The most significant risks and uncertainties
Alma Media defines as risks events or circumstances that could prevent reaching a strategic, operative or economic objective. The risks are classified as strategic, operative and financing risks.
At Alma Media Group, the task of risk management is to detect, evaluate and monitor business opportunities, threats and risks to ensure the achievement of objectives and business continuity. The risk management process identifies and controls the risks, develops appropriate risk management methods and regularly reports on risk issues to the risk management organisation and the Board of Directors. Risk management is part of Alma Media’s internal control function and thereby part of good corporate governance.
Alma Media uses a harmonised risk assessment and reporting model. With regard to risks, Alma Media monitors the development of national, EU-level and international regulations and agreements. In the risk matrix, the risks are prioritised by estimating the impacts in euros and by the probability of the realisation of the risk. In estimating the impacts of the realisation of risks, reputation impacts and environmental impacts are taken into account in addition to the estimated direct euro-denominated impacts. Each business area, function and unit is responsible for the management of risks related to their operations.
The most critical strategic risks for Alma Media are a significant drop in its print newspaper readership and a decrease in the online audience of digital media and a permanent decline in advertising sales. The media industry is undergoing changes following the transformation in media consumption and technological development. An increasingly important source of competitive advantage, but also a strategic risk, in Alma Media’s business is the ability to use customer data to improve the product and service offering for advertisers and enrich end user services. Alma Media will manage customer data and behavioural data by centralising customer data repositories and deploying analysis and activation technology, taking regulatory requirements into consideration. As the significance of data in Alma Media’s business has increased, the Group’s strategic risks also include cyber risks. The regulation of the media sector and the related market practices are becoming stricter. As technology advances and the focus of media consumption shifts to digital channels, Alma Media is responding to the transformation of the operating environment by developing digital products and services for consumers and businesses.
Fluctuating economic cycles are reflected in the development of advertising sales.
The most significant operational risks are disturbances of information technology and communications. A widespread pandemic may have a significant impact on the demand for services and products on the one hand and, on the other hand, it can cause substantial production disruptions in business processes due to significant risks related to employee health.
The Chief Financial Officer of the Group is responsible for the Group’s financing. Alma Media’s centralised financing function manages the operative financing of all companies in the Group. The function includes the management of payments and liquidity, funding and investments.
Capital market arrangements are used for long-term financing. The cash surplus is invested according to the Group’s financing policy in financially sound investment instruments with a maturity of less than one year.
Alma Media has no significant financing risks. The financing risks are described in more detail in the Financial Statements.
|Risk||Risk definition||Risk mitigating actions|
Change in media consumption and the business models of marketplaces
Industry transformation following trends in media consumption and technological development. The capacity of product and service development to assess changes in consumer behaviour or invest in the appropriate technological service solutions.
Business development driven by customer needs. Measures to promote digital business competitiveness. Ensuring that content is interesting. Developing the user interfaces of media as well as purchasing paths and payment systems, for example. Sufficient investments and resources in research and development.
Change in the competitive landscape
Expansion of international platforms, industry convergence, reduced price competitiveness. Technological solutions and implementations by platform providers that restrict the operations of other companies.
Service business development, active development of the existing business, diversification of revenue sources, geographic diversification of business.
Digital media audiences and digital advertising
A significant drop in subscribers and readers, a permanent decline in digital advertising sales and pricing pressures on services.
Maintaining and developing an interactive media-reader relationship, customer satisfaction surveys, Alma Media’s internal cooperation in content production, content sales, advertising sales, support functions and product development. Delivery partnerships and publisher cooperation.
Customer data, restrictions on the use of third-party cookies
The ability to utilise the growing amount of customer data in delivering better and more targeted service solutions. The capacity of product and service development to anticipate changes in customer needs. Violations of
Business development driven by customer needs. Measures to promote digital business competitiveness and data management. Sufficient investments and resources in data management and systems as well as the development of data privacy procedures and employee competence. Increasing the number of registered users of services and increasing the use of Alma ID.
|The global pandemic and its continuation, geopolitical tensions||Geopolitical tensions / emergency conditions or a widespread pandemic may have a significant impact on the demand for services and products on the one hand and, on the other hand, it can cause substantial production disruptions in business processes due to significant risks related to employee health.||Monitoring the operating environment and reacting to|
changing circumstances with sufficient speed. The organisation’s ability to adapt to the prevailing circumstances. Occupational safety measures concerning employees.
Fluctuating economic cycles
Advertising represents a significant share of revenue and is sensitive to general economic cycles. The significant impact of general macroeconomic development on business, particularly the recruitment business.
Continuous analysis and monitoring of the operating environment, preparedness to implement structural changes as necessary. Organisations’ ability to adapt to changing market conditions. Expanding revenue sources towards service and consumer businesses.
Changes in legislation, GDPR and ePrivacy
Interpretations by the authorities regarding the practical application of the GDPR, the upcoming ePrivacy Regulation and potential legislative changes concerning taxation.
Internal training, monitoring legislation and the regulatory interpretations of the authorities, building processes for legally required changes in the organisation.
|The risk of being targeted by information security attacks and data theft.|
Contingency plans and risk management actions, ensuring sufficient competencies, insurance.
Competences; the retention, recruitment and development of highly competent employees.
|Technological development and the demands of new technology increase the risk of obtaining and maintaining sufficient competencies and achieving employee commitment.|
HR strategy, creating commitment in key individuals, additional resource allocation and trainee programmes, employee well-being.
Disturbances of information technology and communications
Reliability of information networks.
Contingency plans, decentralised server solutions, cloud computing, ensuring sufficient competencies.
Interest and foreign exchange risks
A change in an interest rate or currency exchange rate causes a significant impact on the company’s profit or balance sheet position.
Treasury policy and the hedging principles defined therein.
The company is unable to renew maturing financing agreements.
Treasury policy, financing plan and agreements, sufficiently long maturity of loans, sufficient equity ratio.
The company is unable to cover its maturing obligations in the short term.
Treasury policy, financing limit agreements of sufficient size.
Alma Media’s business risks are also closely related to responsible journalism and responsible marketing. Risks related to the reporting of non-financial information
|Risk||Risk definition||Risk mitigating actions|
Risks related to journalism
The erosion of the appreciation and reliability of media content. Monitoring and managing editorial content is challenging in the digital environment.
Developing editorial teams’ practices and employee competence. Reader satisfaction surveys, customer contacts and feedback. Participation in journalism industry events and organisations.
Risks related to marketing
Diminishing reliability as an advertising environment. Publishing advertising that is contrary to good marketing practices or disrupts the reading experience. Ethical risks related to digital marketing, such as programmatic buying, including partner risks, providing a safe brand environment as a publisher. Technological risks.
Customer satisfaction surveys, customer contacts and feedback. Developing marketing practices and employee competence. Technology acquisition.