2016 Responsibility report

Responsibility at Finavia A part of society Safety Staff wellbeing Environmental responsibility GRI 

2016 

Responsibility report 

Responsibility report 2016 

1

Toimitusjohtajan katsaus Hallituksen toimintakertomus Tilinpäätös Allekirjoitukset Tilintarkastuskertomus Tunnuslukujen laskentakaavat 

Tilinpäätös 2016 1 

Toimitusjohtajan katsaus Hallituksen toimintakertomus Tilinpäätös Allekirjoitukset Tilintarkastuskertomus Tunnuslukujen laskentakaavat 

Tilinpäätös 2016 2 


To the top of the world 


Finavia’s Annual report comprises reports in PDF format and online content. 

View all the Annual report content at vuosikertomus.finavia.fi/en. 





Financial statements 


Corporate Governance 

statement 

Remuneration 

statement 

Financial statements 

contain the review by the 

CEO, Board of Directors’ 

report and the financial 

statements, which 

comprise the income 

statement, the balance 

sheet and cash flow 

statement of the Group 

and the parent 

company, as well 

as the notes. 


incorporates the most 

important areas of 

corporate responsibility 

in accordance with 

the GRI G4 guidelines. 


statement 

has been prepared 

separately from the Board 

of Directors’ report. It is 

in accordance with the 

applicable parts of the 


Code of Finnish listed 

companies 2015. 

Remuneration 

statement 

has been prepared 

separately from the Board 

of Directors’ report. It is 

in accordance with the 

applicable parts of the 


Code of Finnish listed 

companies 2015. 

Visit the News Room to read the articles on the highlights of 2016. 

Responsibility report 2016 2


Table of contents 

Responsibility at Finavia 4 

Responsibility highlights 2016 5 

Responsibility themes and major issues 6 

Managing corporate responsibility 8 

Finavia as a part of society 9 

Stakeholder cooperation 10 

Cooperation with suppliers and partners 13 

Development of Helsinki Airport 14 

Procurement principles 15 

Environmental impacts of Finavia’s purchases 15 

Financial responsibility 16 

Financial targets and operational prerequisites 16 

Efficiency and profitability 17 

Financial added value generated for our stakeholders 20 

Our operations have a considerably broad financial impact 21 

Finavia as a taxpayer 22 

Distribution of traffic 23 

Distribution of traffic at Finavia airports 24 

Distribution of traffic at Helsinki Airport 25 

Charity and sponsorship policy 26 

Environmental responsibility is an essential 

part of our daily work 41 

Environmental management, objectives and achievements 42 

Environmental impacts 44 

Environmental permits 46 

Environment-related feedback 47 

Environmental investments 49 

Aircraft noise control 50 

Use of runways 53 

Emissions into water and soil 56 

Air quality 59 

Energy and water consumption and emissions 60 

Waste 63 

GRI 65 

Principles of responsibility reporting 66 

GRI index 69 

Essential elements 77 

Safety is the foundation of Finavia’s responsibility 27 

Safety at Finavia 28 

Safety management organization 30 

Safety management system 31 

A skilled and healthy staff guarantee smooth 

operations 32 

Information on Finavia’s personnel 33 

Equality and nondiscrimination 36 

Well-being at work 38 

Personnel development 40 

Responsibility report 2016 

3


Responsibility at Finavia 

Responsibility at Finavia 

Responsibility highlights 2016 5 

Responsibility themes and major issues 6 

Managing corporate responsibility 8 



Responsibility 

highlights 2016 

Our focus was on the 

development of 

service competence and 

supervisory work. 

Our operations have considerably 

extensive financial impacts. In 2016, 

the Helsinki Airport development 

project had an employment impact of 

1,566 

person-years. 

The most important environmental 

investments were concerned with the 

reduction of the harm done to the 

aquatic environment as a result of deicing 

and anti-icing at Helsinki Airport. 

Our environmental investments 

totalled EUR 14.1 million. 

Our environmental 

management system was 

updated in accordance with 

the ISO 

14001 

standard. 

Helsinki Airport is making steady 

progress towards carbon neutrality: 

A new plan is guiding our targets 

and work. 

Job satisfaction among Finavia staff 

members improved considerably. 

Supporting work motivation and 

well-being at work are our strengths. 



Responsibility themes 

and major issues 

Most material responsibility themes 

In our responsibility work, we focus on issues that are essential 

to Finavia’s stakeholders and business operations. The most 

important responsibility themes also determine the focus 

areas of this report. 

Safety lies at the core of our responsibility work and it is the basis 

of all our operations. High service standards, efficiency, profitability 

and environmental and climate issues are also important to us. 

At the same time, we must keep our operations and practices up 

to date so that our airports will remain among the best transfer airports 

in the world. 

The last update of our most important responsibility themes 

took place in January 2015. In the update, we put great emphasis 

on the views of our stakeholders. Determining the essential nature 

of the issues was based on ten stakeholder interviews in which 

we discussed the responsibility themes that our stakeholders 

consider particularly important, stakeholders’ hopes and their 

assessment of stakeholder cooperation at Finavia. Based on the 

interview results, the members of Finavia’s Executive Group and 

experts managing corporate responsibility updated the responsibility 

themes and determined how essential they are. 

Safety 

Ensuring the safety of air traffic is at the centre of all Finavia’s 

operations. This requires seamless cooperation between the different 

actors in the air traffic service chain and the public authorities. 

Finavia’s safety is based on Finavia’s strong safety culture and 

its safety management system. In addition to flight safety, overall 

safety includes safety for civil aviation, safety of the airport apron, 

Safety 

Good HR management 

and well-being at work 

Transparent 

stakeholder 

work 

Service level in 

accordance with 

customer expectations 

Environmental protection 

and climate issues 

Legislation and 

regulation 

Efficiency and 

profitability 

Ability to renewal 

Transparency 

and good 

governance 



and cyber security, which includes securing the functioning of different 

systems. The Finnish Transport Safety Agency Trafi monitors 

Finavia’s operations regarding flight safety. 

Service level in accordance with customer 

expectations 

At our airports, we provide passengers with pleasant service experiences 

tailored to the needs of different users. We are constantly 

introducing new services and work to ensure smooth processes. 

High customer satisfaction is a major competitive advantage for 

Finavia. We want to ensure that our customers find our airports 

relaxing places where they can enjoy stress-free travel and a broad 

range of high-quality services. The ability to provide short turnaround 

times for airlines is one of our strengths. Airline customers 

also expect Finavia to be proactive and to provide customer-oriented 

services in areas such as routing. 

Efficiency and profitability 

The operational efficiency and cost-efficiency of Finavia’s operations 

are prerequisites for profitable and competitive airport 

operations. They allow us to keep the prices of air traffic services 

internationally competitive and help us to ensure comprehensive 

air traffic services in Finland. Efficiency is also crucial to our ability 

to invest in our operations. The income generated by the busy 

Helsinki Airport allows us to maintain and develop other airports. 

Ability to reform 

Competition between transfer airports is tough. Finavia and its airports 

must keep their operations up to date in order to guarantee 

good connections in Finland, from Finland and to Finland. In addition 

to possessing high professional skills, Finavia’s personnel are 

also expected to have strong service competence and to engage 

in continuous self-development. The ability to reform also means 

the extensive utilisation and development of digital features in airport 

services. 

Environmental protection and environmental issues 

The most significant environmental impacts of Finavia’s operations 

result from aircraft noise, de-icing treatments applied to 

runways, and aircraft anti-icing and de-icing treatments used by 

ground handling companies. We cooperate with local residents, 

businesses located in areas adjacent to airports, municipalities, 

environmental authorities and air traffic actors. Airport operations 

are subject to strict environmental permits and compliance 

with them is supervised by regional ELY Centres. We are reducing 

the environmental impact of our operations, even though they are 

small in relation to the overall air transport chain. We can also contribute 

to the environmental efficiency of air traffic by reducing 

taxiing through smooth airport operations and by shortening flight 

routes through airspace efficiency. 

Good HR management and well-being at work 

Transparent management and healthy personnel are the basic 

requirements for safety, good service and cost-efficiency. Finavia 

promotes good governance and the well-being of its personnel by 

various means, including initiatives for well-being at work, transparent 

communications and manager training. We train our personnel 

on a continuous basis and encourage every staff member 

to develop their own competence. We conduct regular personnel 

surveys on the basis of which we also develop our operations. 

Transparent stakeholder work 

Finavia has a large number of important stakeholders: airline and 

passenger customers, decision-makers, public authorities and 

residents of the areas surrounding the airports, as well as our own 

personnel and other partners at airports. The stakeholders also 

The most significant environmental 

impacts of airports of our operations 

result from aircraft noise and 

the use of de-icing agents. 

include our partners, subcontractors, suppliers of services and 

goods, financiers and the media. Finavia promotes good stakeholder 

relations through open and active dialogue. 

Legislation and regulation 

Airport operations are guided by legislation and other regulation at 

EU and national level. We make every effort to foresee the impact 

of legislation and regulations on our business and work to influence 

regulatory trends by engaging in an active dialogue with decision-makers, 

influential parties and public authorities. 

Openness and good governance 

Finavia operates in a predictable and transparent manner. We 

communicate about our operations, management systems and 

remuneration practices in an open manner. Finavia observes the 

Corporate Governance Code of Finnish listed companies to the 

extent that it is appropriate, given state ownership and the nature 

of our operations. We also abide by the opinion of the Cabinet 

Committee on Economic Policy regarding the remuneration of 

management and key personnel in state-owned companies. 



Managing corporate 

responsibility 

Every Finavia staff member is 

expected to work responsibly 

and encourage responsible 

operating practices. 

Finavia’s task is to strengthen Finland’s competitiveness and 

internationalisation and make Finland more mobile. This 

means that corporate responsibility must be considered in 

all our operations. 

In its responsibility work, Finavia is guided by its values, operating 

principles, policies and guidelines, which must be observed by 

all Finavia staff members and persons working in the company 

administration. 

The decisions ensuring the responsibility of Finavia’s operations 

are made by the CEO and the Executive Group. Finavia’s 

Board actively monitors the management of corporate responsibility 

issues and regularly discusses matters pertaining to the 

company’s financial standing, efficiency, safety, environmental 

matters and social responsibility. Efficiency, social responsibility 

(manager index) and safety are among the indicators included in 

the Group’s scorecard. 

In practice, every Finavia employee must participate in responsible 

operations and promote them. The Communications Unit 

coordinates corporate responsibility reporting. 

The Environmental Unit and the director responsible for sustainable 

development coordinate environmental responsibility in 

cooperation with business areas and airports, which function as 

profit centres in the business areas. The Financial Unit and CFO 

implement economic responsibility at a practical level. 

Responsibility for taking social responsibility into account and 

promoting it is vested in several parties at Finavia. For example, 

the Group’s HR matters are looked after by the HR Unit and the HR 

Director. Promoting safety is very much the responsibility of every 

Finavia employee. The Group’s Risk Management Unit coordinates 

the management and development of flight safety. 

We are committed to good governance 

Finavia is engaged in an active dialogue with its stakeholders. The 

work is coordinated by our Communications Unit and the feedback 

we receive is an important consideration in our responsibility 

work. Our aim is to ensure that our operations are predictable and 

transparent and we communicate on our operations in an open 

manner. 

Finavia is committed to good governance in all its operations. 

Efficient internal control and risk management promote Finavia’s 

performance and constitute an essential part of the good corporate 

governance observed by the Group. Finavia ensures the 

transparency of its corporate governance by observing the Finnish 

Corporate Governance Code for listed companies, to the extent 

that this is appropriate for a company wholly owned by the Finnish 

state. 



Finavia as a part of society 

Finavia as a part of society 

Stakeholder cooperation 10 

Cooperation with suppliers and partners 13 

Development of Helsinki Airport 14 

Procurement principles 15 

Environmental impacts of Finavia’s purchases 15 

Financial responsibility 16 

Financial targets and operational prerequisites 16 

Efficiency and profitability 17 

Financial added value generated for our stakeholders 20 

Our operations have a considerably broad financial impact 21 

Finavia as a taxpayer 22 

Distribution of traffic 23 

Distribution of traffic at Finavia airports 24 

Distribution of traffic at Helsinki Airport 25 

Charity and sponsorship policy 26 



Stakeholder 

cooperation 

We listen to our stakeholders so that we can succeed in our 

work. Our stakeholders include a broad range of different 

actors, among them are both influential decision-makers and 

ordinary flight passengers. 

We serve over 50 significant airline customers each day, and more 

than 20 million passengers each year. We interact particularly closely 

with our airport partners, the authorities, decision-makers and airport 

neighbours. 

We cooperate with our stakeholders on a continuous basis: we 

meet with them, listen to them, discuss with them and jointly draw 

up plans to improve airport operations. In our cooperation, we focus 

on our main stakeholders, i.e. communities and operators with 

the biggest impact on Finavia’s business, and those whose operations 

are affected by what we do. 

Each of the main stakeholders have a designated person at 

Finavia, who coordinates the cooperation and voices the stakeholder’s 

message at Finavia. 

Memberships in aviation associations 

We contribute to the development of the airport and air traffic sector 

in several organisations and working groups. We are also members 

of several Finnish and international travel development forums. 

Finavia is a member of the Airports Council International (ACI 

Europe) and CANSO, the Civil Air Navigation Services Organisation, 

a global cooperation organisation of ANS providers, and participates 

in working groups of both parties. Finland is a member of the 

International Civil Aviation Organisation (IACO) and the European 

air navigation organisation Eurocontrol. 

We also exert our influence in the North European Functional Airspace 

Block (NEFAB), the NORACON consortium, and in the Borea- 

Military and 

state aviation 

Media 

Financiers 

and owners 

Recreational 

aviators 

Partners, 

sub-suppliers 

and suppliers 

lis Alliance. We are also in several national working committees, and 

we interact with Finnish and foreign authorities and decision-makers. 

In addition, we are a founding member of the Nordic Initiative for 

Sustainable Aviation (NISA) cooperation network. Its goal is to supply 

biofuels to the aviation industry. 

As a member of the World Travel & Tourism Council, the Nordic 

Travel Retail Group and the Nordic Council of Shopping Centres, we 

are also a partner in the international development of tourism, and 

work to develop the commercial potential of airports. 

Finavia’s most important stakeholders 

Airline 

customers 

Passengers 

Resident in the 

proximity of airports 

Personnel 

Public 

authorities 

Decisionmakers 

Finavia is also a member of PALTA, the Finnish Association of Service 

Sector Employers. 

We are an active partner in the 

development of the aviation sector. 



Different stakeholders consider different themes to be important – please see below for examples of cooperation in 2016. 

Stakeholder Issues brought up by the stakeholders Examples of Finavia's actions in 2016 Forms of cooperation 

Airline customers 

Passengers 

Personnel 

Public authorities 

• Digital services and developing the customer experience 

• Efficient and punctual airport and air navigation services, 

competitive pricing 

• Regulation as a cost factor 

• Continuous development of operations and Finavia’s 

initiative 

• Close and open cooperation and communication 

• Improving awareness of Helsinki and Finland to create 

demand for routes 

• Flight safety 

• Appropriate airport network and diverse domestic and 

international connections 

• Smooth service at airports, high standard of customer 

service 

• Diverse shopping and service options 

• Well-being at work 

• Supportive and fair remuneration 

• Continuous, close cooperation and participation 

• Continuous development of competence 

• Operational efficiency issues 

• Good management and supervisory work 

• Ethical operating methods 

• Compliance with regulations and Finavia’s own guidelines 

• Helpful and active approach in official matters 

• Quick reporting on environmental issues and customer 

contacts 

• Up-to-date environmental reporting 

• Cooperation ensuring smooth air travel (more automation 

in passenger and luggage processes) 

• Retaining airport charges at an inexpensive level 

• Helsinki Airport is still the fourth least expensive main 

airport in Europe 

• Route development and joint marketing with airlines 

(Match Made in HEL event) 

• Successful development of flights to Lapland, in cooperation 

with regional tourist operators and Visit Finland 

• Day-to-day work to ensure flight safety 

• Enhancement of airport maintenance operations 

• Improving experiences at the airports and providing more 

shopping opportunities 

• Smoother air travel through automation (digital ticket readers, 

eGates and the introduction of new digital channels) 

• Continuous development of websites and mobile 

applications 

• Joint service and cultural training for airport actors 

• Chinese-speaking customer service personnel 

• Well-being at work projects 

• Physical exercise and culture vouchers 

• Personnel survey 

• Change support package 

• Clearer goal-setting, performance management and 

assessment 

• Developing the initiative and idea system 

• Practical application of lighter workload and replacement 

work models 

• Continuous compliance with regulations and Finavia’s own 

instructions and principles 

• Influencing the development of regulation of the industry 

• Preparations for the implementation of the future aviation 

regulations by the European Aviation Safety Agency (EASA) 

• Reviewing airport safety and security plans and testing 

them in cooperation with the police 

• Comprehensive and up-to-date material for environmental 

permits 

• Well-organised material in applications for environmental 

permits and replies regarding appeal 

• Reporting to the authorities on environmental issues raised 

by local residents 

• Developing the environmental reporting process 

• Customer-specific meetings, continuous dialogue and 

cooperation 

• Quarterly briefing and consultancy meetings regarding the 

development programme of Helsinki Airport 

• Preparation and joint assessment of route development 

analyses 

• Finavia’s international visibility 

• Personal service situations 

• Customer feedback channels and customer satisfaction 

surveys 

• Internet, social media, mobile applications 

• Events 

• Cooperation with other service providers at airports to 

create a coherent travel 

• Personal development reviews 

• Intranet and staff magazine 

• Staff briefings 

• Training sessions 

• Extended occupational healthcare 

• Cooperation with shop stewards and monthly meetings 

with personnel organisations 

• Presentations at shop steward days of personnel 

organisations 

• Continuous dialogue, meetings, working groups with 

authorities 

• Preparation and joint reaction to changes in the operating 

environment (with the Customs, Police, Border Guard and 

other stakeholders) 

• Transparent and reliable reporting 



Stakeholder Issues brought up by the stakeholders Examples of Finavia's actions in 2016 Forms of cooperation 

• Provision of cost-efficient air traffic services 

• Enhancement of operations as part of the air traffic service • Continuous dialogue, meetings, working groups 

• Good accessibility of Finland and its different regions 

chain 

• Promotion of business and competitiveness by means of • Competitive pricing 

well-functioning air traffic 

• Helsinki Airport development programme 

• Land use planning in areas adjacent to airports 

• Closer cooperation with the EU 

State and municipalities 

• Local employment effect 

• Well-organised material in applications for environmental 

permits and replies regarding appeal 

• Cooperation with the City of Vantaa in issues concerning 

land use, run-off water and noise control 

• Submitting opinions on land use plans 

• The impact of the Helsinki-Vantaa and network’s airport’s 

development programme on employment 

Residents in the 

proximity of airports 

Cooperation partners, 

subcontractors, and 

suppliers 

Financiers and owners 

The media 

Military and state aviation 

Recreational aviation 

• Mitigation of aircraft noise and other environmental 

impacts 

• Open line of communication, hearing and having an impact 

• Local employment effect 

• Business relations benefiting both parties 

• Open dialogue and good personal relationships 

• Good project management, and Finavia’s ability to fulfil 

agreed obligations 

• Creating fair competitive situation for operators at the 

airport 

• Good operational infrastructure and working conditions 

• Equal treatment 

• Finavia’s responsibility and good reputation as a partner 

• Efficiency and profitability 

• Financially sustainable business 

• Transparency of operations and reporting 

• Responsibility 

• Ability to pay dividend 

• Reliable, transparent, and up-to-date information 

• Media access to management and corporate 

communications 

• Safety 

• Level and smoothness of services 

(e.g. operating hours at the airports) 

• Efficiency 

• Support and services at the airports 

• Listening and discussion 

• Pricing policy of season tickets 

• Safety 

• Reducing emissions into the air and soil (by means of 

centralised de-icing locations and other arrangements) 

• Promoting continuous descent approach of aircraft 

• Employment effects of the development programme of 

Helsinki Airport and the investment programme for the 

network airports 

• Attending the Kivistö village festival in Vantaa and air shows 

• Expansion and internationalisation of the partner network 

• Closer cooperation with suppliers 

• Implementing the major investment at Helsinki Airport 

through joint contracting 

• Customer service training for commercial operators at 

Helsinki Airport 

• Action plan for responsible purchases 

• Assessing the environmental impacts of purchases 

• Achieving financial targets 

• Business operations compliant with Finavia’s operating 

principles and instructions 

• Environmental feedback channel and answering enquiries 

• Regular reporting also available to residents 

• Internet, social media 

• Local events 

• Model of participatory planning 

• WebTrak flight monitoring service 

• Information sessions to potential tenderers regarding each 

project 

• Agreement negotiations 

• Daily contact, follow-up meetings, and safety meetings 

• Development projects 

• Training sessions 

• Meetings and briefings 

• Financial reporting and briefings 

• Contact to state ownership steering 

• General Meeting 

• Active dissemination of information and communications • Bulletins and briefings 

• Interviews 

• Meetings providing background information 

• Events and visits 

• Cooperation and agreements related to drills by the Finnish 

military 

• Negotiations on more effective airspace control over the 

Gulf of Finland with the Finnish Air Force 

• Season ticket prices at the same level as in the previous 

year 

• Enabling air shows and other aviation events at network 

airports 

• Work to ensure smoother general aviation 

• Local dialogue and customer service at the airports 

• Regular cooperative meetings and appointments 

• Membership in the airspace control advisory group of the 

Ministry of Transport and Communications 

• Working groups 

• Local discussion 

• Meetings of the cooperation body of Finavia and the Finnish 

Aeronautical Association 

• Relationships to interest groups and aviation schools 



Cooperation with 

suppliers and partners 

We are a significant buyer of goods and services – locally and 

nationally. Our procurement in 2016 totalled about EUR 303 

million (228). Of this procurement, the proportion of investment 

has grown significantly as a result of the Helsinki-Vantaa 

expansion project. 

