Environmental & Social Information • Mar 15, 2022
Environmental & Social Information
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SUSTAINABILITY
REMUNERATION 2021 GOVERNANCE
ANNUAL REVIEW FINANCIALS
Economic sustainability
p.22
p.27
22 We intensify innovation and drive sustainable value creation
Elisa's sustainability report for 2021 is a statement of Elisa's non-financial information and includes information in accordance with the EU Taxonomy Regulation. The report forms part of Elisa's annual report, which is published in Finnish and English and consists of five parts: an annual review, a sustainability report, financial statements, a corporate governance statement and a remuneration statement. The entire annual report is available at elisa.com/corporate/investors/annualreport/.
This verified sustainability report has been prepared primarily according to the Core requirements of the Global Reporting Initiative (GRI) Standards, but also including some indicators according the Comprehensive requirements. Elisa also reports non-financial information with reference to the SASB (Sustainability Accounting Standards Board) framework. We do not currently report all the indicators included in the standard, but we will also continue to evaluate them in future. In addition, the Nasdaq Nordic ESG Reporting Guide has been taken into account in preparing the report. ESG index 2021 includes GRI, SASB and our own indicators and is part of the report.
Elisa also publishes climate-related financial information in accordance with the Task Force on Climate-Related Financial Disclosures (TCFD) recommendations in a separate TCFD report, which is available on our website.
Elisa's sustainability reports are verified by a third party. The 2021 corporate sustainability report is verified by KPMG Oy Ab. The limited verification covers the sustainability section of Elisa's 2021 annual report. The reporting period is the calendar year 2021.
The reporting of key aspects covers all of the business functions and subsidiaries included in Elisa's consolidated financial statements: Consumer Customers, Corporate Customers, Production, Support and the subsidiaries.
The reporting corresponds to the reporting scope of Elisa Group. For some indicators, the scope has been limited due to a lack of reliable information. Any deviations due to these limitations or changes in calculation methods are indicated alongside the relevant indicators. We will continue to develop the coverage of our reporting in these respects. The financial information in this report comes from the consolidated financial statements, and it complies with IFRS accounting principles.
With regard to environmental indicators, the most significant environmental effects of the parent company and its subsidiaries have been calculated in accordance with GRI guidelines. The calculation of carbon dioxide emissions is based on the Greenhouse Gas Protocol Corporate Standard. The figures for Scope 3 emissions are reported according to the GHG Protocol Corporate Value Chain Standard. The reporting of Scope 2 emissions takes into account GHG Protocol Scope 2 instructions. For a description of the calculation method, please see our corporate sustainability website. With regard to personnel, figures for both the parent company and subsidiaries are included. Structural changes in the Group are presented in more detail in the annual report.
This is Elisa's ninth verified sustainability report, and the publication date for the 2021 report is 15 March 2022. Previous reports are available at elisa.com/corporate/ investors/.
Ms Minna Kröger, Vice President, Corporate Sustainability [email protected], tel. +358 50 572 7620
Elisa's mission is a sustainable future through digitalisation. Accordingly, we tackle common issues that are important for people, society and sustainable development.
We are a trailblazer in the provision of telecommunications and digital services, and our business goal is to provide value and sustainable solutions for society and our customers.
Comprehensive, reliable and fast data communication connections are a prerequisite for a competitive and equitable information society. As our operating environment is becoming increasingly digital, we play a key role in influencing society and the operating and working environments of companies and citizens in our main market areas, Finland and Estonia, as well as internationally.
We are committed to the UN Global Compact and are signatories to the UN Women's Empowerment Principles. We respect human rights and international anti-corruption conventions in all countries where we operate and in our partner network.
By building a sustainable future through digitalisation, we are contributing to the UN Sustainable Development Goals, which are essential to our operations. We can both reduce the negative impact of our own operations (sustainability footprint) and provide sustainable digital solutions to customers and other stakeholders (sustainability handprint).
We comply with legislation and our Code of Conduct in everything we do, and we expect our partners to do the same. Elisa's Code of Conduct defines how we operate based on our values. Elisa Corporation observes the Finnish Corporate Governance Code from the Securities Market Association.
Material aspects of sustainability at Elisa are discussed and approved by Elisa Corporate Responsibility Management Board, Elisa Executive Board and the Board's Audit Committee. Elisa's Board of Directors confirms and signs off on the annual responsibility report, including the nonfinancial information.
In 2021, Elisa Corporate Responsibility Management Board met six times, and themed working groups met once every quarter.
Management descriptions by Elisa's sustainability areas
Sustainability has been part of Elisa's strategy since 2009. In 2021, the main focus areas for our strategic sustainability actions were ensuring digital trust, promoting equality and equal opportunities, and driving innovation in both material and energy efficiency, as well as fostering a shared understanding of our mission. The measures taken in these priority areas form part of our business strategies and action plans, and they are described in more detail by area in this report.
As part of the strategy process, we have updated Elisa's sustainability focus areas starting from 2022. We have also assessed and prioritised those UN Sustainable Development Goals that we can significantly influence through our own actions. We are involved in building sustainable industry, innovation and infrastructure (SDG 9), reducing inequality (SDG 10), taking climate action (SDG 13) and promoting peace, justice and strong institutions (SDG 16).
We have set specific targets and success indicators for the different areas of sustainability. In addition to these, we monitor stakeholders' perceptions of our success with the Sustainability metric. This is also one of Elisa's strategic scorecard indicators. Elisa's sustainability is monitored monthly as part of consumer and corporate customer surveys in Finland and Estonia. The surveys ask 8,000 respondents whether Elisa is a responsible actor in society. The results of the surveys guide our actions to develop our responsible practices.
In 2021, we used a monthly internal survey to monitor how Elisa's mission guides people's daily decisions at work. Elisa employees had discussions in mission workshops to build a common understanding of what a sustainable future and sustainability mean in our daily work. More than 93% of Elisa's teams have already taken part in a mission workshop.
We utilised data and artificial intelligence to help society as the COVID-19 pandemic continued.
Risk management is an essential part of Elisa's internal control system. It aims to ensure that risks affecting the company's business are identified, influenced and monitored. The company classifies risks into strategic, operational, insurable and financial risks. The material sustainability risks and mitigation methods are introduced within each sustainability area.
The coronavirus pandemic continued to affect our operating environment in 2021. We focused on providing sustainable and innovative digital solutions for our customers, and on ensuring a safe and secure working and service environment.
Our persistent development of flexible ways of working proved to be a significant advantage for Elisa and its employees. Despite the restrictions on mobility, we were able to carry on working safely, thanks to the remote working culture we have adopted. Based on the results of the annual commuting survey, Elisa employees worked an average of 3.45 remote days per week as the exceptional circumstances continued (measurement period November 2021, N = 2,362).
We ensured the safety of our staff and customers, and we made sure there was an orderly transition between hybrid and remote working models in response to the pandemic. We won the Work Environment of the Year award from RAKLI (a Finnish association of property owners and construction clients) and the Finland Chapter of the International Facility Management Association thanks to the support we provided for Elisa employees and our
partners in the switch to remote working during the pandemic, enabled through digitalisation.
We paid special attention to providing wellfunctioning and easy-to-use remote services. At the outset of the pandemic, we set up a virtual shop, and we have continued to provide free digital support in the use of online services. We stepped up nationwide home delivery services and safe in-store device pickups. Our Omaguru service offers remote support to assist our customers in setting up and troubleshooting all the devices they have at home, while Yritysguru provides the same assistance to businesses.
Furthermore, our customers and stakeholders can experience these services both live and virtually in Elisa's 5G Showroom. We also enabled virtual live visits to our network management centre and IT service production for our corporate customers.
During the year, we came to society's aid in many ways with the help of data and artificial intelligence. In Finland, the Helsinki University Hospital (HUS) used smart snapshots and anonymised mobility data provided by Elisa to predict the spread of the pandemic. The snapshot solution developed by Elisa for HUS utilises data collection, aggregation, analysis, automation and visualisation to monitor and forecast the coronavirus situation.
In Estonia, we partnered with MindTitan to analyse anonymised online data to determine the extent to which people were following the travel advice from the public authorities during the pandemic. During the COVID-19 restrictions, we analysed mobility data in Estonia for the public and private sectors, and we also published the data on our Estonian website.
Elisa's measures during the exceptional situation caused by COVID-19
Elisa is committed to the principles of the UN Global Compact and is proud to bear its responsibility for global sustainable development. Our commitments and climate action include
In 2021, we were among the first companies to sign up to the Climate Pledge. We also became a member of Inklusiiv Community, which promotes diversity.
Our determined work to improve quality and the customer experience was rewarded when Elisa became the first telecom operator in the world to receive the highly significant six-star certificate in the EFQM Global Award assessment. We also received the 2021 Finnish Quality Award from Excellence Finland.
For the second year in a row, Finnish consumers chose Elisa as the most responsible company in its industry in the Sustainable Brand Index survey. Elisa was the only Finnish company to make it into the top ten of the Financial Times European Climate Leaders 2021 list. Elisa and Polystar achieved Silver level in EcoVadis' sustainability assessment.
Active stakeholder dialogue is an important part of the daily development of Elisa's business operations and sustainability. We are engaged in a continuous dialogue with our stakeholders through regular meetings and a number of questionnaires and surveys. Regular assessment of the material aspects and social and business impact of our operations is an important part of our sustainability work in Elisa Corporate Responsibility Management Board.
The purpose of Elisa's Compliance Programme is to ensure that Elisa's operations comply with the law and the Elisa Code of Conduct. The key development measures taken throughout the Elisa Group during the year were:
Implementing a supply chain human rights risk survey
Implementing an anti-bribery and corruption programme: anti-bribery and corruption training (eLearning for all employees in Finland and Estonia, target group-specific training courses), development and piloting of a bribery risk survey tool
We made sure that we provided a safe environment for working and services.
Megatrends
Stakeholders
Corporate customer business Elisa's resources Impact
Processes & practices
Mission: A sustainable future through digitalisation
Values: Customer orientation, Responsibility, Renewal,
Consumer customer business
Employees
Production
Automation & AI
Partners
Aging population
International businesses Strategy
Support
Societal players
Climate change & Scarce natural resources DIGITAL We secure people's privacy in a safe and reliable digital environment
SOCIAL We advance a fair and digitally inclusive society
ECONOMIC We intensify innovation and drive sustainable value creation
ENVIRONMENTAL We enable our customers to become more resource efficient
Results orientation and Collaboration
Policies and principles
DATA & TECHNOLOGIES Processes, production units incl. subcontractors
PEOPLE & RELATIONSHIPS Employees and know-how Partner and expert networks
FINANCIAL Revenue, profit
Electricity, fuel, district cooling, district heating and material assets
Shareholders Customers
Safe connections
Sustainable value to society
Corporate responsibility Target year:
2021
Performance: 88%
We secure people's privacy in a safe and reliable digital environment
| disturbances | Reducing the number of network |
|---|---|
| Target year: | 2021 |
| Performance: | 97% |
Target year: 2021
Performance: 73%
75%
Target year: 2021
Performance:
We advance a fair and digitally inclusive society
| Customer satisfaction in relation to NPS target |
||||
|---|---|---|---|---|
| 2021 | ||||
| 81% | ||||
| Employee engagement score | ||||
| 2021 | ||||
| 95% | ||||
| All elisians have completed the Code of Conduct training |
||||
| Continuous | ||||
| 93% | ||||
| Supply chain sustainability development | ||||
| Continuous | ||||
| 100% of procurement and corporate responsibility teams completed Elisa CoEP -training |
||||
We intensify innovation and drive sustainable value creation
Economic
We enable our customers to become more resource efficient
| Target year: | 2021 | |
|---|---|---|
| Performance: | 95% |
Target year: 2025
Performance:
100%
ELISA SUSTAINABILITY 2021 10
TARGETS AND PERFORMANCE 2021
Reducing the number of network disturbances
97%
Cyber security
73%
All elisians have completed data protection training
75%
DIGITAL SUSTAINABILITY
Digitalisation connects us wherever we are. Everybody must have the opportunity to use digital services securely.
Elisa plays an important role in making this possible, and the foundations of our business are the trust of our customers, wellfunctioning services and information security.
Our society and businesses depend on well-functioning and secure communications, connections and services. Elisa plays a key role in enabling its customers' participation in the digital society in Finland and Estonia.
We deliver reliable communication networks and provide our customers with secure services using high-speed connections.
We develop services that strengthen business continuity and cyber security for our public sector and corporate customers. We also offer services based on this expertise to other operators internationally.
Our new online services also provide significant support for critical communication between the public authorities and other parties. Elisa was selected in 2020 as the sole provider for the Virve 2.0 public safety network in Finland due to the quality and coverage of Elisa's network. Virve 2.0 will be available from 2022, and will cover 4G, 5G and IoT.
Transparency and communication
Cooperation and trust
We are a key player in securing the supply and serviceability of Finland's national telecommunications and ICT services. For example, many social and business activities – such as working and studying from home – would have been impossible during the COVID-19 pandemic without high-quality, secure telecommunications connections. In Finland, Elisa took part in and was involved in planning crisis and continuity exercises (UUSIMAA21 and TIETO2020) together with the authorities and other businesses, both during planning and as a participant.
We are also a key player in Estonia, our second-largest market area. During the year, we participated in crisis management exercises with the authorities to ensure the functionality of the mobile network. We took part in exercises with the Estonian government to prepare for cyber threats.
We also updated our data protection policy and internal security guidelines during the year.
A fast communications network free of disruptions is the cornerstone of a digitalised society.
Our aim is to continuously reduce the number of incidents through proactive and other measures. In 2021, there were 68,414 incidents, and we were able to reduce the number of incidents by 97% through proactive measures.
Our 5G mobile network continued to expand during the year – now it already covers 70% of people in Finland and 150 municipalities. The results of an independent benchmarking study conducted in September show that Elisa's 5G network has by far the best coverage in Finland.
Elisa has also invested in strengthening the mobile network in less populated areas. We anticipated the risk
of power failures caused by weather events and other natural phenomena, and we ensured that the mobile network will keep running smoothly during repairs through operational drills, for example. In Estonia, a drill was carried out through a live virtual communication platform specifically developed for this purpose, which allowed the participants and institutions participating in the drill to exchange information in real time.
Elisa's Cyber Security & Service Operations Center (cSOC) monitors the functionality of our services, manages incident resolution, and handles internal and external communication about incidents. We ensure that all of our connections and services remain functional through active 24/7 monitoring, predicting and eliminating faults, and network modifications.
As a result of our persistent development of quality and automation, the number of incidents in Elisa's network has decreased significantly, even though service usage has increased. In Finland, Elisa's network did not have any serious incidents (severity rating A) in 2021 (source: Finnish Transport and Communications Agency).
We ensure the security and quality of our network and the mobile technology we use by operating our network ourselves, using automation solutions that we have developed. We also work closely with experts and operators in the field.
Elisa complies with all regulations from the Finnish Radiation and Nuclear Safety Authority (STUK) and other authorities. All our new access points undergo a safety assessment to ensure that they are placed in a way that is safe for people and the environment. Decisions made by the Finnish and Estonian authorities on the use of technology are based on the results of international academic research.
We ensure that the digital environment functions well and remains secure by, for example, using the latest technology and continuously improving the security of our networks, hardware and services.
We maintain our employees' first-class expertise through training and other means. We also cooperate with the authorities on an ongoing basis in matters such as serviceability.
We have separate security agreements with our key partners that cover data protection and key security issues. We audit our partners and monitor the implementation of improvements and corrective actions based on the findings of those audits.
Cyber security is a key part of our operations and the quality of our services. Improving cyber security is one of our ongoing goals, and our performance reached 73% of the target level in 2021. Elisa manages cyber security throughout its organisation with a separate steering group. Our key principles include developing our cybersecurity culture, transparency, clear communication, strong stakeholder cooperation, layered cyber-protection, and continuous development of our operations.
We have partly automated functions such as compliance management (including supplier audits). We promote cooperation and continuous improvement with internal cybersecurity drills and through cooperation with our customers and the authorities.
We approach cyber security from three angles:
Increasingly often, various types of cyber threats affect our customers, public organisations, companies and our employees. We manage information security incidents through Elisa's Cyber Security Operations and continuous training. This allows us to effectively prepare for information security threats.
