability topics (E, S, and G). The focus areas for the strategy period
were to reduce the company’s carbon footprint, strengthen Digia’s image as
an at tractive and responsible employer, and reinforce the company’s position
as a reliable partner to its customers. The importance of these objectives
is underlined by the fact that sustainability targets are integrated into
management incentive schemes.
Harmonizing the Group’s practices and reporting after acquisitions is a
critical area of development, as sustainability targets and metrics must be
comparable and transparent throughout the Group. Digia is working with its
subsidiaries to develop both targets and target monitoring, with the aim of
creating a uniform target and monitoring model for the entire Group.
The focus areas, objectives, and key metrics for Digia’s sustainability in the
2023–2025 strategy period are described in the table below. The objectives
and their definitions are discussed in more detail in the topic-specific
sections.
Topic-specific standard Key public principles and policies Key internal guidelines and programs
E1 Climate change Environmental policy
Code of Conduct
Supplier Code of Conduct
Sustainable Supplier program
S1 Own workforce Code of Conduct
Human rights commitment
Equality and non-discrimination program
Cultural principles
Early intervention model
Salary and remuneration manual
Guidelines on inappropriate behavior
Hybrid work model
Leadership principles
S2 Workers in the value
chain
Supplier Code of Conduct
Human rights commitment
Sustainable Supplier program
S4 Consumers and
end-users
Code of Conduct
Human rights commitment
AI policy
Digital security: information security and data protection policies
ISO 27001 information security management system
ISO 9001 quality management system
G1 Business conduct Code of Conduct
Anti-corruption and anti-bribery policy
Disclosure policy
Remuneration policy
Corporate Governance guidelines
Cultural principles
Consolidated
financial statements
Notes to the consolidated
financial statements
Parent company’s
financial statements
Board of Directors’ Report
Sustainability
statement
E S G
Corporate governance
statement
38 Board of Directors’ Report and financial statements 2025
Sustainability objectives for Digia’s 2023–2025 strategy period
Topic
1)
ESRS Objective Key indicator Target level, 2025 2024 2025
Location in
Sustainability
Statement
Environment (E) E1 Climate change We are reducing our carbon footprint CO
2
emissions from the entire value chain 60% reduction in CO
2
emissions compared to 2019 –40%
2)
–64%
2)
47
People (S) S1 Own workforce Healthy, diverse, and skilled personnel Employee Net Promoter Score (eNPS) eNPS +35% compared to 2022 +60%
3)
–80%
3)
54
S1 Own workforce Increased diversity at a number of organizational levels Proportion of women in executive roles 25% 16% 14% 54
S1 Own workforce Digia leaves a responsible mental footprint Absences related to mental health
Fewer than 1.0 days of absence per person per year
4)
1.3 1.0 54
S1 Own workforce We provide opportunities for lifelong learning Percentage of employees for whom a learning target
has been set
A learning target has been set for 75% of personnel
5)
52% 58% 55
Reliable partner
(G)
S4 Consumers and
end-users
A visionary, reliable, and secure partner Net Promoter Score (NPS) NPS +25% compared to 2022 +18%
3)
+34%
3)
63
G1 Business conduct Entire organization has adopted ethical ways of
working
Percentage of employees who have completed annual
Code of Conduct training
90% of Digia employees have completed annual Code
of Conduct training
84% 96% 64-65
S2 Workers in the value
chain
Digia’s subcontractors are commit ted to Digia’s Code
of Conduct
Percentage of subcontractors who are commit ted to
Digia’s Supplier Code of Conduct
100% of subcontractors are commit ted to Digia’s
Supplier Code of Conduct
89%
3)
100%
3)
59
S4 Consumers and
end-users
Safe partner Percentage of employees who have completed annual
security training
90% of Digia employees have completed security
training
94%
3)
95%
3)
62-63
1)
Here, the targets are presented in line with Digia’s sustainability program. The targets and metrics are described in more detail in the sections devoted to each ESRS standard and disclosure requirement.
2)
Digia’s emissions reduction plan and target have been drafted on the basis of the situation and scope defined in 2019.
3)
Companies in Finland.
4)
Mental health absences are based on the sickness absence data provided by Digia’s occupational healthcare partner in accordance with the model of the Confederation of Finnish Industries (EK). It gives the number of days of absence due to mental health
reasons in relation to the average number of employees in the organization.
5)
All employees for whom a learning objective has been defined and recorded in the HR system.
Consolidated
financial statements
Notes to the consolidated
financial statements
Parent company’s
financial statements
Board of Directors’ Report
Sustainability
statement
E S G
Corporate governance
statement
39 Board of Directors’ Report and financial statements 2025
The Taxonomy Regulation (EU 2020/852) seeks to define standardized,
science-based assessment criteria for environmentally sustainable economic
activities in the European Union.
Digia’s field of business is to develop IT solutions and engage in related
projects, maintenance, and consulting. Digia has identified taxonomy-eligible
activities on the basis of technical descriptions. With regard to climate change
mitigation, Digia’s operations are categorized as Activity 8.2 (
Data-driven
solutions for GHG emissions reductions
) and Activity 8.1 (
Data processing,
hosting, and related activities
). Its operations also fall under Activity 4.1
(
Provision of IT/OT data-driven solutions
) for the transition to a circular
economy and Activity 4.1 (
Provision of IT/OT data-driven solutions
) for the
sustainable use and protection of water and marine resources. Digia’s
operations also impact Activity 8.4 (S
oftware enabling physical climate risk
management and adaptation
).
Digia reports taxonomy-eligible net sales and expenses as climate change
mitigation under Activity 8.1 (
Data processing, hosting, and related activities
)
and Activity 8.2 (
Data-driven solutions for GHG emissions reductions
).
Digia’s assessment did not identify any taxonomy-eligible activities for
other environmental objectives.
Digia has assessed its taxonomy-eligible activities on the basis of technical
criteria. The assessment was carried out by combining data from the supply
chain with of fering data. It verified that suppliers met the technical criteria and
there was no significant harm done to other climate targets (
Do No Significant
Harm, DNSH
).
The substantial contribution criteria for Activity 8.1 (
Data processing,
hosting, and related activities
) was assessed on the basis of material
generated by supplier management. The datacenters used by Digia have
signed the Climate Neutral Data Center Pact, which meets the substantial
contribution criterion “The activity has implemented all relevant practices
listed as ‘expected practices’ in the most recent version of the European Code
of Conduct on Data Center Energy Ef ficiency”. The datacenters also ensured
that the Global warming potential (GWP) of refrigerants used in their cooling
systems was a maximum of 675.
The substantial contribution criteria for Activity 8.2 (
Data-driven solutions
for GHG emissions reductions
) was assessed on a project-by-project basis.
The substantial contribution criteria were met if the project resulted in a
solution that enabled a significant reduction in the customer’s GHG emissions
and there was no alternative solution or technology on the market. As the
criteria for significant contribution were not met, Digia will not report net sales
under taxonomy Activity 8.2 in 2025.
For climate change adaptation, DNSH criteria fulfillment was assessed
using a climate risk and vulnerability assessment with an assumed life
span of more than 10 years. This risk and vulnerability assessment included
an assessment of the economic impacts of physical climate risks and an
adaptation plan for significant risks. The risk assessments were based on the
IPCC’s Assessment Report (AR6 Synthesis Report: Climate Change 2023).
The scenarios used were level SSP1-2.6 for an optimistic assessment and level
SSP5-8.5 for a pessimistic assessment. No significant risks were identified
for either activity. The DNSH criteria for the transition to a circular economy
were analyzed by ensuring that datacenter equipment and its lifecycle
management processes meet the requirements of Directives 2009/125/EC,
2011/65/EU, and 2012/19/EU.
The DNSH criterion “Sustainable use and protection of water and marine
resources” for Activity 8.1 (Data processing, hosting, and related activities)
was verified by proving that, on the basis of the datacenter’s location and year
of completion, its construction must have complied with an environmental
permit procedure in which the impacts on water resources had been
assessed.
All of Digia’s business activities meet the minimum safeguards. The
implementation of minimum safeguards was assessed on the basis of
documentation and its practical application. The assessment verified
compliance with ethical guidelines and OECD, UN, and ILO guidelines. This
verification covered the codes of conduct for both suppliers and Digia’s own
workforce; quality, environmental, and information security systems; risk
management guidelines, cultural principles, and the salary and remuneration
manual; and guidelines for compliance, equality, and non-discrimination.
ESG
Environment
Consolidated
financial statements
Notes to the consolidated
financial statements
Parent company’s
financial statements
Board of Directors’ Report
Sustainability
statement
S G
Corporate governance
statement
E
40 Board of Directors’ Report and financial statements 2025
Digia expects that the size of its taxonomy-aligned business may vary
significantly from year to year due to the nature of its operations. For example,
demand for customized solutions related to climate change may vary and
there may be changes in supply chains.
The denominator of the turnover KPI (the key performance indicator for net
sales) covers Digia’s total turnover, which is recognized in line with IFRS 15
(Note 3.2 to the Financial Statements). The numerator of the turnover KPI
is the turnover from products or services related to taxonomy-eligible or
taxonomy-aligned economic activities, including intangible assets, presented
by taxonomy class. The table lists the turnover of activities identified as falling
under taxonomy Activity 8.1 based on analyses. The turnover aligned with
Activity 8.1 (
Data processing, hosting, and related activities
) is EUR 63.2 million
(EUR 51.6 million), which represents 29.1 percent (25.1%) of total turnover
and constitutes Digia’s taxonomy-aligned total net sales. The turnover KPI is
accrual-based, and each transaction has only one taxonomy classification to
eliminate the risk of figures being reported twice under dif ferent taxonomy
classes.
The denominator of the OpEx KPI (key performance indicator for operational
expenses) includes direct non-capitalized expenses related to R&D; expenses
related to building renovations, short-term leases, maintenance, and repairs;
and other direct costs related to the daily maintenance of tangible assets.
Digia’s relevant cost items for this denominator can be found in Note 3.7
to the Financial Statements. These cost items relate to research and devel-
opment, and totalled EUR 3.7 million (EUR 3.8 million) in 2025.
Digia has not identified any taxonomy-aligned or taxonomy-eligible
operating expenses for the numerator.
The denominator of the CapEx KPI (key performance indicator for gross capital
expenditure) covers increases in tangible and intangible assets during the
fiscal year before depreciation, amortization, and revaluation. This information
can be found in Notes 7.1 and 7.2 to the Financial Statements. This denominator
also covers increases in right-of-use asset items in leases under IFRS 16,
which are shown in Note 7.4 to the Financial Statements.
Taxonomy-aligned capital expenditure in the reporting year,
MEUR 0.2
of which intangible assets 0
of which property, plant, and equipment 0
of which leased assets 0.2
The numerator of the CapEx KPI covers the proportion of right-of-use
asset items accounted for by electric vehicles. This figure is EUR 0.2 million
(EUR 0.5 million) and represents 0.8 percent (12.4%) of total investments.
Investments totalled EUR 27.1 million (EUR 4.2 million) in 2025. The year on year
change in capital expenditure ref lects the ef fects of the acquisition on both
tangible and intangible assets. The increase in fixed assets is primarily driven
by the acquisition and the new lease arrangements in Helsinki. The numerator
of the CapEx KPI is obtained directly from supplier data, as this eliminates the
risk of figures being reported twice under dif ferent taxonomy classes.
Consolidated
financial statements
Notes to the consolidated
financial statements
Parent company’s
financial statements
Board of Directors’ Report
Sustainability
statement
S G
Corporate governance
statement
E
41 Board of Directors’ Report and financial statements 2025
Net sales
2025 financial year 2025 Substantial contribution criteria
“Do No Significant Harm” criteria
(DNSH: Do No Significant Harm)
Economic activities (1)
Code, 2025 (a) (2)
Net sales, 2025 (3)
Proportion of net
sales, 2025 (4)
Climate change
mitigation (5)
Climate change
adaptation (6)
Water (7)
Pollution (8)
Circular economy (9)
Biodiversity (10)
Climate change
mitigation (11)
Climate change
adaptation (12)
Water (13)
Pollution (14)
Circular economy
(15)
Biodiversity (16)
Minimum safeguards
(17)
Proportion of
taxonomy-
aligned (A.1)
or taxonomy-
eligible (A.2.) net
sales, 2024 (18)
Category
enabling activity
(19)
Category
transitional
activity (20)
MEUR %
Y; N;
N/EL
Y; N;
N/EL
Y; N;
N/EL
Y; N;
N/EL
Y; N;
N/EL
Y; N;
N/EL Y/N Y/N Y/N Y/N Y/N Y/N Y/N % E T
A. TAXONOMY-ELIGIBLE ACTIVITIES
A.1 Environmentally sustainable activities (Taxonomy-aligned)
Mitigation 8.1 Data processing, hosting, and related activities CCM
8.1 63.2 29.1% Y N/EL N/EL N/EL N/EL N/EL N/EL Y Y N/EL Y N/EL 25.1% T
Mitigation 8.2 Data-driven solutions for GHG emissions
reductions
CCM
8.2 — — % Y N/EL N/EL N/EL N/EL N/EL N/EL Y N/EL N/EL Y N/EL — % E
Net sales of environmentally sustainable activities
(Taxonomy-aligned) (A.1) 63.2 29.1% 29.1% 0% 0% 0% 0% 0% Y Y Y Y Y Y Y 25.1%
Of which enabling — — % — % 0% 0% 0% 0% 0% N/EL Y N/EL N/EL Y N/EL Y — % E
Of which transitional 63.2 29.1% 29.1% N/EL Y Y N/EL Y N/EL Y 25.1% T
A.2 Taxonomy-eligible but not environmentally sustainable activities (not Taxonomy-aligned activities) (g)
EL; N/EL
(f)
EL; N/EL
(f)
EL; N/EL
(f)
EL; N/EL
(f)
EL; N/EL
(f)
EL; N/EL
(f)
Net sales of Taxonomy-eligible but not environmentally sustainable
activities (not Taxonomy-aligned activities)(A.2) 14.3 6.6% 6.6% 0% 0% 0% 0% 0% 6%
A. Net sales of Taxonomy-eligible activities (A.1+A.2) 77.5 35.7% 35.7% 0% 0% 0% 0% 0% 31.1%
B. TAXONOMY-NON-ELIGIBLE ACTIVITIES
Net sales of Taxonomy-non-eligible activities 139.5 64.3%
TOTAL
217.0 100.0%
Y – Yes, a Taxonomy-eligible and Taxonomy-aligned activity for the environmental objective in question
N – No, a Taxonomy-eligible but not Taxonomy-aligned activity for the environmental objective in question
N/EL – Not applicable, a Taxonomy-non-eligible activity for the environmental objective in question
Consolidated
financial statements
Notes to the consolidated
financial statements
Parent company’s
financial statements
Board of Directors’ Report
Sustainability
statement
S G
Corporate governance
statement
E
42 Board of Directors’ Report and financial statements 2025
Operating expenses
2025 financial year 2025 Substantial contribution criteria
“Do No Significant Harm” criteria
(DNSH: Do No Significant Harm)
Economic activities (1)
Code (a) (2)
Operating expenses
(3)
Proportion of
operating expenses,
2025 (4)
Climate change
mitigation (5)
Climate change
adaptation (6)
Water (7)
Pollution (8)
Circular economy (9)
Biodiversity (10)
Climate change
mitigation (11)
Climate change
adaptation (12)
Water (13)
Pollution (14)
Circular economy
(15)
Biodiversity (16)
Minimum safeguards
(17)
Proportion
of taxono
-
my-aligned (A.1)
or taxonomy-
eligible (A.2.)
operating
expenses, 2024
(18)
Category
enabling activity
(19)
Category
transitional
activity (20)
MEUR %
Y; N;
N/EL
Y; N;
N/EL
Y; N;
N/EL
Y; N;
N/EL
Y; N;
N/EL
Y; N;
N/EL Y/N Y/N Y/N Y/N Y/N Y/N Y/N % E T
A. TAXONOMY-ELIGIBLE ACTIVITIES
A.1 Environmentally sustainable activities (Taxonomy-aligned)
Mitigation 8.1 Data processing, hosting, and related activities CCM
8.1 — — % Y N/EL N/EL N/EL N/EL N/EL N/EL Y Y N/EL Y N/EL Y — % T
Mitigation 8.2 Data-driven solutions for GHG emissions
reductions
CCM
8.2 — — % Y N/EL N/EL N/EL N/EL N/EL N/EL Y N/EL N/EL Y N/EL Y — % E
Operating expenses of environmentally sustainable activities
(Taxonomy-aligned) (A.1) — — % — % 0% 0% 0% 0% 0% Y Y Y Y Y Y Y — %
Of which enabling — — % 0.0% 0% 0% 0% 0% 0% N/EL Y N/EL N/EL Y N/EL Y — % E
Of which transitional — — % — % N/EL Y Y N/EL Y N/EL Y — % T
A.2 Taxonomy-eligible but not environmentally sustainable activities (not Taxonomy-aligned activities) (g)
EL; N/EL
(f)
EL; N/EL
(f)
EL; N/EL
(f)
EL; N/EL
(f)
EL; N/EL
(f)
EL; N/EL
(f)
Operating expenses of Taxonomy-eligible but not environmentally
sustainable activities (not Taxonomy-aligned activities)(A.2) — 0.0% 0.0% 0% 0% 0% 0% 0% 0%
A. Operating expenses of Taxonomy-eligible activities (A.1+A.2) — 0.0% 0.0% 0% 0% 0% 0% 0% 0%
B. TAXONOMY-NON-ELIGIBLE ACTIVITIES
Operating expenses of Taxonomy-non-eligible activities 3.7 100.0%
TOTAL
3.7 100.0%
Y – Yes, a Taxonomy-eligible and Taxonomy-aligned activity for the environmental objective in question
N – No, a Taxonomy-eligible but not Taxonomy-aligned activity for the environmental objective in question
N/EL – Not applicable, a Taxonomy-non-eligible activity for the environmental objective in question
Consolidated
financial statements
Notes to the consolidated
financial statements
Parent company’s
financial statements
Board of Directors’ Report
Sustainability
statement
S G
Corporate governance
statement
E
43 Board of Directors’ Report and financial statements 2025
Capital expenditure
2025 financial year 2025 Substantial contribution criteria
“Do No Significant Harm” criteria
(DNSH: Do No Significant Harm)
Economic activities (1)
Code (a) (2)
Capital expenditure
(3)
Proportion of capital
expenditure, 2025
(4)
Climate change
mitigation (5)
Climate change
adaptation (6)
Water (7)
Pollution (8)
Circular economy (9)
Biodiversity (10)
Climate change
mitigation (11)
Climate change
adaptation (12)
Water (13)
Pollution (14)
Circular economy
(15)
Biodiversity (16)
Minimum safeguards
(17)
Proportion of
taxonomy-
aligned (A.1)
or taxonomy-
eligible
(A.2.) capital
expenditure,
2024 (18)
Category
enabling activity
(19)
Category
transitional
activity (20)
MEUR %
Y; N; N/
EL
Y; N; N/
EL
Y; N; N/
EL
Y; N; N/
EL
Y; N; N/
EL
Y; N; N/
EL Y/N Y/N Y/N Y/N Y/N Y/N Y/N % E T
A. TAXONOMY-ELIGIBLE ACTIVITIES
A.1 Environmentally sustainable activities (Taxonomy-aligned)
Mitigation 6.5 Transport by motorbikes, passenger cars and
light commercial vehicles
CCM
6.5 0.2 0.8% N/EL Y N/EL N/EL N/EL N/EL N/EL Y Y N/EL Y N/EL Y 12.4% T
Capital expenditure of environmentally sustainable activities
(Taxonomy-aligned) (A.1) 0.2 0.8% 0.8% 0% 0% 0% 0% 0% Y Y Y Y Y Y Y 12.4%
Of which enabling — — % 0.0% 0% 0% 0% 0% 0% N/EL Y N/EL N/EL Y N/EL Y — % E
Of which transitional 0.2 0.8% 0.8% N/EL Y Y N/EL Y N/EL Y 12.4% T
A.2 Taxonomy-eligible but not environmentally sustainable activities (not Taxonomy-aligned activities) (g)
EL; N/EL
(f)
EL; N/EL
(f)
EL; N/EL
(f)
EL; N/EL
(f)
EL; N/EL
(f)
EL; N/EL
(f)
Capital expenditure of Taxonomy-eligible but not environmentally
sustainable activities (not Taxonomy-aligned activities)(A.2) — 0.0% 0.8% 0% 0% 0% 0% 0% 0.0%
A. Capital expenditure of Taxonomy-eligible activities (A.1+A.2) 0.2 0.8% 0.8% 0% 0% 0% 0% 0% 12.4%
B. TAXONOMY-NON-ELIGIBLE ACTIVITIES
Capital expenditure of Taxonomy-non-eligible activities 26.8 99.2%
TOTAL
27.1 100.0%
Y – Yes, a Taxonomy-eligible and Taxonomy-aligned activity for the environmental objective in question
N – No, a Taxonomy-eligible but not Taxonomy-aligned activity for the environmental objective in question
N/EL – Not applicable, a Taxonomy-non-eligible activity for the environmental objective in question
Consolidated
financial statements
Notes to the consolidated
financial statements
Parent company’s
financial statements
Board of Directors’ Report
Sustainability
statement
S G
Corporate governance
statement
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44 Board of Directors’ Report and financial statements 2025
Activities related to fossil gas and nuclear energy
Row Nuclear energy related activities
1 The undertaking carries out, funds, or has exposures to research, development,
demonstration, and deployment of innovative electricity generation facilities that produce
energy from nuclear processes with minimal waste from the fuel cycle.
NO
2 The undertaking carries out, funds, or has exposures to construction and safe operation of
new nuclear installations to produce electricity or process heat, including for the purposes
of district heating or industrial processes such as hydrogen production, as well as their
safety upgrades, using best available technologies.
NO
3 The undertaking carries out, funds, or has exposures to safe operation of existing nuclear
installations that produce electricity or process heat, including for the purposes of district
heating or industrial processes such as hydrogen production from nuclear energy, as well as
their safety upgrades.
NO
Fossil gas related activities
4 The undertaking carries out, funds, or has exposures to construction or operation of
electricity generation facilities that produce electricity using fossil gaseous fuels.
NO
5 The undertaking carries out, funds, or has exposures to construction, refurbishment, and
operation of combined heat/cool and power generation facilities using fossil gaseous fuels.
NO
6 The undertaking carries out, funds, or has exposures to construction, refurbishment and
operation of heat generation facilities that produce heat/cool using fossil gaseous fuels.
NO
E1 – Climate change
Digia’s sustainability-related remuneration is described in more detail in this
Sustainability Statement’s General Disclosures under Disclosure Requirement
GOV-3 Integration of sustainability-related performance in incentive schemes.
The emission reduction targets for the strategy period are covered in more
detail in Disclosure Requirement E1-4 Targets related to climate change
mitigation.
Digia is developing a transition plan to mitigate climate change to align its
strategy and business model with the goals of the Paris Climate Agreement.
The plan will be integrated into Digia’s new strategy in 2026. The final
transition plan will be published in the 2026 Sustainability Statement.
