Risks as described in the Financial Statement Bulletin 2024, 19 February 2025:
Marimekko’s business exposes the company to various risks. The risks and uncertainties presented below have the potential to substantially weaken Marimekko’s business conditions, sales, financial results and position. Marimekko’s risk management practices are described in the Corporate Governance Statement.
The economic and political operating environment
The uncertainties related to the general development of the global economy, such as the risk of an economic recession, and geopolitical tensions influence consumer confidence, purchasing power and behavior in all of Marimekko’s market areas. Declining consumer confidence and purchasing power may have a significant unfavorable impact on Marimekko’s sales and profitability. This risk is, in particular, emphasized in Finland and in other key countries for Marimekko business, such as Sweden and Japan.
Geopolitical tensions can also affect Marimekko’s procurement and logistics chains and operating possibilities in certain countries. Geopolitical tensions may lead, for example, to military action, trade disputes, economic sanctions, increasing tariffs as well as export and import restrictions that can affect the reliability and efficiency of the company’s value chain as well as Marimekko’s competitiveness. Pandemics and epidemics may also have a negative impact on Marimekko’s sales, profitability and cash flow as well as the reliability and efficiency of the company’s supply chain.
Sudden market movements, development of inflation, changes in the price development of production factors, exchange rates (particularly the US dollar) and taxation, as well as rising interest rates may affect Marimekko’s financial position.
Marimekko is also exposed to labor market disputes, and strikes and other labor market disturbances may have a negative impact on the company’s business.
Marimekko continuously monitors the development of the economic and political operating environment, takes various scenarios into account in the management of the company’s business, and adapts its operations as necessary. The company’s strong balance sheet and stable financial position introduce flexibility also in exceptional circumstances. Risks are also mitigated by striving for diverse geographical presence throughout the value chain.
The retail environment, customers and partners
The company’s growth in the longer term is based, in particular, on omnichannel retail: on increasing e-commerce, on partner-led retail in Asia, as well as on enhancing the sales per square meter of existing stores in the company’s main market areas. In addition, the company expands its distribution through physical and digital wholesale channels appropriate for the Marimekko brand. The Asia-Pacific region is Marimekko’s second-biggest market, and especially Asia plays an important role in the company’s international growth.
The importance of omnichannel business in the retail trade has been emphasized over the past years. International e-commerce has increased the options available to consumers and the significance of big e-commerce operators. The digitization of retail and weak macroeconomic situation has deepened the financial difficulties for some wholesale customers in the fashion and design sector. Structural changes in the retail environment may have an impact on Marimekko’s distribution channel decisions, the prioritization of different distribution channels, sales and profitability. The structural changes can also lead to the creation of new revenue models. Risks related to the sales structure may have an impact on the company’s financial position. Maintaining competitiveness in a rapidly changing operating environment being revolutionized by digitization demands agility, efficiency, flexibility and constant re-evaluation of operations from the company.
Major partnership choices, partnering contracts, licensing and other collaboration agreements involve considerable risks. Store lease agreements in Finland and abroad also contain risks. With the company’s internationalization and the growing interest in its brand, risks related to gray exports may increase, which may have an impact on the company’s sales and profitability, among others. In addition, risks related to changes in the company’s cost structure as well as the liquidity of customers and partners may also have an impact on the company’s financial position.
Other significant risks include risks related to changes in the company’s design, product assortment and product distribution and pricing. Increased inflation creates pressure to raise prices while the uncertainties in the global economy and the operating environment may affect consumers’ purchasing power and behavior negatively. Fast reactivity and competitive pricing are crucial in a tactical operating environment. The company’s ability to design, develop and commercialize new products that meet consumers’ expectations while ensuring the effectivity and quick reactions in the production, sourcing and logistics as well as active work towards sustainability has an impact on the company’s sales and profitability.
Supply chain
The risks related to Marimekko’s supply chain are associated especially with production, procurement and logistics processes and their reliability, flexibility and efficiency, sustainability, fluctuations in the prices of raw materials and other factors of production as well as the availability and price of logistics. For example, geopolitical tensions, cyber security incidents and possible epidemics and pandemics as well as other uncertainties in the global economy may cause even significant disruptions in production and logistics chains that may have a negative impact on the company’s sales, profitability and cash flow. In addition, fires, natural disasters and machine breakdowns can cause damages to supplier’s factories, Marimekko’s own textile printing factory or the operations of the logistics chain. Overall, it is of utmost importance to safeguard the operational reliability of the company’s own printing factory in all circumstances. The availability of biogas, among others, is critical to the operations of the company’s own printing factory. The company has a business interruption insurance for assets and business operations that covers insured risks of damage in line with the terms and conditions of the insurance.
Higher costs of raw materials, energy and other factors of production may affect Marimekko’s sales and profitability. Early commitment to product orders from supplier partners, which is typical of the industry, means that changes in costs affect the company with a delay. These early commitments have partly been further emphasized, for example, by the Russian invasion of Ukraine, undermining the company’s ability to optimize product orders and respond to rapid changes in demand and consumer behavior, which also increases risks related to inventory management and cashflow. To avoid even earlier commitment and the possible resulting unoptimized production, Marimekko may need to partly use faster but more emission-intensive air freight instead of sea transport.
