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responsibility report

SHARING

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Altia responsibility report 2012

ltia’s goal as the leading actor in its operating area is to comply with the international commitments regarding responsible operations as well as at the

minimum corresponding practices of the key competitors. Our long-term financial goals create the conditions for taking and developing social and environmental responsibility.

Generation of real added-value is related to our operations in respect of our central stakeholders; customers, partners, farmers, material and raw material suppliers, personnel, the owner, political decision-makers and authorities. Corporate responsibility is also assessed by the consumers. Altia was awarded for successfully enhancing its responsibility image based on the Corporate Reputation and Responsibility 2012 survey conducted by TNS-Gallup.

Our focus areas during the next 3 to 5 years are growth in the Nordic and Baltic countries and other chosen markets, improving the efficiency of the supply chain and developing the knowledge of personnel. We work together with our personnel to develop Altia’s culture with a long-term perspective. Central areas of personnel responsibility include also management of working capacity as well as reduction of absence due to sickness and accidents. Assuring the responsibility of the supply chain of alcoholic beverages will require even more effort from us during the coming years. In our own production, we aim at saving energy and water, improving the quality of waste water and reducing the amount of waste.

the year of culture and environment - 2012

The development of culture was one of our strategic development areas in 2012. We defined the cornerstones of Altia’s culture and integrated them as part of our uniform processes. We worked together with the entire

personnel to generate ideas on how to build the culture and make Altia even better place to work. The cultural initiative provides our personnel also diverse development opportunities. Our work continues during the coming years.

We are also proud of the actions carried out benefiting the environment. We decided to build a 10-megawatt steam power plant compatible with burning agricultural biomasses by 100 percent for the steam production purposes at the Koskenkorva plant. The power plant is the first in Finland in terms of its technique and applicable fuels. We are aiming at even 65 percent fuel self-sufficiency in the steam production at the Koskenkorva plant. The carbon dioxide emissions of the plant will reduce to almost half of the current level when the steam power plant is completed. Distilling is energy intensive activity and energy saving is our central development area in terms of both business profitability and environment.

The Kurkisuo area located nearby the Rajamäki plant’s water abstraction area was designated as a nature conservation area as a result of Altia’s application. The nature conservation area extends over 144.1 hectares and is one of the ten nationally important swamps in Finland. The conservation initiative was nominated for Finland’s Best Biodiversity Award in 2012. Protection of groundwater and soil is important to us because of the fact that clean groundwater is a central raw material for producing alcoholic beverages.

The results of reducing energy and water use and improving the quality of waste water in our production improved compared to the previous year but we did not reach the targets set for 2012 in all areas. The Rajamäki plant improved its results the most. The Svendborg plant received ISO 22000:2005 food safety certificate in December 2012. We harmonised the environmental target for the period 2013-2015 to cover all our plants.

_We want to develop as a responsible actor

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alcohol taxation increases

Factors impacting Altia’s responsibility include climate change affecting grain and grape harvests and related high volatility of raw material prices, consumers’ growing interest in the origin of products, ecological factors, ethicality and product safety as well as the environmental impacts of production and transportation. These matters are reflected in consumer behaviour but also in Altia’s production, use of energy, transportation, packaging and choices related to purchasing.

The social climate, uncertain economic situation, structural change in agriculture towards larger production units and changes in consumer behaviour create risks but also opportunities for the business. The constant increases in alcohol taxation typical to Altia’s operating area have resulted in increases in the amount of alcohol carried by travellers and cross-border trade. Advertising of alcohol is further restricted in our operating area, even though alcoholic beverages are marketed over the Internet across borders.

Wine sales are expected to slightly increase both in the Nordic and Baltic countries. The consumption of spirits is expected to slightly decrease in the Nordic countries but increase in Latvia. Altia is seeking growth in its operating area according to the strategy through business and brand acquisitions.

alcoholic beverage monopolies require responsible supply chain

Alcoholic beverage monopolies Alko, Systembolaget and Vinmonopolet are Altia’s most important clients in the Nordic countries. Ethical principles forming the base for responsible purchasing activities of the alcoholic beverage monopolies emphasise working conditions, human rights issues, environmental matters and measures against corruption.

During 2012, we conducted a pilot project in Chile in cooperation with Alko to gain experience in assessing the responsibility aspects of a supply chain. The audits of alcoholic beverage monopolies conducted mainly in the so-called high-risk countries will commence with a broader scale during 2013. This requires close cooperation between Altia’s sales and marketing companies and the partners.

We Want to develop

The basis of the Finnish state ownership policy are socially and economically sustainable performance as well as increasing the shareholder value in a sustainable and responsible way taking into account different stakeholders. The owner also emphasises openness which is to be reflected in the transparency of the company’s reporting, remuneration and activities in general. We are developing our reporting according to these principles.

One of the ambitious promises describing our operations is “Born Responsible”. We still have a lot of work to do, but we truly want to develop as a company also in terms of responsibility. We will conduct a stakeholder survey during 2013 which will form the basis for the definition of long-term focus areas in responsibility.

_We want to develop as a responsible actor

Antti Pankakoski CEO

BORN

RESPONSIBLE

Altia responsibility report 2012

Framework for sustainable development

FINANCIAL RESPONSIBILITY- profitable, competitive and efficient business operations- creating economic value for the owners- creating well-being near the plants

ENVIRONMENTAL RESPONSIBILITY- continuous decrease of the load caused by the operations and continuous improvement of the condition of the environment- ensuring the quality of raw materials used, the quality of groundwater in particular- environmentally sound and economical use of natural resources

SOCIAL RESPONSIBILITY- well-being and personnel development- work safety- product safety- responsible marketing

Growth strategy

Inte

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Continuous im

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Corporate responsi-

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Business principles

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This is the fourth responsibility report of Altia and it has been prepared in accordance with sustainable development recommendations in the Global Reporting Initiative (GRI, G3.1) reporting framework. Recommendations have been taken into account in the best possible way. Responsibility is described from the view point of the whole Group, with the exception of environmental obligations which focus on the environmental impacts of Altia’s own production.

The previous responsibility report was published as a part of the annual report 2011. Altia will publish its responsibility report in the context of annual reporting also in the future. Corporate responsibility is reported with the corresponding indicators as in the previous reports.

Altia’s opportunities to monitor and affect the environmental impacts of the production chain “from field to bottle” are substantial and significant in Altia’s own production compared to the products from partners all over the world. Also risks and opportunities related to own production are in significant compared to those of imported products.

stakeholders

The probable stakeholders using the report are Altia’s key stakeholders: owner and political decision-makers, authorities, customers, personnel, partners, farmers as well as material and raw material suppliers.

oWner and political decision-makers

The State of Finland owns 100 percent of Altia. The Ownership Steering Department of the Prime Minister’s Office is responsible for the company’s corporate governance. In addition to the instructions and orders given by the state-owner, the company complies with the Finnish Corporate Governance Code 2010 with the exception mentioned at the end of Altia’s corporate governance statement 2012 (Financial Statements, page 84).