The key indicator for the transition plan is the carbon footprint calculation,
covering Scopes 1, 2 and 3, as per the GHG Protocol. The current strategy
period’s target of a 60 percent reduction in CO
2
emissions in operations in
Finland by 2025 (compared to the 2019 baseline) does not meet the Paris
Agreement’s emission reduction target of 1.5°C. Digia commit ted to Science
Based Targets (SBTi) in 2024, and launched a process to set its science-based
emission reduction targets in 2025. Digia has now submit ted its emission
reduction targets to the SBTi for assessment, but has not yet received formal
validation of its targets. The process is moving forward in accordance with the
SBTi’s guidelines, and Digia is awaiting confirmation of the acceptability of its
targets before publication. The baseline for Digia’s updated climate targets will
be its 2024 carbon footprint calculation, which covers the entire Group.
Digia’s forthcoming transition plan is based on actions to reduce emissions
throughout the value chain. Improving energy ef ficiency and switching to
renewable energy sources, such as fossil-free electricity and heating, are
key elements of the plan. Digia will also employ digitalization and automation
to improve resource ef ficiency. The company works closely with suppliers
to ensure that the services and products it purchases are low-carbon.
Particular at tention will be paid to the emissions, lifespan and recyclability of IT
Consolidated
financial statements
Notes to the consolidated
financial statements
Parent company’s
financial statements
Board of Directors’ Report
Sustainability
statement
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Corporate governance
statement
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45 Board of Directors’ Report and financial statements 2025
• Chronic: Changes in temperature, thermal stress, temperature
f luctuations, changes in rainfall pat terns and types, variations in rainfall
or snowfall, hydrological variations, rising sea levels, water stress, soil
degradation.
• Acute: Heatwaves, cold waves, storms, heavy rainfall, f loods.
The assessment found the vast majority of these risks to be low, although
some risks were classified as medium. Medium risks include heatwaves,
water scarcity, heavy rainfall, f loods, and soil degradation. Physical risks
remain moderate in the low-carbon scenario (SSP1-2.6). In the high-emission
scenario (SSP5-8.5), the risks will increase significantly in the 2030s and could
become critical in the 2040s. Typical threats to Digia include an increase in
heatwaves, which put stress on datacenters, and storms and f loods, which
can disrupt infrastructure networks and cause internet outages.
Digia’s resilience analysis covered its own operations, critical infra-
structure, and key sections of the value chain. The analysis looked at their
resilience and the value chain’s adaptability, as well as these areas’ exposure
to climate and transition risks. Evolving factors include technological devel-
opments, regulation and policy action, changes in energy markets, and the
role played by digitalization in society. The resilience analysis sought to take
short-, medium-, and long-term changes into account, and used the same
time frames as the IPCC climate scenarios (2040).
Due to the nature of the company’s business, Digia can be considered a
resilient and low-carbon company. Its services are based on digital solutions
and professional services, which significantly reduces the company’s
exposure to traditional climate risks, such as infrastructure damage or issues
with the availability of raw materials. The resilience analysis shows that no
significant physical or transition risks that would directly jeopardize business
continuity have been identified in Digia’s own operations. The risks are mainly
related to critical sections of the value chain on which Digia’s service provision
is dependent, such as datacenters, cloud services, and telecommunications
connections. Although these carry a low level of risk in the short to medium
term, individual exceptional weather phenomena, such as storms or
heatwaves, may cause incidents. Digia manages these risks as part of its risk
management process, and works closely with its suppliers.
The company seeks the continuous renewal of its operating methods, and
aims to utilize smart technology in its business. Digia believes that information
systems and versatile IT solutions will play a key role in building resilience
and combating climate change. Its technologies support digitalization and
automation, which improve ef ficiency and productivity while simultaneously
reducing emissions and resource use.
Digia’s environmental policy contains the company’s most important policies
related to climate change mitigation. It helps to ensure that the environment
is taken into account in all of the company’s operations, and thereby supports
the achievement and fulfillment of environmental targets and requirements.
The environmental policy sets out Digia’s policies on climate change
mitigation, energy ef ficiency, and the transition to renewable energy. These
policies steer Digia’s own operations in particular, with the aim of ensuring that
activities such as travel and procurement are conducted in an energy- and
material-ef ficient manner that generates the lowest possible emissions. Digia
also uses renewable energy whenever possible.
Digia’s environmental policy is based on Finnish national legislation, the UN
Sustainable Development Goals, and recommendations and practices in the
field, which are actively monitored and developed. The environmental policy
applies to the entire Group and has been approved by Digia’s Management
Team. Its implementation is the responsibility of the Head of Sustainability
and the sustainability unit, which steers and develops operative measures
in collaboration with financial, legal, and business units. Digia’s Management
Team is responsible for supervising the policy. Digia’s environmental policy is
publicly available on the company’s website.
The environmental policy is supported by Digia’s Code of Conduct, which
encourages environmentally friendly solutions both in business operations
and the workplace environment, and requires contractors and partners to
do the same. The Code of Conduct is described in more detail in Disclosure
Requirement
G1-1 Corporate culture and business conduct policies
. Digia’s
ethical guidelines for its supply chain are contained in its Supplier Code of
Conduct and Sustainable Supplier program, which are covered in more detail
in Disclosure Requirement
S2-1 Policies related to value chain workers
.
equipment. Market changes, such as the transition to low-carbon solutions
for energy production, support Digia’s objectives and will reduce indirect
emissions.
See Disclosure Requirement EU Taxonomy for more information about
Digia’s taxonomy eligibility and alignment. Carbon lock-ins are unlikely, as
Digia’s business is based on software and services. Carbon lock-ins typically
arise from physical infrastructure and long-term investments in carbon-
intensive technologies. Digia is not excluded from the EU’s Paris-aligned
Benchmarks.
Sustainability is integral to Digia’s strategy and operating model.
Investments related to implementing the transition plan will be taken into
account in regular financial planning and the necessary funding will be
included in the annual budget. The transition plan will be discussed by the
Sustainability Steering Group and Board of Directors in spring 2026.
A resilience analysis was carried out in 2025 in conjunction with a climate
scenario analysis. In the resilience analysis, Digia investigated whether any
of its locations were particularly vulnerable to the risks posed by climate
change, and how the company can adapt to and cope with them. The starting
point for the resilience analysis was to identify the key factors that inf luence
climate resilience and the company’s operating environment. The resilience
analysis was based on Digia’s climate scenario analysis, which describes
the company’s process for identifying and assessing additional risks and
opportunities associated with climate-related material impacts. More
detailed information about this can be found in Disclosure Requirement
IRO-1
Description of the processes to identify and assess material impacts, risks,
and opportunities
.
The physical risks modelled in the scenarios cover chronic and acute
risks that could have a financial impact on Digia and relate to temperature,
wind, water, landmass, and soil. Physical risks are more likely to occur in IPCC
scenario SSP5-8.6, and will increase and become more pronounced over the
long term. Digia has identified the following climate-related physical risks in
its operating environments and geographical locations:
Consolidated
financial statements
Notes to the consolidated
financial statements
Parent company’s
financial statements
Board of Directors’ Report
Sustainability
statement
S G
Corporate governance
statement
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46 Board of Directors’ Report and financial statements 2025
Actions and resources in relation to climate change policies
In accordance with Digia’s environmental policy, the company aims for its own
operations (including travel and procurement) to be conducted in an energy-
and material-ef ficient manner that generates the lowest possible emissions.
Digia uses renewable energy whenever possible. The six major actions that
Digia is taking to mitigate climate change are detailed below. It is estimated
that these climate change mitigation and decarbonization measures will
enable the company to achieve a total reduction of about 312 tCO
2
e, of which
premises-related changes and purchases of renewable energy have resulted
in an annual emission reduction of about 264 tCO
2
e.
Vehicles
Digia’s company car benefit is a discretionary benefit that may be given to
employees who need a vehicle for their job or otherwise. The cars are owned
by a leasing or financing company. In accordance with Digia’s vehicle policy, the
company favors low-emission vehicles and sets a maximum emission limit for
acquired vehicles on an annual basis. This policy applies to Digia’s companies
in Finland.
Purchased energy
Digia aims to use zero-emission or renewable energy in its premises. As Digia
leases all of its premises, the company is dependent on its landlords’ ef forts to
transition to zero-emission or renewable energy.
At the end of 2025, Digia operated out of 11 locations in Finland, three
permanent locations in Sweden, two in Poland, and one in the Netherlands.
In 2024, Digia decided to make changes in Helsinki: the company reduced the
size of its current headquarters, gave up its lease on another set of smaller
premises in Helsinki, and moved into new premises in central Helsinki in early
2025. In addition to being smaller in size, the new premises use carbon-neutral
electricity. The combined ef fect has a significant positive impact on reducing
the carbon footprint of Digia’s own operations. The realized reduction
in emissions is ref lected in Scope 2 emission reductions in Disclosure
requirement
E1-6 Gross Scopes 1, 2, 3 and Total GHG emissions
.
The need for changes at other locations will be examined when existing
leases are nearing their end. Digia actively seeks to inf luence its landlords,
so as to ensure the use of zero-emission energy (electricity, heating, and
cooling) on its premises. To date, these discussions have mainly been held
with landlords of of fice locations in Finland. One successful example is the
Oulu of fice, which switched its electricity contract to zero-emission electricity
in 2025.
Purchased goods and services
In order to reduce emissions from procurement, Digia is developing its
supplier management to enable the collection of primary emissions data
from suppliers. The company seeks to maintain active dialogue with its major
suppliers in order to ensure that they are commit ted to reducing emissions in
their own operations. At the same time, Digia is also seeking other opportu-
nities to reduce emissions through either a reduction in purchases or changes
in suppliers.
To support supplier management, Digia has developed a Supplier Code of
Conduct that is based on its own Code of Conduct and includes an environ-
mental perspective. Further information about supply chain management
is available in this Sustainability Statement under section
S2 Workers in the
value chain
.
Capital goods and upstream leased assets
Digia’s circular-economy procurements currently focus on the purchase of
recyclable of fice furniture and IT equipment, such as laptops, monitors, and
phones. For IT equipment and phones, Digia aims to ensure that devices are
properly recycled after the leasing period, so that either the equipment itself
or its raw materials are reused. Companies in Finland receive support from
circular economy partners.
Fuel and energy-related activities
The Digia Group’s indirect energy-related emissions will decrease as the
company transitions to broader use of zero-emission or renewable energy at
its premises. The electrification of the company’s leasing f leet will also reduce
indirect emissions related to fuel.
Business travel and employee commuting
Digia personnel are encouraged to favor public transport and avoid
unnecessary travel. Emissions from commuting have decreased in tandem
with the rising popularity of remote work. When selecting new premises, the
entire Group also aims to ensure that its locations are easily accessible by
public transport.
Green coding
Green coding refers to practices that produce optimized code, which can
in turn minimize software energy consumption by providing customers with
energy-wise solutions. Digia has created a Green Coding guide and accom-
panying training to help employees adopt these practices in their daily work.
The guide and online training complement the company’s environmental policy
by of fering practical, hands on instructions for implementing green coding. In
addition, Digia continuously explores new ways to improve energy ef ficiency
practices, for example by participating in research projects.
The aforementioned actions do not require significant operating or capital
expenditure, and the company’s ability to implement such actions is not
therefore dependent on the availability and allocation of resources.
The goal for Digia’s 2023–2025 strategy period is to reduce CO
2
emissions
(Scope 1–3 combined) by 60 percent by 2025 (compared to the 2019 baseline).
No separate scope-specific targets were set for the strategy period.
Achievements were monitored on an annual basis, and individual measures to
reduce emissions were taken annually throughout the strategy period. The
company progressed systematically toward the emission reduction target.
The largest reduction was achieved in the last year of the strategy period,
with changes in premises contributing to this. However, the alignment of the
strategy period’s emission reduction target with the Paris Agreement has not
been separately verified. Digia’s internal stakeholders, the Management Team,
and the Audit Commit tee were all involved in set ting the target.
Digia’s carbon footprint was 3,055 tCO
2
eq in 2019. It covered the Scope
1 and Scope 2 emissions of the company’s then-current Finnish operations,
as well as selected procurements and other Scope 3 emissions. Scope 2 was
Consolidated
financial statements
Notes to the consolidated
financial statements
Parent company’s
financial statements
Board of Directors’ Report
Sustainability
statement
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47 Board of Directors’ Report and financial statements 2025
2025202420232022202120202019
1,703
1,944
1,832
1,214
1,511
3,055
1,112
0.011
0.023
0.008
0.010
0.010
0.009
0.005
calculated on a market basis, and Scope 3 emissions accounted for around
89 percent of total emissions in 2019. 2019 was chosen as the baseline for
the target, as it was Digia’s first CO
2
calculation year, and the year’s emissions
ref lect normal operational activities within the chosen boundary. Since then,
Digia has expanded through, among other things, acquisitions.
In order to align its targets, Digia has used two parallel boundaries for
calculating its carbon emissions. The first boundary is based on that of the
2019 calculation, while the second boundary has expanded the calculation
to cover all of Digia’s locations and all material procurements at Group level. In
Disclosure Requirement
E1-6 Gross Scopes 1, 2, 3 and Total GHG emissions
,
the reported emissions are based on the broader calculation boundary.
Decarbonization methods are described in Disclosure Requirement
E1-3
Actions and resources in relation to climate change policies
. These actions
and their actual impacts will be updated during 2026 as the company finalizes
its transition plan.
Digia’s carbon footprint, 2019–2025, using the 2019 calculation boundary
2019 2020 2021 2022 2023 2024 2025 Unit
Carbon footprint of own operations (Scope 1–2) 337 343 386 353 376 322 24 tCO
2
eq
Carbon footprint of the entire value chain (Scope 1–3) 3,055 1,511 1,214 1,703 1,944 1,832 1,112 tCO
2
eq
Change on 2019 –51% –60% –44% –36% –40% –64%
Total value chain emissions in relation to net sales 0.023 0.011 0.008 0.010 0.010 0.009 0.005 tCO
2
eq/EUR 1000
Total value chain emissions per employee 2.6 1.1 1.0 1.3 1.3 1.2 0.7 tCO
2
eq/employee
Digia defined its science-based climate targets during 2025 on the basis of its
2024 baseline, as outlined in Disclosure Requirement
E1-6 Gross Scopes 1, 2, 3
and Total GHG emissions
. However, these targets have not yet been validated
by the SBTi.
Digia’s carbon footprint 2019–2025, (2019 limit)
Carbon footprint of the entire
value chain (Scope 1–3), t CO
2
e
Carbon footprint relative to net
sales, tCO
2
e / EUR 1,000
Energy consumption and mix 2024 2025
Total fossil energy consumption (MWh) 734.42 31.75
Fossil energy sources as a percentage of total energy consumption (%) 29% 2%
Total consumption of nuclear energy products (MWh) 352.03 67.53
Nuclear energy products as a percentage of total energy consumption (%) 14% 4%
Consumption of fuel from renewable sources, including biomass (and organic industrial and municipal waste, biogas, renewable
hydrogen, etc.) (MWh) 423.19 494.68
Consumption of purchased or acquired electricity, heat, steam, and cooling from renewable sources (MWh) 966.52 1,614.74
Consumption of self-generated non-fuel renewable energy (MWh) 0.00 0.00
Total consumption of renewable energy (MWh) 1,389.62 1,670.23
Renewable energy sources as a percentage of total energy consumption (%) 56% 94%
Total energy consumption (MWh) 2,465.17 1,770.80
Digia’s energy consumption covers the fuel consumption of leased vehicles
and the energy consumption of its of fices. The energy producer and
production method have been obtained from the company’s landlords.
The fuel consumption of leased vehicles mainly consists of non-renewable
sources. District heating, district cooling, and the electricity used at of fices
mainly comes from renewable sources. If no information on energy sources
was available, the allocation was made using the same principle as for Scope
1 and Scope 2 calculations – the energy was allocated to default energy
sources. In 2025, all energy consumed in Digia’s of fices in Finland was certified
through guarantees of origin or renewable energy certificates. Energy
consumption and energy sources have not been verified by anyone other than
the Group Sustainability Auditor..
Consolidated
financial statements
Notes to the consolidated
financial statements
Parent company’s
financial statements
Board of Directors’ Report
Sustainability
statement
S G
Corporate governance
statement
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48 Board of Directors’ Report and financial statements 2025
Digia calculates its GHG emissions in accordance with the GHG Protocol. The
emissions calculations cover Scopes 1–3 as per the GHG Protocol, and the
operational control criterion has been employed. Since 2023, Digia’s emissions
calculations have covered the entire Group. The emissions presented in this
disclosure requirement for 2024 and 2025 have been calculated in accordance
with the same boundary. Digia’s Scope 1–3 emissions have not been verified by
anyone other than the Sustainability Auditor.
Scope 1 emissions include fuel-related emissions from leasing vehicles
used by Digia in its discretionary company car benefit. 2025 emissions have
been calculated using the emissions factor provided by the Department for
Environment, Food, and Rural Af fairs (DEFRA).
Scope 2 emissions consist of the energy consumption (heating, cooling,
and electricity) of Digia’s premises. In order to calculate market-based
emissions, Digia has collected data from landlords concerning the total
amount of energy consumed, as well as data about energy companies and
their products. The emissions factors used are specific emissions factors
provided by energy companies. Digia has acquired third-party guarantees
of origin to verify the use of renewable energy. 82 percent (28%) of market-
based energy consumption is certified with guarantees of origin or renewable
energy certificates. The calculation of location-based emissions used
country- specific average emission factors for the energy consumed.
Digia reported Scope 3 emissions for upstream emissions in categories
1–3 and 5–8. The calculations employed both consumption-based and
activity-based methods.
Consumption-based emissions factors utilized the WWF’s climate
calculator, DEFRA, the report “Car
bon footprint and raw material requirement
of public procurement and household consumption in Finland – results from
the ENVIMAT model
” (15/2019), and the Julia 2030 project’s publications. The
consumption-based calculations are based on the Digia Group’s Financial
Statements.
For selected suppliers, Digia has also utilized the latest publicly available
emissions data for that supplier, such as an annual report or sustainability
report. The emissions reported by a supplier for their entire value chain are
divided by total net sales in order to obtain a supplier-specific consump-
tion-based emissions factor. This supplier-specific, consumption-based
emissions factor has primarily been calculated for those suppliers whose
business is based on the production of services and who report their
emissions data for Scopes 1–3 in accordance with the GHG Protocol. Digia
notes that, as its information is generally based on the previous reporting
period, the data is not always completely up-to-date. The company is seeking
to obtain an increasing amount of primary emissions data from suppliers.
In its activity-based calculations, Digia has sought to identify the most
significant suppliers in its value chain and to use primary data obtained from
those suppliers in its calculations. Primary data obtained from suppliers has
been used in the emissions calculations for cloud and datacenter services in
Category 1 (Purchased goods and services) and the collection of emissions
data for phone subscriptions. The 2024 calculation has been retroactively
updated based on more detailed data received from cloud service and data
center service providers. More information on the updated calculation can
be found in disclosure requirement
BP-2 Disclosures in relation to specific
circumstances
.
For Category 2 (Capital goods) emissions, Digia has collected data on the
emissions generated by the equipment it uses (laptops, docks, monitors, and
phones) directly from its suppliers. A consumption-based emissions factor
has been used for other equipment purchases.
Category 3 emissions calculations (Fuel and energy-related activities)
utilize emissions factors published by the DEFRA and IPCC, while activi-
ty-based emissions have been calculated on the basis of the amount of
energy consumed and the amount of fuel in litres. .
In its emissions calculations for Category 5 (Waste), Digia has utilized an
estimate of municipal solid waste published by Helsinki Region Environmental
Services in 2019. This publication contains an estimate of the amount of waste
generated by public administration of fices per kilo per person-work-year.
The emissions factors used in waste calculations are taken from a 2011 study
carried out by Dahlbo et al. as part of the Julia 2030 project.
Emissions for Category 6 (Business travel) have been calculated on an
activity basis for specific modes of travel. Emissions from business-related
road, rail, and air journeys have been calculated using reported kilometres.
DEFRA emissions factors have been used for all modes of transport except
trains. VR’s direct emissions data for passenger traf fic has been used for train
travel in Finland. Other travel-related emissions have been calculated on a
consumption basis.
The emissions in category 7 (Employee commuting) have been calculated
using the results of the 2025 hybrid work survey, which includes information
about modes of transport, journey lengths, and the frequency of of fice visits.
This data was used to calculate the average commuting emissions by applying
DEFRA’s emission factors for dif ferent modes of transport and the Finnish
Transport and Communications Ministry’s distribution of passenger car fuel
types. The refined calculation method reduced the total emissions reported
for the category.
From 2025 onwards, Digia will no longer report emissions from remote
working, as reporting under the GHG Protocol is voluntary in this area and
there are no established and reliable methods for calculating emissions from
remote working. The company does not therefore consider it appropriate
to report in this area until standardized calculation practices have been
established.
The data for emissions in Category 8 (Downstream leased assets) includes
Digia’s leasing phones, for which emission data has been obtained directly
from the supplier. The revised calculation for 2024 can be found in disclosure
requirement
BP-2 Disclosures in relation to specific circumstances
.
Six percent (6%) of Digia’s Scope 3 emissions in 2025 have been calculated
using primary data obtained from either the actual suppliers or other suppliers
in the value chain.
The calculations omit Scope 3 emissions in Category 4 (Upstream trans-
portation and distribution), as the company has not identified any significant
emission sources in this category. Downstream categories 9–15 have also
been omit ted, as the company has not identified any significant downstream
emissions in its operations.
Digia’s emissions calculations contain the company’s CO
2
emissions
reported as carbon dioxide equivalents. The company has not identified
any other types of GHGs in its calculations or any biogenic carbon dioxide
emissions in its value chain.
Consolidated
financial statements
Notes to the consolidated
financial statements
Parent company’s
financial statements
Board of Directors’ Report
Sustainability
statement
S G
Corporate governance
statement
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49 Board of Directors’ Report and financial statements 2025
0.6%
0.4%
99.0%
Retroactive
Intermediate targets and
target years
1)
Digia's GHG emissions 2024 2025 Change
Objective
2025
1)
Annual
reduction, % /
baseline year
Scope 1 GHG emissions
1,112 –11%
Gross Scope 1 GHG emissions (tCO
2
eq) 25.4 23.9 –6%
Percentage of Scope 1 GHG emissions from regulated emission trading schemes (%) 0 0
Scope 2 GHG emissions
Gross location-based Scope 2 GHG emissions (tCO
2
eq) 232.4 113.8 –51%
Gross market-based Scope 2 GHG emissions (tCO
2
eq) 296.9 35.9 –88%
Significant Scope 3 GHG emissions
Total Gross indirect (Scope 3) GHG emissions (tCO
2
eq) 5,788.4 5,871.2 1%
1 Purchased goods and services 4,553.6 4,911.2 8%
Cloud computing and datacenter services 75.6 94.3 25%
2 Capital goods 483.1 347.8 –28%
3. Fuel and energy-related activities (not included in Scope 1 or 2 emissions) 183.4 172.0 –6%
5 Waste generated in operations 23.2 26.0 12%
6 Business travel 292.5 273.9 –6%
7 Employee commuting 250.1
2)
134.4 –46%
8 Upstream leased assets 2.6 5.9 130%
Total GHG emissions
Total GHG emissions (location-based) (tCO
2
eq) 6,718.8 6,009.8 –11%
Total GHG emissions (market-based) (tCO
2
eq) 6,783.3 5,930.9 –12.6%
1)
Based on the 2019 calculation boundary and covering Scope 1–3. Covered further in Disclosure Requirement Targets related to climate change mitigation (E1-4).