Most of the goods, 

services and 

investment goods 

that we use are 

of Finnish origin. 

We buy most of the goods, services and investment goods that we 

use from Finland In 2016, Finavia had a total of 3,487 (3,603) suppliers 

of goods and services. 

Our procurement is divided into nine categories. We also buy 

contracting services, especially in the development projects of 

network airports and Helsinki Airport. 

Procurement categories 

• Machinery and equipment, maintenance, fuels and chemicals 

• Property and energy 

• Security services 

• HR services 

• Marketing and communication 

• IM procurement 

• Terminal services 

• Other services 

Investments grew significantly from the previous year. The 

most significant investments of 2016 included the start of the 

construction of the south wing of the non-Schengen terminal at 

Helsinki Airport, the maintenance base and the expansion of the 

P5 car park. A total of EUR 105 million (51) was spent on the Helsinki 

Airport development programme. A total of EUR 21 million was invested 

in regional airports. The single largest investment was the 

overhaul of the traffic areas of Rovaniemi Airport. 

The figures above do not include the rental, insurance, official 

and other payments included in other operating expenses, incidental 

HR expenses and the amounts included in the Ring Rail Line 

and environmental provisions. 



Development of Helsinki Airport 

The large-scale Helsinki Airport development programme 

is proceeding according to plan. The year 2016 saw the start 

of the work to enlarge the non-Schengen terminal, in which a 

novel contract model is used. 

Finavia’s objective is to strengthen the position of Helsinki Airport 

among international airports and as an important hub between 

Europe and Asia. With this in mind, Finavia launched an ambitious 

investment programme totalling EUR 900 million in 2013 to 

enlarge the airport and improve its operations by the year 2020. 

As part of the programme, Finavia intends to enlarge the 

non-Schengen terminal of Helsinki Airport by 103,000 square metres. 

The aim is to increase transfer capacity and improve service 

levels. When the work is complete, Helsinki Airport will be able to 

serve more than 20 million passengers each year. 

In 2016, Finavia allocated a total of about EUR 105 million to the 

development programme (excluding operative investments). New 

investment decisions totalling to about EUR 124 million were also 

made during the year. 

As part of the development programme, Finavia has established 

direct contractual relationships with building contractors, 

planning and building consultancy firms, as well as suppliers of 

passenger control systems, passenger bridges and baggage handling 

systems. 

In 2016, we entered into a framework agreement with Thyssen- 

Krupp Airport Systems, which will supply new types of mobile passenger 

bridges for the enlarged terminal. 

The extension of the terminal involves a large number 

of partners 

The Helsinki Airport development programme is on schedule. 

The most important step in 2016 was beginning the construction 

of the terminal extension. The year also saw the completion of 

the extension of the parking garage P5, while new passenger waiting 

areas and departure gates were also opened. The work on the 

south wing extension of the terminal will be completed in 2017, 

when a new terminal section with new passenger bridges will be 

put into use. 

There are two main contractors in the project. The terminal extension 

is being carried out as a project management contract with 

Lemminkäinen, while the apron contract will be carried out as an 

alliance project, in cooperation with Destia. The total value of the 

contracts is about EUR 260 million. The work is carried out in stages 

and the cost, timetable, safety and quality targets laid out for 

the partners, as well as the incentives for them are incorporated 

in the contracts. Because of the staged nature of the programme, 

Finavia is able to conclude new investment contracts with its partners 

as the work progresses. 

Read more about the economic 

impacts of the Helsinki Airport 

development programme. 

In 2016, we spent about 

EUR 105 million in investments 

for the development programme 

(excluding operational 

investments). 

Responsibility indicators have also been set 

for the programme 

In the management of the Helsinki Airport development 

programme, Finavia will pay attention to the following 

responsibility criteria and the indicators set for them: 

Social responsibility 

• Safety: Occupational health and safety, aviation safety, 

safety of the individuals using the airport and working there 

• Disruption caused to passengers during the work at the 

terminal 

• Air traffic delays 

• Combating the grey economy, requirements to subcontractors 

(max. three contract chains) 

• Employment impacts (during the work, permanent impacts) 

Financial responsibility 

• Domestic content 

• Tax footprint 

• Central government revenue 

• Description of the value chain 

• Purchases 

Environmental responsibility 

• Soil recycling 

• Soil findings (contaminated or valuable soil) 

• Run-off waters (impact on groundwater) 

• Energy consumption 

• Waste 

• Biodiversity 

• Noise control 

• Construction materials 

• Energy solutions 



Procurement principles 

Responsibility guides Finavia’s cooperation with its suppliers 

and partners. We aim for open and efficient cooperation, 

which is beneficial to both parties. 

T Finavia’s network of suppliers and partners is crucial for attaining 

our business objectives. Procurement responsibilities and procedures 

are specified in the procurement policy. We expect our 

suppliers to abide by applicable laws, regulations and good trading 

practices, as well as sustainable development and responsibility 

principles. 

All our procurement is subject to tendering and complies with 

the Utilities Act (349/2007) and related decree (614/2007). Contracting 

and service procurement adheres to the Act on the Contractor’s 

Obligations and Liability when Work is Contracted Out. 

One of the Act’s goals is to combat the black economy. Procurement 

also observes good trading practices, the EU Regulation provisions 

regarding the ‘Known Supplier’ status and the Finavia Code 

of Conduct. 

We expect our suppliers to 

observe applicable laws, 

regulations and good trading 

practices, as well as sustainable 

development principles and 

responsibility. 

Quality monitored throughout contract period 

We address the technical or service level requirements with the 

supplier during tendering. Price and quality are often graded separately, 

and we underline one of them, depending on the type of the 

procurement. In line with Finavia’s strategy, the emphasis in procurement 

has been on purchases of materials and services connected 

with the customer path. We focus specifically on service 

quality, definition of service levels, cost-efficiency and responsibility 

in purchases along the customer path. 

In 2016, we placed a great deal of emphasis on environmental 

responsibility criteria applied to purchases. We started preparing 

our Supplier Code of Conduct and worked on our environmental 

responsibility criteria in areas such as IT purchases. The purchases 

of the new terminal signs and displays at Helsinki Airport were the 

main area in which the criteria were applied during the year. 

Centralised and localised procurement 

Our airport network covers a large geographical area, and procurement 

is both centralised and localised. Tendering is coordinated 

by the Procurement Department: it defines the procurement procedure 

with the businesses and implements tendering to find the 

best and most suitable contract suppliers. A lighter version of the 

supplier contract is signed with local suppliers in the case of procurements 

of minor monetary value. 

Environmental impacts of Finavia’s 

purchases 

Finavia is constantly working to expand the scope of responsible 

purchases and to apply more specific responsibility criteria 

to its purchases. 

Purchases and the management of the supply chain are central to 

responsibility at Finavia. With the aim of developing the area of responsible 

purchases, Finavia has prepared an action plan until the 

year 2020, which covers all areas of responsibility: economic responsibility, 

environmental responsibility and social responsibility. 

In 2016, Finavia introduced more detailed criteria for environmentally 

responsible purchases as part of a more comprehensive 

action plan. During the year in review, the criteria were applied to 

personnel transport and to the purchases of the video walls and 

displays in the new terminal section at Helsinki Airport. Next year, 

the criteria will be extensively applied to IM purchases in particular. 

In 2017, our aim is to purchase on a more centralised basis and 

identify the purchases with the most significant impacts in such 

areas as electricity and water consumption. Life-cycle costs will 

be a consideration in all Finavia’s purchases. We will also support 

Finavia’s targets, for example, in the reduction in the amount of 

waste,in addition, we will require that our suppliers have environmental 

programmes and will engaged in a closer dialogue with our 

suppliers on environmental targets. 

In 2017, Finavia will use the following 

indicators to assess the environmental 

impacts of its purchases 

• Carbon dioxide emissions of the business passengers 

using our airports 

• The number of competitive tendering processes in 

which consideration has been given to life-cycle costs 

of the purchases 

• Consideration of environmental impacts in the ABC 

analysis used for assessing the criticality of purchases 

• Summary of purchases in which environmental factors 

have been a consideration 



Financial targets and operational prerequisites 

Financial targets have been set for Finavia’s operations, so 

that we are able to maintain our competitive position, 

develop our operations and implement the special tasks 

set for us. The financial targets for the year 2016 were the 

same as in 2015. 

We set our earnings, balance sheet and financing targets so that 

we are able to ensure the continuity and development of our 

operations in the manner required by aviation safety, and customers’ 

expectations. 

Finavia has been given a special task related to the maintenance 

of the airport network and the production of airport and 

air navigation services required by State aviation. Of these tasks, 

the development of our operational cost-effectiveness has progressed 

according to plan and has yielded good results for several 

years. 

See the financial statements for 

more information on the financial 

results for the period! 

Financial targets 

Objective Realisation in 2016 

Efficiency: Competitive prices in comparison 

with the rest of Europe 

Financial performance: Sufficient cash flow to 

secure operational development and guarantee 

financing 

Equity ratio: At least 40 per cent 58.9 per cent (60.5) 

Dividends: Finavia pays dividends to the State 

of Finland within the constraints of its financial 

results and distributable funds 

Our special tasks 

Task In 2016 

Cost-effective handling of special missions for 

society 

The airport and air navigation services required 

by State aviation are produced at cost price 

Operations are financed by income from our 

own operations 

Finavia may receive partial public support 

for the construction of airports 

Helsinki Airport remains the fourth least expensive airport among the 23 main airports in 

Europe. Helsinki Airport remains the least expensive hub in Europe for airlines, with airport 

charges as much as 50 per cent below average. 

The Group's cash flow from operations amounted to EUR 97.7 million (75.1), which was 

sufficient to secure financing for the running and development of operations. 

The Group made a profit of EUR 28.3 million (40.0) for the financial period. The Board of 

Directors proposed that no dividends should be distributed for the 2016 financial period. 

The improvement of the efficiency of Finavia’s operations have continued systematically 

and with good results for a number of years. The allocation of airport investments and the 

adaptation of the operation of the airport network was heavily continued i according to 

demand. Finavia ended its operations at Malmi Airport in Helsinki, in accordance with the 

land sale concluded with the City of Helsinki in 2014. The ownership and control of Malmi 

Airport was transferred to the City of Helsinki on 1 January 2017. 

For basic services, the Air Force and the Finnish Border Guard pay the price specified in 

the terms and conditions of service. For special services, they pay the agreed price, which 

covers the costs. 

The operations of Finavia are not subsidised by tax revenue. Finavia covers the losses 

incurred in maintaining airports and producing air navigation services with the income from 

commercial services at Helsinki Airport. 

In 2013, the State of Finland granted Finavia a capital investment of EUR 200 million for the 

Helsinki Airport development programme. The investment must be returned to the State as 

yield. The EUR 900 million development programme commenced in 2013. 

Finavia did not receive public sector support for its construction projects during 2016. 



Efficiency and 

profitability 

Efficiency is the backbone 

of airport competitiveness. 

Further improvements were made in Finavia’s operational efficiency 

in 2016. The fees charged from airlines still remained 

among the lowest in Europe. 

Operational efficiency means a smooth passenger path, short 

transfer times and short aircraft turnaround times. Cost efficiency 

means that we cut our unit costs per passenger and landing. 

Cost efficiency provides us with a competitive advantage 

because it allows us to keep our airport charges at reasonable levels. 

Increase in Finavia’s efficiency 

Helsinki Airport’s international competitiveness: air traffic charges 2016 – Airbus A320 

EUR 

30,000 

25,000 

150 

20,000 

15,000 

100 

10,000 

5,000 

50 

0 

RIX TLL VNO HEL ARN WAW OSL DUB CPH PRG AMS BRU KEF LIS MAD BUD LED FCO ATH CDG VIE MUC FRA LHR 

0 

2012 2013 2014 2015 2016 

Revenues 1,000 €/fte 

Passengers/fte 

Tax 

Air traffic charge 

RIX=Riga,TLL=Tallinn, VNO=Vilnius, HEL= Helsinki, ARN=Arlanda, WAW=Warsaw, OSL=Oslo, DUB=Dublin,CPH=Copenhagen, 

PRG=Prague, AMS=Amsterdam, BRU=Brussels, KEF=Keflavik, LIS=Lisbon, MAD=Madrid, BUD=Budapest, LED=Pulkovo, FCO=Fiumicino, 

ATH=Athens, CDG=Charles De Gaulle, VIE=Vienna, MUC=Münich, FRA=Frankfurt, LHR=Heathrow 

Source: Airportcharges.com 



Regional airports unprofitable 

regardless of growth in 

domestic traffic. 

Finavia’s pricing among least expensive in Europe 

In a price comparison of European main airports, Helsinki Airport’s 

air traffic charges were the fourth least expensive among 23 main 

airports in 2016. In addition to low traffic charges, we support the 

expansion of air travel connections by offering reductions for new 

routes. By continuously increasing the efficiency of its operations, 

Finavia has managed to keep its prices at reasonable levels. 

The prices of Finavia’s services have decreased in the long 

term. The prices decreased by 11.7 per cent between 2004 and 

2016, or one per cent each year. 

Airport charges remained at moderate levels 

Finavia applied uniform pricing at all its airports during 2016. Airport 

charges increased by 1.9 per cent from 2015. The increases 

were prompted by higher costs arising from the need to invest 

more in safety technology, as a result of official requirements. 

Despite changes made in the pricing structure, only about 90 

per cent of the costs of airport services and air navigation services 

(excluding return on equity requirements) have been covered 

with income from those functions. However, we have successfully 

improved cost recovery through pricing changes and higher operational 

efficiency. The rest of the costs are mainly covered with 

income from the commercial services of Helsinki Airport. 

The aim of the European Commission is to standardise air traffic 

charges collected by airports with regard to domestic and international 

flights. As a result, changes were made to passenger 

charges on 1 January 2017, which increase the prices in domestic 

traffic and reduce the prices in international traffic. Passenger 

charges in domestic and international traffic will be balanced in 

2017–2018 in accordance with the standardised pricing scheme. 

Finavia increased the 2017 prices by 1.2 per cent, i.e. by the estimated 

rate of inflation. 

Transfer traffic charges, 2016–2017 

EUR 

40 

30 

20 

10 

0 

HEL AMS ARN VIE CPH MUC FRA CDG LHR 

PRM=assistance service charge 

TAX=government supervision fee 

Infra=infrastructure fee 

SEC=security charge 

PAX=passenger charge 

Please note that HEL does not charge for security for 

INTINT PAX originating from EU, Norway, US, Iceland, 

and Switzerland. 



Performance of network airports 

In 2016, tourism boosted domestic traffic, especially at airports 

in Lapland, which also increased the overall passenger volumes 

at network airports. In relation to the extent and service capacity 

of our network, the passenger volumes at many of the airports 

remain fairly low, and the network posted negative results. 

Airport operations are a highly capital-intensive business, 

and a significant share of the costs are fixed and determined 

by regulations. The share of personnel costs is considerable, 

and on average about 40 per cent. The financial results of individual 

airports are mainly affected by the following factors: 

• Passenger volumes 

• Structure of air traffic 

• Structure of customer base 

• Service hours of airports 

The profit level of some network airports has improved considerably 

in recent years as a result of higher operational efficiency and 

passenger volumes. Airport network loss is covered with the commercial 

revenues of Helsinki Airport. Finavia does not report the 

financial results of individual airports. 

Profitability of medium-sized airports 

The financial results of the medium-sized airports were substantially 

in the red. The formation of the financial result of a fairly large 

airport in 2016 is shown below as an example: The airport served 

several hundred thousand passengers. Despite the growth, the 

loss amounted to EUR 1.8 million (-1.7). 

Traffic 

revenues 

from services 

paid by airlines 

AIRPORT 

EUR 2.4 

million 

Traffic 

Area 

Services 

EUR 1.8 

million 

TOTAL REVENUES 

EUR 3.2 million 

Terminal 

Services 

EUR 0.6 

million 

Revenues 

from services 

paid by 

passengers 

EUR 0.7 

million 

Security 

Services 

EUR 0.5 

million 

Air 

Navigation 

EUR 1.2 

million 

TOTAL EXPENCES 


Other 

revenues 

(e.g. rental 

income): 

EUR 0.2 

million 

Others 

EUR 1.0 

million 

Uniform pricing 

In Finland, the same service level-based charge is payable for 

the same service at all airports, irrespective of the profitability of 

individual airports. This is the network principle. Uniform pricing 

at different airports would not be possible without the network 

principle. 

According to EU regulations, each individual airport should be 

profitable, but the network principle allows loss-making airports 

to be supported using the commercial income of Helsinki Airport. 

Without the network principle and the subsidies from the income 

of Helsinki Airport, Finavia would have to substantially increase the 

price level of its network airports to make their operations economically 

viable. Due to the low traffic volumes, the possibilities 

for increasing commercial income elsewhere, other than at Helsinki 

Airport and the larger airports in the network, are limited. 

The decrease in domestic air traffic is likely to continue at several 

airports in the long term. This is caused by demographic structure 

changes and improved service level of other modes of transport. 

Finavia estimates that the need to internally subsidise the 

airport network, including investment expenditure, will increase to 

EUR 35–40 million by the end of the decade. 

THE LOSS COVERED WITH COMMERCIAL 

REVENUES FROM HELSINKI AIRPORT IN 2016 

EUR -1.8 million 



Financial added value 

generated for our 

stakeholders 

The profitability of our business and strengthening of our 

competitiveness are at the core of our financial responsibility. 

The most significant financial impact of Finavia’s operations 

on Finnish society arises from the enabling of effective air 

traffic. 

