Principles of responsibility and finances

Owners and government

CSC is a non-profit limited liability company with a special task owned by the Finnish Government (70%) and Finnish higher education institutions (30%). The company does not pay dividends or other gratuitous compensation. In public procurements, CSC acts as an in-house entity of its shareholders in compliance with Article 12 (1 and 3) of Directive 2014/24/EU of the European Parliament and of the Council. CSC may provide services to other organisations besides its owners, provided that it does not exceed the permitted limit for external sales as specified in procurement legislation.

CSC is a non-profit limited liability company with a special task owned by the Finnish Government and Finnish higher education institutions.

The owners of CSC (70% state, 30% Finnish higher education institutions) have organized their own cooperation by drawing up a shareholder agreement and forming a joint advisory council. The council members are elected to serve for two years at a time. The state appoints five councilors and the higher education institutions a total of five councilors. Acting on behalf of the state, the Ministry of Education and Culture also appoints the chairperson. The main task of the council is to draw up an ownership strategy for the company, monitor its implementation and assess the company's overall social and financial performance. The ownership strategy drafted by the advisory council, which was formed in 2018, was published in early 2021. At the end of its term, a new advisory council was appointed at the beginning of 2021.

The Annual General Meeting, Board of Directors and Managing Director share responsibility for CSC's management and operations. Annual General Meetings are held before the end of June.

The primary norms governing CSC are the Finnish Limited Liability Companies Act (624/2006) and the State Shareholdings and Ownership Steering Act (1368/2007 and 1315/2016). CSC’s administration is also steered by the Government Resolution on State Ownership Policy (VNK/2020/48), the corporate by-laws and the principles and guidelines defined by the CSC Board of Directors. As an unlisted company, CSC also complies with the Corporate Governance 2020 code issued by the Securities Market Association.

Contact details for the Board of Directors and Management Group

In 2020, the Board of Directors consisted of seven members. The General Meeting appointed one new member, Tua Huomo, to the Board of Directors in April 2020. The Board was chaired by Mirjami Laitinen and the other members were Heikki Mannila, Jukka Mönkkönen, Jouko Paaso, Veera Sylvius and Leena Viljo. Kimmo Koski served as the Managing Director of CSC.

In 2020, CSC Management Group consisted of Kimmo Koski, Tiina Kupila-Rantala, Janne Kanner, Irina Kupiainen, Minna Lappalainen, Pekka Lehtovuori, Klaus Lindberg, Antti Mäki, Tero Tuononen, Pekka Uusitalo, Per Öster and personnel representative Tomasz Malkiewicz.

During the exceptional circumstances brought about by the pandemic, the Management Group operated in an expanded composition, which also included Teemu Kiviniemi, Damien LeCarpentier, Totti Mäkelä, Kimmo Niittuaho and Jura Tarus.

CSC Board of Directors
CSC Management Group 1 April- present

Key social responsibility themes and material aspects


Social responsibility management and operating principles

CSC's activities are guided by values that emphasize cooperation, expertise, caring and responsibility. CSC’s motto “We advance expertise as a community with assurance and integrity” forms the foundation of our corporate culture. Our ethical guidelines (Our Way of Working – CSC Code of Conduct) help us operate in line with our values. The Code of Conduct explains what is meant by good business practices and healthy engagement with stakeholders, society and the environment. These guidelines apply to all CSC personnel and members of the Board of Directors, and all topics addressed in the Code of Conduct are covered during orientation. The Code of Conduct is public and CSC also requires its partners to comply with the same principles.

We advance expertise as a community with assurance and integrity.

CSC's Board of Directors monitors the management and implementation of social responsibility as part of its rules of procedure. The Board of Directors continuously assesses the societal impact of CSC's services and the company's ability to provide added value to society in the manner referred to in the special task. The company's ability to act in accordance with the principles of sustainable development affects the Board of Directors' decision to distribute any performance-based bonuses to the company's personnel and management.

The Board confirms the annually updated risk management plan and the approved residual risks. In addition to changes in the operating environment, risks arising from the company's operations, such as risks related to the environment, are taken into account in the assessment of strategic risks. The Managing Director and Management Group are jointly responsible
for ensuring that risk management has been appropriately arranged. Responsibility management and the coordination of practical procedures are carried out through the company's routine management system.

Together with the CSC Management Group, the Managing Director is responsible for internal control, or the steering and operating processes used to ensure that we operate legally and profitably as well as for ensuring that reports on our financial position and activities are reliable and transparent. The CFO is responsible for internal auditing in cooperation with the auditor and other members of the company management.

CSC is committed to promoting sustainable development objectives that balance economic activities with ecological, social and cultural values. Implementing different areas of environmental management is a routine part of each and every employee’s daily work at CSC.

Reporting and accounting principles

The Corporate Social Responsibility Report covers all operations under CSC’s control. Comparison data for the previous year is presented in accordance with the organizational model and operations of the year in question, and earlier key indicators have not been converted to reflect later changes.

As CSC does not have a direct or indirect holding of more than 50 per cent in any of the companies it owns, no information on companies in which CSC has holdings is included in our Corporate Social Responsibility Report.

CSC is aware of the challenges posed by gathering and collating data, and seeks to develop appropriate monitoring practices.

Measurement and calculation principles

Financial responsibility

The data used to calculate key indicators has been gathered from the accounting system and the audited Financial Statements. Key indicators have been calculated as follows:

Operating profit (%) = operating profit / net sales

Return on equity = net result / equity

Return on investment = (net result + taxes + financial items) / capital employed

Quick ratio = financial assets / (current liabilities - advances received)

Current ratio = (financial assets + inventories) / current liabilities

Equity ratio = equity / balance sheet total * 100

Gearing % = balance sheet liabilities / net sales (12 months)

Social responsibility

Our data on HR responsibility is taken from a variety of source systems, such as the working hour monitoring system and personnel database. HR management personnel are appointed to compile the data and submit reports on the required key indicators and statistics. Key indicators have been calculated as follows:

Turnover = (number of employees leaving the company 1 Jan–31 Dec) / (number of employees 31 December) x 100%

Accident frequency = (number of accidents 1 Jan–31 Dec) / (1,000,000 work hours)

Sick leave rate (%)= (number of sick leave days 1 Jan–31 Dec) / (theoretical standard working hours 1 Jan–31 Dec) x 100%

The Net Promoter Score (NPS) is calculated as follows:

NPS = (number of promoters - number of detractors) / (number of respondents) * 100

Customer responses (on a scale of 0–10) were classified as follows: 0–6 = detractors, 7–8 = passive, 9–10 = promoters

Environmental responsibility

At our Espoo and Kajaani data centers, the energy consumed by infrastructure and IT systems is separately monitored. Energy efficiency is measured as a PUE value (Power Usage Effectiveness) as follows:

PUE = (total energy used by the data center) / (energy used by servers)

PUE does not provide a complete picture of energy efficiency, as it should take the data center's usage rate into account. However, being the most widely used international benchmark, PUE was chosen as a key indicator because of its comparability.

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