GRI index
We use the 2021 GRI Standards and GRI 1 reporting practices.
| General disclosures | |||
| GRI indicator | GRI definition | Links | Notes about Hansel’s reporting/Material sustainability topic |
| GRI 2 | The organisation and its reporting practices | ||
| 2-1 | Organisational details | Hansel – central purchasing body for the public sector | |
| 2-2 | Entities included in the organisation’s sustainability reporting | Sustainability management | Sustainability reporting applies to all of Hansel Oy. |
| 2-3 | Reporting period, frequency and contact point | Sustainability management | |
| 2-4 | Restatements of information | Sustainability management | No changes |
| 2-5 | External assurance | Independent assurance report | |
| Activities and workers | |||
| 2-6 | Activities, value chain and other business relationships | Hansel – central purchasing body for the public sector | |
| 2-7 | Personnel | Personnel statistics | The personnel statistics are not broken down by region, as Hansel only has one office. The personnel indicators are not broken down by gender, as this is not a material piece of information. |
| 2-8 | Workers who are not employees | In 2025, Hansel used two agency contract workers, one of whom was female and one was male. One of these contracts was part-time and involved translation work, the other was related to a temporarily increased workload. A joint procurement contract for the provision of temporary labour is used. | |
| Governance and roles | |||
| 2-9 | Governance structure and composition | Hansel – central purchasing body for the public sector | The members of the Board of Directors are independent of the company and are not involved in the company’s operations. |
| 2-10 | Nomination and selection of the highest governance body | Hansel – central purchasing body for the public sector | |
| 2-11 | Chair of the highest governance body | Hansel – central purchasing body for the public sector | The chair of the Board of Directors is appointed by the Annual General Meeting and does not participate in operational activities. |
| 2-12 | Role of the highest governance body in overseeing the management of impacts | Hansel – central purchasing body for the public sector | The Board of Directors receives sustainability reports in connection with its meetings. |
| 2-13 | Delegation of responsibility for managing impacts | Sustainability management | Sustainability management for joint procurement is part of category management. The sustainability team supports the promotion of sustainability with its expertise. |
| 2-14 | Role of the highest governance body in sustainability reporting | Sustainability management | The Sustainability Report is submitted to the Board for information before publication. |
| 2-15 | Conflicts of interest | The compliance team ensures compliance | Related party register in use. Applies to the Board of Directors, the Managing Director and the Deputy Managing Director. |
| 2-16 | Communication of critical concerns | The compliance team ensures compliance | Concerns are brought to the attention of the Board of Directors in connection with meetings, or separately, if they are urgent. In 2025, no non-compliance was reported to the compliance team and thus none were reported to the Board of Directors. |
| 2-17 | Collective knowledge of the highest governance body | The Board of Directors assessed its sustainability competence in 2021. | |
| 2-18 | Evaluation of the performance of the highest governance body | Sustainability management | The Board of Directors carries out an anonymous annual self-evaluation in writing and evaluates itself orally after every meeting. The integration of sustainability aspects into the Board’s work will be developed. |
| 2-19 | Remuneration policies for the governance bodies | Notes to the financial statements | The Board of Directors does not have a remuneration scheme; fixed fees are used instead. The Executive Committee’s bonus system includes sustainability as one criterion for performance bonuses. |
| 2-20 | Process to determine remuneration | Hansel’s collective agreement and remuneration scheme | Hansel does not use any incentives at the start of employment. Compensation for termination is only included in the Managing Director’s contract. |
| 2-21 | Annual earnings ratio | a) The ratio of the highest earnings compared to the median of other employees’ salaries was 3.5 (2024: 3.5), and b) the ratio of the percentage increase in the highest annual salary compared to the increase in the annual salary of other employees was 0.9 (2024: 0.9). | |
| Sustainability policies and practices | |||
| 2-22 | Statement on sustainable development strategy | Savings targets slowed down growth | |
| 2-23 | Policy commitments | Hansel – central purchasing body for the public sector | Hansel promotes the implementation of the National Public Procurement Strategy and the Government Programme. In addition, Hansel operates in accordance with the Government’s decisions in principle and corporate governance guidelines. |
| 2-24 | Embedding policy commitments | National Public Procurement Strategy 2020 | The sustainability analysis applied by Hansel to its joint procurement complies with the National Public Procurement Strategy. |
| 2-25 | Processes to remediate negative impacts | Sustainability management | Led by the compliance officer, the compliance team manages reports. |
| 2-26 | Mechanisms for seeking advice and raising concerns | The compliance team ensures compliance | The compliance team supports all Hansel employees in operational ethics. Employees are able to submit anonymous reports through a whistleblowing channel. |
| 2-27 | Compliance with laws and regulations | The compliance team ensures compliance | No non-compliance cases were reported. Note 5.3 Legal proceedings to the financial statements. |
| 2-28 | Membership associations | Hansel – central purchasing body for the public sector | |
| Stakeholder engagement | |||
| 2-29 | Approach to stakeholder engagement | Our stakeholders | |
| 2-30 | Collective bargaining agreements | Hansel’s collective agreement and remuneration scheme | Hansel has its own collective agreement which covers all employees. The collective agreement applied at Hansel does not apply to agency workers. |
| GRI 3 | Material sustainability topics | ||
| 3-1 | Process to determine material topics | Double materiality analysis | Double Materiality Assessment (DMA [in Finnish]) 2025 |
| 3-2 | List of material topics | Double materiality analysis | Double Materiality Assessment (DMA [in Finnish]) 2025 |
| 3-3 | Management of material topics | Sustainability management | |
| Financial implications | |||
| 201-1 | Direct economic value generated and distributed | Hansel in figures 2025 | |
| 203-2 | Financial implications | Development of joint procurement | |
| 205-2 | Training in anti-corruption policies and procedures | The compliance team ensures compliance | |
| Hansel 1 | Preparedness | Central purchasing bodies exchange experiences in international arenas | The focus on preparedness matters continued in 2025. Through the Ministry of Finance, Hansel is involved in public administration preparedness projects applicable to the company. |
| Environmental impact | |||
| 305-1 | Direct GHG emissions (Scope 1 ) | Sustainability management | |
| 305-2 | Indirect GHG emissions (Scope 2) | Sustainability management | |
| 305-3 | Other indirect GHG emissions (Scope 3) | Sustainability management | |
| 305-4 | GHG emissions intensity | Sustainability management | |
| 308-2 | Negative environmental impacts in the supply chain and actions taken | Sustainability management
Sustainability audit on the joint procurement of AV equipment and services |
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| Social impact | |||
| 404-1 | Days of training | Personnel statistics | Hansel is an expert organisation, and its personnel have not been categorised further than into supervisors and other employees. Further specification is irrelevant due to the roles of the personnel. |
| Hansel 2 | Percentage of joint procurement granted with a sustainability label | Sustainability management | |
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