2)
To ensure comparability, the emissions from remote work in 2024 have been deducted from the figure.
Energy intensity based on net sales
GHG intensity relative to net sales 2024 2025 Change
Total GHG emissions (location-based) per net sales (tCO
2
eq/EUR 1,000) 0.033 0.028 –15.3%
Total GHG emissions (market-based) per net sales (tCO
2
eq/EUR 1,000) 0.033 0.027 –17.3%
Digia’s net sales totalled EUR 217.0 million (EUR 205.7 million) in 2025. The net sales figure used to calculate GHG intensity is given in Digia’s Financial Statements in
section
3.2 Net sales
.
Digia does not apply internal carbon pricing systems in its operations.
Potential financial ef fects from material physical and transition
Digia has decided to omit the information specified in E1-9, as per ESRS 1
Appendix
C: List of phased-in Disclosure Requirements
.
Digia’s carbon footprint 2025, in accordance with the
GHG Protocol
Scope 1
Scope 2
Scope 3 (upstream)
5,931 t
CO
2
e
Consolidated
financial statements
Notes to the consolidated
financial statements
Parent company’s
financial statements
Board of Directors’ Report
Sustainability
statement
S G
Corporate governance
statement
E
50 Board of Directors’ Report and financial statements 2025
S1 – Own workforce
According to the double materiality assessment, Digia’s material impacts,
risks, and opportunities relating to its own workforce concern working
conditions, non-discrimination, and providing equal opportunities for all.
Digia is heavily dependent on its experts, which underlines the importance of
employee wellbeing, workload management, f lexible working hours, and the
right competence.
Digia’s employees are geographically located in Finland, Sweden, Poland,
and the Netherlands. Although the majority of the company’s employees have
full-time, permanent contracts, Digia also has some fixed-term and part-time
employees. Digia reported gender in the categories women, men, and other.
Employee characteristics are covered in more detail in Disclosure Requirement
S1-6 Characteristics of the undertaking’s employees
.
Digia supplements its own workforce with experts from a subcontracting
network that mainly consists of independent entrepreneurs or specialists
provided by third parties. The operating model in Poland dif fers from other
countries, as it is a well-established practice in the IT sector in particular to
utilize B2B contracts in addition to a company’s own employees. Digia defines
those working on B2B contracts as subcontractors, and subcontracting is
covered in greater detail later on in this Sustainability Statement in section
S2
Workers in the value chain
.
The potential negative impacts on Digia’s own workforce that have been
identified include experiences of discrimination or inappropriate treatment,
a lack of psychological safety, workload issues, and challenges related to
wellbeing. Other challenges related to the workplace community have also
been identified as potential negative impacts, such as gender bias in the
IT industry and the unequal inclusion of certain personnel groups. As Digia
becomes more international, inclusive policies, language skills, seamless
collaboration, and functional operational models will become increasingly
important in these diverse cultural environments.
The workloads associated with knowledge work are a common challenge
in the IT sector. The resulting challenges to wellbeing and coping at work can
lead to increased absences, which may af fect the company’s financial perfor-
mance if realized. The availability and retention of required competencies
is another general challenge in the IT sector. However, there is increasing
polarization in the demand for and supply of skills. Technologies, competence
needs, and competence requirements are constantly evolving, which leads to
an imbalance in supply and demand in certain areas. Digia believes that this
trend will continue and require competence to be updated and developed
more ef fectively in line with market demand.
The positive impacts on Digia’s own workforce include providing meaningful
and challenging work for employees, supporting their wellbeing at work and
continuous personal development, and helping them to strengthen their
competence capital. The crux of Digia’s HR strategy is that sustainable
growth is created by people who enjoy their work. Digia’s HR strategy has
three guiding perspectives that seek to achieve the best possible balance:
competence management, cost competitiveness, and an employee-oriented
culture. The company believes that managing and addressing these three
issues with a balanced approach will support the success of its business.
Having a dynamic workplace community and being an at tractive employer are
important prerequisites and enablers of growth. In particular, giving employees
the opportunity to do meaningful work that leads to personal development in
a healthy environment will strengthen the company’s position as an at tractive
employer.
Strategic growth also increases specialists’ competence and leads to an
increase in the number of people with connections to the company. However,
with the scalability enabled by AI, growth in the number of personnel will likely
be more moderate in relation to net sales growth. The selected strategic HR
focus areas described above, along with the social responsibility targets that
support them, are key elements in both engaging existing personnel and
at tracting new talent.
The company has also not identified any negative impacts related to
climate change or business risks that would have a material impact on its
own workforce. Environmental sustainability and its development also require
the IT sector to develop operational models and technologies that can be
adopted and used in environmental impact assessments. The company is
resource-wise, and promotes energy ef ficiency with the aid of green coding
ESG
Social responsibility
Consolidated
financial statements
Notes to the consolidated
financial statements
Parent company’s
financial statements
Board of Directors’ Report
Sustainability
statement
E G
Corporate governance
statement
S
51 Board of Directors’ Report and financial statements 2025
by occupational healthcare and the annually approved occupational health
and safety action plans. These action plans cover any identified health
risks, and also contain measures related to health checks, ergonomics, and
early intervention. Location-specific workplace surveys include analyses
of the risks and problems associated with working environments, methods,
and conditions. Emergency first-aid training helps to ensure that each site
has suf ficient people with first-aid skills. The HR unit monitors statistics on
accidents at work as part of its operational monitoring and development work.
Equality and non-discrimination program
Digia’s equality and non-discrimination program outlines actions to make
the company an increasingly inclusive workplace where everyone can be
themselves. It also seeks to reduce any potential negative impacts on
minorities. It is important for the company to ensure the equal treatment of all
employees regardless of their gender, age, ethnicity, or other characteristics.
Digia does not tolerate discrimination or harassment of any kind. In accor-
dance with the guidelines on inappropriate behavior, all inappropriate behavior
is addressed immediately.
The equality and non-discrimination team draws up an equality and
non-discrimination program and plan, which are updated every strategic
period and approved by the Management Team. The equality and
non- discrimination team is responsible for implementing the action plan and
the Management Team is responsible for supervising it. During the current
strategy period (2023–2025), the plan’s focus areas are an inclusive culture
and psychological safety, making the use of English commonplace, increasing
the proportion of women working at Digia, and increasing inclusivity and career
opportunities for women. Digia also has a diversity tribe whose members
handle and discuss the topic, share information, and learn new things.
occupation
Digia is commit ted to supporting dif ferent groups of employees through
a variety of policies. The company supports the employment of people of
dif ferent ages and at various stages of their careers, for example, by hiring
trainees, recent graduates, career changers, and those without extensive
IT experience. Digia wants to provide newcomers to the IT sector with a
practices. More information about green coding practices is provided in this
Sustainability Statement in section
E1 Climate change
.
Digia sees business opportunities in the development of data, analytics,
and automation for managing environmental impacts, as well as in digital
processes and practices for improving the energy ef ficiency of companies.
The green transition will encourage the development and use of new
technologies that can help us reduce waste and optimize energy use, such as
artificial intelligence and automation. This will in turn strengthen demand for
data, analytics and automation, and can create new jobs. At the same time, it
will provide opportunities for retraining current employees, and particularly in
the fields of AI and automation.
Digia conducted a human rights survey to determine the demographic
factors of its personnel and any potential risks connected with them. The
survey indicates that the company is able to provide equal physical working
conditions for its employees, which is also characteristic of the industry. There
is no significant risk of child or forced labor in Digia’s own operations or among
its own workforce.
Digia also conducted an equality and non-discrimination survey to identify
any groups that may be more susceptible to non-physical adverse ef fects.
Employees belonging to language and other national minorities may face
challenges in terms of inclusion and equal opportunities. The proportion
of women in the IT sector is also significantly lower than that of men. The
everyday experiences of dif ferent genders and age groups may also vary. The
company works on the principle that it is possible to continuously improve
people’s experiences of equality and inclusion.
Digia’s Group-wide guiding principles for its own workforce include its Codes of
Conduct and human rights commitment.
Code of Conduct
The most important policy governing Digia’s own workforce is Digia’s Code
of Conduct. It is described in more detail in Disclosure Requirement
G1-1
Corporate culture and business conduct policies
. The Code of Conduct
prohibits the use of child or forced labor in the company.
Human rights commitment
Digia has analyzed the human rights risks and impacts of its business activities
in accordance with UN principles, taking into account both its own operations
and those of its supply chain and customers.
The actual or potential human rights risks identified in Digia’s value chain
were:
• the right to health and safety
• the right to non-discrimination
• the right to decent work
• the elimination of labor exploitation and forced labor
• the right to organize and collective bargaining
• the right to privacy.
Digia released the company’s human rights commitment on the basis of this
survey. In accordance with the UN Guiding Principles on Business and Human
Rights, Digia has commit ted to respecting human rights in accordance with
the UN Universal Declaration of Human Rights, the International Covenant on
Civil and Political Rights, and the International Covenant on Economic, Social,
and Cultural Rights. The company has commit ted to compliance with the
International Labor Organization (ILO) Declaration on Fundamental Principles
and Rights at Work, including freedom of association and the ef fective
recognition of the right to collective bargaining, the elimination of all forms of
forced or compulsory labor, the ef fective abolition of child labor, the elimination
of discrimination in respect of employment and occupation, and a safe and
healthy working environment. Digia’s approach to human rights is also ref lected
in its commitment to the Ten Principles of the UN Global Compact.
The human rights commitment covers the entire Group and is publicly
available on Digia’s website. It also includes processes and systems to manage
identified human rights risks. The commitment has been approved by the
Management Team. The HR unit is responsible for its implementation, and the
HR Director and General Counsel for its supervision.
The Group’s various companies also have their own policies. The following
policies apply to Digia companies in Finland.
Preventing accidents in the workplace
Digia has policies for preventing accidents in the workplace. Operations are
planned on the basis of both regular workplace surveys that are conducted
Consolidated
financial statements
Notes to the consolidated
financial statements
Parent company’s
financial statements
Board of Directors’ Report
Sustainability
statement
E G
Corporate governance
statement
S
52 Board of Directors’ Report and financial statements 2025
clear career path toward the most demanding expert tasks. Digia also hires
professionals over the age of 60, of fers f lexible tasks, and runs the Konkarit
(Veterans) program to support employees approaching retirement age.
Digia has signed the Women’s Empowerment Principles (WEPs), which
were drawn up by the gender equality organization UN Women and the UN
Global Compact. The WEPs contain seven principles that provide guidance
and means for companies to promote gender equality. Digia is commit ted
to creating a working environment in which everyone can feel valued and
included. Digia also demonstrated visible and concrete support for sexual and
gender minorities through Pride partnership.
Digia has policies to ensure that the recruitment, training, and promotion
of employees is based on qualifications, skills, and experience. This topic is
covered in the salary and remuneration manual, which openly describes career
paths, task families, and competence levels. This aims to ensure that all Digia
employees have the chance to develop and advance in their careers without
being placed at a disadvantage on the basis of their age or gender.
The policies governing Digia’s own workforce are available on the
company’s intranet. The HR Director, who is also a member of the Management
Team, is responsible for promoting and safeguarding the interests of
employees. Digia monitors the implementation of human rights principles
and international norms in various ways, such as through employee surveys,
equality and non-discrimination surveys, and occupational health and safety
action plans. Risk assessments and audits are also used to ensure compliance
with the Code of Conduct. Engaging with the company’s own workforce is
covered in the following Disclosure Requirement,
S1-2
.
Processes for engaging with own workers and workers’
Digia has several channels and means of directly contacting employees and
their representatives. These means and channels include:
• Digia’s personnel survey, which covers companies in Finland and is
conducted twice a year, and regular pulse surveys (subsidiaries have their
own survey processes),
• other targeted studies as required,
• Digia’s equality and non-discrimination survey of companies in Finland,
every 2–3 years,
• regular target and learning discussions, and their associated feedback
discussions,
• routine management and one-on-one conversations with supervisors,
• project and team feedback, and
• open Teams discussion channels.
Elected employee representatives, such as shop stewards and members
of the growth team and health and safety organization, seek improvements by
engaging in continuous dialogue within their area of authorization. Employees’
views are taken into account in areas such as Digia’s cultural focus, strategic
HR choices, and sustainability targets.
Shop stewards and other employee representatives from the growth team,
the occupational safety commit tee, and the equality and non-discrimination
team meet regularly. The topics covered include legislative mat ters, Digia’s
strategy, and topic-specific actions and indicators. The occupational safety
commit tee pays particular at tention to wellbeing measures, the occupational
health and safety action plan, and the equality and non-discrimination plan.
One-of f surveys will be sent according to requirements, such as surveys about
hybrid work and AI skills.
Personnel briefings are organized four times a year alongside each
business unit’s own briefings and team meetings. One-on-one target and
development discussions are held 1–2 times a year in a process-driven
manner. Supervisors also hold additional one-on-one discussions with their
team members as required. The company always aims to provide communica-
tions and conduct surveys in both Finnish and English.
Operative responsibility for communications is held by Digia’s HR Director,
who is a member of the Management Team. Digia assesses the ef fectiveness
of its communications by monitoring the results and response rates of its
surveys and following other internal metrics, such as feedback and the level of
activity in dif ferent communication channels.
The background variables for the personnel survey and the equality and
non-discrimination survey are gender, age, and role. By gathering these
background variables, more detailed information may be gained about the
experiences of dif ferent employee groups, such as young people, those
approaching retirement age, women, and other genders. The equality
and non-discrimination survey is a way of investigating experiences of
inclusiveness, discrimination, and sexual harassment in a variety of everyday
situations, such as teamwork, recruitment, salary decisions, and career and
competence development opportunities.
Processes to remediate negative impacts and channels for own
Digia is commit ted to taking action based on due diligence processes, so
that the company does not cause or contribute to any adverse human rights
impacts in its business activities, Digia encourages and directs supervisors
to have regular and open conversations with their team members. Target and
development discussions are conducted yearly according to the specified
process. Other supervisors may also initiate discussions on a needs basis,
and they play a key role in addressing and resolving challenges associated
with coping or performance at work and issues concerning conf licts or
inappropriate behavior.
Supervisors receive automatic wellbeing alarms that direct them to hold
early intervention discussions. If any challenges with wellbeing or coping
arise, Digia will determine what kind of support the employee needs in the
workplace. This support may be a change in workload, working hours, or tasks,
or competence development in the form of personalized training, coaching, or
mentoring. See Disclosure Requirement
S1-1 Policies related to own workforce
for more information about Digia’s early intervention model.
Digia does not tolerate inappropriate behavior or discrimination, and
any incidents that come to light will be resolved in accordance with the
remediation model for inappropriate behavior. If any inappropriate behavior
occurs, the primary means of addressing the issue is to arrange a discussion
between the parties involved, facilitated by a supervisor and HR if necessary.
The appropriate action and follow-up measures will then be determined.
If other reporting methods do not feel safe, Digia employees can also
report harassment and inappropriate behavior anonymously through the
Whistleblowing channel. This channel and the report handling process are
described in more detail in Disclosure Requirement
G1-1 Corporate culture and
business conduct policies
.
Digia encourages open dialogue. Employees can raise their concerns and
needs during company-level and unit-specific HR briefings and meetings,
via internal discussion channels, at team meetings, and during one-on-one
discussions with their supervisors. Communications with the company’s own
Consolidated
financial statements
Notes to the consolidated
financial statements
Parent company’s
financial statements
Board of Directors’ Report
Sustainability
statement
E G
Corporate governance
statement
S
53 Board of Directors’ Report and financial statements 2025
2025. Leadership principles are ‘respect’, ‘trust and verify’, ‘be present’, ‘own
it’ and ‘think ahead’. The principles have been created in collaboration with the
Digia community. Digia’s cultural principles underpin everything the company
does, and their central idea is to help both individuals and the workplace
community as a whole to succeed and innovate. The leadership principles
seek to support and steer routine management, and promote wellbeing. Both
sets of principles help to ensure that Digia’s management is consistent and
supports the company’s values and objectives. The principles seek to promote
wellbeing and reduce any potential negative impacts.
Hybrid work model
Digia has a hybrid work model. Working at Digia should be smooth and f lexible,
and should nurture a sense of community. Although most work is site-inde-
pendent, employees separately agree on remote working methods with their
supervisor.
Digia believes that creating a sense of community is both a significant
success factor and an important part of providing meaningful work. In 2025,
the company focused on strengthening its sense of community, both
virtually and face-to-face. Teams have received support in creating their own
policies for hybrid work and community practices, and events have also been
organized for all of fice staf f.
Salary and remuneration manual
Digia strives for good payroll management, and the salary and remuneration
manual is a key tool in this. This manual collates the principles and practices
relating to salaries and other remuneration. The salary and remuneration
manual has been approved by the Compensation Commit tee and the
Management Team. Key topics covered in the handbook include the general
principles for salary formation and total remuneration, and the principles
(complete with descriptions) for Digia’s salary structures and models, the
salary review process, and salary management. The handbook aims to
increase transparency and understanding of salaries and remuneration as a
whole, and to support good salary management. Digia’s standardized salary
review process aims to increase fairness, equality, and non-discrimination
during salary reviews. During the reporting year, the company has also been
preparing for the Payroll Directive’s entry into force in 2026.
Collective agreement
Digia has its own collective agreement, which applies to the employees of
Digia Plc and Digia Finland Ltd. Digia negotiated its own collective agreement,
initially with employee representatives and later with employee unions. When
creating its own agreement, Digia drew on the general collective agreement
for the IT service sector. The scope of the collective agreement and any
limitations have been reported in more detail in Disclosure Requirement S
1-8
Collective bargaining coverage and social dialogue
.
Guidelines on inappropriate behavior
Digia has established an internal policy for addressing inappropriate behavior
and harassment. Supervisors and employee representatives have received
training that will help them to intervene in these kinds of situations. All Digia
employees play their part in creating a functional and psychologically safe
workplace. The primary means of addressing these issues is to arrange a
discussion between the parties involved, facilitated by HR if necessary.
Early intervention model
The early intervention model aims to ensure that employees receive the
support they need if they encounter any problems at work. Examples of this
may include increased absenteeism, dif ficulty in carrying out their work, or
problems interacting with customers or colleagues. The model aims to ensure
that supervisors can provide the necessary support and assistance before
problems escalate, thereby promoting wellbeing and coping at work. The early
intervention model may also involve providing long periods of sick leave or
family leave. It is hoped that taking a standardized approach will help people
return to work.
Wellbeing and working capacity
Enhancing and developing Digia’s working culture, competence, operating
models, and leadership creates wellbeing, which in turn helps to maintain
working capacity. Wellbeing and working capacity are also supported in a
targeted manner with the aid of comprehensive occupational healthcare
services, f lexible working hours and arrangements, an early intervention
process, and a variety of mental health services and support methods. This
theme is broadly considered at Digia, and mat ters related to wellbeing are
workforce will be covered further in Disclosure Requirement
S1-2 Processes for
engaging with own workers and workers’ representatives about impacts
.
Digia personnel have the opportunity to provide open verbal feedback in
all personnel surveys. Digia has proactively developed a variety of feedback
channels through which supervisors and other personnel can provide feedback
on performance, success, and development targets to their team members
and colleagues. Digia’s feedback culture has been systematically developed
through continuous improvement. The company has a target-linked annual
process to assess feedback at regular intervals. Digia has several channels to
support continuous feedback during everyday work, such as a peer feedback
model in the Workday system and a Teams feedback channel that is open to all
Digia employees for sharing positive feedback with colleagues.
The HR unit conducts an internal, biannual analysis of any reports and cases
of inappropriate behavior and discrimination in accordance with its processes,
including how they were handled and resolved. These incidents will also be
discussed with employee representatives, the occupational health and safety
organization, and the equality and non-discrimination team to ensure that
both the remediation model and active procedures to address inappropriate
behavior are being developed. Digia receives very few reports, but each one is
taken seriously and thoroughly investigated.
approaches to mitigating material risks and pursuing material
opportunities related to own workforce, and ef fectiveness of
In order to prevent material negative impacts on its own workforce and promote
positive impacts, Digia has guidelines and policies to manage these impacts.
The following guidelines apply to Digia’s companies in Finland, but the
Group’s other subsidiaries also have their own company-specific policies and
guidelines for their own workforce. Development work to harmonize Digia’s
policies and international operating model is currently ongoing.
Cultural and leadership principles
Digia’s routine operations and management are guided by Digia’s cultural
principles – learning, sharing, courage, and professional pride – which were
adopted in 2018, and the new leadership principles that were introduced in
Consolidated
financial statements
Notes to the consolidated
financial statements
Parent company’s
financial statements
Board of Directors’ Report
Sustainability
statement
E G
Corporate governance
statement
S
54 Board of Directors’ Report and financial statements 2025
Surveys, participation, representation in certain roles, open discussions
and communications are all used to assess the ef fectiveness of this action.
Engagement with the company’s own workforce is described in more detail in
Disclosure Requirement
S1-2 Processes for engaging with own workers and
workers’ representatives about impacts
. The impacts of Digia’s actions are
monitored and measured annually using a broad range of internal and external
metrics. Competence is monitored via feedback, the number of training
hours, and a variety of targets. The eNPS is the main indicator of employee
wellbeing and satisfaction. When it comes to wellbeing, sickness absences
are monitored and particular at tention is paid to absences related to mental
health, which can be caused by a variety of psychological and emotional
challenges, such as stress, fatigue, or other problems that af fect mental
wellbeing.
Digia has a comprehensive security and data protection process,
which also covers the processing of personnel data. This ensures that the
company’s own practices do not cause or contribute to material negative
impacts on its own workforce. Digia’s security management system
complies with the international ISO 27001 standard for information security
management. Training and communications ensure that personnel are familiar
with the company’s Code of Conduct, commitments, and policies, and are
therefore able to comply with agreed processes and rules.
The management of material impacts relating to Digia’s own workforce is
the responsibility of the HR unit, which consists of the HR Director, the Head
of Sustainability, and a broad variety of other HR experts. HR experts also work
within business units, where they are members of the unit’s management
team.
Digia supports UN Sustainable Development Goals: 4 Quality education,
5 Gender equality, 8 Decent work and economic growth, and 10 Reduced
inequalities. Digia’s cultural principles are the foundation for everything
the company does. Other policies, procedures, and objectives help Digia to
achieve these goals.
communicated in a variety of ways. Digia cooperates with occupational
healthcare and pension providers as required, for example, through a range
of training programs and practical dialogue. Digia’s Code of Conduct training
includes modules on non-discrimination policies and procedures. Other
employee-related principles are also reviewed during the onboarding program
for new recruits and in Code of Conduct training.
Digia systematically supports the wellbeing of its employees by developing
everyday management skills, self-direction, and personal competence in
the spirit of continuous improvement. The company wants to increase its
employees’ capacity to meet the evolving expectations of working life, and
therefore invests in developing clear objectives and a good feedback culture.