Added value generated for our stakeholders, MEUR 2016 2015 2014 2013 

Creation of added value 

Customers 

Revenues, other operating income and financial income 

384.8 369.6 353.1 355 

(including excise duty) 

Added value created 384.8 369.6 353.1 355 

Distribution of added 

value 

Service providers and 

suppliers 

Goods, materials and services purchased, other operating expenses 

(less Trafi’s charges, real estate taxes and voluntary staff costs) 

293.3 270.7 191.6 165.1 

Personnel Salaries and wages, pension expenses, voluntary staff costs 153.7 148.8 144.4 145 

Public sector 

Employer’s social security contributions, income taxes, value-added -15.7 -0.1 17.8 20.2 

tax, real estate taxes, charges paid to Trafi (excluding the monitoring 

charge payable by the airlines) 

Financiers Interest and other financial expenses 9.9 6.8 38.4 12.2 

Owners Dividens 4.6 0.7 1.7 0.0 

Entities Donations 0.0 0.0 0.0 0.0 

Distributed added value 445.8 426.9 394.0 342.6 

Retained for business development -61.0 -57.4 -40.9 12.4 

Our financially profitable operations are based on fulfilling the 

needs of our customers in a functionally efficient manner and 

cost-effectively. We are only able to take care of our personnel 

and assets in a responsible manner, if our operations are financially 

sustainable. It also makes our airports more attractive to 

new airlines and passengers, which in turn, helps make Finland 

more competitive. Therefore, we are committed to developing 

our business in a manner that ensures the operating prerequisites 

of air traffic in Finland. By ensuring our competitiveness, we also 

create jobs for Finns. By developing Helsinki Airport, we are creating 

5,000 permanent jobs in the airport area. 

We report transparently on our operations and their financial 

impact, as well as on our financial development. According to 

the policy decisions regarding our owner strategy, the company’s 

overall socioeconomic result is assessed on the basis of how, and 

at what cost, the company fulfils its societal service mission. 

We created financial added value of EUR 384.8 

million 

To be able to develop of our business in a financially sustainable 

manner, Finavia must meet the expectations of a number of 

stakeholder groups. Our service must meet the changing needs 

of our passengers and our airline customers. Finavia must offer 

good working conditions for its personnel, a competitive salary 

and opportunities for development. Financially sustainable operations 

also require functional cooperation relationships with suppliers 

of goods and services, and other partners. 

In 2016, we created EUR 384.8 million (369.6) of added value for 

our stakeholder groups. 

The expenses related to purchased goods, materials and services 

increased to EUR 293.3 million (270.7), primarily as a result of higher 

investments. The expenses related to investment goods and investment 

services totalled EUR 182.8 million (169.6). Financial expenses 

amounted to EUR 9.7 million (6.5). 



Our operations have 

a considerably broad 

financial impact 

The most significant financial impact of Finavia’s operations 

arises from the enabling of effective air traffic. This is good 

for passengers and good for society at large. 

Air traffic is a growth sector and in 2014 Finavia launched a development 

programme to expand Helsinki Airport by 2020, and 

which will have significant economic impacts, both directly and 

indirectly. 

Finnish society 

Direct impacts 

Indirect impacts 

Functional air traffic is a key support factor for Finland’s national competitiveness. Finavia is responsible for the competitiveness 

of airports so that comprehensive flight connections can be maintained. In its competitiveness report, the World Economic 

Forum (WEF) has ranked Finland’s airport network as the fifth best in the world and the best in the Nordic region. 

The total employment effect of the development programme of Helsinki Airport is an estimated 14,000 person-years during the 

entire construction period. In addition, the growth in the airport’s passenger volume will generate an estimated 5,000 permanent 

jobs. In 2016, this generated an employment impact of 1,566 person-years. 

Aviation accounts for 3.2 per cent of the Finnish GDP and provides employment to about 100,000 people in Finland, either 

directly or indirectly. 

Customers • Finavia enables comprehensive flight connections for 

Finnish society. 

• Finavia provides its airline customers with cost-effective, 

punctual airport services. 

• Finavia makes flying as a hobby and as a small business 

possible by inexpensive season charges for aviation. 

Personnel • At the end of 2016, Finavia Group had 2,997 employees 

(2,963). 

• Finavia provides jobs at all of its airports in different parts 

of Finland. 

• Finavia wants to provide young people with employment 

opportunities and is recruiting dozens of seasonal workers 

for its airports for the summer months. 

Suppliers of 

goods and 

services 

• The services purchased by Finavia include real estate, 

repair, maintenance, security patrol, security check, 

construction and contracting, and expert services such as 

planning and weather services. 

• The most important investments concern the development 

and maintenance of airports. Finavia has launched 

a EUR 900 million development programme for Helsinki 

Airport, which will continue until 2020. 

State of Finland • Finavia pays income tax, real estate tax and value added tax. 

• Finavia collects air traffic monitoring charges on behalf of the 

Finnish Transport Safety Agency Trafi. In 2016, these charges 

totalled EUR 11.7 (11.0) million. The money is forwarded to Trafi. 

• Finavia pays dividends to the State of Finland within the 

constraints of its financial results and distributable funds. 

The Board of Directors proposed that 

Financiers • Finavia seeks to finance its maintenance investments 

through cash flow financing. Expansion investments 

required for growth may be financed through long-term 

borrowing. The European Investment Bank granted us a 

loan of EUR 230 million in February 2016. In December 

2015, the Nordic Investment Bank granted Finavia a loan 

of EUR 150 million for the extension of Helsinki Airport. 

• Finavia is committed to developing its business in a sustainable 

fashion that ensures the operating prerequisites of air 

traffic in Finland. 

• Finavia endeavours to constantly improve the efficiency of 

its operations, which supports competitive pricing. The fees 

charged from airlines are the fourth least expensive among 

European main airports. 

• Finavia promotes aviation culture in Finland and supports 

Finnish general aviation with several hundred thousand 

euros every year by keeping the price level of season tickets 

for general aviators low. 

• The salaries and wages paid affect private consumption, 

while the taxes paid by the personnel contribute to the 

welfare of the society. 

• Finavia invests resources in the competence of its personnel 

by way of different training sessions, encouraging employees 

at airports to learn multiple skills and supports the well-being 

of its personnel in various ways. 

• Finavia seeks long-term cooperation with its partners. Operations 

are developed in close cooperation with partners; this 

also supports the business opportunities of suppliers. 

• Finavia makes purchases in a centralised manner and at local 

level. 

• Finavia supports the development and welfare of society by 

paying taxes and by providing jobs in Finland. 

• Finavia strives to operate in an economically sustainable way 

by looking after the efficiency of its own operations, when 

compared to other European airports. Thus, Finavia can 

support the competitiveness of Finnish companies and the 

welfare of Finnish people. 

• Finavia aims to retain the equity ratio at a level that enables 

obtaining financing cost-effectively. The equity ratio was 

58.9 per cent (60.5) on 31 December 2016. 



Finavia as 

a taxpayer 

Every year, Finavia’s business operations accumulate revenues 

for the taxation authorities in the form of various taxes 

and tax-like levies. In 2016, we paid and accounted for a total 

of EUR 85.8 million (83.8) in taxes and tax-like levies. 

In 2016, Finavia received EUR 1.3 million in EU investment aid. 

Finavia collected and accounted for a total of EUR 51.7 million 

(50.4) in taxes and tax-like levies. The taxes and tax-like levies collected 

do not affect Finavia’s result, as the company acts as an intermediary 

for the charges. 

The taxes collected and accounted for in 2016 and 2015, do not 

include value-added tax. In 2016, Finavia reclaimed more VAT than 

it collected and accounted for. 

Finavia only has business operations in Finland, and as a result, it 

pays taxes and tax-like levies to Finland, in accordance with the 

Finnish legislation. Finavia has not defined a separate tax strategy. 

At Finavia, the CFO is responsible for tax-related matters. If 

necessary, the CFO reports to the Audit Committee of the Board 

of Directors on tax-related matters. Furthermore. if necessary, 

Finavia may purchase taxation-related expert services and ask 

the tax authorities for a preliminary ruling in matters subject to interpretation. 

Finavia’s tax-related reporting does not include any evaluations. 

Paid taxes 

21% 

5% 

12% 

62% 

Taxes collected 

23% 

62% 

Taxes and tax-like levies paid and accounted for in 


Finavia Group’s revenues amounted to EUR 380.9 million (353.1) 

and the profit before taxes to EUR 32.6 million (49.9). 

Finavia Group only has operations in Finland. The Group paid 

all its taxes to Finland, as it did the previous year. In 2016, Finavia’s 

payable taxes and tax-like levies totalled EUR 34.1 million (33.4). 

Finavia does not pay or account for taxes paid to tax haven countries 

defined by the OECD, and hasnot received support from the 

countries in question. 

Corporate tax -0.1 MEUR 

Real estate tax 4.3 MEUR 

Employer’s contributions 21.7 MEUR 

Other statutory employee expense 7.3 MEUR 

Payments to Trafi 1.6 MEUR 

Corporate tax includes taxes recorded in the financial result for the period 

in question and the taxes recorded for the previous period (does not 

include deferred taxes). The payments to Trafi include infrastructure 

monitoring charges and other aviation-related charges. 

16% 

Withholding tax, taxes at source 31.5 MEUR 

Employee’s social security contributions 8.5 MEUR 

Air traffic monitoring charge 11.7 MEUR 

The air traffic monitoring charge is a statutory monitoring charge levied by 

the Finnish Transport Safety Agency Trafi, collected by Finavia and paid 

further to Trafi. The charge is not related to the airport services produced 

by Finavia; instead, it is an official charge, collected from all airlines and 

ratified by the parliament. 



Distribution of traffic 

Number of international flight routes 

from Finavia’s airports 

Regional differences in the distribution of air traffic 

In 2016, the passenger volumes at Finavia’s airports reached a new 

record, and new routes were opened in Finland. 

We are actively developing flight routes and marketing them in 

cooperation with airlines and tourism operators. The number of 

direct international routes increased particularly to Lapland’s airports. 

However, there were big differences in the development of 

passenger volumes between different airports, which is explained 

by the changing competitive situation between different modes of 

transport and by differences in the attraction of different areas. 

Passengers at Finavia’s airports 

Total 

20.8 

million passengers 

Kittilä 

11 

Ivalo 

5 

Rovaniemi 

10 

Oulu 

12 

+3.5% 

Vaasa 

6 

Kuopio 

3 

A total of 14 new routes between 

Helsinki Airport and international 

destinations were opened in 2016. 

17.2 

million passengers at 


+4.6% 

Turku 

8 

Helsinki 

Airport 

to Asia 

to America 

to Europe and 

the Middle East 

The figures also include the networks charters. 



Finavia airports 

A total of 20,786,846 passengers (20,083,297) travelled through 

Finavia’s airports in 2016, an increase of 3.5 per cent compared to 

the previous year. Of all passengers, 26 per cent took domestic 

flights and 74 per cent international flights. 

There was a further decrease in the number of commercial 

aviation landings last year; they totalled 110,952 (113,289), which 

was 2.1 per cent lower than in 2015. The increase in the number 

of passengers and the decrease in the number of landings means 

that air traffic is becoming more efficient, a result of high aircraft 

occupancy rates and larger-sized planes. 

Air traffic is becoming more 

efficient, a result of high 

aircraft occupancy rates and 

larger-sized planes. 

Landings at Finavia airports 

Airport 

Commercial 

aviation 

Year 2016 Change, (%) 

Military 

aviation 

General 

aviation 

Total 

Commercial 

aviation 

Military 

aviation 

General 

aviation 

Enontekiö 75 3 2 80 4.2 0.0 100.0 9.6 

Halli 3 1,288 115 1,406 50.0 14.1 12.7 14.0 

Helsinki-Malmi 14 58 28,918 28,990 -17.6 -19.4 -19.3 -19.3 

Helsinki-Vantaa 82,152 786 1,522 84,460 -0.7 -1.4 18.8 -0.4 

Ivalo 863 110 110 1,083 5.9 41.0 5.8 8.6 

Joensuu 1,371 15 788 2,174 -2.8 -55.9 -18.1 -9.7 

Jyväskylä 963 10,992 1,461 13,416 -16.8 0.9 0.1 -0.7 

Kajaani 1,085 150 81 1,316 -7.1 305.4 -22.1 0.5 

Kemi-Tornio 618 1 310 929 -11.5 -90.0 36.0 -0.7 

Kittilä 1,282 8 97 1,387 11.1 -55.6 -1.0 9.2 

Kokkola- 

Pietarsaari 

1,625 85 1,499 3,209 -9.3 347.4 92.7 24.0 

Kuopio 2,048 5,818 4,257 12,123 -1.5 -1.5 35.4 8.9 

Kuusamo 460 20 17 497 3.1 150.0 -46.9 2.3 

Maarianhamina 1,440 0 758 2,198 -19.7 0.0 -32.1 -24.4 

Oulu 5,103 1,402 4,551 11,056 0.6 -9.8 22.6 6.9 

Pori 196 53 7,947 8,196 -54.5 -55.8 -2.7 -6.0 

Rovaniemi 2,127 4,097 1,728 7,952 -6.3 -16.7 -20.1 -15.0 

Savonlinna 454 26 66 546 -0.2 1,200.0 37.5 8.1 

Tampere- 

Pirkkala 

2,591 3,602 7,595 13,788 -17.0 -10.6 -5.8 -9.4 

Turku 3,556 183 6,477 10,216 -1.9 -38.2 1.4 -0.9 

Utti 2 2,381 640 3,023 0.0 -11.7 -17.9 -13.1 

Vaasa 2,942 47 2,164 5,153 2.8 51.6 29.0 12.8 

Total 110,970 31,125 71,103 213,198 -2.1 -4.7 -6.8 -4.1 

Total 




Distribution of traffic at Helsinki Airport by aircraft type 

The number of passengers at Helsinki Airport reached a new 

record in 2016, totalling 17,184,681 (16,422,266). The volume of 

international passengers increased by 4.9 per cent and domestic 

travel by 3.4 per cent. Most of the growth in domestic travel is 

attributable to passengers transferring to routes to Lapland from 

international flights. 

The traffic at Helsinki Airport varies greatly during the day due 

to the organisation of transfer connections to and from Europe 

and Asia. There are approximately 500 commercial aviation takeoffs 

or landings every day. More than 75% of the flights from Helsinki 

Airport are for destinations abroad. 

Weekdays are the busiest days in air traffic. In 2016, an average 

of 372 jet planes (372) and 124 propeller planes (124) arrived 

at, or departed from, Helsinki Airport during weekdays. About 

23 per cent of all passenger flights are operated with propeller 

planes. 

Air traffic at Helsinki Airport is at its peak in the afternoon and 

from 8 a.m. to 9 a.m. in the morning. There are a large number of 

arrivals from 2 p.m. to 4 p.m., while the peak hours for departing 

traffic are from 4 p.m. to 6 p.m. There is little traffic at night from 

1 a.m. to 6 a.m., and landings account for most of the operations 

during those hours. In terms of the number of operations, the busiest 

month in 2016 was September. The traffic was at its lowest 

point in January. 

In 2016, a total of 68 per cent (67) of all planes were low-noise 

jet planes. Wide-bodied aircraft accounted for 7 per cent (7). Propeller 

planes accounted for 23 per cent (24) of all flights. The noisier 

MD80 planes are no longer used. 

600 

500 

400 

300 

200 

100 

0 

2005 2010 2014 2015 2016 

Propeller aircraft 

Helicopters, military aircraft 

Narrow-bodied jets, 


Charity and 

sponsorship policy 

The focus in our donations has 

been on the well-being of 

children and young people. 

Every year, we donate money to charities that we consider to 

be socially important. Over the past few years, our support 

has been focused on the well-being of children and youths. In 

our sponsorship work, we support causes that help promote 

our business operations. 

In accordance with our charity and sponsorship policy, we do not 

donate money to political parties, politicians or political institutions. 

In 2016, Finavia spent a total of about 41,000 (54,000) euros on 

charity and sponsorships. 

In total, Finavia donated 4,500 (3,000) euros to charity in 2016. 

In Finland, Finavia supported families with children by taking part 

in the Good Christmas Cheer campaign, organised by the Finnish 

Red Cross and the Mannerheim League for Child Welfare. We also 

donated money to children in developing countries through the 

Plan International Finland Foundation. 

Finavia and the Plan International Finland Foundation started 

cooperating in 2009 and by the end of 2016, they had collected 

more than 200,000 euros for children in developing countries 

through a joint fundraising effort at airports. Passengers can take 

part in the fundraising effort by putting money into the Pastille collection 

boxes or by putting empty bottles and cans in the collection 

receptacles at the airport security control. A total of 47,000 

euros was raised in this manner during 2016. 

Selection of projects for sponsorship is based on the principle 

of reciprocity. In other words, we expect to be able to use the 

cooperation in other stakeholder relations and the sponsorship 

should also create media visibility. Sponsorship cooperation with 

the World Cup Levi event continued. 

Read more on the collaboration 

with Plan International Finland from 

News Room! 



Safety is the foundation 

of Finavia’s responsibility 

Safety is the foundation of Finavia’s responsibility 

Safety at Finavia 28 

Safety management organization 30 

Safety management system 31 



Safety at Finavia 

Ensuring the safety of air traffic in all circumstances is the 

principle guiding all our operations. In 2016, Finavia focused on 

occupational safety and health, as well as activities promoting 

proactive safety and continuous development. 

Events in 2016 

At Finavia, safety means the safety of air traffic, passenger and 

luggage security checks, apron and runway safety, cyber safety 

and safety at work. Observing safety standards is an important 

part of compliance at airports. 

Flight safety and the systems associated with it are to a large 

extent based on regulation. Finavia follows effective standardised 

procedures for ensuring safety in all situations. The procedures 

are analysed and the activities monitored on a continuous basis, 

as part of the safety processes. We are continuously improving 

our safety management practices and monitor both national and 

international developments, so that we can apply the best and safest 

operating practices. 

The safety culture focusing on flight safety includes risk prevention 

methods and active reporting of deviations. The information 

that we collect is extensively used to prevent any further deviations. 

Anticipatory action and safety work cover all our operations 

and organisation. The responsibilities for safety issues are clearly 

defined. 

In 2016, Finavia spent a total of about EUR 43 million on the 

maintenance of security check operations. Most of the costs arise 

from arrangements required under safety regulations (security 

checks) and investments in safety technology. 

• Finavia follows the Just Culture approach to deviation reporting 

and the protection of the individuals submitting the reports. An 

encouraging reporting approach that does not apportion blame 

serves as an incentive to report deviations and observations, 

even if they are of a minor nature. The reporting system is a 

well-established part of Finavia’s daily operations. 

• A total of 2,600 observation reports on safety deviations are 

entered into Finavia’s reporting system each year and they are 

all processed and categorised for possible further action. 

• The risks involved in each part of the Helsinki Airport development 

programme are assessed separately. During the year 

in review, Finavia prepared a number of anticipatory safety 

reviews as part of the projects of the development programme. 

The risk assessments covered the dismantling of the old 

infrastructure and the introduction of new structures and they 

provided a basis for using airport aprons for flight operations in 

all situations (including emergencies). 

• Promoting occupational health and safety among Finavia 

personnel is important, but we also take into account the 

occupational health and safety of other companies’ personnel 

operating at our airports and the subcontractors operating at 

our construction sites. Finavia continued the assessment of 

hazards and occupational health and safety risks in its business 

units and group services. We have improved our risk assessment 

methods so that they would better meet the needs arising 

from the nature of Finavia’s operations. Finavia is engaged in a 

continuous discussion with its stakeholders with the aim of improving 

occupational health and safety, and ensuring a smooth 

flow of information. 

• Explosives detectors, already in use at Helsinki and Oulu Airports, 

were also introduced at other main airports during 2016. 

This is based on the European Commission’s regulation on 

security checks at airports. 

• The Permit Service introduced a new system, ensuring a 

smoother ID card application process. Such details as individual 

companies’ payment defaults can be checked with the new system. 

The system will be put into more extensive use during 2017. 

• Finavia ceased airport operations in Lappeenranta at the end of 

2015 and at Helsinki-Malmi at the end of 2016. A risk assessment 

of the safety impacts of both changes was prepared, so that a 

safe and smooth transfer of the operations to the new operator 

could be ensured. 

• Finavia introduced a number of measures and operating 

changes concerning airport certification by EASA. They covered 

airport infrastructure and airport management systems. All 

certification applications were submitted to Trafi by the end 

of 2016. As part of the certification process, Finavia prepared 

almost 250 safety evaluations with the aim of ensuring that the 

structures and systems at its airports are safe. 

• Finavia held a number of deviation and emergency drills at its 

airports and took part in joint drills with different authorities. 