The owner expects Altia to:

- create economic value added to the owners taking into consideration stakeholders- pay special attention to personnel and environment- manage administrative, social and environmental risks- fulfill international agreements and regulations

Our key interaction channels towards the owner and political decision-makers are:

- reporting- interaction between the entity and the owner

authorities

Altia’s activities are monitored by regulatory authorities. The key regulatory authorities are authorities who monitor sales and distribution of alcoholic beverages, food authorities as well as environmental and safety authorities, who require compliance with legislative and other regulatory requirements as well as product safety from the Altia Group.

Our key interaction channels towards the authorities are auditing processes and reports.

customers

Our customers are retail sales monopolies in Finland, Sweden and Norway, wholesalers of alcoholic beverages, restaurants, grocery stores, travel sales and importers in export market. Altia also produces and packages alcoholic beverages to other alcoholic beverage companies. In addition to alcoholic beverage customers, our customers are customers of starch and feed products, and customers of chemical and pharmaceutical industry concerning technical ethanol.

_Framework and definition of reporting

Altia responsibility report 2012Altia responsibility report 2012

The expectations of our customers relate to profitable growth of the business, long-term and mutually beneficial business relationships, high-quality products which customers are interested in as well as trustworthiness and delivery reliability.

Our key interaction channels towards our customers are:

- customer meetings and other personal interaction- customer magazines, electronic channels- customer training

personnel

Our own personnel expects Altia as an employer to take actions that maintain and develop job satisfaction and safety, as well as to perform high-quality leadership and offer development and career possibilities. Employees are also interested in the company’s future plans and their impact on employment.

Our key interaction channels towards our personnel are:

- leadership communication- internal communication- training- development discussions- cooperation and health and safety issues at work- HR presence in the management teams of the businesses- cooperation groups especially relating to the development of culture and knowhow- team practices- personnel information

partners, farmers as Well as material and raW material suppliers

Alcoholic beverages supplying partners, barley farmers, and material and raw material suppliers are waiting for profitable business growth, mutually beneficial, developing and long-term business relationships, as well as good liquidity from Altia.

Our key interaction channels towards our partners, farmers as well as material and raw material suppliers are:

- meetings, events and other personal interaction- reporting and newsletters- requests for proposals and contracts- fairs and other events- farmer extranet

certificates

Altia’s management system has been approved by Lloyd’s Register Quality Assurance to the following Quality, Environmental and Safety Management System Standards: OHSAS 18001:2007, ISO 14001:2004 and ISO 9001:2008.

The scope of this approval is applicable to Altia’s alcoholic beverages, grain spirits, barley starch, technical ethanol and feed business processes in Finland including the related technical and administrative support functions.

In Denmark, the Svendborg plant has been approved by Lloyd’s Register Quality Assurance to the following Quality, Environmental and Product Safety Management Standards: ISO 14001:2004, ISO 9001:2008 and ISO 22000:2005.

The scope of this approval is applicable to wine and alcoholic beverage bottling and distribution. Bottling takes place in accordance with Good Manufacturing Practices (GMP) to the appropriate extent.

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* Altia paid in total EUR 34.2 (33.2) million to its farmer partners for the barley used.**Taxes paid in Finland amounted to EUR 232.0 (249.5) million. *** The Board of Directors proposes to the General Meeting that it pays EUR 7.192 million as dividends from the net income in 2012.

Grants and donations: Altia does not give grants or donations with the exception of small-scale, EUR 0.2 (0.1) million, participation in events in the plant locations. Grants and donations are not distributed to any political parties or actors.

_Financial responsibilityFor Altia, financial responsibility stands for creating added value to the shareholders. Sound financial performance enables persistent development of operations and investing in the well-being of employees. Profitable growth, good customer relationships, ongoing development of brands and cooperation with the partners, skilful personnel, development of practices and processes, as well as knowledge of consumers form the basis for creating added value.

Added value to the stakeholders

Investments

DIRECT EFFECT: 2012 (2011) INDIRECT EFFECT

Customers: Altia receives revenues from the sales of alcoholic beverages as well as industrial services, feed, starch, technical ethanol and carbon dioxide.

EUR 483.3 million

(EUR 519.0 million)

EUR 65.2 million

(EUR 72.5 million)

EUR 298.3 million

(EUR 322.3 million)

EUR 531.0 million

(EUR 534.1 million)

EUR 25.4 million

(EUR 6.1 million)

EUR 7.192 million

(EUR 7.192 million)

Customers: Altia offers to its customers unique

and the most comprehensive product range of its operating area.

Employees: Altia pays salaries, commissions and other indirect costs for employers.*

Employees: Altia builds for its personnel of more than

1.100 persons a corporate culture which helps to support work-related well-being.

Suppliers:Altia buys raw material, goods and services from local and international suppliers.

Suppliers:Altia creates additional value for suppliers by the joint development work between varieties

of grain, packaging solutions and flavor selections of the products.

Public sector: Altia pays excise and income taxes to society.Excise taxes are not included in turnover. **

Public sector: Altia takes financial responsibility by taking

care of taxes and social contributions and creating jobs in Altia and for suppliers.

Dividends to shareholders ***

Altia responsibility report 2012

The Koskenkorva plant, which is Finland’s largest user of barley, used 169.6 (180.2) million kilos of domestic barley for its production in 2012 to produce 23.2 (22.3) million kilos of grain spirit, 42.4 (49.6) million kilos of starch and 58.4 (63.4) million kilos of feed measured in dry matter. The Rajamäki plant produced 49.0 (53.9) million liters, the Svendborg plant in Denmark 35.4 (34.3) million liters and the Tabasalu plant in Estonia 4.0 (4.3) million liters of alcoholic beverages.

At the Koskenkorva, Rajamäki and Svendborg plants as well as in the support functions, sales and marketing of the Helsinki headquarters, the environmental management systems have been accredited according to the ISO 14001 standard. The Tabasalu plant complies with the applicable Estonian environmental standards and regulations issued by the authorities.

At the Svendborg plant, product safety was invested in by renewing the HACCP based self-monitoring plan as well as further developing the methods and practices related to ensuring product safety. The Svendborg plant was granted

_Environmental responsibility

Key environmental impacts of Altia are related to the Koskenkorva distillery as well as the operations at the alcoholic beverage plants in Rajamäki and Svendborg in Denmark. The Tabasalu alcoholic beverage plant serving the Baltic markets has significantly lower production volume compared to the other plants therefore its environmental impacts are also smaller.

ISO 22000:2005 food safety certificate in December 2012 as recognition for this work.

Environmental systems are developed through regular audits and common practices, such as harmonisation of the assessment of environmental aspects. Energy and environmental aspects are taken into account in planning and executing production processes and investments in production.

environmental targets

The results of reduction in the use of energy were slightly improved from the level of 2011 but did not reach the target level set for 2012. In terms of reducing the use of water, the results were clearly better compared to the level of 2011, but the target level for 2012 was not reached. The results of improving the quality of waste water were better than in 2011 and the target for 2012 was reached. The Rajamäki plant improved its performance the most in terms of all the above-mentioned targets. The reduction target for the value (€) of disposable packaging material was clearly met.

