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Fazer Group's Annual Review 2019
Fazer Group’s Annual Review 2019 Contents Year in brief � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 3 Core goal 1 � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 37 A company on the move � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 4 Core goal 2 � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 39 Key figures 2019, continuing operations � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � �7 Core goal 3 � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � �41 Highlights in 2019 � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 8 Core goal 4: � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 44 For people � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 46 For businesses � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � -
Power, Communication, and Politics in the Nordic Countries
POWER, COMMUNICATION, AND POLITICS IN THE NORDIC COUNTRIES POWER, COMMUNICATION, POWER, COMMUNICATION, AND POLITICS IN THE NORDIC COUNTRIES The Nordic countries are stable democracies with solid infrastructures for political dia- logue and negotiations. However, both the “Nordic model” and Nordic media systems are under pressure as the conditions for political communication change – not least due to weakened political parties and the widespread use of digital communication media. In this anthology, the similarities and differences in political communication across the Nordic countries are studied. Traditional corporatist mechanisms in the Nordic countries are increasingly challenged by professionals, such as lobbyists, a development that has consequences for the processes and forms of political communication. Populist polit- ical parties have increased their media presence and political influence, whereas the news media have lost readers, viewers, listeners, and advertisers. These developments influence societal power relations and restructure the ways in which political actors • Edited by: Eli Skogerbø, Øyvind Ihlen, Nete Nørgaard Kristensen, & Lars Nord • Edited by: Eli Skogerbø, Øyvind Ihlen, Nete Nørgaard communicate about political issues. This book is a key reference for all who are interested in current trends and develop- ments in the Nordic countries. The editors, Eli Skogerbø, Øyvind Ihlen, Nete Nørgaard Kristensen, and Lars Nord, have published extensively on political communication, and the authors are all scholars based in the Nordic countries with specialist knowledge in their fields. Power, Communication, and Politics in the Nordic Nordicom is a centre for Nordic media research at the University of Gothenburg, Nordicomsupported is a bycentre the Nordic for CouncilNordic of mediaMinisters. research at the University of Gothenburg, supported by the Nordic Council of Ministers. -
Transnational Finnish Mobilities: Proceedings of Finnforum XI
Johanna Leinonen and Auvo Kostiainen (Eds.) Johanna Leinonen and Auvo Kostiainen This volume is based on a selection of papers presented at Johanna Leinonen and Auvo Kostiainen (Eds.) the conference FinnForum XI: Transnational Finnish Mobili- ties, held in Turku, Finland, in 2016. The twelve chapters dis- cuss two key issues of our time, mobility and transnational- ism, from the perspective of Finnish migration. The volume is divided into four sections. Part I, Mobile Pasts, Finland and Beyond, brings forth how Finland’s past – often imagined TRANSNATIONAL as more sedentary than today’s mobile world – was molded by various short and long-distance mobilities that occurred FINNISH MOBILITIES: both voluntarily and involuntarily. In Part II, Transnational Influences across the Atlantic, the focus is on sociocultural PROCEEDINGS OF transnationalism of Finnish migrants in the early 20th cen- tury United States. Taken together, Parts I and II show how FINNFORUM XI mobility and transnationalism are not unique features of our FINNISH MOBILITIES TRANSNATIONAL time, as scholars tend to portray them. Even before modern communication technologies and modes of transportation, migrants moved back and forth and nurtured transnational ties in various ways. Part III, Making of Contemporary Finn- ish America, examines how Finnishness is understood and maintained in North America today, focusing on the con- cepts of symbolic ethnicity and virtual villages. Part IV, Con- temporary Finnish Mobilities, centers on Finns’ present-day emigration patterns, repatriation experiences, and citizen- ship practices, illustrating how, globally speaking, Finns are privileged in their ability to be mobile and exercise transna- tionalism. Not only is the ability to move spread very uneven- ly, so is the capability to upkeep transnational connections, be they sociocultural, economic, political, or purely symbol- ic. -
Quick and Easy Testing for a Finnish Confectionary