Flight safety remains high 

Fairness and openness are characteristic of Finavia’s safety culture. 

The threshold of reporting functional deviations of varying 

degrees is very low, and personnel are actively encouraged to participate 

in open reporting. 

The safety index is the most important flight safety indicator 

and it was made more risk-based in 2016. In the revised index, each 

incident is scored on the basis of a risk assessment and the total 

score is calculated each month. 

SAFETY AT FINAVIA 

• Flight safety 

• Passenger and luggage security 

checks 

• Runway and apron level safety 

• Occupational safety 

• Cyber security 

Safety targets for air navigation services 

The main safety targets of the performance plan were related to 

reducing the number of runway incursions and cases involving 

minimum staggering between aircraft flying, according to instrument 

flight rules. 

Finavia also set its own safety targets for a number of safety indicators 

laid out in the Finnish Aviation Safety Programme (FASP), 

in which Finavia has an impact or to which it may contribute. Air 

navigation operations did not cause any accidents or serious hazards. 

In runway incursions, the trend took an upward turn in 2016, 

which was in contrast to a long-term decline (between 2012 and 

2014) in such incidents. In 2016, there were more runaway incursions 

than in previous years. As a rule, the nature of runway incursions 

has been well under control, and they have not caused any 

serious hazards. 

Runway incursions resulting from Finavia’s operations or to 

which it contributed 

Year 

Number of runway incursions 

2016 30 

2015 21 

2014 11 

2013 20 

The trend regarding losses of separation has continued to fluctuate 

heavily from one year to the next. As a rule, the nature of losses 

of separation has been well under control, and they have not 

caused any serious hazards. 

Losses of separation (instrument flight rules) resulting from 

Finavia’s operations or to which it contributed 

Year 

Number of losses of separation 

2016 25 

2015 33 

2014 24 

2013 31 

The air navigation services have laid out their own indicators that 

are based on the Finnish Aviation Safety Programme and, in 2016, 

there was one incident in which the indicator-based targets were 

not met. The incident did not cause any serious hazards. Moreover, 

there were four incidents based on proactive indicators in 

which the work processes involving aviation information were 

found to be inadequate. They did not have any direct impacts on 

flight safety. 

In general, air navigation safety has remained high, even though, 

over the past few years, there has been an increase in certain deviations. 

A safety culture focusing on flight 

safety includes risk prevention 

methods and active reporting of 

deviations. 

In 2016, Finavia spent a total 

of about EUR 43 million on the 

maintenance of security check 

operations. 



Safety management 

organisation 

Finavia’s safety management highlights our executives’ commitment 

to safety. We ensure that safety is a consideration in 

all decision-making. 

Safety has priority over 

commercial, operational, 

environmental and 

social aspects. 

Finavia’s safety organisation is divided into Group, business and 

function unit levels. This way, we will ensure that the executives 

have sufficient knowledge of safety matters and that safety is 

accounted for in decision-making and management. 

Our safety organisation systematically addresses the achieving 

of safety goals, as well as potential safety hazards and deficiencies. 

The observations are recorded in an action plan, the implementation 

of which is regularly monitored. The Risk Management Unit, 

independent of business operations, compiles a safety report that 

will be discussed by the Executive Group and Board. 

Safety management organisation 

Compliance with 

official standards 

Commitment of 

the management 

Proactive 

approach on 

safety 

Encouraging reporting 

of deviations and 

investigation without 

apportioning blame 

Efficient 

self-monitoring 

Competent 

staff 

Dissemination of 

useful information 



Safety management 

system 

Finavia’s safety management system is based on seven 

main principles. 

A total of 

395 

risk assessments were 

carried out in 2016. 

Compliance with official standards 

• The safety management system must comply with a significant 

number of international and national regulations. Compliance is 

monitored by the Finnish Transport Safety Agency (Trafi). 

• Trafi implements its monitoring using advance approval procedures 

and regular audits. In 2016, Trafi conducted a total of 

15 (10) audits in Air Navigation Services and 5 (10) audits in the 

Airport Network business, as well as a desktop audit at Helsinki 

Airport. 

• If deviations are observed in the audits, Finavia provides Trafi 

with a response regarding them. 

Commitment of the management 

• Priority of safety: the attainment of appropriate safety is given 

priority over commercial, operational, environmental and social 

aspects. 

• Safety targets have been set for different functions, and their 

attainment is regularly monitored. 

• Finavia’s management is committed to the principles of the 

safety management system and to using the information it produces 

in the process of decision-making. 

Proactive approach on safety 

• The safety impacts of safety-critical changes, new systems and 

methods are assessed in advance. 

• The objective is to identify and manage the risks associated with 

the changes and to reduce them to an acceptable level through 

various actions and back-up procedures. 

• A total of 395 (350) risk assessments were carried out in 2016. 

Encouraging reporting of deviations and investigation 

without apportioning blame 

• The deviations reported by personnel are classified and analysed. 

An independent internal investigation is initiated for more 

significant deviations without apportioning blame. 

• In 2016, the reports totalled 2,575 (2,928), while the five-year 

average amounted to 2,773. 

Efficient self-monitoring 

• In addition to the self-monitoring of the operational units, 

independent internal audits are performed so that the safety 

impacts of the activity are taken into account when deciding on 

the content, extent and focal areas of the audit. 

• The observed deviations are analysed and investigated, and the 

required corrective actions are implemented systematically. 

• 15 (11) internal audits were performed in Finavia in 2016. 

Competent staff 

• The personnel have the appropriate qualifications based on 

training, professional competence and experience. 

• A training record is maintained of personnel where the details of 

special training, experience and level inspections required for 

the position are recorded. 

• Familiarisation with safety matters is a part of the training programme 

of every Finavia employee. 

Dissemination of useful information 

• The information derived from investigations, audits, analyses of 

deviation reports, efficiency of corrective actions and international 

cooperation, is extensively utilised for training personnel, 

for developing instructions and for internal communications. 

• Safety information is distributed to personnel through presentations, 

safety campaigns and regular safety summaries. 

• Active feedback promotes the commitment of the personnel to 

joint safety work. 



A skilled and healthy staff 

guarantee smooth operations 

A skilled and healthy staff guarantee smooth operations 

Information on Finavia’s personnel 33 

Equality and nondiscrimination 36 

Well-being at work 38 

Personnel development 40 



Information on 

Finavia’s personnel 

At the end of 2016, Finavia Corporation had 1,570 employees 

(1,605). The Group had 2,995 employees (2,963). 

Person-years 

Full-time equivalent, FTE, refers to the work contribution of an 

employee calculated as full-time employment. All compensable 

hours of Finavia employees, excluding overtime, are divided by the 

computational hours of full-time employees per year, as laid out 

for the task in question. 

In 2016, the employees of Finavia Corporation worked a total of 

1,405 (1,406) full-time equivalent. The average number of personnel 

in terms of person-years in the Group was 2,394 (2,317). 

A person can work a maximum of one person-year per year. Absences 

without pay reduce the number of person-years. 

Personnel by type of contract 

FIn 2016, Finavia Corporation had 1,334 permanent employees 

(1,389) and 203 fixed-term employees (209). A total of 1,253 

employees (1,389) worked full-time and 174 employees (165) 

worked part-time. 

Finavia Group had 2,371 permanent employees (2,322) in 2016. 

A total of 1,538 (1,554) Finavia employees, i.e. 87.6 per cent 

(88.6) of the personnel were subject to a collective bargaining 

agreement. In 2016, we employed 98 employees on fixed-term 

contracts and had 44 employees available on call. 

Personnel per type of contract and gender 

1,500 

1,200 

900 

600 

300 

0 

Full-time Part-time Permanent Fixed-term 

Male 

Female 

Person-years by function 

Headquarters and Group Services 282 

Air Navigation Services 388 

Helsinki Airport development programme 13 

Helsinki Airport 311 

Avia College 31 

Airport Network 378 

Enontekiö Airport 2 

Ivalo Airport 22 

Kajaani Airport 18 

Kemi-Tornio Airport 14 

Kittilä Airport 18 

Kuusamo Airport 11 

Oulu Airport 33 

Rovaniemi Airport 36 

Northern Finland and Lapland 154 

Kuopio 34 

Joensuu 16 

Savonlinna 8 

Eastern Finland 58 

Turku 28 

Pori 12 

Vaasa 28 

Mariehamn 13 

Kokkola-Pietarsaari 14 

Western Finland 95 

Tampere-Pirkkala 31 

Jyväskylä 21 

Halli 5 

Utti 4 

Helsinki-Malmi 10 

Central Finland 71 

Total 1,405 



Distribution of personnel by age and gender 

In 2016, the average age of Finavia Corporation’s permanent 

employees was 44 (44). At the end of 2016, 73 (74) per cent of the 

personnel of Finavia Corporation were men and 27 (26) per cent 

were women. 

Age and gender structure of personnel 

250 

200 

150 

100 

50 

0 

under 20 20–24 25–29 30–34 35–39 40–44 45–49 50–54 55–59 over 59 

Female 

Male 

Personnel turnover 

Overall personnel 

turnover, % 

Departure 

turnover, % 

Incoming 

turnover, % 

Group Services 10.3 6.0 3.9 

Air Navigation Services 5.4 4.9 0.5 

Helsinki Airport 6.0 3.9 2.7 

Helsinki Airport development 

programme 

21.4 8.3 16.6 

Airport Network 12.7 7.3 5.4 

Total 8.3 5.5 3.4 

Personnel turnover 

The indicator of personnel turnover is calculated by adding the 

numbers of incoming and departing employees, and by comparing 

the sum with the average number of permanent employees 

during the year. 

The total personnel turnover at Finavia Corporation stood at 

8.3 (8.3) per cent in 2016. Incoming employee turnover was 3.4 

(2.6) per cent, and departure turnover was 5.5 (5.7) per cent. A 

large proportion of the staff members retiring from Finavia during 

2016 had worked at regional airports. 



Duration of employment contracts 

In 2016, a total of 13 per cent (16) of all Finavia staff members 

had worked at Finavia for somewhere in between 1 and 4.9 years. 

The percentage of employees that had been employed for 5–9.9 

years was 19 per cent (17) and the percentage of those employed 

for 10–14.9 years was 14 per cent (14). A total of 41 per cent (40) of 

employees had been employed for more than 15 years. 

Years of service 

300 

250 

200 

150 

100 

50 

0 

Less than a year 1–4.9 years 5–9.9 years 10–14.9 years 15–19.9 years 20–24.9 years 25–29.9 years 30 years and over 

Number of permanent staff recruited and left 

200 

150 

100 

Changes in Finavia personnel 

To personnel affected by the outcome of the statutory labour 

negotiations, Finavia has offered the opportunity to transfer to 

another airport, or, in the case of termination, to receive a support 

package better than the statutory severance package. 

Examples of support package content include support from an 

occupational healthcare provider, career coaching and training 

allowance if the person does not find a new job during the 

period of notice. To enable active job-seeking, those let go are 

not obligated to work during the period of notice. 

Staff costs 

50 

0 

2012 2013 2014 2015 2016 

Staff expenses 

In 2016, Finavia’s total staff expenses amounted to EUR 

105,156,802 million (103,997,572). 

Left 

Recruited 

Wages and reward 85,264,995 EUR 

Pension costs 14,943,950 EUR 

Social security costs 1,551,191 EUR 

Unemployment insurance costs 3,150,283 EUR 

Other stautory social costs 246,382 EUR 



Equality and 

non-discrimination 

We work to ensure that Finavia is a good place to work for 

people of all ages and genders. We promote equality by ensuring 

a balanced gender distribution in our individual units, 

by facilitating a balance between work and family life, as well 

as by helping ageing Finavia employees manage their work. 

The company’s personnel policy, ethical principles and the equality 

and non-discrimination plan updated every two years are the 

documents guiding workplace equality at Finavia. The equality 

plan is reviewed by Finavia’s co-determination committee, which 

also monitors the implementation of measures aimed at promoting 

equality. 

Gender distribution remains balanced 

Through balanced recruitment, we aim to ensure a balanced 

gender distribution through all our units. An official from the HR 

department is always involved in the recruitment process and 

their task is to review the procedure from the perspective of 

non-discrimination. 

Gender distribution at Finavia has remained fairly balanced for 

many years. In 2016, a total of 74 per cent of the staff members 

were men and 26 per cent women. 

Many of the work tasks at Finavia are male-dominated and 

physically stressful, which means that traditionally most of the recruits 

have been men. This also explains why women are a minority 

among staff members. For example, women account for only two 

Finavia is a good place to work for people 

of all ages and genders. 

per cent of maintenance workers, whereas 59 per cent of all service 

personnel and 54 per cent of experts are women. 

There was a slight decrease in the proportion of female employees 

in 2016. Even though the change is not substantial, we 

are monitoring the situation and will assess whether any specific 

measures are needed to rectify the situation. 

It was also noticed that there were fewer women applying for 

jobs at Finavia in 2016. The nature of the vacancies on offer is the 

main reason for this trend. 

Pay gaps between women and men are narrower 

than in Finland on average 

Finavia monitors the gap between average pay of its male and 

female employees by comparing the regular earnings of its fulltime 

staff members. 

In Finland, women’s average earnings are 83 per cent of the pay 

received by men. The 2016 pay survey showed that in regards to 

monthly pay, the figure is 88 per cent, and in monthly earnings it 

amounts to 85 per cent. Except for air traffic controllers (92 per 

cent and 88 per cent, respectively) the gap has widened in recent 

years. This is because women do less shift work, which means that 

they receive fewer bonuses than men. 

Finavia aims to ensure that its staff 

members are able to reconcile 

work and family life, by providing 

opportunities for flexible working 

hours and telework. 

Balancing work and family life 

Finavia ensures that its staff members are able to balance work 

and family life, by providing opportunities for flexible working 

hours and telework. Parents of small children on partial child-care 

leave and ageing employees on part-time pension may work parttime 

and this option is also open to other employees, if their circumstances 

so require. Our employees’ long holidays also facilitate 

the balancing of work and family life. 

Finavia encourages women and men to use family leaves on an 

equal basis. According to the latest equality survey, women make 

more use of family leaves than men even though the proportion 

has decreased slightly from recent years and now stands at 89 per 

cent. In maternity, paternity and parental leaves, the proportion of 

women increased to 59 per cent. 

In the 2016 personnel survey, Finavia staff members were asked 

to give the views on how their needs concerning the reconciliation 

of work and leisure time are taken into account in the company. 

Gender distribution at Finavia has remained 

fairly balanced for many years. In 2016, a total 

of 74 per cent of the staff members were 

men and 26 per cent women. 



Women gave Finavia better marks than men. The average rating 

given by women was 3.14 (on a scale of 1–4), while the average for 

men was 2.95. The Finavia average was 3.00. Staff members will 

be asked about their experiences in this area in future personnel 

surveys. 

Support for ageing workers 

The average age of Finavia staff members is fairly high (44 years). 

Most of the employees are in the age group 45–49 years (17.1 per 

cent). They are followed by the age group 45–50 years (15.9 per 

cent) and 30–34 years (15.4 per cent). 

In its age programme, Finavia lists tools for helping employees 

close to retirement to cope with their work. Senior discussions are 

conducted with each staff member about five years before retirement 

as part of the personal development review. At the same 

time, the “best working years” group coaching piloted in 2016 provides 

ageing employees with personal tools for coping with their 

work. 

Inappropriate treatment is dealt with 

A staff member experiencing discrimination or inappropriate 

treatment should act in accordance with Finavia’s guidelines. The 

employee in question must take up the issue with their supervisors 

or the HR unit and explain how the situation arose. The 

employee can also turn to their occupation safety delegate or the 

local union representative. 

The employer must examine the situation and prepare any 

corrective measures, agree on them with the parties involved and 

monitor the implementation of the measures. Experiences of the 

staff members are also monitored in the annual personnel survey 

in which employees are asked whether they have experienced any 

harassment during the preceding year, and whether their requests 

for action have been ignored. The guidelines for dealing with inappropriate 

treatment are specified at the meetings in which the survey 

results are discussed. 

In Finland, women’s average 

earnings are 

83 

per cent of the pay 

received by men 

– at Finavia the figure is 

88 

per cent. 



Well-being at work 

In 2016, the focus areas of Finavia’s well-being at work 

included the ability of shift workers and ageing employees 

to manage their work. We also invested in effectively utilising 

the results of the personnel survey and the development of a 

participative operating culture. 

The PeoplePower index, which 

describes job satisfaction, rose 

several points, to 65.7 (61.4). 

Developing well-being at work and extending working careers 

are ongoing goals for us. In 2016, our well-being at work projects 

focused on easing the burden on shift workers and supporting 

ageing employees. We also want to improve the analysis and 

impact of the of the personnel survey results. Working together 

and engaging all Finavia employees is a thread that runs through all 

our development actions. 

Work satisfaction clearly improved 

There was a clear improvement in the overall result of the personnel 

survey published at the beginning of 2016, when compared to 

the previous personnel survey carried out in 2014. The result for 

each individual question remained at least at the same level or 

improved compared to the previous survey. The most positive 

changes occurred in respect to employer branding and the company’s 

management culture. 

We scored significantly better in the PeoplePower index, which 

describes job satisfaction. In 2016, the PeoplePower index was 

65.7, where as in the 2014 survey it was 61.4. Finavia’s overall result 

is now on a par with the average for Finnish companies. 

Finavia’s clear strengths are matters related to work motivation, 

cooperation between units and the support given to well-being at 

work. Development expectations are most clearly targeted in the 

bureaucracy of operations, decision-making, flow of information 

and the participation of personnel. 

Working together towards a better operating culture 

Finavia’s management defined the development targets for the 

company as a whole, on the basis of the results of the personnel 

survey. These were improving communication and participation, 

as well as developing both management and operating culture. 

One concrete action was that members of the executive group 

took part in the meetings in selected units where the results of 

the personnel survey were analysed. The aim was to speak openly 

about the unit’s challenges and strengths, and to find out the the 

personnel’s views on what actions would help improve team spirit 

and increase employees’ faith in senior management. In addition, 

the executive group took part in the operational work of the company 

for a day, to learn about everyday work in different units. 

It was decided that by introducing a new and transparent initiative 

system, the possibility for personnel to raise their own development 

ideas and suggestions would be improved. In units where 

bureaucracy was felt as impeding operations, suggestions for reducing 

the amount of bureaucracy were collected separately. 

Support for coping at work and healthy lifestyles 

In 2016, we concluded the “Coping with shift work” project, which 

aimed to find ways of reducing the burden of shift work, particularly 

in Finavia’s network airports and terminals. In the project, 

work rotas were analysed and the workload was assessed at pilot 

airports. In addition, we carried out a survey on shift work at all the 

pilot airports, which helped to identify the main characteristics of 

burdensome work. These include the timing and duration of the 

work, the distribution of tasks during the working day, the ratio of 

shifts to days off, and the working capacity of employees as well as 

their preference. 

On the basis of the results of the survey, workload is affected simultaneously 

by various factors, so we did not feel it was useful to 

make one sole recommendation for reducing workloads. Instead, 

we decided that in future, the necessary priorities and measures 

will be defined in each unit according to the situation, for example 

in planning shifts. 

We held the “Best Working Years” group coaching event for the 

second time, which was originally planned together with experts 

from the Finnish Institute of Occupational Health to support ageing 

employees in coping with their work. Participants gave positive 

feedback on the training. Results will continue to be monitored in 

2017, when we will investigate how well the things that were learned 

in the training have become part of employees’ everyday work. 

Finavia employs several occupational groups that have high fitness 

and health requirements. We aim to support these groups in 

continually maintaining their working capacity with different measures 

and, for example, by offering particular risk groups one-toone 

training. In 2016, we offered for the first time a training event 

that focused solely on a healthy lifestyle for people who had had 

challenges in coping with work. 



Reductions in length of absences due to illness 

We systematically strive to reduce absences due to illness. We 

pay particular attention to identifying risks that lead to decreased 

working capacity, and we aim to actively support employees in 

maintaining their capacity for work. 