Results of the environmental targets 2010 - 2012

Environmental target Outcome 2010 Outcome 2011 Outcome 2012

Reduction in the use of energy (MWh/m3 of product) 2.30 2.17 2.13

Reduction in the use of water (m3/m3 of product) 13.35 13.75 12.6

Improvement in the quality of waste water (kg COD/m3 of product) 10.80 9.55 9.12

Reduction in the amount of disposable packaging material, saving compared to the level of year 2010 (€) 0 155,500 104,700

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The environmental targets for the period of 2013-2015 were harmonised to cover all the plants. The targets to reduce the use of energy and water as well as to improve the quality of waste water (COD) remained the same. The target related to water use in Rajamäki was limited to apply only to the alcoholic beverage plant, whereas it earlier included the whole plant area.

Reduction in the amount of waste material and disposable alcohol were chosen as new targets. The previous target of reducing the disposable packaging material is now included in the target to reduce the amount of waste material. The environmental targets concern all production facilities, with the exception of reduction in the amount of waste material and disposable alcohol which concern only the Rajamäki, Svendborg and

Environmental targets for the period of 2013 - 2015

Environmental target Change 2013–2015

Reduction in the use of energy (MWh/m3 of product) -4.4 %

Reduction in the use of water (m3/m3 of product) -0.1 % *

Improvement in the quality of waste water (kg COD/m3 of product) -7.9 %

Reduction in the amount of waste material (kg/m3 of product) +1.7 % *

Reduction in the amount of disposable alcohol (kg/m3 of product) -4.1 %

* The ratio will remain the same or increase during the period under review due to production and product changes.

Environment, Quality and Safety Organization

Executive Management Team

Management review twice a year

Operational development manager

Supply Chain Brands Trading Support Functions

Technical ethanol

Svendborg plant

Rajamäki plant

Koskenkorva plant

Tabasalu plant

Specialist for environmental issues

Altia responsibility report 2012

Tabasalu plants. Actions to reach the environmental targets are defined in environmental programs prepared on a yearly basis.

progress in energy saving

The energy costs of Altia’s plants (excluding logistics centres and office space) amounted to over EUR 7 million in 2012. Measures to save energy are a central area of development for Altia both in terms of business profitability and environment.

The target level of reduction in the use of energy is based on the voluntary energy efficiency agreement of the Confederation of Finnish Industries (EK) and the State of Finland, which Altia joined in 2008. In accordance with the energy efficiency program, Altia is committed to reduce its energy use by 9% from the level of 2005 by the year 2016. In 2012, energy saving amounted to 9,143 MWh or 20.2% compared to the level of 2011, and 15,995 MWh or 30.7% compared to the level of 2005.

environmental investments and development of operations

In 2012, the environmental investments made in the Rajamäki plant amounted to EUR 0.4 million. The most important investment targets were replacing the dug well with a driven well in the water abstraction facility and transferring the groundwater surface monitoring to remote readers. Connecting buildings to the district heating was continued. One bottle washing machine was removed from the alcoholic beverage plant and another was altered to be used in rinsing. These actions have a clear impact on the reduction of the use of energy and improvement of the quality of waste water. In addition, part of the cool raw material storage was changed to

warm storage and leakage points in the compressed air network were fixed. The efficiency of water use was improved by updating washing instructions and quality of waste water by reducing the discharge of alcohol from the bottling machinery to the sewer system.

A-Pullo Oy, part of Altia Group, closed its operations and at the same time Altia introduced recyclable glass bottle system, which resulted in discontinuing the washing of glass bottles, thus reducing the use of energy and the amount of detergents, water and waste water at the Rajamäki plant.

New stone peelers were taken into use in the Koskenkorva plant. The more effective removal of peels will improve the ethanol process and thus the use of energy, and the increased amounts of barley peels will be burned in the energy production of the power plant. Savings in the use of energy were gained by altering the frequency converter of the evaporator to water cooled. Also the water separation of the fibre passed to dry grinding and drying was improved, resulting in reduction in the use of energy. Improving the efficiency of washing was continued within the ethanol and starch process. This had an impact on both the use of water and the quality of waste water. The oil separator well, which affects the quality of waste water preventatively, was renewed.

The most significant action relating to the use of energy at the Koskenkorva plant was the planning of a steam power plant which is 100-percent compatible with burning agricultural biomasses for steam production purposes. The power plant to be built is the first in Finland in terms of its technique and applicable fuels. Altia is aiming at even 65 percent fuel self-sufficiency in the steam production at the Koskenkorva plant through the investment, thus radically reducing its current dependency on peat.

further information on the energy efficiency agreement: www.ek.fi/ek/en/energy_and_climate/energy_efficiency.php

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• Indevelopingouroperationsandproducts,wepayattentiontothe wishes and needs of our clients and partners. We produce added value by providing profitable, high-quality products and services while taking into consideration the safety of the environment and our employees. • Weensurethesafetyofourownproductsandproductsmarketed by us, when used in moderation. We use first-class groundwater and other high-grade raw materials in our production process. • Weparticularlyinvestin: - the effectiveness of our business processes - efficient use and recycling of energy, natural resources and materials - preventing environmental degradation - improving work safety, preventive occupational health care and reporting close calls• Ourmarketingstrategiescomplywiththeguidelinespublishedby spiritsEUROPE.• Wevalueanhonestandopenrelationshipwithourstakeholders.• Complyingwithrelevantlaws,decreesandauthorityregulationsareat the core of our operations.• Eachoneofuspromotesactivitiesinaccordancewithquality,safety, and environmental policies in our work and at our workplace.

Altia’s quality, safety and environmental principles

Altia responsibility report 2012

The carbon dioxide emissions of the plant will reduce to almost half of the current level. The construction work of the power plant will be started in the beginning of 2013 and new boiler will be taken into use in the end of 2014. The total investment is about EUR 15 million.

A new logistics centre replacing the logistics centre situated in Odense was built adjacent to the Svendborg plant. The transportation between the plant and the logistics centre stopped. At the same time the laboratory facilities as well as the changing and dining rooms of the personnel were renewed at the Svendborg plant. The removal of the bottle washing machine reduced the use of water and energy at the plant. The level of monitoring the quality of waste water was improved by taking into use regular COD measurements.

Work to protect groundWater and soil

Protection of groundwater and soil is important to Altia due to the fact that clean groundwater is a central raw material for producing alcoholic beverages. Altia protects its water abstraction facilities in Finland with land ownerships of the groundwater areas of the pumping stations as well as with, among others, construction limits of the area, environmental protection areas, statements regarding construction works or land-use at the neighbouring areas and monitoring the land-use of the areas. At the Svendborg plant in Denmark, Altia uses tap water of the municipality, which meets the standards of drinking water as well as regulatory requirements. All our waste water goes to the municipal waste water treatment plants.

As a result of Altia’s application, the Kurkisuo area located nearby the Rajamäki plant’s water abstraction area was designated as a nature conservation area. The size of the

nature conservation area is 144.1 hectares. Kurkisuo is important area in Uusimaa where threatened plant species and bog types are present. Despite the surrounding drainages, several bog types have survived in their natural state. Kurkisuo is a part of the raise bogs in the coastal areas of Finland and is one of the ten nationally important swamps.