The number of different types of online and telephone scams is constantly growing. For example, the FluBot malware spread widely in Finland at the end of the year 2021. Elisa takes active measures to prevent cyberattacks and to ensure customer trust and the security of internet and telephone services.
Elisa was the first operator in Finland to introduce anti-scam measures to combat scam calls from abroad.
We have particularly invested in developing how we manage information security vulnerabilities and internal instructions.
We have been able to significantly reduce the number of high-severity vulnerabilities and further expand our vulnerability hunting ("bug bounty") programme. During the year, we had 2,472 registered hackers who detected 115 vulnerabilities, and we paid 7,000 US dollars in bounties.
We also supported talented young hackers, who found and reported vulnerabilities in the Finnish matriculation examination system through the Generation Z Challenge hacking and information security campaign on the Elisa platform.
Resilient cyber security is particularly important in cloud environments, and our key measures are to improve our detection and response capabilities and our risk-based protection measures. We have systematically increased the amount of cybersecurity preparedness training that we do and have conducted drills covering scenarios such as ransomware and denial-of-service attacks.
We continued the cyberattack simulation training that we started in 2020 (known as "purple teaming") and have achieved significant improvements in our
protection, detection and response capabilities.
In 2021, we updated our cybersecurity training to better reflect how we work today and focused our training on specific roles.
We continued to raise awareness among Elisa employees by using the gamified HoxHunt phishing training platform. Due to our continuous training methods, Elisa employees are good at identifying and reporting phishing messages, outperforming a global control group in identifying malicious messages.
We also increased Elisa employees' and our partners' cyber awareness with our monthly Cyber Weather Newsletter, and by publishing a quarterly snapshot of Elisa's security events with the aid of stories and statistics. In addition, we offered tips on how to detect phishing.
Privacy protection is a fundamental human right. In line with our human rights policy, we also use a high level of data protection in all our operations to protect the right to privacy in the digital environment as well.
Our goal is for all Elisa employees to complete annual data protection training; in 2021 we reached 75% of our target.
We consider data protection principles whenever we are processing personal data during our
operations. Our privacy policy principles describe our practices regarding processing personal data, such as the reasons for processing the data and the means we use, which we consider when developing new services, for example. We also ensure in various ways that our partners also meet our data protection requirements, including through agreements, audits and other mutually agreed ways. In addition, we provide our staff with regular data protection training. We also have Data Protection Ambassadors working in different parts of Elisa who can use their expertise to help ensure that privacy protection is implemented in the various functions.
Our customers can easily check what information about them we process. Elisa received more than 16,000 personal data inquiries in 2021.
In 2021, regulatory guidance and case law on data protection continued to change, both nationally and internationally. We also continued internationalising our own operations, working hard to ensure that any transfer of personal data is compliant and secure, both for our customers and in our own international operations.
We are offering our corporate and consumer customers a new data protection service (Elisa Identiteettisuoja) to protect their electronic identity. This also allows us to offer our employees and partners more user-friendly and secure ways to work virtually.
Data is at the heart of Elisa's business. It is important for a company to understand its knowledge resources and know how to use them. At Elisa, we promote data democracy, which means that Elisa employees understand what kind of data we have, where to find it and how to manage it responsibly. Increasing the visibility of digital information and utilising standardised, rolebased workflows are essential parts of responsible data management.
Having high-quality data is one of the key enablers of our mission. A salesforce system implemented in Elisa's Corporate Customers unit has enabled better customer relationship and sales management. Among other things, the integrity, confidentiality and availability of data assist in speeding up troubleshooting during change and incident management processes. We also launched a training course for Elisa employees on data quality management.
To support data democracy and raise awareness among Elisa employees, we also published a data and analytics newsletter covering our new data strategy, among other matters. We updated ethical principles for artificial intelligence to cover as well data ethics.
Elisa's responsible handling of data received an honourable mention in an annual Finnish sustainability reporting assessment, which grants awards to the best sustainability reports in Finland.
Elisa's Ethical Data and AI Principles support data democracy and responsible data management
Read more about digital security at Elisa
Analytics, artificial intelligence, machine learning and robotics are important tools for making the most of data. We continued to develop our AI, machine learning and robotics processes and solutions. Robotic process automation is a key tool for enabling digitalisation at Elisa. With the aid of automation, we reached 7.5 million robotics transactions during the course of the year.
Together with Aalto University, we have developed Elisa Puhebotti for natural speech recognition in the Finnish language. Elisa Puhebotti utilises AI and the best Finnish-language recognition algorithm in the world to recognise natural language, which allows both speech and text to be understood. Elisa Puhebotti makes around 70% fewer errors than the next-best solution.
Retirements and the workloads of nursing staff are increasing the need for digitalisation in joint municipal authorities across Finland. Taking advantage of data improves the quality of home care services, which allows older people to remain in their own homes for longer.
Using sensors and data to monitor health facilitates more accurate forecasts. It also allows shorter reaction times and more independent living for home care clients. Healthcare professionals can save time utilising the digital tools.
Elisa's digital services for home care help ease staff shortages and reduce the carbon footprint.
Elisa Digihoiva enables several different functions (such as video calls, home sensors, wrist alarms, medicine reminders, remote metering and electric locks) to be used through a single interface.
The service allows motion data to be used in monitoring the health and activities of older people living in their own homes, and appointments can be scheduled according to the client's circadian rhythm. This frees up home care employees to see the most urgent clients in the morning and provides up-to-date situational awareness for both healthcare professionals and the relatives of older people. The service also helps involve the relatives in the healthcare service. By using Elisa Digihoiva and 25 tablet computers for remote visits, the town of Kaarina in southern Finland was able to reduce the amount of driving due to home care visits by 800 km per week.
Healthcare staff have given positive feedback about utilising digital services, and the services have been especially well received by the customers and their relatives: for example, the service has made it possible for relatives to have lunch with the (home care) customers.
Elisa's Digihoiva user club shares good practices with customers and aims to avoid stumbling blocks.
"The Elisa Digihoiva service has been found to be well suited for monitoring the wellbeing and safety of customers living at home."
Digi-HTA assessment report in cooperation with Suvanto Care
Customer satisfaction in relation to NPS target
Employee engagement score
95%
All elisians have completed Code of Conduct training
Supply chain sustainability development
100% of procurement and corporate responsibility teams completed Elisa Code of Ethical purchase training.
SOCIAL SUSTAINABILITY
We respect human rights and follow our general operating principles when working with our partners to create a sustainable future.
Non-discrimination, equality, good management, wellbeing, and occupational health and safety are important themes for Elisa. We work every day to build a safe digital environment to ensure equal rights for all.
We are an important employer in our main market areas, Finland and Estonia. We directly and indirectly employ thousands of professionals all around the world as the result of internationalisation. We measure our success as an employer with employee satisfaction surveys. Our long term ambitious goal is to be among the top 5% of employers internationally. In 2021, our Engagement Score was 76 and we did not reach the target for 2021. We are systematically developing our operations based on feedback from the survey as our working environment changes.
It is important for us that in the ever-changing working environment, all our employees feel that they are safe, heard, and treated fairly and respectfully. This requires good management and the development of training skills, as well as investments in working methods and the corporate culture. We have long been a trailblazer in flexible working, and it is a natural part of our working culture. Flexible ways of working that allow us to combine work and leisure more ecologically are normal for us.
Internationalisation and the ever-changing work and operating environments require continuous development of operations, and both the employer and employees must bear their responsibility for wellbeing at work. Trust, open interaction and jointly agreed, clear working principles and goals are at the core of operations that support wellbeing and flexibility of the organisation.
We annually assess how well we are achieving our non-discrimination and equality targets as part of our employee satisfaction survey. In 2021, the score was 90 , which was 2 scores higher than the target Top 5% Global benchmark.
Over the course of the year, we took the steps described below to promote an equal working culture. We introduced gender-neutral job titles. To promote careers opportunities for women, we set a target of increasing the proportion of women in supervisory positions in Finland. We developed our recruitment practices to make them more equitable. People of different genders must be interviewed for each supervisory position. We also introduced a tool to help us make the language of our job advertisements and application forms more gender neutral.
We became a member of the Inklusiiv Community to help build a more equal society and working life, and to learn and further develop our operations. We decided to join in and support Women4Cyber Finland in 2022. This non-profit foundation aims to promote, encourage and support the participation of women in cyber security. With other teleoperators, we participated in Pride, Finland's largest annual human rights and culture event, to celebrate human rights and all the colours of the rainbow.
The Equality Working Group convened four times in 2021.
Our flexible working model allows people to balance work and free time, as well as to work in a more environmentally friendly way.
valuable feedback from stakeholders in each region We systematically collect to improve our operations. customer feedback and develop our services in cooperation with our customers.
Through our services, we encounter millions of corporate and consumer customers every year, either physically or virtually. One of our key objectives is to make every one of these encounters a genuine and effortless one, conducted safely and securely, respecting the customer's privacy. This is also how we promote equality and ensure nondiscrimination.
We measure the success of our customer encounters with using NPS surveys. It is important for us to ensure that every customer encounter is easy and safe for the customer. Our result compared to our target was 81%. In addition to NPS, we regularly collect feedback on our performance through a variety of other customer satisfaction surveys to improve our operations. In Finland, we use regional councils, through which we receive
Successful customer interaction and secure services that are easy to use are key issues when developing the Elisa customer experience. In 2021, we continued our work to promote the ease and accessibility of services. Other key development areas for the year included improving the performance and reliability of Elisa's network, privacy-enhancing services and improved customer service practices. In the corporate customer sales model, we introduced a feedback model that further improves the possibility to offer feedback.
In Finland, we have targeted measures to improve the accessibility and availability of our services. We developed our operational model e.g. by providing free-of-charge Digi-support and by investing in the Omaguru service. With the Finnish Centre for Easy Language, we organised training on simplified language for all of our employees. We promoted accessibility of our digital services through targeted trainings for our service development experts and accessibility assessments in more than ten Elisa services. We made an accessibility statement e.g. for the Elisa Ring mobile applications.
We continued piloting accessibility. In 2020 we published Sustainability Report as an audiobook and 2021 report is also available as an easy-to-read version in Elisa Kirja service.
Read more about accessibility at Elisa
Our goal is to continuously improve our operations with the parties active in our supply chain to ensure that our supply chain is ethically and environmentally sustainable.
In 2021, we paid EUR 936 million in fees to our suppliers and subcontractors.
Our responsible sourcing working group coordinates the promotion of sustainability and sustainable development measures. These development measures focus, in particular, on the supply chain for equipment and products. The working group met four times during the year.
We performed a total of 71 sustainability audits, which did not lead to any partners being rejected. During the audits, we identified a variety of deficiencies to be corrected, involving topics such as occupational health and safety, the environment and working hours. For these, development measures will be monitored in line with the JAC model.
During the year, we renewed our ethical sourcing practices and principles. All of Elisa's sourcing employees and responsibility team members completed a new online training course on ethical sourcing principles. We initiated a targeted survey about forced labour and discrimination in our supply chain. We partnered with Lenovo to reduce emissions from terminal equipment purchased for Elisa employees, and we started to use Lenovo's CO2 offset workstations. We updated our internal instructions on the chemical safety of products in line with the REACH requirements and organised training as well as communicated about instructions for business managers in Finland.
We reformed our company car policy and our car fleet, and we made emissions limits for leased cars stricter. Fully electric cars are used in all 5G service installations for Elisa's customers.
Read more about the responsible management of sourcing and Elisa's ethical sourcing principles
Sustainability is all about action. Elisa and its employees have been Red Nose Day partners for ten years for the benefit of children.
Participating in social dialogue is important for Elisa. We are engaged in persistent work towards the wellbeing of young people, in particular.
For four years, our ShedHelsinki Foundation has supported varied work to support children and young people, especially those with special needs. ShedHelsinki works with communities and partners that support children and young people in the creative performing arts, producing music theatre, events and activities such as musicals.
ShedHelsinki's musical in 2021 was A Christmas Carol. We also arranged the first ever ShedHelsinki Writing Club, where "old" ShedHelsinki members had the opportunity to write monologues in a writing workshop. You can view the recorded stories here.
More than 2,000 children have already studied the wonders of the digital world and learned the basics of programming in Elisa's digital schools. Due to the restrictions in 2021, we were unable to arrange any physical classes, but we developed the concept further.
In December, we arranged the first ever online safety school for children in Rovaniemi, hosted by popular social media influencer Inari Fernández. The online safety school takes a closer look at the growing importance of online safety in children's everyday lives. We continued our collaboration with the Queen Silvia Nursing Award. The partnership involves a scholarship awarded to a student nurse or practical nurse who has come up with a good idea to improve nursing, especially care for patients with memory problems.
Elisa's medium-term financial targets
Financial effects 2021 (2020), EUR million
ECONOMIC SUSTAINABILITY
By operating responsibly and profitably, we create value for Finnish and Estonian society. Promoting sustainability requires continuous innovation.
Our long-term strategy also aims to enable sustainable business for our stakeholders in the future.
Elisa's strong financial performance continued in 2021, and our competitiveness creates sustainable value for our stakeholders and society as a whole.
A significant part of Elisa's revenue is channelled back to society. Investments, jobs, taxes paid, dividends paid to our owners and payments to our partners all contribute to economic prosperity.
Elisa has plenty of experience of developing successful and sustainable services and digital society in cooperation with start-ups and universities.
Elisa's business and digitalisation solutions significantly contribute to sustainability and environmentally friendly operations for customers and society. Elisa is a trailblazer in environmental work within the telecommunications industry: a carbon-neutral company with business operations promoting achievement of the UN Sustainable Development Goals. Elisa's Sustainability Finance Framework supports our sustainability goals and investments.
The European Union's sustainable finance package includes a new regulation on sustainability-related disclosures in the financial services sector (EU 2019/2088), which requires financial market participants to assess and provide information on the sustainability of their investment products. The Taxonomy Regulation (EU 2020/852) aims to define harmonised and scientifically based assessment criteria for environmentally sustainable economic activities.
The classification system will be further developed in the future and as of now, the telecommunications operator sector has not yet been included in the EU Taxonomy. At this stage, the share of economic activities covered by the classification scheme in Elisa's revenue,
capital expenditure investments and operating expenses is, therefore, limited.
In accordance with the Taxonomy Regulation, we have identified and defined, and we report, the indicators for Elisa's economic activities covered by the current classification. Through a comprehensive company-wide assesment of all Elisa business activities and NACE codes, the following activities have been identified as eligible: data centre services, entertainment services, IoT solutions for industry and network performance, as well as remote conferencing services. The related criteria are specified in the following functions of the rating system 8. Information and communication, in subsections 8.1. Data processing, hosting and related activities, 8.2. Datadriven solutions for GHG emissions reductions, and 8.3. Programming and broadcasting activities.
The definition of the indicators has been carried out in accordance with the guidelines for definitions and calculations included in Annexes 1 and 2 to Delegated Regulations (EU) 2021/4987 and 2021/2800. Revenue, capital expenditure investments and operating expenses are based on Elisa's financial statements for 2021. Double counting has been avoided by classifying external revenue streams into taxonomy activities only once. The calculations and results have been assured by a third party.
We invest in developing a digital society.
| Economic activities | Absolute turnover (EUR million) | Proportion of turnover (%) |
|---|---|---|
| Taxonomy eligible activities | 284.2 | 14.2 |
| Taxonomy non -eligible activities | 1,713.7 | 85.8 |
| Total | 1,997.9 | 100.0 |
| Absolute CAPEX (EUR million) | Proportion of CAPEX (%) | |
| Taxonomy eligible economic activities | 23.2 | 8.6 |
| Taxonomy non – eligible economic activities | 246.5 | 91.4 |
| Total | 269.7 | 100.0 |
| Absolute OPEX (EUR million) | Proportion of OPEX (%) | |
| Taxonomy eligible activities | 8.3 | 7.3 |
| Taxonomy non-eligible activities | 105.3 | 92.7 |
| Total | 113.6 | 100.0 |
We have begun preparations for next year's reporting and are familiar with the compliance requirements of the current EU Taxonomy Regulation. We will monitor any changes to the regulation and any new guidance from the EU that may have an impact on the reported indicators. Our estimate is that the shares of aligned turnover, fixed assets and operating expenses in the EU rating system will be lower.
