DOCSLIB.ORG

Te0llisuusvakuutus Annual Report 1997

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Te0llisuusvakuutus Annual Report 1997 INDUSTRIAL INSURANCE ANNUAL REPORT 1997 CONTENTS 2 Managing Director’s Review 4 Total Risk Costs under Control 6 Major Accounts Services Key Information 1997 7 Sampo Group Composition and Market Share 7 Operational Composition of Major Accounts Services 8 Structural Reorganisation of Life and Employment Pension Companies 9 Board of Directors’ Report 1997 12 Industrial Insurance Group Consolidated Profit and Loss Account 14 Industrial Insurance Group Balance Sheet 16 Industrial Insurance Company Ltd Profit and Loss Account 18 Industrial Insurance Company Ltd Balance Sheet Notes on the Accounts 20 Accounting Principles 22 Calculation Methods for the Key Figures 23 Industrial Insurance Company Ltd Key Figures 23 Analyses 30 Auditors’ Report 31 Administration and Auditors 32 Executive Group 33 Sampo Group Major Accounts Services 33 Major Accounts Services Operational Organisation 34 Committees 1998 36 Addresses This Annual Report does not contain Industrial Insurance Company Ltd’s official final accounts for 1997. The official final accounts can be inspected at Industrial Insurance, Vattuniemenkuja 8 A, 00210 Helsinki, Finland. MANAGING DIRECTOR’S REVIEW he past year was another year This also benefits our domestic cli- ment seems to be continuing and ac- of positive development in ents who now have access to even celerating. Tearnings for Industrial Insur- more comprehensive and competitive Our subsidiary, Sampo Industrial ance. Thanks to the return on invest- services here in Finland, too. Insurance (SII), operating out of ments, the profit for the financial year Loss prevention has a key posi- Great Britain, Germany and the almost doubled. Solvency streng- tion in our strategy. Industrial Insur- Netherlands, has established its posi- thened further as a result of an in- ance and its clients have mutual in- tion as a noteworthy insurer within crease in the value of quoted shares. terests in loss prevention and we want its own market area. We bought 100 Despite the impact of intense compe- to support our clients in this respect per cent of the company´s shares in tition in prices on major accounts in- in various ways. During the past year, 1996, so last year was its first full year surance in particular, both in Finland we have focused on developing new as a member of the Sampo Insurance and abroad, the volume of direct in- risk assessment methods and quality Group. During the review year, SII’s surance premiums written went up. systems relating to client services as result turned into profit, which was Industrial Insurance is the market well as on offering loss prevention particularly satisfying. SII works in leader in its own sector in Finland. In training to our clients. close co-operation with Industrial In- a company image survey carried out surance and Otso. The companies by TOY Research in 1997, Industrial Increased International Activities have launched a common project, In- Insurance was rated the best non-life A major part of our clientele operates dustry Focus, aimed at producing insurer in Finland. The central assess- internationally, directing their invest- new industry-specific risk manage- ment criteria of the survey included ments outside Finland. We, too, have ment solutions for the European mar- client service, and quality of products to pursue growth in international ket. and services. We also continued our markets since the growth potential in As part of the measures we have own extensive client satisfaction as- our sector in Finland is modest. taken in order to provide comprehen- sessments, in which we received not However, growth must be profitable, sive services, we have also upgraded only high marks but also invaluable and therefore we specialise in those our international co-operation net- feedback we can use to further up- industrial segments and lines of insur- work. Last year we concluded co-oper- grade our operations. This year we ance in which our expertise has tra- ation agreements with insurance will extend our survey to brokers in ditionally been strong. companies overseas, which means Western and Central Europe. We have developed our interna- that we can now offer services cover- tional service skills with determin- ing practically the whole industrial- Renowned for Our Expertise ation. Our own companies handle ised part of the world. Our partners Sampo’s Major Accounts Services client service in an extended home are reputable and solvent companies unit wants to stand out through its market area which includes the Bal- providing high-quality services in the expertise, both in Finland and abroad. tic Rim and Western and Central Eu- field of industrial risk management. Our operating policy, which is rope. Elsewhere in the world, service The main purpose of the network is typical in the Nordic Countries, en- is provided by our network partners. to give our clients a worldwide ser- ables us to offer a wide range of ser- During