CASE STUDY Quick and easy testing for a Finnish Confectinary Fazer Group, one of the largest Finnish food busy times of the year, Easter and Christmas, they may corporations, was started in 1891 by Karl Fazer, run up to five production shifts. For the Easter holiday, the son of Swiss furriers who decided to become a they make special pastel colored candies and begin confectioner. The now famous blue and gold wrapper their preparation in December of the previous year. covering Fazer™ milk chocolate first appeared in 1922. Preparation for the Christmas holidays begins in August Today, the company employs 10,000 people in Finland, when they determine how the package design will be Sweden, Denmark, Norway, the UK, and Russia with changed for the holiday season. Development for a new three factories in Finland. Chocolate is manufactured in candy takes one and a half years primarily because their Vantaa, sugar confections in Lappeenranta, and gum standard procedures, require that they must periodically and pastilles in Karikkila. check a candy’s freshness up to its intended expiration date. In addition, when various types of candies are In 1993, Fazer acquired the Chymos factory in packaged together, the moisture balance of each candy Lappeenranta which used to manufacture jam, liqueur, is monitored relative to the others in the mix. New and baby food. With 12 production lines and about products are usually introduced at the beginning of the 300 people, they produce candies over three shifts. At year, in the spring, or in the autumn. Inside the factory, they maintain a large room containing Prior to obtaining the Gallery instrument, they used liquid flavorings and colors. -
Stockmann Annual Report 2003
2003 ANNUAL REPORT Contents Stockmann Group’s core values ............................................3 Stockmann in 2003 ............................................................4 Divisions in short ................................................................5 Important events in 2003....................................................6 Information for shareholders ................................................7 CEO’s review ......................................................................8 Board of Directors and auditors..........................................10 Corporate management.....................................................11 Review of operations Department Store Division .................................................12 Vehicle Division .................................................................18 Hobby Hall .......................................................................22 Seppälä ...........................................................................26 Corporate Governance.......................................................30 Financing and management of financial risks.........................33 Personnel ........................................................................34 Environment and social responsibility ...................................36 Report and accounts, December 31, 2003 Board report on operations................................................38 Shares and share capital ...................................................44 Key figures ......................................................................49 -
Sanoma Magazines
SanomaWSOY SanomaWSOY | ANNUAL REPORT ANNUAL REPORT 2004 ANNUAL REPORT 2004 The Report of the Board of Directors, detailed fi nancial statements, and associated material are published separately. Annual Report material can be ordered from Investor Relations & Group Communications via email (ir@sanomawsoy.fi ) or phone (+358 105 19 5062), and all information can be consulted at www.sanomawsoy.fi . SanomaWSOY Corporation, P.O.Box 1229, FI-00101 Helsinki, Finland. Tel. +358 105 1999, fax +358 105 19 5068, www.sanomawsoy.fi Lönnberg F.G. by: Printed Incognito Design: 552800_sw_ar_2004_kannet.indd2800_sw_ar_2004_kannet.indd 1 33.3.2005.3.2005 115:17:485:17:48 Contents 2 SanomaWSOY in brief 4 Mission, vision, values, objectives 6 Management review 8 Key fi gures 2004 10 Key events in 2004 12 Market development 14 Sanoma Magazines 20 Sanoma 24 WSOY 28 SWelcom 32 Rautakirja 36 Environment 38 Personnel 40 Corporate governance 44 Board of Directors 46 Management Group Financials 1 Key indicators 5 Board of Directors’ Report 12 Financial Statements 41 Shares and shareholders 48 Auditors’ report 49 IFRS reporting 50 Investing in SanomaWSOY SanomaWSOY » Contents 1 552800_Sanoma_VSK_FI_EN.indd2800_Sanoma_VSK_FI_EN.indd 1 77.3.2005.3.2005 112:16:512:16:51 SanomaWSOY Group • Chairman & CEO Jaakko Rauramo SanomaWSOY is the leading media group in the Nordic region operating • President & COO Hannu Syrjänen in 20 European countries. The Group comprises fi ve divisions. Sanoma • Net sales € 2 493.0 million Magazines is one of the fi ve largest magazine publishers in Europe, • Operating profi t € 239.5 million Sanoma is Finland’s leading newspaper publisher, WSOY is Finland’s largest book publisher and a signifi cant European educational publisher, SWelcom focuses on electronic media, and Rautakirja is the market leader in press distribution and specialized retailing. -
Fazer 2020: Strong Performance in Challenging Operating Environment