We are the largest operator investor in Finland. Every year, we invest some 12% of our revenue in networks and services in our main market areas, Finland and Estonia. With these continuous investments, we are building and maintaining comprehensive fixed and mobile networks, and we can introduce the latest technologies to meet the needs of our digitalising society.
In 2021, our capital expenditure investments totalled EUR 265 million, targeted at the development of networks, IT systems and customer terminal devices. We also invest in digital services in Finland and abroad.
The focus on sustainability is also reflected in Elisa's financing. In 2021, Elisa signed its first EUR 130 million loan facility linked to sustainability targets. At the beginning of 2022, we launched our Sustainability Finance Framework, which covers Elisa's climate goals, as well as digital and social sustainability.
Funding linked to sustainability objectives will help us accelerate sustainable growth and is linked to performance in the key sustainability objectives.
Elisa's Sustainability Finance Framework and its independent assessment are available on the investor website.
For the second year in a row, Elisa was one of the top patent applicants in Finland. Patentable inventions are typically created in connection with the development of Elisa's products and services.
Elisa's strategy is to commoditise software products based on innovations created in the development of its own operations for sale on the international market, including to other operators.
Patents and other intellectual property rights that protect innovations are even more important in new business functions. They support the transformation of innovation into business.
Elisa has 265 patents and pending patents, largely related to the development, maintenance and monitoring of networks and services, as well as automated verification of availability and troubleshooting.
The protection of technologies such as AI, machine learning and reducing the carbon footprint was strengthened.
In 2021, we filed 40 new patent applications.
Elisa is committed to responsible and efficient operations. By paying taxes and other public levies, we participate in the development of society in all our operating countries.
Elisa's tax principles are based on legislation, and we pay taxes in accordance with local tax laws and regulations. We pay direct and indirect taxes in compliance with all laws and regulations in all our operating countries. Elisa aims for results taxation performed in one country only.
In addition to corporation tax, Elisa's tax footprint consists of value added tax, withholding tax, tax paid at source, statutory social security contributions and other taxes, as well as other tax-like payments. The tax data of the Elisa Group companies can be found in the ESG data of this sustainability report.
Elisa's main market areas are Finland and Estonia. In Finland, Elisa is the third largest corporate taxpayer, and we pay 77% of all the corporation tax paid by telecom operators (confirmed tax data for 2020). The taxes paid and accounted for by us in 2021 totalled EUR 531 million. Elisa's performance has a nationwide impact. Almost half the corporation tax goes to 37 different municipalities, and we are a significant payer of corporation tax in many locations.
In Estonia, which is part of our main market area, companies only pay corporation tax if they pay dividends to their owners. Elisa's subsidiaries in Estonia have not paid any dividends to the parent company.
Elisa is expanding internationally and now operates in 21 countries, where it pays taxes in line with local legislation.
Elisa's tax principles are supported by internal guidelines and controls. Elisa's tax affairs are handled by the company's finance unit. Elisa's risk management process also includes a tax assessment. Elisa cooperates transparently with the tax authorities and other key stakeholders. Elisa uses an anonymous whistleblowing channel through which stakeholders can report activities that violate Elisa's Code of Conduct.
"Through start-up cooperation, we were able to improve the remote-control system for Kalmar cranes, for example. We combined 3D video technology from the Korean company Mopic Labs with Elisa's 5G network to remotely control cranes using live 3D video without any VR glasses."
Laura Puusaari, Head of Startups, Elisa
Elisa is one of Finland's most important producers of domestic TV series and drama films. We have launched more than 25 original series that have been sold to over 50 countries and have received international awards. In 2021, our calculated cultural footprint amounted to EUR 40 million (including direct content purchases, mainly from Finnish parties, and payments to producers, authors and copyright organisations). Elisa offers the Elisa Viihde Viaplay streaming service in cooperation with Nordic Entertainment Group.
Elisa is also a major eSports producer and organiser of international tournaments. Gaming brings young people together around a shared interest. We monitor and encourage equal and respectful behaviour in our services.
Elisa has an international network of more than 2,000 startups that are highly satisfied with their cooperation with us (with NPS of 67). We have codeveloped a total of more than 40 innovations with these startups.
In 2021, we realised nine innovations to enable a sustainable future. We develop all new solutions with our customers, ensuring that they will have value and sustainable relevance in the daily lives of consumers and organisations.
In 2021, most of the innovations developed with startups utilised Elisa's extensive 5G network. For our corporate customers, we worked with the Finnish start-up Vertical Hobby to develop an automated drone flight service for parcel deliveries and a remote-controlled 5G drone for indoor use to improve the safety of emergency services and the inspection of building exteriors.
In the consumer business, we launched a popular mobile app in Finland enabling social media content from Swedish start-up Frever. With 5G, the app offers consumers a new way to produce animated videos on their phones and share them on their social media channels.
This year, we also realised three sustainable future startup accelerators with five of our customers. Fazer, Helen, Helsinki University Hospital, Kalmar and the Finnish Broadcasting Company (Yle) worked with us to design and develop solutions for the future. In our accelerator programmes, we have combined Elisa's 5G services with the needs of our partner companies to create innovations with startups.
Get to know Elisa's startup activities
In 2021, we started working with new academic partners and continued our existing collaboration with the Finnish Center for Artificial Intelligence (FCAI). The goal of the research cooperation is to learn about the latest technology and business model trends, and to enable cutting-edge technologies that can be used to build the latest products and services for our customers.
In 2021, we launched new collaborative projects with the University of Helsinki and the University of Southern California in key areas such as AI, big data and cybersecurity.
We also used high-quality research to improve the quality of our cutting-edge automatic speech recognition solutions, which are widely appreciated by our corporate customers. In addition, the results of the research cooperation with the FCAI will be used to automate the prediction of alarms in cable TV networks and computer workstations, enabling AI-based predictive maintenance for our equipment and networks.
As the next step, we aim to significantly improve the quality of our customer experience solutions with an AI-based chatbot that is being researched and developed in collaboration with the FCAI.
In addition, every year, we support through the HPY Research Foundation scientific research, teaching and development work in telecommunications technology, telecommunications and data communications. By 2021, the Foundation had granted more than EUR 1.1 million in scholarships, mainly to postgraduate researchers at various universities. The library of the HPY Research Foundation consists of 132 dissertations and theses.
Innovation is an essential part of Elisa's business, which we use to create sustainable services for digital society, both in Finland and internationally.
TARGETS AND PERFORMANCE IN 2021
CO2-emission savings
95%
Science Based Target (SBTi) (T1)
100%
ENVIRONMENTAL SUSTAINABILITY
Our environmental sustainability work focuses on the climate and is aligned with the target of 1.5 degrees agreed at the UN Paris Climate Change Conference, in line with the requirements of the Science Based Targets initiative.
Elisa is already carbon neutral in its own operations. We pay attention to the emissions in our supply chain, and we want to help our customers reduce their own carbon footprint.
Climate change and resource scarcity are causing a variety of crises worldwide, leading to inequalities and loss of biodiversity. Elisa can best make a difference by promoting energy and material efficiency.
Our environmental sustainability is in line with UN Sustainable Development Goal 13, which is to urgently tackle climate change and its impact. We also believe that it is important to ensure responsible consumption and production. Elisa also supports the precautionary principle of the UN Global Compact, various initiatives to promote sustainability, and environmentally friendly technologies.
We assist our customers in reducing their energy consumption.
We use waste heat from our data centres in the district heating network.
We are continuously improving the energy efficiency of our communications networks.
We use renewable energy: 100% renewable electricity (FI, EE), 100% renewable district cooling (FI).
We securely recycle devices.
We reuse up-to-date network hardware.
We extend the service life of phones by repairing and refurbishing them.
We offer our customers products as a service in line with the circular economy model.
Through strategic foresight and scenario work, we can increase our understanding of the risks of climate change and better prepare for them at the same time. Climate risk assessment is part of Elisa's three-tier risk management process, which aims to manage the level of risk by accepting, mitigating or avoiding different types of risks. The word "footprint" describes the actual negative impact of a company. The bigger the footprint, the greater the risks.
Elisa prepares an annual CDP report on the risks created by climate change in our operations. The CDP report also complies with the best practices of the Task Force on Climate-Related Financial Disclosures (TCFD), and we publish a separate TCFD report as well.
The district cooling we use in Finland and the electricity we buy in Finland and Estonia come from renewable sources only.
Through our energy choices and continuous efficiency improvements, we have been able to reduce our carbon footprint by 77% since 2016. We are expanding the tools we have identified and are piloting ways to further reduce our energy consumption and its impact.
Elisa participates in the Finnish Voluntary Energy Efficiency Agreements, in which we report the impact of these actions.
Only a highly limited part of Elisa's business is covered by the current EU classification system for sustainable investments, such as data centre services, entertainment services, IoT solutions for industry and network performance, and remote conferencing services. The classification system does not cover Elisa's carbon-neutral network business and the services we provide based on that business, which will play an important role in building a sustainable society. For example, they assist our customers to reduce their own environmental impact by avoiding travel or extending the lifetimes of their hardware. According to the Enablement Effect report from the GSM Association, the handprint of our services can be ten times the footprint they create. More detailed indicators and definitions can be found in the financial sustainability section of Elisa's sustainability report.
We use the waste heat from our large data centres in the district heating network. Our data centre in Tapiola has been involved in the production of district heating in Espoo for a decade. Our heat recovery solution also reduces carbon emissions.
Between 1 January and 31 December 2021, our data centre in Säteri was carbon negative, meaning it reduced more carbon emissions than it produced, while generating revenue from the sales of energy. The district cooling we use in our data centres is 100% renewable. We are also continuously implementing other energy efficiency measures at our data centres and all of our corresponding technical telecommunications facilities.
As early as 2009, Elisa introduced the unlimited data business model, which has contributed to the development of the Finnish information society and more sustainable digital solutions. Finns are among the biggest users of data in the world.
Using 5G enables the transfer of larger volumes of data over mobile networks. Although modern 5G technology is much more energy efficient than previous network generations, the increase in data volumes will increase the consumption of electricity.
Since 2016, we have improved the energy efficiency of our Finnish mobile network by 68%. We will continue to improve our energy efficiency by rolling back 3G technology and further optimising 5G, for example.
Elisa's network operations have an environmental impact not only due to the consumption of energy, but also due to the manufacture of the required hardware. We engage in dialogue with stakeholders in the supply chain and take the environmental impact into account in our sourcing decisions.
We reduce the volume of waste electrical and electronic equipment (WEEE) through reuse and recycling. In this way, we have been able to reduce costs in our mobile networks while reducing emissions from the manufacture of similar new hardware through reuse.
The environmental impact caused by the devices we sell to our customers during the lifecycle of the devices is unavoidable. Manufacturers must increasingly reduce emissions from the manufacture, transport, use and recycling of devices.
Elisa reduces the environmental impact of devices sold to customers by repairing, refurbishing and selling phones for reuse and promoting recycling, for example. In 2021, we launched our "Luurit looppiin" ("Phone Loop") initiative to raise awareness of the benefits of recycling and make it as easy as possible to recycle old phones.
To raise awareness of the circular economy, we worked with the well-known Finnish social media influencer Julia Thurén, for example. The blog posts she has written are also available on Elisa's circular economy website (in Finnish only).
"My blog and social media collaboration with Elisa has been enormously rewarding. Each Elisa partnership has received a lot of attention through my channels, and I have received hundreds of private messages from followers who are interested in recycling their phones. Consumers seem to be genuinely excited about the Luurit looppiin campaign, and the best thing is that they now associate recycling phones with Elisa. The campaign came at just the right time, because it seems everyone is talking about recycling electronics and sustainability."
Julia Thurén from the blog Juliaihminen
By accelerating innovation, we can help our customers and other stakeholders to address their own challenges in different areas of sustainability. We call this Elisa's handprint, meaning that it describes the emissions that can be avoided compared to the old way of doing things, for example. Prioritising these opportunities is part of Elisa's strategy process.
Electricity consumption forms a major part of the environmental footprint of digitalisation. Elisa has extensive expertise in improving energy efficiency, and we can offer our customers sustainable digital services.
The GSM Association has reported that energy consumption typically accounts for 20–40% of the running costs of an operator's network and the radio access network for almost 60% of these costs. Elisa has developed a machine learning solution – Intelligent Energy Saver – which reduces this energy consumption by 14%, and therefore also reduces emissions.
We have been working for more than a decade to minimise our own carbon footprint, and our next step will be to focus increasingly on the carbon emissions from our supply chain. A total of 99% of our carbon emissions are Scope 3 emissions. That is why working with our supply chain is important. Elisa is involved in organisations such as the Joint Audit Cooperationand the GSM Association. In this way, we can work with others to ensure that companies in our supply chain commit to Science Based targets and accelerate their climate action, for example.
Alongside climate change, the sufficiency of resources in a linear economy is a growing challenge for businesses. Circular economy business models offer solutions for increasing material efficiency. Elisa has several solutions that support the circular economy.
As a service provider, we reduce our environmental impact by actions such as offering hardware as a service to businesses, providing repair services, refurbishing and reselling phones, and securely recycling devices at the end of their service life.
We aim to reduce the amount of waste generated by maintaining, repairing, refurbishing, reusing and finally recycling hardware. We also offer these services to our customers, alongside circular economy business models such as products as a service. For example, an Elisa Viihde Premium digital receiver is offered to the customer as part
of our entertainment service.
Elisa employees can use Lenovo's carbon offset computers, and we also offer them to our corporate customers.
Elisa's international businesses offer excellent opportunities to improve material efficiency in production chains, which will increase Elisa's environmental handprint.
Every day, we each make several decisions that have a direct or indirect impact on sustainability. Elisa's mission gives our employees a strong mandate to make responsible choices.
We take environmental sustainability into account in our sourcing agreements and real estate operations, as well as in the food waste from our staff restaurants, for example. Especially in Elisa's Production unit, there are significant opportunities to influence energy efficiency, for example through continuous development of our data centres and mobile network, as well as the procurement of renewable energy. We have raised awareness of sustainable service design (eco design) by launching internal trainings and engaging in stakeholder dialogue.
In 2021, Elisa employees actively participated in webinars on environmental issues and commented on an analysis of a commuting survey published on the intranet, for example.
We respond to our stakeholders' expectations by transparently reporting on the progress of our environmental sustainability. We engage in dialogue on environmental responsibility reporting with various institutions every year.
The Financial Times listed the 300 European companies that have reduced their climate emissions most between 2014 and 2019. Elisa was the highest-ranked Finnish company, coming ninth in the Europe's Climate Leaders 2021 list.
Our customers are increasingly asking for more information on climate impact, which is a great opportunity to engage in a dialogue on the sustainability challenges they face and to understand our carbon handprint potential in different cases.
In cooperation with the City of Helsinki and the WWF, we continued to raise awareness of local biodiversity by developing high-quality live streaming solutions at natural sites, using our 5G network.
"We act as eElisa tutors alongside our own work, and we are particularly interested in sustainable development themes. In 2021, we were closely involved in the development of the Luurit looppiin phone recycling process, brainstorming and experimenting with different ways to recycle phones with our customers."
eElisa tutors Anna-Kaisa Tolvanen, Minna Jokela, Kaisa Niemelä and Youssef Oudrhiri
Reducing carbon emissions has been part of our strategy since 2009, and in 2018, we set climate targets under the Science Based Targets initiative in line with the Paris Agreement. In 2020, Elisa was the first Nordic operator to become carbon neutral in its own operations. We achieved this by implementing energy reduction measures and through certified carbon offsetting.
Our aim is to further reduce the need for offsetting by continuing with our work on resource efficiency. Next, we will continue by focusing on non-core emissions throughout our supply chain. We will also measure how our carbon handprint can assist customers to reduce their own footprints.