In Petkelsuo in Hyvinkää, Altia also has a 7.5 hectares wide Kaunissyrjä conservation area that is part of the national swamp protection programme. Altia’s operations do not affect the protected areas or the high-biodiversity areas surrounding them.

environmental commitments materialised

Environmental commitments as well as the target levels set by the municipality were mainly realised during 2012 in the Rajamäki, Koskenkorva, Svendborg and Tabasalu plants. Exceptions to this are exceeding the acidity (pH value) of waste water in the Svendborg plant during the autumn of 2012, exceeding the permitted water abstraction amounts of the springs in Rajamäki as well as exceeding the BOD and solids amounts in waste water. The waste water sample represents the whole plant area of Rajamäki where several companies operate. Therefore, the specific target responsible for exceeding the limits cannot be determined. The Koskenkorva plant had minor deviations in the quality of its waste water.

Environmental accidents and deviations are recorded in deviation reports and repairing measures are regularly monitored. During 2012, the most significant environmental damage was the overflow of a tank truck in the loading of technical ethanol, in which around 1,150 litres of ethanol was discharged to the sewer system and through the sewer to a nearby drain. Cause of the overflow incident, discharged amount as well as actions

16 | 1514 | 15

Material flows and factors affecting the environment for the Koskenkorva, Rajamäki, Svendborg and Tabasalu plants in 2012

Emissions into the air

Energy

Peat

Electric energy

Energy

Waste material utilisation

Waste energy utilisa-tion

SewageLandfill waste

Car-bon diox-ide

FeedStarchBarley peels

Transport

Transport

Grain spirit

Grain spirit

Wat

er

Alcoholic beverages

Barley

Power station of the Kosken -korva plant

Water

Other raw materialsTechnical ethanol

Koskenkorvaplant

Transport

Transport

Energy

Alcoholic beverages, other raw materials

and supplies

Alcoholic beverages, other raw materials

and supplies

Rajamäkiplant

Alcoholic beverages

Transport

Grain spirit

Transport

Energy

Alcoholic beverages, other raw materials and supplies

Tabasaluplant Alcoholic beverages

Wat

erW

ater

Svendborgplant

Altia responsibility report 2012

to prevent such accidents in the future are reported also through the authorities’ TYVI/Vahti system.

During the building works of the new logistics centre at the Svendborg plant area, an old oil leakage was found in the soil. The contaminated soil, 565 tons, was removed before construction according to the authorities’ (Region Syddanmark) recommendations. A small amount of contaminated soil was left outside the new building as approved by the authorities. The rest of the area was found to be clean.

External stakeholders did not present any environmental concerns. No penalties were paid during the period under review from exceeding permit provisions or neglecting environmental laws or regulations.

distilling requires energy

Distilling is energy intensive activity, which emphasises the importance of emissions trading for Altia. Approximately 75% of the energy used in Altia’s production is used in the distillery of the Koskenkorva plant.

Altia’s emission allowances received in 2012 amounted to 54,632 CO2 tons and the actual emissions amounted to 44,977 CO2 tons. The total amount of unused emission allowances at the end of 2012 was 98,743 CO2 tons.

We recycle the Waste

The waste recycling rate for Altia’s plants was high. The average waste recycling rate and utilisation as energy was 85.2% in Rajamäki, Koskenkorva, Svendborg and Tabasalu. Waste amount reduction is targeted through reducing the amount of disposable packaging material, for example, by replacing recyclable bottles with PET or one-use glass bottles (raw material recycled). In addition, products not qualifying for the quality requirements, for example products unpacked from flawed packaging, are distilled to be applicable for technical use.

Unit Recycling and other utilisation (%)

Koskenkorva 83.4 %

Rajamäki 98.9 %

Svendborg 99.1 %

Tabasalu 78.9 %

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We pack products near consumers

Many of Altia’s own wine products are transported in large batches to the bottling plant in Svendborg located near the end consumers, where the products are packed by Altia. By operating in this way, we improve the efficiency of transportation because the bottles do not have to be transported from the country of origin.

We enhance material efficiency

Altia measures the efficiency of its production and hence also the material efficiency. The main indicators are cents/litre and in the Koskenkorva plant cents/ton of grain spirit. The efficiency improvement work is carried out in all process phase with separate actions. Indicators and their utilisation in the business operations will be further developed.

Material efficiency is at its peak in the utilisation of our valuable raw material, barley seed, in the Koskenkorva plant. It is utilised by 100-percent to produce grain spirit, starch and feed. The remaining peels are burned in the power station of the Koskenkorva plant.

In 2012, Altia’s use of materials and raw materials were the following:

The environmental awareness of the personnel is developed and maintained through the Intranet, environmental targets and their follow-up meetings, bulletin boards in the plants and environmental audits.

Liquids

Liquid raw material, beverages (m3) 80,305

Liquid raw material, technical products (m3) 18,337

Materials

Barley (t) 169,600

Packaging material (t) 26,155

Raw materials of products (t) 4,427

Trading products

Liquids (m3) 25,178

Packaging material (t) 7,500

Altia responsibility report 2012

Conservation of the Kurkisuo bogThe Kurkisuo bog—located in the immediate area of the water supply source of Altia’s Rajamäki plant—is a significant distribution area for endangered plant species and bog biotopes. The bog was granted environmental protection on the basis of Altia’s application. Kurkisuo is one of coastal Finland’s typical raised bogs, and one of the ten most important bogs in the country.

The Hyvinkää Association for Nature Conservation nominated the conservation of Kurkisuo as a candidate for the Best Finnish Nature Act Award organized by the Finnish National Committee of the International Union for Conservation of Nature. “This nature act by Altia is priceless. Now, common cranes can nest safely, elks can wander around the bog, and rare butterfly species may thrive,” says Yrjö Ala-Paavola, Hyvinkää Association for Nature Conservation.

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Thus far consistent information on the measures to reduce greenhouse emissions, or on the environmental impacts of transportation of products and materials or commuting, is not available in Altia.

The key environmental figures of production in 2012 are not comparable with the figures in 2011. The figures of 2012 include the logistics centres in Odense, Riga and Årsta as well as the offices in Ruoholahti and Sandhamnsgatan. In addition, the direct and indirect use of energy has been revised in the figures of 2011.

Key Environment Figures of Production 2012

Key Environmental Figures of Production 2011

Use of barley (million kg) 180Natural gas (GWh) 4607Steam consumption (GWh) direct 126.6Steam consumption (GWh) indirect 34.5Electricity consumption (GWh) direct 0Electricity consumption (GWh) indirect 45.8Light Fuel Oil consumption (GWh) 0Water consumption (1000 m3) 1210Amount of waste water (1000 m3) 456CO2 emissions / fossil (t) direct 44977CO2 emissions / fossil (t) indirect 2327CO2 emissions / renewable (t) direct 9279CO2 emissions / renewable (t) indirect 0SO2 emissions into air (t) direct 22.6SO2 emissions into air (t) indirect 0.2NOX emissions into air (t) direct 45NOX emissions into air (t) indirect 2VOC emission (t) direct 0VOC emission (t) indirect 8Particle emissions into air (1,000 t) direct 0.003Particle emissions into air (1,000 t) indirect 0.004Waste amounts (t)

Hazardous waste 46.5Landfill waste 3347Recycled waste

Utilized as energy 5486Other utilization 7407

Environmental expenses (EUR million)Environment investments 1.3Environment costs 1.5Environment income 1.2Environment responsibilities 0

