Please remember to follow all official guidelines and stay safe. How can we help you today? Looking for. Market Sectors 0 selected. Country 0 selected. Global expertise delivered locally. Explore what we do. CASE STUDY By partnering with Smurfit Kappa to create a single point of contact for all their packaging needs, Danone has been able to measurably reduce costs and improve efficiencies, helping them to remain competitive in the yogurt marketplace.
This provides customers with assurance and traceability, while enabling end-to-end transparency across the supply chain. Reducing our waste sent to landfill has been more challenging than anticipated and as a result there was no further reduction on a per tonne basis. Our goal is to be an employer of choice, to attract, develop and retain the talent we need for our long-term evolution and success. Looking ahead We continue to look to the future with confidence, having an abundance of opportunities to grow our business in a sustainable way.
In the next five years we plan to allocate significant capital to projects that will contribute further towards lowering our environmental footprint. We will also continue to invest significant resources in the development, safety and well-being of our people. As we have reached a number of our long-term sustainable.
I hope you find the content of our Sustainable Development Report interesting and informative and look forward to your feedback sustainability smurfitkappa. We actively seek out opportunities for shared synergies that support the circular economy. Follow the icons for case stories on circularity, innovation and inclusiveness. The result? We believe our circular approach, from replacing natural resources to reusing materials and optimising processes, gives us a competitive advantage and is essential to our future success.
This is just one example of how we link data, engineering and creative thinking to make revolutionary solutions with built-in synergies, keeping Smurfit Kappa and our customers at the cutting edge. Sometimes environmental and social challenges demand completely new ways of thinking. We partnered with two students from the University of Delft in. Being inclusive these days means making sure our people are part of a global community.
We help our people develop their careers across continents to learn about different cultures and personalities, and to share best practice. We like to extend our inclusive approach to all those whose lives we impact, from those we employ directly or indirectly, to the communities where we are located.
This means fostering a company culture that rewards proactivity, creates a healthier and safer workplace and encourages transparency in everything we do. Retail Ready Packaging Norma The right packaging makes products highly visible and easier to navigate, reinforcing the brand and driving sales. Food Packaging De Aardappelhoeve Our range of paper-based food contact packaging ensures that goods remain fresh and protected whilst meeting all the relevant legislative requirements for food hygiene.
Bag-in-box Packaging Creydt The shelf life of liquid, or semi-liquid food products, can be extended with one of our innovative bag-in-box solutions. Point of Sale displays Rama Our point of sale displays help brands to attract shopper attention and alert them to new products or promotions which drives increased sales.
Industrial Packaging Marlec Engineering We have analysed over 45, supply chains globally to ensure products arrive in optimal condition, no matter how demanding the requirements. Standard Packaging Bosch We supply cost effective and risk-free solutions by applying our unique performance packaging technology.
In we held our biennial Innovation Event both for our European and the Americas customers. At these events we show our latest innovations in packaging design and sustainability. An important highlight is the grand finale of our company wide Innovation and Sustainability Awards competition including the presentation of the Awards to the winners in the different categories.
Why packaging matters Paper-based packaging offers the most versatile, sustainable solution for manufacturers, retailers and consumers through any chosen sales channel. Our size makes it possible to work with our customers and suppliers to sustainably grow their and our businesses throughout the value chain. Our circular business model fosters synergies within our business and the businesses of our neighbours.
Integrating sustainability measurement into our business strategy helps our investors and customers to appraise our performance. We all want our food, clothing and household goods delivered securely and safe from damage or theft. Businesses therefore need fit-forpurpose packaging solutions, which should also communicate their contents to the consumer.
Paper-based packaging offers the most versatile, sustainable solution for manufacturers, retailers and consumers, through any chosen sales channel. It has the highest recycling rate of any packaging — wood fibre can be recycled up to eight times before new fibre needs to be introduced to the loop. It also helps reduce product waste. At Smurfit Kappa, we maximise this sustainability for ourselves, our customers and suppliers, through continuous research.
Our experience and expertise inspire innovative packaging solutions, making sustainability integral. Sustainable value-chain is our business Sustainability creates value and is part of our competitive advantage.
With some production sites across 35 countries, Smurfit Kappa can drive change in our industry and is proud to be a leader in sustainability. We use our size and resources to work with customers and suppliers, sustainably growing their and our businesses throughout the value chain. Our innovative packaging solutions reduce use of raw materials, helping customers deliver their sustainability objectives. Our investors want long-term profitable businesses, so environmental and social responsibility are key factors when choosing companies for investment.
Furthermore, growing consumer demand will increase the paper-based packaging market share. Understanding our business environment enables us to increasingly integrate in the circular economy and drive sustainability in all areas of our value chain. We audit suppliers on human rights, labour practices and environmental impact.
