Board of Directors’
Report and
f inancial statements
2024
Hallituksen toimintakertomus
Board of Directors’ Report.............................. 3
Group structure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
Digia’s strategy .................................................. 4
Strategy growth paths............................................ 4
Strategy enablers ................................................ 4
Strategy implementation in 2024.................................. 5
Key indicators .................................................... 5
Prof it guidance for 2025 .......................................... 6
Markets, business environment and Digia’s market position ....... 6
Acquisitions and business combinations .......................... 6
F inancial review 2024 ............................................. 7
Human resources and administration ............................. 7
Share capital and shares ......................................... 7
Share-based payments........................................... 8
Trading in shares during the f iscal year ............................ 9
F lagging notif ications ............................................ 9
Corporate governance ........................................... 9
Board of Directors and auditor .................................... 10
Commit tees of the Board of Directors ............................. 10
CEO and Management Team...................................... 10
Events after the balance sheet date .............................. 10
Risks and uncertainties........................................... 10
Board’s dividend proposal......................................... 11
Corporate governance statement ............................... 13
Sustainability Statement 2024 .................................. 23
F inancial statements..................................... 69
1 Main statements in the
consolidated f inancial statements (IFRS) ....................... 70
2 General disclosures ........................................... 74
3 F inancial development......................................... 77
4 Personnel...................................................... 84
5 Working capital ................................................ 87
6 Capital structure .............................................. 88
7 Other items .................................................... 94
8 Formulas for the indicators and reconciliations................ 100
9 Parent company’s f inancial statements (FAS) ................. 102
Signatures to the Board’s Report and F inancial Statements .... 109
Auditor’s Note ................................................... 109
Auditor’s Report ................................................. 110
Assurance report on the sustainability statement .............. 114
Riippumat toman tilintarkastajan raport ti Digia Oyj:n
ESEF-tilinpäätöksestä ........................................... 116
Contents
2
Board of Directors’ Report and financial statements 2024
Board of Directors’ Report
Corporate governance
statement
Consolidated
f inancial statements
Sustainability
statement
Notes to the consolidated
financial statements
Parent company’s
f inancial statements
Board of Directors’ Report 2024
Board of Directors’ Report
Digia is a growing software and service company that combines
technological possibilities and human capabilities to build smarter
businesses and societies – and a sustainable future. Our mission is to
keep our customers at the forefront of digital evolution by harnessing
our well-rounded expertise, comprehensive of fering and operational
models that suit the customer’s needs. Digia is a smart business
partner with the most comprehensive IT service of fering in F inland: we
provide all the layers of digitalisation from business systems to integra-
tions, digital services and 24/7 monitoring and service management. We
operate internationally with our customers.
Digia’s software and service business is heavily dependent on its
experts. Our employees, more than 1,500 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.
2024 was the second year of our “Unlock your intelligence” strategy.
Our strategy is based on delivery capabilities that are valued by
customers and our organisation’s ability to engage in continuous
renewal. Our f inancial objectives for the strategy period 2023–2025 are
annual growth of over 10 per cent in net sales, including both organic
and inorganic growth, and operating prof it (EBITA) of more than 12 per
cent of net sales at the end of the strategy period. We are also aiming
for our international business to account for more than 15 per cent of
net sales by the end of the strategy period.
In spite of the challenging market situation caused by the uncertain
business environment, we continued to grow prof itably for the ninth
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 particularly strong in 2024 in the Digia Dolphin
automation platform, Microsoft Business Central, Microsoft Customer
Apps and Power Platform projects, and Digia Hub.
Group structure
Digia operates in ten locations in F inland. Abroad, we operate in
Stockholm and Malmö in Sweden and in Hengelo in the Netherlands.
Service for our Danish customers is provided from Sweden. Our
headquarters are located in Helsinki. On 31 December 2024, the
Digia Group included the parent company Digia Plc and the following
subsidiaries:
• Digia F inland Oy and its subsidiary Most Digital Sweden AB
• Productivity Leap Oy
• Digia Sweden AB
• Climber International AB and its subsidiaries Climber F inland Oy,
Climber Benelux B.V., Climber Danmark ApS, Climber Holding AB, and
its subsidiary Climber AB
• Top of Minds AB
Digia Plc
Digia F inland Oy
All subsidiaries are wholly owned by Digia.
In order to clarify its group structure, Digia started the process of
merging its subsidiaries Top of Minds Accelerate AB, Top of Minds Drive
AB, Top of Minds Go AB, Top of Minds Steam AB and Top of Minds Top AB
into Top of Minds AB on 1 March 2024, ef fective as from 31 May 2024.
Top of Minds ABClimber International ABDigia Sweden ABProductivity Leap Oy
Most Digital Sweden AB
Climber F inland Oy Climber Benelux B.V.
Climber Danmark ApS
Climber Holding AB
Climber AB
3
Board of Directors’ Report and financial statements 2024
Corporate governance
statement
Consolidated
f inancial statements
Sustainability
statement
Notes to the consolidated
financial statements
Parent company’s
f inancial statements
Board of Directors’ Report
Digia’s strategy – “Unlock Your Intelligence”
– and f inancial objectives for 2023–2025
We combine technological possibilities and human capabilities to
build smarter businesses and societies – and a sustainable future.
We ensure that our customers are at the forefront of digital evolution,
with an operational model and rhythm that are right for them. We
harness Digia’s well-rounded expertise and comprehensive of fering
as well as operational models that suit the customer’s needs. We
constantly renew our own operations and expertise, and work with
reliable partners. As a versatile company, Digia can of fer its employees
meaningful job tasks and things to learn. We are building a responsible
society and a sustainable Digia.
We implement our strategy by tapping into our strengths and the
specialist expertise of our service areas. As a unif ied company, we
provide our customers with extensive solution packages and the
expertise of our specialised service areas for their individual needs. We
build long-term customer relationships and partnerships.
Our main strengths are:
• reliability and long-term customer relationships
• diverse and constantly evolving top expertise
• a well-rounded of fering that can be combined to expand customer
relationships
• a strong f inancial position
• a business model in which continuous services yield operational
stability
• the ability to carry out successful acquisitions and grow the
acquirees as part of Digia.
Digia’s specialised service areas at the
beginning of the strategy period:
Digital Solutions: Smart solutions for data utilisation and the
customer experience
Digital Solutions provides our customers with comprehensive digital
services for developing smart business and enhancing their customer
experience. Key areas include data utilisation solutions, AI-based
solutions, state-of-the-art customer relationship management, e-com-
merce solutions, versatile online and mobile services, digital marketing
as well as service design and business services. Our subsidiaries Top of
Minds in Sweden and Climber in Sweden and the Netherlands bolster
our international expertise in these of ferings. The Digia Hub in turn
brings together top freelance IT professionals in Northern Europe,
and enables our customers to acquire versatile business, design and
technology expertise to meet the varying needs of their projects.
Business Platforms: Versatile and comprehensive ERP solutions
Business Platforms provides our customers with versatile and compre-
hensive solutions for smart f inancial management and ERP. Smart ERP
integrates systems, data and processes into a data-driven solution,
unlocking the power of automation, AI, and business development. Our
24/7 services enable business continuity both securely and cost-ef fec-
tively. Our of fering comprises Microsoft Dynamics 365 solutions, Oracle
NetSuite and our own Digia Envision ERP product (which has been
awarded the Key F lag symbol).
F inancial Platforms: Service and system packages for fund
management companies, asset managers and stockbrokers
F inancial Platforms provides versatile system packages for customers
in the f inancial sector. Our business revolves around the Digia F inancial
Systems product family (DiFS), which is one of the most extensive
f inancial systems for fund management companies, asset managers
and brokers in the Nordic countries. DiFS also includes comprehensive
account and loan functionalities for banks and lenders. We also provide
the necessary back-of f ice functions and processes as a f lexible
end-to-end service. The Digia F inancial Products and Services unit,
which is responsible for the DiFS product family and services, is covered
by Digia’s ISO 27001 certif icate.
Managed Solutions: Service packages and outsourcing for mainte-
nance, continuous development and security
Managed Solutions provides customers with the cornerstones of smart
digital business. Our service packages help customers to utilise data
for business and process development, and guarantee the reliability
of critical services. Packages include cloud services, F inland’s leading
integration and API solutions, robotics and AI automation services,
knowledge-based and change management services, information
security, high-security solutions and continuous services (that is, 24/7
Managed Services).
Strategy growth paths
1. Specialised service areas: Precision solutions delivered using
a model suitable for customers. We are 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 utilise 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 enablers
A modern and at tractive work community: Skilled employees are
the most important success factor for Digia. Sustainable growth is part
of the personal and professional development of each and every Digia
employee. We invest in our learning-focused, professional and relaxed
culture. We want our employees to enjoy working at Digia. Hybrid work,
smart ways of working and tools help us to succeed together.
Scalability and productivity: We invest in scalability and productivity
in both our own operations and the solutions we provide for customers.
In our own operations, productivity development is based on the
continuous renewal of working methods, a smart technology platform
that supports them, and harnessing Digia-level synergies. In customer
solutions, we focus on increasing scalability in our service and product
solutions. We scale our expertise with our Digia Hub network.
Responsibility: Our focus areas in corporate responsibility are based
on our strategic policies, the expectations of key stakeholders, the
characteristics of the ICT sector and business environment, the
4
Board of Directors’ Report and financial statements 2024
Corporate governance
statement
Consolidated
f inancial statements
Sustainability
statement
Notes to the consolidated
financial statements
Parent company’s
f inancial statements
Board of Directors’ Report
impacts of the company’s operations, and the objectives of the UN’s
Sustainable Development Goals and Global Compact. We see the green
transition and solving of sustainability challenges as business oppor-
tunities. Digital solutions have the potential to signif icantly contribute
to solving sustainability challenges in other f ields of business. Data is a
key factor in assessing sustainability choices and making decisions.
Objectives for the 2023–2025 strategy period
F inancial objectives:
Net sales growth: more than 10 per cent annually, including organic
and inorganic growth.
Operating prof it
(EBITA):
more than 12 per cent 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 per cent 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
Strategy implementation in 2024
Digia’s strategy seeks to generate sustainable growth both organically
and through acquisitions. Our net sales for the f iscal period were EUR
205.7 million, or 7.1 per cent more than in the previous f iscal period. Our
operating prof it (EBITA) increased by 26.5 per cent to EUR 21.2 million.
International operations accounted for 11.8 per cent of net sales at the
end of the f iscal year.
Our responsible way of working is integral to our strategy. Our goal
during the strategy period is to reduce our carbon footprint, and to be
a good and at tractive employer and a trusted partner to our customers.
Our carbon footprint decreased by 40 per cent from the comparable
f igure for 2019. Both our customer and personnel satisfaction were at a
good level over the past year. Compared to 2022, the beginning of the
strategy period, Digia’s customer net promoter score (NPS) improved
by 18 per cent and its employee net promoter score (eNPS) by 60 per
cent. In recognition of our good sustainability ef forts, we achieved a
silver rating in our annual EcoVadis sustainability assessment for the
fourth year running. We also commit ted to the Science Based Targets
initiative, whereby we will def ine our science-based climate targets in
2025. To strengthen equality and diversity, we updated our equality
and non-discrimination plan and signed the Women’s Empowerment
Principles established by UN Women and UN Global Compact.
Quality and information security are an integral part of Digia’s reliable
operations. During the f iscal period, we completed the recertif ication of
our ISO 9001 quality certif icate without any deviations. In addition, we
conducted a follow-up assessment of ISO 27001 information security
certif ication covering previously certif ied business areas without any
deviations.
Major results in 2024:
• Net sales: EUR 205.7 (192.1) million, up 7.1 per cent
• Operating prof it (EBITA): EUR 21.2 (16.8) million, change 26.5 per
cent;
• EBITA margin: 10.3 (8.7) per cent of net sales
• Earnings per share: EUR 0.50 (0.37)
• Board of Directors’ proposal for the distribution of prof it to the
Annual General Meeting: The Board of Directors will propose to the
Annual General Meeting that a dividend of EUR 0.18 (0.17) per share
be paid.
Key indicators
Unless otherwise stated, the comparison f igures provided in paren-
theses always refer to the corresponding period of the previous year.
EUR 1,000 2024 2023 2022
Extent of business
Net sales 205,672 192,087 170,754
– net sales growth, % 7.1 % 12.5% 9.5%
Gross capital expenditure
1)
289 149 1,253
– % of net sales 0.1% 0.1% 0.7%
Number of personnel, 31 Dec 1,576 1,527 1,426
Average number of personnel 1,553 1,465 1,399
Prof itability
Operating prof it plus purchase price
allocation amortisation and costs
(EBITA), 21,161 16,727 15,733
– % of net sales
2)
10.3% 8.7% 9.2%
Operating prof it (EBIT), 18,208 13,835 12,727
– % of net sales 8.9% 7.2% 7.5%
Net prof it, 13,291 9,872 9,571
– % of net sales 6.5% 5.1% 5.6%
Return on equity, % 16.7% 13.5% 13.8%
Return on investment, % 16.6% 12.9% 12.9%
5
Board of Directors’ Report and financial statements 2024
Corporate governance
statement
Consolidated
f inancial statements
Sustainability
statement
Notes to the consolidated
financial statements
Parent company’s
f inancial statements
Board of Directors’ Report
EUR 1,000 2024 2023 2022
F inancing and f inancial standing
Interest-bearing net liabilities, 11,642 24,771 17,608
Net gearing, % 13.9% 32.8% 24.8%
Equity ratio, % 52.9% 46.7% 45.9%
Cash f low from operations, 25,049 16,973 14,252
Dividends (paid), 4,501 4,515 4,478
Earnings per share (EPS), EUR,
undiluted
3)
0.50 0.37 0.36
Earnings per share (EPS), EUR, diluted
3)
0.50 0.37 0.36
Equity/share, EUR
4)
3.12 2.81 2.65
Equity/share, EUR 3.12 2.81 2.65
Dividend per share (2024 proposal), EUR 0.18 0.17 0.17
Dividend payout ratio 36.0% 45.9% 47.2%
Ef fective dividend yield 2.7% 3.1% 3.0%
Price/earnings (P/E) 13.32 14.59 15.86
Lowest share price 5.04 4.74 5.62
Highest share price 6.96 6.66 7.80
Average share price 5.91 5.96 6.67
Market capitalisation, EUR 1,000 178,646 144,848 153,163
Trading volume, shares 1,405,353 1,830,983 3,683,503
Trading volume, % 5.2% 6.8% 13.2%
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 amortisation
includes the amortisation on the transaction prices allocated to customer
contracts and other intangible assets in business combinations.
3)
The dilution-adjusted key f igures 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
prof it before purchase price allocation amortisation and costs (EBITA),
operating prof it (EBIT), return on equity, return on investment, net
gearing and equity ratio, which are not def ined in IFRS. The company
presents the alternative performance measures to describe the
f inancial situation and development of business operations, as it
considers this information necessary for investors. Formulas for the key
f igures are presented in Note 8.1 and reconciliations in Note 8.2.
Prof it guidance for 2025
Digia’s prof it guidance for 2025: Digia’s net sales will grow (EUR 205.7
million in 2024) and its operating prof it (EBITA) will either increase or
remain on a par with 2024 (EUR 21.2 million in 2024).
Markets, business environment
and Digia’s market position
Digia’s main market is F inland, and we also provide solutions inter-
nationally. In addition to F inland, Digia operates in Sweden and the
Netherlands.
Digia believes that the market for IT services will grow in the long
term, even though demand in the short term has been cautious. The
long-term trend in the demand for digital solutions is strong in spite of
this, and data utilisation harnessing smart technology both ef f iciently
and securely is an increasingly important success factor for all
organisations.
Expanding existing systems and utilising the data they generate will
play a central role alongside new digital solutions. This means that both
integration and data expertise will become increasingly important. In
addition, interest in automation and harnessing artif icial intelligence
is growing strongly. Our customers’ goal is to streamline their existing
operations, and thereby enable investments in continuous digitali-
sation and artif icial intelligence.
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.
We see the following trends:
• User-centred and secure solutions are gaining further ground. A
good user experience for applications is of paramount importance.
• The level of automation and smart functionalities is growing.
Digital evolution is trending towards automated and AI-assisted or
controlled processes and services. These are based on reliable data,
its secure availability, and the organisation’s ability to ref ine and
utilise data and technology.
• Instead of isolated solutions, the renewal of entire businesses as
a whole is being considered. Application and IT system packages
are becoming larger and more complex. Operational continuity,
which is critical for organisations and business, emphasises the
interoperability, reliability and security of system entities. When an
overview and roadmap of the big picture have been drafted, system
modernisation can be carried out in phases.
• Business operations are becoming networked both internally and
externally. Secure and reliable integrations and interfaces are at the
heart of digital evolution. They enable the functionality of application
packages and data availability.
• Sustainable development and the green transition are megatrends.
The utilisation of digital technologies and data is key to solving
sustainability challenges.
Digia combines technological possibilities and human capabilities to
build smarter businesses and societies – and a sustainable future. In
line with our strategy, we develop and maintain high-quality business
solutions for our customers, which we f ine-tune with automation and
smart technology. Our mission is to ensure that our customers are at
the forefront of digital evolution, with an operational model and rhythm
that are right for them.
Acquisitions and business combinations
Digia made no acquisitions in 2024.
6
Board of Directors’ Report and financial statements 2024
Corporate governance
statement
Consolidated
f inancial statements
Sustainability
statement
Notes to the consolidated
financial statements
Parent company’s
f inancial statements
Board of Directors’ Report
F inancial review 2024
Net sales
Digia’s consolidated net sales for the f iscal year were EUR 205.7 (192.1)
million, up 7.1 per cent on the previous year.
Net sales were increased especially by the open source automation
and AI platform, high-security solutions, digital service development,
Microsoft Business Central and Microsoft Customer Apps & Power
Platform solutions, and the logistics business. The service and mainte-
nance business accounted for 49.9 (56.0) per cent and the project
business for 50.1 (44.0) per cent of the company’s net sales during the
f iscal period. The net sales of both the project and the service and
maintenance businesses include product business activities, which
accounted for 11.6 (12.1) per cent of the Group’s total net sales. The
product business comprises Digia’s own licences, the licence sales of
its partners, as well as licence maintenance.
Prof it performance and prof itability
Digia’s operating prof it (EBITA) for the f iscal year was EUR 21.2 (16.7)
million with an operating margin (EBITA %) of 10.3 (8.7) per cent. During
the f iscal period, EUR 1.6 (0.6) million in expenses related to changes
in the fair value of additional purchase prices were recognised in other
operating expenses. Earnings before taxes were EUR 16.9 (12.4) million
and earnings after taxes were EUR 13.3 (9.9) million.
Earnings per share were EUR 0.50 (0.37). Net f inancial expenses
amounted to EUR –1.3 (–1.4) million.
F inancing, cash f low and expenditure
At the end of the f iscal year on 31 December 2024, Digia’s balance sheet
total stood at EUR 163.5 (168.2) million and its equity ratio at 52.9 (46.7)
per cent. Net gearing was 13.9 (32.8) per cent.
At the end of the f iscal year on 31 December 2024, Digia had EUR 29.9
(37.2) million in interest-bearing liabilities. Interest-bearing liabilities
consisted of EUR 14.0 million in long-term and EUR 12.6 million in
short-term loans from f inancial institutions, and EUR 3.3 million in lease
liabilities.
Cash f low from operations totalled EUR 25.0 (17.0) million in the 2024
f iscal year. Cash f low from investments came to EUR –5.4 (–16.4) million.
Acquisitions of subsidiaries and related expenses are included in cash
f low from investments. Cash f low from f inancing was EUR –13.6 (–2.5)
million.
Total investments in tangible assets amounted to EUR 0.3 (2.3) million
during the 2024 f iscal year. The return on investment (ROI) was 16.6
(12.9) per cent, and return on equity (ROE) was 16.7 (13.5) per cent.
Research and development
Digia constantly invests in enhancing its long-term competitiveness. In
the 2024 f iscal year, research and development expenses totalled EUR
3.8 (4.8) million, which represented 1.9 (2.5) per cent of net sales.
All research and development expenses have been recognised in the
result. R&D mainly focused on the development of the Digia Envision
ERP solution as well as f inancial and logistics ERP systems. In addition,
we continued to develop the Digia Dolphin automation platform.
More information about Digia’s services and solutions can be found on
the company’s website: www.digia.com/en/services.
Human resources and administration
At the end of the period, the total number of Group personnel was 1,576
(1,527), representing an increase of 49 employees or 3.2 per cent since
the end of the 2023 f iscal period. The average number of employees
was 1,553 (1,465), an increase of 89 employees, or 6.1 per cent, on the
2023 average.
Digia personnel by location:
31 Dec 2024 31 Dec 2023
Change, no.
of employees
Helsinki 741 726 15
Tampere 313 289 24
Jyväskylä 175 178 –3
Stockholm, Sweden 109 116 –7
Turku 96 83 13
Joensuu 28 27 1
Oulu 30 25 5
Rauma 21 21 0
Lahti 20 21 –1
Malmö, Sweden 13 14 –1
Vaasa 12 11 1
Kuopio 8 8 0
Hengelo, The Netherlands 10 8 2
Total
1,576 1,527 49
Share capital and shares
On 31 December 2024, the number of Digia Plc shares totalled
26,823,723 and the company had a total of 7,856 shareholders. Foreign
shareholders accounted for 0.6 per cent of all Digia Plc shareholders
and they held 1.0 per cent of all shares and votes. Nominee-registered
shareholders accounted for 0.1 per cent of all Digia Plc shareholders and
3.1 per cent 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 26,562,564. The
number of outstanding shares at the end of the review period was
26,477,330.
7
Board of Directors’ Report and financial statements 2024
Corporate governance
statement
Consolidated
f inancial statements
Sustainability
statement
Notes to the consolidated
financial statements
Parent company’s
f inancial statements
Board of Directors’ Report
Ten largest shareholders on 31 December 2024
Shareholder
Percentage of shares
and votes
Ingman Development Oy Ab 29.5%
Etola Oy 12.8%
Ilmarinen Mutual Pension Insurance Company 9.9%
Varma Mutual Pension Insurance Company 4.6%
Savolainen Mat ti Ilmari (estate) 3.3%
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%
Shareholding by number of shares held on 31 December 2024
Number of shares
Percentage of
shareholders
Percentage of shares
and votes
1–100 35.2% 0.5%
101–500 35.7% 2.8%
501–1,000 13.5% 3.0%
1,001–5,000 12.6% 7.6%
5,001–10,000 1.3% 2.7%
10,001–50,000 1.2% 7.0%
50,001–100,000 0.3% 5.3%
100,001–500,000 0.2% 9.1 %
500,001– 0.1% 62.1%
100% 100%
Shareholding by sector on 31 December 2024
Percentage of
shareholders
Percentage
of shares and
votes
Companies 3.0% 46.6%
Households 95.9% 30.5%
Public-sector organisations 0.0% 14.6%
F inancial and insurance institutions 0.3% 7.0%
Non-prof it associations 0.1% 0.3%
Foreign holding 0.6% 1.0%
100% 100%
Digia Plc held a total of 129,604 treasury shares at the end of 31
December 2024.
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
per cent 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:
www.digia.com/en/investors/shareholders.
Share-based payments
Share-based bonuses
In the 2024 f iscal 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 f inal 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
specif ied 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 0.6 million in expenses were incurred by the scheme during the
2024 f iscal year. EUR 0.4 million in expenses were incurred by incentive
schemes during the previous f iscal year.
Digia has an agreement with Evli Awards Management Ltd for the
coordination 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.
Management ownership
According to the list of shareholders on 31 December 2024, Digia’s
Board of Directors and CEO owned shares in the company as
follows (includes the holdings of related-parties and related-party
organisations):
8
Board of Directors’ Report and financial statements 2024
Corporate governance
statement
Consolidated
f inancial statements
Sustainability
statement
Notes to the consolidated
financial statements
Parent company’s
f inancial statements
Board of Directors’ Report
No. of shares
Robert Ingman, Chair of the Board 7,950,000
Mart ti Ala-Härkönen, Vice Chair of the Board 20,000
Sant tu Elsinen 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 8,126,653 of the company’s shares, representing 30.3 per cent
of all shares and votes.
Trading in shares during the f iscal year
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 2024
January–December
2024
Trading volume,
shares Total value, EUR High, EUR Low, EUR
Trade-weighted
average price, EUR Latest, EUR
DIGIA 1,405,353 8,300,542 6.96 5.04 5.91 6.66
31 Dec 2024 31 Dec 2023
Market capitalisation, EUR 178,645,995 144,848,104
Shareholders 7,856 8,067
F lagging notif ications
In the 2024 f iscal year, Digia did not receive any f lagging notif ications as
def ined in Chapter 9, Section 10 of the Securities Markets Act.
Corporate governance
Annual General Meeting 2024
Digia Plc’s Annual General Meeting (AGM) was held on 20 March 2024.
The AGM adopted the f inancial statements for 2023, released the
Board members and the CEO from liability, determined Board emolu-
ments and auditor fees, set the number of Board members at six, and
elected the company’s Board of Directors for a new term.
With regard to prof it distribution for 2023, the AGM approved the
Board’s proposal to pay a dividend of EUR 0.17 per share to all share-
holders listed in the shareholder register maintained by Euroclear
F inland Ltd on the reconciliation date of 22 March 2024. The dividend
payment date was 2 April 2024.
The AGM granted the following authorisations to the Board
Authorising the Board of Directors to decide on buying
back own shares and/or accepting them as collateral
The Annual General Meeting authorised 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 instalments. The proposed number is under
10 per cent 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 share-
holders’ holdings (directed acquisition). This authorisation also
includes the acquisition of shares through public trading on Nasdaq
Helsinki Ltd in accordance with the rules and instructions of Nasdaq
Helsinki Ltd and Euroclear F inland 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.
9
Board of Directors’ Report and financial statements 2024
Corporate governance
statement
Consolidated
f inancial statements
Sustainability
statement
Notes to the consolidated
financial statements
Parent company’s
f inancial statements
Board of Directors’ Report
• 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 authorisation is in force and,
correspondingly, the maximum price shall be the highest quotation
in public trading while the authorisation is in force.
• The Board of Directors is otherwise authorised to decide on all terms
relating to share buyback.
This authorisation will supersede the authorisation granted by the AGM
of 23 March 2023 and is valid for 18 months, that is, until 20 September
2025.
Authorising the Board of Directors to decide on a
share issue and granting of special rights
The AGM authorised the Board to decide on an ordinary or bonus issue
of shares and the granting of special rights (as def ined in Section 1,
Chapter 10 of the Limited Liability Companies Act) in one or more
instalments, with the following conditions:
• This issue may total a maximum of 2,500,000 shares. The proposed
number is under 10 per cent of the company’s total number of
shares. The authorisation applies to both new shares and treasury
shares held by the company.
• The authorisation 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 authorisation 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 authorisation will supersede the authorisation granted by the AGM
of 23 March 2023 and is valid for 18 months, that is, until 20 September
2025.
More information about the AGM’s decisions is available at digia.com/
en/investors/governance/annual-general-meeting/agm-2024
Board of Directors and auditor
Digia Plc’s Annual General Meeting (AGM) of 20 March 2024 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, Authorised Public Accountants, are Digia’s auditors,
with Authorised Public Accountant Terhi Mäkinen as the chief auditor.
Commit tees of the Board of Directors
During the 2024 f iscal year, Digia’s Board of Directors had three
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.
CEO and Management Team
Digia Plc’s CEO is Timo Levoranta, who also serves as the Chair of the
Management Team.