In 2021, Elisa committed to the Call on Carbon initiative of the Climate Leadership Coalition (CLC) and the European Climate Pact initiative of the CDP and was a partner in the UN Global Compact Network Finland Climate Ambition Accelerator programme. Our commitment to the net zero carbon emissions target of the Climate Pledge means that emissions from the manufacture of hardware or use of services will have a net zero impact by 2040. We have identified the areas of our economic activities that fall under the scope of the EU classification system, and we report them in the financial sustainability section.
Carbon accounting principles in Elisa's climate work, Elisa's environmental management system and policy Management of Elisa's compensation portfolio
Our offsetting follows a hierarchy of emission reductions, in which the primary means is always to identify and minimise our own emissions. As we realise our offsetting responsibly in this manner, our actions have actual climate benefits.
We have identified the climate impact of our operations and have been systematically realising energy measures based on the climate impact since 2009.
We will continue to offset direct (Scope 1) and indirect (Scope 2) energy emissions from our own operations, as well as emissions from business travel, commuting and waste (Scope 3), as one of the ways to maintain carbon neutrality. We utilise the projects in our portfolio for all our climate offsets.
For our offset portfolio, we select high-quality projects that reduce carbon emissions and promote sustainable development. Half the projects are currently Gold Standard-certified, and all have been verified as in line with the sustainable development goals.
Our offset portfolio is also used in the responsible Elisa Rehti 5G subscription, which supports Elisa's customers in reducing their own carbon footprint by offsetting emissions during their phone's life cycle with a monthly climate project credit. To our knowledge, this is the first subscription of its kind in the world.
| Impact to society | Sustainable operations | |
|---|---|---|
| DIGITAL | Number of cyber security exercises with large corporate customers and authorities 2024 |
Cyber Security Index 2024 |
| SOCIAL | Elisa's high-speed connection availability to all Finnish households 2025 |
Share of women supervisors 2024 |
| ECONOMIC | Continuous profit growth in accordance with medium term targets 2020-2023 |
Development of patent portfolio 2024 |
| ENVIRONMENTAL | Carbon handprint improvement 2024 |
Improvement in network energy efficiency 2024 |
This document is an English translation of the Finnish report
We have been engaged by the Management of Elisa Corporation (hereafter "Elisa") to provide limited assurance on corporate responsibility indicators presented in the Responsibility section of Elisa's Annual Report 2021 (hereafter "Corporate Responsibility Information") for the year ended 31 Dec 2021.
The Management of Elisa is responsible for the preparation and presentation of the Corporate Responsibility Information in accordance with the reporting criteria, i.e. GRI Sustainability Reporting Standards and SASB Telecommunication Services Sustainability Accounting Standard version 2018-10, and the information and assertions contained within it. In addition, the Management of Elisa is responsible for the preparation and presentation of the Corporate Responsibility Information in accordance with the EU Taxonomy reporting criteria, i.e. Regulation EU2020/852 and its delegated acts as well as the company's own reporting methodology on the topic. The Management is also responsible for determining Elisa's objectives with regard to sustainable development performance and reporting, including the identification of stakeholders and material issues, and for establishing and maintaining appropriate performance management and internal control systems from which the reported performance information is derived.
Our responsibility is to carry out a limited assurance engagement and to express a conclusion based on the work performed. We conducted our assurance engagement on the Corporate Responsibility Information in accordance with International Standard on Assurance Engagements (ISAE) 3000 (Revised), Assurance Engagements other than Audits or Reviews of Historical Financial Information, issued by the International Auditing and Assurance Standards Board IAASB. That Standard requires that we plan and perform the engagement to obtain limited assurance about whether the Corporate Responsibility Information is free from material misstatement.
KPMG Oy Ab applies International Standard on Quality Control ISQC 1 and accordingly maintains a comprehensive system of quality control including documented policies and procedures regarding compliance with ethical requirements, professional standards and applicable legal and regulatory requirements.
We have complied with the independence and other ethical requirements of the Code of Ethics for Professional Accountants issued by the International Ethics Standards Board for Accountants IESBA, which is founded on fundamental principles of integrity, objectivity, professional competence and due care, confidentiality and professional behavior.
A limited assurance engagement on Corporate Responsibility Information consists of making inquiries, primarily of persons responsible for the preparation of information presented in the Corporate Responsibility Information, and applying analytical and other evidence gathering procedures, as appropriate. In the engagement, we have performed the following procedures, among others:
• Conducted a site session to review the Corporate Responsibility Information on one of Elisa's sites.
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. 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.
Inherent limitations exist in all assurance engagements due to the selective testing of the information being examined. Therefore fraud, error or non-compliance may occur and not be detected. Additionally, non-financial data may be subject to more inherent limitations than financial data, given both its nature and the methods used for determining, calculating and estimating such data.
Our conclusion has been formed on the basis of, and is subject to, the matters outlined in this report.
We believe that the evidence we have obtained is sufficient and appropriate to provide a basis for our conclusions.
Based on the procedures performed and the evidence obtained, as described above, nothing has come to our attention that causes us to believe that the information subject to the assurance engagement is not prepared, in all material respects, in accordance with the GRI Sustainability Reporting Standards, SASB Telecommunication Services Sustainability Accounting Standard version 2018-10, and Regulation EU2020/852 and its delegated acts.
Helsinki, 14 March 2022 KPMG Oy Ab
Toni Aaltonen Tomas Otterström APA Partner, Advisory
Helsinki, 8 March 2022
Anssi Vanjoki, Chair of the Board Clarisse Berggårdh Kim Ignatius Eva-Lotta Sjöstedt Veli-Matti Mattila, CEO Seija Turunen Maher Chebbo Antti Vasara
Topi Manner
| (GRI, SASB, Elisa own) | ESG index | GRI = Global Reporting Initiative (reporting framework) SASB = Sustainability Accounting Standard Board (reporting framework) |
Abbreviations: ESG = Environment, Social, Governance (reference to standards and frameworks); EW = Elisa corporate web page; EWI = Elisa Investor web pag ; EWG = Elisa Governance web page; |
EWS = Elisa Sustainability web page; CGR = Corporate Governance report 2021; CRR = Corporate Remuneration report 2021; AR = Annual review 2021; SR = Sustainability report 2021 |
||
|---|---|---|---|---|---|---|
| ESG framework |
Description | Response or comment | UN Global Compact |
UN Sustainable Development Goals |
Omission | |
| https://www.unglo | https://sdgs.un.org/ |
| 1. Organizational Profile | ||||
|---|---|---|---|---|
| 102-1 | Name of the organization | EWG - Articles of Association. | X | |
| 102-2 | Activities, brands, products, and services |
EW - Elisa in brief. | ||
| Elisa Brands: Elisa, Elisa Saunalahti, Elisa Viihde, Elisa Teleteenused, Elisa Santa Monica, Elisa Polystar, Elisa IndustrIQ, Elisa Videra. |
X | |||
| 102-3 | Location of headquarters |
EWI - Basic information on the Group. | X | |
| 102-4 | Number of countries where the organization operates, and the names of countries where it has significant ope rations and/or that are relevant to the topics covered in the report |
AR, p.17-18. | X | |
| 102-5 | Ownership and legal form |
EWI - Shareholder structure. | X | |
| 102-6 | Markets served | AR, p.4, 17-18; Financial statements 2021. | X | |
| 102-7 | Scale of the organization | AR - Financial statements 2021. | ||
| 102-8 | Number of Employees by Employment Contract, Time Type, Region and Gender |
GRI data. |
X | UN SDG 10. |
| 102-9 | Supply chain | EW - Suppliers, Sustainable supply chain; | ||
| EWS - Responsible procurement and partnerships; | X | |||
| SR - Responsible supply chain, p.20. |
||||
| 102-10 | Significant changes to the organization's size, structure, ownership, or supply chain |
AR - Financial statements 2021. | ||
| 102-11 | Precautionary principle or approach addressed by the organisation |
EWG - Risk management; CGR - III Descriptions of internal control procedures and main features of risk management systems, p.15. |
X |
| Description | Response or comment | UN Global Compact |
UN Sustainable Development Goals |
Omission |
|---|---|---|---|---|
| External initiatives | EWS - Policies and guidelines; | |||
| EWS - Indices and commitments. | ||||
| Membership of associations | EWS - Stakeholder dialogue. | |||
| Statement from senior decision-maker | AR, p.6. | X | ||
| Key impacts, risks, and opportunities |
EW - Risk management; | |||
| CGR - III Descriptions of internal control procedures and main features of risk management systems, p.15.; |
X | |||
| SR, p.6.; GRI data. |
||||
| 3. Ethics and Integrity | ||||
| Values, principles, standards, and norms of behavior |
EWS - Ethics and compliance/Code of conduct. | X | UN SDG 16. |
|
| Mechanisms for advice and concerns about ethics | EWS - Ethics and compliance/Code of conduct; | UN SDG 16. |
||
| EWS - Whistleblowing. | ||||
| 4. Governance | ||||
| Governance structure | EWG - Governance structure; | |||
| EWG - Charter and commitees; | X | |||
| CGR - Board committees, p.3.- p.9. | ||||
| Delegating authority | EWS - Management and KPIs; | |||
| SR - Good governance p.5. |
||||
| Executive-level responsibility for economic, environmen |
CGR - Elisa's governance structure, p.3.; | |||
| EWG - Governance; | X | |||
| SR - Good governance p.5. |
||||
| Consulting stakeholders on economic, environmental, |
EWS - Social responsibility/Diverse customers; | |||
| EWS - Materiality; | X | UN SDG 16. |
||
| SR, p.7. |
||||
| tal, and social topics and social topics |
X X |
| ESG framework |
Description | Response or comment | UN Global Compact |
UN Sustainable Development Goals |
Omission |
|---|---|---|---|---|---|
| 102-22 | Composition of the highest governance body and its |
EWG - Governance; | |||
| committees | CGR - Elisa's governance structure, p.3. | X | UN SDG 10 | ||
| 102-23 | Chair of the highest governance body |
EWG - Governance; | |||
| CGR - Elisa's governance structure, p.3. | X | UN SDG 16. |
|||
| 102-24 | Nominating and selecting the highest governance body | EWG -Appointment and diversity principles for Board members. | X | UN SDG 16. |
|
| 102-25 | Conflicts of interest |
EWG - Governance/Insider and related party policy ; /Transactions of managers; /Management holdings; |
X | UN SDG 16. |
|
| CGR - Independence of Board members, p.9. | |||||
| 102-26 | Role of highest governance body in setting purpose, |
CGR - Charter of the Board of Directors, p.5.; | |||
| values, and strategy |
SR - Good governance p.5. |
X | |||
| 102-27 | Collective knowledge of highest governance body |
CGR - Governance structure, p.3; Charter of the Board of Directors, p.5. |
|||
| 102-28 | Evaluating the highest governance body's performance | CGR - Governance structure, p.3; Charter of the Board of Directors, p.5. |
X | ||
| 102-29 | Identifying and managing economic, environmental, and social impacts |
CGR - III Descriptions of internal control procedures and main features of risk management system; Controls, Auditing, p.15.; |
X | UN SDG 16. |
|
| SR, p.6. |
|||||
| 102-30 | Effectiveness of risk management processes |
CGR - III Descriptions of internal control procedures and main features of risk management system; Controls, Auditing, p.15.; |
|||
| EWG - Risk management; | X | ||||
| SR, p.6. |
|||||
| 102-31 | Review of economic, environmental, and social topics |
SR, p.5. |
X | ||
| 102-32 | Highest governance body's role in sustainability repor ting |
SR - Board signatures, p.36. |
X | ||
| 102-33 | Communicating critical concerns |
EWS – Whistleblowing. Reviewed as part of regular Compliance report in Audit committee of Elisa's Board of Directors. |
X | ||
| 102-34 | Nature and total number of critical concerns | Elisa received 53 potential misconduct notifications via its' whistleblo wing channel. As a result of investigated notifications training, process reviews, communication and other corrective actions were taken. |
|||
| 102-35 | Remuneration policies | CRR; | |||
| EWG - Remuneration policy. | X |
| ESG framework |
Description | Response or comment | UN Global Compact |
UN Sustainable Development Goals |
Omission |
|---|---|---|---|---|---|
| 102-36 | Process for determining remuneration |
CRR; | |||
| EWG - Remuneration policy. | X | ||||
| 102-37 | Stakeholders' involvement in remuneration | CRR; | |||
| EWG - Remuneration policy. | X | UN SDG 16. |
|||
| 5. Stakeholder Engagement | |||||
| 102-40 | List of stakeholder groups | EWS - materiality and stakeholder dialogue | X | ||
| 102-41 | Employees Covered by Collective Bargaining Agree ments |
GRI data. |
X | ||
| 102-42 | Identifying and selecting stakeholders | EWS - materiality and stakeholder dialogue | X | ||
| 102-43 | Approach to stakeholder engagement | EWS - materiality and stakeholder dialogue | |||
| SR, p.7. |
X | ||||
| 102-44 | Key topics and concerns raised | EWS - Materiality and Stakeholder dialogue; | X | ||
| 6. Reporting Practice | |||||
| 102-45 | Entities included in the consolidated financial state ments |
SR - Description of the report, p.3. |
|||
| 102-46 | Defining report content and topic Boundaries |
SR - Description of the report, p.3. |
|||
| 102-47 | List of material topics | EWS - Sustainability goals; | |||
| EWI - Sustainability Key Figures (2014 onwards); | |||||
| EWS - Materiality; | |||||
| GRI data. |
|||||
| 102-48 | Restatements of information | SR - Description of the report, p.3. |
|||
| 102-49 | Changes in reporting |
SR - Description of the report, p.3. |
|||
| 102-50 | Reporting period | SR - Description of the report, p.3. |
|||
| 102-51 | Date of most recent report | SR - Description of the report, p.3. |
X | ||
| 102-52 | Reporting cycle | SR - Description of the report, p.3. |
X |
| ESG framework |
Description | Response or comment | UN Global Compact |
UN Sustainable Development Goals |
Omission |
|---|---|---|---|---|---|
| 102-53 | Contact point for questions regarding the report |
SR - Description of the report, p.3. |
X | ||
| 102-54 | Claims of reporting in accordance with the GRI Stan dards |
SR - Description of the report, p.3. |
X | ||
| 102-55 | GRI content index | SR - Description of the report, p.3. |
X | ||
| 102-56 | External assurance | SR - Assurance report, p.35. |
X |
| GRI 103: MANAGEMENT APPROACH (GRI 103, 2016 standard) | |||||
|---|---|---|---|---|---|
| 103-1 | Explanation of the material topic and its Boundary | EWS - Materiality and Stakeholder dialogue; | |||
| SR - Index, p.36., Description of the report, p.3. |
|||||
| 103-2; 103-3 | The management approach and its components; Evaluation of the management approach | ||||
| Indirect economic impacts, DMA (Disclosures on Mana gement Approach) |
EWS - Economic sustainability | X | |||
| SR - Targets and performance, p.10.; Good governance, p.5. - p.10. |
|||||
| EW - Research and development; | |||||
| Tax, DMA |
SR, p.24. |
||||
| EWS - Economic sustainability. | |||||
| Energy, DMA |
EWS - Environmental sustainability; | ||||
| SR - Targets and performance, p.10. |
|||||
| Water and effluents, DMA |
EWS - Environmental sustainability/Environmental Management System |
||||
| Emissions, DMA |
EWS - Environmental sustainability; | ||||
| SR - Targets and performance, p.10. |
|||||
| Waste, DMA |
EWS - Environmental sustainability/Environmental Management System. |
