Stora Enso

The Board of Directors and the President and CEO are responsible for the management of the Company. The Board of Directors and other corporate governance structures are described below:

Governance Structure:

• Shareholders exercise their ownership rights through shareholders' meetings
• The Board of Directors is the main governing body
• The President and CEO leads the company with support from the Group Leadership Team (GLT)
• Day-to-day operational responsibility rests with GLT members supported by divisional and function teams

Board Committees:

• Financial and Audit Committee
• People and Culture Committee
• Sustainability and Ethics Committee

Supporting Functions:

• Internal Audit
• Risk management
• Internal control
• Ethics and Compliance
• External Audit

Board of Directors: The Board of Directors is responsible for managing the Company together with the President and CEO. The governance follows Finnish law and corporate governance policies that comply with the Finnish Companies Act and Finnish Securities Market Act.

Shareholders' Meetings: The AGM is held annually by the end of June in Helsinki, Finland. The AGM deals with matters including:

• Presentation and adoption of annual accounts
• Distribution of funds to shareholders
• Discharge of Board members and CEO from liability
• Election of Board Chair, Vice Chair, and members
• Election of Auditor

2024 AGM Results: The 2024 AGM was held on 20 March 2024 in Helsinki. Of all issued and outstanding shares, 66.7% were represented (69.3% in 2023) and 83.2% of all votes (85.9% in 2023).

Information Provided to Board: The Board of Directors receives comprehensive information to support decision-making on sustainability matters. This includes:

Sustainability Committee Structure: The Board has established a Sustainability and Ethics Committee as one of its three committees, alongside the Financial and Audit Committee and People and Culture Committee.

Comprehensive Reporting: The Board receives detailed information through:

• Annual sustainability statement prepared in accordance with European Sustainability Reporting Standards (ESRS)
• Regular progress reports on sustainability targets and performance
• Updates on climate change mitigation and adaptation efforts
• Biodiversity and forest management reporting
• Health and safety performance metrics
• Diversity, equity and inclusion progress updates

Strategic Integration: Sustainability matters are integrated into the Board's oversight of:

• Strategic decision-making and business model development
• Risk management and internal controls
• Capital allocation decisions
• Performance monitoring and target setting

2024 Sustainability Oversight: In 2024, the Board was informed about significant sustainability progress including:

• 53% reduction in Scope 1 and 2 CO2 emissions from 2019 baseline (exceeding the 50% target by 2030)
• 39% reduction in Scope 3 emissions from 2019 baseline
• 94% of products technically recyclable
• 99% forest certification coverage
• Partnership with IUCN on positive biodiversity impacts

Risk Management and Internal Controls: Stora Enso has established comprehensive risk management and internal control systems over sustainability reporting:

Risk Management Structure:

• Risk management is integrated into the governance structure with dedicated risk management functions
• Internal control systems are established to ensure reliable sustainability reporting
• The Financial and Audit Committee oversees risk management and internal controls

Sustainability Reporting Controls:

• The Company prepares its sustainability statement in accordance with the European Sustainability Reporting Standards (ESRS)
• Internal controls ensure the accuracy and completeness of sustainability data
• Regular monitoring and evaluation of sustainability performance metrics

Data Management Systems:

• Systematic collection and verification of sustainability data across operations
• Integration of sustainability metrics into regular reporting processes
• Quality assurance procedures for sustainability data and disclosures

Oversight and Assurance:

• Board-level oversight through the Sustainability and Ethics Committee
• Internal audit functions include sustainability reporting areas
• External assurance processes for key sustainability metrics
• Regular review and updating of sustainability reporting procedures

Business Model and Strategy

Our Purpose:

• Do good for people and the planet
• Replace non-renewable materials with renewable products

Our Values:

• Lead
• Do what's right

Business Model: We create better choices for society by accelerating the transition to a circular bioeconomy. Our aim is to contribute positively to nature, and ensure the most effective use of fiber-based renewable materials.

Value Chain:

Forest

Our value creation has its foundation in the forest, where wood represents the largest part of our raw material. The forest is a value accretive real asset and functions as a long-term fiber supply for our products. Sustainable forest management ensures that new generations of trees replace those that are harvested.

Suppliers

With over 20,000 contractors, sub-contractors and suppliers, we prioritise responsible raw material sourcing and foster long-term relationships with key partners.

Operations

We constantly improve resource efficiency and make use of material streams that would otherwise end up as waste. Operating in a circular economy, many of our products and materials can be reused and recycled to reduce environmental impact and maximise value.

Customers

Our investments in energy, raw material efficiency, and product development enable customers to achieve their climate and circularity goals. By partnering with customers and other stakeholders, we create sustainable, valuable products that enhance our customer relationships and market share.

Consumers

Stora Enso supports its customers in meeting the growing consumer demand for low-carbon, circular products and, when possible, replacing fossil-based products with renewable ones. Consumers world-wide use our products daily, such as milk cartons, boxes for products bought online, and wooden housing.

Growth Areas: We are positioned in the following growing segments:

• Renewable packaging – driven by high demand for circular packaging. We hold leading global market positions in consumer board segments with high barriers-to-entry.

• Sustainable building solutions – driven by a growing wooden buildings market. We are a leading global supplier of building solutions, offering alternatives to fossil-intense construction materials.

• Biomaterials innovation – our agenda targets new applications in fiber products, lignin and biochemicals, focusing on novel products that replace fossil-based materials.

Our Divisions:

Strategic Transformation: We are transforming from traditional forest products toward strategic growth areas:

• 2006: 70% traditional products (paper), 30% strategic growth areas
• 2024: 53% foundation business (pulp, traditional wood products, forest), 47% strategic growth areas
• 2030 target: 80% strategic growth areas, 20% foundation business

Stakeholder Engagement:

Stora Enso maintains active relationships with various stakeholder groups to understand their interests and views:

Customers: Our customers include packaging converters, food producers, brand owners, retailers, construction companies, wholesalers, and industrial manufacturers. We prioritize close relationships and engagements with customers, achieving high scores in customer satisfaction surveys. We help customers achieve their climate and circularity goals through sustainable product offerings.

Employees: We have 19,000 employees across multiple countries. Our 2024 global employee engagement survey had a 79% response rate with an engagement score of 7.8, slightly above the industry benchmark. We conduct regular engagement surveys to understand employee perspectives and measure progress on our People Promise.