In addition to supply chain disruptions and even earlier commitment to product orders, risks related to inventory and product flow management increase as product distribution is expanded and operations are diversified, which may have a weakening impact on the company’s sales, cash flow as well as on relative profitability. Substantial non-recurring wholesale promotions can also increase risks related to procurement, transport and inventory management, especially in exceptional circumstances. Any delays or disturbances in supply, or fluctuations in the quality of products, may have a harmful impact on business, also on substantial non-recurring wholesale promotions.
Marimekko works actively to ensure functioning production and logistics chains, to avoid delays, to mitigate the negative impacts of generally increased costs, and to enhance inventory management.
Sustainability
Enhancing sustainability is increasingly important for competitiveness in Marimekko’s industry, which can have an impact on the company’s sales and profitability. Versatile investments are required for the enhancement. Risks and opportunities with regard to Marimekko’s sustainability work and targets include, for example, changes in consumer behavior and in the company’s product portfolio weightings, growing expectations as well as new tools for transparency in the value chain, continuously evolving best practices in the industry as well as increasing regulation that may affect, for example, the company’s products, communications and the value chain more broadly. The company’s ability to anticipate changes, react to them and actively advance its sustainability targets throughout the value chain plays a key role with regard to the company’s competitiveness.
Marimekko primarily uses supplier partners to manufacture its products. Global supply chains in the fashion and design business are complex, which despite active sustainability work, makes it challenging for companies to ensure the sustainability of the entire supply chain. The sustainability elements of manufacturing are of growing significance to customers, in particular the social aspects (e.g. human rights, working conditions and remuneration) and environmental aspects (e.g. production methods and raw materials and chemicals used) related to the supply chain, as well as transparent communications on these issues in compliance with continuously increasing legislation. These sustainability topics apply to Marimekko’s sourcing and the company’s own production as well as to licensed products. Marimekko can reduce the environmental impacts and increase transparency in its upstream value chain through material choices, among others. Therefore, the company is committed to increasing the share of, e.g., less emission-intense and water consuming materials, such as certified organic and recycled cotton, in its products and packaging. As a result of complex supply chains, uncertainties may pertain also to the use of certified materials.
Marimekko’s continuous sustainability work as well as compliance with responsible business practices and legislation are important in maintaining the trust of customers and other stakeholders; any failures or errors in these areas will involve reputation, financial liability and business risks.
The environment and climate change
Climate change increases the likelihood of extreme weather phenomena and natural disasters, such as floods, forest fires, wildfires and storms. Extreme weather phenomena and natural disasters pose a risk to the operational reliability and efficiency of Marimekko’s value chain. Climate change-related heatwaves, drought, water shortages, soil depletion and other changes may, in turn, affect the availability and price of the raw materials used in Marimekko’s products, such as cotton. Extreme weather phenomena and natural disasters may also affect the availability of products if they cause damage to the company’s suppliers’ factories, the company’s own textile printing factory or hamper the logistics chains. In addition, Marimekko has stores and offices in areas in which extreme weather phenomena or natural disasters may occur, and if they damage stores or offices or cause momentary changes in consumer behavior, it may result in lost sales as well as expenses.
Risks related to climate change are managed by, for example, diversifying the material selection in use, increasing the share of materials with lower emission intensity and water consumption in Marimekko’s collections and exploring new material and production method innovations. Marimekko’s insurance program covers insured risks of damage in line with the terms and conditions of the insurance.
Compliance
Compliance with the applicable legislation, regulations and ethical business practices, as well as product safety and quality, are essential for Marimekko. Potential allegations, failures or mistakes can lead to, for example, reputation and business damages for the company, fines, claims for damages, or criminal charges. Internationalization increases the regulations applicable to the company’s operations and elevates the risk of potential allegations, failures and mistakes. Risks are prevented by focusing on sustainability and compliance work as well as by ensuring product safety and continuous quality control.
Intellectual property rights
Intellectual property rights play a vital role in the company’s success, and the company’s ability to manage and protect these rights may have an impact on the company’s business, value and reputation. Agreements with freelance designers and fees paid to designers based on these agreements are also an essential part of the management of intellectual property rights. As the company grows and internationalizes, the risks related to intellectual property rights in general may increase, in particular for the most renowned prints of the company.
Information security risks
There are risks associated with information system reliability, dependability and compatibility. With digitization, internationalization, Russia’s war and different geopolitical tensions, cybercrime and cyber attacks as well as various other risks related to cybersecurity and personal data protection have also increased. DoS attacks, malfunctions in data communications or, for example, in the company’s own online store as well as system changes and replacements may disrupt business or result in lost sales. Personal data breaches can lead to claims for damages, fines and reputation risks. Marimekko manages risks with the systematic management and development of cybersecurity. In addition, the company has a cybersecurity insurance program.
Personnel and competence
As Marimekko is a small company, risks related to securing the necessary talent for international growth as well as risks related to key personnel can be significant. Marimekko’s competence development efforts include, for example, training of personnel on leadership, among others, succession planning and performance management. These measures support a performance-oriented, diverse and inclusive culture.
Potential epidemics or pandemics may increase risks related to taking care of the health and safety of employees and securing sufficient workforce in cases of sickness.