||||
| SR - Targets and performance, p.10. |
|||||
| Products and services, DMA |
EWS - Environmental sustainability; | ||||
| SR - Targets and performance, p.10. |
|||||
| Compliance, DMA |
EWS - Code of Conduct. |
| ESG framework |
Description | Response or comment | UN Global Compact |
UN Sustainable Development Goals |
Omission |
|---|---|---|---|---|---|
| Marketing Communications , DMA |
EWS - Social sustainability/Diverse customers; | ||||
| Digital sustainability/Safety, security and services for everybody; | |||||
| EW - Customer communication; | |||||
| SR - Targets and performance, p.10. |
|||||
| Customer privacy, DMA |
EWS - Digital sustainability/Cyber security and privacy; | ||||
| EW - Customer service; | |||||
| SR - Targets and performance, p.10. |
|||||
| Customer Health and Safety, DMA |
EWS - Digital sustainability/The use of mobile network is safe; | ||||
| SR, p.12. - p.15. |
|||||
| Employment, DMA |
EWS - Social sustainability/Responsible employer; | ||||
| SR - Targets and performance, p.10. |
|||||
| AR, p.15. | |||||
| Diversity and Equal Opportunity, DMA |
EWS - Social sustainability/Responsible employer; | ||||
| SR - Targets and performance, p.10. |
|||||
| Occupational Health and Safety, DMA |
EWS - Social sustainability/Responsible employer; | ||||
| SR - p.17. |
|||||
| Training and Education, DMA |
EWS - Social sustainability/Responsible employer; | ||||
| SR - Targets and performance, p.10. |
|||||
| AR, p.17. | |||||
| Non-discrimination, DMA |
EWS - Social sustainability/Responsible employer; | ||||
| EWS - Ethics & Compliance/Code of conduct, Human rights policy; | |||||
| SR - Targets and performance, p.10. |
|||||
| Security Practices, DMA |
EWS - Digital sustainability/Cyber security and privacy; | ||||
| EW - Data security through Customer Service; | |||||
| SR - Targets and performance, p.10. |
| ESG framework |
Description | Response or comment | UN Global Compact |
UN Sustainable Development Goals |
Omission |
|---|---|---|---|---|---|
| Anti-corruption, DMA |
EWS - Ethics and compliance/Code of conduct, Anti-corruption and bribery policy; |
||||
| SR - Targets and performance, p.10., GRI data. |
|||||
| Human Rights Assessment, DMA |
GRI data; SR - Good governance, p. 5., Compliance development, p. 8., Privacy, p.14.-p.15., Social sustainability, p.17-19., Sustainable supply chain, p. 20. |
||||
| Supplier Social Assessment, DMA |
GRI data; SR - Sustainable supply chain p. 20.; EWS - Economic sustainability. |
||||
| Public Policy, DMA |
EWS - Management; | ||||
| Stakeholder dialogue; | |||||
| Ethics and compliance/Code of conduct; Policies; | |||||
| GRI data. |
|||||
| GRI 201: ECONOMIC PERFORMANCE (GRI 201, 2016 standard) | |||||
| 201-1 | Direct economic value generated and distributed | GRI data. |
UN SDG 9 | ||
| 201-2 | Financial implications and other risks and opportunities due to climate change |
GRI data. |
UN SDG 13. |
||
| GRI 203: INDIRECT ECONOMIC IMPACTS (GRI 203, 2016 standard) | |||||
| 203-1 | Development and impact of infrastructure investments and services supported |
EWS - Digital sustainability; | |||
| GRI data. Refer to GRI indicator 201-1, Capital expenditure investments. |
UN SDG 9 | ||||
| 203-2 | Significant indirect economic impacts |
EW - Research and development; | |||
| EWS - Social sustainability/Responsible employer, Digital sustainability, Environmental sustainability. |
|||||
| GRI 205: ANTI-CORRUPTION (GRI 205, 2016 standard) | |||||
| 205-2 | Communication and training about anti-corruption policies and procedures |
EWS - Policies and guidelines (public policy); SR- Development in compliance p.8. |
X | UN SDG 16. |
|
| GRI data. |
|||||
| 205-3 | Confirmed incidents of corruption and actions taken |
GRI data. |
X | UN SDG 16. |
| ESG framework |
Description | Response or comment | UN Global Compact |
UN Sustainable Development Goals |
Omission |
|---|---|---|---|---|---|
| GRI 207: TAX (GRI 207, 2019 standard) | |||||
| 207-1 | Approach to tax | SR, p.24. |
UN SDG 10. |
||
| 207-2 | Tax governance, control, and risk management |
SR, p.24. |
UN SDG 10. |
||
| 207-3 | Stakeholder engagement and management of concerns related to tax |
SR, p.24. |
UN SDG 10. |
||
| 207-4 | Tax Country-by-country reporting |
GRI data. |
UN SDG 10. |
||
| GRI 302: ENERGY (GRI 302, 2016 standard) | |||||
| 302-1 | Energy consumption within the organization | Elisa Energy and GHG Emission Disclosure 2021 | |||
| GRI data. |
X | UN SDG 13. |
|||
| 302-3 | Energy intensity | Elisa Energy and GHG Emission Disclosure 2021 | |||
| GRI data. |
X | UN SDG 13. |
|||
| 302-4 | Energy saved due to conservation and efficiency impro Elisa Energy and GHG Emission Disclosure 2021 |
||||
| vements | GRI data. |
X | UN SDG 13. |
||
| GRI 303: WATER AND EFFLUENTS (GRI 303, 2018 standard) | |||||
| 303-1 | Interactions with water as a shared resource | EWS -Environmental sustainability/Recycling and other environmental impacts |
|||
| 303-2 | Management of water discharge-related impacts | EWS -Environmental sustainability/Recycling and other environmental impacts |
|||
| 303-3 | Water withdrawal | EWS - Environmental sustainability/Other environmental considerations; GRI data. |
|||
| 303-4 | Water discharge | EWS - Environmental sustainability/Other environmental considerations; GRI data. |
|||
| 303-5 | Water consumption | EWS - Environmental sustainability/Other environmental considerations; GRI data. |
| ESG framework |
Description | Response or comment | UN Global Compact |
UN Sustainable Development Goals |
Omission |
|---|---|---|---|---|---|
| GRI 305: EMISSIONS (GRI 305, 2016 standard) | |||||
| 305-1 | Direct (Scope 1) GHG emissions | EWS -Environmental sustainability/ Elisa Energy and GHG Emission Disclosure 2021 |
X | UN SDG 13. |
|
| GRI data. |
|||||
| 305-2 | Indirect (Scope 2) GHG emissions | EWS -Environmental sustainability/ Elisa Energy and GHG Emission Disclosure 2021 |
X | UN SDG 13. |
|
| GRI data. |
|||||
| 305-3 | Other relevant indirect (Scope 3) GHG emissions |
EWS -Environmental sustainability/ Elisa Energy and GHG Emission Disclosure 2021 |
X | UN SDG 13. |
|
| GRI data. |
|||||
| 305-4 | GHG emissions intensity | EWS -Environmental sustainability/ Elisa Energy and GHG Emission Disclosure 2021 |
X | UN SDG 13. |
|
| GRI data. |
|||||
| 305-5 | Reduction of GHG emissions | EWS -Environmental sustainability/ Elisa Energy and GHG Emission Disclosure 2021 |
X | UN SDG 13. |
|
| GRI data. |
|||||
| GRI 306: WASTE (GRI 306, 2020 standard) | |||||
| 306-1 | Waste generation and significant waste-related impacts |
EWS -Environmental sustainability/Recycling and other environmental impacts. |
|||
| 306-2 | Management of significant waste-related impacts |
EWS -Environmental sustainability/Recycling and other environmental impacts. |
|||
| 306-3 | Waste generated | Environmental sustainability/Recycling and other environmental impacts; GRI data. |
X | ||
| 306-4 | Waste diverted from disposal by recovery operation | Environmental sustainability/Recycling and other environmental impacts; GRI data. |
X | ||
| 306-5 | Waste directed to disposal by disposal operation | Environmental sustainability/Recycling and other environmental impacts; GRI data. |
X | ||
| GRI 307: ENVIRONMENTAL COMPLIANCE (GRI 307, 2016 standard) | |||||
| 307-1 | Monetary value of significant fines and total number of non-monetary sanctions for non-compliance with environmental laws and regulations |
GRI data. |
X | UN SDG 16. |
| ESG framework |
Description | Response or comment | UN Global Compact |
UN Sustainable Development Goals |
Omission |
|---|---|---|---|---|---|
| GRI 401: EMPLOYMENT (GRI 401, 2016 standard) | |||||
| 401-1 | New employee hires (amount and share) and employee turnover by age group, gender and region |
GRI data. |
X | ||
| 401-2 | Benefits provided to full-time employees that are not provided to temporary or part-time employees, by signi ficant locations of operation |
GRI data. |
UN SDG 10. |
||
| GRI 403: OCCUPATIONAL HEALTH AND SAFETY (GRI 403, 2018 standard) | |||||
| 403-1 | Occupational health and safety management system |
EWS - Social sustainability/Responsible employer, Wellbeing and safety; |
Elisa discloses this indicator |
||
| SR, p.18. |
own way. | ||||
| 403-2 | Hazard identification, risk assessment, and incident investigation |
EWS - Social sustainability/Responsible employer, Wellbeing and safety; |
Elisa discloses | ||
| Digital sustainability/The use of mobile network is safe; | this indicator own way. |
||||
| SR, p.20. |
|||||
| 403-3 | Occupational health services |
EWS - Social sustainability/Responsible employer, Wellbeing and safety; |
Elisa discloses this indicator |
||
| SR, p.18. |
own way. | ||||
| 403-4 | Worker participation, consultation, and communication on occupational health and safety |
EWS - Social sustainability/Responsible employer, Wellbeing and safety; |
Elisa discloses this indicator |
||
| SR, p.18. |
own way. | ||||
| 403-5 | Worker training on occupational health and safety | EWS - Social sustainability/Responsible employer, Wellbeing and safety; |
|||
| SR, p.18. |
|||||
| 403-6 | Promotion of worker health |
EWS - Social sustainability/Responsible employer, Wellbeing and safety; |
|||
| SR, p.18. |
|||||
| 403-7 | Prevention and mitigation of occupational health and safety impacts directly linked by business relationships |
EWS - Social sustainability/Responsible employer, Wellbeing and safety; |
Elisa discloses this indicator |
||
| SR, p.18. |
own way. | ||||
| 403-8 | Workers covered by and OHS management system (Health and Safety Committees) |
GRI data, SR, p.18. |
Elisa discloses this indicator own way. |
| ESG framework |
Description | Response or comment | UN Global Compact |
UN Sustainable Development Goals |
Omission |
|---|---|---|---|---|---|
| 403-9 | Work related (occupational) injuries |
GRI data; SR, p.18. |
Elisa discloses this indicator own way. |
||
| 403-10 | Work related (occupational) ill health | GRI data; SR, p.18. |
UN SDG 16. |
Elisa discloses this indicator own way. |
|
| GRI 404: TRAINING AND EDUCATION (GRI 404, 2016 standard) | |||||
| 404-1 | Average hours of training per year per employee by gender, and by employee category |
GRI data. |
X | UN SDG 10. |
|
| 404-2 | Programs for upgrading employee skills and transition assistance programs |
AR - Personnel review, p.15. | |||
| 404-3 | Employees receiving regular performance and career development reviews, by gender and by employee category |
GRI data. |
X | UN SDG 10. |
|
| GRI 405: DIVERSITY AND EQUAL OPPORTUNITY (GRI 405, 2016 standard) | |||||
| 405-1 | Composition of governance bodies and breakdown of employees per employee category according to gender, age group, minority group membership, and other indicators of diversity |
GRI data. |
X | UN SDG 5. |
|
| GRI 406: NON-DISCRIMINATION (GRI 406, 2016 standard) | |||||
| 406-1 | Incidents of discrimination and corrective actions taken | GRI data. |
X | UN SDG 5. |
|
| GRI 410: SECURITY PRACTICES (GRI 410, 2016 standard) | |||||
| 410-1 | Security personnel trained in human rights policies or procedures |
GRI data. |
X | UN SDG 16. |
|
| GRI 412: HUMAN RIGHTS ASSESSMENT (GRI 412, 2016 standard) | |||||
| 412-1 | Operations that have been subject to human rights reviews or impact assessments |
GRI data. |
|||
| 412-2 | Employee training on human rights policies or procedu res |
GRI data. |
|||
| 412-3 | Significant investment agreements and contracts that include human rights clauses or that underwent human rights screening |
GRI data. |
| ESG framework |
Description | Response or comment | UN Global Compact |
UN Sustainable Development Goals |
Omission |
|---|---|---|---|---|---|
| GRI 414 SUPPLY CHAIN | |||||
| 414-1 | New suppliers that were screened using social criteria | SR, p.20.; GRI data. |
UN SDG 16. |
||
| 414-2 | Negative social impacts in the supply chain and actions taken |
GRI data. |
UN SDG 16. |
||
| GRI 415: PUBLIC POLICY (GRI 415, 2016 standard) | |||||
| 415-1 | Total value of political contributions by country and recipient/beneficiary |
GRI data. |
X | UN SDG 16. |
|
| GRI 416: CUSTOMER HEALTH AND SAFETY (GRI 416, 2016 standard) | |||||
| 416-2 | Incidents of non-compliance with regulations and volun tary codes concerning the health and safety impacts of products and services during their life cycle, by type of outcomes |
GRI data. |
UN SDG 16. |
||
| GRI 417: MARKETING AND LABELING (GRI 417, 2016 standard) | |||||
| 417-3 | Incidents of non-compliance concerning marketing communications |
GRI data. |
UN SDG 16. |
||
| GRI 418: CUSTOMER PRIVACY (GRI 418, 2016 standard) | |||||
| 418-1 | Substantiated complaints regarding breaches of custo mer privacy and losses of customer data |
GRI data. |
UN SDG 16. |
Elisa discloses this indicator own way. |
| TC-TL-000.A | Number of wireless (mobile) subscribers | SASB data; EWI - Results Centre/Operational Data Q4 2021 |
|---|---|---|
| TC-TL-000.B | Number of wireline (fixed) subscribers |
SASB data; EWI - Results Centre/Operational Data Q4 2021 |
| TC-TL-000.C | Number of broadband subscribers | SASB data; EWI - Results Centre/Operational Data Q4 2021 |
| TC-TL-000.D | Network traffic |
SASB data; EWI - Results Centre/Operational Data Q4 2021 |
| Environmental Footprint of Operations | ||
|---|---|---|
| TC-TL-130a.1 | Total energy consumed | SASB data. |
| Percentage grid electricity |
SASB data. |
|
| Percentage renewable |
SASB data. |
|
| Conversion factors used |
EWS - Environmental sustainability/Elisa Energy and GHG Emission Disclosure 2021 | |
| PUE (Power Usage Effectiveness), 12 month average weighted figure |
SASB data. |
|
| Data Privacy | ||
| TC-TL-220a.1 | Description of policies and practices relating to behavioral advertising and | EWS - Tietosuoja (in Finnish); |
| customer privacy | SASB data. |
|
| EW - Marketing and customer communication (Markkinointiluvat ja asiakasviestintä -in Finnish). |
||
| EW - Elisa's data protection principles. | ||
| TC-TL-220a.2 | Number of customers whose information is used for secondary purposes | SASB data. |
| TC-TL-220a.3 | Total amount of monetary losses as a result of legal proceedings associated with customer privacy |
SASB data. |
| TC-TL-220a.4 | 1. Number of law enforcement requests for customer information, 2. number of customers whose information was requested, 3. percentage resulting in disclosure |
SASB data. |
| Data Security | ||
|---|---|---|
| TC-TL 230a.1 | 1.Number of data breaches, 2.percentage involving personally identifiable information (PII), 3.number of customers affected |
SASB data. |
| TC-TL 230a.2 | Description of approach to identifying and addressing data security risks, including use of third-party cybersecurity standards |
SASB data. EW - Elisa cyber security services are described in Elisa web pages (in Finnish). |
| Product End-of life Management | ||
| TC-TL-440a.1 | (1) Materials recovered through take back programs | SASB data. |
| (2) Percentage reused |
SASB data. |
|
| (3) Percentage recycled |
SASB data. |
|
| (4) Percentage landfilled |
SASB data. |
|
| Competitive Behavior & Open Internet | ||
| TC-TL-520a.1 | Amount of monetary losses as a result of legal proceedings associated with anticompetitive behavior regulations |
SASB data. |
| TC-TL-520a.2 | Average actual sustained download speed of (1) owned and commercially-as sociated content and (2) non-associated content |
Elisa does not disclose download speed. |
| TC-TL-520a.3 | Description of risks and opportunities associated with net neutrality, paid peering, zero rating, and related practices |
SASB data. |
| Managing systemic risks from technology disruptions | ||
| TC-TL-550a.1 | (1) System average interruption frequency and (2) customer average interruption duration |
SASB data. |
| TC-TL-550a.2 | Discussion of systems to provide unimpeded service during service interrup tions |
SASB data. |
| Reducing the number of disturbances in mobile network | Own data. |
|
|---|---|---|
| Cyber security in relation to cyber security index |
Own data. |
|
| Data Protection Training |
Own data. |
|
| Personal Data Inquiries |
Own data. |
|
| Elisa objectives | Code of Conduct training completion |
Own data. |
| and success indi cators |
Employee Engagement score | Own data. |
| Customer Satisfaction in Relation to NPS Target |
Own data. |
|
| Supply chain sustainability development | Own data. |
|
| Contribution to the Society |
Own data. |
|
| Science Based Target (SBTi) performance | Own data. |
Information about EU taxonomy eligible economic activities Disclose qualitative and quantitative information of eligible economic activities. SR, p.23.