In 2016, the absence due to illness percentage (3.49) remained 

at pretty much the same level as the previous year (3.4). Thus, the 

absence percentage was slightly lower than Finavia’s goal of 4 per 

cent and the average for the service sector of 4.3 per cent (2015). 

The number of absences due to illness decreased slightly: from 

17,479 days to 17,181 days, i.e. by around 2 per cent. The number 

of days of absence per person remained at the same level as the 

year before (11.5 days). On the other hand, the number of short absences, 

of one to three days, increased. The majority of absences 

due to illness (29 per cent) were due to musculoskeletal disorders. 

These MSD absences have, however, decreased from the year before 

(34 per cent). 

Medium-term (4–30 day) absences were shorter in 2016 than in 

2015. There were more medium-term absences than the previous 

year, but they resulted in less days of absence. In our view, the reduction 

in the duration of medium-term absences due to illness is 

the result of our cooperation with occupational healthcare, as well 

as lighter workloads and replacement work models. These models 

were created by Finavia in 2015, in collaboration with staff organisations, 

in order to make returning to work after a sick leave easier, 

and to support the ability to cope at work of ageing personnel. 

Prevention is important in occupational safety 

In terms of workplace accidents, 2016 was practically the same 

as the previous year. The number of serious injuries was small, 

whereas accidents whose consequences were less serious rose a 

little compared to the previous year. 

The number of accidents compensated for by an accident insurance 

company increased to 62 (58). The figure also includes 

accidents that did not cause any absence from work. 

The frequency of accidents at work declined compared to the 

previous year. There were 6.92 accidents per million hours of work, 

whereas the corresponding figure the year before was 7.6. All accidents 

resulting in more than a three-day absence from work are 

included in the accident frequency. 

There have been no fatalities at work during 2009–2016. 

Accidents are more likely to happen in the areas of maintenance, 

repairs at the workshop and equipment maintenance. In 

terms of quantity, the most frequent accidents involve slipping or 

tripping. The most serious accidents of 2016 were also of these 

types. 

An accident in any kind of task can be serious, and for this reason 

we will continue striving to prevent the risk of accident in all 

units and tasks. In addition, we are continuously developing our 

procedures for investigating accidents, as well as our culture of reporting 

and communication. 

In 2017, we will be focusing on Finavia’s occupational safety 

management methods in particular. We are developing a new risk 

management model and revising the risk assessment tools included 

in it. In addition, we are trying to identify the risks involved in different 

tasks more precisely, in order to target management measures 

more effectively. 

Absence days and accidents 

20,000 

15,000 

10,000 

5,000 

0 

2014 2015 2016 

Amount of absences due to accidents at work 62 

Number of absence days due to illness 17,181 



Personnel 

development 

We strive to develop the service, professional and management 

competencies of Finavia personnel in variety of ways. 

We also encourage internal job rotation. In 2016, we offered 

our personnel the chance to take part in an internal staff 

exchange scheme and introduced a pioneering online game 

aimed at improving supervisory skills. 

Finavia must keep its airports up to date and this requires continuous 

efforts. This means that our staff members must have strong 

professional competence, excellent customer-service skills and a 

positive attitude towards professional development. 

As an employer, we provide extensive opportunities for training 

and encourage all our employees to make use of internal job rotation 

and other opportunities. In 2016, job rotation was more popular 

than in previous years. 

Staff exchange and getting to know the Chinese 

culture 

We have promised to make travelling as easy as possible. We are 

continuously improving the service competence of Finavia staff 

members, so that they can provide a seamless and comprehensive 

service experience in all areas of our operations. 

Read more about staff exchange 

in the News Room! 

In 2016, we started internal employee exchanges, the purpose 

of which is to allow staff members at different airports to share experiences 

and competencies, and to help them appreciate each 

other’s work. Each of the week-long exchanges was intended for 

20 persons and they were very popular. Members of Finavia’s Executive 

Group also took part in the exchanges in different units for 

one day. 

Five of the employees taking part in the exchange were provided 

with the opportunity to visit Beijing Capital International Airport 

(our sister airport), where they had a chance to learn more about 

Chinese culture and the service expectations of Chinese flight 

passengers. The lessons learned from the staff exchange with 

China will be shared with all Finavia’s units in Finland during 2017. 

The emphasis in the service training was on Chinese culture. 

We provided training in the subject for customer-service personnel, 

members of the Executive Group and participants of the exchange 

programme leaving for China. 

Better supervisory skills through online games 

The improvement of supervisory and management skills is a continuous 

priority at Finavia. The University of Lapland has developed 

the Playgain online game, which simulates the impact of 

well-being at work on business performance. In 2016, we introduced 

this game as a pilot project. The purpose of the game is 

to improve the supervisors’ ability to apply good management 

practices and to increase the productivity and competitiveness 

of their teams. During the year-long project, which was started in 

the autumn, staff members in supervisory positions can play the 

game independently and with their teams. 

About 

70 per cent 

of Finavia employees attend regular, 

compulsory training sessions due to the 

special requirements of the industry. 

The specialist qualification in management (JET) offered by 

Finavia continued in 2016. The contents of the training support 

Finavia’s development as a service provider. We also provided our 

personnel with training for the specialist qualification in technology 

(TEAT) and for the new qualification of Heavy Machinery Mechanic. 

We also began cooperation with the Haaga-Helia University of Applied 

Sciences and the Lapland University of Applied Sciences. The 

purpose of these is to provide on-the-job training places for tourist 

sector students and to train them into customer service experts. 

Extensive opportunities for self-initiated training 

About 70 per cent of Finavia employees attend regular, compulsory 

training sessions due to the special requirements of the 

industry. On average, Finavia employees participated in 4.4 days 

of training (4) per person. In fact, the actual training participation 

levels are higher, as Finavia provides many employees with training 

alongside work. In addition to training arranged by the employer, all 

Finavia employees have the opportunity to use 10 days a year for 

studying, with pay, if the training supports and contributes to the 

person’s development at work. These training days are recorded as 

paid leave, and not training. 

Personal development reviews are held once a year. The number 

of personal development reviews has remained the same in 

recent years. Our entire personnel takes part in development reviews. 



Environmental responsibility is an 

essential part of our daily work 

Environmental responsibility is an essential part 

of our daily work 

Environmental management, objectives and achievements 42 

Environmental impacts 44 

Environmental permits 46 

Environment-related feedback 47 

Environmental investments 49 

Aircraft noise control 50 

Use of runways 53 

Emissions into water and soil 56 

Air quality 59 

Energy and water consumption and emissions 60 

Waste 63 



Environmental 

management, 

objectives and 

achievements 

Our environmental work is based on legislation, international 

regulations and on taking the expectations of stakeholders 

into account. The ownership policy of the Finnish Government, 

which requires due diligence and detailed reporting, is 

also a major consideration in our environmental responsibility. 

In our work, we always take into account the requirements 

of air traffic safety. 

On an annual basis, we are guided by the provisions contained in 

environmental permits and the targets laid out in accordance 

with our environmental system. In April 2016, Finavia approved 

updates to its environmental management system, which is based 

on the ISO 14001 standard. In accordance with the system, Finavia 

has prepared an action programme, which covers eight different 

environmental sectors. Based on the action programmes, Finavia 

adopted its environmental targets for 2017 in October 2016. 

The Group’s Technology and Environment Service and the 

director responsible for sustainable development coordinate 

Finavia’s environmental work. Our aim is to constantly mitigate 

the environmental impacts of our operations as well as to develop 

stakeholder cooperation and communication related to environmental 

matters. 

The main areas of responsibility of Finavia’s 

Environmental Unit are 

• The sustainable development of operations. 

• Environmental permits and reporting to public authorities. 

• Investigations and operating plans required by environmental 

legislation and permits. 

• Looking after Finavia’s interests in order to secure the 

operational prerequisites of airports. 

Examples of continuous themes of 

environmental responsibility 

• Developing noise control at Helsinki Airport. 

• Development of waterways protection at the airports. 

• Investigation and reconditioning tasks related to contaminated 

soil. 

• Supporting air navigation in matters related to the environmental 

efficiency of Finnish airspace. 

• Development of environmental reporting and environmental 

communication. 

Success stories of our environment work 

Direct flight 

routes and free 

routing 

Continuous 

descent 

approaches 

Key achievements in 2016 

• Water monitoring at network airports was reorganised, so that 

the task was assigned to a smaller number of service providers. 

This means that the monitoring results can now be quickly 

transferred to a geographic information database and their 

analysis can be improved. 

• The aircraft noise control plan at Helsinki Airport was updated, 

in accordance with current practices. The report is available on 

the Internet and a printed version has also been produced. 

• The fuel distribution outlets for Finavia’s own equipment in 

Turku, Oulu and Kajaani were modernised to meet current 

requirements. 

• The environmental management system manual, prepared 

in accordance with ISO 14001 standard, was finalised and 

approved for use. 

• The carbon neutrality plan for Finavia’s activities at Helsinki 

Airport was finalised. The document will serve as a basis when 

decisions on targets and measures for the next few years are 

made. 

• A company-internal plan for the development of water pollution 

control at Helsinki Airport was finalised. The timetables 

of and resources for measures over the next few years will be 

determined on the basis of the plan. 

Reduction of the area 

affected by aircraft 

noise from the 1990s 

Control of aquatic 

emissions 



The main development projects 

and environmental targets for 

2017 are as follows 

We updated our environmental 

management system 

in accordance with 

the ISO 14001 standard. 

Development of water pollution control at 


• Design, construction and commissioning of the Kylmäoja ditch 

arrangements and the first biofiltration area. 

• The plan for more effective use of the embanked basins close 

to runway 3. 

• A report on more effective recovery of propylene glycol. 

• Widening the brook Kirkonkylänoja, so that it can better cope 

with floods 

Development of aircraft noise control at 


• Report on the noise reduction potential of take-off and approach 

methods at different runways 

Preparing an environmental responsibility 

concept for Helsinki Airport and using it at 


• Corporate responsibility report and development plan for 

commercial services. 

Developing de-icing and water pollution 

control as part of it at network airports 

• Implementing the new pavement maintenance instructions for 

de-icing and chemicals storage areas at all airports. 

• Plan for the technical management of glycol emissions at Oulu 

Airport. 

Surveying the level of contamination of 

fire drill areas at airports and the required 

reconditioning measures 

• Participation in the environmental administration’s PFARA project, 

in which PFAS compounds are examined, and monitoring 

of the compounds at Helsinki and Tampere-Pirkkala Airports. 

Improving energy efficiency and reducing 

atmospheric emissions 

• Helsinki Airport will receive ACI/ACA Level 3+ certification 

during the year and the following measures will be introduced 

as part of the certification: 

• Apron buses will be converted to using renewable diesel oil. 

• A solar energy production unit will be put into use. 

Developing Finavia’s environmental responsibility 

communications and communications 

with residents living in areas adjacent to 

Helsinki-Vantaa airport 

• Presenting Finavia’s environmental responsibility work to at 

least ten non-official stakeholder groups during the year. 

• Two new environmental responsibility videos will be produced. 

Environmental responsibility criteria for 

Finavia’s purchases 

• Environmental responsibility criteria for information technology 

purchases will be prepared. Their first application will be the 

purchases of the video walls and displays for Helsinki Airport. The 

criteria will also be extended to cover the IM service providers. 



Environmental impacts 

The most significant environmental impacts of airports and 

air traffic result from de-icing treatments for runways, anti-icing 

and de-icing operations for aircraft, and flight operations. 

We are actively working to minimise 

the environmental impacts of 

our own operations. We are 

also partially responsible for the 

environmental impacts of our 

partners operating at the same 

airport areas. 

Action causing 

environmental impact Operation Substances deployed Environmental impact 

De-icing treatment of runways Mechanical methods - 

- 

primarily used for 

de-icing treatment: 

sweeping and ploughing 

Responsibility 

for the action 

Finavia 

We bear the responsibility for the environmental impacts of our 

operations. As a keeper of airports, we are also partly responsible 

for the environmental impacts of our partners operating at the airport 

areas. 

The main environmental aspects of Finavia’s own operations 

are air traffic and its control (noise, emissions, energy consumption), 

winter maintenance of airfield areas (aquatic and soil emissions), 

waste management (including soil masses created in 

construction work), the maintenance of the built infrastructure 

(energy consumption, emissions) and the de-icing and anti-icing 

treatments of airplanes conducted by ground handling companies 

(aquatic and soil emissions). 

The picture and table provide information on airport-related 

activities and their environmental impacts. Finavia is responsible 

for part of these activities. 

Anti-icing and de-icing 

treatments of aircraft for 

ensuring their manoeuvrability 

and performance 

Aviation by airlines, private 

planes, the authorities and the 

Finnish Defence Forces 

Maintenance of airport premises 

Chemical de-icing agents 

are utilised for removing 

frost and ice from the 

runway surface and for 

proactive skid prevention 

Spraying anti-icing and 

de-icing agents on the 

aircraft 

Aviation, taxiing, test 

operation for maintenance 

purposes 

Heating, waste water 

management and waste 

management 

Sodium acetate, potassium 

acetate, sodium 

formate and potassium 

formate in granular and 

liquid form 

Propylene glycol 

Consume oxygen in 

waterways, but only 

have a minimal negative 

impact on the environment 

Not classified as hazardous, 

but upon disintegration, 

it consumes oxygen 

and emits an odour 

- Noise, atmospheric 

emissions 

- Direct or indirect 

atmospheric emissions 

Finavia 

Ground forwarding 

agents (operations), 

Finavia (management of 

run-off water) 

Aviation operators 

(equipment), municipalities 

(land use planning), 

Finavia (flight methods, 

actions by air traffic 

control) 

Finavia 



The picture below provide information on airport-related activities and their environmental impacts. Finavia is responsible for part of these activities. 

3. 

5. 

19. 

1. 

2. 

17. 18. 

Airport infrastructure and ground traffic 

1. Road connection to the airport 

2. Parking and public ground transport 

3. Passenger terminal 

4. Air traffic control tower 

(air navigation services) 

5. Airport office building 

6. Airport maintenance equipment hall 

7. Aircraft hangar 

8. Runway and taxiways 

4. 

Aircraft anti-icing and run-off waters 

9. Aircraft anti-icing and de-icing 

10. Tanks for anti-icing and de-icing agents 

(propylene glycol) 

11. Apron level and drainage of water from it 

De-icing treatment of runways and run-off waters 

12. Maintenance equipment and anti-skid treatment 

13. Tanks for de-icing agents (formates, acetates) 

Aircraft fuel supply 

14. Refuelling of airplanes 

15. Aviation fuel storage 

Maintenance equipment and public utilities 

16. Fuel supply for mainenance equipment 

17. Muncipal solid waste 

18. Hazardous waste 

19. Public utilities for premises (water and heating) 

Movement of airplanes 

20. Maintenance test use of airplanes 

21. Take-offs, landing and taxing of airplanes 

(noise and emissions) 

6. 

7. 

9. 

10. 

12. 

13. 

15. 

16. 

14. 

20. 

11. 

21. 

8. 



Environmental permits 

Proper management of environmental matters is a prerequisite 

for the existence of airports. It provides the airports with 

the necessary acceptance in society at large. 

The environmental permit contains the provisions on the operations 

of the airport and its environmental impacts. The need to 

review the provisions is assessed after 7-10 years. Airport operations 

are also governed by many international and national aviation 

regulations. 

17 of Finavia’s airports have an environmental permit compliant 

with the Environmental Protection Act that entered into force in 

2000. A small number of airports will not need an environmental 

permit, unless the scope of their operations substantially change. 

In 2016, new permits were granted to the Vaasa and Kuusamo Airports. 

Furthermore, in February the Vaasa Administrative Court 

issued a decision on the noise amendment case concerning 

Jyväskylä Airport, and the Supreme Administrative Court issued a 

decision on the environmental permit of Turku Airport in December. 

At the end of 2016, the permit applications for Kokkola-Pietarsaari 

and Kajaani Airports, and the applications to inspect the 

permit provisions for Utti and Mariehamn Airports were being processed 

by the permit authorities. 

Preparation of reports and plans will continue after 

the environmental permit has been granted 

The provisions of the environmental permits contain numerous 

reporting and planning obligations concerning such issues as 

water pollution and noise control. The report on the collection of 

glycol-containing waters at Rovaniemi Airport is still pending in 

the Regional State Administrative Agency for Northern Finland. 

Finavia supplemented its report in summer 2016 by supplying 

information on a test carried out at the airport during the winter, in 

which the suitability of a suction vehicle for collecting glycol-containing 

waters at apron level was tested in northern conditions. 

In June, the Regional State Administrative Agency for Southern 

Finland issued its decision on the report, discussing the need 

to recondition the brook Kylmäoja close to Helsinki Airport. The 

appeal regarding the report is still pending at the Vaasa Administrative 

Court. Finavia submitted a response concerning the other 

outlet streams at Helsinki Airport and a storm water report covering 

the entire airport area to the Regional State Administrative 

Agency for Southern Finland. 

Reports on the management of glycol-containing waters will be 

prepared for Joensuu and Turku Airports during 2017. A report on 

a more effective collection of glycol will be prepared for Helsinki 

Airport. Furthermore, the report, initiated in 2016, on the treatment 

capacity of the embanked basins close to runway 3 at Helsinki 

Airport will continue. Noise control plans will be prepared for 

the following airports: Kittilä, Ivalo, Kemi, Turku, Vaasa, Pori, Tampere-Pirkkala 

and Kuusamo. Noise reports will be produced on 

Helsinki, Savonlinna and Joensuu Airports, while at Jyväskylä Airport, 

noise measurements will be carried out in cooperation with 

the Finnish Air Force. At Helsinki Airport, the noise measurements 

will be carried out in the new airport run-up area. 

The permit process concerning night-time traffic 

restrictions at Helsinki Airport is continuing 

In 2015, the Finnish Transport Safety Agency Trafi, issued a decision 

whereby it did not impose any restrictions on night-time traffic 

at Helsinki Airport, as the noise control target will be fulfilled 

without any night-time restrictions if flight operations develop as 

predicted. An appeal against the decision was lodged with the Helsinki 

Administrative Court, which, in its decision issued in December 

2016, rejected all appeals. This decision has been appealed 

against to the Supreme Administrative Court. Under the permit, 

which took effect in 2015, Finavia will continue its existing noise 

control measures and an updated noise control plan was finalised 

in February 2017. 

In 2016, new permits 

were issued for Vaasa and 

Kuusamo Airports. 



Environment-related 

feedback 

Aircraft noise affects the neighbours of our airports in particular. 

It is subsequently not surprising that most of the environmental 

feedback we receive is noise-related. 

Types of environmental feedback in the vicinity of Helsinki Airport 

Types of environmental feedback 

Noise 

Air quality 

Water 

Other 

In 2016, we were contacted a total of 329 (400) times regarding 

environmental matters at Helsinki Airport. One-third of these 

were recurring. Contacts totalled 191 (267).Noise was the subject 

of 88 (93) per cent of the feedback. In exceptional circumstances, 

for example, when we are using low visibility procedures, 

many of the contacts are made in order to find out the reasons for 

the changes observed. Other feedback concerned atmospheric 

emissions, water and soil issues, and permit matters. The number 

of environment-related contacts for all airports was 412 (487). 

We respond to all environment-related contacts and report 

the amount of feedback annually and for the Helsinki Airport also 

quarterly to the environmental authorities. The quarterly reports 

are available on Finavia’s website. 

The updating of the environmental feedback system continued 

during 2016 and the new system will be introduced in March 2017. 



Environment-related contacts by municipality 

in 2016, Helsinki Airport 

Different 

persons 

Total 

contacts 

Espoo 36 46 

Helsinki 57 94 

Järvenpää 2 9 

Kauniainen 1 2 

Kerava 9 34 

Nurmijärvi 0 0 

Sipoo 2 12 

Tuusula 3 3 

Vantaa 46 79 

Others 35 50 

Total 191 329 

Environment-related contacts in 2016, all airports 

Different 

persons 

Total 

contacts 

Helsinki-Vantaa 191 329 

Helsinki-Malmi 24 41 

Turku 11 16 

Tampere-Pirkkala 8 11 

Utti 1 6 

Kuopio 3 4 

Joensuu 2 2 

Kokkola-Pietarsaari 1 1 

Oulu 1 1 

Rovaniemi 1 1 

Total 243 412 

Environment-related contacts by year at Helsinki Airport 

1,200 

1,000 

800 

600 

400 

200 

0 

2009 2010 2011 2012 2013 2014 2015 2016 

Others 

Noise 



Environmental 

investments 

Our most significant environmental investments during 2016 

concerned improvements in the de-icing infrastructure at 

Helsinki Airport and the control of noise arising from aircraft 

run-ups. 