Press release Free for publishing 11 February 2021 at 7:30 am EET FAZER 2020: STRONG PERFORMANCE IN CHALLENGING OPERATING ENVIRONMENT Financial information in this press release is derived from the Fazer Group’s consolidated financial statements, which are prepared in accordance with the International Financial Reporting Standards (IFRS). The financial information in this media release is unaudited. The 2020 financial statements will be published in week 15. JANUARY-DECEMBER 2020 HIGHLIGHTS • Group net sales for continuing operations remained stable at last year’s level, 1,101.2 M€ (1,097.0) • EBITDA for continuing operations improved and totalled 117.4 M€ (111.2), 10.7% (10.1%) of net sales • Operating profit (EBIT) for continuing operations reached 51.9 M€ (49.1), 4.7% of net sales (4.5%) • The Group’s reported result for the period of 440.4 M€ includes a gain of 414.3 M€ from the sale of Fazer Food Services in January 2020 as well as the Fazer Food Services’ result for the period of January 2020 • The Group’s reported cash flow from operating activities amounted to 152.4 M€ (144.8) Key figures Continuing operations* 1-12/2020 1-12/2019 Change% Group net sales, M€ 1,101.2 1,097.0 0.4% Operating profit before depreciation and amortisation (EBITDA), M€ 117.4 111.2 5.6% EBITDA, % 10.7% 10.1% Operating profit (EBIT), M€ 51.9 49.1 5.8% Operating profit (EBIT), % 4.7% 4.5% Profit before taxes, M€ 41.8 51.6 -19.0% Profit for the period, M€ 32.6 38.9 -16.4% Nr. -
HELSINKI Cushman & Wakefield Global Cities Retail Guide
HELSINKI Cushman & Wakefield Global Cities Retail Guide Cushman & Wakefield | Helsinki | 2019 0 Helsinki is the capital of Finland and the largest and most important city in terms of commerce and trading. Helsinki is surrounded by Espoo, Vantaa and multiple other smaller cities, together they are usually referred to as the Helsinki Metropolitan Area (HMA). The population of HMA is about 1.5 million. Helsinki itself sets the tone to the Finnish economy and to all other Finnish markets. With broad avenues, grand architecture, well-tended parks and no high-rise buildings, Helsinki is a beautifully planned 19th Century city, but one that retains a small town feel. It is arguably closer in atmosphere and appearance to the major cities of Eastern Europe than those in the West, but it has the typically safe and clean reputation of a Scandinavian city. The main shopping areas in Helsinki CBD are located in high streets such as Pohjoisesplanadi, Mannerheimintie, Keskuskatu, Aleksanterinkatu, and Mikonkatu. There are also several large shopping centers located very centrally. Rental levels in these retail areas are the highest in Finland. Due to the weather conditions, shopping centers are very popular in Finland. HELSINKI OVERVIEW Cushman & Wakefield | Helsinki | 2019 1 HELSINKI KEY RETAIL STREETS & AREAS ESPLANADI AND MIKONKATUIn the very ALEKSANTERINKATU center of Helsinki, the Esplanadi area consists of two Aleksanterinkatu is one of the main retail streets in streets, Pohjoisesplanadi and Eteläesplanadi, northern Helsinki. Stretching from Mannerheimintie to Senate’s and southern side of the Esplandi. It has several coffee Square, the famous Stockmann department store is shops and a beautiful park which is always full of people located here along with other retailers such as Peak especially during summer. -
Superbrands Finland 16 Market Fazer Group Operates in Nine Countries
hired Russian professionals to work at his facil- Finnish bread market in 1966; at ity. He also had a hands-on approach to his the time toasters were a desired business as he himself worked in the factory wedding gift for young couples. from dawn to dusk every day. Fazer’s roots in the restaurant busi- The demand for Fazer products increased ness started in the days of the first café along with the product offering and opera- in 1891. The company started operations in tions. In September, 1897, Karl Fazer opened the restaurant business by running Restaurant industrial-scale production facilities in Kalastajatorppa in Helsinki in the 1930s. Fazer Helsinki. This paved the way for export and added catering services to the restaurant oper- already in the 19th century the company start- ations and Fazer Catering was set up in 1976. ed exporting marmalade and chocolate con- The company was renamed Amica in 1988, fectionery. The packaging proudly displayed a representing the service-oriented and friendly Market personnel are essential for growing market ‘Made in Finland’ label. staff and student restaurants. In 1993 Amica Fazer Group operates in nine countries. Its shares for the bread segment in the Baltic Exceptional taste and quality of the prod- acquired a major personnel restaurant chain home market is the entire Baltic region with Sea area. ucts were of ultimate importance to Karl Fazer. and later the two companies merged, making approx. 140 million consumers. The Group Candyking is the market leader and a fore- He also paid great attention to the wrappings, Amica the market leader in Finland. -
Financial Statements 2020 Presentation FINAL