Forest Owners and Local Communities: We work with approximately 21,000 private forest owners and maintain close relationships with local communities where we operate. We purchased wood from private forest owners and engage through community representatives and direct contact.

Indigenous Peoples: We engage with indigenous Sámi communities in Sweden through ongoing dialogue about forestry and reindeer herding. We consult with Sámi communities before commencing forestry operations and hold annual evaluation meetings. In Brazil, we work with Pataxó and Tupinambá communities near our Veracel joint venture.

Suppliers and Partners: We work with over 20,000 contractors, sub-contractors and suppliers, prioritizing responsible raw material sourcing and fostering long-term relationships with key partners.

Investors and Shareholders: We maintain regular communication with investors through financial reporting, investor meetings, and the Annual General Meeting. In 2024, 66.7% of shares were represented at the AGM.

Regulatory Bodies and NGOs: We partner with organizations such as the International Union for Conservation of Nature (IUCN) on biodiversity initiatives and work with various certification bodies for forest management standards.

Material Impacts, Risks and Opportunities:

Climate Change - Material Impact and Strategic Integration:

Opportunities:

• Growing demand for renewable materials to replace fossil-based products
• Carbon storage in wood products and forest assets
• Our products enable customers to reduce their carbon footprint
• Potential for carbon credit revenues from forest management

Risks:

• Physical risks from extreme weather events affecting forest assets and operations
• Transition risks from changing regulations and carbon pricing
• Supply chain disruptions from climate events

Strategic Response:

• Set science-based targets aligned with 1.5-degree scenario
• Achieved 53% reduction in Scope 1 & 2 emissions (exceeding 2030 target)
• Targeting 50% reduction in Scope 3 emissions by 2030
• Forest assets provide natural carbon sequestration (4.3 million tonnes CO2 annually)

Circularity and Resource Efficiency:

Opportunities:

• Growing regulatory and consumer demand for circular products
• Premium pricing for recyclable packaging solutions
• Material efficiency improvements reducing costs

Risks:

• Resource scarcity increasing raw material costs
• Regulatory requirements for circular design

Strategic Response:

• 94% of products technically recyclable
• Target: 100% recyclable products by 2030
• Integration of circularity into product development

Biodiversity:

Opportunities:

• Enhanced ecosystem services from well-managed forests
• Reputation and market access benefits from biodiversity leadership
• Regulatory compliance advantages

Risks:

• Biodiversity loss affecting forest resilience and productivity
• Increasing regulatory requirements for biodiversity protection
• Stakeholder pressure on forest management practices

Strategic Response:

• 99% forest certification coverage
• Partnership with IUCN on biodiversity framework
• Net positive biodiversity impact target

Market Dynamics:

Opportunities:

• Growing packaging market driven by e-commerce and sustainability trends
• Increasing demand for wooden construction materials
• Premium positioning in renewable materials markets

Risks:

• Market volatility in pulp and wood products
• Economic downturns affecting demand
• Competition from alternative materials

Strategic Response:

• Diversified product portfolio across growing segments
• Leading market positions with high barriers to entry
• Continuous innovation in biobased materials

Raw Material Security:

Opportunities:

• Forest ownership providing supply security (36% self-sufficiency)
• Long-term relationships with wood suppliers
• Sustainable forestry ensuring renewable supply

Risks:

• Wood cost inflation affecting margins
• Supply constraints from competing uses
• Climate change affecting forest productivity

Strategic Response:

• 2.06 million hectares of forest assets globally
• Sustainable forest management practices
• Diversified sourcing across multiple regions

Process to Identify and Assess Material Impacts, Risks and Opportunities:

Stora Enso has established a comprehensive process to identify and assess material sustainability impacts, risks and opportunities through its materiality assessment:

Materiality Assessment Process: The Company conducts regular materiality assessments to identify the most significant environmental, social and governance topics that could affect the business or where the business has significant impacts on people and the environment.

Stakeholder Engagement: The materiality assessment process incorporates input from various stakeholder groups including:

• Employees through engagement surveys and feedback
• Customers through satisfaction surveys and direct dialogue
• Investors and shareholders through regular communication
• Local communities and indigenous peoples through consultation processes
• NGOs and experts through partnerships (e.g., IUCN collaboration)
• Suppliers through supply chain engagement

Risk Management Integration: The identification of material impacts, risks and opportunities is integrated into the Company's overall risk management framework, which includes:

• Regular risk assessments across all business areas
• Scenario analysis for climate-related risks and opportunities
• Integration with strategic planning processes
• Board-level oversight through committees

Continuous Monitoring: The Company continuously monitors emerging issues and trends that could affect materiality, including:

• Regulatory developments (such as CSRD requirements)
• Market dynamics and customer needs
• Scientific research and expert insights
• Global sustainability trends and megatrends

Expert Input: The Company leverages external expertise to validate and refine its materiality assessment, including partnerships with organizations like IUCN for biodiversity impacts and scientific institutions for climate-related assessments.

Integration with Strategy: The outcomes of the materiality assessment directly inform strategic decision-making, target setting, and resource allocation across the business.

ESRS Disclosures Covered:

Based on Stora Enso's 2024 materiality assessment and sustainability reporting, the Company covers disclosures across all main ESRS topics:

ESRS 2 - General Disclosures: All general disclosure requirements are covered, including governance, strategy and business model, and materiality assessment processes.

ESRS E1 - Climate Change: Comprehensively covered given climate change is highly material to the forest-based business model. Includes:

• Transition plans and policies
• Actions and targets (science-based targets aligned with 1.5°C scenario)
• GHG emissions across all scopes
• Energy consumption and mix
• Climate-related financial effects

ESRS E2 - Pollution: Covered with focus on air, water and soil pollution from industrial operations and forest management activities.

ESRS E3 - Water and Marine Resources: Covered given water use in pulp and paper operations and impacts on aquatic ecosystems.

ESRS E4 - Biodiversity and Ecosystems: Highly material given forest ownership and operations. Comprehensive coverage including:

• Transition plans and policies
• Partnership with IUCN
• Forest certification (99% coverage)
• Impact metrics and targets

ESRS E5 - Resource Use and Circular Economy: Highly material given the circular nature of forest products. Comprehensive coverage including:

• Circular economy policies and actions
• Resource efficiency targets
• Recyclability metrics (94% of products recyclable)

ESRS S1 - Own Workforce: Comprehensively covered including:

• Employee engagement (19,000 employees)
• Diversity, equity and inclusion initiatives
• Health and safety
• Training and development

ESRS S2 - Workers in the Value Chain: Covered through supply chain management with over 20,000 suppliers and contractors.