In 2025, the main competence development targets were once again related
to artificial intelligence and leadership. At an organizational level, Digia
continued to develop its processes for giving feedback and set ting targets
and learning objectives.
Providing meaningful work that leads to personal development in good
working conditions can at tract potential employees to the company and
experts to the subcontractor network. It also improves employee retention.
Digia has invested in collaboration with universities, and has actively
participated in a variety of events. The company makes sure to read every job
application thoroughly.
Diversity
This strategy period’s equality and non-discrimination plan, which contains
a range of objectives and actions to promote inclusion, has strengthened
feelings of inclusivity. There are programs designed for employees at various
stages of their careers, such as the Konkarit (Veterans) program for those
approaching retirement age. Diversity is supported in numerous ways, such as
through internal communications and Digia’s public Pride partnership.
Digia promotes career opportunities for women and seeks to increase the
proportion of female employees by providing supervisors with salary training,
and by analyzing and developing equal pay at an organizational level. This
theme has been actively promoted through Digia’s participation in the Women
in Tech and Mimmit koodaa (Women Code) networks.
advancing positive impacts, and managing material risks and
During the 2023–2025 strategy period, Digia implemented the goals of its
HR strategy through four selected focus areas: learning, goal-orientedness,
wellbeing, and a sense of community. Digia is continuously working to create
a culture of lifelong learning, a caring workplace community, and a humane
working day that is both ef ficient and goal-oriented yet also leaves a good
mental footprint.
The objectives described below were set for the strategy period in order
to promote positive impacts on employees. They were set for the end of 2025,
and their progress was actively monitored throughout the strategy period.
The employee net promoter score (eNPS) is the main indicator of
personnel wellbeing. The target was to achieve growth of 35 percent in Digia’s
eNPS in 2025 (in comparison to the 2022 eNPS). The employee net promoter
score is calculated by subtracting the proportion of detractors (eNPS 1–6)
from the proportion of promoters (eNPS 9–10). The 2025 eNPS was –80
percent (+60%) in comparison to the 2022 baseline. The results ref lect the
challenging market situation in the IT sector and the ef ficiency measures
implemented in 2025. At the same time, several other internal indicators
of employee satisfaction have remained consistent with 2024 level. At the
moment, this score covers only Digia’s companies in Finland. Other Digia Group
subsidiaries also measure job satisfaction.
Digia seeks to increase diversity at all organizational levels. The proportion
of women in executive positions is a key indicator of diversity. The goal is
for 25 percent of Digia’s executives to be women. In 2025, the proportion
of women in executive positions was 14 percent (16%). This objective has
proved challenging to achieve due to male dominance in the IT sector. Women
accounted for 35 percent (34%) of those in supervisory roles in 2025. This
data covers the entire Group. The company is also aiming to increase the
number of women in architectural roles, which was six percent (7%) in 2025.
Digia aims to leave a responsible mental footprint, which is central to
employee wellbeing. The key indicator for this is the number of absences due
to mental health reasons. The target is to have fewer than 1.0 days of absence,
on average, per person per year for mental health reasons. The number of
Consolidated
financial statements
Notes to the consolidated
financial statements
Parent company’s
financial statements
Board of Directors’ Report
Sustainability
statement
E G
Corporate governance
statement
S
55 Board of Directors’ Report and financial statements 2025
absences in 2025 was 1.0 (1.3) days of absence per person. The data covers Digia
companies in Finland.
Digia provides opportunities for lifelong learning. The percentage of employees
with a learning objective is measured and monitored annually as part of competence
development. The goal is to set a learning target for 75 percent of personnel.
Learning targets were recorded for 58 percent (52%) of personnel in 2025. This data
covers the entire Group.
Targets are formulated during discussions with employee representatives in
order to gain a bet ter understanding of employees’ general and specific needs.
Goals were set for the entire strategy period (2023–2025), and a consistent
methodology has ensured that the results are comparable. The targets have been
reviewed and decided on by the Management Team, and have also been approved
by the Board of Directors.
Targets, their at tainment, and any related metrics are closely monitored by the
HR unit, Sustainability Working Group, Sustainability Steering Group, Management
Team, and Board of Directors’ Audit Commit tee.
The figures indicate the number of employees at the end of the reporting period.
The number of employees and their distribution by country are given in Digia’s
Financial Statements under section
4 Personnel
.
Gender Number of employees
2024 2025
Men 1,121 1,133
Women 455 459
Other 0 0
Not reported 0 0
Total number of employees 1,576 1,592
Country Number of employees
2024 2025
Finland 1,444 1,409
Sweden 122 120
Poland 0 53
Netherlands 10 10
Women Men Other Not reported Total
2024 2025 2024 2025 2024 2025 2024 2025 2024 2025
Number of employees
455 459 1,121 1,133 0 0 0 0 1,576 1,592
Number of employees with permanent employment contracts
450 450 1,114 1,116 0 0 0 0 1,564 1,566
Number of employees with fixed-term employment contracts
5 9 7 17 0 0 0 0 12 26
Number of employees with employment contracts for variable working hours
7 3 11 10 0 0 0 0 18 13
Number of employees with full-time employment contracts
399 409 1,046 1,048 0 0 0 0 1,445 1,457
Number of employees with part-time employment contracts
56 50 75 85 0 0 0 0 131 135
Finland Sweden Poland Total
1)
2024 2025 2024 2025 2024 2025 2024 2025
Number of employees
1,444 1,409 122 120 N/A 53 1,566 1,582
Number of employees with permanent employment contracts
1,433 1,395 122 120 N/A 41 1,555 1,556
Number of employees with fixed-term employment contracts
11 14 0 0 N/A 12 11 26
Number of employees with employment contracts for variable working hours
17 12 1 1 N/A 0 18 13
Number of employees with full-time employment contracts
1,322 1,293 117 115 N/A 46 1,439 1,454
Number of employees with part-time employment contracts
122 116 5 5 N/A 7 127 128
1)
Personnel in the Netherlands are excluded due to their small number.
In 2025, the total number of employees leaving the Digia Group was 177 (146) and the turnover rate was 6.2% (7.7%).
Consolidated
financial statements
Notes to the consolidated
financial statements
Parent company’s
financial statements
Board of Directors’ Report
Sustainability
statement
E G
Corporate governance
statement
S
56 Board of Directors’ Report and financial statements 2025
80%
20%
62%
8%
30%
Characteristics of non-employee workers in the undertaking’s
The operating model used by Digia’s subsidiary Savangard dif fers from
other countries, as it is a well-established practice in the Polish IT sector
in particular to utilize a B2B contract model in addition to a company’s own
employees. This model employed 86 (N/A) people during 2025.
Digia defines employees working under this model as subcontractors.
Subcontracting is covered in greater detail later on in this Sustainability
Statement in section
S2 Workers in the value chain
.
In 2025, an average of 355 (374) subcontractors per month worked on
various projects through the Digia Hub network. For more information about
subcontractors and their characteristics, see Disclosure Requirement
S2
Workers in the value chain.
82 percent (85%) of the Digia Group’s employees are covered by collective
bargaining agreements. Digia has its own collective agreement in Finland,
which entered into force in May 2023. This collective agreement covers
employees of Digia Plc and Digia Finland Ltd. Digia Plc’s subsidiary Productivity
Leap Oy uses the Collective Agreement for the IT Service Sector as an
unorganized employer. Digia Sweden AB, Climber AB, Top of Minds AB, and
Savangard Sp. z o.o. are not covered by a collective agreement. Most Digital
Sweden AB does not have any employees. Subcontractors are not covered by
Digia’s collective agreements, as they are not employed by Digia.
Collective bargaining coverage Social dialogue
Coverage Employees – EEA (countries in which there
are at least 50 employees and they account
for more than 10 percent of the total number
of employees)
Employees – non-EEA regions (an estimate
for regions in which there are at least 50
employees and the employees account for
more than 10 percent of the total number of
employees)
Workplace representation (EEA only)
(countries in which there are at least 50
employees and the employees account for
more than 10 percent of the total number of
employees)
2024 2025 2024 2025 2024 2025
0–19% Sweden Sweden, Poland Sweden Sweden, Poland
20–39%
40–59%
60–79%
80–100% Finland Finland Finland Finland
The gender distribution of Digia’s senior executives and the age distribution
of employees during 2025 is presented below. Digia’s definition of a “senior
executive” is a member of the Group Management Team.
Digia always pays at least the minimum wage specified in the collective
agreement. If a company is not covered by a collective agreement, the
minimum wage will be the one specified in the general collective agreement
for the sector. As part of the human rights survey conducted in 2023, Digia
also reviewed the remuneration practices of its subcontractors’ nearshore and
of fshore operations to ensure that adequate wages were being paid.
Digia wants to be a family-friendly employer that takes diverse life situations
into account. All Digia Group companies are entitled to family-related leave.
Digia supports the varying life situations, working capacity, and care respon-
sibilities of its employees by of fering f lexible, location-independent working
hours and providing occupational healthcare services. These services may
vary from country to country and company to company. At Digia Plc and Digia
Finland Oy, employees have access to a care service for sick children.
Gender distribution of Management Team 31 Dec 2025
Men 8 (8)
Women 2 (2)
Distribution of employees by age group 31 Dec 2025
Under 30 years old 122 (126)
30–50 years old 997 (1004)
Over 50 years old 473 (446)
Consolidated
financial statements
Notes to the consolidated
financial statements
Parent company’s
financial statements
Board of Directors’ Report
Sustainability
statement
E G
Corporate governance
statement
S
57 Board of Directors’ Report and financial statements 2025
In addition to statutory occupational accident, life, and pension insurance,
Digia companies also of fer a range of additional insurance, such as medical
expense insurance and travel insurance for both working hours and leisure
time.
Competence and its continuous development are essential if Digia is to serve
its customers in the best possible way, based on the latest technologies
and knowledge. The company wants the value of Digia personnel’s expertise
to increase during their term of employment. Competence development
occurs through interaction with others and interesting new kinds of tasks and
training.
Percentage of employees that participated in regular performance and
career development reviews
All personnel Men Women Other
2024 2025 2024 2025 2024 2025 2024 2025
100% 100% 100% 100% 100% 100% 0% 0%
Average number of training hours per person for employees, by employee
category and by gender.
All personnel Men Women Other
2024 2025 2024 2025 2024 2025 2024 2025
53.4 57.6 52.8 62.0 54.7 47.0 0 0
100 percent (100%) of the Digia Group’s own workforce is covered by occupa-
tional healthcare. The scope of occupational healthcare services may vary
between companies.
There were two (six) work-related accidents in 2025. There were no
fatalities as a result of work-related injuries and work-related health issues at
Digia.
100 percent (100%) of the Digia Group’s employees are entitled to take
family-related leave. 6.5 percent (6%) of Digia personnel took family-related
leave in 2025; 8.0 percent (6.4%) of all women and 5.8 percent (5.8%) of all
men took family-related leave.
Country Gender pay gap
1)
Total earnings ratio
1)
2024 2025 2024 2025
Finland 6% 7% 4% 4%
1)
The pay gap and total earnings ratio are currently reported only for Finland.
Ongoing data integration ef forts will allow these metrics to be reported for the
entire Group in future years.
The gender pay gap illustrates the percentage pay gap between male and
female employees. Total earnings measure the ratio between the median
earnings of the person with the highest earnings and the median earnings
of other employees in the company. Digia also analyzes the realization of pay
equality with respect to task profiles and the competence classification of
positions.
During 2025, Digia did not receive any reports of discrimination as specified
in the Equality Act, nor any reports of serious cases of human rights
violations. A total of seven (four) whistleblowing reports were received via
the Whistleblowing channel. After investigation and requests for additional
information, none of these reports were found to require further action.
S2 – Workers in the value chain
The double materiality assessment found that the main impacts of activities in
the value chain are limited to the upstream section and direct suppliers, with
IT subcontracting being the largest group of direct supplier. The assessment
also examined workers at the upstream end of the value chain, such as
those working in the production of IT equipment, where human rights risks
can be significant. However, Digia has very limited opportunities to inf luence
such cases. Unless otherwise mentioned, this section will – on the basis of
materiality – focus only on value chain workers for IT subcontractors on whom
Digia has a direct impact.
The operating model used by Digia’s subsidiary Savangard dif fers from
other countries, as it is a well-established practice in the Polish IT sector
in particular to utilize a B2B contract model in addition to a company’s own
employees. In this model, the experts are self-employed and work on a
contractual basis rather than as employees. This subcontracting model
enables a f lexible and cost-ef fective form of cooperation.
Digia has two subcontracting networks: Digia Hub and PeopleVibe.
Digia Hub network consists of over 5000 freelancers and hundreds of
subcontracting companies in Finland. In the EU, Digia Hub also has nearshore
subcontracting companies that, in addition to the Nordics, operate in
the Baltic countries and in Central and Eastern Europe. Digia’s subsidiary
PeopleVibe is a subcontracting network that serves Savangard in Poland in
particular, but it also subcontracts some specialists to customers directly.
It consists of around 30 freelance professionals. Digia’s main partner for
subcontracting international talent is Fulcrum Digital, whose small Digia team
is located in India.
Digia is strongly dependent on its skilled workforce, which is why
the company also needs to source IT experts through subcontracting.
Subcontracting provides the increased f lexibility that is required to seize
business opportunities. Digia has conducted a human rights risk and impact
assessment in order to develop an understanding of the potential adverse
Consolidated
financial statements
Notes to the consolidated
financial statements
Parent company’s
financial statements
Board of Directors’ Report
Sustainability
statement
E G
Corporate governance
statement
S
58 Board of Directors’ Report and financial statements 2025
impacts. For more information about Digia’s human rights assessment, see
Disclosure Requirement S
1-1 Policies related to own workforce
.
When it comes to working conditions and the workplace community,
workers in the IT subcontracting network are generally subject to similar
challenges as the company’s own employees, even if they are not employed
by Digia. As entrepreneurs, they often carry greater responsibility for their
own health and working hours, even though Digia at tempts to monitor them.
Digia is aware that it has subcontractors in countries in which there is a higher
risk of human rights violations. This understanding is based on a country-
by-country risk analysis that was carried out as part of the human rights
assessment, and it is part of the Sustainable Supplier program.
Digia has developed a Supplier Code of Conduct that is based on Digia’s own
Code of Conduct. In addition to its Code of Conduct, Digia has an anti-bribery
and anti-corruption policy that is based on the UN Convention against
Corruption. The company requires its subcontractors to ensure that their
suppliers uphold internationally recognized human rights, labor rights, and
standards (the UN Universal Declaration of Human Rights, the UN Global
Compact, and the ILO Declaration on Fundamental Principles and Rights at
Work). It contains rules for suppliers, and prohibits them from using forced or
child labor. The Management Team approves the Supplier Code of Conduct,
and the legal unit and General Counsel are responsible for implementing and
supervising it.
The IT subcontractors in the Digia Hub network are contractually obliged to
adhere to the Code of Conduct. Digia’s aim is to gradually extend the Code of
Conduct to all procurements, so that it covers the entire value chain. For more
information about Digia’s anti-bribery and corruption policy, see Disclosure
Requirement
G1-1 Corporate culture and business conduct policies
. Digia has
not been made aware of any violations of the above-mentioned policies by
companies in its value chain
Digia’s subcontracting within the European Union occurs through Digia Hub
and PeopleVibe networks. Every subcontractor working on a Digia-led project
will receive training in the Code of Conduct, and Digia Hub subcontractors will
also receive security training.
The guidelines and commitment are part of Digia’s Sustainable Supplier
program, which helps the company to bet ter assess and categorize
supplier risks, thereby improving the transparency of the supply chain. A
risk assessment of subcontractors is carried out as part of the procurement
process, and their implementation of responsible sourcing principles is
checked before any contracts are signed. This includes an analysis of
potential and existing human rights violations. The process applies only to
Digia Hub subcontractors, and PeopleVibe subcontractors do not currently
fall within its scope. The Management Team approves and supervises the
Sustainable Supplier program. It is coordinated by the risk management and
sustainability units, which together guide and develop operational activities in
collaboration with the finance unit and procurement units.
Processes for engaging with value chain workers about impacts
Digia aims to engage in responsible collaboration and manage sustainability
risks throughout its value chain. Collaboration and communication between
Digia and its subcontractors takes place both directly (between employees)
and indirectly (between their legal representatives). Applicants undergo
extensive interviews before they are permit ted to join Digia Hub network.
Although each customer project has its own processes, engagement is both
regular and managed. Digia stays in regular contact with members of its
subcontracting network, and also requests feedback from members.
Digia builds up an understanding of materialities and stakeholders’ expec-
tations through a combination of routine management and regular meetings,
surveys, and analyses. After a project has ended, discussions will be held with
the subcontractor, and they will be directed toward the next project. In the
case of subcontracting, operational responsibility for implementing these
actions lies with Digia Hub and PeopleVibe business leads.
Digia conducts an annual survey of key subcontractors according to
the company’s risk classification. The survey aims to ensure compliance
with Digia’s Code of Conduct. Supplier surveys provide a comprehensive
understanding of workers in the subcontracting network. Digia will also carry
out audits whenever they are deemed necessary. The ef fectiveness of these
activities is assessed annually as part of Digia’s Sustainable Supplier program
and business unit management. The program does not currently cover
PeopleVibe’s subcontractors.
Regular discussions are held with subcontractors in India, and workers’
rights are an integral aspect of these conversations. Digia is proactively
expanding its supplier management, and is seeking to increase dialogue with
all of its key suppliers.
Digia has no framework or other agreements with trade unions concerning
workers in the value chain.
Processes to remediate negative impacts and channels for
Subcontractors can raise concerns by directly contacting their Digia project
manager or the senior vice president of the business area. Subcontractors will
have the opportunity to provide feedback during the one-on-one discussions
that are arranged after a project has ended.
By signing Digia’s Supplier Code of Conduct, the supplier agrees to immedi-
ately report any violations of the code so that the situation can be promptly
addressed. Everyone has access to the Whistleblowing channel, and the
link is available in the Supplier Code of Conduct and on the websites of both
Digia and its subsidiaries. For more information about Digia’s Whistleblowing
channel and related policies, see Disclosure Requirement
G1-1 Corporate
culture and business conduct policies
.
material impacts on value chain workers and to manage material
risks and pursue material opportunities related to value chain
Digia seeks to prevent negative impacts on value chain workers by ensuring
that all Digia Hub subcontractors comply with the Supplier Code of Conduct.
This is accomplished with annual monitoring to check how many subcon-
tractors have signed the Code of Conduct. Digia is commit ted to taking action
based on due diligence processes, so that the company does not cause or
contribute to any adverse human rights impacts in its business activities,
These kinds of impacts are addressed and corrected as soon as they occur.
Digia expects any supplier who becomes aware of any violation of the Supplier
Code of Conduct by their own employees or Digia’s employees to promptly
Consolidated
financial statements
Notes to the consolidated
financial statements
Parent company’s
financial statements
Board of Directors’ Report
Sustainability
statement
E G
Corporate governance
statement
S
59 Board of Directors’ Report and financial statements 2025
report the same to Digia. No significant human rights issues or violations were
identified in the supply chain in 2025.
A background check and risk assessment will be performed for new
subcontractors as part of the Sustainable Supplier program. Any detected
risks will be sent for processing and follow-up measures in accordance with
Digia’s risk management process. A separate report is required for companies
with the highest risk rating. Supplier reports may lead to the termination
of cooperation. Corrective action may also be agreed upon, and its imple-
mentation will then be monitored. No such cases have occurred to date.
PeopleVibe is not in the Sustainable Supplier program.
The measures aim to ensure that each subcontractor has the means to
identify and minimize any impacts on the rights and working conditions of
its workers. All new subcontractors must complete a questionnaire about
their sustainability policies and processes. The program also includes annual
surveys, and audits of selected suppliers are performed as necessary to
ensure their commitment to the Code of Conduct. The insights and feedback
obtained from these surveys are reviewed by the Digia Hub management
team and are used to recommend developments and monitor any corrective
measures. For example, the company has implemented a subcontractor’s
suggestion concerning access to certain Digia forums, such as tribal activ-
ities, and the industry training of fered by the company. Digia Hub’s business
lead is a member of the Corporate Responsibility Working Group, which
discusses and prepares sustainability issues for the Management Team to
review. The development plans obtained through surveys and other feedback,
including any identified risks, can thereby be communicated to management
as well.
No risks were identified during the reporting year. Whistleblowing reports
received through the Whistleblowing channel are handled in accordance
with a separate process, which is described in more detail in Disclosure
Requirement
G1-1 Corporate culture and business conduct policies
.
The potential negative impacts that may occur during subcontracting
include health concerns or fatigue, which increase absenteeism. In such
situations, Digia will at tempt to discuss alternative solutions, such as reduced
daily working hours. If necessary, a representative of the subcontractor
will be included in these discussions. Digia wants to proactively increase
its subcontractors’ capacity to meet the evolving requirements of working
life. The company therefore invests in promoting open communications
and developing clear objectives, f lexible working hours, and a constructive
feedback culture.
The male dominance seen in the IT sector is also ref lected in the subcon-
tracting network. Digia is working to increase the proportion of women in a
variety of roles, including subcontracting, but competence requirements do
not always allow this. Digia’s activities support UN Sustainable Development
Goal 8 Decent work and economic growth. This goal promotes economic
growth for all, full and productive employment, and decent work.
advancing positive impacts, and managing material risks and
Digia’s goal was for 100 percent of Digia Hub subcontractors to commit to the
Supplier Code of Conduct by the end of 2025. The aim is to ensure that human
rights and fair working conditions are realized for value chain workers in Digia’s
subcontracting. The target was set for the 2023–2025 strategy period, and
progress was monitored on an annual basis during this period. The target level
of 100 percent (89%) was achieved in 2025.
The target was set in collaboration with Digia Hub as part of Digia’s strategy
work. It was decided on by Digia’s Management Team and approved by the
Board of Directors. The target-set ting process has not involved any direct
contact with value chain workers or their representatives.
Development measures and target at tainment were monitored at the
Sustainability Working Group’s quarterly meetings. In its biannual meetings,
Digia Hub’s strategy working group discussed these measures in greater detail
and reviewed the sustainability targets. Any action that was taken and any
development plans that were drawn up on the basis of these observations
have been reported as part of business development.
S4 – Consumers and end-users
The most significant impacts of Digia’s value chain are on its customers
and, through the services they provide, its end-users. Digia’s inf luence on
end-users is therefore indirect. Digia recognizes that there is a risk of human
rights violations in the value chain, but judges it to be unlikely. Due to the
limited opportunities for inf luencing end-users, in this section the company
will focus on customers and end-users on the basis of materiality.
Digia’s customers include both private- and public-sector companies and
organizations. The company’s definition of end-users includes those who use
these companies’ or organizations’ solutions. Digia does not have any detailed
information about end-user demographics, as they vary between customers
and customer projects.
Digia handles and develops solutions that make extensive use of data.
Digia’s business is founded on the responsible use of data, both in the
company’s own processes and in its customer solutions. The company aims
to promote the digitalization of society by providing everyone with secure,
accessible, and easy-to-use services. The needs of special groups can be
taken into account with the aid of data protection, accessibility assessments,
and top-quality service design.