FINANCIAL STATEMENTS 2020 Jari Latvanen, CEO Stockmann Group | 5 March 2021 STOCKMANN GROUP FULL YEAR 2020 COVID-19 HAD BIG IMPACT ON OPERATIONS • Stockmann Group Group’s gross margin – Revenue EUR 790.7 million, down by 18.1% in comparable currency rates – EUR 250 million in impairment to Lindex’s goodwill, write-down reported as an adjustment 56.1% – E-com share of total revenue increased from 6,3% to 16,0%. (56.3) – Cash amounted to EUR 152.3 million Group’s adjusted operating • Lindex result, EUR million – Revenue down by 11.9% to EUR 507.1 million, growth in the online sales was 102.6% – Operating costs down by EUR 40.6 million 4.9 – Operating result EUR 38.6 million, at par with previous year (EUR 38.2 million) (39.8) – Adjusted operating result was EUR 39.4 million Cash, EUR million • Stockmann – Revenue down by 26.2% to EUR 283.6 million, growth in the online store 106.9% 152.3 – Operating costs down by EUR 26.7 million Growth EUR 127.4 million during 2020 – Operating result declined by EUR 33.7 million to -30.8 million – Adjusted operating result was EUR -30.8 million STOCKMANN 5.3.2021 2 STOCKMANN GROUP IN Q4 2020 - CHALLENGING FULL YEAR ENDED WITH PROFITABLE ADJUSTED FOURTH QUARTER • Stockmann Group Group’s gross margin – Revenue EUR 232.0 million, down by 18.1% in comparable currency rates – EUR 250 million in impairment to Lindex’s goodwill, write-down reported as an adjustment 58.0% – Cash amounted to EUR 152.3 million (56.6) • Lindex Group’s adjusted operating – Revenue down by 12.6% to EUR 139.6 million, growth in the online -
Finland: How to Rise from the Abyss? 1
Corporate Research 23 February 2017 Contents Finland: How to rise from the abyss? 1 How Finland plunged into the abyss 2 Finding a way out of the abyss 9 Interview: Finland in a view from the top 13 Interview: Finland (and Russia) through the eyes of the big retailer 17 Interview: Finland, how did it get so bad? 20 Disclaimer and legal disclosures 25 Nordea Markets Corporate Research Equity Research 23 February 2017 Finland: How to rise from the abyss? Fallen angel Before the global financial crisis in 2008, Finland's economy matched or beat its Nordic neighbours', but then it all went horribly wrong. The end of the commodities supercycle put pressure on important Finnish industries such as Metals, Mining, Capital Goods and Paper. Digitalisation is sounding the death knell for the Finnish paper industry and the ascent of Apple with its iPhone and iPad struck a mortal blow to former global no. 1 mobile phone maker Nokia, which alone represented perhaps 4% of Finnish GDP 15 years ago. Finland's GDP declined for three consecutive years and is today lower than in 2007, in stark contrast to Swedish growth of 20% over the same period. Finland has the highest unemployment and the highest unit labour costs of the Nordic countries, plus the highest share of government spending to GDP (58%) in the entire OECD. When the going gets tough, the tough get going The going has been tough for years in Finland, and it is arguably high time to acknowledge and forcefully address this. A reluctance to see challenges as structural rather than cyclical has meant that until the past few years – when Finland suffered yet another blow from the collapse of key trading partner Russia's economy – no ambitious structural reforms for restoration of public finances and competitiveness were launched. -
Fazer Plans Increasing Efficiency of Bakery Network in Finland
Apr 28, 2014 11:39 UTC Fazer plans increasing efficiency of bakery network in Finland Fazer has made an assessment of options to increase the efficiency of its bakery network to secure the company’s competitiveness in a changing operational environment. Fazer is considering measures to centralise the production of bakery products and, consequently, the possible closure of its Hyvinkää and Ulvila bakeries. Fazer will start collaboration negotiations which will affect 146 persons in total. Fazer is prepared to support those affected by the possible termination of employment. ʻThe market situation is challenging and consumer behaviour has changed in a significant way. We must enhance the efficiency of our operations to secure our future competitiveness,ʼ says Markus Hellström, Managing Director of Fazer Bakery Finland. Bread consumption is declining in Finland. The share of bread baked in stores is growing and that of pre-packed bread is falling. Increasing the efficiency of operations must be continued also because salary and energy costs have continued to rise and it is not possible to fully transfer the cost effects into prices. Fazer has considered different options to improve the efficiency of its bakery network. One outcome is that operations in the Hyvinkää and Ulvila bakeries may be discontinued. Fazer will start collaboration negotiations with the entire personnel of the Hyvinkää and Ulvila bakeries, affecting 146 employees in total, of which 73 in Hyvinkää and 73 in Ulvila. Fazer supports personnel in change Fazer will support those whose employment may be terminated. ʻWe want to further the employees’ possibilities of re-employment. We will liaise with the local employment administrations and with companies which need new employees, ʼ says Markus Hellström.