ESRS S3 - Affected Communities: Covered through community engagement programs, including work with indigenous peoples (Sámi, Pataxó, and Tupinambá communities).

ESRS S4 - Consumers and End-Users: Covered through customer engagement and product safety considerations.

ESRS G1 - Business Conduct: Covered through governance structures, ethics and compliance programs, and business conduct policies.

The Company's Sustainability Statement provides comprehensive coverage of these requirements in accordance with the Corporate Sustainability Reporting Directive (CSRD).

Transition Plan for Climate Change Mitigation:

Stora Enso has established a comprehensive transition plan aligned with limiting global warming to 1.5°C:

Science-Based Targets: We have set ambitious science-based targets aligned with the 1.5-degree scenario:

• Scope 1 & 2 emissions: 50% reduction by 2030 from 2019 baseline (already achieved 53% reduction by 2024)
• Scope 3 emissions: 50% reduction by 2030 from 2019 baseline (achieved 39% reduction by 2024)
• Net-zero target: Net-zero emissions by 2040

Strategic Transformation: Our transition plan centers on transforming our business model toward renewable materials:

• Shifting from traditional forest products to strategic growth areas
• Focus on renewable packaging, sustainable building solutions, and biomaterials innovation
• Target: 80% of sales from strategic growth areas by 2030 (currently 47%)

Operational Improvements:

• Energy efficiency improvements across operations
• Fuel switching from fossil fuels to renewable energy
• Investment in low-carbon technologies
• Systematic working capital reduction (EUR 700 million reduction over 1.5 years)

Product Innovation:

• Development of products that replace fossil-based materials
• Hard carbon from lignin for batteries
• Bio-based binders and chemicals
• Wood foam replacing fossil-based packaging foam

Forest-Based Solutions:

• Sustainable forest management ensuring carbon sequestration
• Our forests sequester 4.3 million tonnes CO2 annually
• Forest assets valued at EUR 8.9 billion providing natural carbon storage

Investment in Renewable Capacity:

• EUR 1 billion investment in consumer board production at Oulu (low-carbon packaging)
• Focus on packaging solutions that enable customer emission reductions

Circular Economy Integration:

• 94% of products technically recyclable (target: 100% by 2030)
• Cascading use of wood ensuring maximum efficiency
• Integration of circularity into product development

Climate Change Mitigation and Adaptation Policies:

Mitigation Policies:

Stora Enso has established comprehensive policies for climate change mitigation:

• Emissions Reduction Policy: Commitment to science-based targets aligned with 1.5°C scenario
• Energy Efficiency Policy: Systematic approach to reducing energy consumption across operations
• Renewable Energy Policy: Prioritizing renewable energy sources and fuel switching away from fossil fuels
• Product Development Policy: Focus on developing products that replace fossil-based alternatives
• Forest Management Policy: Sustainable forestry practices that maximize carbon sequestration

Adaptation Policies:

• Forest Resilience Policy: Managing forests to enhance resilience to climate impacts through:

  • Biodiversity protection and enhancement
  • Species diversification in forest management
  • Adaptation of forest management practices to changing climate conditions
  • Integration of climate scenarios into forest planning

• Operational Resilience Policy: Preparing operations for physical climate risks:

  • Assessment of climate risks to production facilities
  • Supply chain diversification to manage climate-related disruptions
  • Infrastructure adaptation measures

• Water Management Policy: Efficient water use and management considering changing precipitation patterns

Implementation Framework:

• Governance: Board-level oversight through Sustainability and Ethics Committee
• Management Systems: Integration of climate policies into operational management
• Monitoring and Reporting: Regular tracking of emissions and climate performance
• Stakeholder Engagement: Collaboration with customers, suppliers, and communities on climate action

Innovation and Technology:

• Investment in clean technologies and processes
• Research and development of climate solutions
• Partnerships for technology development (e.g., Altris partnership for battery materials)
• Digitalization and AI to optimize resource efficiency

Actions and Resources for Climate Change Policies:

Emission Reduction Actions:

Operational Improvements:

• Systematic energy efficiency improvements across all operations
• Fuel switching from fossil fuels to renewable energy sources
• Implementation of new technologies to reduce direct emissions
• Optimization of production processes for lower carbon intensity

Investment Actions:

• EUR 1 billion investment at Oulu site converting paper machine to consumer board production (low-carbon packaging)
• Technology investments in clean production methods
• Infrastructure upgrades for energy efficiency
• Investment in renewable energy capacity

Product Development Actions:

• Development of hard carbon from lignin for sustainable battery materials
• Partnership with Altris for sodium-ion battery materials
• Collaboration with Södra for sustainable kraft lignin supply
• Innovation in bio-based binders and chemicals
• Development of wood foam replacing fossil-based alternatives

Forest Management Actions:

• Sustainable forest management across 2.06 million hectares globally
• Forest regeneration ensuring continued carbon sequestration
• Biodiversity enhancement programs
• Partnership with IUCN for science-based biodiversity framework

Supply Chain Actions:

• Engagement with over 20,000 suppliers on emission reductions
• Collaboration with customers to reduce Scope 3 emissions
• Sustainable sourcing practices
• Working capital optimization reducing resource intensity

Resources Allocated:

Financial Resources:

• Major capital investments in low-carbon technologies
• R&D spending on climate solutions and innovation
• Working capital reduction of EUR 700 million over 1.5 years
• Forest asset value of EUR 8.9 billion supporting carbon sequestration

Human Resources:

• Dedicated sustainability teams across divisions
• Training and capacity building on climate action
• Integration of climate considerations into all roles

2024 Performance:

• Achieved 53% reduction in Scope 1 & 2 emissions (exceeding 2030 target)
• 39% reduction in Scope 3 emissions from 2019 baseline
• Annual CO2 sequestration of 4.3 million tonnes in owned forests
• Net climate impact of -13.5 million tonnes CO2 through product substitution

Climate Change Mitigation and Adaptation Targets:

Quantitative Targets:

Science-Based Targets: All targets are science-based and aligned with limiting global warming to 1.5°C scenario, demonstrating our commitment to the most ambitious climate action.