| Increase of the share of female leadership positions [%] | SR - ESG data, p.71. |
|---|---|
| Decrease of the share of population without access to high speed connection [%] | SR - ESG data, p.71. |
| Ensure renewable energy sourcing, and commit into increasing share of PPAs in renewables to increase the impact |
SR - ESG data, p.71. |
| Total number of substantiated complaints regarding breaches of customer privacy and losses of customer data [pcs] (418-1) |
2019 | 2020 | 2021 | Description | Data includes |
|---|---|---|---|---|---|
| 1 | 6 | 8 | In addition to Data Protection Ombuds man responses, Elisa does not report other complaints nor breaches. |
Scope: Elisa Finland, Elisa Estonia and Elisa Polystar. |
| Activity Metrics | 2019 | 2020 | 2021 | ||
|---|---|---|---|---|---|
| Number of wireless subscribers [pcs] (TC-TL-000.A) | 4,736,500 | 4,798,100 | 4,919,100 | 2020 figures have been corrected. 2019 figures added. |
Scope: Elisa Finland and Elisa Estonia. |
| Number of wireline subscribers [pcs] (TC-TL-000.B) | 1,526,700 | 1,527,600 | 1,477,000 | 2020 figures have been corrected. 2019 figures added. |
Scope: Elisa Finland and Elisa Estonia. |
| Number of broadband subscribers [pcs] (TC-TL-000.C) | 689,500 | 701,100 | 666,200 | 2020 figures have been corrected. 2019 figures added. |
Scope: Elisa Finland and Elisa Estonia. |
| Network traffic [million gigabytes] (TC-TL-000.D) | 1,000 | 1,360 | 1,643 | Elisa discloses this indicator own way.Elisa does not publish fixed network traffic num bers. |
Scope: Mobile network Elisa Finland. |
Description of policies and practices relating to behavioral advertising and customer privacy (TC-TL-220a.1)
Processing of personal data is based on the Elisa's Data Protection Policy which defines the implementation of data protection requirements at Elisa's operations. The policy is mandatory for Elisa, its subsidiaries, and suppliers based on the contracts.
Data protection policy as well as principles and guidelines complementing the policy are reviewed frequently and they include e.g.
• Processing of personal data
• Data protection principles (acts as privacy notice)
• Advertising and customer privacy policies, principles, and practical guidance (in Finnish)
• Guidance on Electronic Direct Marketing
• Practices related to Data protection organization, assessments, monthly overview of EU data protection breaches , analyzes
Elisa does not disclose this indicator. Elisa's data protection principles describe what information we collect and for what purpose, and how we handle the information.
Provided the principles and policies relating to the customer personal data, limitations and requirements for further processing:
Principles of Personal Data Processing
Data Protection Policy (privacy notice)
Confidentiality of Communications and Principles of Location Data Processing
Elisa is not disclosing this information, instead reports significant legal consequences in Elisa's financial statements.
Elisa has process for managing data breaches and each case is documented. Elisa does not disclose security incidents or breaches as numbers.
(1) Number of data breaches, (2) percentage involving personally identifiable information (PII), (3) number of customers affected (TC-TL-230a.1)
Elisa has process for managing data breaches and each case is documented. Elisa does not disclose security incidents or breaches as numbers.
Elisa's operational risk management is an ongoing process and is built into the organisation's normal operations. The process activates all Elisa employees and partners to identify and report risks related to processes, systems, technology and other operational functions. Operational risk management enables transparency in the potential adverse events and opportunities of operations, ensures business continuity and optimizes costs through risk assessment, management and monitoring. The process is compliant with ISO 27005 and ISO 31000 international standards.
Elisa cyber security services are described in Elisa web pages (in Finnish)
(1) System average interruption frequency and (2) customer average interruption duration (TC-TL-550a.1)
System average interruption frequency: 0.19. Customer average interruption duration:19h.
Elisa's network is designed to be resilient and our operations is based on ITIL model. In operations our focus is in automation and proactive service monitoring. Elisa's network design principles are based on optimal redundancy. This covers both the use of alternative physical locations, routes and redundant equipment. Also the utility services are redundant by using e.g. generators and accumulators. Scope: Elisa Finland
In Finland authorities set requirements for redundancy and in addition to those requirements our design principles also require the utilization of redundancy to avoid Major or Business Critical incidents (TRAFICOM/54045/03.04.05.00/2020).
Elisa's network and services are built by using equipment only from selected vendors and all new systems and software are tested before deployment. The purpose of testing is to verify the compliance to both existing network infrastructure and the functionality of tested entity.
Elisa's operations is both proactive and automated. The aim is to handle all incidents before those affect to customers services. If the incident can't be avoided the time to recover is typically short because of automated recovery actions.
To understand customer experience Elisa has a Cyber Security and Service Management Center (cSOC) which is monitoring service availability and customer experience 24/7. Based on situational awareness the cSOC is responsible for both internal and external incident communication and also acts as a centralized management function for repair of major and business critical incidents and escalation cases.
Every incident in Elisa's network is managed by trouble ticketing system. Incident specific trouble tickets are populated with relevant data such as incident time, the nature on the incident, mitigative actions and actual repair. This data is used for improving the process and other quality affecting aspects by analysis, classification and machine learning algorithms.
In Elisa we have a defined process for learning from successes and mistakes. Every incident meeting pre-defined criteria is walked trough and findings are formulated as improvement tasks to relevant stakeholders. Executing the tasks is managed by Problem Management function.
| 2019 | 2020 | 2021 | Description Data includes |
|
|---|---|---|---|---|
| Data Protection Training [%] |
67% | 73% | 75% | 2021 figures includes employee headcount figure of Scope: Elisa Finland and Elisa Estonia Elisa Finland(Oyj) and Elisa Estonia. |
| Cyber security in relation to cyber security index [%] |
72% | 72% | 73% | Scope:Elisa Finland |
| Reducing the number of disturbances [%] |
93% | 96% | 97% | Scope:Elisa Finland |
| Personal Data Inquiries [pcs] |
16,000 | 16,777 | 16,558 | Scope: Elisa Finland and Elisa Estonia |
Scope: Elisa Finland
| Total Number of Employees by Employment Contract, Time Type, Region and | |||||
|---|---|---|---|---|---|
| Gender [prs] (102-8) | 2019 | 2020 | 2021 | Description | Data includes |
| Personnel in total, 31.12.2021 | 5,617 | 5,744 | 5,947 |
| Permanent contract | 5,515 | 5,649 | 5,858 | Due to update in the data collection metho |
|---|---|---|---|---|
| Finland | 4,272 | 4,350 | 4,330 | dology, historical data |
| Estonia | 961 | 971 | 926 | have been revisited. |
| Sweden | 150 | 142 | 142 | |
| Spain | 51 | 65 | 61 | |
| Germany | N/A | 7 | 87 | |
| Other countries |
81 | 114 | 312 | |
| Men | 3,773 | 3,859 | 3,951 | |
| Women | 1,742 | 1,790 | 1,807 | |
| Other or Unknown |
0 | 0 | 100 | |
| Temporary contract | 102 | 95 | 89 | |
| Finland | 52 | 57 | 43 | |
| Estonia | 46 | 34 | 38 | |
| Sweden | 3 | 3 | 4 | |
| Spain | 1 | 1 | 0 | |
| Germany | N/A | 0 | 3 | |
| Other countries |
0 | 0 | 1 | |
| Men | 50 | 49 | 34 | |
| Women | 52 | 45 | 48 |
| Full- time employees | 4,553 | 4,711 | 5,002 | Due to update in the |
|---|---|---|---|---|
| Finland | 3,382 | 3,488 | 3,561 | data collection metho dology, historical data |
| Estonia | 907 | 923 | 881 | have been revisited. |
| Sweden | 148 | 141 | 143 | |
| Spain | 52 | 65 | 61 | |
| Germany | N/A | 6 | 72 | |
| Other countries |
64 | 88 | 284 | |
| Men | 3,045 | 3,176 | 3,348 | |
| Women | 1,508 | 1,535 | 1,553 | |
| Other or Unknown |
0 | 0 | 101 | |
| Part-time employees | 1,064 | 1,033 | 945 | |
| Finland | 942 | 919 | 812 | |
| Estonia | 100 | 82 | 83 | |
| Sweden | 5 | 4 | 3 | |
| Spain | 0 | 1 | 0 | |
| Germany | N/A | 1 | 18 | |
| Other countries |
17 | 26 | 29 | |
| Men | 778 | 738 | 637 | |
| Women | 286 | 294 | 302 | |
| Other or Unknown |
0 | 1 | 6 |
| Percentage of Total Employees Covered by Collective Bargaining Agreements [%] (102-41) | 2019 | 2020 | 2021 | Data description | Data includes |
|---|---|---|---|---|---|
| 73% | 73% | 73% | Historical data have been retroactively corrected. |
| Communication and training about anti-corruption policies and procedures [%] (205-2) | Description | Data includes | |||
|---|---|---|---|---|---|
| Percentage of employees that the organization's anti-corruption policies and procedures have been commu nicated. |
Scope: Elisa Finland and Elisa Estonia |
||||
| Anti-corruption policies have been communicated to all employees [100%] in Elisa Estonia and tion, Code of Conduct policies have been communicated to all the Elisa employees. |
Elisa Finland. In addi |
||||
| Percentage of governance body members that the organization's anti-corruption policies and procedures have been communicated. |
|||||
| Anti-corruption policies have been communicated to all the governnace bodies [100%]. |
|||||
| Percentage of employees completing the training by region. | 2019 | 2020 | 2021 | Description | Data includes |
| Finland | N/A | N/A | 69% | Scope: Elisa Finland and | |
| Estonia | N/A | N/A | 71% | Elisa Estonia | |
No confirmed incidents in 2021.
| Total number of new employee hires and employee turnover by age group, gender and region [prs] (401-1) |
2019 | 2020 | 2021 | Description | Data includes |
|---|---|---|---|---|---|
| New employee hires | 1,264 | 1,322 | 1,283 | ||
| Finland | 966 | 1,070 | 969 | ||
| Estonia | 249 | 182 | 226 | ||
| Sweden | 14 | 10 | 4 | ||
| Spain | 6 | 25 | 8 | ||
| Germany | N/A | 3 | 7 | ||
| Other countries |
29 | 32 | 69 | ||
| Men | 882 | 894 | 862 | ||
| Women | 382 | 428 | 386 | ||
| Other or Unknown |
0 | 0 | 35 | ||
| Under 30 years | 898 | 935 | 880 | ||
| 30-39 years | 216 | 227 | 262 | ||
| 40-49 years | 106 | 115 | 89 | ||
| Over 49 years |
44 | 45 | 52 |
| Terminated employments | 1,267 | 1,184 | 1,321 |
|---|---|---|---|
| Finland | 958 | 954 | 995 |
| Estonia | 269 | 192 | 268 |
| Sweden | 16 | 12 | 12 |
| Spain | 12 | 7 | 14 |
| Germany | N/A | N/A | 0 |
| Other countries |
12 | 19 | 32 |
| Men | 829 | 793 | 889 |
| Women | 438 | 391 | 407 |
| Other or Unknown |
0 | 0 | 25 |
| Under 30 years | 745 | 765 | 813 |
| 30-39 years | 278 | 207 | 272 |
| 40-49 years | 133 | 106 | 131 |
| Over 49 years |
111 | 106 | 105 |
In general level, there are no differences.