Indirect utilizesSteam consumption (GWh) indirect non-renewable 0.65Steam consumption (GWh) indirect renewable 24.69Electricity consumption (GWh) indirect non-renewable

40.9

Electricity consumption (GWh) indirect renewable 12.14Used fuels

Natural Gas (GWh) direct 6.05Peat , direct (GWh) direct 102581Cereal straws direct (GWh) direct 25.5Fusel oil and waste ethanol (GWh) direct 3.2Light Fuel Oil consumption (GWh) direct 0.003

Green house gasesCO2 emissions non-renewable (t) direct 40217.6CO2 emissions non-renewable (t) indirect 13621.5CO2 emissions renewable (t) direct 11646CO2 emissions renewable (t) indirect 12680.8

NOx, SOx and other significant air emissionsSO2 emissions non-renewable (t) direct 17.04SO2 emissions non-renewable (t) indirect 5.03SO2 emissions renewable (t) direct 4SO2 emissions renewable (t) indirect 0NOX emissions non-renewable(t) direct 32.96NOX emissions non-renewable(t) indirect 3.01NOX emissions renewable(t) direct 8.61NOX emissions renewable(t) indirect 17.02VOC emission (t) direct 7.27VOC emission (t)in direct 0Particle emissions into air (t) direct 6.8Particle emissions into air renewable (t) indirect 8.51Particle emissions into air non-renewable (t) indirect 0.39

Water Water consumption (1.000 m3) 1098.76Amount of wastewater (1.000 m3) 459.13

Waste amounts (t)hazardous waste 41.4dump waste 2209.54recycled waste

utilized as energy 7124.6ther utilization 5884

Environmental expenses (EUR million)environment investments 0.6environment costs 1.49environment income 0.28environment responsibilities 0

2012 2011

Altia responsibility report 2012

We want to work in a good company and be in good company. Altia Culture is the long-term initiative to stretch and develop our company aligning our behaviour and ways of working with our strategy and ambitious goals. In addition to working hard for success, we all want to enjoy our work. We want to be appreciated and feel that we do meaningful work. We want to collaborate with our colleagues, using all of our potential. Altia’s culture development was one of our strategic focus areas in 2012 and the work will continue until the year 2015.

_Social responsibility

A company where the employees smile while working usually also keeps the other stakeholders happy. Companies that develop their culture perceive better financial results, decreased sickness absence rates, more and better job applicants, more innovativeness, and are quicker to adapt to changes in the environment or take on emerging possibilities. This is why we at Altia have a special interest in strengthening our culture. We want everyone in Altia to be proud to be working In Good Company.

defining culture cornerstones

We started our cultural journey in May 2012 by defining the culture cornerstones for Altia.

• Strategic Impact – We set high, shared targets and will not compromise them

• Effective Leadership – We have solution driven leaders who coach their teams to win

• Successful Collaboration – We achieve together goals and targets as one Altia

• Customer Centricity – We deliver superior customer services and unique consumer experience

We understand that the culture journey is not a package tour where travel guides plan and take care of the needed actions – but rather an adventure trip to new and exciting countries where curiosity and initiative are needed. Culture is a mindset, not a project, and it cannot be planned. We are creating culture together – or co-creating, as we tend to say in Altia.

co-creation started With Workshops Our culture co-creation started with workshops where every employee in Altia was were encouraged to come up with ideas on how to enhance the culture and make Altia a better workplace. Now there are a great number of ideas collected, and during this spring the best of them will be proudly taken into action.

During our Altia Culture journey, we also trust deeply in the travellers who are willing to enter new territories. We are piloting small, new initiatives around the organisation. Instead of continuous planning without actions, we have shortened the cycle to plan-do-learn. When small initiatives succeed, we are able to multiply them in the organisation using the “We want that too!” attitude that success creates in people. Instead of pushing initiatives into the organisation, we are creating demand for them. For the pioneers participating in the initiatives we want to offer opportunities to try out new ways of working and learning. We believe in learning by doing, which naturally means that we might come across some missteps at times. This is also an important part of the journey as it creates the basis for learning.

group-Wide steps

In addition, we have taken some Group-wide steps in our journey. Altia Culture Cornerstones are integrated into our common processes and to management team agendas, and taken into consideration in important strategic initiatives such as restructuring or organisational changes. For example, the Culture Cornerstones have been added into our annual Performance Dialogue process to ensure

In Good Company - Creating Our Culture

22 | 2220 | 21

that everyone in Altia has a chance to further reflect on their own actions and role from the culture perspective. In addition to the evaluation of our performance based on what has been achieved, it is equally important to consider how we achieve our targets. Special emphasis will also be paid on enhancing the coaching skills of all managers at Altia.

So this is the beginning of our journey, moving inch-by-inch and developing every day.

in good company – people With meaningful jobs

In a good company people have a feeling of meaning, in other words, every employee’s contribution to the greater good is understandable and thus rewarding. People also feel that they have challenging enough targets, which creates motivation, supported by effective leadership and coaching. Our target is to ensure that this happens more often in Altia by enhancing the communication of strategy, involving people in co-creating the future direction and opening up forums for continuous dialogue.

During 2012, we already succeeded in turning our thinking away from everything being instructed to the last detail towards, for example, developing culture initiatives and HR processes to allow individual variances within the commonly agreed guiding principles. By following the agreed guiding principles and using our Culture Cornerstones as a basis for decision-making, we aim to increase empowerment and freedom to act in the organisation. The key processes of human resource work, among others compensation, recruitment, induction and performance dialogue discussions, were harmonised so that they are easy to use and simple to adopt in everyday leadership.

As a responsible employer, Altia wants to offer its personnel opportunities to develop. As part of the culture initiative, more than ten new internal trainings were prepared, piloted and conducted to return to the development path in people and competence development after a few years of more inactive time in this field in Altia. One of the biggest efforts was to invite all 1,100

employees to culture workshops, in parallel running Manager’s Learning Cycles, Licence to Lead trainings and Mentoring for line managers. Also basic knowledge management to increase Altia’s business understanding across all countries and several business specific trainings started continued our journey of people development.

in good company – promoting successful collaboration

Our employment relationships are mainly based on contracts of indefinite duration. The turnover of personnel varies by countries and is relatively low especially in the plant locations. Altia follows labour market contracts and develops its personnel policy continuously. The employer ensures equal promotion opportunities, remuneration and working conditions to women and men for the same work. Corresponding benefits are offered to full-time and temporary employees regarding the central functions. Development discussions are held with all the members of the personnel during the year. Providing equivalent level of professional support for all supervisors and the whole personnel with legal compliance is important in our human resources management.

There were seven members in Altia’s Board of Directors, of which four were women. Of the six (2013 five) members in the Executive Management Team, one is a woman.

The shop steward meetings between Altia’s senior management and the shop stewards are arranged at least twice a year. The topics discussed in the meetings include e.g. Altia’s performance, future prospects, business operations, culture development and other matters related to personnel and common plans.

We want to emphasise open communication to ensure successful collaboration across the organisation, availability of accurate information and freedom of expression. One example of openness is the more than 400 culture workshop initiatives that are available for everyone in Altia Bar, our recently launched Intranet. According to the user survey, most of the respondents agreed that the new Intranet has remarkably improved the possibilities of sharing information at Altia.