Forest-Based Targets:

• Forest Certification: Maintain 99% certification coverage (achieved: 99%)
• Carbon Sequestration: Maintain and enhance carbon storage in forest assets
• Biodiversity: Net positive impact on biodiversity by 2030

Adaptation Targets:

• Enhance forest resilience through sustainable management practices
• Adapt operations to physical climate risks
• Strengthen supply chain resilience to climate impacts

Business Transformation Targets:

• Strategic Growth Areas: 80% of sales from renewable packaging, sustainable building solutions, and biomaterials innovation by 2030 (current: 47%)
• Market Position: Strengthen leading positions in high-growth, low-carbon segments

Performance Against Targets:

Exceeded Targets:

• ✅ Scope 1 & 2 emissions: Achieved 53% reduction vs. 50% target by 2030
• ✅ Forest certification: Maintained 99% coverage vs. 96% target

On Track:

• 🔄 Scope 3 emissions: 39% achieved toward 50% target by 2030
• 🔄 Circularity: 94% achieved toward 100% target by 2030

Target Monitoring:

• Regular tracking and reporting of progress
• Integration with business performance indicators
• Board-level oversight through Sustainability and Ethics Committee
• External verification of key metrics

Financial Integration: Climate targets are integrated into financial performance with long-term targets including:

• Sales growth >5% per annum driven by sustainable products
• Adjusted ROCE >13% through efficient climate solutions
• Dividend policy supporting sustainable growth

Pollution-Related Policies:

Stora Enso has established comprehensive policies to prevent and minimize pollution across air, water, and soil:

Air Quality Management:

• Emission control policies for all production facilities
• Continuous monitoring of air emissions
• Investment in clean technologies to reduce particulate matter and other air pollutants
• Implementation of best available techniques (BAT) for emission control

Water Management:

• Water quality policies ensuring protection of water resources
• Wastewater treatment standards exceeding regulatory requirements
• Water efficiency programs to minimize water consumption
• Protection of aquatic ecosystems near operations

Soil Protection:

• Sustainable forest management practices preventing soil degradation
• Chemical management policies for forest operations
• Soil health monitoring in forest areas
• Restoration activities for disturbed areas

Chemical Management:

• Policies for safe handling and use of chemicals in production
• Substitution programs to replace hazardous substances
• Regular assessment of chemical risks
• Compliance with REACH and other chemical regulations

Waste Management:

• Circular economy principles to minimize waste generation
• Waste prevention and reduction policies
• Safe disposal and treatment of hazardous waste
• Material recovery and recycling programs

Implementation Framework:

• Environmental management systems at all sites
• Regular environmental monitoring and reporting
• Compliance with all applicable environmental regulations
• Integration with sustainability and climate policies
• Stakeholder engagement on environmental performance

Actions and Resources for Pollution Management:

Operational Actions:

• Implementation of best available techniques (BAT) across production facilities
• Continuous emission monitoring systems at all major sites
• Regular upgrades of pollution control equipment
• Process optimization to minimize pollutant generation

Technology Investments:

• Investment in clean production technologies
• Wastewater treatment facility upgrades
• Air emission control system improvements
• Implementation of closed-loop water systems where feasible

Chemical Management Actions:

• Substitution programs replacing hazardous chemicals with safer alternatives
• Enhanced chemical inventory and tracking systems
• Employee training on safe chemical handling
• Regular chemical risk assessments

Water Management Actions:

• Water efficiency programs reducing consumption
• Treatment system optimization for better water quality
• Monitoring of water bodies near operations
• Collaboration with local communities on water protection

Forest Management Actions:

• Sustainable forestry practices minimizing soil and water impacts
• Buffer zones around water bodies
• Selective harvesting techniques
• Restoration of sensitive areas

Resources Allocated:

• Capital investments in pollution control equipment
• Dedicated environmental management teams
• Regular environmental monitoring and testing
• Training and capacity building for environmental performance
• Collaboration with environmental experts and consultants

Compliance and Monitoring:

• Regular environmental audits and assessments
• Compliance with all applicable environmental regulations
• Third-party verification of environmental performance
• Transparent reporting of environmental metrics

Water and Marine Resources Policies:

Stora Enso has established comprehensive policies for responsible water management across its operations:

Water Efficiency and Conservation:

• Water use efficiency policies to minimize consumption across all operations
• Implementation of closed-loop water systems where technically feasible
• Regular assessment of water use efficiency and improvement opportunities
• Integration of water considerations into operational planning

Water Quality Management:

• Stringent water quality standards for all discharges
• Wastewater treatment policies exceeding regulatory requirements
• Regular monitoring of water quality impacts
• Protection of water bodies and aquatic ecosystems

Forest Water Management:

• Sustainable forest management practices protecting watersheds
• Buffer zones around water bodies in forest operations
• Soil and water conservation in forestry activities
• Restoration of riparian areas and wetlands

Supply Chain Water Management:

• Engagement with suppliers on responsible water use
• Assessment of water risks in key supply regions
• Support for water stewardship initiatives

Risk Management:

• Water risk assessment and management procedures
• Climate change adaptation considering changing precipitation patterns
• Drought and flood preparedness planning
• Stakeholder engagement on water-related issues

Compliance and Governance:

• Compliance with all water-related regulations and permits
• Regular auditing of water management practices
• Integration with environmental management systems
• Board oversight of water-related risks and opportunities

Actions and Resources for Water and Marine Resources:

Water Efficiency Actions:

• Implementation of water-saving technologies in pulp and paper operations
• Process optimization to reduce water consumption per unit of production
• Closed-loop water systems installation where feasible
• Regular water audits and efficiency assessments

Water Treatment Actions:

• Upgrading wastewater treatment facilities to improve discharge quality
• Implementation of advanced treatment technologies
• Regular monitoring and testing of water discharges
• Maintenance and optimization of treatment systems

Forest Water Protection Actions:

• Establishment of buffer zones around water bodies during harvesting
• Selective harvesting techniques to minimize soil erosion and water impact
• Restoration of riparian vegetation and wetlands
• Soil protection measures during forestry operations

Technology Investments:

• Capital investments in water-efficient production equipment
• Advanced monitoring systems for water quality and quantity
• Treatment system upgrades and expansions
• Research and development in water-efficient processes

Stakeholder Engagement:

• Collaboration with local communities on water protection
• Partnership with environmental organizations on watershed management
• Engagement with regulatory authorities on water compliance
• Supplier collaboration on water stewardship

Resources Allocated:

• Dedicated water management teams at production sites
• Investment in water infrastructure and treatment systems
• Regular monitoring and laboratory testing of water parameters
• Training programs for employees on water management
• Integration of water considerations into capital investment decisions

Transition Plan on Biodiversity and Ecosystems:

Stora Enso has developed a comprehensive transition plan for achieving net positive impact on biodiversity:

Partnership with IUCN: Stora Enso has developed a science-based framework using technology and data to forecast and enhance biodiversity impacts. The company's partnership with the International Union for Conservation of Nature (IUCN) offers expert insights to further refine and validate this framework.