In 2016, Finavia’s environmental investments totalled about EUR 

14.1 million (0.9). The most significant environmental investments 

of airplanes were directed to reducing the load on the aquatic 

environment from the de-icing and anti-icing treatments at Helsinki 

Airport airplanes. 

As part of the Helsinki Airport development programme, we 

will construct foundation structures in aircraft ramps for soil protection 

purposes. The construction of extensive protective structures 

is a challenging operation in an airport environment, as it is 

subject to strict load-bearing requirements. The work began in 

2016 and will be completed in 2020. We completed two renewed 

aircraft stands, as well as drains and pumps for ethylene glycol. 

These environmental investments amounted to EUR 1.8 million. 

As part of the Helsinki Airport development programme, a new 

area for test running aircraft engines during maintenance was also 

built. The new test operation site will be a technical structure fitted 

with noise abatement and flow guide walls, and these protective 

elements will reduce the space required. Its walls are up to 18.5 

metres high and will efficiently reduce the volume of test operation 

noise carried outside the airport area. 

The most important environmental 

investments were concerned with the 

reduction of the harm done to the aquatic 

environment as a result of de-icing and 

anti-icing of airplanes at Helsinki Airport. 

Main environmental investments in 2016 

• Renovation of the western section of the older de-icing area R6 

at Helsinki Airport, EUR 4.9 million 

• New glycol suction vehicles for Helsinki Airport, 


• Management of run-off water flows and loading generated by 

Helsinki Airport in the Veromiehenkylänpuro brook, 


• Separate sewers for aircraft ramps at Rovaniemi Airport, 


• Renovation of refuelling stations: Oulu, Kajaani and Turku, 


• The de-icing stations to be built in conjunction with the development 

project and management of glycol-containing waters, 

as well as the maintenance test use station, EUR 6.3 million 

In 2016, Finavia invested about EUR 

14.1 

million (0.9) in environmental 

protection. 

Read more about the new run-up 

area in the News Room! 



Aircraft noise control 

Read more about the noise 

control plan in the News Room! 

We are mitigating aircraft noise, among other things, by developing 

the use of runways and flight routes, as well as take-off 

and landing methods. 

Noise measurement stations at Helsinki Airport 

9 

Examples of noise control measures in 2016 

• About 500 aircraft engine test runs are annually performed 

at Helsinki-Vantaa. The new run-up area was completed in 

autumn 2016 and, following tests, it became operational in December. 

The new run-up area will facilitate the control of noise 

arising from aircraft run-ups. 

• The Finnish Border Guard, which will move its helicopters from 

Malmi to Helsinki Airport at the beginning of the year 2017, 

prepared a noise control plan and carried out noise control 

measurements, in cooperation with Finavia. 

• The aircraft noise control plan at Helsinki Airport was updated 

in accordance with current practices. The report is available on 

the Internet and a printed version has also been produced. 

• A new take-off method optimised for new airliners and planned 

with capacity increases in mind was designed for Helsinki 

Airport runway 1 (22L). After its introduction, the noise benefits 

arising from the method were analysed with measurements. 

4 

7 

5 

10 

1 

6 

2 

3 

Noise measurement stations at Helsinki Airport 

1. Korso 

6. Kerava 

2. Tikkurila 

7. Kivistö 

3. Martinlaakso 

8. Laaksolahti 

4. Kalajärvi 

9. Maaniittu 

5. Palojoki 

10. Koekäyttöpaikka 

8 



Continuous descent is used in 70 per cent of all 

approaches 

In continuous descents, the aircraft approaches the runway without 

the horizontal flight phase which would require flying at an altitude 

of a few hundred metres using high engine power. In these 

descents, noise is controlled by opening the flaps and landing gear 

as late as possible, and by steadily adjusting the speed. 

In 2016, a total of 70 per cent of planes landing at Helsinki Airport 

used the continuous descent approach (68). Even though Finavia 

is approaching the target values laid out in its environmental permit, 

they have not yet been achieved. There has nonetheless been 

an upwards trend, due to cooperation with air traffic control and 

airlines. At other airports, there is more scope for using the method 

as their airspace has less traffic. 

Other factors in the development of air-traffic noise 

Finavia’s noise control measures in a nutshell 

We are reducing air-traffic noise in a variety of different ways. Our goal 

is as little air-traffic noise as possible and as few inhabitants as possible 

in the area. The safety and fluidity of air traffic are always the priority. 

FINAVIA’S OPERATION 

HOW RUNWAYS ARE USED 

Principal runway for take-offs 

and landings 

OPTIMISATION OF FLIGHT PATHS 

Take-off paths to avoid residential 

areas as much as possible 

Active use of noise-abating 

flight methods 

QUIETER AIROPLAES 

THROUGH ENGINE 

TECHNOLOGY INNOVATIONS 

Development of aviation technology 

and the growth in aircraft size 

VECTORING OF LANDING ON 

RUNWAY 15 

Landing planes are directed 

past the centre of Nurmijärvi. 

CONTINUOUS DESCENT 

OPERATIONS (CDO) 

Continuous descent approaches (CDA) 

USING THE LOW POWER 

optimising configuration 

LAND USE PLANNING 

Cooperation with planning 

authorities to take into account 

air-traffic noise areas 

NOISE LIMITS ON THE 

TAKE-OFF PATHS 

Some flight paths limited to 

low-noise aircraft 



Development of aircraft noise area (L den 

55 dB) at Helsinki Airport 

(1990 versus 2015) Aircraft noise area (L den 

55 dB) at Helsinki Airport 2015 

The number of people living 

within the aircraft noise area 

has decreased by one-third 

over the past two decades. 

Population, Census 2013 

Persons/100x100 

Population, Census 2013 

Persons/100x100 

The noise area at Helsinki Airport has decreased by 

two-thirds in the long term 

There are ten measurement stations in the noise monitoring system 

(ANOMS) at Helsinki Airport. Finavia uses the system for monitoring 

the noise situation and for producing reports. The WebTrak 

service publicly displays data collected by ANOMS online. The 

measurement results of different measurement points can be 

viewed in real-time for different aircraft routes during a chosen 

period. 

Over a long period, the noise area has reduced to one-third thanks 

to developments in aircraft technology and air traffic control methods. 

In 1990, a total of 97,000 people lived in the aircraft noise area. 

In 2015, the number was 19,000. The shape of the aircraft noise area 

and the number of people living in it vary every year due to wind conditions 

and runway renovation operations. The closure of runway 1 

for the duration of renovation work was the most important factor 

affecting the shape of the nose area in 2015. The extensive development 

programme at Helsinki Airport will not affect the use of runways 

and will thus not change the spread of aircraft noise. 

Finland uses, in line with the EU Noise Directive, an indicator 

called L den 

to describe aircraft noise in the daytime, evening and 

night. The indicator describes the annual weighted average noise 

energy recorded over a 24-hour period, where aircraft noise readings 

taken in the evening (7 p.m. to 10 p.m.) are increased by 5 dB, 

and aircraft noise readings taken at night (10 p.m. to 7 a.m.) are increased 

by 10 dB. The weighting is used to compensate for the differences 

between perceived noise disturbances at different times 

of the day. 



Use of runways 

Helsinki Airport has three runways, which are used as 

required by weather conditions, traffic and environmental 

considerations. Safety is always the number one priority 

when selecting the runway. 

Landing flight paths 

Taking off and landing into a headwind is the safest option for an 

aircraft. The runway to be used is chosen by applying the principle 

of primacy: in addition to the direction and speed of the wind, 

noise and the volume of traffic are taken into account. Runways 

sometimes need to be closed for repair and construction work. 

Taxiways and the intersection between runways 1 and 2 were 

repaired in summer 2016. The development programme at Helsinki 

Airport, which started in 2014, will not affect the use of the 

runways or increase noise pollution. 

Takeoff flight paths 

About 20 different runway combinations in use 

The runways for landing and take-off are always chosen, by taking 

traffic and prevailing conditions into account. The choices are interdependent. 

There are about 20 different runway combinations. 

• The primary runway for landings is runway 2 (15) from the northwest, 

from the direction of Nurmijärvi, or runway 1 (22L) from 

northeast, from the direction of Kerava. The primary runway for 

take-offs is runway 3 (22R) towards the southwest, in the direction 

of western Vantaa and Espoo. Low-noise aircraft can take 

off from runway 1 (22L) towards the south at the same time. 

During peak hours in the afternoon, airplanes also land from the 

direction of Kerava on runway 3 (22R). 

• hen the wind is blowing from the north or east, runway 3 

(04L) and runway 1 (04R) are usually used for landings, i.e. for 

approaches from the southwest, the direction of western Vantaa 

and Espoo, while runway 1 (04R), towards the northeast in 

the direction of Kerava, is used for take-offs. 



Runway usage comparison 

24-hour traffic 2009 2010 2011 2012 2013 2014 2015 2016 

04L take-offs (Runway 3 towards northeast) 0% 0% 0% 0% 0% 0% 1% 0% 

04R take-offs (Runway 1 towards northeast) 32% 31% 17% 25% 26% 27% 16% 28% 

22L take-offs (Runway 1 towards southwest) 7% 9% 7% 23% 8% 8% 7% 5% 

22R take-offs (Runway 3 towards southwest) 59% 57% 72% 49% 64% 63% 67% 62% 

15 take-offs (Runway 2 towards southeast) 2% 2% 3% 3% 2% 2% 9% 5% 

33 take-offs (Runway 2 towards northwest) 0% 0% 1% 0% 0% 0% 0% 0% 

04L landings (Runway 3 from southwest) 23% 23% 13% 15% 18% 18% 11% 20% 

04R landings (Runway 1 from southwest) 9% 8% 5% 10% 8% 10% 6% 9% 

22L landings (Runway 1 from northeast) 26% 25% 34% 39% 37% 37% 33% 44% 

22R landings (Runway 3 from northeast) 2% 2% 4% 3% 4% 4% 20% 5% 

15 landings (Runway 2 from northwest) 40% 42% 42% 33% 32% 37% 29% 22% 

33 landings (Runway 2 from southeast) 0% 0% 2% 1% 1% 0% 1% 0% 

Runway usage comparison – 24-hour traffic 

Every year, runway closure due to renovation has an impact on 

the distribution of runway usage. Taxiway repairs and repairs in 

the intersection of runways 1 and 2 during 2016 had an occasional 

impact on the use of the runways. 



Runaway use thorought the day 

Takeoffs 

Landings 

62 

63 

73 

Runway 3 

Runway 1 

0 

5 

0 

Runway 3 

Runway 1 

3 

0 

Runway 3 

Runway 1 

1 

0 

28 

Runway 2 

5 

0 

29 

Runway 2 

5 

0 

25 

Runway 2 

1 

All day 

traffic 

% 

Evening traffic 

(19–22 hrs) 

% 

Night time traffic 

(22–07 hrs) 

% 

20 

23 

23 

Runway 3 

Runway 1 

9 

26 

Runway 3 

Runway 1 

6 

42 

Runway 3 

Runway 1 

2 

22 

5 

44 

Runway 2 

0 

1 

43 

Runway 2 

1 

2 

31 

Runway 2 

0 

Choice of runway minimises noise pollution 

The aim is to handle traffic so that as few people as possible are 

living in the area affected by aircraft noise. At night-time, landings 

are primarily made using runway 2 (15) from the northwest, 

i.e. from the direction of Nurmijärvi, and take-offs using runway 3 

(22R) towards the southwest, in the direction of western Vantaa 

and Espoo. Jet plane landings on runway 2 (33) from the southeast 

and take-offs from runway 2 (15) towards the southeast are 

avoided due to the dense population in the affected areas. At 

night-time, operations towards the southeast are also prohibited, 

unless otherwise dictated by air traffic safety. Air traffic safety is 

the main reason for not always being able to choose the optimal 

runway for noise control. 

In 2016, 22 per cent of all landings and 42 per cent of night-time 

(10 p.m. to 7 a.m.) landings used the primary landing direction, i.e. 

runway 2 (15). This direction was used less frequently than in the 

previous years, which was due to wind conditions and the restricted 

use of runway 2 between January and May. A total of 62 per cent 

of all take-offs and 73 per cent of night-time take-offs used the 

primary take-off direction, i.e. runway 3 (22R). Only 5 per cent of 

take-offs were towards the southeast. 

Night-time is for sleeping 

Controlling air traffic at night 

TAKE-OFF AND 

LANDING FEES 

Fees are used to direct 

equipment use and traffic 

NIGHT-TIME USE OF 

RUNWAYS 

Principal runway for 

take-offs and landings 



Emissions into water 

and soil 

This is how we reduce aquatic and soil emissions 

The most significant impacts our airports have on the aquatic 

environment result from de-icing treatments of runways, and 

from anti-icing and de-icing treatments of aircrafts. 

Acetates and formates are among the runway de-icing agents with 

the smallest impact on the environment. They are readily biodegradable 

and contain no nitrogen. The propylene glycol used for 

de-icing and anti-icing treatments is not classified as harmful, but 

it causes an environmental load on waterways by increasing oxygen 

consumption. 

We monitor the groundwater quality at 14 airports and the surface 

water quality at 21 airports using approximately 300 monitoring 

points. We aim to minimise the environmental load caused by 

these substances on waterways and soil. 

In 2016, we concentrated on improving the management of rain 

and run-off waters at Helsinki Airport and continued our investments 

in centralised de-icing facilities. 

This is how we reduce the environmental impacts of 

de-icing treatments of runways 

• Mechanical methods, such as sweeping and ploughing, are 

the primary methods for clearing snow off runways. We also 

encourage airlines to use mechanical methods, such as pressurised 

air blowers, for removing loose snow from aircraft. 

• Acetate and formate-based agents are used to prevent skidding. 

They readily decompose and contain no nitrogen. 

• We are constructing and reconditioning de-icing and anti-icg 

stations where the used agents can be more efficiently collected. 

Overall, we invested a total of EUR 62 million in de-icing 

areas during 2010-2016. In addition to Helsinki Airport, glycol is 

collected at Tampere, Jyväskylä, Oulu and Kuopio Airports. 

• We closely monitor weather conditions in our airport maintenance 

work and develop our monitoring system. 

• We provide ground handling companies with uniform instructions. 

Actions in 2016 

• The second phase of the renovation work for the older de-icing 

area (R6) at Helsinki Airport was completed. 

• During the winter season of 2015–2016, about 93 per cent (84) 

of the approximately 1.6 million litres of glycol used at Helsinki Airport 

was recovered. The 2016 recovery rate was 45 per cent (71) in 

Tampere and 39 per cent (58) in Oulu. The recovery rates fluctuate 

yearly with the changing weather conditions. Some of the glycol 

sticks to the surface of the aircraft and cannot be recovered. 

• The survey regarding the reconditioning needs of brooks flowing 

through the Helsinki Airport area was completed in early 2016. 

The survey report includes a proposal of actions for managing 

the water volumes and water quality. The report was submitted 

to the Regional State Administrative Agency of Southern 

Finland. 

• The planning of the control and ditch arrangements for the 

storm water discharged into the Kylmäoja brook close to 

Helsinki Airport was started during the year. The plans were submitted 

to the ELY Centre for Uusimaa for approval in spring 2017. 

• Examination of the embanked basins used in the treatment of 

Helsinki Airport storm water began in autumn 2016 and the work 

will continue until the autumn 2017. 

Mechanical 

snow removal 

Close monitoring 

of weather 

conditions 

Repidly 

degrading 

anti-skid 

treatment agents 

Centralised ice 

removal locations 

Common rules 

for ground 

forwarding 

companies 

Visit the News Room to read more 

about the water management 

process at Helsinki Airport! 



• Flood storage basins were built in the headwaters of the Veromiehenkylä 

brook in spring 2016, with the purpose of balancing 

the storm water flows originating from Helsinki Airport. A water 

treatment plant installed in a container, as a means of reducing 

odours and loading, was tested in the side ditch of the brook in 

spring 2016. 

• The competitive tendering of the water monitoring in the airport 

network was completed in spring 2016 and contracts were 

concluded with two operators. Centralisation of the activities 

is hoped to result in a more effective coordination of water 

monitoring activities, as well as a more efficient assessment of 

results and official reporting. 

• We built sewers in the aircraft ramps at Rovaniemi Airport, which 

allow for the separate collection of glycol-containing waters. 

Use of de-icing agents for runways 

About one-third of the total quantity of de-icing agents for runways 

is used at Helsinki Airport. The consumption is at its highest 

during mild winter weather. The volume of traffic also affects the 

consumption volumes. The use of chemicals has varied over the 

past few years, as have the weather conditions. We aim to optimise 

consumption with the help of continuous training, uniform 

instructions and weather monitoring systems. The use of de-icing 

agents increased at Helsinki Airport during 2016, compared to the 

previous years. Because of weather conditions, the most difficult 

months in terms of de-icing operations were February, November 

and December. 

Oxygen consumption and nitrogen loading caused 

by de-icing agents for runways 

The pollution load caused by de-icing treatment agents on the 

aquatic environment has significantly decreased since the turn 

of the millennium, when the use of urea was discontinued. The 

nitrogen pollution load has almost entirely ceased, and the oxygen 

consumption load has decreased at best to one-third of what it 

was in the early 1990s. Despite the increase in the consumption of 

de-icing treatment agents, the load has remained stable since the 

turn of the millennium. We have switched to using liquid formate at 

Biological oxygen depletion and nitrogenous pollution caused by de-icing agents 

tonnes 

1,200 

1,000 

800 

600 

400 

200 

0 

2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 

Biological oxygen consumption (BOD) 

Nitrogen load t (N) 

several airports, which exerts a minimal load on the environment. 

In recent years, the load has varied due to the fluctuation in the 

use of the agents, since that depends on the weather conditions. 

Oxygen consumption load caused by aircraft 

de-icing and anti-icing agents 

At Helsinki Airport, water containing aircraft anti-icing and de-icing 

agents is collected by using suction vehicles and by leading the 

water to the waste water sewage system. The majority of chemicals 

causing oxygen consumption can be collected for treatment. 

The rain and run-off water that cannot be led to a waste water 

treatment plant is discharged into the Vantaa and Kerava rivers, via 

six ditches. Our efforts in managing the rain and run-off water have 

produced good results, for example in the Kylmäoja brook running 

on the western side of Helsinki Airport. As the quality of the water 

has improved, trout, for example, have returned to Kylmäoja. 

The quantity of oxygen-consuming substances is described by 

their chemical or biological oxygen consumption. In addition to the 

surface water coming from the airport, the humus-containing water 

in the nearby swamps affects the chemical oxygen consumption 

in the ditch waters. The loading of Kylmäoja has decreased 

considerably from the early 2000s, thanks to better management 

of glycol-containing waters and the fact that aircraft de-icing and 

anti-icing operations are now concentrated in designated areas. 

In addition to Helsinki Airport, suction vehicles are also used 

for collecting glycol-containing stormwater at Tampere-Pirkkala, 

Oulu, Kuopio and Jyväskylä Airports. 

Fire drills 

We have cooperated with environmental authorities regarding 

the deposits of perfluorinated compounds in the fire drill areas 

of our airports. Some of these compounds were commonly used 

in extinguishing foams for fuel fires until 2011, when their use was 

banned within the EU. These film-forming foams are no longer 

used in Finavia’s fire drill operations; instead, the fires are put out 

with water during the exercises. 