the year under review, an vice, but it also provides us with the vices compared with our competitors increasing number of our Finnish clients latest information and ideas, which elsewhere in Europe. We can manage switched over to our international we can utilise in our own operations. the risks of our clients from under- insurance programmes, which enable Our international operations will writing and loss prevention right them to insure their risks across bor- surely be furthered by a Claims through to claims settlement. In ders without having to take out sev- Paying Ability Rating of A- from Western and Central Europe, few eral policies. Over 40 per cent of the Standard & Poor’s last year. A- repre- companies can offer this kind of com- premiums written by Major Accounts sents good security, and it was also prehensive service package. Service is Services come from overseas interests, given to Sampo, Otso, and Sampo the basis of our expertise and enables excluding statutory insurance Industrial Insurance. Such a rating is us to stand out from our competitors. schemes in Finland. This develop- particularly significant on the inter- 2 INDUSTRIAL INSURANCE ANNUAL REPORT 1997 national market, because many clients insure their risks only with rated insurance companies. Versatile Co-operation with Reinsurers As an insurer of major risks Industrial Insurance has established good and long-term relationships with the lead- ing reinsurance companies in the world. The co-operation is not re- stricted to the transfer of risks, but also covers such areas as product de- velopment, risk management, and loss prevention. Co-operation of this kind further enhances Industrial In- surance’s ability to provide even bet- ter services for its clients. During the past few years, several mergers have taken place within the field of reinsurance. As a result, the number of reinsurance companies has decreased but the companies are larg- er than before. However, this consol- Life and pension insurance ser- new client service model at the begin- idation has not had a major effect in vices are of particular importance to ning of 1997 was a challenge for our Industrial Insurance’s operations. Our our clients. The entry of Pension-Var- personnel, who deserve heartfelt risks are securely spread – now among ma and Nova into the Sampo co-oper- thanks for a job well done. reinsurance companies which are ation group clarifies its structures and As we face another year of fresh even more solvent and provide an enables close co-operation in the cre- challenges, I believe that our business even wider variety of products than ation of comprehensive services for operations will continue to develop in before. clients. a favourable way. We intend to main- The technical and legal problems tain our position on the domestic New Challenges, New Opportunities linked to the year 2000 are a great market and continue to advance in The tariffs for statutory accident in- challenge for risk management, both our extended domestic market. Our surance will be partially deregulated for us and for our client corporations. aim is to become the insurer of cor- in Finland from the beginning of Our aim is that communication, safe- porate risks that is particularly known 1999, when the amendments to the ty measures and insurance will to- for its professional expertise. relevant legislation come into force. gether create the best possible condi- For the clients of Industrial Insurance tions for our clients to manage risks March 1998 this means that a wider range of solu- attached to the millennium bug. tions and payment systems will be I wish to express my warmest available. As a consequence, the sta- thanks to our clients and partners for tus of occupational safety will be in- their confidence in us, and for their Juha Toivola creasingly emphasised. Our competent excellent co-operation during a year occupational safety resources and characterized by major changes in our services will remain at the disposal of operational environment. The initi- our clients in the future. ation of the Major Accounts Services’ INDUSTRIAL INSURANCE ANNUAL REPORT 1997 3 TOTAL RISK COSTS UNDER CONTROL Industrial Insurance and the Sampo Group Major Accounts Services (MAS) built around it is a risk management service unit rather than just a carrier of financial risks in enterprise activities. Service and know-how are of particular importance in the special profile MAS has. Know-how means the ability to find risk management solutions that secure performance and the balance sheet of our corporate clients, while at the same time keeping total risk costs under control. nsurance itself is only one of four tems that automatically note chan- the costs of different technical solu- Iinterdependent elements that de- ges in a company’s business activities. tions in relation to the estimated risk termine the total costs associated with Alternative risk financing solutions and benefits accruable from measures a risk: the others involve costs asso- are a complementary option in areas taken.