Net Positive Biodiversity Target: Our biodiversity initiatives aim for a net positive impact, with action programmes in place until 2030 to enhance biodiversity at the species, habitat, and landscape levels.

Forest Management Approach:

• Sustainable forest management across 2.06 million hectares globally
• 99% forest certification coverage of land we own or manage
• Implementation of biodiversity-friendly forestry practices
• Restoration activities in sensitive areas

Technology and Innovation:

• Use of digitalisation, remote sensing technology, and artificial intelligence to enhance forest operations while aiding biodiversity protection and restoration
• Precise data collection to monitor forest volume, yield, variety, and detect diseases early
• Monitoring of tree species composition and deadwood creation with high granularity
• Identification of key areas for biodiversity enhancement

Ecosystem Services Enhancement:

• Focus on maintaining and enhancing ecosystem services from forest lands
• Protection of water resources and watersheds
• Soil conservation and improvement
• Habitat connectivity and corridor creation

Landscape-Level Planning:

• Integration of biodiversity considerations into forest management planning
• Collaboration with neighboring landowners on landscape-level conservation
• Ecosystem restoration projects
• Protection of high conservation value areas

Monitoring and Adaptive Management:

• Regular biodiversity monitoring and assessment
• Adaptive management based on scientific evidence
• Integration of climate change considerations
• Stakeholder engagement in biodiversity planning

Biodiversity and Ecosystems Policies:

Stora Enso has established comprehensive policies for biodiversity conservation and ecosystem protection:

Sustainable Forest Management Policy:

• Commitment to sustainable forestry practices that maintain and enhance biodiversity
• Implementation of ecosystem-based forest management approaches
• Protection of high conservation value areas within forest lands
• Restoration of degraded forest areas and habitats

Forest Certification Policy:

• Commitment to maintaining 99% forest certification coverage of land owned or managed
• Compliance with leading certification standards (FSC, PEFC)
• Regular third-party auditing of forest management practices
• Continuous improvement in certification standards

Species Conservation Policy:

• Protection of endangered and threatened species within forest areas
• Habitat management for key species groups
• Species-specific conservation measures
• Monitoring of species populations and trends

Ecosystem Services Policy:

• Recognition and management of ecosystem services provided by forests
• Integration of ecosystem service values into forest management decisions
• Protection of water resources and watersheds
• Carbon storage and climate regulation services

Biodiversity Research and Innovation Policy:

• Investment in biodiversity research and monitoring
• Collaboration with scientific institutions and conservation organizations
• Use of technology for biodiversity assessment and monitoring
• Integration of latest scientific knowledge into management practices

Stakeholder Engagement Policy:

• Engagement with indigenous peoples on traditional ecological knowledge
• Collaboration with local communities on biodiversity conservation
• Partnership with NGOs and conservation organizations
• Transparent reporting on biodiversity performance

No Net Loss/Net Positive Policy:

• Commitment to avoiding negative impacts on biodiversity
• Implementation of mitigation hierarchy (avoid, minimize, restore, offset)
• Target of achieving net positive impact on biodiversity by 2030

Actions and Resources for Biodiversity and Ecosystems:

Science-Based Framework Development:

• Development of science-based framework using technology and data to forecast and enhance biodiversity impacts
• Partnership with IUCN to provide expert insights and validate biodiversity framework
• Integration of latest scientific research into biodiversity management

Forest Management Actions:

• Implementation of sustainable forest management across 2.06 million hectares globally
• Maintenance of 99% forest certification coverage through FSC and PEFC standards
• Species-specific habitat management and conservation measures
• Restoration of degraded forest areas and sensitive habitats

Technology and Digital Innovation:

• Use of digitalisation, remote sensing technology, and artificial intelligence to enhance forest operations while protecting biodiversity
• Precise monitoring of forest volume, yield, variety, and early disease detection
• High-granularity monitoring of tree species composition and deadwood creation
• Identification of key areas for biodiversity through advanced data analysis

Restoration and Enhancement:

• Active restoration programs in sensitive areas
• Creation of habitat corridors and connectivity
• Wetland restoration projects
• Buffer zone establishment around water bodies and sensitive areas

Collaboration and Partnerships:

• Partnership with International Union for Conservation of Nature (IUCN) for expert guidance
• Collaboration with scientific institutions on biodiversity research
• Engagement with local communities and indigenous peoples
• Partnerships with conservation organizations

Monitoring and Assessment:

• Regular biodiversity monitoring and impact assessment
• Species population tracking and trend analysis
• Habitat quality assessments
• Ecosystem health monitoring

Resources Allocated:

• Dedicated biodiversity specialists and teams
• Investment in monitoring equipment and technology
• Funding for restoration and conservation projects
• Research and development investments in biodiversity solutions
• Training and capacity building for forest managers

Target Implementation: Action programmes are in place until 2030 to enhance biodiversity at the species, habitat, and landscape levels to achieve the net positive impact target.

Biodiversity and Ecosystem Targets:

Primary Biodiversity Target:

• Net Positive Impact on Biodiversity by 2030
  • Target: Achieve measurable net positive contribution to biodiversity across all operations
  • Scope: Species, habitat, and landscape levels
  • Implementation: Action programmes in place until 2030

Forest Certification Target:

• Forest Certification Coverage: 96% target (Achieved: 99%)
  • Current performance: 99% of land we own or manage covered by forest certification schemes
  • Status: ✅ Exceeded target
  • Standards: FSC (Forest Stewardship Council) and PEFC (Programme for the Endorsement of Forest Certification)

Ecosystem Enhancement Targets:

• Species Conservation: Maintain and enhance populations of key species within forest areas
• Habitat Quality: Improve habitat quality and connectivity across forest landscapes
• Ecosystem Services: Maintain and enhance ecosystem services including carbon storage, water regulation, and soil protection

Implementation Framework:

Science-Based Approach:

• Partnership with IUCN (International Union for Conservation of Nature) to validate and refine biodiversity framework
• Use of technology and data to forecast and enhance biodiversity impacts
• Integration of latest scientific research into target setting and monitoring