End-users may be exposed to a variety of data security and privacy risks,
and users may have varying starting points and levels with respect to digital
services. Negative impacts are not occurring systematically – they are mainly
isolated cases. A data breach may result in an end-user’s personal data ending
up in the possession of third parties. Significant business risks are therefore
associated with data protection and information security issues, as they can
violate an individual’s privacy rights and damage Digia’s reputation, and may
potentially lead to heavy fines imposed by the authorities.
Digia has invested in the continuous development of information security
and data protection, and in proactive risk management that will ensure the
security and reliability of its services in a changing operating environment.
Consolidated
financial statements
Notes to the consolidated
financial statements
Parent company’s
financial statements
Board of Directors’ Report
Sustainability
statement
E G
Corporate governance
statement
S
60 Board of Directors’ Report and financial statements 2025
Digia’s solid expertise of fers business opportunities, and particularly in the
implementation of critical services or those related to security of supply.
Due to rapid developments in artificial intelligence and its expanding use,
Digia has also identified a need to monitor AI’s impact on end-users. Digia aims
to anticipate these impacts and risks with the aid of continuous competence
development and by deepening its data protection and information security
culture, which is based on the company’s processes and practices. Due to
rapid advancements in AI during the reporting year, the company updated
its AI policy to ref lect the latest developments, and also developed a
new management model to govern AI usage. This model will be mobilized
throughout the Group during 2026.
Digia pays special at tention to end-users who may be particularly
vulnerable to the potential negative ef fects of digital services, such as the
elderly, children and young people, people with disabilities, or other vulnerable
groups. In a human rights assessment conducted by the company, Digia noted
that actual or potential human rights risks to end-users relate to privacy. The
human rights assessment and commitment are covered in more detail in
Disclosure Requirement
S1-1 Policies related to own workforce
.
Accessibility
The company recognizes that accessibility is essential for certain end-users
in order for them to enjoy equal access to services and be able to use them
securely. These groups include the elderly, the visually impaired, children, and
other special groups. Accessibility requirements have also expanded into the
private sector. When combined with Digia’s expertise, the customer demand
arising from increasing regulation will create more business opportunities for
the company in business areas associated with digital online services.
Systems and guidelines relating to Digia’s consumers and end-users include
the Code of Conduct, the ISO 9001 quality management system, the ISO
27001 information security management system and its compliant information
security and privacy policies, the AI policy and AI management model, and
Digia’s human rights commitment. No significant changes were made to
the Code of Conduct during the 2025 reporting year. Development work to
harmonize Digia’s international operating model and policies is currently
ongoing.
Code of Conduct
Compliance with the Code of Conduct is an integral part of Digia’s corporate
responsibility. The code applies to the entire Digia Group, its subcontractors,
and its partners, and covers areas such as excellent customer experience,
open communications, data security, and confidentiality. The Code of
Conduct is described in more detail in Disclosure Requirement
G1-1 Corporate
culture and business conduct policies
.
Quality and risk management systems
The company’s quality standards are based on its ISO 9001 quality certificate,
which sets a specific quality level and steers continuous improvements in
quality. The quality certificate demonstrates that Digia’s processes meet
the requirements that have been set for them, and that Digia can deliver
compliant products and services and has the ability to improve its operations.
The quality management system helps Digia to ensure that it meets both its
customer expectations and the specified requirements. The quality unit is
responsible for the system’s implementation, and it is supervised by both the
Quality Steering Group and the Management Team. The quality management
system covers the entire Group, but the ISO 9001 quality certificate applies
only to Digia Finland Ltd and the Group’s support functions.
Digia’s risk management process contains procedures for managing any
potential negative impacts. Risk management is described in greater detail
in Disclosure Requirement
IRO-1 Description of the processes to identify and
assess material impacts, risks, and opportunities
.
Digia’s security management system complies with the international ISO
27001 standard for information security management. The standard provides
organizations with a security management framework for implementing,
administering, and continuously improving information security management.
Some of the Group’s businesses have ISO 27001 certification. The certificate
covers the Financial Products and Services unit and the following units in the
Managed Services business area: Integration and Data, Secure Development
and Operations, Managed Services, MOST Digital Finland, Productivity Leap
Oy. It also covers all of the Group’s support functions and its of fices in Helsinki,
Tampere, Jyväskylä, Turku, Oulu, and Rauma. Savangard Sp. z o.o., a subsidiary
that joined Digia through an acquisition, is also ISO 27001 certified. All of Digia’s
businesses comply with the ISO 27001 standard’s guidelines and security
controls.
Digia’s Management Team has approved the security management system,
including its information security and data protection policies. The security
management system seeks to guarantee the incident-free continuity of the
company’s business and ensure data security.
Digia’s security unit, the CSO Of fice, is responsible for Group-wide
information security management and cooperates with each unit’s own
information security and data protection of ficers.
Data protection
The company’s internal privacy policy defines the responsibilities and
practices that govern the processing of personal data at Digia. The policy
is applied throughout the Group and covers all Digia employees, including
executives. The Data Protection Of ficer (DPO) ensures the implementation of
the policy in cooperation with the company’s CSO Of fice and other of ficers,
and is a member of the company’s legal department. The Management Group
is responsible for supervising the privacy policy. Digia’s privacy policy has been
approved by the company’s Management Team and is sent to the Board of
Directors for their information. It is a permanent policy that will be updated
as necessary. Digia’s privacy policy covers both Digia’s own systems and
operations and those implemented for customers.
Artificial intelligence
Through the Code of Conduct, Digia ensures that the company operates
responsibly and sustainably in its customer work, thereby minimizing any
potential risks and negative impacts on customers. During the reporting year,
the company introduced an updated AI policy based on the company’s ethical
principles and ISO 27001 requirements. Digia also adopted an AI management
model to minimize the risks associated with AI use by ensuring that AI is used
ethically and in compliance with applicable legislation. There were no other
significant changes to policies and operating principles during the reporting
Consolidated
financial statements
Notes to the consolidated
financial statements
Parent company’s
financial statements
Board of Directors’ Report
Sustainability
statement
E G
Corporate governance
statement
S
61 Board of Directors’ Report and financial statements 2025
year. The use of artificial intelligence has grown significantly in recent years.
As Digia utilizes AI in both its own operations and customer projects, taking
AI-related ethical considerations and information security into account is an
essential aspect of the company’s business.
The company is actively monitoring regulatory developments, such as
the EU AI Act, which defines standardized regulations for the use of artificial
intelligence within the EU. The company will prepare itself for future changes
by developing its operating models as necessary. Digia also wants to protect
the rights of data subjects when it comes to the use of its data and artificial
intelligence. Digia helps its customers to develop AI-based decision-making
that safeguards the rights of individuals without any unjust discrimination or
structural inequality. Digia’s AI policy helps its personnel to understand and
follow best practices, which in turn reduces legal and operational risks. The
AI policy applies to all Digia personnel and subcontractors who use artificial
intelligence in customer projects. It is a permanent policy that will be updated
as necessary. The legal unit and General Counsel are responsible for its
implementation and supervision. The AI policy has been approved by the
Management Team.
Accessibility and digital equity
Digia has published a human rights commitment in which the company
undertakes to respect human rights in accordance with universally recognized
human rights principles. As part of this commitment and its equality and
non-discrimination plan, Digia promotes both equity in its operations and
accessibility and digital equity in its services. The company aims to ensure
that the digital services and solutions it provides are equally accessible and
available to all. For more information about the human rights commitment, see
Disclosure Requirement
S1 Policies related to own workforce
.
Accessibility is an important tool for promoting ethical and equitable digital
inclusion. Accessibility is central to the Design for All (or Universal Design)
principle, which aims to accommodate a variety of dif ferent users from the
very beginning of the design process in order to create a single service that
everyone can use. The Web Content Accessibility Guidelines are international
guidelines on internet accessibility, and the Digital Services Act requires all
digital services to meet their criteria. The technical accessibility requirements
are specified in the European standard EN 301 549. a.
There have been no identified or reported cases of non-compliance
at Digia concerning end-users, that is, no cases in which the UN Guiding
Principles on Business and Human Rights, the ILO’s Fundamental Principles
and Rights at Work, and the OECD Guidelines for Multinational Enterprises
have been violated.
Processes for engaging with consumers and end-users about
Digia’s engagement with end-users is indirect, and occurs through its
customers as part of operational and strategic cooperation with customers.
Digia’s customers act as trustworthy agents who have an understanding of
their own customers’ and end-users’ situations and needs. The methods
and frequency of engagement between Digia and its customers will vary
depending on both the project in question and the specific characteristics
of the customer relationship. Account managers are in charge of engaging
with the company’s customers in accordance with the customer care model.
The ef fectiveness of this engagement is monitored by regularly collecting
customer feedback through a variety of channels and reviewing the
outcomes of collaboration. Digia’s goal is to develop solutions that meet the
expectations and needs of both the company’s customers and its customers’
customers, and to take these needs into account at dif ferent stages of
collaboration.
To ensure that services meet the needs of dif ferent user groups, customer
and end-user perspectives will be taken into account in decision-making and
impact management through, for example, close customer collaboration,
feedback, and assessments of usability and accessibility requirements. The
company is also continuously developing its processes and services on the
basis of customer feedback to ensure that impact management is based on
real customer needs and expectations.
Digia works closely with its customers to ensure that digital services are
both secure and accessible to all users. Special at tention is paid to end-users
who may be particularly vulnerable to the potential negative ef fects of digital
services, such as the elderly, children and young people, people with disabil-
ities, or other vulnerable groups. Some of the services provided by Digia fall
under the scope of the Digital Services Act, which sets clear requirements for
accessibility and security. Digia is commit ted to meeting these requirements
and developing solutions that support its customers’ ability to provide secure
and accessible digital services to all user groups. This is how Digia promotes
equity and trust in the digital society.
Process to remediate negative impacts and channels for
The most important processes for remediating negative impacts on end-users
are related to potential breaches of data security or privacy.
Digia’s security measures are mainly preemptive, so as to ensure that all of
its solutions and services are as secure as possible for all users. The company
has systematically developed its operating model and capabilities in this
area over many years. If a data breach does occur in spite of these measures,
Digia has a Major Incident Management (MIM) process in place to handle the
situation and minimize any damage and its consequences. This process aims
to restore normal service as quickly as possible, and to minimize any damage
and negative impacts on business activities, customers, and end-users. The
process includes instructions for communicating the situation to customers,
individuals af fected by the breach, and any other stakeholders, such as the
data protection of ficer.
Data security and protection of ficers monitor the positive and negative
impacts of the company’s operations. They report directly to the director in
charge of security, who in turn reports to the CEO.
All employees working in Digia’s operations in Finland must familiarize
themselves with the company’s information security policies and guidelines
during the onboarding process, and they also complete an annual information
security and data protection training package. The same goes for every
subcontractor who works on the company’s projects. The Board of Directors
has not completed the training. Training seeks to prevent potential risks and
manage their negative impacts. A Group-wide operating model is currently
being developed.
Digia has a broad range of information security and data protection
material for both training and keeping abreast of topical issues. Digia’s
information security and data protection tribes and channels also share
relevant information and lessons learned.
Digia assesses all new services and systems that will be used in either its
own or its customers’ projects from a security and data protection perspective
Consolidated
financial statements
Notes to the consolidated
financial statements
Parent company’s
financial statements
Board of Directors’ Report
Sustainability
statement
E G
Corporate governance
statement
S
62 Board of Directors’ Report and financial statements 2025
in accordance with the company’s risk management process. Appropriate
controls will be established if any potential risks are identified.
Digia has appointed a data protection of ficer whose contact details are
publicly available on the company’s website, and who can be contacted
directly. The Data Protection Of ficer monitors and provides guidance on
compliance with the EU General Data Protection Regulation. Digia expects
its subcontractors and partners to commit to compliance with applicable
data protection regulations and Digia’s data protection requirements, and to
cooperate in the event of a data breach.
Digia actively seeks to identify any potential accessibility needs or gaps in
its customer interactions, and assesses if any action is required on a custom-
er-by-customer basis. The aim is for solutions to be accessible by default. If
accessibility requirements are not being met, any required measures will be
agreed upon in cooperation with the customer. Digia has not received any
complaints about accessibility from either its customers or their end-users
during the reporting period.
The company also has a Whistleblowing Channel whose operating
principles are described in Disclosure Requirement
G1-1 Corporate culture and
business conduct policies
.
consumers and end-users, managing material risks and
pursuing material opportunities related to consumers and
The quality management system and its processes help Digia ensure that
the company meets both its customers’ expectations and the specified
requirements. Systematic monitoring enables continuous improvement and
quality enhancements. Maintaining a high level of information security and
data protection is an integral part of this package. It is therefore supported by
personnel training, administrative and technical controls, internal and external
audits, and continuous improvements to processes.
The company has developed its information security operating models
over a long period of time, and all of Digia’s business operations comply
with ISO 27001 guidelines and security controls. During the reporting year,
Digia focused on company-wide AI security issues and new EU regulations:
NIS2 (measures to ensure a common, high level of cybersecurity), CER (to
ensure the resilience of critical entities) and DORA (to strengthen the digital
resilience of financial entities). An internal NCD project was launched in
2024 to assess compliance with these requirements and take any necessary
corrective action. This project continued into 2025. Corrective action was
taken during the project, and Digia achieved compliance with these regula-
tions by the time the project ended in early 2025.
A new SOC (Security Operations Center) service has been introduced
at Digia’s companies in Finland. It has been integrated into internal systems
and processes to anticipate a variety of cybersecurity threats and at tacks,
and ensure a rapid response. The company regularly reviews and updates its
internal information security policies and processes to ensure that they are
up to date and ef fective and constitute a Group-wide management model.
Topical issues are covered through a variety of channels, such as in the
Security Blog published on the company’s intranet.
Data protection
Digia’s daily work to promote data protection is based on close collaboration
with customers in accordance with company processes and procedures.
The company regularly reviews and updates its data protection policies and
processes to ensure that they are up to date and ef fective and constitute a
Group-wide management model.
Digia personnel receive training on topical issues and themes relating to
data protection. In 2025, the data protection unit and legal unit collaborated
on a training module about personal data processing agreements for Digia’s
companies in Finland. Events organized by the Data Protection Alliance also
explored topics such as personal data protection and dark pat terns.
Artificial intelligence
AI use cases, the risks associated with them, and their compliance (with
respect to the AI Act, data protection and information security) are managed
with the aid of use case assessments, which identify risks and enable the
required mitigating action to be taken. Digia designs its AI solutions to be
non-discriminatory, transparent, and respectful of privacy. AI decision-making
must be supervised, and data must be processed in accordance with EU data
protection legislation.
During the reporting year, Digia developed its AI management model and
updated its AI policy to ref lect the rapidly growing use of AI and evolving
operating environment. The management model will be mobilized throughout
the Group in 2026. The company actively monitors regulatory developments
and proactively familiarizes itself with the latest requirements and oppor-
tunities. Both customers’ AI needs and the use of AI in delivering customer
solutions will create new business opportunities for the company.
Accessibility
As regulation increases, improving accessibility in certain service areas will
create new business opportunities for Digia. The Digital Services Act has
introduced new application requirements for some private- and third-sector
organizations in addition to the public sector.
Digia promotes accessibility in customer solutions by training its
personnel and bringing accessibility issues to its customers’ at tention as
the situation demands. While the need for accessibility often arises directly
from customers, Digia seeks to promote the development of services that are
accessible to everyone, both in its own operations and in cooperation with
customers.
Accessibility audits of customers’ online services help Digia to determine a
customer’s current situation, identify any areas for improvement, and of fer the
necessary action to meet accessibility requirements.
This approach also supports UN Sustainable Development Goal 10:
reduced inequalities. By ensuring that solutions are accessible and
easy-to-use for all end-users, Digia can help to improve the user experience
and support digital equity.
advancing positive impacts, and managing material risks and
One of the company’s strategic sustainability themes is to maintain a high
level of information security and data protection, as this is closely connected
to the end-users of Digia’s services. The goal for the strategy period was for
at least 90 percent of Digia employees to have completed security training
Consolidated
financial statements
Notes to the consolidated
financial statements
Parent company’s
financial statements
Board of Directors’ Report
Sustainability
statement
E G
Corporate governance
statement
S
63 Board of Directors’ Report and financial statements 2025
in 2025. Progress has been monitored on an annual basis. 95 percent (94%)
of personnel completed this training in 2025. The company has updated
its security training to ref lect the revisions made to its ISO 27001-certified
security management system. Security training seeks to ensure a good level
of security competence among Digia personnel, with the aim of minimizing
the risk of information security and data protection breaches during customer
work. In the future, everyone working for the Group (including its subsidiaries)
will be required to complete the training.
The Net Promoter Score (NPS) is Digia’s main measure of customer
satisfaction, customer experience, and trust in customer partnerships. As part
of Digia’s proactive collaboration with its customers, the company engages in
continuous dialogue about concerns relating to end-user needs. Digia’s goal
for 2025 was to improve its NPS by 25 percent compared to 2022. This target
was set for the 2023–2025 strategy period, and progress has been monitored
and reported since the beginning of the period. In 2025, the NPS improved by
34 percent (+18%) compared to 2022, which exceeded the set target. The
Net Promoter Score is calculated by subtracting the percentage of detractors
from the percentage of promoters.
Both goals were set in conjunction with the company’s strategy work. They
were decided on by Digia’s Management Team and approved by the Board of
Directors. Digia’s internal stakeholders were involved in set ting these targets,
and information gathered through customer feedback processes was also
utilized.
Consolidated
financial statements
Notes to the consolidated
financial statements
Parent company’s
financial statements
Board of Directors’ Report
Sustainability
statement
E G
Corporate governance
statement
S
64 Board of Directors’ Report and financial statements 2025
Business conduct – G1
Board of Directors and Commit teest
In addition to the Board duties prescribed by the Companies Act and other
rules and regulations, Digia’s Board of Directors is responsible for the items in
its rules of procedure, observing the following general guidelines:
• Good governance requires that, instead of needlessly interfering in routine
operations, the Board of Directors should concentrate on furthering the
company’s short- and long-term strategies.
• The Board’s general duty is to steer the company’s business with a view
to maximizing shareholder value in the long term while taking account of
expectations set by various stakeholder groups.
• Board members are required to perform on the basis of suf ficient, relevant,
and updated information to serve the company’s interests.
More information about the roles and competences of the Board of
Directors and Commit tees is provided in the General Disclosures under
Disclosure Requirement
GOV-1 The role of the administrative, supervisory, and
management bodies
.
The CEO is in charge of Digia’s business operations and administration in
accordance with the instructions and regulations issued by the Board of
Directors, and as defined by the Finnish Limited Liability Companies Act.
The Group Management Team supports the President & CEO in the routine
management of the company.
More information about the roles and competences of the CEO and
Management Team is provided in the General Disclosures under Disclosure
Requirement
GOV-1 The role of the administrative, supervisory, and
management bodies
.
Digia’s operations are governed by the Finnish Limited Liability Companies Act,
regulations concerning publicly listed companies, the rules and regulations
of Nasdaq Helsinki Oy, and Digia’s Articles of Association. Operations are also
guided by the policies and operating principles approved by the Board of
Directors or Group Management Team. Digia’s Corporate Governance guide-
lines set out the basic principles of the company’s corporate governance for
the entire Group. The guidelines are approved by the Board of Directors and
supervised by the General Counsel. The Board of Directors and Management
Team are responsible for implementing the guidelines.
Digia’s sustainability is based on the company’s Code of Conduct, which
is approved by the Board of Directors, and the UN Sustainable Development
Goals. The company is commit ted to respecting human rights in accordance
with the UN’s Universal Declaration of Human Rights, the UN Global Compact,
and the International Labor Organization’s (ILO) Fundamental Principles and
Rights at Work.
Compliance with the Code of Conduct and Digia’s responsible way of
working are integral to the company’s strategy and instrumental to its
business success. The Code of Conduct defines the principles that help Digia
personnel make ethically sustainable decisions in their work. The Code of
Conduct is permanent in nature, but will be updated as necessary. The code
focuses on conducting sustainable business, protecting the environment,
a healthy workplace community, respecting human rights, data protection,
and ethical practices. Compliance with the Code of Conduct applies not only
to Digia employees but also to subcontractors and partners. The Code of
Conduct is publicly available on Digia’s website in both Finnish and English.
The legal unit is responsible for implementing the Code of Conduct under the
supervision of the General Counsel. The code has been approved by Digia’s
Management Team and the Board of Directors.
Digia also has a supplementary anti-bribery and anti-corruption policy
that is based on the UN Convention against Corruption. It applies to everyone
working at or for Digia. It is a permanent policy that will be updated as
necessary. The policy is publicly available on the company’s website, and all
Digia Group companies are commit ted to complying with it. The anti-bribery
and anti-corruption policy has been approved by the Management Team and
ESG
Reliable partner
Consolidated
financial statements
Notes to the consolidated
financial statements
Parent company’s
financial statements
Board of Directors’ Report
Sustainability
statement
E S
Corporate governance
statement
G
65 Board of Directors’ Report and financial statements 2025
Board of Directors. It is implemented by the legal unit and supervised by the
General Counsel.
The mobilization of the Code of Conduct among personnel includes
training that runs through Digia’s Code of Conduct and other guidelines, and
provides instructions on how Digia employees should act if, for example, they
suspect misconduct in the company’s business. The training is available in
Finnish and English via Digia’s e-learning platform. It is mandatory for all Digia
employees throughout the Group, including senior executives, and must be
repeated annually. The Board of Directors has not completed the training. The
goal is for 90 percent of personnel to complete annual training. 96 percent
of personnel (84%) completed this training in 2025. Employees with long
absences have been excluded from the figures.
Digia has also supplemented these principles with detailed guidelines for
various sub-areas. Everything revolves around the cultural principles created
in collaboration with Digia personnel. These principles are strongly present
in everyday life and guide everyone’s daily work. For more information about
Digia’s cultural principles, see Disclosure Requirement
S1-4 Taking action
on material impacts on own workforce
. Digia has not identified any internal
activities that would be particularly vulnerable to corruption and bribery.
In accordance with the EU Whistleblower Directive (EU2021/1937), Digia
has a Whistleblowing channel operated by a third party. A Digia employee
or external person can report any suspected misconduct or violations of
Digia’s Code of Conduct through the company’s Whistleblowing channel,
either anonymously or under their own name. Digia is commit ted to ensuring
that no retaliatory measures will be taken against whistleblowers, and the
company complies with the Finnish Whistleblower Act. The channel can
be found on Digia’s public website and at: ht tps://whistleblower.digia.com.
Digia employees also have internal access to the channel. Digia’s subsidiary
Savangard has its own whistleblowing channel, which can be found on the
company’s website: ht tps://savangard.com/pl/.
Digia will handle the reports in its own separately appointed processing
team. This processing team will consist of the Chair of the Board of Directors’
Audit Commit tee, the General Counsel, and a lawyer. If necessary, the process
will move forward to the next review stage in accordance with the report’s
classification, led by the appointed Group Management Team member. Twice
a year, the General Counsel informs the Audit Commit tee of any reports that
have been received via the whistleblowing channel and how they have been
handled.