Like all ecologically responsible companies, we work to minimise climate change by maximising the efficient use of resources, thereby reducing pressure on the environment. Our raw material — wood-based fibres — is the starting point of our circular business model see diagram above. Managed sustainably, it enables global carbon management; from the forests that capture atmospheric carbon, to more efficient bio-energy. When we balance the use of virgin and recovered fibres, we maintain a positive, sustainable balance of renewable raw material circulation.
Creating tangible progress For us, sustainability is not only about mitigating climate change and reducing inefficiency. We integrate sustainable measurement into our business strategy, and throughout our global operations. We know the impact of our sustainable strategy — the facts and figures are in this report, enabling investors to appraise the effect of sustainable performance on our business.
We are proud to have received customer awards and investor recognition for our sustainability performance. For them, and for our customers, we must demonstrate the link between sustainable business and corporate value. The ecosystem works in loops and networks, and so do we. From engaging our stakeholders in priority-setting to innovating with business partners, we like to see the sustainability benefits of smarter packaging solutions reach right along the value chain.
We have assessed our material aspects on sustainability, and set priorities on which to focus in our sustainability programme. As part of this assessment,. Examining the entire supply chain, including packaging, transport, storage and product presentation, identifies more sustainable improvement possibilities than considering each step in isolation. Sustainability influences our operations in three ways: embedding circularity, driving innovation, and promoting inclusivity.
Our holistic approach starts with the role of sustainability in our business strategy see diagram below. We do not just sell packaging to our customers, we work closely with them, developing value-adding solutions to their supply chains. Our people also provide a wealth of expertise, innovative ideas and industry links.
We have identified areas where we can deliver positive impact, but also where we can mitigate our environmental on society. Happy cardboard campers at festivals across Europe Glastonbury, Roskilde, Tomorrowland, and Pinkpop are just some of the popular-music festivals drawing huge crowds every year. Most people bring nylon tents, and camp on the festival grounds. Two Dutch students came up with the perfect carton-tent.
The two Dutch students of the Technical University in Delft Netherlands , founded a start-up named KarTent, and, together with Smurfit Kappa, came up with a sturdy, practical festival tent completely made of cardboard. Initiated in , the first 8, production models were sold in and it did not take long for the concept to gain international recognition, winning KarTent the international Red Dot Design Award.
KarTent does not sell to individual users, but supplies festival organisations, and after the festival the tents can either be re-used or recycled, creating a circular loop. Nylon tents contain 30 different materials and leave a sizeable CO2 footprint. Our inline process helped the design overcome complexity and cost disadvantages. Each tent can house two people who will find that a KarTent screens out more light and noise than a nylon tent, and is pleasantly cool.
With two special folds we made it extra-sturdy, even when wet. Festival fans can get creative and decorate the tents. They can be pre-printed with sponsoring, or people can unleash their inner architect and make combination structures. Embedding Circularity Our circular business model ensures that our operations are restorative. We strive to replace the natural resources we need, as well as reusing them in the best possible way, and collaborate with our stakeholders to find synergies.
This circular approach increases resource productivity, adding to our competitiveness. The table on this and next page illustrates the way we embed circularity in our value chain. This makes the circular system good business practice. This means that we know where our material comes from, and that it returns to the production cycle without being lost. We use organic by-products as biofuel, and reuse fibres separated by watertreatment in our paper-making process. We also receive other materials with the recovered paper that we cannot use in our processes, such as metal, plastic, textiles, wood and sand.
Wherever possible, we collaborate with local organisations to find alternative uses for these, creating new business opportunities locally. We also close the loop by partnering with other sectors. For example, during the virgin paperproduction process we extract turpentine and tall oil, which are raw materials for the chemical, medical and pharmaceutical industries.
In our product development we work towards synergies within the whole value chain. A good example of this is the Kraken solution for Mabe, introduced on page Forests themselves are a closed loop, fundamental for local climate and water cycles. When managed sustainably, they also provide raw materials for industry and employment. Independent third-party certification is the most reliable means to promote sustainable forest management and combat deforestation.
We manage our forests on three sustainable development principles: promoting economic growth, using natural resources responsibly, and fostering social equity wherever our plantations and forests are located. Ensuring that resources are maximised and waste materials are minimised by offering fit-for-purpose packaging solutions that optimise packaging materials.
Where possible, we produce lighter grammage papers which require less fibre. We intend to use renewable energy wherever it is economically feasible. This will involve additional use of biomass and scaling up methods which use our organic waste to generate energy. It will also involve investment in measures to reduce fossil CO2 emissions and investment in further energy efficiency. Ensuring that we reuse resources in our production wherever possible.
For example, using the organic by-product of our production process as biomass fuel, or reusing materials separated in the paper-making process. We also reuse water in our paper-making processes several times, before treating it for discharge.