IN GOODCOMPANY

Altia responsibility report 2012

in good company – sharing the success

Our entire personnel are part of either annual performance bonus or production bonus programs. Altia’s clerical and managerial employees and management are part of annual performance bonus program applied in Altia Group.

The potential annual performance bonus is based on budgeted operative performance targets at the Group level. Other working employees are part of production bonus program.

The profit for the period 2012 included a performance bonus provision of EUR 1.5 (5.4) million with social expenses. Based on the profit for the comparable period, annual performance bonuses of EUR 4.9 (4.1) million including social expenses were paid in 2012. The profit for

the period 2012 included a production bonus of EUR 0.3 (0.4) million.

Altia Group’s Executive Management Team and the key personnel of business operations are part of the long-term incentive plan executed in accordance with the guidance on management remuneration and retirement benefits in a state-owned company. The profit for the year 2012 does not include provisions for the long-term incentive plan 2012-2014 but the profit for the comparison period included EUR 2.5 million of provisions with social expenses related to the incentive plan 2009-2011.

in good company – feeling Well at Work

During 2012, Altia received recognition both internally as well as externally for its targets to improve well-being at

Personnel by business area 2012

A AA

Finland 530 Denmark 179 Sweden 172

Latvia 114 Estonia 72 Norway 39

Average number of personnel by country

2012Total 1108

Brands 173 Trading 92Industrial Services 36Supply Chain ja tukifunktiot 807

Total 1108

DEVELOPMENT OF THE NUMBER OF PERSONNEL

2008 – 2012

08 09 10 11 12

1108

1108

908 11

22

1178

24 | 2422 | 23

work. This workability project for the Finnish personnel is aiming at decreased sickness absence rates, prevention of early retirement and better solutions for part-time work during the next three years. In order to succeed, better co-operation and follow-up with healthcare service providers is needed as well as increased daily leadership actions and knowledge transfer of workability in all teams. Altia has arranged its personnel a comprehensive occupational health care exceeding the requirements stipulated by legislation in the whole operating area. In Finland, the benefits also include extensive medical expense insurance. In addition, the personnel’s ability to work and feel well at work is supported with early support model, personnel clubs and benefits provided to increase psychical and mental well-being.

The number of accidents at work and absence from work due to illness are regularly monitored in Altia. Absence rates due to illness were in 2012 close to the average of our field of industry and there were no employment related fatalities during 2012. Diverse work skills are developed fairly. Worker protection and occupational health care are developed equally for both women and men. The employer ensures that no one becomes a target for sexual harassment or bullying at the workplace.

A

TYPE OF EMPLOYMENT 2012

Permanent 95,2 %Temporary 4,8 %

A A

FULL-TIME 96,0%PART-TIME 4,0%

Workers 415Clerical employees 692

The percentage of full-time and part-time

employees 2012

Personnel by group 2012

Total 1108

Altia responsibility report 2012

Team leader Piritta Mononen starts her day at 7 a.m. with a check-up to see that everything is running smoothly. Her 12-person team stores and provides materials needed for bottling, labelling and packaging of liquor at Altia’s Rajamäki plant in Southern Finland. Mononen does most of her work at the computer, working closely with marketing and product development, but if a problem occurs in the workshop, she chips in.

“My days are full of surprises and that’s how I like it. The variety of tasks keeps me going,” says Mononen, one of the roughly 230 employees at the plant.

Like her colleagues at Rajamäki, and elsewhere at Altia, Mononen was recently introduced to a new initiative targeted at enhancing the company’s corporate culture and establishing smoother ways of working across markets. The aim is for everyone to understand the essence of Altia’s cultural cornerstones – a summation of the business’ strategic aims and values – and then start acting accordingly.

To get there, Altia’s culture is being created in co-operation, not behind closed doors. The co-creation process has included workshops where all employees are encouraged to come up with ideas on how to enhance the culture and make Altia a better place to work. New and better ways of working are going to be implemented based on these suggestions. In one of these workshops, the staff at Rajamäki reflected upon the concept of corporate

Seeing the big pictureculture – what it is and how everyone plays a role in developing it. “A corporate culture is everything a company like Altia shows to the outside world, and everything that happens inside it: the way people work, for instance,” says Mononen.

A huge quantity of ideas has been collected from such workshops, and this spring the best of them will be put into action. In the Rajamäki plant, Mononen and her colleagues have already succeeded in changing things for the better, with a label storage function automated and new functional work wear introduced across Altia’s production facilities. Mononen, who began working for Altia in 2006, is currently working to streamline reclamation and storage processes.

“We have let go of many old habits, but there are still things to be done, especially in terms of streamlining operations and ways of working at Altia’s production sites,” she says.

The benefits of these efforts are crystal clear – efficiency will improve as cooperation between employees and functions tightens. The customer will get the best product and best quality of service for the best price. And individual employees will benefit from more diverse opportunities.

“Instead of focusing strictly on one task, people will be encouraged to take on more diverse roles – to understand the bigger picture,” Mononen explains.

24 | 25

At Altia, people have realised that the journey towards cultural awareness is not a package tour where travel guides plan and take care of your every need – but rather a voyage to a new and exciting country where curiosity and initiative are needed. Hence, alongside the workshops, a group of early ambassadors – all willing to enter new territory – have been selected to work for the culture initiative. Altia wants to offer these pioneers the opportunity to try out new ways of working and learning.

One of these trailblazers is Bjarne Nielsen, Shop Steward at the Svendborg plant in Denmark. He seems very enthusiastic about his new task, which so far has meant helping to organise and run workshops at the plant.

“I have always been very interested in influencing and developing the organisation I work for. My role is also to encourage co-workers and make them realise the good parts of their work,” says Nielsen, who as Shop Steward represents employees and their union in discussions with management.

As with Rajamäki, changes have also been taking place at Svendborg, a bottling plant that Altia bought in 2010, and which as of this year also hosts Altia’s logistics function. Moving logistics from Odense to Svendborg has been a big development – and a hot topic during the recent workshops.

The glue that keeps a company togetherNielsen, who has bottled wines at the plant for 20 years, is optimistic and expects efforts to start paying off soon. He sees creating organisational culture as a win-win situation for both the company and its staff. “The employees who do the actual job here are the ones who really know what works and what doesn’t. So for Altia it’s a chance to get feedback, listen and learn. For us – my colleagues and I – it’s about becoming a bit better every day and ultimately about keeping our jobs in a situation where competition is fierce.”

Nielsen thinks it is important to use all of Altia’s potential, and to collaborate with different colleagues.

“We need to be a team. If you look at any successful Danish company, they all have a strong culture. It’s the glue that keeps the company together.”

Altia responsibility report 2012

In 2012, we began a pilot project with Alko to audit a Chilean wine supplier and its subcontractors. The project is connected to the Code of Conduct adopted by the Nordic alcohol monopolies since joining the Business Social Compliance Initiative (BSCI). The code is concerned with human rights, working conditions, environmental issues and anti-corruption, and the aim of the project is to ensure that the entiresupply chain is committed to the principles it outlines.

“Customers and other interest groups have growing expectations and demands for the ethics and responsibility of alcoholic beverages’ entire supply chain. The aim of responsible purchasing is to ensure that the working conditions throughout – including pay, working hours, occupational safety, and the right to negotiate – are all in order,” says Alko’s Director of Corporate Relations, Maritta Iso-Aho.