Digia’s relationships with its suppliers are described in more detail in section
S2 Workers in the value chain
.
Digia treats all of its suppliers equally, and has processes and guidelines
in place to ensure that invoices are processed in accordance with payment
terms.
Digia’s invoice payment process has been described as part of a larger
process description. Upon receipt of an invoice, the Group’s financial admin-
istration will process the invoice and forward it to the recipient of the invoice
for registration and approval. The invoice processing system will automatically
remind the invoice handler of any unpaid invoices. The Group’s financial
administration will also send reminders about unpaid invoices as necessary.
Digia has zero tolerance for all forms of bribery and corruption. Digia’s
anti-bribery and anti-corruption policy defines rules and guidelines for
promoting ethical and legal activities throughout the company. The
anti-bribery and corruption policy is included in Code of Conduct training,
which is mandatory for all Digia employees. It is covered in more detail in
Disclosure Requirement
G1-1 Corporate culture and business conduct policies
.
All employees are encouraged to report any suspected cases of corruption
and bribery to their manager or the General Counsel. The company also has a
Whistleblowing channel whose reporting process is described in Disclosure
Requirement
G1-1 Corporate culture and business conduct policies
. All
reported cases will be handled according to this process.
Digia had no confirmed cases of bribery or corruption in 2025.
Digia does not itself participate in any political or other lobbying activities
through donations or sponsorship. The company has no legal obligation to
be a member of any lobbying organization. Digia is a member of Technology
Industries of Finland. Members appointed to administrative, management or
supervisory bodies in the reporting period have not held a similar position in
public administration during the preceding two years.
The average time that Digia takes to pay an invoice, its average payment
terms, and a breakdown by main categories of suppliers are shown in the table
below. Digia has not defined any category-specific standard payment terms
for its suppliers.
The category
All supplier groups
contains information about all of the
invoices paid by the Group.
Digia is not currently involved in any ongoing legal proceedings for late
payments.
Supplier category
Average payment
time, days
Average payment
terms, days
2024 2025 2024 2025
Subcontracting 32 29 30 27
Software and cloud services 33 32 30 30
IT service providers 20 21 18 20
All supplier groups 25 24 22 22
Consolidated
financial statements
Notes to the consolidated
financial statements
Parent company’s
financial statements
Board of Directors’ Report
Sustainability
statement
E S
Corporate governance
statement
G
66 Board of Directors’ Report and financial statements 2025
Index of contents
Section ESRS standard Disclosure requirement
Location in the
Sustainability
Statement
General Disclosures General
Disclosures
(ESRS 2)
BP-1 General basis for preparation of sustainability statements
25
BP-2 Disclosures in relation to specific circumstances
25
GOV-1 The role of the administrative, management and supervisory bodies
26–27
GOV-2 Information provided to and sustainability mat ters addressed by the undertaking’s administrative, management and supervisory bodies
27–28
GOV-3 Integration of sustainability-related performance in incentive schemes
28
GOV-4 Statement on due diligence
28
GOV-5 Risk management and internal controls over sustainability
29
SBM-1 Strategy, business model and value chain
30
SBM-2 Interests and views of stakeholders
31
SBM-3 Material impacts, risks and opportunities and their interaction with strategy and business model
32–34
IRO-1 Description of the processes to identify and assess material impacts, risks and opportunities
35–36
IRO-2 Disclosure requirements in ESRS covered by the undertaking’s sustainability statement
36
MDR-P Policies adopted to manage material sustainability mat ters
37
MDR-A Actions and resources in relation to material sustainability mat ters
37
MDR-M Metrics in relation to material sustainability mat ters
37
MDR-T Tracking ef fectiveness of policies and actions through targets
37–38
Environment Climate change
(E1)
GOV-3 Integration of sustainability-related performance in incentive schemes
44
E-1 Transition plan for climate change mitigation
44–45
SBM-3 Material impacts, risks and opportunities and their interaction with strategy and business model
45
IRO-1 Description of the processes to identify and assess material impacts, risks and opportunities
35–36
E1-2 Policies related to climate change mitigation
45
E1-3 Actions and resources in relation to climate change policies
46
E1-4 Targets related to climate change mitigation
46–47
E1-5 Energy consumption and mix
47
E1-6 Gross Scopes 1, 2, 3 and Total GHG emissions
48–49
E1-8 Internal carbon pricing
49
E1-9 Potential financial ef fects from material physical and transition risks and potential climate-related opportunities
49
Consolidated
financial statements
Notes to the consolidated
financial statements
Parent company’s
financial statements
Board of Directors’ Report
Sustainability
statement
E S
Corporate governance
statement
G
67 Board of Directors’ Report and financial statements 2025
Section ESRS standard Disclosure requirement
Location in the
Sustainability
Statement
Social Own workforce
(S1)
SBM-3 Material impacts, risks and opportunities and their interaction with strategy and business model
50–51
S1-1 Policies related to own workforce
51–52
S1-2 Processes for engaging with own workers and workers’ representatives about impacts
52
S1-3 Processes to remediate negative impacts and channels for own workers to raise concerns
52–53
S1-4 Taking action on material impacts on own workforce, and approaches to mitigating material risks and pursuing material opportunities related to own workforce, and ef fectiveness of those
actions
53–54
S1-5 Targets related to managing material negative impacts, advancing positive impacts, and managing material risks and opportunities
54–55
S1-6 Characteristics of the undertaking’s employees
55
S1-7 Characteristics of non-employee workers in the undertaking’s own workforce
56
S1-8 Collective bargaining coverage and social dialogue
56
S1-9 Diversity indicators
56
S1-10 Adequate pay
56
S1-11 Social protection
56–57
S1-13 Training and skills development indicators
57
S1-14 Health and safety indicators
57
S1-15 Work-life balance indicators
57
S1-16 Compensation indicators (pay gap and total compensation)
57
S1-17 Incidents, complaints and severe human rights impacts and incidents
57
Workers in the
value chain (S2)
SBM-3 Material impacts, risks and opportunities and their interaction with strategy and business model
57–58
S2-1 Policies related to value chain workers
58
S2-2 Processes for engaging with value chain workers about impacts
58
S2-3 Processes to remediate negative impacts and channels for value chain workers to raise concerns
58
S2-4 Information on how the undertaking takes action to address material impacts on value chain workers and to manage material risks and pursue material opportunities related to value chain
workers, and the ef fectiveness of those actions
58–59
S2-5 Targets related to managing material negative impacts, advancing positive impacts, and managing material risks and opportunities
59
Consumers and
end-users (S4)
SBM-3 Material impacts, risks and opportunities and their interaction with strategy and business model
59–60
S4-1 Policies related to consumers and end-users
60–61
S4-2 Processes for engaging with consumers and end-users about impacts
61
S4-3 Process to remediate negative impacts and channels for consumers and end-users to raise concerns
61–62
The undertaking’s actions to address material impacts on consumers and end-users, managing material risks and pursuing material opportunities related to consumers and end-users, and the
ef fectiveness of those actions
62
S4-5 Targets related to managing material negative impacts, advancing positive impacts, and managing material risks and opportunities
62–63
Governance Business
conduct (G1)
GOV-1 The role of the administrative, management and supervisory bodies
64
G1-1 Corporate culture and business conduct policies
64–65
G1-2 Management of relationships with suppliers
65
G1-3 Prevention and detection of corruption and bribery
65
G1-4 Confirmed incidents of corruption or bribery
65
G1-5 Political inf luence and lobbying activities
65
G1-6 Payment practices
65
Consolidated
financial statements
Notes to the consolidated
financial statements
Parent company’s
financial statements
Board of Directors’ Report
Sustainability
statement
E S
Corporate governance
statement
G
68 Board of Directors’ Report and financial statements 2025
List of data points based on other EU legislation
Disclosure
Requirement Data point Description
Reference to the
Sustainable Finance
Disclosure Regulation Reference to Pillar 3
Reference to
the Benchmark
Regulation
Reference to
European Climate
Law Page
ESRS 2 GOV-1 21 (d) The Board of Directors’ gender diversity ratio 26
ESRS 2 GOV-1 21 (e) Percentage of Board members who are independent
26
ESRS 2 GOV-4 30 Statement on due diligence
28
ESRS 2 SBM-1 40 (d) i Involvement in activities related to fossil fuels
Not material
ESRS 2 SBM-1 40 (d) ii Involvement in activities related to the production of chemicals
Not material
ESRS 2 SBM-1 40 (d) iii Involvement in activities related to controversial weapons
Not material
ESRS 2 SBM-1 40 (d) iv Involvement in activities related to the cultivation and production of tobacco
Not material
ESRS E1-1 14 Transition plan for achieving climate neutrality by 2050
Not material
ESRS E1-1 16 (g) Undertakings excluded from EU Paris-aligned Benchmarks Not material
ESRS E1-4 34 GHG emission reduction targets
47
ESRS E1-5 38 Energy consumption from fossil fuels disaggregated by sources (high climate impact sectors only)
Not material
ESRS E1-5 37 Energy consumption and mix
47
ESRS E1-5 40-43 Energy intensity associated with activities in high climate impact sectors
Not material
ESRS E1-6 44 Gross Scopes 1, 2, 3 and Total GHG emissions
48–49
ESRS E1-6 53-55 Gross GHG emissions intensity 49
ESRS E1-7 56 GHG removals and carbon credits
Not material
ESRS E1-9 66 Exposure of the benchmark portfolio to climate-related physical risks
Not material
ESRS E1-9 66 (a); 66 (c) Breakdown of monetary amounts by acute and chronic physical risk Location of significant assets at material
physical risk
Not material
ESRS E1-9 67 (c) Breakdown of the carrying value of the undertaking’s real estate assets by energy ef ficiency classes
Not material
ESRS E1-9 69 Degree of exposure of the portfolio to climate-related opportunities
Not material
ESRS E2-4 28 Quantity of each pollutant listed in Annex II to the European Pollutant Release and Transfer Register (E-PRTR)
Regulation emit ted into air, water, and soil
Not material
ESRS E3-1 9 Water and marine resources
Not material
ESRS E3-1 13 Dedicated policy
Not material
ESRS E3-1 14 Sustainable oceans and seas
Not material
ESRS E3-4 28 (c) Total amount of water recycled and reused
Not material
ESRS E3-4 29 Total water consumption in cubic meters in own operations per net revenue
Not material
ESRS 2 - IRO 1 -E4 16 (a) i Biodiversity-sensitive areas
Not material
ESRS 2 - IRO 1 -E4 16 (b) State of the terrestrial environment
Not material
ESRS 2 - IRO 1 -E4 16 (c) Endangered species
Not material
ESRS E4-2 24 (b) Sustainable land/agriculture practices or policies
Not material
ESRS E4-2 24 (c) Sustainable ocean/sea practices or policies
Not material
ESRS E4-2 24 (d) Policies to address deforestation
Not material
Consolidated
financial statements
Notes to the consolidated
financial statements
Parent company’s
financial statements
Board of Directors’ Report
Sustainability
statement
E S
Corporate governance
statement
G
69 Board of Directors’ Report and financial statements 2025
Disclosure
Requirement Data point Description
Reference to the
Sustainable Finance
Disclosure Regulation Reference to Pillar 3
Reference to
the Benchmark
Regulation
Reference to
European Climate
Law Page
ESRS E5-5 37 (d) Non-recycled waste Not material
ESRS E5-5 39 Hazardous waste and radioactive waste
Not material
ESRS 2 - SBM-3 - S1 14 (f) Risk of incidents of forced labor
51
ESRS 2 - SBM-3 - S1 14 (g) Risk of incidents of child labor
51
ESRS S1-1 20 Human rights policy commitments
51
ESRS S1-1 21 Due diligence policies on issues addressed by the fundamental International Labor Organization Conventions
51
ESRS S1-1 22 Processes and measures for preventing traf ficking in human beings
51
ESRS S1-1 23 Occupational risk prevention policy or management system
51
ESRS S1-3 32 (c) Grievance mechanism
52–53
ESRS S1-14 88 (b) ja (c) Number of fatalities, and number and frequency of work-related accidents 57
ESRS S1-14 88 (e) Number of days lost due to injuries, accidents, fatalities, or illness
Not material
ESRS S1-16 97 (a) Unadjusted gender pay gap
57
ESRS S1-16 97 (b) Disproportionately high salary for the CEO
57
ESRS S1-17 103 (a) Incidents of discrimination
57
ESRS S1-17 104 (a) Non-compliance with UN Guiding Principles on Business and Human Rights and OECD guidelines
57
ESRS 2 - SBM-3 - S2 11 (b) Significant risk of child or forced labor
Not material
ESRS S2-1 17 Human rights policy commitments
58
ESRS S2-1 18 Policies related to value chain workers
58
ESRS S2-1 19 Non-compliance with UN Guiding Principles on Business and Human Rights and OECD guidelines
58
ESRS S2-1 19 Due diligence policies on issues addressed by the fundamental International Labor Organization Conventions
58
ESRS S2-4 36 Human rights issues and incidents associated with the upstream and downstream value chain
58–59
ESRS S3-1 16 Human rights policy commitments Not material
ESRS S3-1 17 Non-compliance with UN Guiding Principles on Business and Human Right, ILO Principles, or OECD guidelines
Not material
ESRS S3-4 36 Human rights incidents
Not material
ESRS S4-1 16 Policies related to consumers and end-users
60–61
ESRS S4-1 17 Non-compliance with UN Guiding Principles on Business and Human Rights and OECD guidelines
60–61
ESRS S4-4 35 Human rights incidents 62
ESRS G1-1 10 (b) United Nations Convention against Corruption
64–65
ESRS G1-1 10 (d) Protection of whistleblowers
64–65
ESRS G1-4 24 (a) Fines for violations of anti-corruption and anti-bribery laws 65
ESRS G1-4 24 (b) Anti-corruption and anti-bribery norms
65
Consolidated
financial statements
Notes to the consolidated
financial statements
Parent company’s
financial statements
Board of Directors’ Report
Sustainability
statement
E S
Corporate governance
statement
G
1 Main statements in the
consolidated financial statements (IFRS).. 71
2. General disclosures ...................... 75
3. Financial development ................... 78
4. Personnel................................. 85
5. Working capital .......................... 88
6. Capital structure......................... 89
7. Other items .............................. 95
8. Formulas for the indicators and
reconciliations.............................. 101
9. Parent company’s
financial statements (FAS) ................. 103
Signatures to the board’s report and financial
statements ................................. 110
Auditor’s note............................... 110
Auditor’s report ............................ 111
Assurance report on the
Sustainability statement . . . . . . . . . . . . . . . . . . . 115
Independent Auditor’s Report on the
ESEF Consolidated Financial Statements of
Digia Plc..................................... 117
Financial statements
Board of Directors’ Report
Corporate governance
statement
Sustainability
statement
Notes to the consolidated
financial statements
Parent company’s
financial statements
Consolidated
financial statements
71 Board of Directors’ Report and financial statements 2025
1.1 Consolidated income statement 1.2 Consolidated statement of comprehensive
EUR 1,000 Note 1 Jan–31 Dec 2025 1 Jan–31 Dec 2024
Net sales 3.2 217,028 205,672
Other operating income 3.4 336 117
Materials and services –39,660 –34,332
Depreciation, amortization and impairment 3.6 –7,225 –7,200
Personnel expenses 4.1, 4.2, 4.4, 7.6 –128,747 –123,670
Other operating expenses 3.7 –23,605 –22,379
–198,901 –187,464
Operating profit 18,127 18,208
Financial income 6.5 230 524
Financial expenses 6.5 –1,971 –1,794
–1,741 –1,270
Profit before taxes 16,387 16,938
Income taxes 3.8 –3,542 –3,647
Net profit
Earnings per share, EUR, undiluted 3.10 0.49 0.50
Earnings per share, EUR (diluted) 0.48 0.50
Distribution of income for the period:
Parent company shareholders 12,845 13,291
income
1 Jan–31 Dec 2025 1 Jan–31 Dec 2024
Net profit 12,845 13,291
Other comprehensive income items:
Items that may later be reclassified as profit or loss:
Exchange dif ferences on translation of foreign operations 2,179 –1,009
Total comprehensive income
Distribution of total comprehensive income:
Parent company shareholders 15,024 12,282
Board of Directors’ Report
Corporate governance
statement
Sustainability
statement
Notes to the consolidated
financial statements
Parent company’s
financial statements
Consolidated
financial statements
72 Board of Directors’ Report and financial statements 2025
1.3 Consolidated balance sheet
EUR 1,000 Note 31 Dec 2025 31 Dec 2024
ASSETS
Non-current assets
Goodwill 7.1 105,531 92,779
Intangible assets 7.3 9,872 9,647
Tangible assets 7.2 831 466
Right-of-use assets 7.4 5,804 3,124
Financial assets recognized at fair value through profit or loss 6.2 499 482
Non-current receivables 6.2 697 453
Deferred tax assets 3.9 248 297
Non-current assets held for sale 245 –
Current assets
Accounts receivable and other receivables 5.2, 6.2 49,070 38,006
Cash and cash equivalents 6.2 24,214 18,232
Total assets
EUR 1,000 Note 31 Dec 2025 31 Dec 2024
SHAREHOLDERS’ EQUITY AND LIABILITIES
Equity at tributable to parent-company shareholders
Share capital 2,088 2,088
Other reserves 5,204 5,204
Unrestricted shareholders’ equity reserve 42,081 42,081
Translation dif ference –363 –2,542
Retained earnings 31,622 23,597
Net profit 12,845 13,291
Total shareholders’ equity
6.7 93,476 83,718
Non-current liabilities
Deferred tax liabilities 3.9 2,376 1,993
Non-current advances received 0 0
Financial liabilities 6.3 32,500 14,000
Lease liabilities 3,031 1,036
Other non-current liabilities 3.5 4,296 0
Current liabilities
Accounts payable and other liabilities 5.2 21,076 24,414
Accruals and deferred income 5.2 27,852 23,487
Lease liabilities 6.4 2,905 2,266
Other financial liabilities 6.3 9,500 12,572
Total liabilities 103,535 79,768
Total shareholders’ equity and liabilities
Board of Directors’ Report
Corporate governance
statement
Sustainability
statement
Notes to the consolidated
financial statements
Parent company’s
financial statements
Consolidated
financial statements
73 Board of Directors’ Report and financial statements 2025
1.4 Consolidated cash f low statement
EUR 1,000 Note 1 Jan–31 Dec 2025 1 Jan–31 Dec 2024
Cash f low from operations:
Net profit 12,845 13,291
Adjustments to net profit 7.5 12,784 12,702
Change in net working capital 5.1 –4,249 2,763
Interest paid –1,693 –1,754
Interest income 228 402
Taxes paid –5,212 –2,355
Cash f low from operations
Cash f low from investments:
Purchases of tangible and intangible assets –576 –289
Acquisition of subsidiaries, net of cash and cash equivalents
at the time of acquisition 3.5 –10,654 –
Additional purchase prices of subsidiaries –4,798 –5,116
Cash f low from investments
–16,028 –5,405
EUR 1,000 Note 1 Jan–31 Dec 2025 1 Jan–31 Dec 2024
Cash f low from financing:
Repayment of lease liabilities 6.3 –3,089 –3,570
Repayment of current loans 6.3 –16,085 –11,572
Withdrawals of non-current loans 6.3 31,500 6,000
Dividends paid –4,766 –4,501
Cash f low from financing
Change in cash and cash equivalents
Cash and cash equivalents at beginning of period 18,232 12,404
Change in cash and cash equivalents 6,235 6,001
Ef fects of changes in foreign exchange rates –252 –174
Cash and cash equivalents at end of period
6.2 24,214 18,232
Board of Directors’ Report
Corporate governance
statement
Sustainability
statement
Notes to the consolidated
financial statements
Parent company’s
financial statements
Consolidated
financial statements
74 Board of Directors’ Report and financial statements 2025
1.5 Changes in shareholders’ equity
EUR 1,000 Note Share capital
Unrestricted
shareholders’ equity
reserve Other reserves Translation dif ference Retained earnings
Total shareholders’
equity
Shareholders’ equity, 1 Jan 2024 2,088 42,081 5,204 –1,533 27,581 75,420
Comprehensive income
Net profit (+) / loss (–) 1.1 13,291 13,291
Other comprehensive income items 1.2 – – – –1,009 –1,009
Total comprehensive income
Transactions with shareholders
Share-based transactions set tled in equity 4.4 – – – – 585 585
Dividends – – – – –4,501 –4,501
Other items – – – – –68 –68
Transactions with shareholders, total
–3,984 –3,984
Shareholders’ equity, 31 Dec 2024
EUR 1,000 Note Share capital
Unrestricted
shareholders’ equity
reserve Other reserves Translation dif ference Retained earnings
Total shareholders’
equity
Shareholders’ equity, 1 Jan 2025 2,088 42,081 5,204 –2,542 36,888 83,718
Comprehensive income
Net profit (+) / loss (–) 1.1 12,845 12,845
Other comprehensive income items 1.2 – – – 2,179 2,179
Total comprehensive income
Transactions with shareholders
Share-based transactions set tled in equity 4.4 – – – – –500 –500
Dividends – – – – –4,766 –4,766
Transactions with shareholders, total
–5,266 –5,266
Shareholders’ equity, 31 Dec 2025
Board of Directors’ Report
Corporate governance
statement
Sustainability
statement
Notes to the consolidated
financial statements
Parent company’s
financial statements
Consolidated
financial statements
75 Board of Directors’ Report and financial statements 2025
2. General disclosures
Board of Directors’ Report
Corporate governance
statement
Consolidated
financial statements
Sustainability
statement
Parent company’s
financial statements
Notes to the consolidated
financial statements
76 Board of Directors’ Report and financial statements 2025
Board of Directors’ Report
Corporate governance
statement
Consolidated
financial statements
Sustainability
statement
Parent company’s
financial statements
Notes to the consolidated
financial statements
77 Board of Directors’ Report and financial statements 2025
Board of Directors’ Report
Corporate governance
statement
Consolidated
financial statements
Sustainability
statement
Parent company’s
financial statements
Notes to the consolidated
financial statements
78 Board of Directors’ Report and financial statements 2025
3. Financial development
Board of Directors’ Report
Corporate governance
statement
Consolidated
financial statements
Sustainability
statement
Parent company’s
financial statements
Notes to the consolidated
financial statements
79 Board of Directors’ Report and financial statements 2025
Additional information is provided in Note 3.3 Provisions.