Load more

Recommended publications
  • Income Tax (Einkommensteuer) 1
    INVENTORY LEVIED IN THE MEMBER STATES OF THE EUROPEAN UNION 16th edition — Supplement AUSTRIA FINLAND SWEDEN * »* • • • • • *** EUROPEAN COMMISSION EUROPEAN COMMISSION DIRECTORATE-GENERAL XXI CUSTOMS AND INDIRECTTAXATION DIRECTORATE-GENERAL XV INTERNAL MARKET AND FINANCIAL SERVICES Inventory of taxes levied in the Member States of the European Union by the State and the local authorities (Lander, départements, regions, districts, provinces, communes) 16TH EDITION — Supplement Austria Finland Sweden DOCUMENT A great deal of additional information on the European Union is available on the Internet. It can be accessed through the Europa server (http://europa.eu.int) Cataloguing data can be found at the end of this publication Luxembourg: Office for Official Publications of the European Communities, 1996 ISBN 92-827-6986-0 © ECSC-EC-EAEC, Brussels · Luxembourg, 1996 Printed in Luxembourg Introductory note In collaboration with the Member States, the European Commission publishes a survey of the duties and taxes in force in the Member States of the European Union. The present edition reflects the situation on 1 January 1995 in Austria, Finland and Sweden and Is a supplement to the 16th edition. This publication aims to provide all those interested in tax law — public servants, university staff, students, businessmen, tax advisers, etc.—with a general view of the tax systems of the Member States. Directorates-General XXI and XV will be pleased to receive any comments or suggestions with a view to the improvement of this work. Rue de la Loi 200 B-1040 Brussels Abbreviations M.b. — Moniteur belge B.S. = Belgisch Staatsblad BGBl. = Bundesgesetzblatt VO = Verordnung BayBS = Bayrische Bereinigte Sammlung GVBI = Gesetz- und Verordnungsblatt RGBl = Reichsgesetzblatt RAO and AO = (Reichs).
    [Show full text]
  • Statement on the Corporate Governance and Steering System 2016 Finnvera’S Financial Review 2016 2
    Statement on the Corporate Governance and Steering System 2016 FINNVERA’s FinanciaL REVIEW 2016 2 Statement on the Corporate Governance and Steering System Finnvera’s Financial Review 2016 Statement on the Corporate Governance and Steering System Contents Statement on the Corporate Governance and Steering System .............. 3 Acts and rules governing the operations ........................................... 3 The goals of good corporate governance ........................................... 3 Ownership and ownership policy ..................................................... 4 Administrative bodies of Finnvera ........................................ ........... 4 General Meeting of Shareholders ........................................ 4 Supervisory Board ............................................................ 4 Board of Directors ............................................................ 5 Inspection Committee of the Board of Directors ..................... 7 Remuneration Committee of the Board of Directors ................ 7 Chief Executive Officer, Management Group and Corporate Management Team ............................................. 8 Salaries and fees .......................................................................... 8 Operating principles for internal control ............................................ 9 Risk management ......................................................................... 9 Controlling the financial reporting process ........................................ 9 Compliance function .....................................................................
    [Show full text]
  • Regulator\ Reform in Finland
    5HJXODWRU\ 5HIRUP LQ )LQODQG 7KH 5ROH RI &RPSHWLWLRQ 3ROLF\ LQ 5HJXODWRU\ 5HIRUP ORGANISATION FOR ECONOMIC CO-OPERATION AND DEVELOPMENT Pursuant to Article 1 of the Convention signed in Paris on 14th December 1960, and which came into force on 30th September 1961, the Organisation for Economic Co-operation and Development (OECD) shall promote policies designed: to achieve the highest sustainable economic growth and employment and a rising standard of living in Member countries, while maintaining financial stability, and thus to contribute to the development of the world economy; to contribute to sound economic expansion in Member as well as non-member countries in the process of economic development; and to contribute to the expansion of world trade on a multilateral, non-discriminatory basis in accordance with international obligations. The original Member countries of the OECD are Austria, Belgium, Canada, Denmark, France, Germany, Greece, Iceland, Ireland, Italy, Luxembourg, the Netherlands, Norway, Portugal, Spain, Sweden, Switzerland, Turkey, the United Kingdom and the United States. The following countries became Members subsequently through accession at the dates indicated hereafter: Japan (28th April 1964), Finland (28th January 1969), Australia (7th June 1971), New Zealand (29th May 1973), Mexico (18th May 1994), the Czech Republic (21st December 1995), Hungary (7th May 1996), Poland (22nd November 1996), Korea (12th December 1996) and the Slovak Republic (14th December 2000). The Commission of the European Communities takes part in the work of the OECD (Article 13 of the OECD Convention). Publié en français sous le titre : LE ROLE DE LA POLITIQUE DE LA CONCURRENCE DANS LA RÉFORME DE LA RÉGLEMENTATION © OECD 2003.