| Workers covered by OHS management system [%] (403-8) | 2019 | 2020 | 2021 | Description | Data includes |
|---|---|---|---|---|---|
| 95% | 97% | 94% | Elisa discloses this indicator own way. Calculated as Elisa's own employees coverage %. |
| by region and by gender (403-9, 403-10) | 2019 | 2020 | 2021 | Description | Data includes |
|---|---|---|---|---|---|
| Working hours [h] | |||||
| Average worked hours [hours/employee] |
1,473 | 1,480 | 1,367 | Annual figure. | |
| Injury rate (IR) | Elisa discloses these indicators in own way. |
||||
| Finland | |||||
| Commuting injuries |
7 | 4 | 3 | ||
| Working time injuries |
5 | 3 | 4 | ||
| Estonia | |||||
| Commuting injuries |
1 | 0 | 0 | ||
| Working time injuries |
1 | 1 | 2 | ||
| Sweden | |||||
| Commuting injuries |
0 | 0 | 0 | ||
| Working time injuries |
0 | 0 | 0 | ||
| Spain | |||||
| Commuting injuries |
13 | 0 | 0 | ||
| Working time injuries |
0 | 0 | 0 | ||
| Germany | |||||
| Commuting injuries |
N/A | 0 | 0 | ||
| Working time injuries |
N/A | 0 | 0 | ||
| Other Countries | |||||
| Commuting injuries |
0 | 0 | 0 | ||
| Working time injuries |
5 | 0 | 0 | ||
| Rate of occupational diseases (ODR) | |||||
| Finland | 0 | 0 | 0 | ||
| Estonia | 0 | 0 | 0 | ||
| Sweden | 0 | 0 | 0 | ||
| Spain | 0 | 0 | 0 |
| Germany | 0 | 0 | 0 |
|---|---|---|---|
| Other Countries |
0 | 0 | 0 |
| Finland | 185 | 161 | 253 |
|---|---|---|---|
| Estonia | 0 | 0 | 0 |
| Sweden | 0 | 0 | 0 |
| Spain | 0 | 0 | 0 |
| Germany | N/A | 0 | 0 |
| Other Countries |
0 | 0 | 0 |
| Finland | 3% | 3% | 4% | |
|---|---|---|---|---|
| Estonia | 7% | 4% | 4% | |
| Sweden | 0% | 0% | 2% | |
| Spain | 0% | 2% | 1% | |
| Germany | N/A | 26% | 4% | |
| Other Countries |
0% | 0% | 1% | |
| Commuting injuries (own employees total) | 44 | 27 | 19 | |
| Finland | 42 | 27 | 19 | |
| Estonia | 1 | 0 | 0 | |
| Sweden | 0 | 0 | N/A | |
| Spain | 1 | 0 | 0 | |
| Germany | 0 | 0 | 0 | |
| Other Countries |
0 | 0 | 0 | |
| Sub-contractors | 0 | 0 | 0 | Scope: Elisa Finland and Elisa Estonia |
| Work-related recordable injuries (own employees total) | 34 | 21 | 25 | |
| Finland | 32 | 20 | 22 | |
| Estonia | 1 | 1 | 3 | |
| Sweden | 0 | 0 | N/A |
| Spain | 0 | 0 | 0 | |
|---|---|---|---|---|
| Germany | 0 | 0 | 0 | |
| Other Countries |
1 | 0 | 0 | |
| Sub-contractors | 39 | 17 | 6 | Scope: Elisa Finland and Elisa Estonia |
| Work related high-consequence injuries (own employees total) | 0 | 0 | 0 | |
| Finland | 0 | 0 | 0 | |
| Estonia | 0 | 0 | 0 | |
| Sweden | 0 | 0 | 0 | |
| Spain | 0 | 0 | 0 | |
| Germany | 0 | 0 | 0 | |
| Other Countries |
0 | 0 | 0 | |
| Sub-contractors | 2 | 8 | 2 | Scope: Elisa Finland and Elisa Estonia |
| Occupational diseases (own employees total) | 0 | 0 | 2 | |
| Finland | 0 | 0 | 2 | |
| Estonia | 0 | 0 | 0 | |
| Sweden | 0 | 0 | N/A | |
| Spain | 0 | 0 | 0 | |
| Germany | 0 | 0 | 0 | |
| Other Countries |
0 | 0 | 0 | |
| Sub-contractors | 0 | 3 | 0 | Scope: Elisa Finland and Elisa Estonia |
| Work related fatalities (due to injuries or occupational ill-health) (own employees total) | 0 | 0 | 0 | |
| Finland | 0 | 0 | 0 | |
| Estonia | 0 | 0 | 0 | |
| Sweden | 0 | 0 | N/A | |
| Spain | 0 | 0 | 0 | |
| Germany | 0 | 0 | 0 | |
| Other Countries |
0 | 0 | 0 | |
| Sub-contractors | 0 | 0 | 0 | Scope: Elisa Finland and Elisa Estonia |
| Lost day incidents [days] (own employees total) | 156 | 137 | 192 | |
|---|---|---|---|---|
| Finland | 156 | 137 | 192 | |
| Estonia | 0 | 0 | 0 | |
| Sweden | 0 | 0 | 0 | |
| Spain | 0 | 0 | 0 | |
| Germany | N/A | 0 | 0 | |
| Other Countries |
0 | 0 | 0 | |
| Sub-contractors | 57 | 59 | 41 | Scope: Elisa Finland and Elisa Estonia |
| Absentees [days] (own employees total) | 43,898 | 39,179 | 51,294 | |
|---|---|---|---|---|
| Finland | 29,204 | 30,315 | 39,172 | |
| Estonia | 14,609 | 8,406 | 9,546 | |
| Sweden | 0 | 0 | 830 | |
| Spain | 0 | 218 | 168 | |
| Germany | N/A | 240 | 846 | |
| Other Countries |
85 | 0 | 732 | |
| Sub-contractors | N/A | 279 | 97 | Scope: Elisa Finland and Elisa Estonia |
| Average hours of training per year per employee by gender and by employee category [h] | ||||
|---|---|---|---|---|
| (404-1) | 2019 | 2020 | 2021 | Description Data includes |
| Average training hours per employee | 11 | 2020 data have been retroactively corre |
||
| Men | 8 | 19 | 10 | cted. |
| Women | 11 | 11 | 12 | 2021 onwards, the employee catego |
| Other or Unknown |
0 | 6 | 7 | risation has been updated. |
| Senior management | 5 | 9 | 14 | |
| Middle management | 14 | 7 | 21 | |
| Other employees |
8 | 19 | 10 |
| by employee category [prs] (404-3) | 2019 | 2020 | 2021 | Description | Data includes | |
|---|---|---|---|---|---|---|
| Employees receiving regular performance and career development reviews [%] |
75% | 73% | 84% | 2021 onwards, the | ||
| Men | 2,850 | 2,827 | 3,299 | employee catego risation has been |
||
| Women | 1,337 | 1,390 | 1,570 | updated. | ||
| Other or Unknown |
0 | 0 | 94 | |||
| Senior management | 150 | 138 | 228 | |||
| Middle management | 887 | 934 | 488 | |||
| Other employees |
3,150 | 3,145 | 4,247 |
| Composition of governance bodies and breakdown of employees per employee category according to gender, age group, minority group membership, and other indicators of |
||||
|---|---|---|---|---|
| diversity [prs] (405-1) | 2019 | 2020 | 2021 | Description Data includes |
| Elisa's Executive Board [prs] | 11 | 11 | 11 | |
| Women | 2 | 2 | 2 | |
| Men | 9 | 9 | 9 | |
| Under 30 years | 0 | 0 | 0 | |
| 30-39 years | 0 | 0 | 0 | |
| 40-49 years | 2 | 3 | 3 | |
| Over 49 years |
9 | 8 | 8 | |
| Elisa's Board of Directors [prs] | 7 | 7 | 8 | |
| Women | 3 | 3 | 3 | |
| Men | 4 | 4 | 5 | |
| Under 30 years | 0 | 0 | 0 | |
| 30-39 years | 0 | 0 | 0 | |
| 40-49 years | 1 | 1 | 1 | |
| Over 49 years |
6 | 6 | 7 |
| Management teams of business units [prs] | 85 | 93 | 95 | |
|---|---|---|---|---|
| Women | 31 | 33 | 43 | |
| Men | 54 | 60 | 52 | |
| Under 30 years | 0 | 0 | 0 | |
| 30-39 years | 6 | 5 | 6 | |
| 40-49 years | 42 | 49 | 41 | |
| Over 49 years |
37 | 39 | 48 | |
| Corporate Responsibility Management Board [prs] | 11 | 14 | 8 | |
| Women | 6 | 9 | 5 | |
| Men | 5 | 5 | 3 | |
| Under 30 years | 0 | 0 | 0 | |
| 30-39 years | 1 | 1 | 0 | |
| 40-49 years | 6 | 8 | 3 | |
| Over 49 years |
4 | 5 | 5 | |
| Breakdown of employees by gender [%] | ||||
| Men | 68% | 68% | 67% | |
| Women | 32% | 32% | 31% | |
| Other or Unknown |
0% | 0% | 2% | |
| Breakdown of employees by age [%] | ||||
| Under 30 years | 30% | 26% | 25% | |
| 30-39 years | 25% | 29% | 30% | |
| 40-49 years | 18% | 26% | 26% | |
| Over 49 years |
27% | 19% | 19% | |
| Breakdown of employees by employee categories [%] | ||||
| Senior management | 3% | 3% | 4% | 2021 onwards, the |
| Middle management | 18% | 20% | 10% | employee catego risation has been |
| Other employees |
79% | 77% | 86% | updated. |
Incidents of discrimination and corrective actions taken [pcs] (406-1)
3 clarified cases during 2021. All the cases are closed after taking the corrective measures.
| Security personnel trained in human rights policies or procedures [%] (410-1) | Description | Data includes |
|---|---|---|
| 79% of external security guards working in Elisa Finland have completed Elisa Code of Conduct policy training. |
2021 onwards, the figure only includes the external security guards. |
|
| Human rights assessment | ||
| Operations that have been subject to human rights reviews or impact assessments (412-1) | Description | Data includes |
| Total number and percentage of operations that have been subject to human rights reviews or human rights impact assessments, by country |
||
| Elisa Corporation was assessed for its human rights responsibility and disclosure as a part of Status of Human Rights Performance of Finnish Companies (SIHTI) project using Core UNGP Indicators methodology. The result of the assessment was utilized to improve Elisa's policies in regard to human rights. In addition to this, Elisa Corporation has carried out its own human rights due diligence assessment within its supply chain, M&A, and in its relevant business operations cases. |
Elisa reports this indicator in its own way. |
|
| Employee training on human rights policies or procedures (412-2) | Description | Data includes |
| Total number of hours in the reporting period devoted to training on human rights policies or procedures concerning aspects of human rights that are relevant to operations. |
Elisa reports this indicator in its own way. |
|
| Elisa Corporation employees hours were devoted to compulsory Code of Conduct training that introduces to the basics of human rights, volun tary in-depth training in human rights policy, compulsory data protection training, and voluntary Code of Ethical Purchase training. |
||
| Percentage of employees trained during the reporting period in human rights policies or procedures concerning aspects of human rights that are relevant to operations [%] |
||
| 93% of Elisa employees have completed the complusory Code of Conduct training that introduces to the basic of human rights policy. In addition to that, 100% of procurement and corporate responsibility team members have completed the renewed Code of Ethical Purchase training, more than 150 employees have completed voluntary training in human rights policy and 75% employees in Elisa Finland and Estonia have completed the data protection training. |
Elisa reports this indicator in its own way. |
|
| Significant investment agreements and contracts that include human rights clauses or that underwent human rights screening (412-3) |
Description | Data includes |
| Total number and percentage of significant investment agreements and contracts that include human rights clauses or that un derwent human rights screening. |
||
| Elisa Corporation in 2021 has utilized significant resources in renewing the human rights policy and conducting human rights policy training. Investments have also been made in conducting human rights due diligence in M&A. In both of the former cases, Elisa used a third-party agency. |
Elisa reports this indicator in its own way. |
In addition, Elisa Corporation is a member of JAC(Joint Audit Co-operation) and conducts 5 yearly audits of the supply chain.
| New suppliers that were screened using social criteria [%] (414-1) | 2019 | 2020 | 2021 | Description | Data includes |
|---|---|---|---|---|---|
| N/A | N/A | 0% | Elisa reports this indi cator in its own way. |
||
| Negative social impacts in the supply chain and actions taken (414-2) | Elisa reports this indi cator in its own way. |
||||
| Total suppliers assessed [pcs] |
116 | 76 | 71 | 2019 and 2020 figures have been earlier reported in 414-1 as pcs. |
|
| Number of suppliers identified as having significant actual and potential negative social impacts. [pcs] |
N/A | N/A | 34 | ||
| Significant actual and potential negative social impacts identified in the supply chain.[pcs] |
584 | 665 | 402 | ||
| Percentage of suppliers identified as having significant actual and potential negative social im pacts with which improvements were agreed upon as a result of assessment [%] |
N/A | N/A | 100% | ||
| Percentage of suppliers identified as having significant actual and potential negative social im pacts with which relationships were terminated as a result of assessment, and why [%] |
N/A | N/A | 0% |
Total value of political contributions by country and recipient/beneficiary (415-1)
No political contributions in 2021.
Total number of incidents of non-compliance with regulations and voluntary codes concerning the health and safety impacts of products and services during their life cycle, by type of outcomes [pcs] (416-2)
No confirmed incidents in 2021.
Total number of incidents of non-compliance with regulations and voluntary codes concerning marketing communications, including advertising, promotion, and sponsorship, by type of outcomes [pcs] (417-3)
One case in 2021 and closed.
| 2019 | 2020 | 2021 | Description | Data includes | |
|---|---|---|---|---|---|
| Code of Conduct training completion [%] | 63% | 84% | 93% | 2021 figure excludes TenForce NV headcount which contributes to less than 1% of total Elisa headcount and employees on longer sick leaves, absences and maternity leaves. |
|
| Contribution to the Society [%] | N/A | N/A | 88% | Calculated as performance against annual target (27). |
Scope: Elisa Finland and Elisa Estonia |
| Customer Satisfaction in Relation to NPS Target [%] | 93% | 93% | 81% | Calculated as performance against annual target (32). |
Scope: Elisa Finland and Elisa Estonia |
Supply chain audits performed and supply chain responsibility is included in Elisa Vendor Management process. 100% of procurement teams and corporate responsibility teams have completed the "Elisa Code of Ethical purchasing" training. Scope:Elisa Finland and Elisa Videra
95% The performance is calculated as percentage of score to annual target (80). Scope:Elisa Finland
[%]
| The target has been achieved. As of 31.12.2021, Elisa's share of female in leadership positions is 27%. |
This indicator is part of Sustainbility Criteria of Elisa's Sustainability linked loan. |
Scope: Elisa Oyj, Elisa Videra Oy, Elisa Santa Monica Oy, Fenix Solutions Oy. |
|---|---|---|
| 2021 is the first year Elisa is reporting this indicator. | ||
| Decrease of the share of population without access to high speed connection [%] |
The target has been achieved. As of 31.12.2021, only 27.5% of the households are without the access to high speed connection. This indicator is part of Sustainbility Criteria of Elisa's Sustainability linked loan. Scope: Elisa Finland
2021 is the first year Elisa is reporting this indicator.
| Direct economic value generated and distributed [EUR million] (201-1 ) | 2019 | 2020 | 2021 | Description Data includes |
|---|---|---|---|---|
| Net sales | 1,844 | 1,895 | 1,998 | Includes financial incomes. |
| Suppliers and partners | 868 | 888 | 936 | |
| Personnel remuneration |
320 | 326 | 374 | |
| Dividends and interests | 301 | 310 | 325 | |
| Taxes and other public oblications | 68 | 70 | 77 | Financial statement´s income tax of EUR 75 million has EUR 2 million negative change in deferred tax assets and liabilities, which is not included in the corporate tax in tax footprint. |
| Capital expenditure investments |
256 | 266 | 265 | |
| Community Investments |
N/A | N/A | 0.03 | 2021 is the first year, Elisa is reporting this figure. |
| Taxes and tax-like payments | 457 | 485 | 531 | |
| Corporate tax |
68 | 70 | 77 | Financial statement´s income tax of EUR 75 million has EUR 2 million negative change in deferred tax assets and liabilities, which is not included in the corporate tax in tax footprint. |
| Value-added tax | 255 | 253 | 275 | |
| Income tax and withholding tax | 102 | 121 | 132 | |
| Statutory employer's social insurance payments and other taxes | 22 | 24 | 29 | |
| Public fees |
10 | 17 | 18 |
| Risk | Description | Impact assesment | Risk management/opportunity |
|---|---|---|---|
| Extreme weather phenomena due to clima te change |
Climate change causes extreme weather phenomena, which can cause interruptions in Elisa's services from e.g. power failures, but also for example disruptions in the supply chain logistics. |
Very likely on a short term. An increase in interrup tive events will cause higher costs for personnel and replacement of broken equipment. Estimated costs vary between EUR 0.2-2.0m depending on frequency of events and other circumstances. |
Enabling sustainable solutions around mobile technology: Elisa has in place a comprehen sive real-time monitoring system for network disturbances, identifying problematic issues and enabling rapid repairs. We estimate that demand for real-time measurement and monitoring services provided by Elisa will increase in the future. |
| Average temperature changes due to global warming |
Rising average temperatures and heat waves will increase the need for cooling in Elisa's telefacilities and other premises. |
Very likely on a medium term. Costs will increase due to higher electricity consumption incurred from investments in cooling systems. We estimate that the implication could be about 2% growth in electri city consumption. |
Reducing footprint through long-term work on energy efficiency: Elisa has three data centres in the Helsinki metropolitan region, which direct their heat loss energy to district heating. We also utilise heat loss energy in our office environments. We see opportunities in scaling up energy efficiency innovations. |
| Increasing costs due to regulations and energy taxes |
The Paris agreement strives to limit the avera ge global temperature increase to 1.5°C, and to update national targets every five years to keep raising the ambitions. |
Likely on a short-term. Estimated implications of carbon market pricing for Elisa are less than 1% of operational costs. Average electricity price is expe cted to grow due to requirements regarding the production share of renewable energy. |
Curbing emissions by utilising renewable and reused energy: Elisa is in a comparably good position regarding EU Emission Trading System (ETS) schemes. We have set science-based targets (SBTi) around the Paris agreement and signed up for Finland's energy efficiency agreement in line with the EED. Elisa has offered its customers carbon neutral services since 2020. |
| Stakeholders expecting higher level of climate action |
Climate change increases the environmental awareness of Elisa's stakeholder groups. De mands for climate reporting to stakeholders is increasing, as well as the requirements for climate-friendly operations. This adds pressu re on investments and operations. |
Likely on medium term. According to the Sustainab le Brand Index report 2021, two thirds of consumers consider sustainability issues when making purcha se choices. Confusion about our climate actions among consumers, might lead to less demand for existing products. |
Developing new business areas by innovations in sustainability: We set ambitious targets and constantly work on ways to reduce our carbon footprint still, for example through a group-wide working group that manages energy efficiency, and by incentivising our part ners. Elisa has in some cases been able to turn its own footprint reductions into handprint services. For example, our international Elisa Polystar, Elisa IndustrIQ, and also Elisa Videra businesses provide means for our customers to reduce their own carbon footprint. |
| Stakeholder reluctance to participate in climate action |
A significant part of the ICT industry's environ mental impacts come from the manufacturing of devices. To achieve our ambitious clima te-related goals, it is crucial to engage key stakeholders such as supply chain partners around climate change mitigation. |
Unlikely on medium term. Legislative requirements and standards are expected to drive most supply chain stakeholders in a more sustainable direction. Not achieving Net Zero commitments within the in dustry would be a big setback from a climate change mitigation point of view. |
Integrating circular economy with daily business operations: Reducing environmental im pacts of devices, by paying attention to durability, by offering repair services, and refurbish ment and sales of used devices, and finally arranging recycling in safe ways are examples by Elisa. We also take part in the Joint Audit Cooperation (JAC) that together with other operators assesses and develops sustainable approaches with important multinational ICT suppliers. We take part in similar efforts also in GSMA. |
| Other issues diverting attention from climate action |
Earth is a system, where climate change can radically affect natural ecosystems and un leash threats that directly or indirectly might cause world-wide system shocks, in a similar way to COVID-19. |
More likely than not on long term. Exceptional circumstances might decrease revenues, due to less demand for products and services or because of various supply chain issues. Attention among custo mers, and in the value chain, might also be diverted from climate action during difficult times. |
Enabling sustainable operations through low-emission services: In times of transformation, adaptability becomes a vital capability. This always means that we take care of our basic tasks in all circumstances. We help society accommodate to a challenging new situation, while actively innovating new ways to support those in the most vulnerable positions. We can help our customers cope with even dramatic change by supporting them when taking a digital leap and e.g. adapt to a new normal of distance work. |
Tax
| Tax Country-by-country reporting [EUR million] (207-4) | 2019 | 2020 | 2021 | Description | Data includes |
|---|---|---|---|---|---|
| Finland | N/A | N/A | 474 | 2021 is the first year, Elisa is repor | |
| Estonia | N/A | N/A | 40 | ting this indicator. | |
| Sweden | N/A | N/A | 8 | Financial statement´s income tax of EUR 75 million has EUR 2 million |
|
| Spain | N/A | N/A | 1 | negative change in deferred tax | |
| Germany | N/A | N/A | 4 | assets and liabilities, which is not included in the corporate tax in tax |
|
| Other countries |
N/A | N/A | 4 | footprint. | Includes: Australia, Belgium, Canada, France, Hungary, Italy, Malaysia, Norway, Romania, Russia, Singapore, Taiwan, Great Britan and USA. |
| Competitive Behavior & Open Internet | ||
|---|---|---|
| Total amount of monetary losses as a result of legal proceedings associated with anticompetitive behavior regulations (TC-TL-520a.1) | Description | Data includes |
| Elisa reports significant legal consequences in Elisa's financial statements (Significant legal and regulatory issues, p.10) |
||
| Average actual sustained download speed of |
(1) owned and commercially-associated content and (2) non-associated content (Mbps) (TC-TL-520a.2)
We do not disclose download speed.