Our common pilot with Alko in ChileIn Chile, the results of the audit at Altia’s producer and their four subcontractor farms were fairly strong. The local people were very positive and constructive, although the auditors’ arrival did cause some initial confusion.

“Matters related to employment contracts, pay and working hours were all in order. The main targets for development had to do with the lack of written documents and the partial neglect of occupational safety instructions”, Iso-Aho says.

The suppliers were given a corrective action plan, and they will be re-audited in 2013.

born responsible – marketing only to adults

Marketing alcoholic beverages is highly regulated in our operating area. In addition to legal regulation, Altia Group is voluntarily committed to encourage responsible drinking and discourage inappropriate consumption

according to ‘Roadmap 2015’ and to market alcoholic beverages in a responsible and appropriate manner according to ‘Guidelines for the development of responsible marketing communications’, both published by spiritsEUROPE.

born responsible – our products are traceable

We are proud of the fact that our own products are continuously traceable to the specific production lots of the packaging and raw material producers. We can trace the origin of the barley we use down to the farm level. Continuous quality control is part of the risk management process. Altia’s product recall guidelines were updated and their applicability was tested for Finland, Sweden and Denmark. The Group has a product liability insurance covering all business units for any unexpected accidents.

Methanol analyses documented on a daily basis are taken from the certified production process of the Koskenkorva plant. In addition, ethanol samples are analysed in the official alcohol inspection laboratory of the EU, Alcohol Control Laboratory (ACL). Besides the analyses in the distillery, the Rajamäki plant examines every received raw material lot. Also the Svendborg bottling facility and Tabasaly plant have their own quality control laboratories.

Product safety was improved by enhancing cleanliness at the Rajamäki plant and by certifying the Svendborg plant according to the ISO 22000 food safety standard.

BORNRESPONSIBLE

CEPS ROAD MAP 2015

28 | 2826 | 27

business principles

Standard of ConductWe operate honestly, with integrity and openly.

LegalityWe comply with the laws, regulations and industry codes of the countries in which we operate.

EmployeesWe respect and promote basic human rights and international labour standards in accordance with the United Nation’s Universal Declaration of Human Rights and the most central agreements of the International Labour Organization. We respect diversity and promote equal treatment and equal possibilities in recruitment, employment, personnel development and career advancement independent of race, religion, political opinion, gender, age, nationality, sexual orientation, marital status and disabilities. We do not employ child labour or forced labour.

We hire, employ and promote employees based solely on the competence and skills required to handle the tasks. We strive to offer all our employees safe and healthy working conditions. We are committed to working with employees to develop and enhance each individual’s skills and capabilities. We respect individual privacy and the confidentiality of private information, as well as our employees’ freedom of association.We are committed to responsible alcohol consumption and behave accordingly. We acknowledge responsibility for the company’s success and reputation.

_We follow responsible business principles

ConsumersWe offer products and services, the price and quality of which generate value for consumers. The products are safe when used responsibly. All Altia companies observe the guidelines of responsible marketing published by spiritsEUROPE.

ShareholdersWe operate according to the accepted principles of corporate governance.

Business PartnersAltia maintains mutually beneficial relationships with its suppliers, customers and business partners. Our business relationships are based on honesty and trust. We guarantee the confidentiality of ours and our business partners’ business secrets, as well as preserve all confidential information that we acquire in our operations. We expect our business partners to observe principles consistent with our own.

EnvironmentWe take care of the environmental impacts of our operations and strive to reduce the environmental impacts of our operations as part of our sustainable business.

CompetitionWe believe in tough but fair competition and support the development of appropriate competition legislation. We observe the principles of fair competition and all applicable regulations in our operations.

As an international company, Altia wants to ensure that the guidance on business principles is explicit. Our business operations must be honest, incorruptible and fair.

BORNRESPONSIBLE

Altia responsibility report 2012

Business IntegrityWe do not offer or accept, whether directly or indirectly, bribes or other improper benefits for business or financial gain. Similarly, we may not offer or accept any gifts or payments, which can be perceived as bribing. We do not support, whether directly or indirectly, political parties or organisations. We also do not participate in financing individual candidates’ election campaigns.

Conflicts of InterestWe avoid tasks or financial interests which could conflict with our responsibilities to the company. We may not misuse our position to gain an advantage for ourselves or others.

Observance – Monitoring – ReportingAltia’s Board of Directors has approved these Business Principles which are part of our corporate culture. Compliance with the business principles is an essential element in the success of our operations. It is the task of Altia’s Executive Management Team to ensure that all employees know, understand and observe these principles. Day to day responsibility is delegated to the management of the operating companies and functions. They are responsible for implementing these principles, if necessary through more detailed guidance tailored to local needs. If we consider that our operations may not be in line with the Business Principles or if we suspect any irregularities, we will consult our supervisor or his/her supervisor.

We welcome any feedback on this report. Please contact corporate communications at communications@altiacorporation.com.

30 | 3028 | 29

1. Strategy and analysis

1.1 CEO’s statement1.2 Key impacts, risks and opportunities

2. Background description of the organisation

2.1 Name of the organisation2.2. Primary brands, products and/or services2.3 Operative structure of the organisation2.4 Location of the organisation’s headquarters2.5 Number and names of countries where the organisation operates 2.6 Nature of ownership and legal form2.7 Market areas 2.8 Scale of the reporting organisation2.9 Significant changes in the organisation2.10* Awards received in the reporting period

3. Report parameters

REPORT DESCRIPTION

3.1 Reporting period3.2 Date of most recent previous report3.3 Reporting cycle3.4 Contact point for ordering the report and making related questions

SCOPE AND LIMITATIONS OF THE REPORT

3.5 Report content specification3.6* Boundary of the report3.7 Any specific limitations on the scope or boundary of the report3.10* Explanation of re-statements3.11* Significant changes from previous reporting periods in the scope, boundary or measurement methods

GRI CONTENT INDEX

3.12 GRI content index

4. Governance, commitments and engagement

GOVERNANCE

4.1 Governance structure of the organisation4.2* Indicate whether the Chair of the highest governance body is also an executive officer4.3 Number of members of the Board who are independent and/or non-executive members4.4* Mechanisms for shareholders and employees to provide recommendations or direction to the highest governance body

STAKEHOLDER ENGAGEMENT

4.14 List of the organisation’s interest groups4.15* Interest group determination and selection basis4.16 Approaches to stakeholder engagement

Included

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Included

yes

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partly

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yesyes

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yesyes

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yesyesyes

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Page

45

30FS 4 FS 8-11, 59FS 22FS 36

FS 82FS 6-7, 22FS 5, 6FS 145, 18

77730

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FS 92-93

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_Comparing the report to the recommendation by Global Reporting Initiative G 3.1