    [Show full text]
  • Annual Report Annual 2011
    Annual Report 2011 www.altiacorporation.com 2 | 3 Altia annual report 2011 3 | 3 _Contents 04 32 Altia’s year Framework for sustainable 08 development CEO’s review 33 Framework and definition 10 of reporting Value in three 35 waves Financial 14 responsibility Never-ending passion 36 for brands Environmental WE THINK responsibility AHEAD 16 Brands are the core of 39 our growth IN Altia’s quality, safety GOOD and environmental COMPANY principles FAST TRACK 18 TO THE Selection of Altia’s MARKETS own brands 44 Social responsibility SHARING THE BEST 20 Fast track to the Nordic 49 MOMENTS and Baltic markets We follow responsible THIRST 22 business principles FOR Selection of Altia’s 51 GROWTH partner brands Comparing the report to the recommendation by Global 24 Reporting Initiative PASSION Industrial Services to customers 52 FOR Board of Directors BRANDS 26 Competitiveness through 54 BORN production, logistics and Executive Management sourcing Team RESPONSIBLE 30 56 Responsibility report Contact details 4 | 5 Altia annual report 2011 5 | 5 _ Leading in the Nordics and Baltics Altia is the leading wine and spirits company offering quality brands in the Nordic and Baltic countries. Altia produces, delivers, markets, sells, imports and exports alcoholic beverages in these markets. Altia’s own brands such as Blossa, Chill Out, Explorer, Renault, Grönstedts, Koskenkorva, Jaloviina, O.P. Anderson, Xanté and Key Ratios for Altia Group 2011 2010 2009 Skåne Akvavit have a strong market position and many of them a long heritage to cherish. Net sales, EUR million 524.8 487.9 407.3 Operating profit, EUR million 34.4 32.6 15.6 ( % of net sales ) 6.6 6.7 3.8 Altia’s partner brands represent both local and international Profit before taxes,EUR million 31.1 29.6 9.4 ( % of net sales) 5.9 6.1 2.3 brands from all over the world, such as Codorníu, Drostdy-Hof, Profit for the period, EUR million 21.3 25.7 5.3 Hardy’s, Jack Daniel’s, Bowmore, Nederburg, Ravenswood ( % of net sales) 4.1 5.3 1.3 Statement of financial position, and Robert Mondavi.