Monitoring and Measurement:

• High-granularity monitoring of tree species composition and deadwood creation
• Identification of key areas for biodiversity enhancement
• Regular assessment of biodiversity impacts and progress
• Use of digital technology, remote sensing, and AI for precise monitoring

Landscape-Level Targets:

• Enhancement of biodiversity at landscape scale through sustainable forest management
• Creation of habitat corridors and connectivity
• Integration with broader ecosystem conservation initiatives

Target Integration: Biodiversity targets are integrated with:

• Climate change mitigation (forest carbon sequestration: 4.3 million tonnes CO2 annually)
• Sustainable forest management across 2.06 million hectares
• Forest certification maintenance and improvement
• Stakeholder engagement with indigenous peoples and local communities

Resource Use and Circular Economy Policies:

Stora Enso has established comprehensive policies to promote circular economy principles and efficient resource use:

Circular Economy Framework:

• Commitment to circular economy principles to reduce, reuse, and recycle materials in both production and consumption
• Integration of circularity into product development processes
• Collaboration with customers and partners to promote product recycling
• Target: 100% recyclable products by 2030 (currently 94%)

Cascading Use of Wood:

• Policy supporting cascading use of wood, ensuring all parts of harvested trees, forestry residuals, and industrial side streams are used efficiently
• Biological assets (standing trees) serve as raw materials for pulp and mechanical wood production
• Wood residues are used as biofuels, mainly in our own operations
• Maximizing value from each tree through multiple applications

Resource Efficiency Policy:

• Continuous improvement in resource efficiency across all operations
• Material flow optimization to minimize waste generation
• Energy efficiency measures integrated with resource management
• Water efficiency and recycling programs

Waste Reduction and Management:

• Waste prevention as the primary strategy
• Material recovery and recycling programs
• Use of material streams that would otherwise end up as waste
• Circular material flows within and between operations

Product Design for Circularity:

• Design products for recyclability and reusability
• Development of renewable alternatives to fossil-based materials
• Integration of life cycle thinking into product development
• Collaboration with customers on end-of-life product management

Supply Chain Circularity:

• Engagement with suppliers on circular economy practices
• Sourcing of recycled materials where appropriate
• Support for supplier circular economy initiatives
• Integration of circularity criteria into supplier selection

Actions and Resources for Resource Use and Circular Economy:

Circularity Implementation Actions:

• Integration of circularity principles into product development across all divisions
• Collaboration with customers and partners to promote product recycling and circular solutions
• Development of recyclable alternatives to traditional materials
• Achievement: 94% of products are technically recyclable (target: 100% by 2030)

Resource Optimization Actions:

• Cascading use of wood ensuring all parts of harvested trees are utilized efficiently:
  • Standing trees → raw materials for pulp and mechanical wood production
  • Wood residues → biofuels for own operations
  • Industrial side streams → various applications
• Material flow optimization to minimize waste generation
• Working capital reduction of EUR 700 million over 1.5 years, reducing resource intensity

Innovation and Development:

• Development of innovative bio-based solutions replacing fossil-based materials:
  • Hard carbon from lignin for battery applications
  • Wood foams replacing fossil-based packaging foam
  • Bio-based binders for construction applications
  • Biochemicals from forest biomass

Operational Efficiency:

• Continuous improvement in resource efficiency across operations
• Use of material streams that would otherwise end up as waste
• Closed-loop systems where technically feasible
• Energy recovery from biomass residues

Partnership and Collaboration:

• Partnership with Altris for incorporating renewable lignin in sodium-ion batteries
• Collaboration with Södra for sustainable kraft lignin supply
• Customer collaboration on circular packaging solutions
• Supply chain engagement on resource efficiency

Investment in Circular Solutions:

• EUR 1 billion investment at Oulu site for consumer board production (circular packaging)
• Technology investments in resource-efficient processes
• R&D investments in circular economy innovations

Resources Allocated:

• Dedicated teams for circular economy development
• Capital investments in circular production technologies
• Research and development funding for bio-based materials
• Collaboration with external partners and research institutions

Performance Monitoring:

• Regular tracking of recyclability metrics
• Material flow analysis and optimization
• Waste reduction monitoring
• Resource efficiency indicators across operations

Resource Use and Circular Economy Targets:

Primary Circularity Target:

• 100% Recyclable Products by 2030
  • Current Performance: 94% of products are technically recyclable
  • Status: 🔄 On track (6 percentage points to achieve)
  • Scope: All products across divisions to be designed for recyclability

Resource Efficiency Targets:

• Cascading Use Optimization: Maximize value extraction from each tree through efficient use of all components
  • Standing trees → pulp and mechanical wood production
  • Wood residues → biofuels and energy
  • Industrial side streams → various applications

Waste Reduction Targets:

• Zero Waste to Landfill: Progressive reduction of waste sent to landfill
• Material Recovery Maximization: Increase recovery and reuse of materials from production processes
• By-Product Valorization: Convert all significant by-products into valuable applications

Working Capital Efficiency:

• Operating Working Capital Reduction: Achieved EUR 700 million reduction over 1.5 years
• Resource Intensity Reduction: Reduce resource consumption per unit of production

Innovation Targets:

• Bio-Based Material Development: Expand portfolio of bio-based alternatives to fossil materials
• Circular Product Innovation: Develop new products designed for circular economy principles
• Technology Integration: Implement technologies that enable circular material flows

Supply Chain Circularity:

• Supplier Engagement: Increase collaboration with suppliers on circular practices
• Recycled Content: Increase use of recycled materials where appropriate
• Supplier Circular Performance: Integration of circularity metrics into supplier assessment

Performance Integration: Circular economy targets are integrated with:

• Climate Targets: Circular solutions contribute to emission reductions
• Business Strategy: 80% of sales from strategic growth areas by 2030 (includes circular packaging)
• Financial Performance: Resource efficiency supporting profitability improvements

Monitoring and Reporting:

• Regular tracking of recyclability percentages across product portfolio
• Material flow analysis and circular indicator development
• Integration with sustainability reporting and ESRS disclosure requirements
• Stakeholder engagement on circular economy progress

Resource outflows

Circularity and Recyclability

Stora Enso is committed to circularity, with 94% of its products being technically recyclable by the end of 2024. This represents progress towards the company's target of 100% recyclable products by 2030.