Board of Directors’ Report
Corporate governance
statement
Consolidated
financial statements
Sustainability
statement
Parent company’s
financial statements
Notes to the consolidated
financial statements
80 Board of Directors’ Report and financial statements 2025
Board of Directors’ Report
Corporate governance
statement
Consolidated
financial statements
Sustainability
statement
Parent company’s
financial statements
Notes to the consolidated
financial statements
81 Board of Directors’ Report and financial statements 2025
Board of Directors’ Report
Corporate governance
statement
Consolidated
financial statements
Sustainability
statement
Parent company’s
financial statements
Notes to the consolidated
financial statements
82 Board of Directors’ Report and financial statements 2025
Board of Directors’ Report
Corporate governance
statement
Consolidated
financial statements
Sustainability
statement
Parent company’s
financial statements
Notes to the consolidated
financial statements
83 Board of Directors’ Report and financial statements 2025
Board of Directors’ Report
Corporate governance
statement
Consolidated
financial statements
Sustainability
statement
Parent company’s
financial statements
Notes to the consolidated
financial statements
84 Board of Directors’ Report and financial statements 2025
Board of Directors’ Report
Corporate governance
statement
Consolidated
financial statements
Sustainability
statement
Parent company’s
financial statements
Notes to the consolidated
financial statements
85 Board of Directors’ Report and financial statements 2025
Board of Directors’ Report
Corporate governance
statement
Consolidated
financial statements
Sustainability
statement
Parent company’s
financial statements
Notes to the consolidated
financial statements
86 Board of Directors’ Report and financial statements 2025
Board of Directors’ Report
Corporate governance
statement
Consolidated
financial statements
Sustainability
statement
Parent company’s
financial statements
Notes to the consolidated
financial statements
87 Board of Directors’ Report and financial statements 2025
Board of Directors’ Report
Corporate governance
statement
Consolidated
financial statements
Sustainability
statement
Parent company’s
financial statements
Notes to the consolidated
financial statements
88 Board of Directors’ Report and financial statements 2025
5. Working capital
Digia ensures optimal working capital through the turnover of accounts
receivable and payable. Additional information on accounts receivable is
provided in Note 6.2.
5.1 Change in working capital
EUR 1,000 2025 2024
Change in accounts receivable –5,122 3,873
Change in accounts payable 873 –1,109
Total
–4,249 2,764
Board of Directors’ Report
Corporate governance
statement
Consolidated
financial statements
Sustainability
statement
Parent company’s
financial statements
Notes to the consolidated
financial statements
89 Board of Directors’ Report and financial statements 2025
6. Capital structure
Board of Directors’ Report
Corporate governance
statement
Consolidated
financial statements
Sustainability
statement
Parent company’s
financial statements
Notes to the consolidated
financial statements
90 Board of Directors’ Report and financial statements 2025
Board of Directors’ Report
Corporate governance
statement
Consolidated
financial statements
Sustainability
statement
Parent company’s
financial statements
Notes to the consolidated
financial statements
91 Board of Directors’ Report and financial statements 2025
Board of Directors’ Report
Corporate governance
statement
Consolidated
financial statements
Sustainability
statement
Parent company’s
financial statements
Notes to the consolidated
financial statements
92 Board of Directors’ Report and financial statements 2025
Board of Directors’ Report
Corporate governance
statement
Consolidated
financial statements
Sustainability
statement
Parent company’s
financial statements
Notes to the consolidated
financial statements
93 Board of Directors’ Report and financial statements 2025
Board of Directors’ Report
Corporate governance
statement
Consolidated
financial statements
Sustainability
statement
Parent company’s
financial statements
Notes to the consolidated
financial statements
94 Board of Directors’ Report and financial statements 2025
Board of Directors’ Report
Corporate governance
statement
Consolidated
financial statements
Sustainability
statement
Parent company’s
financial statements
Notes to the consolidated
financial statements
95 Board of Directors’ Report and financial statements 2025
7. Other items
Board of Directors’ Report
Corporate governance
statement
Consolidated
financial statements
Sustainability
statement
Parent company’s
financial statements
Notes to the consolidated
financial statements
96 Board of Directors’ Report and financial statements 2025
Board of Directors’ Report
Corporate governance
statement
Consolidated
financial statements
Sustainability
statement
Parent company’s
financial statements
Notes to the consolidated
financial statements
97 Board of Directors’ Report and financial statements 2025
Board of Directors’ Report
Corporate governance
statement
Consolidated
financial statements
Sustainability
statement
Parent company’s
financial statements
Notes to the consolidated
financial statements
98 Board of Directors’ Report and financial statements 2025
Board of Directors’ Report
Corporate governance
statement
Consolidated
financial statements
Sustainability
statement
Parent company’s
financial statements
Notes to the consolidated
financial statements
99 Board of Directors’ Report and financial statements 2025
Board of Directors’ Report
Corporate governance
statement
Consolidated
financial statements
Sustainability
statement
Parent company’s
financial statements
Notes to the consolidated
financial statements
100 Board of Directors’ Report and financial statements 2025
Board of Directors’ Report
Corporate governance
statement
Consolidated
financial statements
Sustainability
statement
Parent company’s
financial statements
Notes to the consolidated
financial statements
101 Board of Directors’ Report and financial statements 2025
Earnings per share (EPS), EUR:
Profit for the period at tributable to parent company shareholders
Weighted average number of shares during the period
Earnings per share (EPS), EUR, diluted:
Profit for the period at tributable to parent company shareholders
Diluted weighted average number of shares during the period
Net sales growth, %:
Net sales for the fiscal year × 100
Net sales for the comparison period
Operating profit (EBIT):
Profit for the period + income taxes + financial income and expenses
Operating profit (EBITA):
Operating profit + purchase price allocation amortization and costs
Operating profit (EBITA) margin, %
(Operating profit + purchase price allocation amortization and costs) × 100
Net sales
Return on investment (ROI),%:
(Profit or loss before taxes + interest and other financing costs) × 100
Balance sheet total – non-interest bearing financial liabilities (average)
Return on equity (ROE),%:
(Profit or loss before taxes – taxes) × 100
Shareholders’ equity (average)
Equity ratio, %:
(Shareholders’ equity + minority interest) × 100
Balance sheet total – advances received
Dividend/share, EUR:
Total dividend
Number of shares at the end of the period, adjusted for share issues
Dividend payout ratio, %:
Dividend per share
Earnings per share
Net gearing, %:
(Interest-bearing liabilities – cash and cash equivalents) × 100
Shareholders’ equity
Ef fective dividend yield, %:
Dividend per share × 100
Last trading price for the period, adjusted for share issues
Price/earnings (P/E):
Last trading price for the period, adjusted for share issues
Earnings per share
8. Formulas for the indicators and reconciliations
8.1 Formulas for the indicators
Board of Directors’ Report
Corporate governance
statement
Consolidated
financial statements
Sustainability
statement
Parent company’s
financial statements
Notes to the consolidated
financial statements
102 Board of Directors’ Report and financial statements 2025
As alternative performance measures, the Group reports operating profit
plus purchase price allocation amortization (EBITA) and costs, operating
profit (EBIT), return on equity, return on investment, net gearing and equity
ratio, which are not defined in IFRS. The company presents the alternative
performance measures to describe the financial situation and development of
business operations, as it considers this information necessary for investors.
Operating profit (EBITA) 31 Dec 2025 31 Dec 2024
Operating profit 18,127 18,208
Purchase price allocation amortization and
costs 3,209 2,953
Operating profit (EBITA)
21,337 21,161
Return on equity, % 31 Dec 2025 31 Dec 2024
Profit before taxes 16,387 16,938
Taxes –3,542 –3,647
Profit after taxes 12,845 13,291
Shareholders’ equity (average for the year) 88,597 79,569
Return on equity, %
14.5% 16.7%
Return on investment, % 31 Dec 2025 31 Dec 2024
Profit before taxes 16,387 16,938
Financial expenses –1,971 –1,794
Profit before taxes + financial expenses 18,358 18,732
Balance sheet total (average for the period) 180,249 165,821
Non-interest-bearing liabilities (average for the
year) 52,747 52,728
Balance sheet total – non-interest bearing
liabilities 127,502 113,094
Return on investment, %
14.4% 16.6%
Net gearing, % 31 Dec 2025 31 Dec 2024
Interest-bearing liabilities 47,936 29,874
Cash and cash equivalents 24,214 18,232
Shareholders’ equity 93,476 83,718
Net gearing, %
25.4% 13.9%
Equity ratio, % 31 Dec 2025 31 Dec 2024
Shareholders’ equity 93,476 83,718
Balance sheet total 197,011 163,486
Advance payments received 5,130 5,357
Balance sheet total – advances received 191,882 158,129
Equity ratio, %
48.7% 52.9%
8.2 Reconciliation of alternative performance measures
Board of Directors’ Report
Corporate governance
statement
Consolidated
financial statements
Sustainability
statement
Parent company’s
financial statements
Notes to the consolidated
financial statements
103 Board of Directors’ Report and financial statements 2025
9.1 Parent company’s income statement
EUR Note 1 Jan–31 Dec 2025 1 Jan–31 Dec 2024
Net sales 1 16,300,029.73 17,338,541.77
Other operating income 2 79,690.96 50,511.43
Materials and services –1,558,183.93 –1,175,559.85
Personnel expenses 3 –5,014,980.49 –4,926,540.41
Depreciation, amortization and impairment 4 –628,951.57 –673,346.97
Other operating expenses 5 –8,824,312.39 –10,004,023.93
Operating profit
353,292.31 609,582.04
Financial income and expenses 6 –2,320,224.00 –3,851,504.84
Profit before appropriations and taxes –1,966,931.69 –3,241,922.80
Appropriations
Group contribution 10,000,000.00 14,000,000.00
Change in depreciation dif ferences –219,764.90 –219,764.90
Profit before taxes 7,813,303.41 10,538,312.30
Income taxes
7 –1,560,925.06 –2,089,988.59
Net profit
6,252,378.35 8,448,323.71
Board of Directors’ Report
Corporate governance
statement
Consolidated
financial statements
Sustainability
statement
Notes to the consolidated
financial statements
Parent company’s
financial statements
104 Board of Directors’ Report and financial statements 2025
EUR Note 31 Dec 2025 31 Dec 2024
ASSETS
FiXED ASSETS
Intangible assets 8 70,665.98 21,288.27
Intangible rights 1,788,645.75 2,338,998.28
1,859,311.73 2,360,286.55
Tangible assets 9
Land and water areas 16,818.79 16,818.79
Buildings and structures – 4,945.09
Machinery and equipment 44,149.37 133,537.89
60,968.16 155,301.77
Investments 10
Shares in Group companies 186,617,763.34 175,081,210.65
Other shares and holdings 480,004.54 480,004.54
Other non-current receivables 41,624.98 –
187,139,392.86 175,561,215.19
Total fixed assets 189,059,672.75 178,076,803.51
CURRENT ASSETS
Non-current receivables
Current receivables
Receivables from Group companies 11
Other receivables 16,122,939.97 18,592,170.22
Prepayments and accrued income 174,908.44 204,948.22
2,390,731.60 1,842,773.91
18,688,580.01 20,639,892.35
Cash and cash equivalents 9,351,564.14 6,873,955.67
Total current assets 28,040,144.15 27,513,848.02
Total assets 217,099,816.90 205,590,651.53
EUR Note 31 Dec 2025 31 Dec 2024
SHAREHOLDERS’ EQUITY AND LIABILITIES
SHAREHOLDERS’ EQUITY
Equity at tributable to parent-company shareholders 12
Share capital 2,087,564.50 2,087,564.50
Unrestricted shareholders’ equity reserve 42,540,499.12 42,540,499.12
Retained earnings 23,440,207.61 19,757,803.30
Net profit 6,252,378.35 8,448,323.71
Total shareholders’ equity 74,320,649.58 72,834,190.63
ACCUMULATED APPROPRIATIONS
Depreciation dif ference 1,018,528.50 798,763.60
LIABILITIES
Non-current liabilities 13 32,500,000.00 14,000,000.00
Loans from financial institutions 41,920,580.00 50,620,580.00
Liabilities to Group companies 4,648,000.00 –
79,068,580.00 64,620,580.00
Current liabilities
Accounts payable 181,146.61 242,701.23
Interest-bearing liabilities 14 9,500,000.00 12,500,000.00
Liabilities to Group companies 50,728,630.32 47,866,162.94
Other liabilities 1,156,599.88 5,239,670.86
Accruals and deferred income 1,125,682.01 1,488,582.27
Taxes based on the net result for the year – –
62,692,058.82 67,337,117.30
Total liabilities 141,760,638.82 131,957,697.30
Total shareholders’ equity and liabilities 217,099,816.90 205,590,651.53
9.2 Parent company balance sheet
Board of Directors’ Report
Corporate governance
statement
Consolidated
financial statements
Sustainability
statement
Notes to the consolidated
financial statements
Parent company’s
financial statements
105 Board of Directors’ Report and financial statements 2025
EUR 1 Jan–31 Dec 2025 1 Jan–31 Dec 2024
Cash f low from operations:
Net profit 6,252,378.35 8,448,323.711
Adjustments to net profit –5,326,935.12 –7,165,394.70
Change in working capital 1,888,465.30 13,068,663.68
Interest paid –1,619,088.57 –4,028,666.84
Interest income 145,457.54 253,730.85
Taxes paid –2,200,782.43 –1,509,845.28
Cash f low from operations
–860,504.93 9,066,811.42
Cash f low from investments:
Purchases of tangible and intangible assets –60,885.98 –35,045.96
Sales of fixed assets 56,800.65 –
Acquisition of subsidiary, net of cash acquired –21,391,881.87 –5,116,240.00
Cash f low from investments
–21,395,967.20 –5,151,285.96
Cash f low from financing:
Acquisition of treasury shares – –
Repayment of current loans –16,000,000.00 –11,500,000.00
Withdrawals of current loans – –
Withdrawals of non-current loans 31,500,000.00 6,000,000.00
Group financing items
1)
– –500,000.00
Group contribution 14,000,000.00 10,700,000.00
Dividends paid –4,765,919.40 –4,501,146.10
Cash f low from financing
24,734,080.60 198,853.90
Change in cash and cash equivalents
2,477,608.47 4,114,379.36
Cash and cash equivalents at beginning of period 6,873,955.67 2,759,576.31
Change in cash and cash equivalents 2,477,608.47 4,114,379.36
Cash and cash equivalents at end of period
9,351,564.14 6,873,955.67
1)
Group financing items comprise changes in loans between the parent company and its subsidiaries.
9.4. Basic information on
the parent company and
accounting policies
Basic information on the company
Digia Plc is the parent company of the Digia Group. It is domiciled in Helsinki
and its registered of fice is at Atomitie 2, 00370 Helsinki. Digia Plc’s active
subsidiaries are Digia Finland Ltd and its subsidiaries, Productivity Leap Oy,
Digia Sweden AB, Climber International AB and its subsidiaries, Top of Minds
AB, and Savangard Sp. z o.o. and its subsidiaries.
Accounting policies
The parent company’s financial statements have been prepared in accordance
with Finnish Accounting Standards (FAS). The financial statements are based
on original acquisition costs. Book values based on original costs have been
reduced to correspond to fair value as necessary.
The parent company serves as the Group’s administrative company and
charges the Group companies for services rendered.
Pension schemes
The Group’s pension schemes are arranged through a pension insurance
company. Pension premiums and expenses allocated to the financial period
are based on confirmations received from the insurance company. Pension
expenses are recognized as expenses for the year in which they arise.
Leasing payments
Leasing payments are recognized as annual expenses.
Share-based payments
Digia has a share-based incentive scheme where payments are made either
in equity instruments or in cash. The company complies with Statement
1998, 15 January 2020 of the Accounting Board (KILA) in the treatment of
benefits granted in such schemes. According to the statement, the terms
and conditions of a share-based incentive scheme are irrevocably fulfilled
9.3 Parent company’s cash f low statement
Board of Directors’ Report
Corporate governance
statement
Consolidated
financial statements
Sustainability
statement
Notes to the consolidated
financial statements
Parent company’s
financial statements
106 Board of Directors’ Report and financial statements 2025
only at the end of the incentive period. Therefore, the service commitment
required of an employee under the share-based incentive scheme is indivisible
by nature – the performance is to be considered to have been rendered on
the one hand and received on the other by the company at the end of the
incentive period, at which point the employee shall have an irrevocable right to
the shares specified in the scheme.
Fixed assets, depreciation and amortization
Fixed assets are recognized in the balance sheet at immediate cost less
planned depreciation and amortization.
The economic lives underlying planned depreciation and amortization are
as follows:
Intangible assets
Intangible rights 3–6 years
Other long-term expenses 3–5 years
Tangible assets
Buildings and structures 25 years
Machinery and equipment 3–8 years
Purchases of fixed assets with an economic life of less than three years are
recognized as annual expenses.
9.5 Board of Directors’ proposal
for the distribution of profit
According to the balance sheet dated 31 December 2025, Digia Plc’s distrib-
utable shareholders’ equity was EUR 72,233,085.08, of which EUR 6,252,378.35
was profit for the fiscal year. At the Annual General Meeting, the Board of
Directors will propose that a dividend of EUR 0.19 per share be paid according
to the confirmed balance sheet for the fiscal year ending 31 December 2025.
Shareholders listed in the shareholders’ register maintained by Euroclear
Finland Oy on the dividend reconciliation date, 26 March 2026, will be eligible
for the payment of dividend. Dividends will be paid on 2 April 2026.
9.6 Notes to the parent
company’s financial statements
1. Net sales
Net sales by segment
EUR 2025 2024
Group administration services 16,300,029.73 17,338,541.77
Total
16,300,029.73 17,338,541.77
2. Other operating income
EUR 2025 2024
Rental income 50,133.15 50,511.43
Other operating income 29,557.81 0.00
Total
79,690.96 50,511.43
EUR 2025 2024
Board emoluments and remuneration and
CEO’s compensation 775,411.23 718,599.80
Other salaries and remunerations 3,458,253.52 3,469,110.57
Pension insurance contributions 684,867.11 671,089.91
Other personnel expenses 96,448.63 67,740.13
Total
5,014,980.49 4,926,540.41
Number of personnel, 31 Dec 2025 2024
Management and administration 47 50
Total
47 50
4. Depreciation, amortization and impairment
EUR 2025 2024
Planned depreciation and amortization
Property, plant, and equipment, and
intangible assets 628,951.57 673,346.97
Total
628,951.57 673,346.97
5. Auditor’s fees
EUR 2025 2024
Ernst & Young Oy
Fees for the statutory audit 188,125.00 172,687.00
Fees for the sustainability reporting
assurance 67,616.11 0.00
Fees for tax counseling 0.00 3,880.00
Fees for other statutory duties 34,000.00 22,165.00
Fees for other services 34,610.00 34,270.00
Total
324,351.11 233,002.00
6. Financial income and expenses
Financial income
EUR 2025 2024
Interest and financial income from Group
companies 3,486.39 6,484.48
Dividend income from Group companies 10,000,000.00 20,000,000.00
Interest and financial income from others 165,705.82 318,067.30
Total
10,169,192.21 20,324,551.78
Board of Directors’ Report
Corporate governance
statement
Consolidated
financial statements
Sustainability
statement
Notes to the consolidated
financial statements
Parent company’s
financial statements
107 Board of Directors’ Report and financial statements 2025
Financial expenses
EUR 2025 2024
Interest expenses to Group companies 1,107,216.50 2,661,538.87
Interest expenses to other companies 1,212,985.61 1,447,673.94
Loan administration fees 29,501.52 30,825.00
Impairment on investments in fixed assets
from Group companies 10,000,000.00 20,000,000.00
Other financial expenses 36,631.53 35,094.46
Exchange rate losses 103,081.05 924.35
Total
12,489,416.21 24,176,056.62
EUR 2025 2024
Income taxes on operations –1,560,925.06 –2,089,988.59
Income taxes for previous periods – –
Total
–1,560,925.06 –2,089,988.59
Deferred tax assets arising from accrual dif ferences and from temporary
dif ferences between book values and taxation values are unrecorded in the
statement of financial position, in accordance with the principle of prudence.
Deferred tax assets totalled EUR 138 thousand at the end of the fiscal year.
EUR Intangible rights
Other
long-term expenses Total 2025 Total 2024
Acquisition cost, 1 Jan 9,237,115.98 1,558,868.47 10,795,984.45 10,767,548.29
Increases – 60,885.98 60,885.98 28,436.16
Acquisition cost, 31 Dec
9,237,115.98 1,619,754.45 10,856,870.43 10,795,984.45
Accumulated depreciation and amortization, 1 Jan –6,898,117.70 –1,537,580.20 –8,435,697.90 –7,874,867.31
Depreciation –550,352.53 –11,508.27 –561,860.80 –560,830.59
Accumulated depreciation and amortization, 31 Dec
–7,448,470.23 –1,549,088.47 –8,997,558.70 –8,435,697.90
Book value, 1 Jan 2,338,998.28 21,288.27 2,360,286.55 2,892,680.98
Book value, 31 Dec 1,788,645.75 70,665.98 1,859,311.73 2,360,286.55
9. Property, plant and equipment
EUR
Land and water
areas
Buildings and
structures
Machinery and
equipment Total 2025 Total 2024
Acquisition cost, 1 Jan 16,818.79 162,905.90 3,735,610.73 3,915,335.42 3,908,725.62
Increases – – – – 6,609.80
Decreases – – –27,242.84 –27,242.84 –
Acquisition cost, 31 Dec
16,818.79 162,905.90 3,708,367.89 3,888,092.58 3,915,335.42
Accumulated depreciation and amortization, 1 Jan – –157,960.81 –3,602,072.84 –3,760,033.65 –3,647,517.27
Depreciation – –4,945.09 –62,145.68 –67,090.77 –112,516.38
Accumulated depreciation and amortization, 31 Dec
– –162,905.90 –3,664,218.52 –3,827,124.42 –3,760,033.65
Book value, 1 Jan 16,818.79 4,945.09 133,537.89 155,301.77 261,208.35
Book value, 31 Dec 16,818.79 0.00 44,149.37 60,968.16 155,301.77
Board of Directors’ Report
Corporate governance
statement
Consolidated
financial statements
Sustainability
statement
Notes to the consolidated
financial statements
Parent company’s
financial statements
108 Board of Directors’ Report and financial statements 2025
EUR
Investments in
subsidiary shares Other shares and holdings Total 2025 Total 2024
Acquisition cost, 1 Jan 195,110,166.65 606,292.32 195,716,458.97 194,765,943.87
Increases 21,536,552.69 – 21,536,552.69 950,515.10
Acquisition cost, 31 Dec
216,646,719.34 606,292.32 217,253,011.66 195,716,458.97
Accumulated amortization, 1 Jan –20,028,956.00 –126,287.78 –20,155,243.78 –155,243.78
Impairment –10,000,000.00 – –10,000,000.00 –20,000,000.00
Accumulated amortization, 31 Dec
–30,028,956.00 –126,287.78 –30,155,243.78 –20,155,243.78
Book value, 1 Jan 175,081,210.65 480,004.54 175,561,215.19 194,610,700.09
Book value, 31 Dec 186,617,763.34 480,004.54 187,097,767.88 175,561,215.19
Group companies Domicile Domestic segment Share of ownership Share of votes
Climber AB Stockholm Sweden 100% 100%
Digia Finland Oy Helsinki Finland 100% 100%
Digia Sweden AB Stockholm Sweden 100% 100%
Productivity Leap Oy Joensuu Finland 100% 100%
Top of Minds AB Stockholm Sweden 100% 100%
Savangard Sp. z o.o. Warsaw Poland 100% 100%
11. Current receivables
EUR 2025 2024
Receivables from Group companies
Accounts receivable 5,892,032.02 4,362,380.00
Loan receivables 167,000.00 167,000.00
Prepayments and accrued income 10,063,907.95 14,062,790.22
Accounts receivable 0 0
Other receivables 174,908.44 204,948.22
Prepayments and accrued income 2,390,731.60 1,842,773.91
Total
18,688,580.01 20,639,892.35
The main items recorded under prepayments and accrued income consisted
of EUR 1911 thousand in advance payments (2024: EUR 1786 thousand) and
EUR 452 thousand in income tax receivables (2024: EUR 0).