    [Show full text]
  • Yhtiöittämisen Periaatteet Valtiolla
    Valtiovarainministeriö Yhtiöittämisen periaatteet valtiolla Esiselvitys 30.1.2018 Valtionhallinnon kehittämisosasto 30.1.2018 SISÄLLYS JOHDANTO .............................................................................................................................................. 2 1 Valtion yhtiöt ja omistajapolitiikan periaatteet ................................................................................ 3 1.1 Valtion omistamisen perusta ......................................................................................................... 3 1.2 Omistajaohjaus .............................................................................................................................. 4 1.3 Valtion yhtiöt .................................................................................................................................. 6 2 Valtion liikelaitokset ..................................................................................................................... 10 2.1 Euroopan yhteisön päätös Tieliikelaitosta koskien ...................................................................... 10 2.2 Valtion liikelaitoksia koskeva lainsäädäntö .................................................................................. 12 3 Rahastot ...................................................................................................................................... 14 3.1 Valtion talousarvion ulkopuoliset rahastot ................................................................................... 14 3.2 Itsenäiset
    [Show full text]
  • This Document Has Been Downloaded from Tampub – the Institutional Repository of University of Tampere
    View metadata, citation and similar papers at core.ac.uk brought to you by CORE provided by Trepo - Institutional Repository of Tampere University This document has been downloaded from TamPub – The Institutional Repository of University of Tampere Post-print The permanent address of the publication is http://urn.fi/URN:NBN:fi:uta-201405281513 Author(s): Kankaanpää, Jari; Oulasvirta, Lasse; Wacker, Jani Title: Steering and Monitoring Model of State-Owned Enterprises Year: 2014 Journal Title: International Journal of Public Administration Vol and number: 37 : 7 Pages: 409-423 ISSN: 0190-0692 Discipline: Business and management; Political science School /Other Unit: School of Management Item Type: Journal Article Language: en DOI: http://dx.doi.org/10.1080/01900692.2013.858355 URN: URN:NBN:fi:uta-201405281513 All material supplied via TamPub is protected by copyright and other intellectual property rights, and duplication or sale of all part of any of the repository collections is not permitted, except that material may be duplicated by you for your research use or educational purposes in electronic or print form. You must obtain permission for any other use. Electronic or print copies may not be offered, whether for sale or otherwise to anyone who is not an authorized user. Steering and Monitoring Model of State-Owned Enterprises Introduction Privatisation of stated-owned enterprises (SOEs) gained considerable momentum in developing and developed countries in the 1980s and 1990s (The World Bank, 2006, p. 3). Despite wide-ranging privatisation programmes, SOEs are still and will be an important part of many economies, especially in developing economies (La Porta, Lopez-de-Silanes, & Shleifer, 1999; Ezzamel, Wilmott, & Worthington, 2008; Vagliasindi, 2008; Ennser-Jedenastik, 2013).
    [Show full text]
  • Regulatory Reform in Finland
    Regulatory Reform in Finland MARKETISATION OF GOVERNMENT SERVICES – STATE-OWNED ENTERPRISES ORGANISATION FOR ECONOMIC CO-OPERATION AND DEVELOPMENT Pursuant to Article 1 of the Convention signed in Paris on 14th December 1960, and which came into force on 30th September 1961, the Organisation for Economic Co-operation and Development (OECD) shall promote policies designed: − to achieve the highest sustainable economic growth and employment and a rising standard of living in Member countries, while maintaining financial stability, and thus to contribute to the development of the world economy; − to contribute to sound economic expansion in Member as well as non-member countries in the process of economic development; and − to contribute to the expansion of world trade on a multilateral, non-discriminatory basis in accordance with international obligations. The original Member countries of the OECD are Austria, Belgium, Canada, Denmark, France, Germany, Greece, Iceland, Ireland, Italy, Luxembourg, the Netherlands, Norway, Portugal, Spain, Sweden, Switzerland, Turkey, the United Kingdom and the United States. The following countries became Members subsequently through accession at the dates indicated hereafter: Japan (28th April 1964), Finland (28th January 1969), Australia (7th June 1971), New Zealand (29th May 1973), Mexico (18th May 1994), the Czech Republic (21st December 1995), Hungary (7th May 1996), Poland (22nd November 1996), Korea (12th December 1996) and the Slovak Republic (14th December 2000). The Commission of the European Communities takes part in the work of the OECD (Article 13 of the OECD Convention). © OECD 2003. Permission to reproduce a portion of this work for non-commercial purposes or classroom use should be obtained through the Centre français d’exploitation du droit de copie (CFC), 20, rue des Grands-Augustins, 75006 Paris, France, tel.