On 31 December 2024, Digia’s Management Team consisted of:
• Timo Levoranta, President and CEO
• Pia Huhdanmäki, Senior Vice President, HR, Culture & Sustainability
• Juhana Juppo, Chief Technology Of f icer (CTO)
• Mika Kervinen, General Counsel
• Tapani Ojaluoma, Senior Vice President, Business Platforms
• Tuomo Niemi, Senior Vice President, F inancial Platforms, M&As and IT
• Sami Paihonen, Senior Vice President, Digital Solutions
• Pasi Ropponen, Senior Vice President, Sales and Marketing
• Kristiina Simola, Chief F inancial Of f icer (CFO)
• Janne Tuominen, Senior Vice President, Managed Solutions
You can read more about Digia’s Management Team on the
company’s website: www.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 classif ied as strategic, f inancial, operational and
sustainability risks. Digia’s risk management process is described
in more detail in the Corporate Governance Statement. The Audit
Commit tee of the Board of Directors is responsible for supervising the
implementation of risk management and assessing its ef fectiveness.
Monitoring focuses on risks of material signif icance to the company
that are classif ied 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 centralised 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. Reports cover the risk status, the impacts of signif-
icant risks and measures used to manage them, and the monitoring of
objectives, including the specif ied indicators.
The company’s strategic and f inancial risks relate to potential signif-
icant changes in the company’s operating environment and service
areas and increasing competition, for example, in relation to pricing and
contract terms. Geopolitics, general economic trends, higher interest
rates and changes in customers’ operating environment and f inancial
position may have an unfavourable impact on the company’s business,
10
Board of Directors’ Report and financial statements 2024
Corporate governance
statement
Consolidated
f inancial statements
Sustainability
statement
Notes to the consolidated
financial statements
Parent company’s
f inancial statements
Board of Directors’ Report
f inancial position and result through slower decision-making and the
postponement or cancellation of IT investments.
Implementing the growth strategy places demands on both the
organisation 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. The pricing
models used in the service business balance out cyclical business. In
an inf lationary environment, 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 f ixed-price projects in particular –
involve both business opportunities and risks. As customer projects
increase in size, the risks associated with prof itability 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 signif icant risk area in the
company’s business operations. Organisations have more and more
information that is critical to their operations. Threats to data security
and protection have risen signif icantly in recent years. Data security
and protection risks mainly concern technology and people. Signif icant
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 identif ies,
manages and prevents both internal and external threats. The company
implements a regular ISO 27001 certif ied risk management process
based on best practices in handling data security and protection risks.
Risks are identif ied and their impact and signif icance are analysed.
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.
Increasing regulation may also adversely impact the development of
Digia’s net sales and cost level.
Digia’s sustainability risks are reviewed in more detail in the Group’s
Sustainability Report.
Board’s dividend proposal
According to the balance sheet dated 31 December 2024, Digia Plc’s
distributable shareholders’ equity was EUR 70,746,626.13, of which
EUR 8,448,323.71 was prof it for the f iscal year. At the Annual General
Meeting (AGM), the Board of Directors will propose that a dividend of
EUR 0.18 per share be paid according to the conf irmed balance sheet
for the f iscal year ending 31 December 2024. Shareholders listed in
the shareholders’ register maintained by Euroclear F inland Oy on the
dividend reconciliation date, 31 March 2025, will be eligible for the
payment of dividend. Dividends will be paid on 7 April 2025.
11
Board of Directors’ Report and financial statements 2024
Corporate governance
statement
Consolidated
f inancial statements
Sustainability
statement
Notes to the consolidated
financial statements
Parent company’s
f inancial statements
Board of Directors’ Report
Corporate governance statement
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 F innish Companies issued by the F innish Securities Market
Association, which entered into force on 1 January 2025. The Corporate
Governance Code can be read on the F innish Securities Market
Association’s website (cgf inland.f i).
Digia’s corporate governance principles are integrity, accountability,
fairness, and transparency. This means that:
• The company complies with applicable legislation and regulations.
• When organising, 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.
Shareholders’ Meeting
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 f iscal 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 share-
holders holding a minimum of 10 per cent of the company’s shares, for
the purpose of discussing a specif ic issue.
The F innish Companies Act and Digia’s Articles of Association
def ine the responsibilities and duties of the Shareholders’ Meeting.
Extraordinary General Meetings decide on the mat ters for which
they have been specif ically convened. In order to participate in a
Shareholders’ Meeting, a shareholder must be entered in the Digia
shareholder register maintained by Euroclear F inland 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 share-
holders 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 specif ied 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 f iscal year preceding the Annual General Meeting.
SHAREHOLDER’S MEETING
BOARD OF DIRECTORS
Audit
Commit tee
Compensation
Commit tee
Nomination
Commit tee
PRESIDENT AND CEO
GROUP MANAGEMENT TEAM
Risk Management
F inancial and Internal
Control
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.
Digia’s Annual General Meeting (AGM) convened on 20 March 2024.
Information about the AGM’s resolutions is available in the section
Annual General Meeting 2024 and on the company’s website (digia.
com/en/investors/governance/annual-general-meeting/agm-2024).
No Extraordinary General Meetings were held in 2024.
13
Board of Directors’ Report and financial statements 2024
Board of Directors’ Report
Consolidated
f inancial statements
Sustainability
statement
Notes to the consolidated
financial statements
Parent company’s
f inancial statements
Corporate governance
statement
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 organisation 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, Mart ti
Ala-Härkönen, 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 shareholders due to his holdings
in related parties.
The Board of Directors’ rules of procedure
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 maximising 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 f icient,
relevant and up-to-date information in a manner that serves the
company’s interests.
The Board of Directors’ rules of procedure cover the following tasks:
• Def ine 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.
• Def ine job descriptions for the Board’s Chair, members and Secretary
(the lat ter position is held by the General Counsel or, if absent, the
CEO).
• Def ine 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 9 times during the 2024 f iscal year, with
98 per cent at tendance.
Commit tees of the Board of Directors
During the 2024 f iscal 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 authorised 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 f inancial reporting, accounting methods,
sustainability statement, f inancial statements and any other f inancial
information 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 market conditions and
the requirements for ordinary operations.
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. The Audit Commit tee also supervises the company’s audit and
sustainability reporting assurance, and prepares a proposal for the choice
of the company’s auditor and sustainability reporting assurer. The Audit
Commit tee also reviews reports on notif ications received through the
Whistleblowing channel.
During the 2024 f iscal year, the Audit Commit tee consisted of Mart ti
Ala-Härkönen (Chair), Sant tu Elsinen and Henry Nieminen. The commit tee
convened 5 times during the f iscal year, with full at tendance.
Compensation Commit tee
Digia’s Compensation Commit tee is tasked with preparing and
monitoring remuneration policies for the company’s governing bodies
and management remuneration schemes in order to ensure that the
company’s targets are met, that decision-making is objective, and that
remuneration schemes are transparent and systematic.
In 2024, the Compensation Commit tee consisted of Outi Taivainen (Chair),
Robert Ingman and Sari Leppänen. The commit tee convened 5 times
during the f iscal year, with full at tendance.
Nomination Commit tee
The Nomination Commit tee prepares proposals for the Annual General
Meeting on (a) the number of members of the Board of Directors, (b)
14
Board of Directors’ Report and financial statements 2024
Board of Directors’ Report
Consolidated
f inancial statements
Sustainability
statement
Notes to the consolidated
financial statements
Parent company’s
f inancial statements
Corporate governance
statement
the members of the Board of Directors, (c) the remuneration for the
Chair, Vice Chair and members of the Board of Directors, and (d) the
remuneration for the Chair and members of the commit tees of the Board
of Directors.
During the 2024 f iscal year, the Nomination Commit tee consisted of
Sant tu Elsinen (Chair), Robert Ingman and Mart ti Ala-Härkönen. The
Nomination Commit tee convened 2 times during the f iscal year, with full
at tendance.
CEO
The company’s Chief Executive Of f icer is appointed by the Board of
Directors. 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 def ined by the F innish 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 authorised 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 Board of Directors approves the CEO’s service contract, which
contains a writ ten def inition of the key terms and conditions of the
CEO’s employment. Timo Levoranta has been President & CEO of Digia
Plc since 1 May 2016.
Group Management Team
The Group Management Team supports the President & CEO in the
routine management of the company. Under the authorisation of the
Board of Directors, the Compensation Commit tee approves the appoint-
ments 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 f inancial plans, sets their associated targets, and
The Members of Digia Plc’s Board of Directors in 2024
Member of the Board Born Gender Education Main occupation
Holding on
31 Dec 2024
Member
since
Mart ti Ala-Härkönen, Vice Chair 1965 male DSc (Econ), LicSc (Tech) Board professional 20,000 2016
Sant tu Elsinen 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 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 872 2018
Gender distribution of Board members by percentage: Women 33% and men 67%.
The at tendance of Board and Commit tee members at meetings in 2024
Board Meetings Audit Commit tee Compensation Commit tee Nomination Commit tee
Mart ti Ala-Härkönen 9/9 5/5 2/2
Sant tu Elsinen 8/9 5/5 2/2
Robert Ingman 9/9 5/5 2/2
Sari Leppänen 9/9 5/5
Henry Nieminen 9/9 5/5
Outi Taivainen 9/9 5/5
Management Team members on 31 Dec 2024
Name Born Gender Education Area of responsibility
Holding on
31 Dec 2024
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 4,571 2024
Tuomo Niemi 1962 male MSc (Tech), MSc (Econ) Senior Vice President, F inancial Platforms 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
Gender distribution of Management Team members by percentage: Women 20% and men 80%.
monitors their progress. It also prepares signif icant investments,
mergers 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.
15
Board of Directors’ Report and financial statements 2024
Board of Directors’ Report
Consolidated
f inancial statements
Sustainability
statement
Notes to the consolidated
financial statements
Parent company’s
f inancial statements
Corporate governance
statement
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.
Internal control and risk management
related to f inancial reporting
Control functions and control environment
The company has a f inance business partner function that reports to
the CFO and is tasked with ensuring the accuracy of monthly f inancial
reporting. The CFO reports on the f inancial performance of the
company and its divisions 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 f inancial statements. There are also writ ten
directives for completing the f inancial 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 f inancial administration unit prepares management’s
interim reports, consolidated interim reports and consolidated F inancial
Statements. This f inancial administration unit has centralised control
over the Group’s funding and asset management, and is in charge of
managing f inancial risks.
Internal control
Internal control helps to ensure the reliability of the Digia Group’s
f inancial reporting. Digia’s f inancial administration unit provides
guidance on f inancial 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 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
organisation 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 yet 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
f inancial management functions are able to handle internal auditing
tasks.
Risk Management
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 f inancial 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 prioritised according to an assessment scale that compares the
ef fects and mutual signif icance of risks. 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 centralised risk
management software. Risks are classif ied as strategic, f inancial,
operational and sustainability risks.
RISKS
RISK MANAGEMENT
OBJECTIVES
Strategic and f inancial objectives
Adequate assurance of risk
management coverage to achieve
Digia’s strategic and f inancial
objectives.
Board of directors
Digia’s risk management model
Strategic
F inancial
Operative
Sustainability
16
Board of Directors’ Report and financial statements 2024
Board of Directors’ Report
Consolidated
f inancial statements
Sustainability
statement
Notes to the consolidated
financial statements
Parent company’s
f inancial statements
Corporate governance
statement
Insider issues
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.
Insiders
Digia’s insiders are divided into:
1. permanent insiders, which include the CEO and members of Digia’s
Board of Directors and Management Team,
2. project-specif ic insiders, which include those who receive insider
information relating to a specif ic project due to their position or
tasks,
3. a list of those who receive f inancial information.
Permanent insiders are not listed in project-specif ic insider registers.
Management’s business transactions
Members of Digia’s Management and those in their close circle
must report all business transactions that involve Digia’s f inancial
instruments and are worth more than EUR 5,000 to both Digia and the
F inancial Supervisory Authority. The managerial positions covered by
this obligation are: the CEO, members of the Management Team, and
members of Digia’s Board of Directors.
Digia will issue a stock exchange release on all personal business
transactions 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 f inancial 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 f inancial
statement bulletins. Project-specif ic 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, and violation of Digia’s insider
guidelines. This channel seeks to promote compliance with good
governance in the company’s routine activities, and to prevent and
detect misconduct. It can be used to report market abuse and the
violation of operating principles, regulations and instructions, either
conf irmed or suspected.
Anyone can make an anonymous report using a form that 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 conf identially and professionally
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
def ined 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 classif ied as related parties, including
their grounds for being so classif ied.
It is executive management’s task to identify related parties and
related-party transactions before engaging in any business. The
business function and the legal counsel should together determine
whether related-party transactions form part of the company’s ordinary
business and whether they are subject to standard commercial terms
and conditions.
If an intended related-party transaction would be signif icant for Digia
and would either deviate from the company’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 F inancial Statements. The company has no signif icant
related-party transactions. Its related-party transactions are carried
out under normal market conditions and do not deviate from the
company’s ordinary business.
Auditor and auditor’s fees
Digia has one of f icial auditor, who must be a KHT auditor or KHT
audit f irm 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, Authorised Public Accountants, have been the company’s
auditors since 2022, with Authorised Public Accountant Terhi Mäkinen
as the chief auditor.
Auditor’s fees in 2024
EUR 1,000 2024
Ernst & Young
Audit 201
Other statutory duties 22
Tax counselling 4
Other services 36
Other
Audit 11
Other services 12
Total
286
17
Board of Directors’ Report and financial statements 2024
Board of Directors’ Report
Consolidated
f inancial statements
Sustainability
statement
Notes to the consolidated
financial statements
Parent company’s
f inancial statements
Corporate governance
statement
Board of Directors
Robert Ingman
Chair of the Board of Directors
b. 1961, MSc. (Tech.), MSc. (Econ.)
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 F inland.
Key work experience
CEO, Ingman Group (2000–)
CEO, SVP, Arla Ingman Ltd (2007–2011)
CEO, Ingman Foods Ltd (1997–2000)
CFO, Ingman Foods Ltd (1988–1997)
Chair of the Board of Directors
Ingman Group Ltd (2009–)
Et teplan Plc (2009, 2013–)
Qt Group Plc (2016–)
Ingman Development Ltd (2013–)
Ingman F inance Ltd (2009–)
Halti Ltd (2012–)
CRI Invest & Consulting Ltd (2014–)
M-Brain Ltd (2018–2019) and a Board Member (2011–2018)
Member of the Board
Evli Plc (2010–)
Evli Pankki Plc (2010–2022)
Massby Facility & Services Ltd (2012–2023)
Ingman Baltic Sea F inance Ltd (2015–)
PK Oliver Ltd (2013–)
Independent of the company.
Mart ti Ala-Härkönen
Vice Chair of the Board
b. 1965, DSc (Econ.), Lic.Sc. (Tech.)
Digia Board Member since 2016 and Vice Chair of the Board since 2023.
Chair of the Board’s Audit Commit tee and member of the Nomination
Commit tee.
A member of the Directors’ Institute of F inland.
Key work experience
CFO, EVP, Strategy and IT, Neste Corporation (2022–2024)
CFO, EVP, Caverion Corporation (2016–2022)
CFO, Cramo Plc (2006–2016)
SVP, F inance and Administration,WM-data Ltd (2004–2006)
CFO and Senior Vice President, Business Development, Novo Group Plc
(1998–2004)
Manager, Corporate F inance & F inance Manager, Postipankki Plc (1995–1998)
Chair of the Board of Directors
Martinez Renewables LLC, USA (2023–2024) and a Board Member (2022–2023)
Member of the Board
Purmo Group (2018–2021)
Pihlajalinna Ltd (2015–2016)
Member of the Supervisory Board
Ilmarinen Mutual Pension Insurance Company (2022–2024)
Independent of the company and its major shareholders.
Outi Taivainen
Member of the Board
b. 1968, MSc. (Econ.)
Digia Board member since 2018. Chair of the Board’s Compensation Commit tee.
Key work experience
HR Director, Aava Terveyspalvelut Ltd (2019–)
Executive Vice President, HR, OP Group (2015–2018)
Area HR Director, Central and North Europe, KONE Plc (2011–2015)
CEO, HR House (2008–2011)
Vice President, Human Resources, Nokia Plc (2001–2008)
Managerial positions, Nokia Plc (1998–2001)
Chair of the Board of Directors
OP Pension Fund (2015–2018)
Member of the Board
Helsinki Chamber of Commerce (2009–2011)
Henry ry (2006–2008)
F innish Enterprise Agencies (2006–2008)
Other positions of trust
Helsinki Chamber of Commerce, HR Commit tee member (2012–)
Independent of the company and its major shareholders.
18
Board of Directors’ Report and financial statements 2024
Board of Directors’ Report
Consolidated
f inancial statements
Sustainability
statement
Notes to the consolidated
financial statements
Parent company’s
f inancial statements
Corporate governance
statement
Sant tu Elsinen
Member of the Board
b. 1972, B.Sc.-level studies in economics
Digia Board member since 2018. Chair of the Board’s Nomination Commit tee and
a member of the Audit Commit tee.
A member of the Directors’ Institute of F inland.
Key work experience
Executive Vice President, Alma Marketplaces, Alma Media Plc (2024–)
Senior Vice President, Alma Consumer, Alma Media Oyj (2023–2024)
Senior Vice President, Chief Digital Of f icer, Alma Media Plc (2016–2023)
CEO, Winterfell Capital Ltd (2014–)
CEO, Quartal Ltd (2011–)
Director of Business Development, Talentum Plc (2012–2015)
Director of Business Development, Trainers’ House/Satama Interactive Plc
(2005–2012)
Creative Director, Business Development Director, Quartal Ltd (1997–2005)
Chair of the Board of Directors
Alma F inanssipalvelut Ltd (2023–)
Kotikokki.net Ltd (2023–2024)
Etua Ltd (2023–) and a Board Member (2018–)
F innish Authentication Cooperative (2021–2024)
Quartal Ltd (1997–)
Member of the Board
Alma Mediapartners Ltd (2017–2022)
Arena Interactive Ltd (2017–2020)
Media Industry Research Foundation of F inland (2016–2022)
Fondia Tools Ltd (2011–2012)
Other positions of trust
Digital and Population Data Services Agency, member of advisory board (2024–)
Chair of the management group, Mediapooli (2023–)
Chair of the technology working group, F innish Media Federation (2019–2023)
Independent of the company and its major shareholders.
Sari Leppänen
Member of the Board
b. 1969, PhD
Digia Board member since 2022. Member of the Board’s Compensation
Commit tee.
Key work experience
CTO and CIO, DNA Plc (2024–)
CIO, DNA Plc (2023–2024)
CIO, Aktia Bank (2021–2023)
CIO, 3 Step IT Group (2017–2021)
Various executive positions at Telia Group and TeliaSonera (2013–2017) and
Nokia (1995–2012).
Member of the Board
Koherent Ltd (2019–)
Fennia (2025–)
Other positions of trust
Member of the Advisory Board for ICT & Electronics Industry, VT t Technical
Research Centre of F inland (2016–2017)
Independent of the company and its major shareholders.
Henry Nieminen
Member of the Board
b. 1965, Msc. (Tech.), MBA
Digia Board member since 2023. Member of the Board’s Audit Commit tee.
A member of the Directors’ Institute F inland and Hallituspartnerit ry (a F innish
association of board professionals).
Key work experience
CEO, Insta Group Ltd (2016–2022)
CEO, Fujitsu F inland Ltd (2014–2016)
Various executive positions at CGI F inland, Logica and WM-data (2001–2014)
Chair of the Board of Directors
Dicode Ltd (2024–) and a Board Member (2023–)
Netox Ltd (2023–)
Leijona Instituut ti (2016–2022)
Fujitsu Estonia Ltd (2014–2016)
Isoworks Ltd (2014–2016)
Techno-Progress Ltd, Poland (2005–2009)
Member of the Board
Temet Group (2024–)
Comatec Mobility Ltd (2024–)
Tampereen Energia (2023–)
Elbit Systems F inland Ltd (2023–)
Millog Ltd (2016–2022)
Senop Ltd (2016–2022)
M-F iles Ltd (2012–2020)
Technology Industries of F inland (2019–2022)
Association of F innish Defence and Aerospace Industries AFDA (2016–2022)
Goodwork Ltd (2016–2022)
Mat tila Porvoo Ltd (2016–2022)
Tampere Chamber of Commerce and Industry (2018–2022)
Tietokoura Ltd (2010–2014)
Logica F inland Ltd (2008–2012)
Independent of the company and its major shareholders.
19
Board of Directors’ Report and financial statements 2024
Board of Directors’ Report
Consolidated
f inancial statements
Sustainability
statement
Notes to the consolidated
financial statements
Parent company’s
f inancial statements
Corporate governance
statement
Management team
Timo Levoranta
President & CEO
b. 1965, MSc. (Tech.), BSc. (Econ.)
President & CEO, and Group Management
Team Member since 1 May 2016.
Key work experience
Senior Vice President, Digia Plc (2016)
CEO, TDC Ltd F inland (2011–2015)
SVP, Sales & Marketing, Outokumpu Plc
(2008–2011)
Managerial positions, TeliaSonera Plc
(2002–2008)
Managerial positions, Sonera Plc
(1995–2002)
Various roles in the Consumer Mobile
Communication Division, Telecom F inland Ltd
(1991–1995)
Member of the Board
The F innish Olympic Commit tee Marketing
Ltd (2021–)
Technology Industries of F inland (2020–)
Levorannan Autoliike Ltd (2022–)
Kristiina Simola
CFO
b. 1965, MSc. (Econ.)
Digia Management Team member since
14 August 2017.
Key work experience
CFO, Digitalist Group Plc (2015–2017)
Deputy Managing Director and CFO, Mirasys
Ltd (2012–2015)
Senior Manager, F inance Transformation,
Deloit te F inland (2010–2012)
CFO, Prof it Software Ltd (2007–2010)
CFO, Foster Wheeler Energia Plc (2005–2007)
CFO, SysOpen Plc (2001–2005)
Mika Kervinen
General Counsel
b. 1968, LLM, Trained on the bench
Digia Management Team member since
1 May 2016.
Key work experience
Senior Legal Counsel, Fondia Ltd (2015–2016)
Director, Business Support, TDC F inland Ltd
(2012–2014)
Lawyer, Nokia Networks Ltd (2004–2012)
Lawyer, TeliaSonera Plc (1998–2004)
Lawyer, Kesko Corporation (1996–1998)
Pia Huhdanmäki
Senior Vice President,
HR, Culture & Sustainability
b. 1969, LLM
Digia Management Team member since
1 February 2018.
Key work experience
Leading Specialist (industrial policy &
lobbying), RadioMedia and F innish Media
Federation (2017–2018)
HR Director/CHRO, Sanoma Media F inland Ltd
(2012–2016)
Director – HR, legal and communications,
Sanoma News and Sanoma Entertainment Ltd
(2010–2011)
Director – HR, legal and communications,
Sanoma Entertainment Ltd (2007–2010)
Legal counsel and managerial positions,
Sanoma Group Plc (1996–2006)
Juhana Juppo
CTO and Senior Vice President,
Business Services
b. 1971, MSc. (Computer Science)
Digia Management Team member since
19 September 2016.
Key work experience
Director, Business Development, F inanssi-
Kontio Ltd (2013–2016)
Service Director, CGI F inland Ltd (2011–2013)
CTO, Capgemini F inland Ltd (2005–2011)
Systems Architect, IT Optimo/Itella Plc
(2003–2005)
VP, Development, Eigenvalue Ltd
(2000–2003)
Project Manager, Capgemini F inland Ltd
(1999–2000)
Project Manager, Nokia Networks Ltd
(1995–1999)
20
Board of Directors’ Report and financial statements 2024
Board of Directors’ Report
Consolidated
f inancial statements
Sustainability
statement
Notes to the consolidated
financial statements
Parent company’s
f inancial statements
Corporate governance
statement
Tuomo Niemi
Senior Vice President,
F inancial Platforms, M&A and IT
Tapani Ojaluoma
Senior Vice President,
Business Platforms
Sami Paihonen
Senior Vice President,
Digital Solutions
Pasi Ropponen
Senior Vice President,
Sales and Marketing
Janne Tuominen
Senior Vice President,
Managed Solutions
b. 1962, MSc. (Tech.), MSc. (Econ.)
Digia Management Team member since
1 June 2017.
Key work experience
Managing Director, Accenture Ltd
(2003–2017)
Leading Consultant, Accenture Ltd
(1996–2003)
Managerial positions in IT management, ICL
Personal Systems (1992–1996)
Consultant, Andersen Consulting Ltd
(1989–1991)
Product Manager, Nokia Data Ltd (1988–1989)
b. 1971, MSc. (Computer Science)
Digia Management Team member since
2 April 2024.
Key work experience
Senior Vice President, IP Solutions, CGI
F inland Ltd (2022–2024)
Managing Director, F inanssi-Kontio Ltd
(2018–2022)
Sector Vice President, Manufacturing and
Retail, CGI F inland Ltd (2015–2018)
Managerial positions in business and sales
management, CGI F inland Ltd (2012–2015)
Managerial positions in business and sales
management, Logica F inland Ltd (2009–2012)
Managerial positions, Accenture F inland Ltd
(2001–2009)
Expert and managerial positions,
TeliaSonera’s predecessors (1993–2001)
b. 1974, MSc. (Tech.)
Digia Management Team member since
18 October 2021.
Key work experience
CTO, Savox Communications (2018–2021)
Senior Adviser, Savox Ventures (2018–2019)
Management positions (2010–2018) & CEO
(2015–2017), Digitalist Group
Director, Design Strategy, Samsung
(2008–2010)
Design-related management positions, Nokia
(1998–2008)
Member of the Board
MindEye Ltd (2021–)
Oulun Kärpät Ltd (2023–)
b. 1973, Bachelor of Business Administration
Digia Management Team member since
11 April 2022.
Key work experience
Acting CEO and various management
positions in sales and business management,
Siili Solutions (2012–2022)
Sales management and consultancy
positions, Trainers’ House (2006–2012)
Member of the Board
HY+ Ltd (2020–)
b. 1978, MSc. (Tech.)
Digia Management Team member since
29 March 2021.
Key work experience
Business Unit Leader, CGI F inland Ltd
(2018–2021)
Managing Director, F inanssi-Kontio Ltd
(2014–2018)
Director, Application Management, F inanssi-
Kontio Ltd (2013–2014)
Client Director, Logica Suomi Ltd (2010–2013)
Business Manager, Logica Suomi Ltd
(2008–2010)
Member of the Board
Helsingfors Simsällskap (2022–)
21
Board of Directors’ Report and financial statements 2024
Board of Directors’ Report
Consolidated
f inancial statements
Sustainability
statement
Notes to the consolidated
financial statements
Parent company’s
f inancial statements
Corporate governance
statement
Basis for preparation
General basis for preparation of
sustainability statements (BP-1)
This Digia Plc Sustainability Statement has been prepared in
accordance with the requirements of the EU
Corporate Sustainability
Reporting Directive
(CSRD). The information contained in the
Sustainability Statement covers the same period as the company’s
f inancial indicators (1 January–31 December 2024), 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-specif ic sections.
As part of its double materiality assessment,
(double materiality has
the same meaning as the term double materiality in the ESRS standards
and the term two-way information in the Accounting Act)
Digia has
analysed those sustainability themes that are most material to the
company’s business, taking the entire value chain into account. Based
on this assessment, the Sustainability Statement 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.
Disclosures in relation to specif ic circumstances (BP-2)
Digia has been awarded an ISO 9001 quality certif icate, which covers
Digia F inland Ltd and the Group’s shared services. Digia has also been
awarded an ISO 27001 security certif icate, which covers some of Digia’s
business areas and locations.
In both its double materiality assessment and the identif ication of
risks and opportunities, Digia has used the short-term (one year),
medium-term (1–5 years) and long-term (more than f ive years) def ini-
tions 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
Sustainability Statement 2024
General Disclosures
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 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 signif icant 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 increase its use of direct sources
through improved supplier management.
Changes in preparation or presentation of sustainability
information and reporting errors in prior periods
Digia has retrospectively ref ined some of the emission factors used
in the calculation of its 2023 carbon footprint, and has also expanded
its 2023 carbon footprint calculation to bet ter cover the Group’s most
material emissions in order to provide a reliable comparison year. These
corrections and expansions apply to Scope 3 emissions. A comparison
of the changes is shown in the table below.