Board of Directors’ Report
Corporate governance
statement
Consolidated
financial statements
Sustainability
statement
Notes to the consolidated
financial statements
Parent company’s
financial statements
109 Board of Directors’ Report and financial statements 2025
12. Shareholders’ equity
EUR 2025 2024
Share capital, 1 Jan 2,087,564.50 2,087,564.50
Share capital, 31 Dec 2,087,564.50 2,087,564.50
Total restricted shareholders’ equity 2,087,564.50 2,087,564.50
Unrestricted shareholders’ equity reserve, 1
Jan 42,540,499.12 42,540,499.12
Unrestricted shareholders’ equity reserve,
31 Dec 42,540,499.12 42,540,499.12
Accrued earnings, 1 Jan 28,206,127.01 24,258,949.40
Changes during the fiscal year
Dividends –4,765,919.40 –4,501,146.10
Accrued earnings, 31 Dec 23,440,207.61 19,757,803.30
Net profit 6,252,378.35 8,448,323.71
Total unrestricted shareholders’ equity
72,233,085.08 70,746,626.13
Total shareholders’ equity 74 320 649,58
72,834,190.63
Calculation of distributable shareholders’ equity, 31 Dec.
EUR 2025 2024
Unrestricted shareholders’ equity reserve 42,540,499.12 42,540,499.12
Retained earnings 23,440,207.61 19,757,803.30
Net profit 6,252,378.35 8,448,323.71
Total
72,233,085.08 70,746,626.13
13. Non-current liabilities
EUR 2025 2024
Interest-bearing
Non-current interest-bearing liabilities 32,500,000.00 14,000,000.00
Liabilities to Group companies
Borrowings 41,920,580.00 50,620,580.00
Other non-current liabilities 4,648,000.00 –
Total
79,068,580.00 64,620,580.00
14. Current liabilities
EUR 2025 2024
Interest-bearing
Interest-bearing liabilities 9,500,000.00 12,500,000.00
Liabilities to Group companies
Borrowings 4,402,340.24 4,302,070.42
Total interest-bearing current liabilities
13,902,340.24 16,802,070.42
Liabilities to Group companies
Accounts payable 650,097.51 150,144.40
Accruals and deferred income 45,676,192.57 43,413,948.12
To others
Accounts payable 181,146.61 242,701.23
Other liabilities 1,156,599.88 5,239,670.86
Accruals and deferred income 1,125,682.01 1,488,582.27
Total interest-free current liabilities
48,789,718.58 50,535,046.88
Total current liabilities
62,692,058.82 67,337,117.30
The main items included in accruals and deferred income are EUR 632
thousand in accrued holiday pay (2024: EUR 608 thousand) and EUR
223 thousand in accrued provisions for salaries and fees (2024: EUR 225
thousand).
15. Contingent liabilities
Lease liabilities
EUR 2025 2024
Due during the current financial period 1,352,103.10 1,336,036.98
Due later 1,054,401.36 1,069,252.17
Total
2,406,504.46 2,405,289.15
Other lease liabilities
EUR 2025 2024
Due during the current financial period 1,041,528.42 1,132,765.96
Due later 72,272.79 361,363.95
Total
1,113,801.21 1,494,129.91
Other liabilities
EUR 2025 2024
Collateral pledged for own commitments
Other 75,915.75 473,230.35
Total
75,915.75 473,230.35
16. Share-based incentive scheme
The purpose and key terms of the share-based incentive scheme are
presented in section 4.4 of the consolidated financial statements.
In the 2025 fiscal year, Digia had one long-term share-based incentive
scheme for senior executives: The maximum number of shares promised as
share rewards in the scheme is 480,000. They represent 1.8 percent of share
capital and the total number of shares. The number of people participating in
the scheme on 31 December 2024 was 21, including the CEO. The estimate of
the amount of bonuses to be paid on 31 March 2026 is EUR 486 thousand.
Board of Directors’ Report
Corporate governance
statement
Consolidated
financial statements
Sustainability
statement
Notes to the consolidated
financial statements
Parent company’s
financial statements
110 Board of Directors’ Report and financial statements 2025
Signatures to the board’s report
and financial statements
A report of the audit has been submit ted today.
Helsinki, 5 February 2026
Ernst & Young Oy
Audit firm
Terhi Mäkinen
Authorized Public Accountant
Auditor’s note
The financial statements, prepared in accordance with applicable accounting
regulations, give a true and fair view of the assets, liabilities, financial position,
and profit or loss of both the company and the group of companies included in
its consolidated financial statements.
The management report contains a fair review of the development and
performance of the business operations of both the company and the group
of 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 condition.
The Group’s Sustainability Report included in the management 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.
Chair of the Board
Robert Ingman Sant tu Elsinen Sari Leppänen
Chair of the Board
Henry Nieminen Outi Taivainen Timo Levoranta
CEO
Board of Directors’ Report
Corporate governance
statement
Consolidated
financial statements
Sustainability
statement
Notes to the consolidated
financial statements
Parent company’s
financial statements
111 Board of Directors’ Report and financial statements 2025
Auditor’s report
To the Annual General Meeting of Digia Plc
Report on the Audit of the Financial Statements
Opinion
We have audited the financial statements of Digia Plc (business identity code
0831312-4) for the year ended 31 December, 2025. The financial statements
comprise the consolidated income statement, statement of comprehensive
income, balance sheet, cash f low statement, statement of changes in equity
and notes, including material accounting policy information, as well as the
parent company’s income statement, balance sheet, cash f low statement and
notes.
In our opinion
• the consolidated financial statements give a true and fair view of the
group’s financial position, financial performance and cash f lows in accor-
dance 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 submit ted to the Audit
Commit tee.
Basis for Opinion
We conducted our audit in accordance with good auditing practice in Finland.
Our responsibilities under good auditing practice are further described in the
Auditor’s Responsibilities for the Audit of the Financial Statements section of
our report.
We are independent of the parent company and of the group companies
in accordance with the ethical requirements that are applicable in Finland and
are relevant to our audit, and we have fulfilled our other ethical responsibilities
in accordance with these requirements.
In our best knowledge and understanding, the non-audit services that we
have provided to the parent company and group companies are in compliance
with laws and regulations applicable in Finland regarding these services,
and we have not provided any prohibited non-audit services referred to in
Article 5(1) of regulation (EU) 537/2014. The non-audit services that we
have provided have been disclosed in note 3.7 to the consolidated financial
statements and note 5 to the parent company financial statements.
We believe that the audit evidence we have obtained is suf ficient and
appropriate to provide a basis for our opinion.
Key audit mat ters are those mat ters that, in our professional judgment, were
of most significance in our audit of the financial statements of the current
period. These mat ters 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 mat ters.
We have fulfilled the responsibilities described in the Auditor’s
Responsibilities for the Audit of the Financial Statements section of our
report, including in relation to these mat ters. Accordingly, our audit included
the performance of procedures designed to respond to our assessment of the
risks of material misstatement of the financial statements. The results of our
audit procedures, including the procedures performed to address the mat ters
below, provide the basis for our audit opinion on the accompanying financial
statements.
We have also addressed the risk of management override of internal
controls. This includes consideration of whether there was evidence of
management bias that represented a risk of material misstatement due to
fraud.
Board of Directors’ Report
Corporate governance
statement
Consolidated
financial statements
Sustainability
statement
Notes to the consolidated
financial statements
Parent company’s
financial statements
112 Board of Directors’ Report and financial statements 2025
Revenue Recognition
We refer to note 3.2 of the consolidated financial
statements.
The group has multiple sources of revenue, including
work performed by people, licenses and maintenance
of own products, products of third parties and their
maintenance as well as services.
Revenue on work performed by people is recognized
over time in accordance with progress. Fixed price
projects are recognized over time based on their
percentage of completion. Licenses of own products are
recognized when the product has been delivered and
maintenance is recognized over time during the contract
period. Revenue on third-party licenses is recognized on
delivery. If Digia bears the responsibility of the product,
revenue is recognized on gross basis and if third party
bears the responsibility, the margin or commission
is recognized as revenue. Revenue from services is
recognized over time during the agreement period.
There is a risk in revenue recognition due to various
terms and conditions included in the sales contracts and
management judgment required in applying percentage
of completion method. Because of the risk associated
with the correct timing of revenue recognition, revenue
recognition was determined to be a key audit mat ter and
a significant risk of material misstatement referred to in
EU Regulation No 537/2014, point (c) of Article 10(2).
Our audit procedures to address the risk of material
misstatement in respect of revenue recognition included,
among others, following procedures:
• We evaluated revenue recognition principles applied
by the group from the perspective of applicable
accounting standards.
• We evaluated the applied revenue recognition methods
in relation to the terms and conditions of sales
contracts.
• We tested correctness of the timing of revenue
recognition.
• Concerning fixed price projects, we compared
estimates of project revenues to sales agreements.
• We evaluated estimates of remaining amount of work in
order to recognize potential loss-making projects.
• We evaluated appropriateness and suf ficiency of the
notes relating to group’s revenues.
Valuation of Goodwill
We refer to note 7.1 of the consolidated financial
statements.
At the balance sheet date of 31.12.2025 the value of
goodwill amounted to 105 million euros, representing
54% of total assets and 113 % of shareholders’ equity
(2024: goodwill 93 million euros representing 57% of
total assets and 111 % of shareholders’ equity).
Valuation of goodwill was a key audit mat ter because
• the annual impairment testing process is complex,
it includes estimates and it requires significant
management judgment,
• impairment testing is based on management’s
assumptions relating to market and economic
conditions, and
• goodwill is significant to the financial statements.
The Board of Directors has determined that the group
in its entirety is a cash generating unit subject to
impairment test. The recoverable amount is determined
based on value in use calculation. The outcome of the
calculation may vary significantly when the underlying
assumptions change. Value in use is dependent on
several assumptions such as revenue growth, operating
profit and discount rate applied. Changes in these
assumptions may lead in impairment of goodwill.
Our audit procedures included, among others, following
procedures:
We evaluated with the assistance of our valuation
specialists the appropriateness of underlying assumptions
and methods applied by the management with regards
to following assumptions: forecasted revenue growth,
operating profit percentage and weighted average cost of
capital on discounted cash f lows.
We evaluated with the assistance of our valuation
specialists the appropriateness of sensitivity analysis and
whether any reasonably possible change in an underlying
assumption could cause the book value to exceed the
value in use.
We compared future estimates to the budget approved
by the Board of Directors, we compared the available
historical information to actual outcome, and we tested the
mathematical accuracy of the impairment calculation.
We compared note 7.1 of impairment testing to the
disclosure requirements of the applicable accounting
standard and evaluated appropriateness and suf ficiency of
information included the note.
Board of Directors’ Report
Corporate governance
statement
Consolidated
financial statements
Sustainability
statement
Notes to the consolidated
financial statements
Parent company’s
financial statements
113 Board of Directors’ Report and financial statements 2025
Acquisition of Savangard
We refer to note 3.5 of the consolidated financial
statements.
Digia acquired during the financial year 2025 Savangard
for a purchase consideration of EUR 20 million. The
acquisition was considered as a key audit mat ter as
the valuation process and methodologies required
by accounting standards are complex and include
management judgements. Required management
judgements relate to, in particular, determining the fair
value of acquired assets and liabilities, and the allocation
of purchase consideration to separately identifiable
intangible assets such as customer relationships,
goodwill and contingent consideration.
Our audit procedures related to the purchase allocation
and reporting of the business combination included among
other:
• assessing the compliance of company’s accounting
policies over business combinations with applicable
accounting standards.
• evaluation together with our valuation specialists
the valuation processes and methodology to identify
acquired assets and liabilities and to determine the fair
value respectively.
• assessing the adequacy of the company’s disclosures
related to business combinations.
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 going concern, disclosing, as applicable, mat ters relating
to going concern and using the going concern basis of accounting. The financial statements are prepared using the
going concern basis of accounting unless there is an intention to liquidate the parent company or the group or cease
operations, or there is no realistic alternative but to do so.
Auditor’s Responsibilities for the Audit of the Financial Statements
Our objectives are to obtain reasonable assurance on 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 aggregate, they could reasonably be expected to inf luence the economic
decisions of users taken on the basis of the financial statements.
As part of an audit in accordance with good auditing practice, we exercise professional judgment and maintain
professional skepticism throughout the audit. We also:
• Identify and assess the risks of material misstatement of the financial statements, whether due to fraud or error,
design and perform audit procedures responsive to those risks, and obtain audit evidence that is suf ficient 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, misrepresenta-
tions, or the override of internal control.
• Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appro-
priate in the circumstances, but not for the purpose of expressing an opinion on the ef fectiveness 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.
Board of Directors’ Report
Corporate governance
statement
Consolidated
financial statements
Sustainability
statement
Notes to the consolidated
financial statements
Parent company’s
financial statements
114 Board of Directors’ Report and financial statements 2025
• 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
at tention in our auditor’s report to the related disclosures in the financial
statements or, if such disclosures are inadequate, to modify our opinion.
Our conclusions are based on the audit evidence obtained up to the date
of our auditor’s report. However, future events or conditions may cause the
parent company or the group to cease to continue as a going concern.
• Evaluate the overall presentation, structure and content of the financial
statements, including the disclosures, and whether the financial
statements represent the underlying transactions and events so that the
financial statements give a true and fair view.
• Plan and perform the group audit to obtain suf ficient 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 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 mat ters, 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 mat ters that may
reasonably be thought to bear on our independence, and where applicable,
related safeguards.
From the mat ters communicated with those charged with governance,
we determine those mat ters that were of most significance in the audit of
the financial statements of the current period and are therefore the key
audit mat ters. We describe these mat ters in our auditor’s report unless
law or regulation precludes public disclosure about the mat ter or when, in
extremely rare circumstances, we determine that a mat ter 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.
Other Reporting Requirements
We were first appointed as auditors by the Annual General Meeting on
21.3.2022 and our appointment represents a total period of uninterrupted
engagement of 4 years.
Other information
The Board of Directors and the Managing Director are responsible for the
other information. The other information comprises the report of the Board
of Directors and the information included in the Annual Report, but does not
include the financial statements and our auditor’s report thereon. We have
obtained the report of the Board of Directors prior to the date of this auditor’s
report, and the Annual Report is expected to be made available to us after that
date.
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 identified above 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 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 on the other information that we
obtained prior to the date of this auditor’s report, we conclude that there is a
material misstatement of this other information, we are required to report that
fact. We have nothing to report in this regard.
Helsinki 5.2.2026
Ernst & Young Oy
Authorized Public Accountant Firm
Terhi Mäkinen
Authorized Public Accountant
Board of Directors’ Report
Corporate governance
statement
Consolidated
financial statements
Sustainability
statement
Notes to the consolidated
financial statements
Parent company’s
financial statements
115 Board of Directors’ Report and financial statements 2025
We have performed a limited assurance engagement on the group
sustainability statement of Digia Plc (business identity code 0831312-4) 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 1.1.–31.12.2025.
Opinion
Based on the procedures we have performed and the evidence we have
obtained, nothing has come to our at tention that causes us to believe that the
group sustainability statement does not comply, in all material respects, with
1) the requirements laid down in Chapter 7 of the Accounting Act and the
sustainability reporting standards (ESRS), 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 Digia Plc 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
statement with digital XBRL sustainability tags in accordance with Chapter
7, Section 22, Subsection 1(2), of the Accounting Act, because sustainability
reporting companies have not had the possibility to comply with that
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 statement as a
limited assurance engagement in compliance with good assurance practice
in Finland and with the International Standard on Assurance Engagements
(ISAE) 3000 (Revised)
Assurance Engagements Other than Audits or Reviews
of Historical Financial Information
.
Our responsibilities under this standard are further described in the
Responsibilities of the Authorized Group Sustainability Auditor
section of our
report.
We believe that the evidence we have obtained is suf ficient and appro-
priate to provide a basis for our opinion.
Other mat ter
We draw at tention to the fact that the group sustainability statement of Digia
Plc 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 1.1.–31.12.2024. Comparative information presented in the group
sustainability statement has not been subject for assurance, except for the
2024 information. Our opinion is not modified in respect of this mat ter.
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 Authorized Group Sustainability Auditor applies International Standard
on Quality Management ISQM 1, which requires the Authorized 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.
Director
The Board of Directors and the Managing Director of Digia Plc are responsible
for:
• the group sustainability statement and for its preparation and presentation
in accordance with the provisions of Chapter 7 of the Accounting Act,
including the process that has been defined in the sustainability reporting
standards and in which the information for reporting in accordance with
the sustainability reporting standards has been identified,
• the compliance of the group sustainability statement with the
requirements laid down in Article 8 of the Regulation (EU) 2020/852 of
the European Parliament and of the Council on the establishment of a
framework to facilitate sustainable investment, and amending Regulation
(EU) 2019/2088, and for
• such internal control as the Board of Directors and the Managing Director
determine is necessary to enable the preparation of a group sustainability
statement that is free from material misstatement, whether due to fraud or
error.
Statement
The preparation of the group sustainability statement requires a materiality
assessment from the company in order to identify relevant disclosures.
This significantly involves management judgment and choices. Group
Sustainability reporting is also characterized by the fact that reporting of
this type of information involves estimates and assumptions, as well as
measurement and assessment uncertainty.
The determination of greenhouse gases is subject to inherent uncertainty
due to the incomplete scientific data used to determine the emission factors
and the numerical values needed to combine emissions of dif ferent gases.
When reporting future-related information in accordance with the ESRS
standards, the company’s management must present assumptions regarding
possible future events and disclose the company’s potential future actions
related to these events, as well as prepare future-related information based
on these assumptions. The actual outcome is likely to dif fer, as predicted
events often do not occur as expected.
Assurance report on the Sustainability statement
Board of Directors’ Report
Corporate governance
statement
Consolidated
financial statements
Sustainability
statement
Notes to the consolidated
financial statements
Parent company’s
financial statements
116 Board of Directors’ Report and financial statements 2025
Responsibilities of the Authorized Group Sustainability Auditor
Our responsibility is to perform an assurance engagement to obtain limited
assurance about whether the group sustainability statement is free from
material misstatement, whether due to fraud or error, and to issue a limited
assurance report that includes our opinion. Misstatements can arise from
fraud or error and are considered material if, individually or in the aggregate,
they could reasonably be expected to inf luence the decisions of users taken
on the basis of the group sustainability statement.
Compliance with the International Standard on Assurance Engagements
(ISAE) 3000 (Revised) requires that we exercise professional judgment and
maintain professional skepticism throughout the engagement. We also:
• Identify and assess the risks of material misstatement of the group
sustainability statement, whether due to fraud or error, and obtain an
understanding of internal control relevant to the engagement in order to
design assurance procedures that are appropriate in the circumstances,
but not for the purpose of expressing an opinion on the ef fectiveness of
the parent company’s or the group’s internal control.
• Design and perform assurance procedures responsive to those risks to
obtain evidence that is suf ficient 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.
The procedures performed in a limited assurance engagement vary in nature
and timing from, and are less in extent than for, a reasonable assurance
engagement. The nature, timing and extent of assurance procedures selected
depend on professional judgment, including the assessment of risks of
material misstatement, whether due to fraud or error. Consequently, the level
of assurance obtained in a limited assurance engagement is substantially
lower than the assurance that would have been obtained had a reasonable
assurance engagement been performed.
Our procedures included for ex. the following:
• We have interviewed the management of the group as well as key
personnel responsible for collecting and reporting the information included
in the group sustainability statement.
• Through interviews, we gained an understanding of the group’s control
environment related to the group sustainability reporting process.
• We evaluated the implementation of the company’s double materiality
assessment process in relation to the requirements of the ESRS standards,
as well as whether the information provided from the double materiality
assessment is in material respects in accordance with the ESRS standards.
• We assessed whether the group sustainability statement in material
respects meets the requirements of the ESRS standards regarding
material sustainability topics:
– We have tested the accuracy of the information presented in the group
sustainability statement by comparing the information on a sample
basis to the documentation and records prepared by the company and
assessed whether they support the information included in the group
sustainability statement.
– We have on a sample basis performed analytical assurance procedures
and related inquiries, recalculations and inspected documentation, as
well as tested data aggregation to assess the accuracy of the group
sustainability statement.
• Regarding EU Taxonomy data, we gained an understanding of the process
by which a company has defined taxonomy-eligible and taxonomy-aligned
economic activities, and we assessed the compliance of the information
provided.
Helsinki 5.2.2026
Ernst & Young Oy
Authorized Sustainability Audit Firm
Terhi Mäkinen
Authorized Sustainability Auditor
Board of Directors’ Report
Corporate governance
statement
Consolidated
financial statements
Sustainability
statement
Notes to the consolidated
financial statements
Parent company’s
financial statements
117 Board of Directors’ Report and financial statements 2025
Financial Statements of Digia Plc
We have performed a reasonable assurance engagement on the financial
statements 743700QVAG6OXK5OP587-2025-12-31-fi.zip of Digia Plc
(y-identifier: 0831312-4) that have been prepared in accordance with the
Commission’s regulatory technical standard for the financial year ended
31.12.2025.
Director
The Board of Directors and the Managing Director are responsible for the
preparation of the company’s report of 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 identifi-
cation 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 prepa-
ration of ESEF financial statements in accordance the requirements of the
Commission’s regulatory technical standard.
We are independent of the company in accordance with the ethical require-
ments 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 firm 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 technical regulatory
standard. We express an opinion on whether the consolidated financial
statements that are included in the ESEF financial statements have been
tagged, in all material respects, in accordance with the requirements of Article
4 of the Commission’s regulatory technical standard.
Our responsibility is to indicate in our opinion to what extent the assurance
has been provided. We conducted a reasonable assurance engagement in
accordance with International Standard on Assurance Engagements (ISAE)
3000.
The engagement includes procedures to obtain evidence on:
• whether the primary financial statements in the consolidated financial
statements that are included in the ESEF financial statements have
been tagged, in all material respects, with iXBRL tags in accordance with
the requirements of Article 4 of the Commission’s regulatory technical
standard and
• whether the notes and company’s identification data in the consolidated
financial statements that are included in the ESEF financial statements
have been tagged, in all material respects, 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 judgement. This includes an assessment of the risk of material
deviations due to fraud or error from the requirements of the Commission’s
technical regulatory standard.
We believe that the evidence we have obtained is suf ficient 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 Digia Plc 743700QVAG6OXK5OP587-2025-12-31-fi.zip for the
financial year ended 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 Digia
Plc for the financial year ended 31.12.2025 has been expressed in our auditor’s
report dated 5.2.2026. With this report we do not express an opinion on the
audit of the consolidated financial statements nor express another assurance
conclusion.
Helsinki 5.3.2026
Ernst & Young Oy
Authorized Public Accountant Firm
Terhi Mäkinen
Authorized Public Accountant
Board of Directors’ Report
Corporate governance
statement
Consolidated
financial statements
Sustainability
statement
Notes to the consolidated
financial statements
Parent company’s
financial statements