| Description of risks and opportunities associated with net neutrality, paid peering, zero rating, and related practices(TC-TL-520a.3) | Description | Data includes |
|---|---|---|
| Elisa operates in markets where data services are generally unlimited. Risks and opportunities of net neutrality, paid peer review and zero rating are not significant. However, 5G can bring new opportunities (e.g., network slicing and optimized services). We follow the instructions of the |
Elisa reports this indicator in its own way. |
|
| authorities in net neutrality issues related to productization. |
| Description | Data includes | |
|---|---|---|
| Increase of the share of female leadership positions [%] | ||
| The target has been achieved. As of 31.12.2021, Elisa's share of female in leadership positions is 27%. |
This indicator is part of Sustainbility Criteria of Elisa's Sustainability linked loan. 2021 is the first year Elisa is reporting this indi cator. |
Scope: Elisa Oyj, Elisa Videra Oy, Elisa Santa Monica Oy, Fenix Solutions Oy. |
| Decrease of the share of population without access to high speed connection [%] | ||
| The target has been achieved. As of 31.12.2021 27.5% of the households are without the access to high speed connection. |
This indicator is part of Sustainbility Criteria of Elisa's Sustainability linked loan. |
Scope: Elisa Finland |
| 2021 is the first year Elisa is reporting this indi cator. |
||
| Ensure renewable energy sourcing, and commit into increasing share of PPA in renewables to increase the impact | ||
| 100% of electricity used in Elisa Finland is from renewables source covered through Certificate of Origins. |
This indicator is part of Sustainbility Criteria of | Scope: Elisa Finland |
100% of electricity used in Elisa Finland is from renewables source covered through Certificate of Origins. This indicator is part of Sustainbility Criteria of
2021 is the first year Elisa reports this indicator.
Elisa's Sustainability linked loan.
Whether and how the precautionary approach or principle is addressed by the organisation (102-11)
The precautionary principle has been taken into account in accordance with statutory requirements.
| Direct energy consumption by primary energy source | 2019 | 2020 | 2021 | Description | Data includes |
|---|---|---|---|---|---|
| Usage of fossil fuels | 9,363 | 9,946 | 9,148 | Fossil fuels include gasoline, diesel, and burning oil. |
Scope 2021 onwards: Elisa Finland and Elisa Estonia |
| Usage of renewable fuels | 0 | 0 | 0 | Relatively small amounts of biodiesel not yet disclosed. |
|
| Total direct energy consumption | 9,363 | 9,946 | 9,148 |
| Indirect energy consumption by primary sources | 2019 | 2020 | 2021 | Description | Data includes |
|---|---|---|---|---|---|
| Electricity | 1,160,178 | 1,061,068 | 1,173,205 | Scope: Elisa Corporation | |
| Heating | 51,797 | 38,628 | 46,224 | Scope: Elisa Finland and Elisa Estonia |
|
| Cooling | 41,589 | 42,598 | 42,087 | Scope: Elisa Finland | |
| Total indirect energy consumption | 1,253,564 | 1,142,294 | 1,261,516 | ||
| Purchased renewable electricity |
975,600 | 1,007,460 | 1,016,935 | Purchased through certificates of origin (hydropower). |
|
| Usage of renewable electricity | 1,159,994 | 1,060,921 | 1,164,973 | All consumption, in cluding rented sites. |
|
| Purchased renewable cooling |
0 | 37,571 | 42,087 | 2021 onwards, all district cooling is renewable. |
Scope: Elisa Finland |
| Sold energy (waste heat from datacenter) | N/A | N/A | 18,966 | 2021 onwards, we report sold energy. |
Scope: Elisa Finland |
| Total energy consumption within organization | 1,262,927 | 1,152,240 | 1,251,698 | Total energy is calcu lated as sum of direct and indirect energy minus sold energy. |
|
|---|---|---|---|---|---|
| Energy intensity [kWh/GB] (302-3) | 2019 | 2020 | 2021 | Description | Data includes |
| Mobile networks electricity consumption per transferred gigabyte | 0.15 | 0.12 | 0.11 | Scope: Elisa Finland | |
| Energy saved due to conservation and efficiency improvements [GJ] (302-4) | 2019 | 2020 | 2021 | Description | Data includes |
| Reuse of server generated heat | 41,588 | 42,598 | 60,469 | Scope: Elisa Finland | |
| Energy efficiency in networks (electricity) |
26,963 | 22,842 | 77,376 | 2019 figure has been retroactively revisited. 2021 onwards, the |
Scope: Elisa Finland |
| calculation methodo logy is improved. |
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| 2021 onwards, we report energy savings also from the fixed network. |
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| Elisa Ideal work | 16,621 | N/A | N/A | 2020 and 2021 repor ting does not include energy savings from flexible work, to better correspond with the exceptional pandemic circums tances. |
Scope: Elisa Finland |
| Total | 85,172 | 65,440 | 137,845 |
| 2019 | 2020 | 2021 | Description | Data includes | |
|---|---|---|---|---|---|
| Water withdrawal [ML] (303-3) | The biggest water related aspects in Elisa | ||||
| Municipal water | N/A | 18 | 22 | operations come from the offices, where it is assumed that the volume of water withdrawal, discharge and consumption is the same. |
Scope: Elisa Finland and Elisa Estonia |
| Water discharge [ML] (303-4) | |||||
| Wastewater | N/A | 18 | 22 | We apply a level of granularity for water re porting that is relevant for Elisa, compiling information from our reporting system. |
Scope: Elisa Finland and Elisa Estonia |
| Water consumption [ML] (303-5) | |||||
| Water intake | N/A | 18 | 22 | Scope: Elisa Finland and Elisa Estonia |
| Total direct and indirect greenhouse gas (GHG) emissions by weight [tCO2e, tonnes of carbon dioxide equivalents] (305-1 |
|||||
|---|---|---|---|---|---|
| and 305-2) | 2019 | 2020 | 2021 | Description | Data includes |
| Scope 1, Direct greenhouse gas emissions |
650 | 666 | 597 | Emisson compensation since 2020. | Scope: Elisa Finland and Elisa Estonia |
| Scope 2, Indirect greenhouse gas emissions, market-based |
4,310 | 1,666 | 2,444 | Emission compensation since 2020. 100% renewable electricity used in Elisa Finland and Elisa Estonia, in Elisa Finland additio nally 100% renewable district cooling. |
Scope: Elisa Corporation |
| Scope 2, Indirect greenhouse gas emissions, location-based |
71,340 | 59,760 | 53,588 | Scope: Elisa Corporation |
[tCO2e] (305-3 )
| Sources of indirect Scope 3 emissions | 2019 | 2020 | 2021 | Description | Data includes |
|---|---|---|---|---|---|
| Purchased good and services |
96,147 | 120,451 | 110,384 | Historical data has been revisited with updated emission factors. |
Scope 2021 onwards: Elisa Finland and Elisa Estonia |
| Capital goods |
39,901 | 33,911 | 38,272 | Purchased base stations and other network equipment. |
Scope: Elisa Finland and Elisa Videra |
| Fuel-and energy-related activities |
12,753 | 14,044 | 22,940 | Historical data has been revisited with improved methodology. |
|
| Upstream transportation and distribution | 209 | 165 | 246 | Transportation of goods to Elisa and to Elisa's customers. |
Scope 2021 onwards: Elisa Finland and Elisa Estonia |
| Waste generated in operations | 371 | 590 | 425 | Emission compensation since 2020. | Scope 2021 onwards: Elisa Finland, Elisa Estonia and Elisa Polystar |
| Total | 171,409 | 198,107 | 204,400 | ||
|---|---|---|---|---|---|
| Investment | N/A | N/A | N/A | Not relevant: no significant credit mana gement, production investments reported elsewhere. |
|
| Franchises | N/A | N/A | N/A | Not relevant: no franchises. | |
| Downstream leased assets | N/A | N/A | N/A | Energy consumption of operators with lea ses is calculated in Scope 2 (Elisa purchases 100 % renewable electricity). |
|
| End-of-life treatment of sold products | 655 | 906 | 1,032 | Historical data has been revisited with updated emission factors. |
Scope: Elisa Finland and Elisa Estonia |
| Use of sold product | 16,534 | 25,173 | 28,959 | Historical data has been revisited with updated emission factors. |
Scope: Elisa Finland and Elisa Estonia. |
| Processing of sold product |
N/A | N/A | N/A | Not relevant, no processing of products. | |
| Upstream transportation | N/A | N/A | N/A | Not relevant, Elisa does not sell transporta tion services. |
|
| Upstream leased assets | N/A | N/A | N/A | Energy consumption in rented sites is calculated in Scope 2. |
|
| Employee commuting | 2,180 | 1,369 | 1,736 | Emission compensation since 2020.Histo rical data has been revisited with improved methodology. |
Scope: Elisa Corporation |
| Business travel | 2,659 | 1,498 | 406 | Emission compensation since 2020. | Scope: Elisa Finland, Elisa Estonia, Elisa Santa Monica Oy, Elisa Videra Oy, Enia Oy, Fenix Solutions Oy, Fonum Oy and Kepit Systems Oy |
| GHG emissions intensity [kgCO2e/EUR] (305-4) | 2019 | 2020 | 2021 | Description | Data includes |
|---|---|---|---|---|---|
| Scope 1 and Scope 2 emissions per revenue | 0.003 | 0.001 | 0.002 |
| Reduction of GHG emissions [tCO2e] (305-5) | 2019 | 2020 | 2021 | Description | Data includes |
|---|---|---|---|---|---|
| Emission reductions in own operations | |||||
| Emission reduction in networks, Scope 2 |
2,170 | 1,582 | 5,025 | 2019 figure has been retroactively revisited. | Scope: Elisa Finland |
| 2021 onwards, the calculation methodo logy is improved. |
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| 2021 onwards, we report emission reduc tions also from the fixed network. |
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| Use of acquired renewable energy, Scope 2 |
112,151 | 91,240 | 88,141 | We report emission reductions from all the use of acquired renewable energy. |
Scope: Elisa Finland and Elisa Estonia |
| Reuse of capital infrastructure, Scope 3 |
N/A | N/A | 704 | 2021 onwards, we report emission reduc tion from the reuse of network equipment. |
Scope: Elisa Finland |
| Emission compensation | N/A | 6,750 | 6,450 | Compensation boundaries have been retroactively expanded 2020 onwards, including remote work, and from 2021 onwards also business specific compensati on commitments. |
|
| Elisa Ideal Work (flexible work solutions), Scope 3 |
6,084 | N/A | N/A | 2020 and 2021 reporting does not include emission reduction from flexible work, to better correspond with the exceptional pandemic circumstances. |
|
| Total | 120,405 | 99,572 | 100,319 |
| Waste generated [t] (306-3) | 2019 | 2020 | 2021 | Description | Data includes |
|---|---|---|---|---|---|
| Total waste generated | 1,014 | 1,009 | 645 | Scope 2021 onwards: Elisa Finland, Elisa Estonia and Elisa Polystar |
|
| Hazardous waste | 242 | 401 | 293 | ||
| Non-hazardous waste | 772 | 608 | 352 | ||
| WEEE (Waste Electrical and Electronic Equipment) |
303 | 321 | 145 |
| Waste diverted from disposal by recovery operation [t] (306-4) | All waste diverted from disposal are reco vered offsite. |
|||
|---|---|---|---|---|
| Total hazardous waste | 218 | 364 | 262 | |
| Recyling | 218 | 364 | 262 | |
| Total non-hazardous waste | 772 | 608 | 351 | |
| Recyling | 772 | 608 | 351 | |
| Composting | 0 | 0 | 0.12 | |
| Waste prevented | 989 | 972 | 613 | |
| Waste directed to disposal by disposal operation [t] (306-5) | All waste is disposed offsite. | |||
| Total hazardous waste | 24 | 37 | 31 | |
| Hazardous waste disposal | 24 | 37 | 31 | |
| Total non-hazardous waste | 0 | 0 | 1 | |
| Incineration(with energy recovery) | 0 | 0 | 1 |
Monetary value of significant fines and total number of non-monetary sanctions for non-compliance with environmental laws and regulations (307-1)
No non-compliances incidence in 2021.
| Environmental footprint of operations (TC-TL-130a.1) | 2019 | 2020 | 2021 | Description | Data includes |
|---|---|---|---|---|---|
| Total energy consumed [GJ] |
1,262,927 | 1,152,240 | 1,251,698 | Only energy directly consumed by the entity during the reporting period. |
Scope: Elisa Corporation |
| Percentage grid electricity [%] |
92% | 92% | 94% | Scope: Elisa Corporation | |
| Percentage renewable [%] |
92% | 95% | 95% | Includes renewable electricity and cooling. |
Scope: Elisa Finland and Elisa Estonia |
| PUE (Power Usage Effectiveness), 12 month average weighted figure |
N/A | 1.6 | 1.4 | 2021 onwards, we include PUE data from the 10 biggest data centres of Elisa Finland. |
Scope: Elisa Finland |
| Product End-of life Management (TC-TL-440a.1) | 2019 | 2020 | 2021 | Description | Data includes |
|---|---|---|---|---|---|
| Materials recovered through take back programs [t] |
N/A | 321 | 120 | Scope: Elisa Finland and Fonum Oy |
|
| Percentage reused [%] |
N/A | 0% | 4% | Scope: Elisa Finland and Fonum Oy |
|
| Percentage recycled [%] |
N/A | 100% | 96% | 2020 figure has been retroactively revisited. |
Scope: Elisa Finland and Fonum Oy |
| Percentage landfilled [%] |
N/A | 0% | 0% | Scope: Elisa Finland and Fonum Oy |
| Science Based Target (SBTi) performance | 2021 | Description | Data includes |
|---|---|---|---|
| T1 (Scope 1 and Scope 2) | On target |
Scope: Elisa Corporation |
100% of electricity used in Elisa Finland is from renewables source covered through Certificate of Origins. This indicator is
2021 is the first year Elisa reports this indicator.
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