2023 original
2023
corrected
Total Gross indirect (Scope 3) GHG emissions
(tCO
2
eq) 3,527.2 6,078.8
1 Purchased goods and services 1,571.6 4,047.0
Cloud computing and data centre services 199.3 42.7
2 Capital goods 362.9 423.9
5 Waste generated in operations 7.5 22.7
Incorporation by reference
A list of reported disclosure requirements and references to other
content can be found on pages 63–65 of this statement.
23
Board of Directors’ Report and financial statements 2024
Board of Directors’ Report
Corporate governance
statement
Consolidated
f inancial statements
Notes to the consolidated
financial statements
Parent company’s
f inancial statements
Sustainability
statement
Governance
The role of the administrative, management
and supervisory bodies (GOV-1)
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 organisation 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 def ined 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 f icient expertise in the
following areas in particular:
• the company’s f ield of business
• managing a company of similar size
• the nature of a listed company’s business operations
• management accounting
• risk management
• corporate sustainability statement
• 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.
67%
33%
Gender distribution of Board of Directors 2024
per cent
Men (4)
Women (2)
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. Of the current members of the
Board, Mart ti Ala-Härkönen, 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 shareholders
due to his holdings in related parties.
During the 2024 reporting year, Digia’s Board of Directors had three (3)
commit tees: the Audit Commit tee, the Compensation Commit tee, and
the Nomination Commit tee. It is the Audit Commit tee’s role to monitor
impacts and risks. These commit tees do not hold powers of decision
or execution unless separately authorised 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.
The purpose of the Audit Commit tee is to assist the Board of Directors
in ensuring that the company’s f inancial reporting, accounting
methods, sustainability statement, f inancial statements and any other
f inancial information 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 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.
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. The Audit Commit tee also supervises the
company’s audit and prepares a proposal for the choice of auditor.
It also reviews reports on notif ications received through the
Whistleblowing channel.
In 2024, the Audit Commit tee consisted of Mart ti Ala-Härkönen (Chair),
Sant tu Elsinen and Henry Nieminen.
CEO and the Management Team
The company’s Chief Executive Of f icer is appointed by the Board of
Directors. The CEO is in charge of Digia’s business operations and
80%
20%
Gender distribution of Management Team 2024
per cent
Men (8)
Women (2)
administration in accordance with the instructions and regulations
issued by the Board of Directors, and as def ined by the F innish 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, CTO and HR Director, as well as 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.
24
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Corporate governance
statement
Consolidated
f inancial statements
Notes to the consolidated
financial statements
Parent company’s
f inancial statements
Sustainability
statement
Under the authorisation of the Board of Directors, the Remuneration
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. There were no
employees or employee representatives in Digia’s Management Team
during the 2024 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 opportunities associated with the
company’s sustainability, as well as the company’s progress towards
its sustainability targets and its sustainability-related projects. These
reviews ensure that Digia’s management has up-to-date information
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 2024
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 specif ic other controls or procedures in place.
Information provided to and sustainability mat ters
addressed by the undertaking’s administrative,
management and supervisory bodies (GOV-2)
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 sustain-
ability 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 f ive of its meetings in 2024. 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 2024, the following sustainability-related material risks, impacts
and opportunities were reviewed at meetings of the Board of Directors
and its Commit tees:
Impacts
• Trends in Digia’s CO
2
emission targets and measures to achieve
them.
• Value chain emissions: the accuracy of Scope 3 data and a
development plan.
• The competencies and resources required to meet stakeholder
requirements and carry out actions arising from sustainability
regulation.
• An overview of challenges facing the workplace community and any
necessary development measures (mental health, equal treatment).
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
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Board of Directors’ Report
Corporate governance
statement
Consolidated
f inancial statements
Notes to the consolidated
financial statements
Parent company’s
f inancial statements
Sustainability
statement
Risks
• Information security risks and measures.
• Risks arising from rapid growth in AI usage: the publication of an AI
policy.
• Risks associated with new regulations (such as NIS2 and CSRD).
• The adequacy of human resources: current status, personnel
competence and turnover.
• The current status and development of risk management.
Opportunities
• Feedback on customer satisfaction (NPS) concerning Digia’s status
as a trusted partner, and a survey of customer needs with regard to
sustainability themes.
• New customer and business development needs that have arisen
through increased regulation.
• Digia’s at tractiveness as an employer: current resources and the
company’s ability to provide meaningful work that leads to personal
development.
CEO and the Management Team
The CEO is responsible for implementing sustainability measures
and reaching sustainability targets within the company. Within the
Management Team, it is the Senior Vice President of HR, Culture and
Sustainability who is responsible for the routine management of
sustainability issues.
In 2024, 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 identif ied risks or opportu-
nities and their impacts on Digia’s operations. The steering group met
seven times in 2024.
Integration of sustainability-related performance
in incentive schemes (GOV-3)
The remuneration of Digia’s governing bodies is based on
Digia Plc’s Remuneration Policy for Governing Bodies, on which
shareholders made an advisory decision at the Annual General
Meeting on 20 March 2024. This Remuneration Policy will be
applicable until the 2028 Annual General Meeting, and is available
on Digia’s website at: ht tps://digia.com/en/investors/governance/
statement-on-digia-management-emoluments.
The 2024 Remuneration Report provides an overview of the compen-
sation paid to Digia’s Board of Directors and CEO in 2024. It also
gives a summary of the remuneration paid by Digia in relation to its
performance in 2020–24, as well as an explanation of the share-based
incentive scheme for 2023–25 and the short-term target bonus
scheme for the 2024 f inancial year.
In May 2023, Digia Plc’s Board of Directors decided to establish a new
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 2024, the earnings criteria for the short-term target bonus scheme
were based on the company’s net sales (weighting 45%), EBITA
operating prof it (weighting 45%) and sustainability target (weighting
10%). The targets are set for the calendar year. The target bonus
scheme covers Digia’s CEO and Management Team, and is approved by
Digia’s Board of Directors.
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%).
Statement on due diligence (GOV-4)
Key elements of the due diligence
process
Sections of the Sustainability
Statement
a) Embedding due diligence in
governance, strategy and business
model
ESRS 2: GOV-1, GOV-2, SBM-1, SBM-3,
MDR-P; ESRS: G1-1
b) Engaging with af fected
stakeholders in all key steps of the
due diligence
ESRS 2: SBM-2, IRO-1, MDR-P; ESRS:
E1-2; ESRS: S1-2, S2-2, S4-2; ESRS:
G1-2
c) Identifying and assessing adverse
impacts
ESRS 2: IRO-1, SBM-3; ESRS: G1-3
d) Taking actions to address those
adverse impacts
ESRS 2: MDR-A; ESRS: E1-3, E5-2;
ESRS: S1-1, S1-3, S1-4, S2-1, S2-3,
S2-4, S4-1, S4-3,S4-4
e) Tracking the ef fectiveness of
these ef forts and communicating
ESRS 2: MDR-M, MDR-T; ESRS: E1-4,
E5-3; ESRS: S1-5, S1-13, S1-14, S1-15,
S1-16, S1-17, S2-5, S4-5; ESRS: G1-4
Risk management and internal controls over
sustainability reporting (GOV-5)
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 f inancial 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 prioritises risks
according to an assessment scale that compares the impacts and
mutual signif icance 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 centralised risk management
software. Risks are classif ied as strategic, f inancial, operational and
sustainability risks.
The current risk assessment model is based on the COSO model and
the applicable sections of ISO 31000. Risks are prioritised on the basis
of their consequences, f inancial impact and probability.
Digia’s identif ied sustainability risks consist of environmental, social and
governance risks. Of f ice work poses a rather low risk of environmental
damage. The potential risks related to social responsibility that are
26
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Board of Directors’ Report
Corporate governance
statement
Consolidated
f inancial statements
Notes to the consolidated
financial statements
Parent company’s
f inancial statements
Sustainability
statement
monitored include experiences of overwork, occupational wellbeing,
discrimination and unequal treatment. The monitoring of procure-
ments, in turn, involves potential human rights risks such as the use of
forced labour in the manufacture of equipment and the sourcing of raw
materials. Administrative risks primarily concern the company’s legal
compliance and ethical operations. Both the risks and their mitigation
strategies are covered in the topic-specif ic sections.
Digia will update its double materiality assessment at least once per
strategy period, or when signif icant changes occur in the company’s
business. At the same time, the company will also review the need for
any changes in the management of sustainability risks.
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.
The Audit Commit tee of the Board of Directors is responsible for
supervising the implementation of risk management and assessing
its ef fectiveness. Monitoring focuses on risks of material signif icance
to the company that are classif ied as high risk. The Audit Commit tee
receives an overview of risk management, which consists of a
breakdown of the most signif icant 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 signif icant risks and measures used to manage them, and the
monitoring of objectives, including the specif ied 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.
Stakeholder expectations and demand:
• Customers
• Employees
• Investors
• Technology partners
• Subcontractors and other suppliers
Intangible and tangible resources:
• Human resources
• Subcontracting
• Infrastucture, devices, services, used
energy, other purchases
Output:
• Digital solutions
Impact:
• Customers and end-users: Customer benef it
and experience
• Employees and subcontractors: Well-being,
diverse and competent personnel and network
• Technology partners: Added value and
growth of ecosystem
• Investors: Capital appreciation and responsible
investment target
• Society: A more sustainable digital society
• Environment: Environmental impact
management
BUSINESS MODEL
• Service and maintenance
business, Project business
• Specialised service areas
• Competense and continuous
development of our employees
Strategy
Cultural principles
Strategy
Strategy, business model and value chain (SBM-1)
Digia provides its customers with extensive solution packages and the
expertise of specialised service areas to meet their individual needs.
Digia combines technological possibilities and human capabilities to
build smarter businesses and societies – and a sustainable future.
Digia reports its business in one segment as per IFRS 8. In the F inancial
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.
Sustainability-related projects are not, however, itemised in these
reports. More information about reporting segments and net sales
distribution is provided in the F inancial Statements under
Section
3
F inancial development.
There have been no signif icant changes in net
sales structure during the reporting period.
Digia’s main market is F inland, and the company also provide solutions
internationally. In addition to F inland, Digia operates in Sweden and
the Netherlands. The Digia Group has three subsidiaries in F inland, six
in Sweden, one in Denmark and one in the Netherlands. The Danish
subsidiary and one of the Swedish subsidiaries do not have any
employees.
The company serves a broad range of customers from both the private
and public sectors. There have been no signif icant changes in the
company’s market areas or customer groups during the reporting
period.
The number of Digia employees by geographical region has been
reported in this Sustainability Statement: 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 Statement.
Digia’s value chain
OUTPUTS AND IMPACTS
INPUT
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Board of Directors’ Report
Corporate governance
statement
Consolidated
f inancial statements
Notes to the consolidated
financial statements
Parent company’s
f inancial statements
Sustainability
statement
Interests and views of stakeholders (SBM-2)
Digia’s most important stakeholders are customers, personnel,
investors, educational institutions, technology partners, subcon-
tractors, organisations and communities. When identifying the material
aspects of responsibility for each stakeholder, Digia has taken into
account the most signif icant economic, social and environmental
impacts of its operations and services, as well as other signif icant
trends af fecting the ICT sector. 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.
Both investors and customers have become increasingly active in areas
relating to sustainable development. 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
prioritising actions that will support both the company’s own business
and its collaboration with stakeholders.
Management engages in continuous dialogue with customers and
other stakeholders through regular discussions, meetings, and by
fostering partnerships via various 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.
Alongside, there is an overview of Digia’s key stakeholders and stake-
holder 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
Listening to customers 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 f iciency 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 codetermination activities and health and safety
organisations
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
Educational
institutions
Close cooperation, particularly with educational institutions in the ICT
sector
Cooperation on training (including retraining and qualif ication upgrades),
internships, excursions
Student theses
Participating in events and other activities
Sharing expertise to promote the digitalisation of society
Increasing competence at Digia through research activities
Strengthening Digia’s employer image and at tracting future talent
Technology
partners
Active participation in technology partners’ programmes, training and
events
Collaboration programmes
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
Organisations
and
communities
Active cooperation with selected partners
Data collection
Participation in training and collaboration programmes
Collecting reliable and up-to-date information
Competence development and sharing best practices
Building sustainable partnerships that will help Digia to achieve
common goals and create new opportunities
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Board of Directors’ Report and financial statements 2024
Board of Directors’ Report
Corporate governance
statement
Consolidated
f inancial statements
Notes to the consolidated
financial statements
Parent company’s
f inancial statements
Sustainability
statement
Material impacts, risks and opportunities and their
interaction with strategy and business model (SBM-3)
Six out of the ten sustainability themes mentioned in the directive also
emerged as material themes in Digia’s double materiality assessment:
climate change, resource use and circular economy, own workforce,
workers in the value chain, consumers and end-users, and business
conduct.
During the current reporting period, Digia did not identify any signif icant
f inancial impacts relating to material risks or opportunities. There were
no changes in the most signif icant impacts, risks or opportunities in
comparison to the previous reporting period. When Digia’s f inancial
risks are taken into consideration, no signif icant changes in the
company’s f inancial performance, cash f lows or f inancial position have
been observed, and none are expected in the short term. Digia has
no planned investments or divestments associated with the afore-
mentioned. Customer demand and needs determine the realization of
economic opportunities and the resulting environmental impacts in the
short, medium, and long term.
Digia has not identif ied 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-specif ic sections.
The following table describes Digia’s most signif icant impacts, risks and
opportunities on the basis of the double materiality assessment:
Materiality matrix
Business conduct
Climate change
Resource use and
circular economy
Workers in the value chain
Consumers and
end-users
Own workforce
Impact materiality
F inancial materiality
Minimal
(1)
Informative (2) Important
(3)
Signif icant
(4)
Critical
(5)
Minimal
(1)
Informative (2) Important
(3)
Signif icant
(4)
Critical
(5)
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Corporate governance
statement
Consolidated
f inancial statements
Notes to the consolidated
financial statements
Parent company’s
f inancial statements
Sustainability
statement
Topic Value chain Pos/Neg impact or risk/opportunity Time frame Grounds
E1 Climate change mitigation Upstream, own operations and
downstream
Positive and negative impacts, and a
business opportunity
Short, medium and long Digia’s own operations and procurement generate emissions. However, Digia can
signif icantly improve its customers’ energy and carbon dioxide ef f iciency through a
variety of IT solutions, which will play a key role in reducing our society’s emissions.
E1 Energy Upstream, own operations and
downstream
Negative impacts and a business opportunity Short, medium and long The highest emissions from Digia’s operations and value chain arise from energy
consumption. Digia provides IT solutions that help its customers to improve their own
energy ef f iciency. On the other hand, the data used in these IT solutions consumes
energy and generates emissions.
E5 Resource use and circular economy Downstream A business opportunity Medium and long Customers need to reduce their resource usage, and the green transition will create
business opportunities for solutions that harness green coding and the circular
economy.
S1 Working conditions Own operations Positive and negative impacts, and a
business risk
Short and medium Digia is heavily dependent on its experts, which underlines the importance of
employee wellbeing, workload management and f lexible working hours.
S1 Equal opportunities and
opportunities for all
Own operations Positive and negative impacts, and a
business risk
Short, medium and long A diverse and continually evolving range of talented, permanent employees is a
prerequisite for business development and has a positive impact on customers.
S2 Working conditions Upstream Negative impacts, and both a business
opportunity and risk
Short and medium The Digia Hub subcontracting network is an integral part of Digia’s operating model.
As subcontractors are not directly employed by the company, Digia may not always
receive accurate information about their working conditions. Some of Digia’s
subcontractors also operate all across Europe.
S4 Privacy Downstream Positive and negative impacts, and a
business risk
Short, medium and long Digia’s security policies follow ISO 27001 operating principles, and some of its
businesses and locations are ISO 27001 certif ied. However, data protection and
security risks may still be realised. The company promotes responsible data use
through e.g. data protection and security assessments, personnel training, and
cybersecurity analyses.
S4 Data security Downstream Negative impacts, and both a business risk
and opportunity
Short, medium and long Data security and GDPR-compliant data protection must be kept at a very high level,
as data security breaches pose major risks for Digia.
S4 Social inclusion Downstream Positive and negative impacts, and a
business opportunity
Short, medium and long User-friendly services and accessibility are two cornerstones in the planning
of Digia’s platforms and solutions, particularly in public-sector projects. Similar
requirements are also expected to increase in the private sector. 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 create digital stress for users and af fect
their personal health.
G1 Business conduct Upstream, own operations and
downstream
Negative impacts, and both a business risk
and opportunity
Short, medium and long Digia operates in regions in which negative impacts on business practices are
comparatively low on a global scale. The company is considered to be a reliable
business partner. Fulf illing regulatory requirements can be a potential risk factor and
requires investments. However, sustainability and reliability can also constitute a
competitive edge and generate new business opportunities.
30
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Corporate governance
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Consolidated
f inancial statements
Notes to the consolidated
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Parent company’s
f inancial statements
Sustainability
statement
Managing impacts, risks and opportunities
Description of the processes to identify and assess
material impacts, risks and opportunities (IRO-1)
Digia conducted its double materiality assessment in 2023, and
ref ined it in 2024 with regard to material sustainability impacts. The
assessment identif ied the most signif icant sustainability themes for
Digia’s business, taking the entire value chain into account. It covered
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 assessment was based on the EU Sustainability
Reporting Directive
(CSRD)
and the European Sustainability Reporting
Standards
(ESRS)
. It determined the themes on which Digia’s business
has signif icant positive and/or negative impacts and the themes that
create the most signif icant business risks and/or opportunities for
Digia. The assessment was carried out in collaboration with an expert
partner.
The list of sustainability issues covered in the ESRS Application
Requirements
(ESRS 1 AR 16)
was utilised both in the assessment
and to draw up an initial list of material topics. The process utilised
existing data on Digia’s sustainability themes, as well as plans and
external sources of information about typical sustainability themes
within the sector. This stakeholder-related background material
included customer interviews, online customer surveys, a reputation
survey and an employer image survey. The company was able to use
this preliminary list to form hypotheses on potentially material topics.
These hypotheses served as the basis for a more accurate impact
assessment that identif ied Digia’s actual and potential impacts. The
assessment was performed separately for impacts and f inancial
materiality.
Impacts were assessed on the basis of a scoring system in which each
topic was individually assessed in terms of its scale, scope, remediation
and probability. Risks, dependencies and opportunities were scored
on the basis of their f inancial signif icance and probability. All topics
were analysed from the perspective of their impacts and f inancial
signif icance, with particular at tention being paid to the relationships
between them. As part of the assessment, Digia considered which
section of the value chain has the greatest impact and over what time
frame. The value chain was separated into upstream and downstream,
and Digia’s own operations. The time frame was divided into short-,
medium- and long-term. Probability was assessed on a scale of one to
f ive. Some of Digia’s internal experts also took part in the assessment,
for example, via interviews and workshops. Digia’s Management Team
was also actively involved throughout the assessment process, and
the Board of Directors’ Audit Commit tee discussed topic def initions.
Surveys and interviews were used to take external stakeholders’ views
into consideration. A f inancial institution was also interviewed to gain
insights into its views on important sustainability themes.
Digia’s double materiality assessment was carried out at a sub-theme
level. At sub-sub-theme level, topics were aggregated when they were
of a similar nature, had impacts on the same stakeholders, or received
the same score. In S1 categories, for example, aggregations were made
for impacts on the company’s own workforce. Prioritisation assessed
the probability and scope of impacts, risks or opportunities. During
the assessment, Digia noted that the material impacts of upstream
operations only cover direct suppliers, while downstream operations
include customers and solution end-users.
Topics with a score above a predetermined threshold were def ined as
material. This threshold was def ined as topics with a score of moderate
or higher. On this basis, there are a total of ten material topics, which
can be found in section
SBM-3
of this Sustainability Statement. On the
basis of preparatory work carried out by the Management Team, the
Audit Commit tee assessment.
Digia reviews its materiality assessment at least once per strategy
period and, if necessary, also at more frequent intervals if there are
signif icant changes in the company’s operating environment or
business. Digia’s current strategy period covers the calendar years
2023–2025, and the process has not changed during this time. The
company will also monitor changes in legislation and market practices
in case any updates are required.
The management of sustainability risks is an integral part of Digia’s
risk management process and management model. The key themes
identif ied in the double materiality assessment have been included in
current risk management and are handled in accordance with normal
risk management processes. 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 prioritised as part of the
annual calendar. Sustainability and a sustainable business model are
key elements in Digia’s strategy and approach. Digia revises its strategy
and priorities for each strategy period, and thereby also the impacts
and opportunities associated with sustainability topics.
Disclosure requirements in ESRS covered by the
undertaking’s sustainability statement (IRO-2)
A list of reported disclosure requirements and a list of data points
based on other EU legislation are presented on pages 66–68 of this
Sustainability Statement. 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.
Policies adopted to manage material
sustainability mat ters (MDR-P)
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-specif ic sections.
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f inancial statements
Notes to the consolidated
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Parent company’s
f inancial statements
Sustainability
statement
Topic-specif ic standard Key public principles and policies Key internal principles and policies
E1 Climate change Environmental policy
Code of Conduct and Supplier Code of Conduct
Sustainable Supplier programme
E5 Resource use and
circular economy
Environmental policy
Code of Conduct
Circular economy practices: lease and purchase of IT equipment,
lease and purchase of f ixtures
Green Code Manual
S1 Own workforce Code of Conduct
Human rights commitment
Cultural principles
Equality and non-discrimination plan
Early intervention model
Salary and remuneration manual
Guidelines on inappropriate behaviour
Hybrid work model
Leadership principles
S2 Workers in the value
chain
Supplier Code of Conduct
Human rights commitment
Sustainable Supplier programme
S4 Consumers and
end-users
Code of Conduct
Ethical principles for using artif icial intelligence
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
Cultural principles
Corporate Governance Guidance
Metrics and objectives
Actions and resources in relation to material
sustainability mat ters (MDR-A)
Actions and resources related to material sustainability mat ters are
described in more detail in the topic-specif ic sections.
Metrics in relation to material sustainability mat ters (MDR-M)
A list of the reported disclosure requirements can be found on pages
63–65 of this Sustainability Statement. More detailed information about
metrics for material sustainability topics can be found in the topic-specif ic
sections.
Tracking ef fectiveness of policies and
actions through targets (MDR-T)
Digia’s sustainable business model and responsible way of working are
integral to the company’s strategy and instrumental to its business
success. Digia updated its sustainability programme and objectives for the
2023–2025 strategy period.
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 ICT sector and business environment, the impacts
of the company’s operations, and the objectives of the UN’s Sustainable
Development Goals and Global Compact.
The main focus areas of Digia’s corporate responsibility have not changed
during the current strategy period, and the company considers the green
transition and the solving of sustainability challenges to be business
opportunities. Digital solutions have the potential to signif icantly
contribute to solving sustainability challenges in other f ields of business.
During the strategy period, Digia is ambitiously seeking to do even bet ter in
all subareas of responsibility (E, S and G).
Digia develops targets and their monitoring in collaboration with its subsid-
iaries, aiming for a unif ied monitoring model for the entire Group, which is
particularly important for the company growing through acquisitions.
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 def initions are discussed in more detail in the topic-specif ic
sections.
32
Board of Directors’ Report and financial statements 2024
Board of Directors’ Report
Corporate governance
statement
Consolidated
f inancial statements
Notes to the consolidated
financial statements
Parent company’s
f inancial statements
Sustainability
statement
Sustainability objectives for Digia’s 2023–2025 strategy period
Topic Objective Key indicator Target level, 2025 2023
1)
2024
Location in
Sustainability
Statement
Environment (E) We are reducing our carbon footprint CO
2
emissions from the entire value chain 60% reduction in CO
2
emissions compared to 2019 –36%
2)
–40%
2)
41–42
People (S) Healthy, diverse and skilled personnel Employee Net Promoter Score (eNPS) eNPS +35% compared to 2022 +25%
3)
+60%
3)
52
Increased diversity at a number of organisational levels Proportion of women in executive roles 25% 16% 16% 52–53
Digia leaves a responsible mental footprint Absences related to mental health Fewer than 1.0 days of absence per person per year 1.3 1.3 53
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 54% 52% 53
Reliable partner
(G)
A visionary, reliable and secure partner Net Promoter Score (NPS) NPS +25% compared to 2022 +23%
3)
+18%
3)
60
Entire organisation has adopted ethical ways of working Percentage of employees who have completed annual Code of
Conduct training
90% of Digia employees had completed annual Code of
Conduct training
84%
4)
84%
4)
62
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
80% 89% 57
Safe partner Percentage of employees who have completed annual security
training
90% of Digia employees had completed security training 95%
3)
94%
3)
60
1)
2023 data has not been verif ied
2)
Digia’s emissions reduction plan and target have been drafted on the basis of the situation and scope def ined in 2019.
3)
F innish companies
4)
The f igure does not include Top of Minds
33
Board of Directors’ Report and financial statements 2024
Board of Directors’ Report
Corporate governance
statement
Consolidated
f inancial statements
Notes to the consolidated
financial statements
Parent company’s
f inancial statements
Sustainability
statement
EU Taxonomy
The European Green Deal is a European growth strategy aimed at
improving the health and wellbeing of all citizens, making Europe
climate-neutral by 2050, and protecting, conserving and enhancing
the EU’s natural capital and biodiversity. The Taxonomy Regulation (EU
2020/852) seeks to def ine standardised, science-based assessment
criteria for environmentally sustainable economic activities. Advances
in digitalisation, technology and energy ef f iciency will play a major
role in achieving this goal. The information and communication
sector is constantly growing – and so, too, is its share of greenhouse
gas emissions. At the same time, information and communications
technology has the potential to contribute to the mitigation of climate
change and reduce greenhouse gas emissions in other sectors, such
as by providing solutions to facilitate decision-making and thereby
enable the reduction of greenhouse gas emissions or other positive
actions to mitigate climate change and its impacts.
Taxonomy eligibility in 2024
Digia’s f ield of business is to develop IT solutions and engage in
related projects, maintenance and consulting. Digia has identif ied
taxonomy-eligible activities on the basis of technical descriptions. With
regard to climate change mitigation, Digia’s operations are categorised
as Activity 8.2 (
Data-driven solutions for GHG emissions reductions
)
and Activity 8.1 (
Data processing, hosting and related activities
). In
addition, the activities fall under category 4.1 (“Provision of data-driven
IT/OT solutions and software”) in relation to the transition to a circular
economy, as well as under category 4.1 (“Provision of data-driven IT/
OT solutions and software”) concerning the sustainable use and
protection of water and marine resources. Digia’s activities also
contribute to activity 8.4 (“Software enabling the management of
physical climate risks and adaptation to them”).
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
). However, for projects implemented in 2024,
Digia does not report net sales for category 8.2.
Digia’s assessment did not identify any taxonomy-eligible activities for
other environmental objectives.
Taxonomy-alignment in 2024
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 verif ied that suppliers met
the technical criteria and there was no signif icant harm done to other
climate targets
(Does Not Signif icant 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 datacentres used by Digia
have signed the Climate Neutral Data Centre 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 Centre Energy
Ef f iciency”. The datacentres 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)
were assessed on a project-
by-project basis. The substantial contribution criteria were met if the
project resulted in a solution that enabled a signif icant and demon-
strable reduction in the customer’s GHG emissions and there was no
alternative solution or technology on the market. Digia does not report
taxonomy-eligible net sales for Activity 8.2 due to its annual variability.