Key circularity targets:

• Target: 100% recyclable products by 2030
• 2024 Performance: 94% of products were technically recyclable
• 2023 Performance: 93% recyclable
• 2022 Performance: 94% recyclable

The company's commitment to circularity involves reducing, reusing, and recycling materials in both production and consumption. Stora Enso integrates circularity into its product development and collaborates with customers and partners to promote product recycling.

Product Design and Materials

Stora Enso's product portfolio is focused on renewable, fiber-based materials:

• Packaging materials: Liquid packaging board, foodservice board, fresh cartonboard, containerboard (made from virgin and recycled fiber), book paper, newsprint, magazine paper
• Packaging solutions: Boxes and trays for packaging, packaging design and automation, converting of carton and corrugated board
• Biomaterials: Pulp, hard carbon battery material, lignin, biobased binders, wood foams, biobased chemicals, formed fiber, tall oil and turpentine
• Wood products: Material for mass timber construction (CLT, LVL), building concepts, window and door components, sawn and planed wood, pellets, sawdust

The majority of products are designed for reuse, recycling, or energy recovery at the end of their lifecycle. Products are based on wood fiber, which is renewable and often recyclable.

Specific Product Examples

• Folded boxes for dry food: Food safe, renewable materials to replace plastic
• Ready-meal trays and cups: Lightweight and 100% food safe in virgin fiber
• Paper cups: Cupstock designed for hot and cold beverage cups with sealable barriers
• Transport boxes for fruit: High quality and food safe white top kraftliner packaging board made from fresh fibers
• Corrugated board: Cost and weight-efficient packaging that is easy to assemble, handle, and recycle
• Fresh food trays: Easy-peeling packaging board consisting of 90% wood fiber, keeping plastic usage to a minimum
• Carton packaging for liquid food: Wood fiber-based packaging materials suitable for recycling
• E-commerce packaging: Recyclable solutions for e-commerce packaging

Approach to Circularity

Stora Enso operates in a circular economy, where many products and materials can be reused and recycled to reduce environmental impact and maximise value. The company focuses on:

• Developing recycled fiber into new products
• Dedicating efforts and investments towards reducing emissions, water usage, and energy consumption
• Utilising harvested trees, forestry residuals, and industrial side streams in the most efficient way
• Striving to maximise both environmental and financial value by efficiently utilising side streams generated during production processes

Waste

Stora Enso manages waste through a systematic approach focused on resource efficiency and circularity. The company utilises harvested trees, forestry residuals, and industrial side streams in the most efficient way, with operations in a circular economy where materials can be reused and recycled to reduce environmental impact.

Waste Management Approach

The company's circularity commitment involves:

• Reducing, reusing, and recycling materials in both production and consumption
• Integrating circularity into product development
• Collaborating with customers and partners to promote product recycling
• Developing recycled fiber into new products
• Efficiently utilising side streams generated during production processes

Resource Efficiency

Stora Enso constantly improves resource efficiency and makes use of material streams that would otherwise end up as waste. Operating in a circular economy, many of the company's products and materials can be reused and recycled to reduce environmental impact and maximise value.

Specific quantitative waste data (total waste generated, hazardous vs non-hazardous split, waste diverted from disposal, waste directed to disposal) is not disclosed in the available excerpts.

Own Workforce Policies:

Stora Enso has established comprehensive policies governing its relationship with employees:

People Promise and Expectations Framework: In 2024, Stora Enso developed a People Promise and Expectations framework closely aligned with its strategy, built on four cornerstones:

1. Provide a Safe, Diverse, and Inclusive Environment:

• Zero-tolerance policy for discrimination, harassment, or bullying
• Commitment to diversity, equity, and inclusion (DE&I) in the workplace
• Value diversity of thought and encourage employees to share their views
• Active participation in continuous safety improvement across all operations
• Mental health awareness and physical safety promotion

2. Drive Customer Value, Performance, and Innovation:

• Customer value prioritization to guide direction and actions
• High performance and innovation promotion across the organization
• Diversity and collaboration support
• Manager skills enhancement and capability building
• Expert partnership development through training programs

3. Grow to Your Full Potential:

• Encouragement for all employees to drive their growth
• Setting high ambitions and embracing development opportunities
• Knowledge, skills, and network enhancement
• Strategic workforce planning ensuring necessary capabilities
• Recruitment and talent initiatives addressing workforce gaps

4. Performance Culture Framework: Positive performance culture based on the 4As:

• Ambition: Setting high standards and challenging goals
• Agility: Quick adaptation and responsiveness
• Analytical Approach: Data-driven decision making
• Accountability: Clear ownership and responsibility

Health and Safety Policy:

• Commitment to providing a safe working environment
• Continuous safety improvement as standard practice
• Mental health and wellbeing support
• Active employee participation in safety programs

Diversity and Inclusion Policy:

• Recognition that diversity includes gender, age, ethnicity, national origin, and other identity aspects
• Commitment to creating an inclusive environment where individual differences are respected
• Equal opportunity and fair treatment for all employees
• Support for employee resource groups (ERGs) such as Rainbow Alliance for LGBTQI+ employees

Processes for Engaging with Own Workforce:

Employee Engagement Surveys: Stora Enso conducts comprehensive employee engagement assessments:

• Global Survey 2024: Response rate of 79% with engagement score of 7.8 (above industry benchmark)
• Regular divisional surveys to support decentralized operating model development
• Continuous adjustment and refinement based on employee feedback
• Inclusion Index: New metric introduced in 2024 scoring 8.4 (average rank in manufacturing sector)

Ongoing Dialogue Mechanisms:

• Regular communication through various channels during organizational changes
• Manager and employee support during transformation processes
• Integration of feedback culture into performance management
• Continuous improvement forums for faster problem-solving

Works Council and Union Engagement:

• Careful adherence to national, union, and Works Council guidance
• Consultation processes for organizational changes
• Compliance with local labor relations requirements
• Transparent communication during restructuring activities

Decentralized Engagement Model: In 2024, Stora Enso progressed in identifying optimal practices within its decentralized operating model:

• Empowerment of divisions for closer employee engagement
• Leaner Group functions enabling more direct communication
• Customer-centricity through improved employee engagement

Division-Specific Engagement: Each division has tailored engagement approaches:

• Packaging Materials: Psychological safety workshops
• Packaging Solutions: Gender diversity in recruitment initiatives
• Wood Products: Purpose reports with development initiatives at divisional and unit levels
• Forest: Young Advisory Board for junior talents and "Experienced and Still Sparkling" program

Employee Resource Groups (ERGs):