Economic perfromance indicators

EC1 Direct economic value generated and distributed

Environmental indicators

EN1 Materials used by weight or volumeEN3 Direct energy consumption by primary sourceEN4 Indirect energy consumption by primary sourceEN5 Energy saved due to conservation and efficiency improvementEN7 Initiatives to reduce indirect energy consumption and reductions achievedEN8 Source-specific overall consumption of waterEN11 The location and size of owned, leased and controlled land in conserved areas or their vicinity as well as in high biodiversity areas outside conserved areasEN12 The key impacts of the organisation’s operations, products and services on conserved areas and high biodiversity areas outside the conserved areasEN13 Habitats protected or restoredEN16 Direct and indirect overall greenhouse gas emissions by weightEN17 Other relevant indirect greenhouse gas emissions by weightEN20 Nitrogen and sulphur dioxide emissions (NO and SO emissions) and other significant emissions into air, by type and weightEN21 Total water discharge by quality and destinationEN22* Overall weight of waste by type and disposal methodEN23 Total number and volume of significant spillsEN24 As regards waste that has been classified as hazardous in Appendices I, II and VIII of the Basel Convention Annex, the weight ot transported, imported, exported or treated waste and the relative proportion of waste shipped internationallyEN28 Regarding the neglect of environmental legislation and regulations, the monetary value of the significant fines imposed and the overall number of other penaltiesEN30* Environment protection’s overall expenses and investments by type

Social indicators

LA1 Total workforce by employment type, employment contract and regionLA3 Benefits provided for full-time employees that have not been provided temporary or part-time employeesLA12 The percentage of employees with whom regular performance and career development reviews are carried outS6 Total value of financial and in-kind contributions to political parties, politicians, and related institutions by countryS7* Total number of legal actions for anti-competitive behaviour, anti-trust, and monopoly practices and their outcomes

3.11 The reporting for 2012 included in the table on page 17 is more extensive than previously. 4.2 The Chairman of the Board is not part of the executive management.4.4 A representative of the owner acts as a member of the Board.4.15 The selection is based on an internal questionnaire.EN22 The reported plants do not include information regarding Estonia.EN30 The reported plants do not include information regarding Estonia.S7 No legal proceedings or other actions regarding restrictions on competition took place.* Comments

FS = Financial Statements

no

Altia responsibility report 2012

FINLAND

Altia PlcPorkkalankatu 22 AFI-00180 HelsinkiP.O. Box 350, 00101 HelsinkiTel. +358 207 013 013firstname.lastname@altiacorporation.comwww.altiacorporation.com

Altia PlcKoskenkorva Plant FI-61330 KoskenkorvaTel. +358 207 013 013

Altia Plc Rajamäki Plant Valta-akseli FI-05200 Rajamäki Tel. +358 207 013 013

Altia Finland (sales and marketing unit) Porkkalankatu 22 A FI-00180 Helsinki Tel. +358 207 013 013 firstname.lastname@altia.fi www.viinimaa.fi

Alpha Beverages ltd(former SkyCellar Oy)Porkkalankatu 22 AFI-00180 HelsinkiTel. +358 207 013 011firstname.lastname@alphabeverages.fiwww.alphabeverages.fi

Ltd Wennerco ABPorkkalankatu 22 AFI-00180 HelsinkiTel. +358 207 013 012firstname.lastname@wennerco.fiwww.mikaviini.fi

Viinimaa(Marketing and sales of partner brands and products)Porkkalankatu 22 AFI-00180 HelsinkiTel. +358 207 013 011firstname.lastname@viinimaa.fiwww.viinimaa.fi

Roal ltdTykkimäentie 15FI-05200 RajamäkiTel. +358 9 290 420firstname.lastname@roal.fi

_Contact details

SW EDEN

Altia Sweden ABSandhamnsgatan 63 C P.O. Box 27144 SE-102 52 Stockholm Tel. +46 8 557 790 00 firstname.lastname@altiacorporation.comwww.altia.se

Altia Sweden ABLogistics Center Postal address: P.O. Box 27144 SE-102 52 StockholmVisiting and shipping address: Transportvägen 7 SE-117 43 StockholmTel. +46 8 450 47 00firstname.lastname@altiacorporation.com

Altia Sweden Services ABSandhamnsgatan 63 A P.O. Box 27084 SE-10251 Stockholm Tel. +46 8 598 110 00 firstname.lastname@altiacorporation.com

BevCo ABSandhamnsgatan 63 C P.O.Box 27084 SE-10251 Stockholm Tel. +46 8 557 790 09 bevco@altiacorporation.se

Bibendum ABSandhamnsgatan 63 A P.O. Box 27084 SE-10251 StockholmTel. +46 8 598 111 00 firstname.lastname@bibendum.sewww.bibendum.se

Philipson Söderberg ABSandhamnsgatan 63 C P.O. Box 29163 SE-10052 Stockholm Tel. +46 8 598 112 00 firstname.lastname@philipsonsoderberg.sewww.philipsonsoderberg.se

Vinuversum AB (former Ölcompagniet i Sverige AB) Box 27084SE-102 51 Stockholm

NORWAy

Altia Norway ASHarbitzalléen 2a, 5th floorN-0275 OsloP.O. Box 342, SkøyenN-0213 OsloTel. +47 21 50 18 00firstname.lastname@altiacorporation.comwww.altiacorporation.com

Best Buys International ASHarbitzalléen 2a, 5th floorN-0275 OsloP.O. Box 473, SkøyenN-0213 OsloTel. +47 21 50 18 00firstname.lastname@bestbuys.nowww.bestbuys.no

Bibendum ASHarbitzalléen 2a, 5th floorN-0275 OsloP.O. Box 476, SkøyenN-0213 OsloTel. +47 21 50 18 00firstname.lastname@bibendum.nowww.bibendum.no

Interbev ASHarbitzalléen 2a, 5th floorN-0275 Oslo P.O. Box 422, SkøyenN-0213 OsloTel. +47 21 50 18 00firstname.lastname@interbev.nowww.interbev.no

Premium Wines ASHarbitzalléen 2a, 5th floorN-0275 OsloP.O. Box 342, SkøyenN-0213 OsloTel. +47 21 50 18 00post@premiumwines.no

Strøm ASHarbitzalléen 2a, 5th floorN-0275 OsloP.O. Box 459, SkøyenN-0213 OsloTel. +47 21 50 18 00firstname.lastname@strom.nowww.strom.no

DENM A R K

Altia Denmark A/SBredevej 2CDK-2830 VirumTel. +45 8880 3600

Altia Denmark A/SSvendborg Plant Rødeledsvej 70 DK–5700 Svendborg Tel. +45 8880 3600firstname.lastname@altiacorporation.com

ESTONI A

Altia Eesti ASTammi tee 30Laabi küla, Harku valdEE-76901 Harjumaa, EstoniaTel. +372 671 2000Fax +372 671 2001firstname.lastname@altia.eewww.altia.ee

LATvIA

SIA Altia LatviaKuldīgas iela 36ARīga, LV-1083, LatviaTel. +371 6762 8895firstname.lastname@altia.lvwww.altia.lv

SIA JaunalkoFactoryJaunpagasts,Virbu pagasts,Talsu novads,LV-3292 LatviaTel. +371 63 237 911Fax +371 63 291 242jaunalko@jaunalko.lvwww.jaunalko.lv

ALTIA TRAvEL RETAIL AND EXPORT

Altia PlcPorkkalankatu 22AFI-00180 HelsinkiTel. +358 207 013 013firstname.lastname@altiacorporation.com

32 | 3230 | 31

Altia responsibility report 2012

2012

responsibility report