DNSH criteria apply to both activities. For climate change adaptation,
they were assessed using a climate risk and vulnerability assessment
with an assumed life span of more than ten years. This risk and
vulnerability assessment included an assessment of the economic
impacts of physical climate risks and an adaptation plan for signif icant
risks. The risk assessments were based on a report by the IPCC AR
(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 signif icant risks were identif ied
for either activity. The DNSH criteria for the transition to a circular
economy were analysed by ensuring that datacentre equipment and its
Environment
ESG
34
Board of Directors’ Report and financial statements 2024
Board of Directors’ Report
Corporate governance
statement
Consolidated
f inancial statements
Notes to the consolidated
financial statements
Parent company’s
f inancial statements
Sustainability
statement
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 verif ied by proving that, on the basis of the datacentre’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 verif ied
compliance with ethical guidelines and OECD, UN and ILO guidelines.
This verif ication 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.
Due to the nature of its business operations, Digia estimates that the
size of its taxonomy-aligned operations may vary signif icantly from year
to year due to reasons such as variations in the demand for climate
change-related, customer-specif ic solutions and changes in the
supply chain.
Turnover KPI
The denominator of the turnover KPI (the key performance indicator
for net sales) covers Digia’s total turnover, which is recognised in line
with IFRS 15 (Note 3.2 to the F inancial 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 classif ied under taxonomy Activity 8.1 based on
analyses. Turnover from Activity 8.1 (
Data processing, hosting and
related activities
) amounts to EUR 51,6 million which is 25,10 per cent
of total turnover, comprising the taxonomy-aligned turnover. The key
f igure related to revenue is extracted on an accrual basis, and each
transaction has only one taxonomy classif ication, which eliminates the
risk of double counting.
OpEx KPI
The denominator of the OpEx KPI (key performance indicator for
operational expenses) includes direct non-capitalised 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.
The relevant cost items for Digia in the denominator can be found
in Note 3.7 to the F inancial Statements. These cost items are of the
nature of research and development expenses, amounting to EUR 3.8
million (EUR 4.8 million) for the year 2024.
With the new guidelines, Digia also ref ined its calculation method for
this year. Due to the nature of the business and results of the review,
it is noted that the company has not identif ied taxonomy-aligned or
taxonomy-eligible operational expenses for the indicator.
CapEx KPI
The denominator of the CapEx KPI (key performance indicator for gross
capital expenditure) covers increases in tangible and intangible assets
during the f iscal year before depreciation, amortisation and revaluation.
These details can be found in Notes 7.1 and 7.2 to the F inancial
Statements. The denominator also covers increases in right-of-use
asset items in leases under IFRS 16, which are detailed in Note 7.4 to the
F inancial Statements.
Taxonomy-aligned capital expenditure in the reporting
year, MEUR 0.5
of which intangible assets 0
of which property, plant and equipment 0
of which leased assets 0.5
With the new guidelines, Digia reviewed its calculation method related
to capital expenditures. The key f igure for capital expenditures covers
the share of electric vehicles in right-of-use assets. This f igure is EUR
0.5 million (EUR 0.4 million) and represents 12.3 per cent (2.7%) of total
investments. Total investments amount to EUR 4.2 million (EUR 14.4
million) in 2024. The key f igure for capital expenditures is obtained
directly from supplier data, which eliminates the risk of double counting.
35
Board of Directors’ Report and financial statements 2024
Board of Directors’ Report
Corporate governance
statement
Consolidated
f inancial statements
Notes to the consolidated
financial statements
Parent company’s
f inancial statements
Sustainability
statement
Net sales
2024 f inancial year 2024 Substantial contribution criteria
DNSH criteria
(DNSH: Does Not Signif icantly Harm)
Economic activities (1)
Code, 2024 (a) (2)
Net sales, 2024 (3)
Proportion of net
sales, 2024 (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, 2023
(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 51.6 25.10% Y N/EL N/EL N/EL N/EL N/EL N/EL Y Y N/EL Y N/EL Y 99.22% 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 0.78% E
Net sales of environmentally sustainable activities
(Taxonomy-aligned) (A.1) 51.6 25.10% 25.10% 0% 0% 0% 0% 0% Y Y Y Y Y Y Y 100.00%
Of which enabling – – % 0% 0% 0% 0% 0% 0% N/EL Y N/EL N/EL Y N/EL Y 0.78% E
Of which transitional 51.6 25.10% 25.10% N/EL Y Y N/EL Y N/EL Y 99.22% T
A.2 Taxonomy-eligible but not environmentally sustainable activities (not Taxonomy-aligned activities) (g)
KEL; E/
KEL (f)
KEL; E/
KEL (f)
KEL; E/
KEL (f)
KEL; E/
KEL (f)
KEL; E/
KEL (f)
KEL; E/
KEL (f)
Net sales of Taxonomy-eligible but not environmentally
sustainable activities (not Taxonomy-aligned activities)(A.2) 12.4 6.03% 10% 0% 0% 0% 0% 0% 0%
A. Net sales of Taxonomy-eligible activities (A.1+A.2) 64.0 31.13% 50% 0% 0% 0% 0% 0% 100.00%
B. TAXONOMY-NON-ELIGIBLE ACTIVITIES
Net sales of Taxonomy-non-eligible activities 141.6
68.87%
TOTAL
205.7 100%
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
36
Board of Directors’ Report and financial statements 2024
Board of Directors’ Report
Corporate governance
statement
Consolidated
f inancial statements
Notes to the consolidated
financial statements
Parent company’s
f inancial statements
Sustainability
statement
Operating expenses
2024 f inancial year 2024 Substantial contribution criteria
DNSH criteria
(DNSH: Does Not Signif icantly Harm)
Economic activities (1)
Code (a) (2)
Operating expenses
(3)
Proportion of
operating expenses,
2024 (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.)
operating
expenses, 2023
(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 – – % N/EL 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 – – % N/EL 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% 0% Y Y Y Y Y Y Y –%
Of which enabling – – % 0% 0% 0% 0% 0% 0% N/EL Y N/EL N/EL Y N/EL Y –% E
Of which transitional – – % 0% % 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% –%
A. Operating expenses of Taxonomy-eligible activities (A.1+A.2) – – % 0% 0% 0% 0% 0% 0% –%
B. TAXONOMY-NON-ELIGIBLE ACTIVITIES
Operating expenses of Taxonomy-non-eligible activities 3.8 100%
TOTAL
3.8 100%
* F igure adjusted to match the updated 2023 calculation mode
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
37
Board of Directors’ Report and financial statements 2024
Board of Directors’ Report
Corporate governance
statement
Consolidated
f inancial statements
Notes to the consolidated
financial statements
Parent company’s
f inancial statements
Sustainability
statement
Gross capital expenditure
2024 f inancial year 2024 Substantial contribution criteria
DNSH criteria
(DNSH: Does Not Signif icantly Harm)
Economic activities (1)
Code (a) (2)
Capital expenditure
(3)
Proportion of capital
expenditure, 2024
(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,
2023 (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
8.1 0.5 12.36% N/EL Y N/EL N/EL N/EL N/EL N/EL Y Y N/EL Y N/EL Y 2.8% T
Capital expenditure of environmentally sustainable activities
(Taxonomy-aligned) (A.1) 0.5 12.36% 12% 0% 0% 0% 0% 0% Y Y Y Y Y Y Y 2.8%
Of which enabling – – % 0% 0% 0% 0% 0% 0% N/EL Y N/EL N/EL Y N/EL Y –% E
Of which transitional 0.5 12.36% 12% % N/EL Y Y N/EL Y N/EL Y 2.8% 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% 0% 0% 0% 0.0%
A. Capital expenditure of Taxonomy-eligible activities (A.1+A.2) 0.5 12.43% 12% 0% 0% 0% 0% 0% 100%
B. TAXONOMY-NON-ELIGIBLE ACTIVITIES
Capital expenditure of Taxonomy-non-eligible activities 3.7 87.64%
TOTAL
4.2 100%
* F igure adjusted to match the updated 2023 calculation model
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
38
Board of Directors’ Report and financial statements 2024
Board of Directors’ Report
Corporate governance
statement
Consolidated
f inancial statements
Notes to the consolidated
financial statements
Parent company’s
f inancial statements
Sustainability
statement
Template 1: Nuclear and fossil gas related activities
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
39
Board of Directors’ Report and financial statements 2024
Board of Directors’ Report
Corporate governance
statement
Consolidated
f inancial statements
Notes to the consolidated
financial statements
Parent company’s
f inancial statements
Sustainability
statement
E1 – Climate change
Integration of sustainability-related performance
in incentive schemes (GOV-3)
Both Digia’s long-term share-based incentive scheme for 2023–25 and
its short-term target bonus scheme for 2024 include a sustainability
target, which has a weighting of ten per cent in each scheme. The
CO
2
emission reduction component of the sustainability target has
a weighting of 20 per cent. The emission reduction targets for the
strategy period are covered in more detail in Disclosure Requirement
E1-4 Targets related to climate change mitigation and adaptation.
Digia’s sustainability-related remuneration is described in more detail
in this Sustainability Statement General Disclosures under Disclosure
Requirement
GOV-3 Integration of sustainability-related performance in
incentive schemes.
Transition plan for climate change mitigation (E1-1)
Digia set climate targets in conjunction with the publication of its
strategy for 2023–2025: by 2025, Digia will reduce the entire value
chain’s CO
2
emissions by 60 per cent (compared to the 2019 baseline).
However, the alignment of the strategy period’s emissions reduction
target with the Paris Agreement has not been separately verif ied.
Digia joined the Science Based Targets initiative in 2024 and will def ine
its science-based climate targets during 2025. The baseline for the
updated climate targets will be Digia’s 2023 carbon footprint calcu-
lation. A more detailed transition plan for climate change adaptation
will also be drawn up during 2025 in conjunction with the set ting
of science-based targets, and this will be reported on in the 2025
Sustainability Statement.
Due to the nature of Digia’s business, the company has not identif ied
any risk of potential locked-in GHG emissions in its operations. Digia is
not excluded from the EU’s Paris-aligned Benchmarks.
Material impacts, risks and opportunities and their
interaction with strategy and business model (SBM-3)
Based on its double materiality assessment, Digia has not identif ied any
signif icant business risks related to climate change. Climate change
may pose a physical risk in the form of disruptions to global supply
chains that may impact the availability of IT equipment. The company
did not, therefore, consider it necessary to conduct a more detailed
resilience or scenario analysis.
Description of the processes to identify and assess material
climate-related impacts, risks and opportunities (IRO-1)
Digia has identif ied climate-related impacts, risks and opportunities as
part of its double materiality assessment. This process is described in
more detail in the Sustainability Statement General Disclosures under
Disclosure Requirement
IRO-1
Description of the processes to identify
and assess material impacts, risks and opportunities.
With respect to climate change, Digia’s material impacts, risks and
opportunities concern climate change mitigation and energy. Digia’s
operations have negative impacts on climate change mitigation,
because its own business and procurement generate emissions, as the
data used to implement IT solutions consumes energy.
Digia’s solutions can help to signif icantly improve its customers’ energy
ef f iciency and reduce their carbon emissions. Helping customers to
reduce their emissions with the aid of IT solutions creates both positive
impacts and business opportunities related to climate change.
Digia has not identif ied any signif icant business risks related to climate
change. The company has identif ied a physical risk: as a result of
climate change, global supply chains may be impacted by disruptions
that could af fect the availability of IT equipment. The assessment
considered the resulting business risk to be very low for Digia.
Policies related to climate change
mitigation and adaptation (E1-2)
Digia’s environmental policy is the company’s most important policy for
climate change mitigation and adaptation. This policy helps to ensure
that the environment is taken into account in all of the company’s
operations, and thereby supports the achievement and fulf ilment of
environmental targets and requirements. The environmental policy sets
out Digia’s policies on climate change mitigation, energy ef f iciency and
the transition to renewable energy. The company’s own operations,
including travel and procurement, are conducted in an energy- and
material-ef f icient manner that generates the lowest possible
emissions. Digia uses renewable energy whenever possible.
The company’s environmental policy is based on compliance with
national legislation and the UN’s Sustainable Development Goals, as
well as on the active monitoring and development of recommendations
and practices applicable to the industry in which Digia operates.
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 team,
and it is their task to steer and develop operative measures in collab-
oration with f inancial, 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 expects 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
programme, which are covered in more detail in Disclosure Requirement
S2-1 Policies related to value chain workers.
Actions and resources in relation to
climate change policies (E1-3)
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 f icient manner that generates the lowest
possible emissions. Digia uses renewable energy whenever possible.
The action that Digia takes to mitigate climate change is detailed below.
These actions and their actual impacts will be updated during 2025 as
the company prepares its transition plan.
Vehicles
Digia’s company car benef it is a discretionary benef it that may be given
to employees who need a vehicle for their job or otherwise. The cars
are owned by a leasing or f inancing company. In accordance with Digia’s
40
Board of Directors’ Report and financial statements 2024
Board of Directors’ Report
Corporate governance
statement
Consolidated
f inancial statements
Notes to the consolidated
financial statements
Parent company’s
f inancial statements
Sustainability
statement
vehicle policy, the company favours low-emission vehicles and sets a
maximum emission limit for acquired vehicles on an annual basis.
Purchased energy
Digia aims to use zero-emission or renewable energy in its premises.
As Digia leases its premises, the company is largely dependent on its
landlords’ ef forts to transition to zero-emission or renewable energy.
At the end of 2024, Digia operated out of 11 locations in F inland, three
permanent in Sweden and one in the Netherlands. In 2024, Digia
decided to make changes in Helsinki: the company will reduce the size
of its current headquarters, give up its lease on another set of smaller
premises in Helsinki and move into new premises in central Helsinki in
early 2025. In addition to being smaller in size, the new premises will use
carbon-neutral electricity. The combined ef fect will have a signif icant
positive impact on reducing the carbon footprint of Digia’s own
operations. According to Digia’s assessment, this change will result in
an around 50 per cent reduction in emissions from business premises in
Helsinki, which equates to a reduction of approximately 138 tCO
2
eq.
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. Thanks to an increase in hybrid
work, the company has already been able to reduce the size of its
premises and renovate the remainder to bet ter serve the requirements
of hybrid work and creating a sense of community.
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’s goal is 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 seeking other opportunities 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
environmental perspective. Subcontractors are contractually obliged
to adhere to the Supplier Code of Conduct, and the company’s goal
is to extend the code to all procurements throughout Digia’s value
chain. Further information about subcontracting and supply chain
management is available in this Sustainability Statement in section
S2
Workers in the value chain.
Capital goods and upstream leased assets
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. More information is available in
this Sustainability Statement in section
E5 – Resource use and circular
economy.
Fuel and energy-related activities
Digia’s indirect energy-related emissions will decrease as the company
transitions to broader use of zero-emission or renewable energy at its
premises. The electrif ication 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 favour public transport and avoid
unnecessary travel. Emissions from commuting have decreased in
tandem with the rising popularity of remote work. When selecting
new premises, Digia also aims to ensure that its locations are easily
accessible by public transport. The company also of fers company
bicycles as personnel benef its.
The aforementioned actions do not require signif icant operating or
capital expenditure, and the company’s ability to implement such
actions is not therefore dependent on the availability and allocation of
resources.
Targets related to climate change
mitigation and adaptation (E1-4)
All operators must reduce their emissions in order to mitigate climate
change. Many of Digia’s stakeholders, such as customers and investors,
also expect the company to commit to climate action and emission
reductions.
The goal for Digia’s 2023–2025 strategy period is to reduce CO
2
emissions (Scope 1–3) by 60 per cent by 2025 (compared to the 2019
baseline). The progress towards the target is monitored on an annual
basis, and individual actions are implemented continuously throughout
the year. The target has been pursued systematically, with the largest
reduction planned to be achieved in the f inal year. However, the
alignment of the strategy period’s emission reduction target with the
Paris Agreement has not been separately verif ied. The target set ting
process involved Digia’s internal stakeholders.
In 2019, Digia’s carbon footprint was 3,055 tCO
2
eq. It covered the
Scope 1 and Scope 2 emissions of the company’s then-current F innish
operations, as well as selected procurements and other Scope 3
emissions. Scope 2 was calculated using the market-based method
and scope 3 emissions accounted for approximately 89 per cent of total
emissions in 2019. The baseline year for the target was chosen as 2019
because it was Digia’s f irst year of CO
2
calculations, and its emissions
ref lected typical operational activities within the chosen scope. 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 f irst 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.
41
Board of Directors’ Report and financial statements 2024
Board of Directors’ Report
Corporate governance
statement
Consolidated
f inancial statements
Notes to the consolidated
financial statements
Parent company’s
f inancial statements
Sustainability
statement
Digia’s carbon footprint, 2019–2024, using the 2019 calculation boundary
Carbon footprint indicators 2019 2020 2021 2022 2023 2024 Unit
Carbon footprint of own operations (Scope 1–2) 337 343 386 353 376 322 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 tCO
2
eq
Change on 2019 –51% –60% –44% –36% –40%
Total value chain emissions in relation to net sales 0.0230 0.0109 0.0078 0.0097 0.0100 0.0089 tCO
2
eq/EUR 1,000
Total value chain emissions per employee 2.6 1.1 1 1.3 1.3 1.2 tCO
2
eq/employee
202420232022202120202019 202420232022202120202019
1,700
1,930
1,832
1,210
1,510
3,050
0
.
0230
0
.
0109
0
.
0078
0
.
0097
0
.
0100
0
.
0089
Digia’s carbon footprint 2019-2024 (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
Digia will def ine its science-based climate targets during 2025 on
the basis of its 2023 baseline, as outlined in
Disclosure Requirement
E1-6
Gross Scopes 1, 2, 3 and Total GHG emissions.
The 2023 carbon
footprint calculation covers the entire Group and includes the most
material sources of emissions.
Energy consumption and mix (E1-5)
Energy consumption and mix 2023 2024
Total fossil energy consumption (MWh) 681.28 734.42
Fossil energy sources as a percentage of total energy consumption (%) 28% 29%
Total consumption of nuclear energy products (MWh) 329.31 352.03
Nuclear energy products as a percentage of total energy consumption (%) 13% 14%
Consumption of fuel from renewable sources, including biomass (and organic industrial and municipal waste, biogas, renewable
hydrogen, etc.) (MWh) 480.02 423.19
Consumption of purchased or acquired electricity, heat, steam and cooling from renewable sources (MWh) 791.22 966.52
Consumption of self-generated non-fuel renewable energy (MWh) 14.01 0
Total consumption of renewable energy (MWh) 1,285.25 1,389.62
Renewable energy sources as a percentage of total energy consumption (%) 52% 56%
Total energy consumption (MWh) 2,461.62 2,465.17
Decarbonisation 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 2025 as the
company prepares its transition plan.
Digia’s energy consumption covers fuel consumption related to the
company’s leased cars as well as total energy consumption of the
of f ices. The energy producer and production method have been
identif ied by the landlords. The fuel consumption of the leased cars is
non-renewable. Energy from renewable sources includes electricity for
the of f ices and district heating and cooling. In case where information
about the energy source was unavailable, the division was made based
on the same principle as in Scope 1 and Scope 2 calculations, meaning
the energy was allocated by default among dif ferent energy sources.
Energy consumption and sources have not been verif ied by anyone
other than the assurance provider.
42
Board of Directors’ Report and financial statements 2024
Board of Directors’ Report
Corporate governance
statement
Consolidated
f inancial statements
Notes to the consolidated
financial statements
Parent company’s
f inancial statements
Sustainability
statement
Gross Scopes 1, 2, 3 and Total GHG emissions (E1-6)
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 company has retroactively revised its 2023 emissions
calculations. These changes have been described earlier in this report:
see section
BP-2 Disclosures in relation to specif ic circumstances.
The
emissions presented in this Disclosure Requirement for 2023 and 2024
have been calculated in accordance with the same boundary. Digia’s
scope 1–3 emissions have not been verif ied by anyone other than the
assurance provider.
Scope 1 emissions include fuel-related emissions from leasing vehicles
used by Digia in its discretionary company car benef it. 2024 emissions
have been calculated using the emissions factor provided by the
Department for Environment, Food and Rural Af fairs.
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 specif ic emissions
factors provided by energy companies. When necessary, the district
heating emissions calculations for premises in F inland have used
the energy method value provided by Local Power’s publicly available
district heating emissions calculator. 28 per cent of market-based
energy consumption is verif ied with guarantees of origin or renewable
energy certif icates. The calculation of location-based emissions used
country-specif ic 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 utilised the WWF’s climate
calculator, DEFRA, the report “
Carbon footprint and raw material
requirement of public procurement and household consumption in
F inland – results from the ENVIMAT model”
(15/2019), and the Julia 2030
project’s publications (Dahlbo et al. 2011). The consumption-based
calculations are based on the Digia Group’s F inancial Statements.
For selected suppliers, Digia has also utilised the latest publicly
available emissions data for that supplier, such as an annual report
or sustainability statement. The emissions reported by a supplier
for their entire value chain are divided by total net sales in order to
obtain a supplier-specif ic consumption-based emissions factor. This
supplier-specif ic, 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 and the company is
seeking to obtain more primary emissions data from its suppliers.
In its activity-based calculations, Digia has sought to identify the
most signif icant 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 datacentre services in Category 1
(Purchased goods
and services)
and the collection of emissions data for phone
subscriptions. 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) utilise emissions factors published by the DEFRA and IPCC,
while activity-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
utilised 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 f ices per kilo per person-work-year. The emissions factors used in
waste calculations are taken from a 2011 study carried out as part of
the Julia 2030 project.
Emissions for Category 6 (Business travel) have been calculated
on an activity basis for specif ic 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 emissions factor for
passenger traf f ic has been used for train travel in F inland. Other
travel-related emissions have been calculated on a consumption basis.
The calculation of emissions in Category 7 (Employee commuting) are
based emission factors that have been customised for Digia. Category
7 includes both emissions from Digia employees’ commuting and
emissions from remote work, both of which have utilised data obtained
from Digia personnel via a survey.
Emissions from commuting have been estimated with the aid of surveys
carried out in 2020 and 2023, which asked Digia employees about
the average length of their commute and their means of travel. This
data was used to calculate the average emissions from commuting,
using the emission factors published by DEFRA for various modes of
transport.
Emissions from remote work were based on a 2023 personnel survey
that determined how often employees worked remotely or at the of f ice.
The results of this survey were used to estimate the ratio of of f ice days
to remote-work days in relation to the total number of working days
per year. Emissions from remote work were calculated using DEFRA’s
emissions factor, which includes emissions from lighting, heating and
the energy consumption of equipment.
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.
6 per cent of Digia’s Scope 3 emissions in 2024 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
transportation and distribution), as the company has not identif ied any
signif icant emission sources in this category. Downstream categories
9–15 have also been omit ted, as the company has not identif ied any
signif icant downstream emissions in its operations.
43
Board of Directors’ Report and financial statements 2024
Board of Directors’ Report
Corporate governance
statement
Consolidated
f inancial statements
Notes to the consolidated
financial statements
Parent company’s
f inancial statements
Sustainability
statement
Retrospective
Milestones and target
years*
Digia’s carbon footprint 2024 2023 2024 Change Base year*
Annual %
reduction
Scope 1 GHG emissions
1,221 –8%
Gross Scope 1 GHG emissions (tCO
2
eq) 40.7 25.4 –38%
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) 289.6 232.4 –20%
Gross market-based Scope 2 GHG emissions (tCO
2
eq) 335.2 296.9 –11%
Signif icant Scope 3 GHG emissions
Total Gross indirect (Scope 3) GHG emissions (tCO
2
eq) 6,078.8 6,461.0 6%
1 Purchased goods and services 4,047.0 4,505.2 11%
Cloud computing and data centre services 42.7 27.2 –36%
2 Capital goods 423.9 483.1 14%
3 Fuel and energy-related activities (not included in Scope 1 or 2 emissions) 163.4 183.4 12%
5 Waste generated in operations 22.7 23.2 2%
6 Business travel 410.1 292.5 –29%
7 Employee commuting 1,011.7 971.1 –4%
8 Upstream leased assets 2.56 –
Total GHG emissions
Total GHG emissions (location-based) (tCO
2
eq) 6,409.1 6,718.8 5%
Total GHG emissions (market-based) (tCO
2
eq) 6,454.8 6,783.3 5.1%
* Based on 2019 calculation boundary and covers scope 1–3. Further details are provided in Disclosure Requirement
E1–4 Targets related to climate change and
mitigation and adaptation.
Energy intensity based on net sales
GHG intensity relative to net sales 2023 2024 Change
Total GHG emissions (location-based) per net sales (tCO
2
eq/EUR 1,000) 0.033 0.0327 –0.9%
Total GHG emissions (market-based) per net sales (tCO
2
eq/EUR 1,000) 0.034 0.033 –3%
Digia’s net sales totalled EUR 205,7 million in 2024. The net sales f igure used to calculate GHG intensity is given in Digia’s F inancial Statements in
section
3.2 Net sales.
Internal carbon pricing (E1-8)
Digia does not apply internal carbon pricing systems in its operations.
4.4%
0.4%
95.2%
Digia’s carbon footprint 2024, in accordance with the
GHG Protocol
Scope 1
Scope 2
Scope 3 (upstream)
6,783 t
CO
2
e
Digia’s emissions calculations contain its CO
2
emissions reported
as carbon dioxide equivalents. The company has not identif ied any
other types of GHGs in its calculations or any biogenic carbon dioxide
emissions in its value chain.
44
Board of Directors’ Report and financial statements 2024
Board of Directors’ Report
Corporate governance
statement
Consolidated
f inancial statements
Notes to the consolidated
financial statements
Parent company’s
f inancial statements
Sustainability
statement
Anticipated f inancial ef fects from material
physical and transition risks and potential
climate-related opportunities (E1-9)
Digia has decided to omit the information specif ied in E1-9 from its f irst
Sustainability Statement, as per ESRS 1 Appendix
C: List of phased-in
Disclosure Requirements.
E5 Resource use and circular economy
Description of the processes to identify and assess
material impacts, risks and opportunities related to
resource use and the circular economy (IRO-1)
Signif icant impacts, risks and opportunities associated with resource
use and the circular economy were identif ied as part of Digia’s double
materiality assessment. The double materiality assessment assessed
the signif icance of the circular economy theme with the aid of existing
customer interviews and annual customer surveys. They revealed
expectations for Digia’s approach to the circular economy.
The assessment determined that, as an IT services company, Digia’s
own operations have a limited impact on the circular economy, yet
the company can always favour circular economy solutions in its own
operations. The company has a limited overall picture of value chain
impacts, and no primary or secondary resources are used in its core
business activities. For example, although Digia has an IT equipment
recycling contract with a partner, the company does not have full
visibility towards the end of the value chain. Digia’s circular-economy
procurements currently focus on the purchase of recyclable of f ice
furniture and IT equipment (such as laptops, monitors and phones) and
leasing contracts for cars and bicycles.
Digia’s biggest impact on the circular economy occurs through its
customers. The growing pressure to reduce resource use creates
business opportunities, allowing Digia to support its customers in
developing resource ef f iciency and other business transformations.
Through its data utilisation solutions, Digia can help its customers to,
for example, digitise, optimise and boost the ef f iciency of their opera-
tions. Although demand for circular-economy services will be lower in
the short term, the economic value of these solutions is expected to
grow signif icantly over the long term.
Digia does not have a separate circular economy function. The
company’s business units work with their customers to identify new
opportunities for solutions that will promote a circular economy. For
example, Digia has recognised that the
Regulation on Deforestation
Free Products (EUDR)
will impact its customers in the short term. The
company therefore wants to provide its customers with solutions that
will promote the circular economy, such as bet ter monitoring tools to
improve supply chain transparency and reporting solutions for sharing
information.
Increased expectations with regard to Digia’s own business operations
may result in some additional costs in areas such as recycling and
equipment lifecycles. No signif icant f inancial risks have been identif ied.
One potential risk is Digia’s ability to meet the rapidly growing demands
of environmental responsibility, which is being addressed through
competence development and proactive dialogue with customers.
When it comes to the circular economy and emissions reductions, there
are growing demands both on Digia’s own operations and in terms of its
customers’ needs.
“Green coding” refers to practices that produce optimised code,
which can in turn minimise software energy consumption by providing
customers with energy-wise solutions. Due to its customers’ increased
interest in this theme, Digia has been actively working with them to
harness these opportunities.