    [Show full text]
  • Finnvera Annual Review 2016
    Annual Review 2016 Annual Report YEAR 2016 2 Finnvera in brief Finnvera is a specialised financing company owned by the State of Finland. Finnvera has official Export Credit Agency (ECA) status. We supplement the financial services offered by banks and other providers of financing. We help Finnish enterprises to succeed and boost their competitiveness. By granting financing, we can participate in projects seen as having the potential for success. We provide financing 376 for the start, growth and internationalisation of enterprises experts and for protection against export risks. No good project or investment should fail for lack of financing. Finnvera’s operations are steered by the relevant legislation, international agreements, and the industrial and ownership policy goals determined by the State of Finland. The funds needed for granting credits are obtained from the international financial market. Personnel 376 experts work in Finnvera. Women account for 63 per 15 cent of the personnel, while men account for 37 per cent. 58 places per cent have a Master’s degree. Employment relationships are fairly long, on average 17 years. The competence and well-being of the personnel are of primary importance to Finnvera’s success. The company’s values – trust, partnership and a focus on solutions – are rooted in practices and guide the day-to-day work of Finnvera employees. Awareness of the company’s values and goals, and opportunities for participation and launching initiatives, support Finnvera employees’ dedication to the company. 27,700 Finnvera’s team succeeds when all clients Finnvera employees have the opportunity to be motivated and develop in their work.
    [Show full text]
  • Corporate Governance and Remuneration Statement
    2017 CORPORATE GOVERNANCE AND REMUNERATION STATEMENT 2017 Year 2017 The brochure contains an overview of Finavia’s business operations in 2017, sets Contents out the company’s goals and achievements, YEAR 2017 and presents the CEO’s review. Vuosi 2017 1 2017 Responsibility report The report covers the priorities of Finavia’s responsibility work, its aims RESPONSIBILITY REPORT and the results already achieved. 3 Vastuullisuusraportti 2017 1 Report on governance and management system Finavia Corporation 4 Observing the Governance Code 5 Corporate structure 6 Administrative and operative bodies 7 2017 Corporate governance Internal control, risk management and internal audit 15 and remuneration statement Audit 17 CORPORATE The publication contains a description of GOVERNANCE AND Finavia’s governance and steering system, as Related party transactions 18 REMUNERATION STATEMENT well as the salary and compensation report. Salary and compensation report 2017 Principles 20 Financial statements Remuneration of the Board of Directors 21 The financial statements contain the Board Remuneration of the CEO and other management 22 FINANCIAL of Directors’ report and the main details of STATEMENTS Finavia’s finances. 19 Bonuses payable to other members of staff 24 Tilinpäätös 2017 1 Corporate governance and remuneration statement 2017 2 3 Finavia Corporation 4 Observing the Governance Code 5 Corporate structure 6 Administrative and operative bodies 7 Internal control, risk management and internal audit 15 Audit 17 Related party transactions 18 REPORT ON GOVERNANCE AND MANAGEMENT SYSTEM Corporate governance and remuneration statement 2017 3 Finavia Corporation Finavia Corporation (hereafter “Finavia” or the “Company”) is Decision-making and governance in Finavia is in accordance a fully state-owned public limited company.
    [Show full text]
  • Finavia Corporate Governance and Remuneration Statement 2019
    2019 Corporate Governance and Remuneration Statement Finavia in brief Finavia is an airport company which operates and develops 21 airports around Finland. We serve Finnish and international passengers and airlines. Our key mission is to ensure smooth travel from Finland to different parts of the world and back. By developing airports and smooth connections, we create jobs and support Finland’s international competitiveness. We bear our responsibility for the impact of our activities on people, the environment and society at large. Safety, security, sustainable development and connectivity are at the core of our responsibility. At Finavia, responsibility is made of details, and every single detail counts. Contents CORPORATE GOVERNANCE STATEMENT .............4 Finavia Corporation ..............................................................................4 Observing the finnish corporate governance code ..................4 Corporate structure .............................................................................4 Administrative and operative bodies .............................................4 General Meeting ................................................................................5 Board of Directors ............................................................................5 Members of the Board of Directors on 31 December 2019 ....6 Committees of the Board of Directors ....................................8 Chief Executive Officer ..................................................................8 Executive Group ...............................................................................8
    [Show full text]
  • A New Alcohol Environment
    Research THOMAS KARLSSON & PIA MÄKELÄ & ESA ÖSTERBERG & CHRISTOFFER TIGERSTEDT report A new alcohol ABSTRACT T. Karlsson & P. Mäkelä & E. Österberg environment & C. Tigerstedt: A new alcohol environment. Trends in alcohol Trends in alcohol consumption, harms and policy: consumption, harms and policy: Finland Finland 1990 – 2010 1990 – 2010 ■ AIMS This article reports developments in Introduction the Finnish alcohol field from 1990 to In the past two decades, several societal 2010, focusing on changes and trends changes have influenced the Finnish alcohol in alcohol consumption, drinking habits field. Among these changes, three in particu- and alcohol-related harm. We pay lar have affected the trends of alcohol con- special attention to changes in alcohol sumption, each in different directions. First, availability and alcohol policy and look followed by a robust economic upswing in the at the factors behind changes in alcohol second half of the 1980s, Finland experienced policies. The article will also discuss a severe economic recession in the first half of the current status and future prospects the 1990s. Secondly, in January 1995 Finland of alcohol policy and alcohol control as joined the European Union (EU), which pre- well as differences between Finland supposed a new Alcohol Act. This Act ended and the situation in the neighbouring an era of six decades of a comprehensive al- countries with a similar alcohol cohol monopoly system, but the Finnish State monopoly. alcohol monopoly Alko was still left with the ■ METHODS sole right of off-premise retail sale of alcoholic Routinely collected statistical data on beverages. And thirdly, in 2004, travellers’ al- alcohol consumption and related harm cohol import quotas from other EU member as well as repeated cross-sectional states were abandoned in January, alcohol representative population surveys will excise duties were decreased by an average be reviewed, as will changes in alcohol of one-third in March, and Estonia became a policy and availability.
    [Show full text]
  • Valtion Yhtiöomistus 2003
    Valtion yhtiöomistus 2003 Ministerin katsaus 2 Valtionyhtiöt ja valtion osakkuusyhtiöt 3 Valtion omistajapolitiikan ja omistajaohjauksen linjaukset 4 Valtioenemmistöiset pörssiyhtiöt Finnair Oyj 10 Fortum Oyj 12 Kemira Oyj 14 Muut valtionyhtiöt Alko Oy 18 Altia Oyj 19 Kemijoki Oy 20 Patria Industries Oyj 21 Posti-konserni 22 Vapo Oy 23 VR-Yhtymä Oy 24 Osakkuusyhtiöt Metso Oyj 26 Outokumpu Oyj 27 Rautaruukki Oyj 28 Sampo Oyj 29 Sponda Oyj 30 Stora Enso Oyj 31 TeliaSonera AB 32 Liite Julkaisija Kauppa- ja teollisuusministeriö, Helsinki 2004 Ulkoasu Neo-Geo Graphic Design Oy Kirjapaino Kirjapaino Markprint Oy Tunnuslukujen laskentaperiaatteet ilmenevät kunkin yhtiön vuosikertomuksesta. Emme vastaa julkaisussa olevien yhtiökohtaisten tietojen virheettömyydestä. Yhteystietomme julkaisun tilaamista varten ovat sivulla 36. Ministerin katsaus Suomessa taloudellinen kasvu jäi vuonna tiikkansa mukaisesti hallitus on valmis jatka- johtoryhmä, joka koostuisi kolmen keskeisen 2003 edellisvuotista hitaammaksi ja koko- maan valtion omistuksen vähentämistä niissä ministeriön omistajaohjauksesta vastaavista naistuotannon määrä lisääntyi ennakkotie- yhtiöissä, joissa se perustuu lähinnä sijoitta- virkamiehistä. tojen mukaan 1,9 prosenttia. Kasvu perustui jaintressiin. Omistusjärjestelyt harkitaan aina Omistajaohjaustyöryhmän raportista pääosin kotimaiseen kysyntään. Viennin arvo yhtiökohtaisesti. annetuissa lausunnoissa asetuttiin pääsään- supistui lähes 2 prosenttia, kun kansainvälisen Periaatepäätökseen liittyen talouspoliit- töisesti kannattamaan ryhmän
    [Show full text]