Sustainability management

One of the main themes of Hansel’s strategy is “Sustainability is our trump card”. In practice, this has meant continuous and systematic development of sustainability work in all of our operations for years, both in the services offered to customers and in our own operations. The greatest impact in our operations is achieved through joint procurement that we tender for our public sector customers, which is why our sustainability goals are largely based on our procurement categories.

In addition to our own strategy, our operations are also guided by the priorities of the national procurement strategy and our public sector customers. These introduce targets related to, for example, carbon neutrality and the circular economy. In our own operations, we operate in accordance with agreed processes, which are described in comprehensive work instructions. Key responsibility-related work instructions include work instructions on environmental aspects, social responsibility and the grey economy, project work instructions and compliance instructions.

The category strategies for joint procurement identify sustainability risks and objectives related to the category in question, which are taken into account in procurement. For each joint procurement, a comprehensive sustainability analysis is also carried out, identifying the material issues to be taken into account through twenty ESG (Environmental, Social and Governance) themes.

Definition of double materiality

In 2025, we began a revision of our sustainability work and hired a sustainability specialist. In 2026, we intend to publish a sustainability programme that will guide our work in the future. We began preparing the programme in 2025 by conducting a double materiality assessment (DMA [in Finnish]). As a result of the materiality analysis, ten themes were confirmed as the focal points of Hansel’s sustainability work:

• climate change mitigation
• energy
• circular economy
• working conditions of value chain workers
• work-life balance of own employees
• corporate culture
• political influence
• anti-corruption
• security of supply
• savings for society

These are the themes that we have the greatest impact on as a company and through our joint procurement value chains, and the themes also involve risks and opportunities that affect our own business. We will build the priorities and objectives of our sustainability programme on the basis of this double materiality analysis and inform our stakeholders of the results of our work in our annually published sustainability report and through regular communications.

Sustainability team

The core of the sustainability efforts is the sustainability team, which consists of a nine-person matrix organisation chaired by the Director of Finance, who is responsible for sustainability in the Executive Committee, and a sustainability specialist. The duties of the sustainability team are to improve sustainability-related processes, monitor related legislation, provide training to the employees and share information about sustainability.

Hansel’s Board of Directors receives a sustainability update at each of its meetings as part of the Managing Director’s review. Following the Managing Director’s proposal, the Board of Directors has confirmed the ten focus areas resulting from Hansel’s double materiality analysis. At Hansel, sustainability is also part of the management’s remuneration model, and in addition, those working in other roles have personal sustainability-related performance targets.

Hansel’s organisation

 

Since spring 2025, a sustainability specialist has been in charge of the practical management of sustainability work, which has had an impact on the operations of the sustainability team. The roles of the members of the sustainability team will be specified as part of the sustainability programme work. At the same time, the roles of Hansel’s various units will be assessed in relation to the goals and focus areas of sustainability work.

Sustainability in joint procurement

Hansel’s sustainability work in joint procurement is based on the UN due diligence process. In the preliminary report of each joint procurement, we carry out a risk analysis, segmentation and responsibility analysis and classify the procurement from the points of view of preparedness, data protection and information security. During the contract period, we focus on monitoring the requirements in accordance with the terms of the contract. The risk level and requirements of procurement vary, which is why the selected monitoring mechanism also varies depending on the object of the procurement.

At its lightest, this entails dialogue and possibly a self-assessment by the contractual supplier and a documentation review, while for higher-risk procurement we conduct in-house or third-party sustainability audits. If shortcomings are observed in the operations of our contractual suppliers in our monitoring, we will address them in an appropriate manner as specified in the contract. The most important thing is to try to reduce risks in advance through smooth cooperation and find solutions to any problems together with the contractual suppliers.

 

Sustainability labels by category

Category	Joint procurement 2025, EUR thousand	Ecolabel, EUR thousand	Social responsibility label, EUR thousand	Economic responsibility label, EUR thousand	Ecolabel, %	Social responsibility label, %	Economic responsibility label, %
Software	225,870	4,312	0	225,870	2	0	100
Specialist services	208,826	49,616	3,725	208,264	24	2	100
Energy	183,510	153,498	4,890	183,509	84	3	100
Financial services	183,250	146,838	0	183,250	80	0	100
IT hardware	151,735	149,278	149,767	151,659	98	99	100
HR and healthcare services	140,939	0	10,570	140,939	0	7	100
Food and restaurant services	124,920	124,920	123,557	124,920	100	99	100
Vehicle and logistics services	118,115	103,759	53,443	118,115	88	45	100
Furniture and office services	89,245	84,079	73,252	88,860	94	82	100
Travel and meeting services	84,993	52,262	83,474	84,993	61	98	100
Data communications	77,769	2,362	31,300	77,769	3	40	100
Cleaning services and supplies	71,253	71,261	60,270	71,253	100	85	100
Data centre services and hardware	49,482	7,709	0	49,482	16	0	100
Security technology and related services	42,596	35,846	1,390	42,573	84	3	100
Social welfare and healthcare services	26,353	26,353	26,353	26,353	100	100	100
Healthcare and laboratory products	9,454	9,454	9,454	9,454	100	100	100
Total	1,788,309	1,021,547	631,446	1,787,265	57	35	100

Emissions from Hansel’s own operations

The emissions resulting from Hansel’s own activities have been calculated in accordance with the GHG Protocol and with similar boundaries since 2020. Scope 1 and Scope 2 emissions were zero at Hansel. Emissions decreased by 13 per cent year-on-year. In 2024, emissions were increased by the replacement of computers and displays, which was reflected as a reduction in emissions in the calculations for 2025. In other respects, emissions rose due to an increase in purchased services. A slight reduction occurred in company cars, IT services, and business travel. In practice, there is no clear trend in Hansel’s emissions development, as practical emission reduction measures have already been taken.

	2025	2024	2023	2022	2021	Change, % (compared to 2024)
Total emissions (excl. Hilma), (Scopes 1–3), tCO2eq*	729 (76)	840 (87)	661 (74)	480 (55)	535 (62)	–13%
Total emissions (incl. Hilma), (Scopes 1–3), tCO2eq*	875 (91)	982 (102)	865 (97)	591 (68)	651 (76)	–11%
Scope 1, tCO2eq	0	0	0	0	0	0%
Scope 2, tCO2eq	0	0	0	0	65	0%
Scope 3 (excl. accounting/Envimat data), tCO2eq	51	200	70	43	37	–75%
Scope 3 (excl. Hilma), tCO2eq	729	840	661	480	471	–13%
Scope 3 (incl. Hilma), tCO2eq	875	982	865	591	587	–11%
Emissions per employee, tCO2eq per person (labour units; incl. accounting/Envimat data)	5.3	6.4	5.4	4.0	4.6	–17%
Emissions per employee, tCO2eq per person (labour units; excl. accounting/Envimat data)	0.4	1.5	0.6	0.4	0.9	–73%
*The figure in brackets indicates how many average Finns’ annual emissions to which the total emissions correspond.

 

You may also be interested in