Policies related to resource use and circular economy (E5-1)
Compliance with Digia’s Code of Conduct and responsible way of
working are integral to the company’s strategy and instrumental to
its business success. Digia encourages the use of environmentally
friendly solutions in its own operations and workplaces, and expects
its subcontractors and partners to do likewise. The Code of Conduct
is described in more detail in Disclosure Requirement
G1-1 Corporate
culture and business conduct policies.
Digia’s Code of Conduct is supplemented by the company’s
environmental policy, which is based on compliance with legislation
and the UN’s Sustainable Development Goals, as well as the active
monitoring and development of recommendations and practices
applicable to the company’s operating sector. The environmental policy
covers Digia’s own operations and environmental responsibilities;
promoting the circular economy, recycled resources and sustainable
sourcing; supporting the eco-renewal of society; and monitoring and
communicating environmental impacts. It applies to the Digia Group,
but the company also expects value chain operators to commit to
environmental responsibility. The policy has been approved by the
45
Board of Directors’ Report and financial statements 2024
Board of Directors’ Report
Corporate governance
statement
Consolidated
f inancial statements
Notes to the consolidated
financial statements
Parent company’s
f inancial statements
Sustainability
statement
Management Team, who is also responsible for its supervision. Its
implementation is the responsibility of the Head of Sustainability
and the sustainability team, and it is their task to steer and develop
operative measures in collaboration with f inancial, legal and business
units. It is a permanent policy that will be updated as necessary. The
environmental policy is publicly available on Digia’s website and was last
updated in 2024.
Resource wisdom is the core principle in Digia’s software design. To
mobilise policies among personnel, Digia has writ ten a Green Code
Manual and is providing training on the topic. The Green Code Manual
supplements the company’s environmental policy and provides
employees with concrete guidance on how to use green code. The
sustainability team is responsible for its implementation, which includes
developing operative measures in collaboration with a variety of
experts. In addition, the company is continually seeking new practices
that will promote energy ef f iciency, including participation in research
projects.
Digia delivers on its environmental responsibility in the everyday work of
its workplace community, by operating in balance with the climate and
carrying capacity of nature. The company monitors the sustainability
of its procurements with the aid of its Sustainable Supplier programme,
which is covered in more detail in Disclosure Requirement
S2-1 Policies
related to value chain workers.
Digia encourages its suppliers to utilise
recycled materials and increase their use of secondary resources.
Actions and resources related to resource
use and circular economy (E5-2)
Digia wants to be resource-wise by utilising resources prudently
in both its own operations and customer work, and by developing
its resource-wise and green coding activities. According to Tieke’s
Guide to ecologically sustainable public software procurement
, the
Information and Communication Technology (ICT) sector’s emissions
are one of the fastest growing individual sources of carbon dioxide
emissions. Green coding practices provide a way of limiting these
emissions. This theme was actively discussed with customers over the
course of the year. The company has actively participated in forums and
discussions with green coding themes, and has provided educational
institutions with training on the topic. Digia has also participated in
research projects through which it gathers additional information and
knowledge on the subject.
Data plays a central role in the circular economy. Increasing
requirements highlight the need for more ef f icient use of resources,
which can be facilitated by digital solutions. Digia has also identif ied
regulatory pressures, such as the
EU Deforestation Regulation
,
Corporate Sustainability Reporting Directive (CSRD)
and
Carbon
Border Adjustment Mechanism (CBAM
), which will require companies
to have an ever-increasing understanding of – and control over – their
supply chains. Digia has profound experience in, for example, the
implementation of a variety of ecosystem platforms, and the company
discusses potential platform solutions for the circular economy with its
customers.
Digia has also been working to raise awareness of current sustainability
regulations among its employees, and the circular economy and
resource ef f iciency are key themes. Discussions with customers
have shown that Digia’s internal competence in these areas still
requires some improvement. In order to support the increasing needs
of its customers in circular economy themes, the company wants to
strengthen the relevant expertise of both its experts and management
through training, brief ings and communications. The implementation
of these measures does not entail signif icant operational or capital
expenditures. More information is available in the Disclosure
Requirement
EU-taxonomy.
Targets related to resource use and circular economy (E5-3)
Digia has not yet set any targets for resource use or the circular
economy, as the company wants to ensure that they are based on
thorough research and analyses that are still ongoing. Targets will
be set during 2025 in conjunction with planning for the next strategy
period. Digia will use its analyses to def ine an operating model, set
targets and establish monitoring practices for this area as well.
Anticipated f inancial ef fects from resource use and circular
economy-related impacts, risks and opportunities (E5-6)
As part of its double materiality assessment, Digia identif ied resource
use and the circular economy (E5) as one of its material topics, and
in particular due to its signif icance for future business. The company
is engaging in proactive dialogue with customers on this topic, and
will be set ting more detailed objectives during 2025. Digia’s business
opportunities in this area are currently mid- to long-term, and the
f inancial impacts of these will be clarif ied as customer demand evolves.
The company does not identify any f inancial risks related to resource
use or the circular economy.
46
Board of Directors’ Report and financial statements 2024
Board of Directors’ Report
Corporate governance
statement
Consolidated
f inancial statements
Notes to the consolidated
financial statements
Parent company’s
f inancial statements
Sustainability
statement
Social responsibility
S1 – Own workforce
Material impacts, risks and opportunities and their
interaction with strategy and business model (SBM-3)
According to the double materiality assessment, Digia’s material
impacts, risks and opportunities relating to its own workforce concern
working conditions, equality and providing equal opportunities for
all. Digia is heavily dependent on its experts, which underlines the
importance of employee wellbeing, workload management and f lexible
working hours.
These experts are employed by Digia, and are geographically located
in F inland, Sweden and the Netherlands. Although the majority have
full-time, permanent contracts, Digia also has some f ixed-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 subcon-
tracting network that mainly consists of independent entrepreneurs
or specialists provided by third parties. Subcontracting is covered in
greater detail later on in this Sustainability Statement in section
S2
Workers in the value chain.
A diverse and continually evolving range
of talented, permanent employees is a prerequisite for business
development.
The potential negative impacts on Digia’s own workforce include experi-
ences of discrimination or inappropriate treatment, workload issues,
and challenges related to wellbeing and not being able to be oneself at
work. Other challenges related to the workplace community have also
been identif ied 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 positive impacts on Digia’s own workforce include providing
meaningful and challenging work for employees and supporting their
wellbeing at work and continuous personal development. F lexible
working hours, employee benef its and support for health and wellbeing
can promote employee wellbeing.
The workloads associated with knowledge work are a common
challenge in the IT sector. Challenges related to coping and wellbeing
can lead to an increase in absenteeism. This may be concentrated on
certain business areas and impact f inancial performance. Obtaining
the required competencies is also an ongoing challenge. Workforce
availability and retention have also been identif ied as a business risk.
The crux of Digia’s personnel 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 employ-
ee-oriented culture. An appealing workplace community is an important
enabler for Digia’s growth, and being an at tractive employer is also a
business opportunity. Of fering employees the chance to do meaningful
work that leads to personal development in a healthy environment will
make the company an at tractive employer. A sustainable and ethical
approach plays a key role in at tracting young talents in particular.
A systematically evolving leadership and work culture helps to create
an excellent employee experience. Digia is therefore focusing on
supporting diversity and engaging all members of the workplace
community. Meaningful, challenging work that leads to personal
development will provide employees with positive experiences of
success and learning. Every Digia employee has the chance to engage
in lifelong learning and development, which helps to increase the value
of their expertise during their term of employment. Strategic growth
also leads to an increase in the number of people with connections to
the company. 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.
Although Digia has not yet drawn up a transition plan for reducing
negative climate impacts, the company has not identif ied any negative
climate-related impacts or business risks that would have a material
impact on its own workforce. However, environmental responsibility and
its development also require the IT sector to analyse its own environ-
mental impacts and enhance its operations through the development
ESG
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Parent company’s
f inancial statements
Sustainability
statement
and adoption of new operating models and technologies. This may also
create some new business opportunities, jobs and capabilities for Digia.
The overall impact will, however, be fairly minor from the perspective
of the company’s own operations. The company is resource-wise, and
promotes energy ef f iciency with the aid of green coding practices.
More information about green coding practices is provided in this
Sustainability Statement in section
E5 Resource use and circular
economy.
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 f iciency of
companies. The green transition will encourage the development and
use of new technologies that can help us reduce waste and optimise
energy use, such as artif icial 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 f ields of AI and
automation.
Due to the company’s business model and geographical location, there
is no signif icant risk of child or forced labour in Digia’s own operations or
among its own workforce.
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.
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 oppor-
tunities. The proportion of women in the IT sector is also signif icantly
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.
Policies related to own workforce (S1-1)
Code of Conduct
The most important policy governing Digia’s own workforce is Digia’s
Code of Conduct. Compliance with the Code of Conduct is essential
to the company’s business success. Accordingly, all Digia personnel,
including senior executives and the Board of Directors, are responsible
for complying with these principles. The code applies to all of Digia’s
employees, subcontractors and network. The Code of Conduct is
permanent in nature, but it is updated whenever necessary and
approved by the company’s Management Team and Board of Directors.
The Code of Conduct is publicly available in both F innish and English.
It is described in more detail in Disclosure Requirement
G1-1 Corporate
culture and business conduct policies.
Digia complies with internationally-recognised human rights, labour
rights and standards (UN Universal Declaration of Human Rights,
UN Global Compact, and ILO Declaration on Fundamental Principles
and Rights at Work), and applies them to all employees. The Code of
Conduct prohibits the use of child or forced labour.
Digia’s Code of Conduct is complemented by more detailed guidelines,
policies and operating principles in various sub-areas. For Digia’s own
workforce, these include the company’s cultural principles, human
rights commitment, equality and non-discrimination plan, early
intervention model, guidelines on inappropriate behaviour, collective
agreement, salary and remuneration manual, and hybrid work model.
At Group level, Digia’s operations are guided by its cultural principles,
human rights commitment and Code of Conduct. The other guidelines
and policies presented in this Disclosure Requirement apply to Digia
Plc and Digia F inland Ltd. The Group’s other subsidiaries may also have
company-specif ic policies for their own workforce. Development work
to harmonise Digia’s policies and international operating model is
currently ongoing. No signif icant changes were made to the Code of
Conduct during the 2024 reporting year.
Cultural principles
Digia’s cultural principles – learning, sharing, courage and professional
pride – underlie everything the company does. They were created
in collaboration with Digia personnel, with the aim of helping both
individuals and the workplace community as a whole to succeed and
evolve in their work. The principles seek to promote wellbeing and
reduce any potential negative impacts. Although the cultural principles
are a Group-level policy, they are implemented on a practical and
individual level. The principles have been approved by the Management
Team.
Equality and non-discrimination plan
The equality and non-discrimination plan outlines actions to make Digia
an increasingly inclusive workplace where everyone can be themselves.
The plan also seeks to reduce any potential negative impacts on minor-
ities. 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 accordance with the guidelines on inappropriate behaviour,
all inappropriate behaviour is addressed as soon as it becomes known.
The equality and non-discrimination plan is based on the results of an
equality and non-discrimination survey of Digia personnel. The plan is
drawn up by the equality and non-discrimination team, and the action
plan is updated at least once per strategy period. The current plan
was last updated in 2023, and has been 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 opportu-
nities for women. Digia also has a diversity tribe whose members handle
and discuss the topic, share information and learn new things. The
Code of Conduct and the equality and non-discrimination plan address
various forms of discrimination and the reasons behind them.
Leadership principles
The aim of Digia’s leadership principles is to support and guide everyday
management and promote wellbeing. These principles ensure that
management at Digia is consistent and supports the company’s values
and goals. The leadership principles have been approved by Digia’s
Management team, and the HR Director is responsible for overseeing
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f inancial statements
Notes to the consolidated
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Parent company’s
f inancial statements
Sustainability
statement
them. The implementation of these principles is overseen by super-
visors and the HR team in daily operations.
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 f iculty in carrying out their
work, or problems interacting with customers or colleagues. The early
intervention model also involves providing long periods of sick leave or
family leave when necessary, and creating harmonised practices that
lower the threshold for returning to work. The model has been approved
by the HR Director. It is implemented by supervisors and the HR team,
and supervised by the HR Director.
Guidelines on inappropriate behaviour
Digia has established an internal policy for addressing inappropriate
behaviour 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. This policy has been approved by the
HR Director. It is implemented by supervisors and the HR team, and
supervised by the HR Director.
If other reporting methods do not feel safe, Digia employees can
also report harassment and inappropriate behaviour through
the Whistleblowing channel. For more information about Digia’s
Whistleblowing channel and related policies, see the Disclosure
Requirements
G1-1 Corporate culture and business conduct policies
and
G1-3 Prevention and detection of corruption and bribery.
Collective agreement
Digia has its own collective agreement, which applies to the employees
of Digia Plc and Digia F inland 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, which it had
previously followed. The scope of the collective agreement and any
limitations have been reported in more detail in Disclosure Requirement
S1-8 Collective bargaining coverage and social dialogue.
The collective agreement has been approved by the Management
Team. It is implemented by supervisors and the HR team, and super-
vised by the HR Director and employee representatives.
Salary and remuneration manual
Digia’s salary and remuneration manual collates policies related to
salaries and remuneration. The manual describes the general principles
governing remuneration and total compensation, Digia’s salary models,
competence levels, the salary review process and salary management.
The manual also answers frequently asked questions. It aims to
increase transparency and understanding of salaries and remuneration
as a whole, and to support good salary management. The salary
and remuneration manual has been approved by the Compensation
Commit tee and the Management Team. It is implemented by super-
visors and the HR team, and supervised by the HR Director.
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-independent, employees separately agree on remote working
methods with their supervisor. The hybrid work model has been agreed
on and approved by the Management Team, and is implemented by the
HR and Of f ice teams. Remote work permits are controlled by the HR
team and CSO Of f ice.
Human rights commitment
In 2022, Digia conducted a survey of human rights risks and impacts
related to the company’s business. This analysis was carried out in
accordance with the UN Guiding Principles on Business and Human
Rights, and took into account both actual and potential human rights
risks and impacts. Digia’s human rights impacts on its own workforce
and human rights impacts arising from Digia’s most signif icant procure-
ments were both selected for special examination.
In 2023, the company deepened this analysis by extending the mapping
of human rights risks and impacts to Digia’s entire value chain (own
operations, supply chain, customers).
The actual or potential human rights risks identif ied 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 labour exploitation and forced labour
• the right to organise 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 adheres to the International Labour Organisation
(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 labour, the ef fective abolition of child labour, 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.
Digia’s human rights commitment is publicly available on the company’s
website, and also includes processes and systems to manage any
identif ied human rights risks. The commitment has been approved by
the Management Team. The HR team is responsible for its implemen-
tation, and the HR Director and General Counsel for its supervision.
Processes for managing identif ied human rights risks include the early
intervention model, the equality and non-discrimination plan, safety
and security policies, and the guidelines on inappropriate behaviour.
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Corporate governance
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Consolidated
f inancial statements
Notes to the consolidated
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Parent company’s
f inancial statements
Sustainability
statement
Employees also have the opportunity to address any issues that af fect
them via open internal communications on topical issues, personnel
surveys and brief ings in accordance with the annual calendar, and
one-on-one conversations with supervisors. The company’s operations
and processes are developed in collaboration with shop stewards and
employee representatives from the occupational safety organisation,
the equality and non-discrimination team and the growth team.
Digia’s Code of Conduct training includes training on non-discrimination
policies and procedures.
In order to address any negative human rights impacts as soon as
they occur, Digia monitors workloads and stress, key health indicators,
feedback and the results of the personnel surveys, as well as any
cases of inappropriate behaviour and any reports received via the
Whistleblowing channel. HR and employee representatives assess the
functionality of these processes from a variety of perspectives, such as
wellbeing, internal career opportunities and equal pay.
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 by occupational healthcare and the annually approved
occupational health and safety action plans. These action plans cover
any identif ied health risks, and also contain measures related to health
checks, ergonomics and early intervention. Location-specif ic workplace
surveys include analyses of the risks and problems associated with
working environments, methods and conditions. Emergency f irst aid
training helps to ensure that each site has suf f icient people with f irst
aid skills. The HR team monitors occupational accident statistics as part
of its operational monitoring and development.
The elimination of discrimination in respect
of employment and 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 clear career path towards the most demanding expert
tasks. Digia also hires professionals over the age of 60, of fers f lexible
tasks, and runs the Konkarit (Veterans) programme for employees
approaching retirement age.
In 2024, Digia signed the Women’s Empowerment Principles (WEPs),
which were drawn up by the gender equality organisation UN Women
and the UN Global Compact. The WEPs are 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 qualif ications, skills and
experience. This topic is covered in the salary and remuneration
manual, which openly describes career paths, task families and compe-
tence levels. The information is used to support the development of
both competence and salary structures. 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. Digia has established salary management guidelines for
supervisors. Digia’s standardised salary review process aims to increase
fairness, equality and non-discrimination during salary reviews.
The policies governing Digia’s own workforce are available on the
company’s intranet. Some of the policies are also publicly available
on the company’s website. These policies are reviewed during the
onboarding programme for new recruits and in Code of Conduct
training. In addition to e-learning, the onboarding programme includes a
general “Get to know Digia” section that also covers the policies related
to Digia’s own workforce.
The HR Director, who is also a member of the Management Team,
is responsible for promoting and safeguarding the interests of
employees.
Processes for engaging with own workers and
workers’ representatives about impacts (S1-2)
Digia has several channels and means of directly contacting employees
and their representatives. These means and channels include:
• a personnel survey of Digia companies in F inland, 1–2 times per year
• targeted studies as required
• Digia’s equality and non-discrimination survey of companies in
F inland, 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.
Elected employee representatives, such as shop stewards and
members of the growth team and health and safety organisation, seek
improvements by engaging in continuous dialogue within their area of
authorisation. 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-dis-
crimination team meet regularly. The topics covered include legislative
mat ters, Digia’s strategy, and topic-specif ic 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. The equality and non-discrimi-
nation plan is also monitored by the equality and non-discrimination
team.
One-of f surveys will be sent out when required. Digia’s companies
in F inland arrange personnel brief ings four times a year alongside
each business unit’s own brief ings and team meetings. One-on-one
target and development discussions are held at least twice 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 communications and conduct surveys in both F innish
and English.
Operative responsibility for communications is held by Digia’s HR
Director, who is a member of the Management Team.
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f inancial statements
Notes to the consolidated
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Parent company’s
f inancial statements
Sustainability
statement
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 goal is to create an excellent employee
experience, of which the employee net promoter score (eNPS) is the
main indicator.
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 workers to raise concerns (S1-3)
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 1–2 times per year according to the specif ied 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 behaviour.
Digia has an early intervention model so that any situations in which
an employee may need additional support can be identif ied as soon as
possible. The model aims to ensure that supervisors can provide the
necessary support and assistance before problems escalate, thereby
promoting wellbeing and coping at work. Supervisors also 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 personalised training,
coaching or mentoring.
Digia does not tolerate inappropriate behaviour or discrimination, and
any incidents that come to light will be resolved in accordance with
the remediation model for inappropriate behaviour. If any inappropriate
behaviour 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 inappro-
priate behaviour anonymously through the Whistleblowing channel.
Digia’s Whistleblowing channel is available to all employees on both
its public and internal websites. Instructions for using the channel are
also easy to f ind, and employees have been informed of its existence
via internal communications. The channel is also covered during Code
of Conduct training. The process for handling reports is described in
more detail in Disclosure Requirement
G1-3 Prevention and detection of
corruption and bribery.
Digia encourages open dialogue. Employees can raise their concerns
and needs during company-level and unit-specif ic HR brief ings and
meetings, via internal discussion channels, at team meetings, and
during one-on-one discussions with their supervisors. Communications
with the company’s own workforce will be covered further in Disclosure
Requirement
S1-2 Processes for engaging with own workers and
workers’ representatives about impacts.
The annual personnel survey gives Digia personnel the opportunity
to provide open verbal feedback. Digia commissions its own survey
on equality and non-discrimination issues at least once per strategy
period. Themed surveys on current issues are sent to personnel as
required – the hybrid work and AI competence surveys, for instance.
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. To
support the exchange of everyday feedback, Digia uses tools such as
Workday’s peer-to-peer feedback model, and Teams’ Praise channel for
sending positive feedback.
In accordance with its process, the HR team conducts an internal,
biannual analysis of any reports and cases of inappropriate behaviour
and discrimination, including how they were handled and resolved.
These incidents will also be discussed with employee representatives,
the occupational health and safety organisation and the equality and
non-discrimination team to ensure that both the remediation model
and active procedures to address inappropriate behaviour are being
developed. Digia receives very few reports, but each one is taken
seriously and thoroughly investigated.
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 (S1-4)
Digia’s measures to manage personnel-related material impacts, risks
and opportunities are part of its broader HR strategy and sustainability
programme. Digia has conducted a comprehensive human rights survey
to identify any human rights risks and impacts throughout its value
chain, including on its own workforce. A human rights commitment has
been published on the basis of the results. The human rights analysis
and commitment are covered in more detail in Disclosure Requirement
S1-1 Policies related to own workforce.
Digia takes a broad range of measures to prevent negative material
impacts on the company’s own workforce and to promote positive
ones. The company focuses on maintaining the working capacity of
its employees through day-to-day management and personalised
measures and f lexibility. Enhancing and developing Digia’s working
culture, operating methods 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 arrange-
ments, an early intervention process, and a variety mental health
services and support methods. This theme of employee-wellbeing
is broadly considered, and wellbeing issues are communicated in a
diverse manner. Training sessions and discussions are organised in
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Corporate governance
statement
Consolidated
f inancial statements
Notes to the consolidated
financial statements
Parent company’s
f inancial statements
Sustainability
statement
cooperation with experts from occupational healthcare and pension
companies.
Digia systematically supports the wellbeing of its employees by devel-
oping everyday management skills, self-direction and personal compe-
tence 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 2024, the main competence development
targets were related to artif icial intelligence and leadership. At an
organisational level, Digia continued to develop its processes for giving
feedback and set ting targets and learning objectives.
Digia is aiming to strengthen feelings of inclusivity by regularly asking
employees about their experiences in the equality and non-dis-
crimination survey, updating the equality and non-discrimination
plan on the basis of this survey, and addressing any inappropriate
behaviour. Programmes are of fered to employees at dif ferent stages
of their careers, for example Konkarit-programme as retirement age
approaches. Diversity is supported 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 analysing and developing equal pay at an
organisational level. This theme has been actively promoted through
Digia’s participation in the Women in Tech and Mimmit koodaa (Women
Code) networks. In 2024, the company conducted an inclusiveness
assessment of Digia’s recruitment announcements.
Digia’s goal is to prevent negative impacts on employees with the
aid of proactive measures and def ined processes. Any questions or
issues that are raised will be handled in accordance with the Code of
Conduct. The Code of Conduct is described in more detail in Disclosure
Requirement
S1-1 Policies related to own workforce.
Challenges with workforce availability and retention have also been
identif ied as a business risk. Both skilled in-house personnel and
subcontracting are key success factors. Digia’s at tractiveness as an
employer is a business opportunity. The ability to provide meaningful
work that leads to personal development in good working conditions
is a way to at tract potential employees to the company and experts to
the subcontractor network. It also improves employee retention. Digia
has also invested in collaboration with universities, and has actively
participated in a variety of events. The company makes sure to read
every job application thoroughly.
Digia believes that creating a sense of community is both a signif icant
success factor and an important part of providing meaningful work. One
of the company’s main themes in 2024 was to strengthen its sense of
community both virtually and in person. Teams have received support
in creating their own policies for hybrid work and community practices,
and events have also been organised for all of f ice staf f.
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. Inclusivity is monitored with the aid of the equality and
non-discrimination survey and employee diversity data. The eNPS is
the main metric for a sense of community. 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 infor-
mation 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 team, which consists of the HR Director,
the Head of Sustainability and a broad variety of other HR experts. HR
experts have also been integrated directly into business units, where
they are part of the unit’s management team.
Digia supports the UN’s 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, and other policies, procedures and
objectives help Digia to achieve these goals.
Targets related to managing material negative
impacts, advancing positive impacts, and managing
material risks and opportunities (S1-5)
During the 2023–2025 strategy period, Digia will achieve 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 f icient
and goal-oriented yet also leaves a good mental footprint.
The objectives described below have been set for the strategy period
in order promote positive impacts on employees. They have been
set for the end of 2025, and their progress will be actively monitored
throughout the strategy period.
The employee net promoter score (eNPS) is the main indicator of
personnel wellbeing. The target is to achieve growth of 35 per cent in
Digia’s eNPS by 2025 (in comparison to the 2022 eNPS). The employee
net promoter score is calculated by subtracting the percentage of
detractors from the percentage of promoters. In 2024, the eNPS had
improved by 25 per cent (+25%) compared to the 2022 baseline, which
means that the target for the strategy period was exceeded ahead of
schedule. The result is for Digia companies in F inland. Other subsidi-
aries have their own indicators to monitor employee satisfaction.
Digia wants to increase diversity at all organisational levels. The
proportion of women in executive positions is a key indicator of
diversity. The goal is for 25 per cent of Digia’s executives to be women.
In 2024, the proportion of women in executive positions was 16 per cent
(16%). Women accounted for 34 per cent (29%) of those in supervisory
roles in 2024. The data covers the entire Group. Digia is also aiming to
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Parent company’s
f inancial statements
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statement
increase the number of women in architectural roles, which was 7 per
cent (3%) in 2024. This data covers companies in F inland.
Digia aims to leave a responsible mental footprint. 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 absences in
2024 was 1.3 (1.3) days of absence per person. The data covers Digia
companies in F inland.
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 per cent of personnel. Learning targets were
recorded for 52 per cent (54%) of personnel in 2024. This data covers
the entire Group.
Targets are formulated during discussions with employee represent-
atives in order to gain a bet ter understanding of employees’ general
and specif ic needs. Goals have been set for the entire strategy period
(2023–2025), and a consistent methodology will ensure 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 team, Sustainability Working Group, Sustainability Steering
Group, Management Team, and Board of Directors’ Audit Commit tee.
Characteristics of the undertaking’s employees (S1–6)
The f igures 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 F inancial Statements under section
4
Personnel.
Gender Number of employees
Men 1,121
Women 455
Other 0
Not reported 0
Total number of employees 1,576
Country Number of employees
F inland 1,444
Sweden 122
Netherlands 10
Women Men Other Not reported Total
Number of employees
455 1,121 0 0 1,576
Number of employees with permanent employment contracts
450 1,114 0 0 1,564
Number of employees with f ixed-term employment contracts
5 7 0 0 12
Number of employees with employment contracts for variable working hours
7 11 0 0 18
Number of employees with full-time employment contracts
399 1,046 0 0 1,445
Number of employees with part-time employment contracts
56 75 0 0 131
F inland Sweden Total*
Number of employees
1,444 122 1,566
Number of employees with permanent employment contracts
1,433 122 1,555
Number of employees with f ixed-term employment contracts
11 0 11
Number of employees with employment contracts for variable working hours
17 1 18
Number of employees with full-time employment contracts
1,322 117 1,439
Number of employees with part-time employment contracts
122 5 127
* Personnel in the Netherlands are excluded due to their small number.
A total of 146 employees left Digia in 2024, resulting in turnover of 7,7
per cent.
Characteristics of non-employee workers in
the undertaking’s own workforce (S1–7)
An average of 374 people per month worked as subcontractors in Digia’s
projects during 2024.
For more information about subcontractors and their characteristics,
see Disclosure Requirement
S2 Workers in the value chain.
Collective bargaining coverage and social dialogue (S1–8)
85 per cent of the Digia Group’s employees are covered by collective
bargaining agreements. Digia has its own collective agreement
in F inland, which entered into force in May 2023. This collective
agreement covers employees of Digia Plc and Digia F inland Ltd. Digia
Plc’s subsidiary Productivity Leap Ltd uses the Collective Agreement
for the IT Service Sector as an unorganised employer. Digia Sweden AB,
Top of Minds AB, and Climber International AB and its subsidiaries 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.