• Rainbow Alliance ERG: Supporting LGBTQI+ employees and allies
• Foster awareness and sense of belonging
• Platform for employee networking and support

Communication Campaigns:

• Regular awareness campaigns on diversity and inclusion
• Events coinciding with International Women's Day, Pride Month, and Mental Health Day
• Webinars and discussion forums on various topics

Performance and Development Dialogue:

• Integration of performance management processes across organization
• Active feedback culture promotion
• Connection of employee development with business objectives

Processes to Remediate Negative Impacts and Channels for Own Workforce:

Grievance and Complaint Mechanisms: Stora Enso provides multiple channels for employees to raise concerns and report issues:

Zero-Tolerance Policies:

• Zero-tolerance policy for discrimination, harassment, or bullying
• Clear procedures for reporting violations
• Protection for employees who report concerns in good faith
• Swift investigation and resolution of complaints

Ethics and Compliance Framework:

• Dedicated Ethics and Compliance function as part of governance structure
• Clear reporting channels for ethical concerns
• Regular training on ethical conduct and reporting procedures
• Integration with internal control systems

Management Support Systems:

• Continuous support and communication through various channels during organizational changes
• Manager training on handling employee concerns
• Open communication policies encouraging dialogue
• Regular check-ins and feedback sessions

Safety Reporting Systems:

• Channels for reporting safety concerns and near-misses
• Active participation encouragement in continuous safety improvement
• Investigation and follow-up on safety incidents
• Preventive measures based on reported concerns

Diversity and Inclusion Support:

• Employee Resource Groups (ERGs) providing peer support
• Rainbow Alliance ERG specifically supporting LGBTQI+ employees and allies
• Awareness campaigns and education on inclusive behavior
• Regular monitoring through inclusion metrics and surveys

Organizational Change Support:

• Careful adherence to national, union, and Works Council guidance during changes
• Transparent communication about organizational decisions
• Employee support during transitions and restructuring
• Consultation processes before implementing major changes

Performance and Development Support:

• Regular performance feedback and development discussions
• Career development opportunities and training programs
• Skills development initiatives addressing individual needs
• Strategic workforce planning ensuring employee growth opportunities

Union and Works Council Channels:

• Formal channels through union representatives
• Works Council participation in addressing employee concerns
• Collective bargaining processes for workplace issues
• Compliance with local labor relations requirements

Taking Action on Material Impacts on Own Workforce:

Organizational Transformation Actions:

Profit Improvement Programme (2024):

• Implemented systematic approach to enhance competitiveness while supporting employees
• Reduction of approximately 1,000 employees but no closures of production sites
• Reductions proportional to division sizes addressing market conditions
• Careful adherence to national, union, and Works Council guidance
• Continuous support and communication through various channels

Decentralized Operating Model:

• Progress in identifying optimal practices within decentralized model
• Empowerment of divisions to create more customer-centric approach
• Leaner Group functions while maintaining employee support
• Enhanced local decision-making capabilities

Performance Culture Development:

4As Framework Implementation:

• Ambition: Raising performance standards and challenging teams
• Agility: Developing quick response capabilities
• Analytical Approach: Data-driven decision making
• Accountability: Clear ownership and responsibility structures
• Building high-performing teams and transparent company culture

Employee Development Actions:

Skills and Capability Building:

• Manager skills enhancement through training programmes, workshops, webinars, and conferences
• Sales Academy for sales teams and other functions to drive market performance
• Strategic workforce planning ensuring necessary capabilities
• Career development opportunities addressing individual growth

Diversity, Equity and Inclusion Initiatives:

• Stora Enso ranked top leader in Financial Times Diversity Leaders index
• 24% women among all managers
• 80 different citizenships represented among employees
• Division-specific DE&I actions:
  • "Female Leader Engineer Talent Programme Cooperation"
  • "Female Power Talks" programme in Austria
  • Young Advisory Board for junior talents in Forest division
  • "Experienced and Still Sparkling" programme for experienced employees

Health and Safety Actions:

• Active promotion of continuous safety improvement across operations
• Mental health awareness programs through webinars and discussion forums
• Physical safety measures and training
• Integration of safety into daily operations

Engagement and Communication:

• Employee engagement score 7.8 (above industry benchmark)
• 79% response rate in global engagement survey
• Inclusion Index score 8.4 (average in manufacturing sector)
• Regular communication campaigns on diversity and inclusion
• Employee Resource Groups fostering belonging and support

Effectiveness Measurement:

• Regular engagement surveys measuring progress
• Performance tracking against diversity metrics
• Safety performance monitoring
• Feedback mechanisms for continuous improvement
• Integration with business performance indicators

¹ Including 50% of the employees at Veracel in Brazil and Montes del Plata in Uruguay.

Diversity Metrics:

Gender Diversity:

• 24% women among all managers across the organization
• Active focus on gender balance improvement across all divisions
• Specific recruitment and development programs targeting gender diversity

Cultural and Ethnic Diversity:

• 80 different citizenships represented among employees globally
• Diverse workforce reflecting the international nature of operations
• Employees distributed across multiple countries and regions

Age Diversity: The organization actively manages age diversity through specific programs:

• Young Advisory Board: Development platform for junior and early-career talents in Sweden
• "Experienced and Still Sparkling" Programme: Launched in 2024 to recognize and value more experienced employees
• Balanced approach ensuring knowledge transfer between generations

Leadership Recognition:

• Stora Enso ranked top leader in the Financial Times Diversity Leaders index
• Recognition for comprehensive diversity and inclusion initiatives

Division-Specific Diversity Initiatives:

Packaging Solutions Division:

• "Female Leader Engineer Talent Programme Cooperation" with active collaboration from other divisions including Biomaterials and Packaging Solutions
• Focus on gender diversity in recruitment processes

Wood Products Division:

• "Female Power Talks" Programme: Hybrid program with four events in 2024 aimed at empowering women and fostering support networks in Austria
• Integration of diversity metrics into Purpose reporting

Forest Division:

• Emphasis on age diversity management
• Programs supporting both junior talents and experienced professionals

Inclusion Measurement:

• Inclusion Index score: 8.4 in 2024 global employee engagement survey
• Performance places Stora Enso in average rank among manufacturing sector
• New metric introduced to track inclusive culture development

Employee Resource Groups:

• Rainbow Alliance ERG: Supporting LGBTQI+ employees and allies
• Fostering awareness and sense of belonging
• Platform for community building and support