Quantity of 

runway de-icing 

agents 

Quantity of runway de-icing agents used at 

Finavia’s airports 2016 

Airport 

Urea 

t 

Acetate 

100% 

t 

Formiate 

100% 

t 

Betaine 

100% 

t 

Glycol 

100% 

m 3 

Enontekiö 0 0 8 0 21 

Halli 0 20 0 0 0 

Helsinki-Malmi 0 0 3 0 0 

Helsinki-Vantaa 0 0 996 0 1,979 

Ivalo 0 52 0 0 52 

Joensuu 0 0 36 0 19 

Jyväskylä 0 42 0 14 11 

Kajaani 0 0 22 0 15 

Kemi-Tornio 0 24 0 0 9 

Kittilä 0 94 0 0 98 

Kokkola- 

0 34 0 0 10 

Pietarsaari 

Kuopio 0 73 0 0 34 

Kuusamo 0 0 37 0 22 

Maarianhamina 0 12 0 0 7 

Oulu 0 0 134 0 107 

Pori 0 0 2 0 1 

Rovaniemi 3 92 0 0 77 

Savonlinna 0 0 5 0 3 

Tampere- 

0 65 0 0 32 

Pirkkala 

Turku 0 89 0 0 50 

Utti 0 0 4 0 0 

Vaasa 0 0 68 0 35 

Total 3 596 1,315 14 2,580 

Chemical and biological oxygen consumption to 

different draining ditches at Helsinki Airport 2015–2016 

t/year 

200 

150 

100 

50 

0 

Kylmäoja 

COD Cr 

BOD 7 

Biological oxygen depletion load to treatment and draining ditches at Helsinki Airport 

t/year 

3,000 

2,500 

2,000 

1,500 

1,000 

500 

0 

We monitor the 

groundwater quality at 14 

airports and the surface 

water quality at 21 airports 

using approximately 300 

monitoring points. 

Veromiehenkylänpuro 

Kirkonkylänoja 

Viinikanmetsänoja 

Mottisuonoja 

2005–06 2006–07 2007–08 2008–09 2009–10 2010–11 2011–12 2012–13 2013–14 2014–15 2015–16 

BOD 7 

loading to treatment 

BOD 7 

loading to draining ditches 



Air quality at Helsinki 

Airport 

We are continuously monitoring air quality in the airport area, as 

part of the air quality measurement programme in the Helsinki 

region. We also make our own measurements on a regular basis. 

Air quality measurement points in 2016 and the results on the map 

NO 2 

concentration 

3 month average 

Most of the total emissions in the airport area are generated by aircrafts, 

however, these emissions are rapidly diluted as emissions 

heights increase. Their impact on ground-level air quality is low. 

The impact of ground-level emission sources on regional air quality 

is higher. 

Nitrogen dioxide levels were measured for three months at 22 

measurement points between October and December 2016. The 

measurements were performed using passive samplers. A similar 

three-month measurement (at the same time and in roughly the 

same measurement points) had been carried out in 2006 and 2011. 

Air quality has improved in all measurement points, compared 

with 2011. The highest concentrations were measured outside the 

airport area in front of Terminal 2 and at the intersection of the 

road leading to the airport, where there is a large amount of vehicle 

traffic. The highest concentrations within airport boundaries were 

measured at the aircraft ramps, where there is a large amount of 

taxiing and ground handling traffic. Close to the runways, the concentrations 

were under 20 lug/m 3 . 

There has been a substantial improvement in air quality in front 

of Terminal 2 after the start of the train services, as there is now less 

bus and coach traffic in the area. Helsinki Region Environmental 

Services Authority will measure nitrogen dioxide and particles in 

the vicinity of Terminal 1 throughout the year 2017. 

The emissions are limited to the areas adjacent to 

the airport 

Finavia took part in the survey on the spread of emissions in the 

Helsinki region carried out by the Finnish Meteorological Institute. 

The spread of emissions generated by vehicle traffic, energy production 

and vessel and air traffic were presented in the survey. 

Nitrogen dioxide emissions generated by air traffic and airport 

operations have a local impact on air quality and it is mostly limited 

to the airport area and areas adjacent to it. 

Nitrogen oxide concentrations (lug/m 3 ) at the Helsinki Airport area according to passive sampler measurements carried out in 

October–December 2016. The results have been compared with the annual limit value set for nitrogen dioxide (40 lug/m 3 ). 



Energy and water 

consumption and 

emissions 

Energy efficiency work at our airports is guided by Finavia’s 

Energy and Climate Programme. Our energy consumption 

per passenger is going in the right direction. 

Among other things, airports consume energy for heating, ventilation, 

cooling, lighting and maintenance equipment. In future, we 

will increase the use of automated methods to control the systems 

on the basis of demand. In 2016, Finavia prepared a report 

on the measures that are required if Helsinki Airport is to reach a 

carbon neutrality level of 3+, as defined by the ACA programme. 

• Finavia acts in accordance with the targets based on the 

BREEAM standard in different aspects of the planning and 

implementation of the Helsinki Airport development programme. 

Areas such as energy efficiency are guided by the targets. 

The new terminal buildings are the first sites that Finavia 

will apply the BREEAM environmental certification for buildings 

to. A solar power production unit will be installed on the roof of 

the terminal and the unit will become operational in summer 

2017. 

• In 2017, Helsinki Airport will apply for certification at level 3+ 

(carbon neutral) under the ACA (Airport Carbon Accreditation) 

carbon dioxide emissions reduction programme of the Airports 

Council International. Finavia compensates for its emissions by 

acquiring emission reduction units compliant with international 

standards. 

Consumption of energy and water by 

Finavia airports 

Airport 

Electricity 

MWh 

Heating 

MWh 

Water 

m 3 

Enontekiö 446 253 302 

Halli 73 232 97 

Helsinki-Malmi 1,128 2,143 1,913 

Helsinki-Vantaa 54,067 22,711 115,145 

Ivalo 560 1,799 1,681 

Joensuu 706 1,203 1,030 

Jyväskylä 1,098 1,296 4,498 

Kajaani 525 896 1,038 

Kemi-Tornio 545 856 915 

Kittilä 1,392 1,818 3,965 

Kokkola-Pietarsaari 508 743 1,344 

Kuopio 1,639 2,084 4,099 

Kuusamo 566 832 758 

Maarianhamina 471 908 544 

Oulu 4,129 4,849 5,284 

Pori 512 1,184 1,329 

Rovaniemi 3,414 3,165 5,895 

Savonlinna 451 0* 225 

Tampere-Pirkkala 1,524 1,739 3,311 

Turku 2,319 1,041 3,879 

Utti 45 128 79 

Vaasa 1,390 2,157 2,299 

Total 77,507 52,037 159,630 

Consumption of heat, electricity, and water by 

Finavia properties in 2016 

Year 2016 Change, % 

Heating consumption 52 GWh 9.0 

Heating consumption per passenger 2.4 kWh/pax 5.5 

Electricity consumption 78 GWh 2.5 

Electricity consumption per 

3.7 kWh/pax -0.7 

passenger 

Water consumption 160,000 m 3 0.1 

Water consumption per passenger 7.6 l/pax -3.4 

Ground equipment energy 

26 GWh 8.3 

consumption 

Ground equipment energy 

consumption per passenger 

1.3 kWh/pax 8.3 

Passenger 20.8 million 3.5 

The calculations of values 

per passenger do not 

include Kauhava, Halli, 

Utti, and Malmi Airports, 

since there is no regular 

passenger traffic at these 

airports. 

* Electric heating 



• Energy-efficient LED lighting with intelligent control was 

installed in the P5 parking hall at Helsinki Airport during the parking 

hall’s expansion. 

• 32 electric vehicle charging points were installed in the P5 parking 

hall, which simultaneously became the largest of its kind in 

Finland. Charging points were also installed in Kittilä, Rovaniemi 

and Oulu. 

• As part of runway renovation, LED technology was introduced 

as runway lighting at Rovaniemi Airport. Rovaniemi is the first 

network airport in Finland to use this technology. As a result, 

energy consumption will decrease by as much as 80 per cent. 

Airport maintenance, i.e. heating, wastewater management and 

waste management cause both direct and indirect atmospheric 

emissions. As an airport operator, it is essential that we also look 

at the emissions and fuel consumption of airplanes using our airports. 

The table shows the fuel consumption and emissions of aircraft 

flying at altitudes of less than 915 metres (3,000 feet) during 

the LTO (Landing and Take Off) cycle. Airplane emissions are calculated 

according to the internationally specified LTO cycle. The 

calculation includes emissions from take-offs and landings up to 

915 metres (3,000 feet) and the associated taxiing. For a large 

passenger aircraft, this means emissions from a distance of approximately 

six kilometres from the airport during take-off, and 18 

kilometres during landing. 

In 2016, the total amount of emissions and fuel consumption 

of aircraft during the LTO cycle increased by about two per cent, 

compared to 2015. 

Aircrafts´ LTO (Landing and Take-Off) cycle emissions of aircraft by airport 

Airport 

LTO-cycle 

(number) 

CO 

[t/a] 

Enontekiö 100 1 0 0.6 0 200 50 

Halli 100 1 0.1 0 0.001 0 1 

Helsinki-Malmi 27,600 180 3.1 1.7 0.2 1,000 330 

Helsinki-Vantaa 83,900 680 70 630 50 158,200 50,600 

Ivalo 900 10 1 7.5 0.6 1,900 590 

Joensuu 2,100 10 0.2 3.5 0.3 1,100 340 

Jyväskylä 3,000 20 0.6 2.5 0.2 800 260 

Kajaani 1,200 2 0.1 2.5 0.2 800 250 

Kemi-Tornio 900 3 0.1 1.5 0.1 400 140 

Kittilä 1,400 10 1.4 11.3 0.9 2,700 880 

Kokkola-Pietarsaari 3,100 20 0.4 3 0.3 1,000 320 

Kuopio 5,400 30 1.4 7.5 0.7 2,300 700 

Kuusamo 500 3 0.3 2.4 0.2 700 210 

Maarianhamina 1,900 10 0.6 1.9 0.2 700 210 

Oulu 8,500 70 5.6 31.9 2.9 9,100 2,900 

Pori 8,100 100 2.6 1 0.1 700 210 

Rovaniemi 2,700 30 3 15.4 1.3 4,300 1,400 

Savonlinna 500 1 0.1 0.6 0.1 200 70 

Tampere-Pirkkala 9,500 80 2.5 10.1 0.9 3,100 1,000 

Turku 8,200 60 2.6 13.7 1.3 4,100 1,300 

Utti 700 16 0.3 0.03 0.003 40 14 

Vaasa 4,300 20 0.9 8.2 0.8 2,500 800 

Total 174,600 1,350 90 760 60 195,700 62,600 

HC 

[t/a] 

NOx 

[t/a] 

SOx 

[t/a] 

CO 2 

[t/a] 

Fuel 

[t/a] 

The calculations of values per passenger do not include Halli, Utti and Malmi Airports, since there is no regular passenger traffic at these airports. 



The total amount of emissions and fuel consumption of Finavia’s 

ground equipment increased by an average of 7 per cent (10), as a 

result of heavier snowfalls during the winter. Ground equipment 

includes the vehicles used for winter maintenance, apron control, 

repairs and general maintenance. The emissions are calculated on 

the basis of fuel consumption figures and vehicle details. 

Finavia’s own activities’ CO 2 

-emission 

tonnes 

40 

30 

20 

10 

0 

2010 2011 2012 2013 2014 2015 2016 

Ground equipment emissions and fuel consumption per airport 

Airport 

CO 

(t) 

HC 

(t) 

NOx 

(t) 

Particles 

(t) 

SO 2 

(t) 

CO 2 

(t) 

Fuel 

(t) 

Enontekiö 0.4 0.1 0.5 0.03 0.001 60 20 

Halli 0.3 0.1 0.6 0.03 0.001 70 20 

Helsinki-Malmi 0.2 0 0.2 0.01 0 30 10 

Helsinki-Vantaa 10 3.8 22.8 1.29 0.03 3,000 950 

Ivalo 0.6 0.3 1.7 0.09 0.002 190 60 

Joensuu 0.4 0.2 1.2 0.07 0.001 150 50 

Jyväskylä 0.8 0.3 1.8 0.1 0.002 210 70 

Kajaani 0.3 0.1 0.8 0.05 0.001 100 30 

Kemi-Tornio 0.4 0.2 1 0.05 0.001 120 40 

Kittilä 1.2 0.5 3.1 0.16 0.004 340 110 

Kokkola-Pietarsaari 0.3 0.1 0.9 0.05 0.001 100 30 

Kuopio 0.9 0.4 2.7 0.14 0.003 290 90 

Kuusamo 0.4 0.2 1.1 0.06 0.001 130 40 

Maarianhamina 0.2 0.1 0.5 0.03 0.001 70 20 

Oulu 1.1 0.5 3.5 0.19 0.004 400 130 

Pori 0.2 0.1 0.5 0.03 0.001 60 20 

Rovaniemi 1.5 0.7 4.4 0.23 0.005 490 150 

Savonlinna 0.1 0.1 0.3 0.02 0 50 10 

Tampere-Pirkkala 0.7 0.3 2.2 0.12 0.002 250 80 

Turku 1.4 0.5 2.6 0.14 0.003 290 90 

Utti 0.4 0.1 0.7 0.04 0.001 100 30 

Vaasa 0.7 0.3 1.6 0.09 0.002 190 60 

Total 20 10 50 3 0.07 6,670 2,120 

Vehicles 

Heat 

Power 



Waste 

We reduce the volume of waste generated by the airport 

operations and deliver the waste primarily for recycling. The 

Helsinki Airport development programme requires subcontractors 

to provide detailed reports, for example regarding 

the treatment of waste generated in demolition work. 

We have revised the airport waste reporting system in 2016. It 

now allows for the compilation of more detailed information of 

the places where waste is deposited, for example. The collection 

of waste-to-energy has increased at our airports. Mixed waste 

is increasingly being used in the power plants of municipalities 

and companies. For the above reasons, the proportion of mixed 

waste has decreased and the proportion of recycled waste has 

increased. 

The waste volumes generated in airport operations are shown 

in the table. The waste volumes also include waste received from 

operators in Finavia’s airport area, on the basis of contractual obligations, 

but it excludes the waste generated in the major construction 

projects implemented at the airports. 

The table shows the change, compared to 2015. Recycled 

waste includes all waste re-used as material or for energy generation. 

Contaminated soil was sent for treatment from Helsinki and 

Oulu Airports in 2016. 

Waste volumes per airport 

Recyclable 

waste 

t 

Hazardous 

waste 

t 

Mixed waste 

Airport 

t 

Enontekiö 0.1 35.9 0.1 

Halli 1.9 2.3 4.0 

Helsinki-Malmi 0.0 61.8 1.0 

Helsinki-Vantaa 0.9 2,137.8 31.8 

Ivalo 24.1 4.3 0.5 

Joensuu 0.0 16.9 0.4 

Jyväskylä 0.0 50.0 1.8 

Kajaani 7.5 22.3 3.6 

Kemi-Tornio 0.0 12.5 0.2 

Kittilä 3.6 60.7 12.0 

Kokkola-Pietarsaari 0.0 16.1 0.1 

Kuopio 0.0 64.0 0.0 

Kuusamo 3.8 24.7 0.1 

Maarianhamina 2.1 11.0 7.8 

Oulu 0.0 162.5 0.6 

Pori 6.5 16.6 13.3 

Rovaniemi 9.2 67.1 0.0 

Savonlinna 5.8 3.5 15.9 

Tampere-Pirkkala 56.0 6.9 13.8 

Turku 0.1 53.8 0.1 

Utti 0.0 3.7 7.2 

Vaasa 7.6 110.5 0.0 

Total 129 2,945 114 

The proportion of mixed 

waste has decreased and 

the proportion of recycled 

waste has increased at 

airports. 



Material efficiency targets guide the construction 

work at Helsinki Airport 

Targets have been set in the Helsinki Airport development programme 

for the utilisation of demolition and construction waste, 

and the contractors must observe these targets. We are also 

investigating the best ways to utilise the excess soil excavated in 

the construction projects carried out as part of the development 

programme. A total of some 600 tonnes of contaminated soil was 

decontaminated as part of the construction projects included in 

the development programme. 

In 2012, Finavia obtained an environmental permit for re-using 

crushed tarmac in the Helsinki Airport area. A total of some 4.500 

tonnes of crushed tarmac, that had been removed for instance 

during the resurfacing of taxiways and aprons, was re-used in 2016 

for paving of maintenance roads the safety zones at the end of 

runways. 

The turku oil spill caused only minor environmental 

damage 

The cleanup of the oil spill that occurred at Turku Airport in 

autumn 2014 was completed in summer 2015. Groundwater monitoring 

continued in 2016 and no elevated oil concentrations were 

detected in groundwater. This supports the earlier finding that 

rapid pollution control measures prevented the oil spill from causing 

any substantial damage to the environment. 

Mixed, recycled, and hazardous waste generated at 

Finavia’s airports in 2016 

Targets have been set for the 

utilisation of demolition and 

construction waste, for the Helsinki 

Airport development programme, 

and the contractors must observe 

these targets. 

Mixed, recycled, and hazardous waste generated at 

Helsinki Airport in 2016 

Assorted waste 4.0% 

Recyclable waste 92.4% 

Hazardous waste 3.6% 

Assorted waste 0.0% 

Recyclable waste 98.5% 

Hazardous waste 1.5% 



GRI 

GRI 

Principles of responsibility reporting 66 

GRI index 69 

Essential elements 77 



Principles of 

responsibility reporting 

Finavia’s corporate responsibility reporting complies with 

the core scope of application of G4 guidelines of the Global 

Reporting Initiative (GRI). Additionally, the reporting uses 

indicators specified in the Airport Operators Sector Supplement 

(AOSS). Furthermore, the Finnish Government’s 

decision-in-principle regarding the ownership policy of the 

Finnish state and its requirements for corporate responsibility 

reporting, have been taken into account in reporting. 

Coverage of reporting 

The information in the Responsibility section of this Annual Report 

covers the entire Group. However, some information only applies 

to Finavia Corporation. These cases are separately indicated. 

Reporting and key indicators cover the period of 1 January–31 

December 2016. In addition, the Annual Report includes individual 

information from January–March 2017. Such information has been 

separately indicated. 

Mitopro Oy, a specialist in corporate responsibility, has verified 

that Finavia’s 2016 Annual Report corresponds with GRI G4 guidelines, 

and confirms that reporting fulfils the core requirements of 

the guidelines. 

Financial indicators 

The financial indicators cover the operations of Finavia Group. The 

figures are based on the company’s accounts and financial statements. 

The Financial Accounting Standards (FAS) are observed in 

financial reporting. The financial indicators have been audited. 

Finavia complies, as applicable, with the Corporate Governance 

Code of Finnish listed companies approved by the Finnish 

Securities Market Association in 2015. 

Air traffic data 

The flight details are obtained from the air navigation systems. 

The airline-specific details of passengers, freight and mail are collected 

from the forwarding companies operating at the airports. 

The information is collected in the traffic database. The air traffic 

statistics are based on the traffic database data. 

Environmental information 

Traffic details, runway usage and distribution of aircraft types 

The traffic details, distribution of runway usage and aircraft type 

information are obtained from the Cognos system, in which the 

information is recorded from the Airport2020 system of airports. 

Locations of flight routes and noise information 

Finavia operates a continuous noise and route monitoring system 

(ANOMS) at Helsinki Airport, which uses the input from radars to 

record the route details and the noise measurement data from 

nine noise measurement stations to record noise details. The system 

data provides route distribution and routes for noise area calculations 

for reporting purposes. 



De-icing agents 

Airports record their de-icing activities and chemical volumes in 

their electronic maintenance journals, from which the Environmental 

Unit acquires information for reporting. For Helsinki Airport, 

Airport Maintenance reports the monthly volumes of chemicals 

used and sends them to the Environmental Unit. The Traffic 

Area Services Unit checks the correctness of information. 

The consumption of de-icing agents is presented in the Annual 

Report as 100 per cent concentration, obtained by deducting the 

50 per cent proportion of water from the quantities of liquid agents 

used. The oxygen consumption load caused by the de-icing agents 

is calculated by using the biological oxygen demand (BOD7) factor 

of each product. The exception to this is urea, where the calculation 

factor used is its theoretical oxygen demand (ThOD) due 

to the fact that its decomposition process differs from the other 

agents. The factors used are shown in the table below. 