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Notes to the consolidated
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Parent company’s
f inancial statements
Sustainability
statement
64%
8%
28%
80%
20%
Collective bargaining coverage Social dialogue
Coverage Employees – EEA (countries in which there
are at least 50 employees and they account
for more than 10 per cent 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 per cent 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 per cent of the total number of
employees)
0–19% Sweden Sweden
20–39%
40–59%
60–79%
80–100% F inland F inland
Diversity indicators (S1–9)
The gender distribution of Digia’s senior executives and the age distri-
bution of employees during 2024 is presented below. Digia’s def inition
of a “senior executive” is a member of the Group Management Team.
Adequate wages (S1-10)
Digia always pays at least the minimum wage specif ied in the collective
agreement. If a company is not covered by the collective agreement,
the minimum wage is based on the salary specif ied in the industry’s
general collective agreement. 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.
Social protection (S1–11)
Digia wants to be a family-friendly employer that understands
diverse life situations. All companies within the Group have a right to
family-related leave. Digia supports the varying life situations, working
capacity and care responsibilities 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.
In addition to statutory occupational accident, life and pension
insurance, Digia’s also of fers additional insurances, such as medical
expense insurance and travel insurance for both working hours and
leisure time. These additional insurances are company-specif ic within
the Group.
Training and skills development indicators (S1–13)
Expertise and its continuous development play a key role in enabling
Digia to serve its customers on the basis of the latest information. 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
100% 100% 100% –
Average number of training hours per person for employees, by
employee category and by gender.
All personnel Men Women Other
53.4 h 52.8 h 54.7 h –
Health and safety metrics (S1–14)
100 per cent 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 6 work-related accidents in 2024. There were no fatalities
as a result of work-related injuries and work-related ill health at Digia.
Work-life balance metrics (S1–15)
All of the Digia Group’s employees (100%) are entitled to take
family-related leave. 6.0 per cent of Digia personnel took family-related
leave in 2024. 6.4 per cent of all women and 5.8 per cent of all men took
family-related leave.
Distribution of employees by age group
per cent
Under 30 years old (126)
30–50 years old (1004)
Over 50 years old (446)
Gender distribution of Management Team 2024
per cent
Men (8)
Women (2)
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Board of Directors’ Report and financial statements 2024
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Corporate governance
statement
Consolidated
f inancial statements
Notes to the consolidated
financial statements
Parent company’s
f inancial statements
Sustainability
statement
Compensation metrics (pay gap and
total compensation) (S1–16)
Country Gender pay gap Total earnings ratio
F inland 6% 25%
Sweden 2% 69%
Digia analyses the realisation of pay equality also from dif ferent
perspectives (such as the competence classif ication of positions, and
task prof iles).
Incidents, complaints and severe
human rights impacts (S1–17)
During 2024, Digia did not receive any reports of discrimination as
specif ied in the Equality Act, nor any reports of serious cases of
human rights violations. A total of 4 reports were received through the
Whistleblowing channel, none of which were found to require further
action after investigation.
S2 Workers in the value chain
Material impacts, risks and opportunities and their
interaction with strategy and business model (SBM-3)
In conjunction with the double materiality assessment, the main
value chain impacts were found to be limited to upstream operations
and primarily direct suppliers. The largest supplier group of this type
is subcontractors. Digia has also identif ied downstream workers in,
for example, its acquisition of IT equipment. The risk of human rights
violations at these stages is signif icant, but Digia’s ability to inf luence
them is very limited. Unless otherwise mentioned, this section will – on
the basis of materiality – focus only on value chain workers for subcon-
tractors on whom Digia has a direct impact.
Digia Hub is the company’s subcontracting and collaboration network,
which consists of more than 5,000 freelance professionals and
hundreds of subcontracting companies in F inland. In the EU, the 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 main partner for subcontracting international talent is
Fulcrum Digital, whose Digia team is located in India.
Digia is strongly dependent on its skilled workforce, which is why
the company also needs to source experts through subcontracting.
Subcontracting provides the increased f lexibility that is required to
seize business opportunities. When it comes to working conditions
and the workplace community, workers in the 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. More information about Digia’s analysis of
human rights risks and impacts, as well as any actual and potential
human rights risks identif ied in the company’s value chain, is provided in
Disclosure Requirement
S1-1 Policies related to own workforce.
Policies related to value chain workers (S2-1)
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 all of its
subcontractors to adhere to the Supplier Code of Conduct. The Code
requires suppliers to uphold internationally recognised human rights,
labour 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 labour. The Supplier Code of
Conduct is permanent in nature, but is updated as necessary. It was
last updated in 2023. The Management Team approves the Supplier
Code of Conduct, and the legal team and General Counsel are respon-
sible for implementing and supervising it.
Its purpose is to ensure that suppliers operate ethically and
sustainably, and comply with internationally recognised human rights,
labour rights and standards. Contractors are contractually obliged to
adhere to the Code of Conduct. Digia’s aim is to 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 the disclosure requirements
G1-1 Corporate culture and business
conduct policies
and
G1-3 Prevention and detection of corruption
and bribery.
Based on its human rights analyses, Digia has drawn up
its own human rights commitment, which has been approved by the
Management Team and published on Digia’s website. The human rights
commitment is covered in more detail in Disclosure Requirement
S1-1
Policies related to own workforce.
The guidelines and commitment are part of Digia’s Sustainable Supplier
Programme, which helps the company to bet ter assess and categorise
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. The risk
assessment also includes an investigation of potential human rights
violations. The programme currently covers Digia’s subcontractors. A
separate, more comprehensive report is required for companies with
the highest risk rating. Any observed risks are sent for processing
55
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Corporate governance
statement
Consolidated
f inancial statements
Notes to the consolidated
financial statements
Parent company’s
f inancial statements
Sustainability
statement
and follow-up measures in accordance with Digia’s risk management
process. Supplier reports may lead to the termination of cooperation.
Corrective measures may also be agreed upon, and their implemen-
tation will then be monitored. The Management Team approves and
supervises the Sustainable Supplier programme. It is coordinated by
the risk management team and sustainability team, which together
guide and develop operational activities in collaboration with the
f inance team and procurement units.
Digia’s subcontracting within the European Union occurs through the
Digia Hub network. Each subcontractor working on a project led by Digia
will complete annual training modules on the Code of Conduct, data
protection and data security.
Digia expects any supplier who becomes aware of any violation of
the Code of Conduct by their own employees or Digia’s employees to
promptly report the same to Digia. Digia has not been made aware of
any violations of the above-mentioned policies by companies in its
value chain.
Processes for engaging with value chain
workers about impacts (S2-2)
Digia aims to engage in responsible collaboration and manage
sustainability risks throughout the 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 the Digia Hub network. Although
each customer project has its own processes, engagement is both
regular and managed. Digia communicates with members of the Digia
Hub subcontracting network on a regular basis, and requests them to
update certain information four times a year. In the event of a problem,
the Digia Hub serves as a communication touchpoint.
Digia builds up an understanding of materialities and stakeholders’
expectations through a combination of routine management and
regular meetings, surveys and analyses. An annual survey is sent to key
subcontractors. After a project has ended, discussions will be held with
the subcontractor, and they will be directed towards the next project. In
the case of subcontracting, operational responsibility for implementing
these actions lies with the Digia Hub’s business lead.
Digia conducts an annual survey of key subcontractors according to
the company’s risk classif ication. The survey aims to ensure compliance
with Digia’s Code of Conduct. 2023 was also the f irst year that Digia
sent its subcontractors an equality and non-discrimination survey and
a data protection and data security survey. Digia also conducts audits
as necessary. Supplier surveys provide a comprehensive understanding
of workers in the subcontracting network. The impacts of these
measures are assessed yearly as part of Digia’s Sustainable Supplier
programme. The Digia Hub internally assesses the ef fectiveness of its
processes and requests feedback from the network’s members.
Regular discussions are held with subcontractors in India, and workers’
rights are an integral aspect of these conversations. Digia aims to
proactively expand its supplier management, and to increase dialogue
with other important suppliers and include them in the Sustainable
Supplier programme.
Digia has no framework or other agreements with trade unions
concerning workers in the value chain.
Processes to remediate negative impacts and channels
for value chain workers to raise concerns (S2-3)
By signing Digia’s Supplier Code of Conduct, the supplier agrees to
immediately 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 both in the Supplier Code of
Conduct and on Digia’s website. For more information about Digia’s
Whistleblowing channel and related policies, see the disclosure
requirements
G1-1 Corporate culture and business conduct policies
and
G1-3 Prevention and detection of corruption and bribery.
Subcontractors can also raise concerns by contacting Digia’s project
manager directly. Subcontractors will have the opportunity to provide
feedback during the one-on-one discussions that are arranged after a
project has ended.
Digia collects feedback through an annual subcontractor survey, the
feedback and follow-up actions of which are handled by the Digia Hub’s
business lead. Through the survey, Digia ensures that subcontractors
are aware of its Whistleblowing channel.
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 (S2-4)
Digia seeks to prevent negative impacts on value chain workers by
ensuring that all subcontractors comply with the Supplier Code of
Conduct. This is accomplished with annual monitoring to check how
many subcontractors have signed the Code of Conduct. The goal is to
ensure that upstream suppliers operate ethically and sustainably, and
comply with internationally recognised human rights, labour rights and
standards. 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. No
signif icant human rights issues or violations were identif ied in the
supply chain in 2024.
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.
As part of the Sustainable Supplier programme, a background check
and risk assessment will be performed for new suppliers. These
measures aim to ensure that each supplier and subcontractor has
the means to identify and minimise any impacts on the rights and
working conditions of its workers. The programme 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 handled by the Digia Hub
Leadership Team and used to recommend developments and monitor
56
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Corporate governance
statement
Consolidated
f inancial statements
Notes to the consolidated
financial statements
Parent company’s
f inancial statements
Sustainability
statement
any corrective measures that may be required. Digia Hub’s business
lead is a member of the Sustainability Working Group, which discusses
and prepares sustainability issues for the Management Team to review.
Reports received through the Whistleblowing channel will be handled in
accordance with a separate process, which is described in more detail
in Disclosure Requirement
G1-3 Prevention and detection of corruption
and bribery
.
Digia supports UN Sustainable Development Goal 8 which aims to
promote sustained, inclusive and sustainable economic growth, full and
productive employment and decent work for all.
Targets related to managing material negative
impacts, advancing positive impacts, and managing
material risks and opportunities (S2-5)
Digia’s goal is for 100 per cent of its 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 realised for all value
chain workers in Digia’s subcontracting. A target has been set for the
2023–2025 strategy period, and progress will be monitored on an
annual basis during this period. The result for 2024 was 89 per cent
(80%). Good progress has been made towards achieving this target.
The target was set in collaboration with the 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 direct contact with value chain workers or their
representatives.
Development measures and target at tainment are monitored at the
Sustainability Working Group’s quarterly meetings. In its biannual
meetings, the Digia Hub’s strategy working group discusses these
measures in greater detail and reviews the sustainability targets. Any
action that is taken and any development plans that are drawn up on
the basis of these observations will be reported as part of business
development.
S4 – Consumers and end-users
Material impacts, risks and opportunities and their
interaction with strategy and business model (SBM-3)
In conjunction with the double materiality assessment, Digia
recognised that the value chain’s most signif icant impacts are on the
company’s customers and, through their services, end-users. However,
Digia’s potential to inf luence end-users is mainly indirect, as it occurs
through its customers’ operations. Digia recognises that there is a risk
of human rights violations, but judges it to be unlikely. Due to the limited
opportunities for inf luencing end-users, the company will focus in this
section on customers and end-users on the basis of materiality.
Digia’s customers include both private- and public-sector companies
and organisations. The company’s def inition of end-users includes
those who use these companies’ or organisations’ solutions. Digia does
not have any detailed information about end-user demographics, as
they vary between 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 digitalisation of society by providing everyone
with secure and easy-to-use services. The needs of special groups
can be taken into account with the aid of accessibility assessments
and top-quality service design. Accessibility requirements have thus
far been an important aspect of projects for public-sector customers,
but are now being seen in the private sector as well. Thanks to Digia’s
extensive expertise, increased regulation and the resulting customer
needs will create more business opportunities for the company.
End-users may be exposed to a variety of 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 security breach may result in an end-user’s personal
data ending up in the possession of third parties. Digia’s most signif-
icant business risks are therefore associated with privacy and security
issues that could damage its reputation or potentially lead to major
compensation claims. Digia has also identif ied the need to monitor
developments in artif icial intelligence and its use, including its impact
on end-users. The company is taking preemptive action against these
impacts and risks with the aid of a strong data protection and security
culture that is based on processes and practices of a high standard.
In a human rights survey conducted by the company, Digia noted that
actual or potential human rights risks to end-users relate to privacy.
The human rights analysis and commitment are covered in more detail
in Disclosure Requirement
S1-1 Policies related to own workforce.
The company has not identif ied any customer projects in which the
primary end-users are children or other vulnerable groups that may be
at greater risk or particularly vulnerable to adverse impacts. However,
the company recognises that there may be individuals who have an
absolute requirement for accessibility as the end-user of the services.
Policies related to consumers and end-users (S4-1)
Digia bases its operations on strong customer relationships, excellent
professional skills, a comprehensive product and service of fering,
a broad network of partners and a sustainable business model.
Compliance with the Code of Conduct is an integral part of this
package. The code applies to both Digia and its subcontractors and
network, and covers areas such as an excellent customer experience,
open communications, data security and conf identiality. The Code of
Conduct is described in more detail in Disclosure Requirement
G1-1
Corporate culture and business conduct policies.
Other key policies and principles that apply to Digia’s customers and
end-users include:
• Human rights commitment
• ISO 27001 information security management system and its infor-
mation security and data protection policies
• ISO 9001 quality management system
• AI policy and ethical principles for using artif icial intelligence
Through the Code of Conduct, Digia ensures that the company
operates responsibly and sustainably in its customer work, thereby
minimising any potential risks and negative impacts on customers.
During the reporting year, the company introduced a new AI policy
based on ethical principles, earlier policies and ISO 27001 requirements.
57
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Corporate governance
statement
Consolidated
f inancial statements
Notes to the consolidated
financial statements
Parent company’s
f inancial statements
Sustainability
statement
There were no other signif icant changes to policies and operating
principles during the reporting year.
The use of artif icial intelligence has grown signif icantly in recent years.
As Digia utilises 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, including
the recent EU AI Act, which will introduce standardised regulations
for the use of artif icial 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 privacy of individuals repre-
sented in its data when it comes to the use of artif icial 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 artif icial intelligence in customer projects. It is a permanent
policy that will be updated as necessary. The CTO and CTO Of f ice are
responsible for its implementation and supervision. The AI policy has
been approved by the Management Team.
In its human rights commitment, Digia commits to respecting
human rights in accordance with the UN’s Universal Declaration of
Human Rights, the UN Global Compact, and the International Labour
Organisation’s (ILO) Fundamental Principles and Rights at Work. The
commitment covers all of Digia’s stakeholders and has been approved
by the company’s Management Team. It is implemented by the HR
team and supervised by the HR Director and General Counsel. The
commitment includes processes and systems to manage any identif ied
human rights risks that may also impact end-users, such as privacy-
related risks.
Digia’s security management system complies with the international
ISO 27001 standard for information security management, and some
of the company’s businesses are ISO 27001 certif ied. All of Digia’s
businesses comply with the ISO 27001 standard’s guidelines and
security controls. The unit responsible for security (CSO Of f ice) is
responsible for security management at Group level, and security
competence has also been mobilised in Digia’s businesses. Digia’s
Management Team has approved the security management system,
including its data security and data protection policies. The system
covers Digia Plc and Digia F inland Ltd. The security management system
aims to protect Digia’s personnel, customers and end-users from
potential security breaches. The purpose of the company’s internal
data protection policy is to def ine the procedures and responsibilities
for handling personal data at Digia. The policy applies throughout Digia
and covers all employees and management. Digia’s data protection
policy has been approved by the company’s Management Team and
communicated to the Board of Directors. The Data Protection Of f icer
(DPO) is responsible for implementing the policy, and the Management
Team oversees its enforcement. The policy is permanent in nature but
is updated as necessary.
Digia does not have any direct interactions with consumers and
end-users, as any contact with them occurs through its customers.
The engagement process is described in more detail in Disclosure
Requirement
S4-2 Processes for engaging with consumers and
end-users about impacts.
The company’s high quality standards are based on its ISO 9001 quality
certif icate, which sets a specif ic quality level and steers continuous
improvements in quality. The quality certif icate 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 specif ied requirements. The quality management system has been
approved by the Management Team. The quality unit is responsible for
its 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 certif icate applies only
to Digia F inland Ltd and the Group’s support functions.
There have been no identif ied 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. Digia’s policies related to
customers and end-users are in line with the aforementioned interna-
tionally recognised human rights, labour rights, and standards.
Digia’s risk management process contains procedures for managing
potential negative impacts arising from information security. 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.
Processes for engaging with consumers
and end-users about impacts (S4-2)
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 specif ic 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 in
various 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.
Digia works with its customers to ensure digital security and
accessibility, and particularly for end-users who are more vulnerable
to negative impacts. Some of the services of fered to customers are
covered by the Digital Services Act.
Process to remediate negative impacts and channels for
consumers and end-users to raise concerns (S4-3)
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. However, 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
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Corporate governance
statement
Consolidated
f inancial statements
Notes to the consolidated
financial statements
Parent company’s
f inancial statements
Sustainability
statement
minimise any damage and its consequences. This process aims to
restore normal service as quickly as possible, and to minimise any
damage and negative impacts on business activities and end-users.
The process also includes instructions on how to keep customers and
individuals af fected by the data breach informed about the situation.
Digia has appointed a data protection of f icer whose contact details
are publicly available on the company’s website, and who can be
contacted directly. The Data Protection Of f icer supervises and advises
on compliance with the requirements of the EU General Data Protection
Regulation (GDPR) at Digia. The company also has a Whistleblowing
channel, and the link is available both in the Code of Conduct and on
Digia’s website. Whistleblowing reports can also be made anonymously
if desired. For more information about Digia’s Whistleblowing channel
and related policies, see the disclosure requirements
G1-1 Corporate
culture and business conduct policies
and
G1-3 Prevention and
detection of corruption and bribery.
Digia expects its subcontractors and partners to commit to complying
with the applicable data protection regulation and Digia’s data
protection requirements, as well as to cooperate in the event of a
potential data security breach.
Digia has identif ied some potential accessibility needs or gaps in its
customer interactions, and assesses what action is required on a
customer-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. During
the reporting period, Digia has not received any complaints about
accessibility from either its customers or their end-users.
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 (S4-4)
Digia’s most signif icant end-user risks are related to data security and
data protection. Once again, the accessibility of digital services is seen
primarily as a business opportunity.
Information security and data protection are an important part of Digia’s
business, and promoting digital security is one of the focus areas of its
sustainability programme. The company maintains a high level of data
protection and security through personnel training, administrative and
technical controls, audits, and continually evolving processes.
Digia’s security management system complies with the international
ISO 27001 standard for information security management, and some
businesses and sites are covered by this certif icate. The standard
provides organisations with a security management framework for
implementing, administering and continuously improving information
security management. The certif icate is granted to organisations
whose operations have been audited according to the standard. All
of Digia’s businesses comply with ISO 27001 security controls. Digia
is constantly developing its information security and data protection
practices on the basis of this standard.
All Digia employees must familiarise themselves with the company’s
information security policies and guidelines during the onboarding
process, and they also complete an annual data security and data
protection training package. The same goes for every subcontractor
who works on the company’s projects. The aim of the training is
to prevent potential risks and manage their negative impacts. The
Board of Directors has not completed the training. Digia provides
plenty of up-to-date material concerning information security and
data protection for internal use. The company has an information
security and data protection tribe that shares relevant information and
lessons learned. Digia reviews and updates its internal data security
and protection policies and processes to ensure that they are both
ef fective and up to date.
Digia always acts in accordance with the company’s privacy policy.
The privacy policy covers both Digia’s own systems and procedures
and those implemented for customers. Digia’s daily work to promote
data protection is based on close collaboration with customers in
accordance with company processes and procedures. The company
last reviewed and updated its privacy policy in May 2024. During the
reporting year, Digia created a training course package to strengthen
personnel’s ‘Privacy by Design’ competence, and provided data
protection training that was open to all employees.
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 in accordance with the company’s risk management
process. Appropriate controls will be established if any potential risks
are identif ied.
People have been appointed to take responsibility for data security and
protection responsibilities at various levels of the organisation, and
it is their task to monitor the positive and negative impacts of Digia’s
operations and report directly to the director in charge of security, who
in turn reports to the CEO. There have been no human rights violations
or damage involving end-users.
Any potential hazards or biases associated with artif icial intelligence
are being managed with the aid of rigorous risk assessments that
can be used to identify risks and implement appropriate mitigation
measures. Digia designs its AI solutions to be fair, transparent and
respectful of privacy. AI decision-making must be explicable and
accountable, and data used must be processed in accordance with
data protection legislation.
Digia has published a set of
Ethical principles for utilising artif icial
intelligence
, and in 2024 these were supplemented with the publication
of an AI policy. These policies and principles provide increased support
to customers who are developing AI-based decision-making. The
company actively monitors regulatory developments and proactively
familiarises itself with the latest requirements and opportunities.
As regulation increases, improving accessibility in certain service
areas will create new business opportunities for Digia. The Act on the
Provision of Digital Services will introduce new application requirements
for some private- and third-sector organisations.
Digia promotes accessibility by training its personnel and bringing
accessibility issues to its customers’ at tention as necessary. 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 can be used to determine a customer’s current
situation and identify any areas for improvement. Digia has provided
additional accessibility training for UI designers during the reporting
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Board of Directors’ Report and financial statements 2024
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Corporate governance
statement
Consolidated
f inancial statements
Notes to the consolidated
financial statements
Parent company’s
f inancial statements
Sustainability
statement
year, with the goal of increasing accessibility competence within the
organisation.
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 equality.
Targets related to managing material negative
impacts, advancing positive impacts, and managing
material risks and opportunities (S4-5)
One of the company’s strategic sustainability objectives is to maintain
a high level of data security and protection that is closely connected to
the end-users of Digia’s services. The goal is for at least 90 per cent of
Digia employees to have completed security training by 2025. Progress
is tracked annually. 94 per cent (95%) of personnel had completed
this training in 2024. These f igures cover Digia’s F innish companies.
The company has updated its security training to ref lect the revisions
made to its ISO 27001 certif ied security management system. Security
training seeks to ensure a good level of security competence among
Digia personnel, with the aim of minimising the risk of data security
breaches during customer work.
The Net Promoter Score (NPS) is the main measure of customer
satisfaction and the customer experience. 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 is to improve NPS by 25 per cent compared to 2022. The target
has been set for the 2023–2025 strategy period, and progress has
been monitored and reported since the beginning of the period. In
2024, the NPS improved by 18.4 per cent (+23%) compared to 2022.
The Net Promoter Score is calculated by subtracting the percentage of
detractors from the percentage of promoters. This f igure covers all of
the Digia Group’s F innish companies.
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 have been
involved in target set tings. The goal-set ting process has also utilized
information obtained from the customer feedback process.
60
Board of Directors’ Report and financial statements 2024
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Corporate governance
statement
Consolidated
f inancial statements
Notes to the consolidated
financial statements
Parent company’s
f inancial statements
Sustainability
statement
Reliable partner
Business conduct – G1
The role of the administrative, management
and supervisory bodies (GOV-1)
Board of Directors and Commit tees
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 maximising 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 f icient,
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.
CEO and Management Team
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 def ined by the F innish 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, super-
visory and management bodies.
Corporate culture and business conduct policies (G1-1)
Digia’s operations are governed by the F innish Limited Liability
Companies Act, regulations concerning publicly listed companies,
the rules and regulations of Nasdaq Helsinki Oy, and Digia’s Articles
of Association. Our operations are also guided by the policies and
operating principles approved by the Board of Directors or Group
Management Team. The Corporate Governance guidelines outline the
basic principles of Digia’s management and control throughout the
entire Group. It is approved by the Board of Directors and overseen by
the General Counsel. The implementation of the guidelines are the
responsibility of the Group’s Board, Management Team, and other
senior management.
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 Labour
Organisation’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 def ines 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. It was last updated in 2022. 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 subcon-
tractors, partners and customers. The legal team is responsible for its
implementation and the General Counsel for its supervision. The Code
of Conduct 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. This policy
supplements Digia’s Code of Conduct, in which Digia states its zero
tolerance for all forms of bribery and corruption. It applies to everyone
working at or for Digia. It is a permanent policy that will be updated
as necessary. The latest update was made in 2021. The anti-bribery
ESG
61
Board of Directors’ Report and financial statements 2024
Board of Directors’ Report
Corporate governance
statement
Consolidated
f inancial statements
Notes to the consolidated
financial statements
Parent company’s
f inancial statements
Sustainability
statement
and anti-corruption policy has been approved by the Management
Team and Board of Directors. It is implemented by the legal team and
supervised by the General Counsel.
Digia has also supplemented these principles with detailed guidelines
and policies in various subareas. 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
S1-1 Policies related to own workforce.
In accordance with the EU Whistle-blower Directive (EU2021/1937), the
company has a Whistleblowing channel operated by a third party. This
reporting channel is open to all Digia stakeholders. It enables all kinds of
stakeholders to report potential violations of the Code of Conduct. The
process for handling reports is described in more detail in Disclosure
Requirement
G1-3 Prevention and detection of corruption and bribery.
Digia applies the Whistleblower Act, which provides protection for
whistleblowers. Digia has not identif ied any internal activities that
would be particularly vulnerable to corruption and bribery.
To help mobilise the Code of Conduct among personnel, the company
has introduced mandatory training that must be refreshed on an
annual basis. More information about training is provided in Disclosure
Requirement
G1-3 Prevention and detection of corruption and bribery.
Management of relationships with suppliers (G1–2)
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 guide-
lines 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 f inancial
administration 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 f inancial administration will also send reminders about unpaid
invoices as necessary.
Prevention and detection of corruption and bribery (G1–3)
Digia has a Whistleblowing channel through which a Digia employee or
external person can report any suspected misconduct or violations of
Digia’s Code of Conduct, either anonymously or under their own name.
Digia is commit ted to ensuring that no retaliatory measures will be
taken against whistleblowers. The channel can be found here:
ht tps://whistleblower.digia.com.
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 classif ication, led by the appointed Group
Management Team member. The General Counsel informs twice a year
the Audit Commit tee of any reports that have been received via the
whistleblowing channel and how they have been handled.
The mobilisation of the Code of Conduct among personnel includes
training that runs through Digia’s Code of Conduct and other guide-
lines, 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 F innish and English via Digia’s e-learning platform.
It is mandatory for all Digia employees, including senior executives, and
must be repeated annually. The goal is for 90 per cent of personnel
to complete annual training. 84 per cent of Digia personnel (84%)
completed this training in 2024. Employees with long absences have
been excluded from the f igures and the f igure does not include Top of
Minds’ employees.
Digia’s anti-bribery and anti-corruption policy underlines that Digia
takes bribery and corruption seriously, and sets out rules and guide-
lines to promote ethical and lawful behaviour throughout the Group.
This policy is publicly available. The anti-bribery and anti-corruption
policy is included in Digia’s Code of Conduct training.
All Digia Group companies are commit ted to complying with the same,
or a similar, code of conduct, and also to corresponding anti–bribery
and corruption policies.
Conf irmed incidents of corruption or bribery (G1–4)
Digia had no conf irmed cases of bribery or corruption in 2024.
Political inf luence and lobbying activities (G1–5)
Digia does not participate in any political or other lobbying activities
through donations or sponsorship. The Company also has no legal
obligation to be a member of any lobbying organisation. During
the reporting period, no members appointed to administrative,
management or supervisory bodies had held a similar position in public
administration during the preceding two years.
Payment practices (G1–6)
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 def ined any category-specif ic
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
Subcontracting 32 30
Software and cloud services 33 30
IT service providers 20 18
All supplier groups 25 22
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Board of Directors’ Report and financial statements 2024
Board of Directors’ Report
Corporate governance
statement
Consolidated
f inancial statements
Notes to the consolidated
financial statements
Parent company’s
f inancial statements
Sustainability
statement
Content index
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 23
BP-2 Disclosures in relation to specif ic circumstances 23
GOV-1 The role of the administrative, management and supervisory bodies 24
GOV-2 Information provided to and sustainability mat ters addressed by the undertaking’s administrative, management and supervisory bodies 25–26
GOV-3 Integration of sustainability-related performance in incentive schemes 26
GOV-4 Statement on due diligence 26
GOV-5 Risk management and internal controls over sustainability reporting 26–27
SBM-1 Strategy, business model and value chain 27
SBM-2 Interests and views of stakeholders 28
SBM-3 Material impacts, risks and opportunities and their interaction with strategy and business model 29–30
IRO-1 Description of the processes to identify and assess material impacts, risks and opportunities 31
IRO-2 Disclosure requirements in ESRS covered by the undertaking’s sustainability statement 31
MDR-P Policies adopted to manage material sustainability mat ters 31–32
MDR-A Actions and resources in relation to material sustainability mat ters 32
MDR-M Metrics in relation to material sustainability mat ters 32
MDR-T Tracking ef fectiveness of policies and actions through targets 32–33
Environment Climate change
(E1)
GOV-3 Integration of sustainability-related performance in incentive schemes 40
E-1 Transition plan for climate change mitigation 40
SBM-3 Material impacts, risks and opportunities and their interaction with strategy and business model 40
IRO-1 Description of the processes to identify and assess material climate-related impacts, risks and opportunities 40
E1-2 Policies related to climate change mitigation and adaptation 40
E1-3 Actions and resources in relation to climate change policies 40–41
E1-4 Targets related to climate change mitigation and adaptation 41–42
E1-5 Energy consumption and mix 42
E1-6 Gross Scopes 1, 2, 3 and Total GHG emissions 43–44
E1-8 Internal carbon pricing 44
E1-9 Anticipated f inancial ef fects from material physical and transition risks and potential climate-related opportunities 45
Resource use and circular
economy (E5)
IRO-1 Description of the processes to identify and assess material resource use and circular economy-related impacts, risks and opportunities 45
E5-1 Policies related to resource use and circular economy 45–46
E5-2 Actions and resources related to resource use and circular economy 46
E5-3 Targets related to resource use and circular economy 46
E5-6 Anticipated f inancial ef fects from resource use and circular economy-related impacts, risks and opportunities 46
63
Board of Directors’ Report and financial statements 2024
Board of Directors’ Report
Corporate governance
statement
Consolidated
f inancial statements
Notes to the consolidated
financial statements
Parent company’s
f inancial statements
Sustainability
statement
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 47–48
S1-1 Policies related to own workforce 48–50
S1-2 Processes for engaging with own workers and workers’ representatives about impacts 50–51
S1-3 Processes to remediate negative impacts and channels for own workers to raise concerns 51
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
51–52
S1-5 Targets related to managing material negative impacts, advancing positive impacts, and managing material risks and opportunities 52–53
S1-6 Characteristics of the undertaking’s employees 53
S1-7 Characteristics of non-employee workers in the undertaking’s own workforce 53
S1-8 Collective bargaining coverage and social dialogue 53–54
S1-9 Diversity metrics 54
S1-10 Adequate wages 54
S1-11 Social protection 54
S1-13 Training and skills development metrics 54
S1-14 Health and safety metrics 54
S1-15 Work-life balance metrics 54
S1-16 Compensation metrics (pay gap and total compensation) 55
S1-17 Incidents, complaints and severe human rights impacts 55
Workers in the value chain
(S2)
SBM-3 Material impacts, risks and opportunities and their interaction with strategy and business model 55
S2-1 Policies related to value chain workers 56
S2-2 Processes for engaging with value chain workers about impacts 56
S2-3 Processes to remediate negative impacts and channels for value chain workers to raise concerns 56
S2-4 Taking action on material impacts on value chain workers, and approaches to managing material risks and pursuing material opportunities
related to value chain workers, and ef fectiveness of those action
56–57
S2-5 Targets related to managing material negative impacts, advancing positive impacts, and managing material risks and opportunities 57
Consumers and end-users
(S4)
SBM-3 Material impacts, risks and opportunities and their interaction with strategy and business model 57
S4-1 Policies related to consumers and end-users 57–58
S4-2 Processes for engaging with consumers and end-users about impacts 58
S4-3 Processes to remediate negative impacts and channels for consumers and end-users to raise concerns 58–59
S4-4 Taking action on material impacts on consumers and end-users, and approaches to managing material risks and pursuing material
opportunities related to consumers and end-users, and ef fectiveness of those actions
59–60
S4-5 Targets related to managing material negative impacts, advancing positive impacts, and managing material risks and opportunities 60
64
Board of Directors’ Report and financial statements 2024
Board of Directors’ Report
Corporate governance
statement
Consolidated
f inancial statements
Notes to the consolidated
financial statements
Parent company’s
f inancial statements
Sustainability
statement
Section ESRS standard
Disclosure
requirement
Location in the
Sustainability
Statement
Governance Business conduct
(G1)
GOV-1 The role of the administrative, supervisory and management bodies v 61
G1-1 Corporate culture and business conduct policies 61–62
G1-2 Management of relationships with suppliers 62
G1-3 Prevention and detection of corruption and bribery 62
G1-4 Conf irmed incidents of corruption or bribery 62
G1-5 Political inf luence and lobbying activities 62
G1-6 Payment practices 62
65
Board of Directors’ Report and financial statements 2024
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Corporate governance
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Consolidated
f inancial statements
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Parent company’s
f inancial statements
Sustainability
statement
List of data points based on other EU legislation
Disclosure
requirement Data point Description
Reference to
the Sustainable
F inance Disclosure
Regulation
Reference to
Pillar 3
Reference to
Benchmark
Regulation
reference
Reference
to European
Climate Law Page
ESRS 2 GOV-1 21 (d) Board’s gender diversity
24
ESRS 2 GOV-1 21 (e) Percentage of board members who are independent
24
ESRS 2 GOV-4 30 Statement on due diligence
26
ESRS 2 SBM-1 40 (d) i Involvement in activities related to fossil fuel activities
Not material
ESRS 2 SBM-1 40 (d) ii Involvement in activities related to chemical production
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 cultivation and production of tobacco
Not material
ESRS E1-1 14 Transition plan to reach climate neutrality by 2050
Not material
ESRS E1-1 16 (g) Undertakings excluded from Paris-aligned Benchmarks
Not material
ESRS E1-4 34 GHG emission reduction targets
41–42
ESRS E1-5 38 Energy consumption from fossil sources disaggregated by sources (only high climate impact
sectors)
Not material
ESRS E1-5 37 Energy consumption and mix
42
ESRS E1-5 40–43 Energy intensity associated with activities in high climate impact sectors
Not material
ESRS E1-6 44 Gross Scope 1, 2, 3 and Total GHG emissions
43-44
ESRS E1-6 53–55 Gross GHG emissions intensity
44
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) Disaggregation of monetary amounts by acute and chronic physical risk; Location of signif icant
assets at material physical risk
Not material
ESRS E1-9 67 (c) Breakdown of the carrying value of its real estate assets by energy-ef f iciency classes
Not material
ESRS E1-9 69 Degree of exposure of the portfolio to climate-related opportunities
Not material
ESRS E2-4 28 Amount of each pollutant listed in Annex II of the E-PRTR Regulation (European Pollutant
Release and Transfer Register) emit ted to 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 water recycled and reused
Not material
ESRS E3-4 29 Total water consumption in m3 per net revenue on own operations
Not material
ESRS 2 - IRO 1 -E4 16 (a) i Biodiversity sensitive areas
Not material
ESRS 2 - IRO 1 -E4 16 (b) Land impacts
Not material
66
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Corporate governance
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Consolidated
f inancial statements
Notes to the consolidated
financial statements
Parent company’s
f inancial statements
Sustainability
statement
Disclosure
requirement Data point Description
Reference to
the Sustainable
F inance Disclosure
Regulation
Reference to
Pillar 3
Reference to
Benchmark
Regulation
reference
Reference
to European
Climate Law Page
ESRS 2 - IRO 1 -E4 16 (c) Threatened species
Not material
ESRS E4-2 24 (b) Sustainable land / agriculture practices or policies
Not material
ESRS E4-2 24 (c) Sustainable oceans / seas practices or policies
Not material
ESRS E4-2 24 (d) Policies to address deforestation
Not material
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 labour
48
ESRS 2 - SBM-3 - S1 14 (g) Risk of incidents of child labour
48
ESRS S1-1 20 Human rights policy commitments
48-50
ESRS S1-1 21 Due diligence policies on issues addressed by the fundamental International Labor
Organisation Conventions
48-50
ESRS S1-1 22 Processes and measures for preventing traf f icking in human beings
48-50
ESRS S1-1 23 Workplace accident prevention policy or management system
50
ESRS S1-3 32 (c) Grievance/complaints handling mechanisms
51, 62
ESRS S1-14 88 (b) ja (c) Number of fatalities and number and rate of work-related accidents
54
ESRS S1-14 88 (e) Number of days lost to injuries, accidents, fatalities or illness
Not material
ESRS S1-16 97 (a) Unadjusted gender pay gap
55
ESRS S1-16 97 (b) Excessive CEO pay ratio
55
ESRS S1-17 103 (a) Incidents of discrimination
55
ESRS S1-17 104 (a) Non-respect of UNGPs on Business and Human Rights and OECD
55
ESRS 2 - SBM-3 - S2 11 (b) Signif icant risk of child labour or forced labour in the value chain
Not material
ESRS S2-1 17 Human rights policy commitments
55
ESRS S2-1 18 Policies related to value chain workers
55–56
ESRS S2-1 19 Non-respect of UNGPs on Business and Human Rights principles and OECD guidelines
55
ESRS S2-1 19 Due diligence policies on issues addressed by the fundamental International Labor
Organisation Conventions
55
ESRS S2-4 36 Human rights issues and incidents connected to its upstream and downstream value chain
56–57
ESRS S3-1 16 Human rights policy commitments
Not material
ESRS S3-1 17 Non-respect of UNGPs on Business and Human Rights, ILO principles or/and OECD guidelines
Not material
ESRS S3-4 36 Human rights issues and incidents
Not material
ESRS S4-1 16 Policies related to consumers and end-users
57–58
ESRS S4-1 17 Non-respect of UNGPs on Business and Human Rights and OECD guidelines
57–58
ESRS S4-4 35 Human rights issues and incidents
59–60
67
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Corporate governance
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f inancial statements
Notes to the consolidated
financial statements
Parent company’s
f inancial statements
Sustainability
statement
Disclosure
requirement Data point Description
Reference to
the Sustainable
F inance Disclosure
Regulation
Reference to
Pillar 3
Reference to
Benchmark
Regulation
reference
Reference
to European
Climate Law Page
ESRS G1-1 10 (b) United Nations Convention against Corruption
61-62
ESRS G1-1 10 (d) Protection of whistleblowers
62
ESRS G1-4 24 (a) F ines for violation of anti-corruption and anti-bribery laws
62
ESRS G1-4 24 (b) Standards of anti-corruption and anti- bribery
62
68
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f inancial statements
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financial statements
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f inancial statements
Sustainability
statement
F inancial statements
F inancial statements
1 Main statements in the consolidated
f inancial statements (IFRS) ............. 70
1.1 Consolidated income statement........ 70
1.2 Consolidated statement of
comprehensive income................... 70
1.3 Consolidated balance sheet ........... 71
1.4 Consolidated cash f low statement .... 72
1.5 Changes in shareholders’ equity ....... 73
2 General disclosures ................... 74
2.1 Basic information on the Group ........ 74
2.2 Approval by the Board of Directors ..... 74
2.3 Accounting policies ................... 74
2.4 New and amended standards ......... 76
3 F inancial development................. 77
3.1 Reportable segments.................. 77
3.2 Net sales ............................. 77
3.3 Provisions ............................ 78
3.4 Other operating income ............... 79
3.5 Acquired business operations ........ 79
3.6 Depreciation, amortisation and
impairment............................... 81
3.7 Other operating expenses ............ 81
3.8 Income taxes ......................... 81
3.9 Deferred tax assets and liabilities ..... 82
3.10 Earnings per share ................... 83
4 Personnel.............................. 84
4.1 Personnel expenses ................... 84
4.2 Pension liabilities ..................... 84
4.3 Personnel remuneration............... 84
4.4 Share-based payments ............... 84
5 Working capital ........................ 87
5.1 Change in working capital.............. 87
5.2 Accounts payable and other liabilities . 87
6 Capital structure ...................... 88
6.1 Capital management and net liabilities 88
6.2 Receivables and f inancial assets ...... 88
6.3 F inancial liabilities..................... 90
6.4 Lease liabilities ....................... 92
6.5 F inancial income and expenses ....... 92
6.6 F inancial risks......................... 92
6.7 Shareholders’ equity .................. 93
7 Other items ............................ 94
7.1 Goodwill ............................... 94
7.2 Property, plant and equipment......... 95
7.3 Intangible assets...................... 96
7.4 Right-of-use assets .................. 98
7.5 Notes to the cash f low statement ..... 98
7.6 Related party transactions ............ 98
7.7 Events after the balance sheet date ... 99
8 Formulas for the indicators and
reconciliations .......................... 100
8.1 Formulas for the indicators............. 100
8.2 Reconciliation of alternative performance
measures ................................ 101
9 Parent company’s
f inancial statements (FAS) .............. 102
9.1 Parent company’s income statement... 102
9.2 Parent company’s balance sheet ...... 103
9.3 Parent company’s cash f low statement 104
9.4. Basic information on the parent company
and accounting policies .................. 104
9.5 Board of Directors’ proposal for the
distribution of prof it ...................... 105
9.6 Notes to the
parent company’s f inancial statements ... 105
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f inancial statements
Consolidated
f inancial statements
1 Main statements in the consolidated f inancial statements (IFRS)
1.1 Consolidated income statement 1.2 Consolidated statement of
comprehensive income
EUR 1,000 Note 1 Jan–31 Dec 2024 1 Jan–31 Dec 2023
Net sales 3.2 205,672 192,087
Other operating income 3.4 117 145
Materials and services -34,332 -33,270
Depreciation, amortisation and impairment 3.6 -7,200 -7,256
Personnel expenses 4.1, 4.2, 4.4, 7.6 -123,670 -115,603
Other operating expenses 3.7 -22,379 -22,267
-187,464 -178,251
Operating prof it 18,208 13,835
F inancial income 6.5 524 53
F inancial expenses 6.5 -1,794 -1,459
-1,270 -1,405
Prof it before taxes 16,938 12,430
Income taxes 3.8 -3,647 -2,558
Net prof it
Earnings per share, EUR, undiluted 3.10 0.50 0.37
Earnings per share, EUR, diluted 0.50 0.37
Distribution of income for the period:
Parent company shareholders 13,291 9,868
Non-controlling interests – 4
1 Jan–31 Dec 2024 1 Jan–31 Dec 2023
Net prof it 13,291 9,872
Other comprehensive income items:
Items that may later be reclassif ied as prof it or loss:
Exchange dif ferences on translation of foreign operations -1,009 728
Total comprehensive income
Distribution of total comprehensive income:
Parent company shareholders 12,282 10,596
Non-controlling interests – 4
70
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Consolidated
f inancial statements
1.3 Consolidated balance sheet
EUR 1,000 Note 31 Dec 2024 31 Dec 2023
ASSETS
Non-current assets
Goodwill 7.1 92,779 93,295
Intangible assets 7.3 9,647 13,338
Tangible assets 7.2 466 481
Right-of-use assets 7.4 3,124 4,634
F inancial assets recognised at fair value through prof it or loss 6.2 482 482
Non-current receivables 6.2 453 593
Deferred tax assets 3.9 297 290
Current assets
Accounts receivable and other receivables 5.2, 6.2 38,006 42,639
Cash and cash equivalents 6.2 18,232 12,404
Total assets
EUR 1,000 Note 31 Dec 2024 31 Dec 2023
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 -2,542 -1,533
Retained earnings 23,597 17,713
Net prof it 13,291 9,868
Total shareholders’ equity
6.7 83,718 75,420
Non-current liabilities
Deferred tax liabilities 3.9 1,993 2,534
Non-current advances received 0 15
F inancial liabilities 6.3 14,000 20,572
Lease liabilities 1,036 1,913
Other non-current liabilities 3.5 0 3,480
Current liabilities
Accounts payable and other liabilities 5.2 24,414 27,989
Accruals and deferred income 23,487 21,543
Lease liabilities 6.4 2,266 3,117
Other f inancial liabilities 6.3 12,572 11,572
Total liabilities 79,768 92,736
Total shareholders’ equity and liabilities
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f inancial statements
Consolidated
f inancial statements
1.4 Consolidated cash f low statement
EUR 1,000 Note 1 Jan–31 Dec 2024 1 Jan–31 Dec 2023
Cash f low from operations:
Net prof it 13,291 9,868
Adjustments to net prof it 7.5 12,702 11,744
Change in working capital 5.1 853 -3,379
Change in other receivables and liabilities 1,911 1,467
Interest paid -1,754 -1,070
Interest income 402 263
Taxes paid -2,355 -1,920
Cash f low from operations
Cash f low from investments:
Purchases of tangible and intangible assets -289 -56
Acquisition of subsidiaries, net of cash and cash equivalents at the
time of acquisition 3.5 – -7,251
Additional purchase prices of subsidiaries -5,116 -9,059
Cash f low from investments
-5,405 -16,366
EUR 1,000 Note 1 Jan–31 Dec 2024 1 Jan–31 Dec 2023
Cash f low from f inancing:
Repayment of lease liabilities 6.3 -3,570 -3,478
Repayment of current loans 6.3 -11,572 -8,319
Withdrawals of non-current loans 6.3 6,000 15,000
Acquisition of treasury shares – -1,237
Dividends paid -4,501 -4,515
Cash f low from f inancing
-13,643 -2,549
Change in cash and cash equivalents
Cash and cash equivalents at beginning of period 12,404 14,338
Change in cash and cash equivalents 6,001 -1,942
Ef fects of changes in foreign exchange rates -174 9
Cash and cash equivalents at end of period
6.2 18,232 12,404
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Consolidated
f inancial statements
1.5 Changes in shareholders’ equity
EUR 1,000 Note Share capital
Unrestricted share-
holders’ equity reserve
Other reserves Translation dif ference Retained earnings
Non-controlling
interests
Total shareholders’
equity
Shareholders’ equity, 1 Jan 2023 2,088 42,081 5,204 -2,261 23,923 53 71,087
Comprehensive income
Net prof it (+) / loss (–) 1.1 9,868 4 9,872
Other comprehensive income items 1.2 – – – 728 – – 728
Total comprehensive income
Transactions with shareholders
Share-based transactions set tled in equity 4.4 – – – – -217 – -217
Acquisition of non-controlling interests – – – – -242 -56 -298
Dividends – – – – -4,515 -4,515
Acquisition of treasury shares – – – – -1,237 – -1,237
Transactions with shareholders, total
-6,210 -56 -6,267
Shareholders’ equity, 31 Dec 2023
EUR 1,000 Note Share capital
Unrestricted share-
holders’ equity reserve
Other reserves Translation dif ference Retained earnings
Non-controlling
interests
Total shareholders’
equity
Shareholders’ equity, 1 Jan 2024 2,088 42,081 5,204 -1,533 27,581 – 75,420
Comprehensive income
Net prof it (+) / 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
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f inancial statements
Consolidated
f inancial statements
2 General disclosures
74
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f inancial statements
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f inancial statements
Notes to the consolidated
financial statements
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f inancial statements
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statement
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Notes to the consolidated
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f inancial statements
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statement
Parent company’s
f inancial statements
Notes to the consolidated
financial statements
3 F inancial development
77
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Corporate governance
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f inancial statements
Sustainability
statement
Parent company’s
f inancial statements
Notes to the consolidated
financial statements
Additional information is provided in Note 3.3 Provisions.
78
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f inancial statements
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Notes to the consolidated
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f inancial statements
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statement
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f inancial statements
Notes to the consolidated
financial statements
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f inancial statements
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f inancial statements
Notes to the consolidated
financial statements
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f inancial statements
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Notes to the consolidated
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f inancial statements
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Notes to the consolidated
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83
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f inancial statements
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Parent company’s
f inancial statements
Notes to the consolidated
financial statements
84
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f inancial statements
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statement
Parent company’s
f inancial statements
Notes to the consolidated
financial statements
85
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f inancial statements
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statement
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f inancial statements
Notes to the consolidated
financial statements
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f inancial statements
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f inancial statements
Notes to the consolidated
financial statements
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 2024 2023
Change in accounts receivable 3,654 – 4,957
Change in accounts payable –2,801 1,579
Total
853 –3,379
87
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f inancial statements
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f inancial statements
Notes to the consolidated
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6 Capital structure
88
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f inancial statements
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Notes to the consolidated
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f inancial statements
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Notes to the consolidated
financial statements
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f inancial statements
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f inancial statements
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Notes to the consolidated
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f inancial statements
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f inancial statements
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Notes to the consolidated
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7 Other items
94
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f inancial statements
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f inancial statements
Notes to the consolidated
financial statements
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f inancial statements
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f inancial statements
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f inancial statements
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f inancial statements
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f inancial statements
Notes to the consolidated
financial statements
IFRS performance measures:
Earnings per share (EPS), EUR:
Prof it for the period at tributable to parent company shareholders
Weighted average number of shares during the period
Earnings per share (EPS), EUR, diluted:
Prof it for the period at tributable to parent company shareholders
Diluted weighted average number of shares during the period
non-IFRS performance measures:
Net sales growth, %:
Net sales for the f iscal year × 100
Net sales for the comparison period
Operating prof it (EBIT):
Prof it for the period + income taxes + f inancial income and expenses
Operating prof it (EBITA):
Operating prof it + purchase price allocation amortisation and costs
Operating prof it (EBITA) margin, %:
(Operating prof it + purchase price allocation amortisation and costs) × 100
Net sales
Return on investment (ROI),%:
(Prof it or loss before taxes + interest and other f inancing costs) × 100
Balance sheet total – non-interest bearing f inancial liabilities (average)
Return on equity (ROE),%:
(Prof it 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
100
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f inancial statements
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f inancial statements
Notes to the consolidated
financial statements
As alternative performance measures, the Group reports operating
prof it plus purchase price allocation amortisation (EBITA) and costs,
operating prof it (EBIT), return on equity, return on investment, net
gearing and equity ratio, which are not def ined in IFRS. The company
presents the alternative performance measures to describe the
f inancial situation and development of business operations, as it
considers this information necessary for investors.
Operating prof it (EBITA) 31 Dec 2024 31 Dec 2023
Operating prof it 18,208 13,835
Purchase price allocation amortisation and
costs 2,937 2,891
Operating prof it (EBITA)
21,144 16,727
Return on equity, % 31 Dec 2024 31 Dec 2023
Prof it before taxes 16,938 12,430
Taxes –3,647 –2,558
Prof it after taxes 13,291 9,872
Shareholders’ equity (average for the year) 79,569 73,254
Return on equity, %
16.7% 13.5%
Return on investment, % 31 Dec 2024 31 Dec 2023
Prof it before taxes 16,938 12,430
F inancial expenses –1,794 –1,458
Prof it before taxes + f inancial expenses 18,732 13,888
Balance sheet total (average for the period) 165,821 164,136
Non-interest-bearing liabilities (average for
the year) 52,728 56,322
Balance sheet total – non-interest bearing
liabilities 113,094 107,814
Return on investment, %
16.6% 12.9%
Net gearing, % 31 Dec 2024 31 Dec 2023
Interest-bearing liabilities 29,874 37,175
Cash and cash equivalents 18,232 12,404
Shareholders’ equity 83,718 75,420
Net gearing, %
13.9% 32.8%
Equity ratio, % 31 Dec 2024 31 Dec 2023
Shareholders’ equity 83,718 75,420
Balance sheet total 163,486 168,157
Advance payments received 5,357 6,499
Balance sheet total – advances received 158,129 161,658
Equity ratio, %
52.9% 46.7%
8.2 Reconciliation of alternative performance measures
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f inancial statements
Notes to the consolidated
financial statements
9.1 Parent company’s income statement
EUR Note 1 Jan–31 Dec 2024 1 Jan–31 Dec 2023
Net sales 1 17,338,541.77 18,955,102.83
Other operating income 2 50,511.43 56,068.00
Materials and services –1,175,559.85 –1,318,907.57
Personnel expenses 3 –4,926,540.41 –5,542,196.79
Depreciation, amortisation and impairment 4 –673,346.97 –762,873.68
Other operating expenses 5 –10,004,023.93 –9,951,325.39
–16,728,959.73 –17,519,235.43
Operating prof it
609,582.04 1,435,867.40
F inancial income and expenses 6 –3,851,504.84 –3,730,086.14
Prof it before appropriations and taxes –3,241,922.80 –2,294,218.74
Appropriations
Group contribution 14,000,000.00 12,600,000.00
Change in depreciation dif ferences –219,764.90 –219,764.90
Prof it before taxes 10,538,312.30 10,086,016.36
Income taxes
7 –2,089,988.59 –2,030,008.88
Net prof it
8,448,323.71 8,056,007.48
9 Parent company’s f inancial statements (FAS)
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f inancial statements
EUR Note 31 Dec 2024 31 Dec 2023
ASSETS
F iXED ASSETS
Intangible assets 8 21,288.27 3,330.16
Intangible rights 2,338,998.28 2,889,350.82
2,360,286.55 2,892,680.98
Tangible assets 9
Land and water areas 16,818.79 16,818.79
Buildings and structures 4,945.09 11,538.55
Machinery and equipment 133,537.89 232,851.01
155,301.77 261,208.35
Investments 10
Shares in Group companies 175,081,210.65 194,130,695.55
Other shares and holdings 480,004.54 480,004.54
175,561,215.19 194,610,700.09
Total f ixed assets 178,076,803.51 197,764,589.42
CURRENT ASSETS
Non-current receivables
Prepayments and accrued income – 78,641.87
Current receivables 11
Receivables from Group companies 18,592,170.22 11,206,864.92
Other receivables 204,948.22 305,654.91
Prepayments and accrued income 1,842,773.91 2,139,693.08
20,639,892.35 13,664,916.71
Cash and cash equivalents 6,873,955.67 2,759,576.31
Total current assets 27,513,848.02 16,424,493.02
Total assets 205,590,651.53 214,267,724.31
EUR Note 31 Dec 2024 31 Dec 2023
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 19,757,803.30 16,202,941.92
Net prof it 8,448,323.71 8,056,007.48
Total shareholders’ equity 72,834,190.63 68,887,013.02
ACCUMULATED APPROPRIATIONS
Depreciation dif ference 798,763.60 578,998.70
LIABILITIES
Non-current liabilities
Loans from f inancial institutions 13 14,000,000.00 20,500,000.00
Liabilities to Group companies 50,620,580.00 –
Other non-current liabilities – 4,371,720.25
64,620,580.00 24,871,720.25
Current liabilities
Accounts payable 242,701.23 316,906.17
Interest-bearing liabilities 14 12,500,000.00 11,500,000.00
Liabilities to Group companies 47,866,162.94 102,375,690.23
Other liabilities 5,239,670.86 4,443,692.45
Accruals and deferred income 1,488,582.27 1,293,703.49
Taxes based on the net result for the year – –
67,337,117.30 119,929,992.34
Total liabilities 131,957,697.30 144,801,712.59
Total shareholders’ equity and liabilities 205,590,651.53 214,267,724.31
9.2 Parent company’s balance sheet
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Corporate governance
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Consolidated
f inancial statements
Sustainability
statement
Notes to the consolidated
financial statements
Parent company’s
f inancial statements
EUR 1 Jan–31 Dec 2024 1 Jan–31 Dec 2023
Cash f low from operations:
Net prof it 8,448,323.71 8,056,007.48
Adjustments to net prof it –7,165,394.70 –5,867,511.40
Change in working capital 13,068,663.68 8,155,720.58
Interest paid –4,028,666.84 –4,203,860.31
Interest income 253,730.85 174,641.65
Taxes paid –1,509,845.28 –1,905,837.05
Cash f low from operations
9,066,811.42 4,409,160.95
Cash f low from investments:
Purchases of tangible and intangible assets –35,045.96 7,985.78
Acquisition of subsidiary, net of cash acquired –5,116,240.00 –19,342,700.10
Cash f low from investments
–5,151,285.96 –19,334,714.32
Cash f low from f inancing:
Acquisition of treasury shares – –1,237,419.08
Repayment of current loans –11,500,000.00 –8,000,000.00
Withdrawals of current loans – –
Withdrawals of current loans 6,000,000.00 15,000,000.00
Group f inancing items
1)
–500,000.00 180,000.00
Group contribution 10,700,000.00 11,800,000.00
Dividends paid –4,501,146.10 –4,514,502.49
Cash f low from f inancing
198,853.90 13,228,078.43
Change in cash and cash equivalents
4,114,379.36 –1,697,474.94
Cash and cash equivalents at beginning of period 2,759,576.31 4,457,051.25
Change in cash and cash equivalents 4,114,379.36 –1,697,474.94
Cash and cash equivalents at end of period
6,873,955.67 2,759,576.31
1)
Group f inancing 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 f ice is at Atomitie 2, 00370 Helsinki. Digia
Plc’s active subsidiaries are Digia F inland Ltd and its subsidiaries,
Productivity Leap Oy, Digia Sweden AB, Climber International AB and its
subsidiaries, and Top of Minds AB.