BOD7 mg/g 

Acetate solution 300 

Granular acetate 670 

Liquid formiate 90 

Granular formiate 170 

Liquid betaine (Betafrost) 720 

Solid betaine 1,440 

Urea (ThOD) 2,100 

Of the de-icing agents, urea and betaine cause nitrogen loading. 

A factor of 0.466g/g was used to calculate the nitrogen loading of 

urea, while a factor of 0.06g/g and solid betaine 0,12g/g were used 

to calculate the nitrogen loading of liquid betaine (Betafrost). 

De-icing and anti-icing agents for aircraft 

The ground handling companies performing de-icing and anti-icing 

treatments on aircrafts keep a record of the treatments and 

the quantities of liquid used (types I and IV). Each month, the 

ground handling companies submit the daily data on liquid usage 

quantities and number of treatments to the Environmental Unit 

and to the invoicing units of those airports, where the recovery of 

glycol has been arranged. For other airports, the ground handling 

companies provide the Environmental Unit with monthly details of 

the quantities of different types of liquids used. 

In the Environmental Report, the annual usage quantities are 

presented as 100 per cent propylene glycol, obtained by deducting 

the proportion of water from the quantities used. The proportion 

of water is 20 per cent in type I liquid and 50 per cent in type 

IV liquid. 

Aircraft emissions 

Aircraft emissions are calculated using the LTO (Landing and 

Take-Off) cycle, an international standard. The emissions are calculated 

for flight altitudes below 915 metres (3,000 ft.), taking into 

account the different aircraft and engine types. The calculation 

includes emissions caused by take-off and landing up to 3,000 

feet and the associated taxiing. Each emission component has its 

own factor, obtained from the Emissions and Dispersion Modeling 

System (EDMS) database developed and maintained by the US 

aviation authority. Finavia has its own software for calculating the 

LTO cycle. 

Emissions from Finavia’s ground vehicles 

The factors for different emissions components are obtained 

from the Lipasto system maintained by VTT. The calculation is 

based on fuel consumption and takes into account the characteristics 

of different vehicles. 

Finavia’s total emissions (CO 2) 

The emissions for electricity and heating were calculated from the 

total consumption using airport-specific factors obtained from 

different sources. Heating energy is produced in different ways at 

different airports (pellets, district heating, etc.), and the factor for 

electricity varies annually with the production of electricity. The 

total emissions figure includes all Finavia’s emissions for electricity, 

heating and ground vehicles. 

Consumption of electricity, heating energy and water 

The airports read the electricity, heating energy and water metres 

each month and enter the readings into Granlund Manager. 

Finavia’s Facility Services and Energy Unit checks the correctness 

of this information. The Environmental Unit obtains this information 

from the Facility Serivces and Energy Unit for environmental 

reporting. 

The consumption figures per passenger are calculated by dividing 

the total consumption by the annual number of passengers. 

The consumption figures for Halli, Utti and Helsinki-Malmi Airports 

are deducted before this calculation, because they do not have 

any actual passenger traffic. 

Waste 

The airports obtain the information about their annual accumulation 

of waste from the annual reports and invoices of the waste 

management companies. The airports enter the data into the 

Finavia’s Environmental Information system, from where the Environmental 

Unit obtains it for environmental reporting. 

In the report, the accumulated waste quantities are divided into 

mixed waste, recyclable waste and hazardous waste. Recyclable 

waste includes separately collected biowaste, metal, glass, recycled 

paper and cardboard, lubricant waste, used tyres, WEEE, as well as 

sorted construction waste and mixed waste sent for incineration. 



Fuels 

Refuelling volumes of vehicles and fleets are monitored at airports. 

Petrol is gathered at public service stations, and the quantities 

are monitored using the receipts. Each year, the airports 

compile the data regarding fuel used by ground vehicles into the 

Finavia’s Environmental Information system, from where the 

Environmental Unit obtains it for environmental reporting. 

Feedback on environmental issues 

Feedback on environmental issues (including feedback received 

via the WebTrak service) is registered in a browser-based feedback 

system, from where it is archived in Finavia’s archiving 

system (Kronodoc) after a specific period. The number of feedback 

messages and their nature are obtained from the environmental 

feedback system for environmental reporting. 

Personnel details 

The personnel details for key indicators are obtained from different 

HR systems. The key indicators cover either the Finavia Group 

or Finavia Corporation; this is shown for each indicator. The calculation 

of key indicators is also guided by the general instructions of 

the Accounting Board regarding the calculation of the personnel 

indicators shown in the annual reports. 

Man-years refer to regular normal working hours excluding 

overtime and other hours outside normal working hours. Periods 

without pay reduce an employee’s man-year contribution. The 

years of service are calculated from the date the uninterrupted 

employment began. The age and gender distribution describes 

the number of individuals in a permanent and active employment 

relationship, divided according to age and gender in accordance 

with the average number of personnel in 2016. Personnel turnover 

describes the turnover of permanent staff, so that the departure 

turnover is the percentage of leaving employees, and the incoming 

turnover the percentage of recruited employees, in relation to 

total personnel. 

Accidents and sick leave are calculated as calendar days, so 

that a day of absence is recorded when the accident or illness 

caused an absence for the whole day. Training days are also calculated 

as whole days. 

All personnel are included in the development discussions. 

In these discussions, both parties must sign an electronic form, 

which provide the basis for calculating the number of development 

discussions had. 

Passenger satisfaction 

The information for the network’s passenger satisfaction survey 

is collected through personal interviews at the departure gate 

areas of 15 different airports. The number of interviews is proportional 

to passenger volumes, and 100–600 interviews per airport 

are conducted each year (in total, about 4,500 interviews were 

conducted in 2016). 

The results are calculated using the overall averages of the 

average scores for nine measured parameters. In 2016, the survey 

was conducted by Red Note. In 2013–2015, the survey was 

conducted by TNS Gallup. 

Customer satisfaction at Helsinki Airport is monitored through 

an international Airport Service Quality Survey measuring passenger 

satisfaction at airports. At Helsinki Airport, the information is 

collected through personal interviews at the gate areas in accordance 

with passenger structure. The interviews are conducted at 

a steady pace throughout the year, and about 4,212 passengers 

were interviewed in 2016. 

Feedback on Finavia’s corporate 

responsibility reporting can be sent to 

comms@ finavia.fi. 



GRI index 

Mitopro Oy has checked the compliance of the report with GRI G4 guidelines. 

Code Content of GRI Location in the report Notes 

Strategy and analysis 

G4-1 Review by the CEO Review by the CEO 

G4-2 Key impacts, risks and opportunities Responsibility themes and major issues 

Operating environment 

Environmental management, objectives 

and achievements 

Strategy (Finavia.fi) 

Board of Directors’ report 

Organisational profile 

G4-3 Name of the reporting organisation Finavia Corporation 

G4-4 Most important brands, products and services Finavia’s business operations (Finavia.fi) 


G4-5 Location of the organisation's headquarters Vantaa, Finland 

G4-6 Countries where the organisation operates Finavia only operates in Finland. 

G4-7 Ownership and legal form Board of Directors’ report 

Corporate Governance statement 

G4-8 Markets Finavia’s business operations (Finavia.fi) 

G4-9 Scale of the reporting organisation Key figures 

Distribution of operations 


G4-10 Number of employees by type of employment contact, by region and by 

Information on Finavia's personnel 

gender 

G4-11 Coverage of collective bargaining agreements Information on Finavia's personnel 

G4-12 Supply chain Cooperation with suppliers and partners 

G4-13 Major changes in the size, structure, ownership and supply chain during the 

reporting period 


There have not been any major changes in the size, ownership or the 

supply chain. 

G4-14 Adherence to the precautionary principle Finavia observes the precautionary principle in all its operations. In 

all its operations, Finavia takes measures to avoid or reduce environmental 

risks and adverse impacts. 




G4-15 List externally developed principles or other initiatives to which the 

organisation subscribes or which it endorses 

Memberships in aviation associations 

G4-16 Memberships of associations and advocacy organisations Memberships in aviation associations 

Identified material aspects and boundaries 

G4-17 Aspect boundaries All Group companies are included in the consolidated financial statements. 

The associated company Taxi Point Oy was disregarded due to 

its negligible impact on group equity. The information in the responsibility 

section of the Annual Report covers the entire Group. However, 

some information only applies to Finavia Corporation. These cases 

are separately indicated. 

G4-18 Defining the report content Reporting principles 

Responsibility themes and major issues 

Finavia has determined the content of the environmental responsibility 

report In accordance with the reporting principles laid out in GRI G4 

guidelines. The reporting also makes use of the key figures laid out in 

the Airport Operators Sector Supplement (AOSS). 

The responsibility report also reflects the corporate responsibility 

reporting principles for state-owned companies laid down in the 2016 

Government resolution on Finnish state ownership policy. 

G4-19 Material aspects Essential elements 

G4-20 Boundaries for material aspects within the organisation Reporting principles 

G4-21 Boundaries for material aspects outside the organisation No information has been collected from outside Finavia. 

G4-22 Restatements of information provided in previous reports There are no material restatements of information provided in 

previous reports. 

G4-23 Significant changes from previous reporting periods in the scope and aspect 

boundaries 

Stakeholder engagement 

G4-24 List of stakeholder groups engaged by the organisation Finavia’s most important stakeholders 

Stakeholder cooperation 

G4-25 Basis for identification and selection of stakeholders Stakeholder cooperation 

G4-26 Approach to stakeholder engagement Stakeholder cooperation 

G4-27 Key topics and concerns that have been raised through stakeholder 

Stakeholder cooperation 

engagement 

Report profile 

G4-28 Reporting period Reporting principles 

There are no significant changes concerning the scope of the report 

or aspect boundaries. 

G4-29 Date of most recent previous report Finavia’s previous annual report was published on 29 March 2016. 




G4-30 Reporting cycle Once per year 

G4-31 Contact details for questions regarding the report or its contents Reporting principles 

Contact details (www) 

G4-32 GRI content comparison GRI index 

G4-33 Organisation’s policy and current practice with regard to seeking external 

assurance for the report 

Governance 

Governance structure and its composition 

G4-34 Governance structure and committees Corporate Governance statement 

G4-35 Delegation of authority Managing corporate responsibility 

Board of Director’s report 


G4-36 Persons in position of responsibility Managing corporate responsibility 

G4-38 Composition of the Board of Directors Board of Directors (Finavia.fi) 


G4-39 Position of the Chair of the Board of Directors Board of Directors (Finavia.fi) 


G4-41 Avoiding conflicts of interest Board of Directors (Finavia.fi) 


The role of the Board of Directors in setting purpose, values and strategy 

G4-42 Board of Director’s role in setting purpose, values and strategy Board of Directors (Finavia.fi) 


The role of the Board of Directors in risk management 

G4-45 Board of Director's role in the identification of risks Managing corporate responsibility 

Board of Directors (Finavia.fi) 


G4-46 Reviewing the effectiveness of risk management procedures Managing corporate responsibility 



G4-47 Risk review frequency Managing corporate responsibility 



Highest governance body’s role in evaluating economic, environmental and social performance 

G4-51 Remuneration policies for the Board of Directors and senior executives Remuneration statement 

G4-52 Process for determining remuneration Remuneration statement 

The contents of the report have not been verified. 




Ethics and integrity 

G4-56 Values and business principles Strategy 

Managing corporate responsibility 


Equality and non-discrimination 

Specific standard disclosures 

Disclosures on management approach 

General Disclosures on Management Approach (DMA) 

Responsibility themes and major issues 

Managing corporate responsibility 

Procurement principles 

Financial targets and operational prerequisites 

Safety management system 

A skilled and healthy staff 

guarantee smooth operations 

Environmental management, objectives 

and achievements 

Financial responsibility 

Economic performance 

G4-EC1 Direct economic value generated and distributed Financial added value generated 

for our stakeholders 

G4-EC4 Financial assistance received from Government Financial targets and operational 

prerequisites 

Market presence 

AO1 

Total number of passengers annually, broken down by passengers on 

international and domestic flights 

Key figures 

Board of Director’s report 

Distribution of operations 

AO2 Total annual number of aircraft movements Board of Director’s report 

AO3 Total amount of cargo tonnage Finavia.fi 

Familiarisation with ethical guidelines is part of the induction of 

new employees. Managers are responsible for overseeing that the 

instructions are adhered to, and managers must themselves act in an 

exemplary manner. The operational policies, ethical principles, and 

instructions related to the operational manuals and operational policy 

decisions are stored in the company’s intranet where the company’s 

personnel can access them. 




Indirect economic impacts 

G4-EC7 

Development and impact of infrastructure investments and services 

supported 

Development of Helsinki Airport 


Charity and sponsoring 

G4-EC8 Significant indirect economic impacts, including the extent of impacts Direct and indirect financial impacts 

Procurement practices 

G4-EC9 Proportion of spending on local suppliers Procurement principles 


Materials 

G4-EN1 Materials used by weight or volume Emissions into water and soil De-icing agents and de-icing chemicals 

G4-EN2 Percentage of materials used that are recycled input materials During the winter season 2015-2016, about 93 per cent (84) of the 

approximately 1.3 million litres of glycol used at Helsinki Airport was 

recovered. The 2016 recovery rate at Tampere Airport was 45 per 

cent (71) and at Oulu Airport, 39 per cent (58). The aim is to reuse the 

glycol in anti-icing and de-icing. 

Energy 

G4-EN3 Energy consumption within the organisation Emissions and consumption of energy 

and water 

G4-EN6 Reduction of energy consumption Emissions and consumption of energy 

and water 

G4-EN7 Reductions in energy requirements of products and services Emissions and consumption of energy 

and water 

Water 

G4-EN8 Total water withdrawal Emissions and consumption of energy 

and water 

AO4 Quality of storm water Emissions into water and soil 

Biodiversity 

G4-EN11 

Each operational site owned, leased, managed in, or adjacent to, protected 

areas and areas of high biodiversity value outside protected areas 

Turku, Kajaani and Joensuu Airports are located adjacent to protected 

areas and Natura sites. Helsinki, Vaasa, Oulu and Mariehamn 

Airports are located about 200–500 metres from protected areas or 

Natura sites. 




Emissions 

G4-EN15 Direct greenhouse gas emissions (scope 1) Emissions and consumption of energy 

and water 

G4-EN16 Indirect greenhouse gas emissions (scope 2) Emissions and consumption of energy 

and water 

G4-EN17 Other indirect greenhouse gas emissions (scope 3) Emissions and consumption of energy 

and water 

G4-EN19 Reduction of greenhouse gas emissions Emissions and consumption of energy 

and water 

G4-EN21 No x 

, So x 

and other significant air emissions Emissions and consumption of energy 

and water 

Effluents and waste 

G4-EN22 Total water discharge Emissions into water and soil 

G4-EN23 Total weight of waste by type and disposal method Waste 

G4-EN24 Significant spills No spills were reported in 2016. 

AO6 Aircraft and pavement de-icing/anti-icing fluid used and treated Emissions into water and soil 

Products and services 

G4-EN27 Extent of impact mitigation of environmental impacts of products and services Emissions into water and soil 

Aircraft noise control 

Compliance 

G4-EN29 

Significant fines and non-monetary sanctions for non-compliance with 

environmental laws and regulations 

No fines or sanctions during 2016. 

Overall 

G4-EN31 Total environmental protection expenditures and investments Environmental investments 

Environmental grievance mechanisms 

G4-EN34 

Number of grievances about environmental impacts filed, addressed and Environment-related feedback 

resolved through formal grievance mechanisms 

Noise 

AO7 Number of people residing in areas affected by noise Aircraft noise control 





Labour practices and decent work 

Employment 

G4-LA1 Total number and rates of new employee hires and employee turnover Information on Finavia’s personnel 

Labour/management relations 

G4-LA4 Minimum notice periods regarding operational changes In co-determination negotiations, Finavia observes the time limits laid 

down in the law and in collective bargaining agreements. 

Occupational health and safety 

G4-LA6 Type of injury, lost days, absenteeism and work-related fatalities Well-being at work 

Training and education 

G4-LA9 

Average hours of training per year per employee by gender and by employee Personnel development 

Partially reported 

category 

G4-LA11 

Percentage of employees receiving regular performance and career 

development reviews 

Diversity and equal opportunity 

G4-LA12 Composition of governance bodies and breakdown of employees Information on Finavia’s personnel 


Equal remuneration for women and men 

G4-LA13 Equal remuneration for women and men Equality and non-discrimination 

Labour practices grievance mechanisms 

G4-LA16 

Number of grievances about labour practices filed, addressed and resolved 

through formal grievance mechanisms 

Human rights 

Non-discrimination 

At the end of 2016, Finavia’s Board of Directors had seven members 

and three of them were women. Average age of the Board members 

was 51.5 years. At the end of 2015, Finavia’s Executive Group had ten 

members, one of whom was a woman. Average age of the Executive 

Group members was 48.5 years. 

There were no grievances about labour practices filed, addressed or 

resolved through formal grievance mechanisms during 2016. 

G4-HR3 Total number of incidents of discrimination and corrective actions There was one case pending in Finnish courts during 2016, in which a 

Finavia employee demanded compensation from Finavia for alleged 

discrimination. Vantaa District Court rejected the claim on 11 March 

2016, stating that there is no evidence of gender-based discrimination. 

The employee in question has appealed against the decision to a 

Court of Appeal where the case is still pending. 




Society 

Anti-corruption 

G4-SO4 Communication and training on anti-corruption policies and procedures Corporate Governance statement Familiarisation with ethical guidelines is part of the induction of new 

employees in all business units. 

G4-SO5 Confirmed incidents of corruption and actions taken There were no incidents of corruption in 2016. 

Public policy 

G4-SO6 Total value of political contributions by country and recipient/beneficiary Charity and sponsoring Finavia has not donated money or other assets to political parties, 

politicians, or political institutions. 

Anti-competitive behaviour 

G4-SO7 

Total number of legal actions for anti-competitive behaviour, anti-trust and 

There have been no legal cases against Finavia in this area. 

monopoly practices and their outcomes 

Compliance 

G4-SO8 

Monetary value of significant fines and total number of non-monetary 

sanctions for non-compliance with laws and regulations 

Finavia did not pay any fines during 2016 and no non-monetary 

sanctions were imposed on Finavia during the year. 

Product responsibility 

Customer health and safety 

G4-PR1 Assessment of the health and safety impacts of products and services Safety at Finavia 

Safety management organisation 

Product and service labelling 

G4-PR5 Results of surveys measuring customer satisfaction Key figures 

Compliance 

G4-PR9 

Monetary value of significant fines for non-compliance with laws and 

regulations concerning the provision and use of products and services 

There were no fines or sanctions arising from non-compliance with 

laws and regulations concerning the use of products and services 

during 2016. 



Essential elements 

Aspect laid out in GRI G4 

Economic responsibility 

Economic performance 

Market presence 

Indirect economic impacts 

Purchasing practices 


Materials 

Energy 

Water 

Biodiversity 

Emissions 

Effluents and waste 

Products and services 

Compliance 

Overall 

Environmental grievance mechanisms 

Noise 


Labour practices and decent work 

Employment 

Labour/management relations 

Occupational health and safety 

Training and education 

Aspect essential for Finavia Economic responsibility 



Ability to reform efficiency and profitability 

Open stakeholder cooperation efficiency and profitability 


Environmental protection and climate issues 







Service level in accordance with customer expectations 

Ability to reform 

Environmental protection and climate 






Open stakeholder cooperation 



Safety 


Aspect laid out in GRI G4 

Diversity and equal opportunity 

Equal remuneration for women and men 

Labour practices grievance mechanisms 

Human rights 

Non-discrimination 

Society 

Anti-corruption 

Public policy 

Anti-competitive Behaviour 

Compliance 

Product responsibility 

Customer health and safety 

Product and service labelling 

Compliance 

Aspect essential for Finavia Economic responsibility 



Transparency and good governance 


















Safety

2016 Responsibility report

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