Accounting policies
The parent company’s f inancial statements have been prepared in
accordance with F innish Accounting Standards (FAS). The f inancial
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
f inancial period are based on conf irmations received from the insurance
company. Pension expenses are recognised as expenses for the year in
which they arise.
Leasing payments
Leasing payments are recognised 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
9.3 Parent company’s cash f low statement
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Corporate governance
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Consolidated
f inancial statements
Sustainability
statement
Notes to the consolidated
financial statements
Parent company’s
f inancial statements
the treatment of benef its granted in such schemes. According to
the statement, the terms and conditions of a share-based incentive
scheme are irrevocably fulf illed 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 perfor-
mance 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 specif ied in the scheme.
F ixed assets, depreciation and amortisation
F ixed assets are recognised in the balance sheet at immediate cost
less planned depreciation and amortisation.
The economic lives underlying planned depreciation and amortisation
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 f ixed assets with an economic life of less than three years
are recognised as annual expenses.
9.5 Board of Directors’ proposal
for the distribution of prof it
According to the balance sheet dated 31 December 2024, Digia Plc’s
distributable shareholders’ equity was EUR 70,746,626.13, of which
EUR 8,448,323.71 was prof it for the f iscal year. At the Annual General
Meeting, the Board of Directors will propose that a dividend of EUR
0.18 per share be paid according to the conf irmed balance sheet for
the f iscal year ending 31 December 2024. Shareholders listed in the
shareholders’ register maintained by Euroclear F inland Ltd on the dividend
reconciliation date, 31 March 2025, will be eligible for the payment of
dividend. Dividends will be paid on 7 April 2025.
9.6 Notes to the parent
company’s f inancial statements
1. Net sales
Net sales by segment
EUR 2024 2023
Group administration services 17,338,541.77 18,955,102.83
Total
17,338,541.77 18,955,102.83
2. Other operating income
EUR 2024 2023
Rental income 50,511.43 45,823.00
Other operating income 0.00 10,245.00
Total
50,511.43 56,068.00
3. Information on personnel and governing bodies
EUR 2024 2023
Board emoluments and remuneration and
CEO’s compensation 718,599.80 1,334,099.40
Other salaries and remunerations 3,469,110.57 3,499,856.55
Pension insurance contributions 671,089.91 606,013.38
Other personnel expenses 67,740.13 102,227.46
Total
4,926,540.41 5,542,196.79
Number of personnel, 31 Dec 2024 2023
Management and administration 50 47
Total
50 47
4. Depreciation, amortisation and impairment
EUR 2024 2023
Planned depreciation and amortisation
Property, plant, and equipment, and intangible
assets 673,346.97 762,873.68
Total
673,346.97 762,873.68
5. Auditor’s fees
EUR 2024 2023
Ernst & Young Oy
Audit 172,687.00 191,510.00
Tax counselling 3,880.00 32,763.00
Other statutory duties 22,165.00 4,100.00
Other services 34,270.00 92,038.25
Total
233,002.00 320,411.25
6. F inancial income and expenses
F inancial income
EUR 2024 2023
Interest and f inancial income from Group
companies 6,484.48 12,087.43
Dividend income from Group companies 20,000,000.00 0.00
Interest and f inancial income from others 318,067.30 82,805.36
Total
20,324,551.78 94,892.79
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Corporate governance
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Consolidated
f inancial statements
Sustainability
statement
Notes to the consolidated
financial statements
Parent company’s
f inancial statements
F inancial expenses
EUR 2024 2023
Interest expenses to Group companies 2,661,538.87 2,549,566.96
Interest expenses to other companies 1,447,673.94 1,181,453.75
Loan administration fees 30,825.00 43,288.68
Impairment on investments in f ixed assets
from Group companies 20,000,000.00 0.00
Other f inancial expenses 35,094.46 50,668.66
Exchange rate losses 924.35 0.88
Total
24,176,056.62 3,824,978.93
7. Income taxes
EUR 2024 2023
Income taxes on operations –2,089,988.59 –2,010,319.56
Income taxes for previous periods – –19,689.32
Total
–2,089,988.59 –2,030,008.88
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 f inancial position, in accordance
with the principle of prudence. Deferred tax assets totalled EUR 255
thousand at the end of the f iscal year.
8. Intangible assets
EUR Intangible rights
Other long-term
expenses Total 2024 Total 2023
Acquisition cost, 1 Jan 9,237,115.98 1,530,432.31 10,767,548.29 10,767,548.29
Increases – 28,436.16 28,436.16 –
Decreases – – – –
Transfers between items – – – –
Acquisition cost, 31 Dec
9,237,115.98 1,558,868.47 10,795,984.45 10,767,548.29
Accumulated depreciation and amortisation,
1 Jan –6,347,765.16 –1,527,102.15 –7,874,867.31 –7,263,249.62
Depreciation –550,352.54 –10,478.05 –560,830.59 –611,617.69
Accumulated depreciation and amortisation,
31 Dec
–6,898,117.70 –1,537,580.20 –8,435,697.90 –7,874,867.31
Book value, 1 Jan 2,889,350.82 3,330.16 2,892,680.98 3,504,298.67
Book value, 31 Dec 2,338,998.28 21,288.27 2,360,286.55 2,892,680.98
9. Property, plant and equipment
EUR
Land and
water areas
Buildings and
structures
Machinery and
equipment Total 2024 Total 2023
Acquisition cost, 1 Jan 16,818.79 162,905.90 3,729,000.93 3,908,725.62 3,906,466.40
Increases – – 6,609.80 6,609.80 2,259.22
Acquisition cost, 31 Dec
16,818.79 162,905.90 3,735,610.73 3,915,335.42 3,908,725.62
Accumulated depreciation and amortisation,
1 Jan – –151,367.35 –3,496,149.92 –3,647,517.27 –3,496,261.28
Depreciation – –6,593.46 –105,922.92 –112,516.38 –151,255.99
Accumulated depreciation and amortisation,
31 Dec
– –157,960.81 –3,602,072.84 –3,760,033.65 –3,647,517.27
Book value, 1 Jan 16,818.79 11,538.55 232,851.01 261,208.35 410,205.12
Book value, 31 Dec 16,818.79 4,945.09 133,537.89 155,301.77 261,208.35
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Corporate governance
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Consolidated
f inancial statements
Sustainability
statement
Notes to the consolidated
financial statements
Parent company’s
f inancial statements
10. Investments
EUR
Investments in
subsidiary shares
Other shares
and holdings Total 2024 Total 2023
Acquisition cost, 1 Jan 194,159,651.55 606,292.32 194,765,943.87 18,1,062,981.69
Increases 950,515.10 – 950,515.10 14,598,704.35
Decreases – – – –895,742.17
Acquisition cost, 31 Dec
195,110,166.65 606,292.32 195,716,458.97 194,765,943.87
Accumulated amortisation, 1 Jan –28,956.00 –126,287.78 –155,243.78 –155,243.78
Impairment –20,000,000.00 – –20,000,000.00 –
Accumulated amortisation, 31 Dec
–20,028,956.00 –126,287.78 –20,155,243.78 –155,243.78
Book value, 1 Jan 194,130,695.55 480,004.54 194,610,700.09 180,907,737.91
Book value, 31 Dec 175,081,210.65 480,004.54 175,561,215.19 194,610,700.09
Itemisation of subsidiaries and other shares and holdings
Group companies Domicile Domestic segment Share of ownership Share of votes
Climber International AB Stockholm Sweden 100% 100%
Digia F inland Oy Helsinki F inland 100% 100%
Digia Sweden AB Stockholm Sweden 100% 100%
Productivity Leap Oy Joensuu F inland 100% 100%
Top of Minds AB Stockholm Sweden 100% 100%
11. Current receivables
EUR 2024 2023
Receivables from Group companies
Accounts receivable 4,362,380.00 267,071.08
Loan receivables 167,000.00 167,000.00
Prepayments and accrued income 14,062,790.22 10,772,793.84
Accounts receivable 0.00 12,703.80
Other receivables 204,948.22 305,654.91
Prepayments and accrued income 1,842,773.91 2,139,693.08
Total
20,639,892.35 13,664,916.71
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Corporate governance
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Consolidated
f inancial statements
Sustainability
statement
Notes to the consolidated
financial statements
Parent company’s
f inancial statements
12. Shareholders’ equity
EUR 2024 2023
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 24,258,949.40 21,954,863.49
Changes during the f iscal year
Dividends –4,501,146.10 –4,514,502.49
Acquisition of treasury shares – –1,237,419.08
Share-based payments – –
Accrued earnings, 31 Dec 19,757,803.30 16,202,941.92
Net prof it 8,448,323.71 8,056,007.48
Total unrestricted shareholders’ equity 70 746 626,13
66,799,448.52
Total shareholders’ equity 72 834 190,63
68,887,013.02
Calculation of distributable shareholders’ equity, 31 Dec
EUR 2024 2023
Unrestricted shareholders’ equity reserve 42,540,499.12 42,540,499.12
Retained earnings 19,757,803.30 16,202,941.92
Net prof it 8,448,323.71 8,056,007.48
Total
70,746,626.13 66,799,448.52
13. Non-current liabilities
EUR 2024 2023
Interest-bearing
Non-current interest-bearing liabilities 14,000,000.00 20,500,000.00
Liabilities to Group companies
Borrowings 50,620,580.00 –
Other non-current liabilities – 4,371,720.25
Total
64,620,580.00 24,871,720.25
14. Current liabilities
EUR 2024 2023
Interest-bearing
Interest-bearing liabilities 12,500,000.00 11,500,000.00
Liabilities to Group companies
Borrowings 4,302,070.42 75,478,332.79
Total interest-bearing current liabilities
16,802,070.42 86,978,332.79
Liabilities to Group companies
Accounts payable 150,144.40 125,364.26
Accruals and deferred income 43,413,948.12 26,768,669.16
To others
Accounts payable 242,701.23 316,906.17
Other liabilities 5,239,670.86 4,447,016.47
Accruals and deferred income 1,488,582.27 1,293,703.49
Total interest-free current liabilities
50,535,046.88 32,951,659.55
Total current liabilities
67,337,117.30 119,929,992.34
Material items included in accrued expenses arise from the accrual of
holiday pay, as well as accrued provisions for salaries and fees.
15. Contingent liabilities
Lease liabilities
EUR 2024 2023
Due during the current f inancial period 57,071.76 57,388.70
Due later 48,125.45 45,176.03
Total
105,197.21 102,564.73
Other lease liabilities
EUR 2024 2023
Due during the current f inancial period 1,577,971.46 2,271,117.36
Due later 625,950.74 1,429,928.36
Total
2,203,922.20 3,701,045.72
Other liabilities
EUR 2024 2023
Collateral pledged for own commitments
Other 473,230.35 453,863.80
Total
473,230.35 453,863.80
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 f inancial statements.
In the 2024 f iscal 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 per cent 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 1,692 thousand.
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Corporate governance
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Consolidated
f inancial statements
Sustainability
statement
Notes to the consolidated
financial statements
Parent company’s
f inancial statements
Signatures to the
Board’s Report and
F inancial Statements
A report of the audit has been submit ted today.
Helsinki, 25 February 2025
Ernst & Young Oy
Audit f irm
Terhi Mäkinen
Authorised Public Accountant
Auditor’s Note
The f inancial statements, prepared in accordance with applicable
accounting regulations, give a true and fair view of the assets, liabilities,
f inancial position, and prof it or loss of both the company and the group
of companies included in its consolidated f inancial 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 f inancial statements,
as well as a description of the most signif icant 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.
Helsinki, 25 February 2025
Robert Ingman Mart ti Ala-Härkönen Sant tu Elsinen
Chair of the Board
Sari Leppänen Henry Nieminen Outi Taivainen
Timo Levoranta
CEO
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Consolidated
f inancial statements
Sustainability
statement
Notes to the consolidated
financial statements
Parent company’s
f inancial statements
Auditor’s Report (Translation of the F innish original)
To the Annual General Meeting of Digia Plc
Report on the Audit of the F inancial Statements
Opinion
We have audited the f inancial statements of Digia Plc (business
identity code 0831312-4) for the f inancial year 1 January to 31 December
2024. The f inancial 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 f inancial statements give a true and fair view of the
group’s f inancial position, f inancial performance and cash f lows in
accordance with IFRS Accounting Standards as adopted by the EU.
• the f inancial statements give a true and fair view of the parent
company’s f inancial performance and f inancial position in
accordance with the laws and regulations governing the preparation
of f inancial statements in F inland 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
F inland. Our responsibilities under good auditing practice are further
described in the
Auditor’s Responsibilities for the Audit of the F inancial
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 appli-
cable in F inland and are relevant to our audit, and we have fulf illed 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 F inland 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 f inancial statements and note 5 to the parent
company f inancial statements.
We believe that the audit evidence we have obtained is suf f icient and
appropriate to provide a basis for our opinion.
Key Audit Mat ters
Key audit mat ters are those mat ters that, in our professional judgment,
were of most signif icance in our audit of the f inancial statements of the
current period. These mat ters were addressed in the context of our
audit of the f inancial statements as a whole, and in forming our opinion
thereon, and we do not provide a separate opinion on these mat ters.
We have fulf illed the responsibilities described in the
Auditor’s
Responsibilities for the Audit of the F inancial 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 f inancial
statements. The results of our audit procedures, including the proce-
dures performed to address the mat ters below, provide the basis for
our audit opinion on the accompanying f inancial 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.
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Corporate governance
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Consolidated
f inancial statements
Sustainability
statement
Notes to the consolidated
financial statements
Parent company’s
f inancial statements
Key Audit Mat ter How our audit addressed the Key Audit Mat ter
Revenue Recognition
We refer to note 3.2 of the consolidated f inancial
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. F ixed
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 signif icant 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 the correctness of the timing of revenue
recognition.
• Concerning f ixed price projects, we compared
the estimates of project revenues to the sales
agreements.
• We evaluated estimates of the remaining amount
of work in order to recognize potential loss-making
projects.
• We evaluated appropriateness and suf f iciency of
the notes relating to group’s revenues.
Key Audit Mat ter How our audit addressed the Key Audit Mat ter
Valuation of Goodwill
We refer to note 7.1 of the consolidated f inancial
statements.
At the balance sheet date of 31.12.2024 the value of
goodwill amounted to 93 million euros, representing
57% of total assets and 111% of shareholders’ equity
(2023: goodwill 93 million euros representing 55%
of total assets and 124% 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
signif icant management judgment,
• impairment testing is based on management’s
assumptions relating to market and economic
conditions, and
• goodwill is signif icant to the f inancial 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 signif icantly
when the underlying assumptions change. Value in
use is dependent on several assumptions such as
revenue growth, operating prof it 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 prof it 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 f iciency of information
included the note.
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Corporate governance
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Consolidated
f inancial statements
Sustainability
statement
Notes to the consolidated
financial statements
Parent company’s
f inancial statements
Responsibilities of the Board of Directors and the
Managing Director for the F inancial Statements
The Board of Directors and the Managing Director are responsible for
the preparation of consolidated f inancial statements that give a true
and fair view in accordance with IFRS Accounting Standards as adopted
by the EU, and of f inancial statements that give a true and fair view in
accordance with the laws and regulations governing the preparation of
f inancial statements in F inland 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 f inancial statements that are free from material
misstatement, whether due to fraud or error.
In preparing the f inancial statements, the Board of Directors and the
Managing Director are responsible for assessing both 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 f inancial 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 F inancial Statements
Our objectives are to obtain reasonable assurance on whether the
f inancial 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 f inancial 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
f inancial statements, whether due to fraud or error, design and
perform audit procedures responsive to those risks, and obtain audit
evidence that is suf f icient and appropriate to provide a basis for our
opinion. The risk of not detecting a material misstatement resulting
from fraud is higher than for one resulting from error, as fraud may
involve collusion, forgery, intentional omissions, misrepresentations,
or the override of internal control.
• Obtain an understanding of internal control relevant to the audit
in order to design audit procedures that are appropriate in the
circumstances, but not for the purpose of expressing an opinion on
the 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.
• 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
signif icant doubt on the parent company’s or the group’s ability to
continue as a going concern. If we conclude that a material uncer-
tainty exists, we are required to draw at tention in our auditor’s report
to the related disclosures in the f inancial 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
f inancial statements, including the disclosures, and whether the
f inancial statements represent the underlying transactions and
events so that the f inancial statements give a true and fair view.
• Plan and perform the group audit to obtain suf f icient appropriate
audit evidence regarding the f inancial information of the entities or
business units within the group as a basis for forming an opinion on
the group f inancial 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
signif icant audit f indings, including any signif icant def iciencies 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 signif icance in the audit
of the f inancial 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 benef its of such communication.
112
Board of Directors’ Report and financial statements 2024
Board of Directors’ Report
Corporate governance
statement
Consolidated
f inancial statements
Sustainability
statement
Notes to the consolidated
financial statements
Parent company’s
f inancial statements
Other Reporting Requirements
Information on our audit engagement
We were f irst appointed as auditors by the Annual General Meeting
on 21 March 2022 and our appointment represents a total period of
uninterrupted engagement of 3 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 f inancial 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 f inancial statements does not cover the other
information.
In connection with our audit of the f inancial statements, our respon-
sibility is to read the other information identif ied above and, in doing
so, consider whether the other information is materially inconsistent
with the f inancial 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 f inancial 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 25 February 2025
Ernst & Young Oy
Authorized Public Accountant F irm
Terhi Mäkinen
Authorized Public Accountant
113
Board of Directors’ Report and financial statements 2024
Board of Directors’ Report
Corporate governance
statement
Consolidated
f inancial statements
Sustainability
statement
Notes to the consolidated
financial statements
Parent company’s
f inancial statements
Assurance report on the sustainability statement (Translation of the F innish original)
To the Annual General Meeting of Digia Plc
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 f inancial year for
the f inancial year 1 January to 31 December 2024.
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);
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 identif ied
the information for reporting in accordance with the sustainability
reporting standards (double materiality assessment) and the tagging
of information as referred to in Chapter 7, Section 22 of the Accounting
Act.
Our opinion does not cover the tagging of the group sustainability
statement with digital XBRL sustainability tags in accordance with
Chapter 7, Section 22, Subsection 1(2), of the Accounting Act, because
sustainability reporting companies have not had the possibility to
comply with that provision in the absence of the ESEF regulation or
other European Union legislation.
Basis for Opinion
We performed the assurance of the group sustainability statement as
a limited assurance engagement in compliance with good assurance
practice in F inland and with the International Standard on Assurance
Engagements (ISAE) 3000 (Revised)
Assurance Engagements Other
than Audits or Reviews of Historical F inancial Information
.
Our responsibilities under this standard are further described in the
Responsibilities of the Group Sustainability Auditor
section of our
report.
We believe that the evidence we have obtained is suf f icient and
appropriate 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 f irst time
for the f inancial year for the f inancial year 1 January to 31 December
2024. Our opinion does not cover the comparative information that has
been presented in the group sustainability statement. Our opinion is
not modif ied in respect of this mat ter.
Group Sustainability Auditor’s Independence
and Quality Management
We are independent of the parent company and of the group
companies in accordance with the ethical requirements that are
applicable in F inland and are relevant to our engagement, and we have
fulf illed our other ethical responsibilities in accordance with these
requirements.
The group sustainability auditor applies International Standard on
Quality Management ISQM 1, which requires the sustainability audit
f irm to design, implement and operate a system of quality management
including policies or procedures regarding compliance with ethical
requirements, professional standards and applicable legal and
regulatory requirements.
Responsibilities of the Board of Directors
and the Managing Director
The Board of Directors and the Managing Director of 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 def ined in the
sustainability reporting standards and in which the information for
reporting in accordance with the sustainability reporting standards
has been identif ied as well as the tagging of information as referred
to in Chapter 7, Section 22 of the Accounting Act and
• the compliance of the group sustainability statement with the
requirements laid down in Article 8 of the Regulation (EU) 2020/852
of the European Parliament and of the Council on the establishment
of a framework to facilitate sustainable investment, and amending
Regulation (EU) 2019/2088;
• such internal control as the Board of Directors and the Managing
Director determine is necessary to enable the preparation of a group
sustainability statement that is free from material misstatement,
whether due to fraud or error.
Inherent Limitations in the Preparation
of a Sustainability Statement
The preparation of the group sustainability statement requires a
materiality assessment from the company in order to identify relevant
disclosures. This signif icantly involves management judgment and
choices. Group sustainability reporting is also characterised by
estimates and assumptions, as well as measurement and estimation
uncertainty.
114
Board of Directors’ Report and financial statements 2024
Board of Directors’ Report
Corporate governance
statement
Consolidated
f inancial statements
Sustainability
statement
Notes to the consolidated
financial statements
Parent company’s
f inancial statements
The determination of greenhouse gases is subject to inherent
uncertainty due to the incomplete scientif ic data used to determine
the emission factors and the numerical values needed to combine
emissions of dif ferent gases.
In addition, when reporting forward-looking information, the company
must make assumptions about possible future events and disclose
the company’s possible future actions in relation to these events. The
actual outcome may be dif ferent because predicted events do not
always occur as expected.
Responsibilities of the 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 profes-
sional 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 f icient and appropriate to
provide a basis for our opinion. The risk of not detecting a material
misstatement resulting from fraud is higher than for one resulting
from error, as fraud may involve collusion, forgery, intentional
omissions, misrepresentations, or the override of internal control.
Description of the Procedures That Have Been Performed
The procedures performed in a limited assurance engagement vary in
nature and timing from, and are less in extent than for, a reasonable
assurance engagement. The nature, timing and extent of assurance
procedures selected depend on professional judgment, including the
assessment of risks of material misstatement, whether due to fraud
or error. Consequently, the level of assurance obtained in a limited
assurance engagement is substantially lower than the assurance that
would have been obtained had a reasonable assurance engagement
been performed.
Our procedures included for ex. the following:
• We have interviewed the key persons 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 against the requirements of ESRS
standards and the compliance of the information provided for the
double materiality assessment with ESRS standards.
• We assessed whether the group sustainability statement in material
respect meets the requirements of ESRS standards for 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 with supporting company documentation.
– We have on a sample basis performed analytical assurance
procedures and related inquiries, recalculation and inspected
documentation, as well as tested data aggregation to assess the
accuracy of the group sustainability statement.
• We gained an understanding of the process by which a company
has def ined taxonomy-eligible and taxonomy-aligned economic
activities and evaluate the regulatory compliance of the information
provided.
Helsinki 25 February 2025
Ernst & Young Oy
Authorized Sustainability Audit F irm
Terhi Mäkinen
Authorized Sustainability Auditor
115
Board of Directors’ Report and financial statements 2024
Board of Directors’ Report
Corporate governance
statement
Consolidated
f inancial statements
Sustainability
statement
Notes to the consolidated
financial statements
Parent company’s
f inancial statements
Independent Auditor’s Report on the ESEF Consolidated
F inancial Statements of Digia Plc (Translation of the F innish original)
To the Board of Directors of Digia Plc
We have performed a reasonable assurance engagement on the f inancial
statements 743700QVAG6OXK5OP587-2024-12-31-f i.zip of Digia Plc
(y-identif ier: 0831312-4) that have been prepared in accordance with the
Commission’s regulatory technical standard for the f inancial year ended
31.12.2024.
Responsibilities of the Board of Directors
and the Managing Director
The Board of Directors and the Managing Director are responsible for the
preparation of the company’s report of Board of Directors and f inancial
statements (the ESEF f inancial statements) in such a way that they
comply with the requirements of the Commission’s regulatory technical
standard. This responsibility includes:
• preparing the ESEF f inancial statements in XHTML format in accordance
with Article 3 of the Commission’s regulatory technical standard
• tagging the primary f inancial statements, notes and company’s
identif ication data in the consolidated f inancial statements that are
included in the ESEF f inancial statements with iXBRL tags in accordance
with Article 4 of the Commission’s regulatory technical standard and
• ensuring the consistency between the ESEF f inancial statements and
the audited f inancial statements.
The Board of Directors and the Managing Director are also responsible
for such internal control as they determine is necessary to enable the
preparation of ESEF f inancial statements in accordance the requirements
of the Commission’s regulatory technical standard.
Auditor’s Independence and Quality Management
We are independent of the company in accordance with the ethical
requirements that are applicable in F inland and are relevant to the
engagement we have performed, and we have fulf illed our other ethical
responsibilities in accordance with these requirements.
The f irm applies International Standard on Quality Management (ISQM)
1, which requires the f irm 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 f inancial statements
that have been prepared in accordance with the Commission’s technical
regulatory standard. We express an opinion on whether the consolidated
f inancial statements that are included in the ESEF f inancial 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 f inancial statements in the consolidated f inancial
statements that are included in the ESEF f inancial 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
• whether the notes and company’s identif ication data in the consol-
idated f inancial statements that are included in the ESEF f inancial
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
• whether there is consistency between the ESEF f inancial statements
and the audited f inancial 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 f icient and appro-
priate 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 f inancial statements, notes and company’s identif i-
cation data in the consolidated f inancial statements that are included
in the ESEF f inancial statements of Digia Plc 743700QVAG6OXK5OP587-
2024-12-31-f i.zip for the f inancial year ended 31.12.2024 have been tagged,
in all material respects, in accordance with the requirements of the
Commission’s regulatory technical standard.
Our opinion on the audit of the consolidated f inancial statements of Digia
Plc for the f inancial year ended 31.12.2024 has been expressed in our
auditor’s report 25.2.2025. With this report we do not express an opinion
on the audit of the consolidated f inancial statements nor express another
assurance conclusion.
Helsinki 5.3.2025
Ernst & Young Oy
Authorized Public Accountant F irm
Terhi Mäkinen
Authorized Public Accountant
116
Board of Directors’ Report and financial statements 2024
Board of Directors’ Report
Corporate governance
statement
Consolidated
f inancial statements
Sustainability
statement
Notes to the consolidated
financial statements
Parent company’s
f inancial statements