All paper-based packaging we produce is recyclable. We continually find ways to recycle the metals, plastics, wood and other non-paper components separated from the recovered paper that is delivered to our mills. Ensuring all paper-based packaging manufactured by Smurfit Kappa can be recovered. For example, offering single-material solutions that are easy to recover for our customers and consumers.
Our corrugated plants recover paper clippings and send them back to paper production at our mills. We close loops and create circularity in our energy production through recovering the high energy value of any byproducts wherever possible, and circulating heat.
We also seek for synergies with our neighbours where possible. We promote sustainable forest management in our own forests and plantations as well as throughout our supply chain and demand deliveries of fibrous materials to be Chain of Custody certified by an internationally accepted forest management standard, FSC, PEFC or SFI.
Renewable materials biodegrade naturally and at the end of life are converted to natural materials such as CO2 and water. Innovation drives all our operations. We use engineering-based thinking to analyse customer challenges and find creative solutions for specific products and markets. Our three avenues to smarter sustainable solutions are explained in the diagram on the left.
Smart services to help customers to see through the new solution from an innovative idea to implementation. For almost a decade we have collected and published our sustainability data, in accordance with the Global Reporting Initiative GRI , had them assured by an independent third-party assurance provider see page and rated them through platforms such as Supplier Ethical Data Exchange Sedex and CDP.
This transparency, combined with continuous research, lets us innovate new approaches to packaging and supply chains, and gives our customers a guarantee of credible impact measurement. In addition, our innovative virgin and recovered-fibre based packaging minimises resource use, reducing environmental footprint, and, of course, our fibre is sourced through certified Chain of Custody fibre origin management systems.
Offering fit-for-purpose packaging is the core of our eco-design. We aim to improve the entire supply chain, understanding changing customer preferences, demographics, regulatory developments, and other competitive changes. Our eCommerce solutions are a good example of our eco-design: when a smart design combines with our single-material approach, we can increase efficiency throughout the packaging life cycle. This Mexico-based global company designs, produces, and distributes washing machines, dryers, stoves, and refrigerators to more than seventy countries around the world.
Mabe approached Smurfit Kappa to find a solution for the high damage-rate of its washing machines during warehousing and transport. In close collaboration with Mabe, Smurfit Kappa developed an innovative solution that solves many supply chain challenges. The product protection strength of the Kraken, combined with smart standardisation benefits, was achieved by a joint effort from both Mabe and Smurfit Kappa. Both were determined to greatly improve the logistic damage index of the packaging.
The new Kraken design features a corrugated box with inserts and strengthened corners. Finally, given the original damage. The team came up with a single-material solution, in a market where clear-view packaging and EPS inserts are common. Evaluations soon demonstrated that clear-view packaging is too weak to withstand handling during warehousing and transportation, and that packaging-handling was costly due to the many components.
Also, the various plastic components were not a sustainable solution. Previously, due to poor stacking strength, products fell, leading to unsafe warehouse conditions, damaged products, and the need for repackaging. The traditional packaging was formed by solid fibre corner posts, a cardboard tray, and a slip-sheet covered by a shrink wrap all around.
Promoting Inclusivity People are at the heart of our operations — people we employ and people whose lives we impact. We are proactive in encouraging workplace Health and Safety, customer satisfaction, innovation, and improving processes. These are also an important element to measure our employee engagement.
Read more about MyVoice on page We engage our employees by: n. We do this through training, globally-targeted methods like InnoTools by focusing on capabilities and focusing on Health and Safety. Empowering and developing people, engaging them in change, and valuing diversity. In the communities in which we operate, we promote equal opportunities, education, care for disadvantaged.
These activities empower people, helping to improve their lives. Inspiring with authentic principles across our global and local activities, and motivating employees with our culture of learning. Our activities are transparent — mills and plants have an open-door policy for different stakeholder groups. As well as our social and community commitments, we fund scientific studies on environmental and biodiversity issues.
Kraftliner is entirely, or mostly, made of wood raw material, producing a paper of excellent strength, moisture resistance and printability. All our teams meet daily for a five to fifteen minute standing whiteboard consultation. It is short, efficient, and keeps everyone posted on new developments. Furthermore, we have set up an intranet application that allows all departments to see the operational and progress data of the other departments in the mill.
This is. This makes. Employees become more involved and knowledgeable. We all have access to the same information, so we all work inclusively to achieve joint objectives. These innovations are a holistic approach that promotes our priorities in a very straightforward way and results in successful employee engagement.
Sustainable businesses encourage diverse views, and we provide opportunities for dialogue with the many stakeholders who impact our business. In our experience, this exchange of ideas delivers benefits for everyone. Through stakeholder engagement, we are able to scrutinise the way we deliver our commitments in sustainability.
In a business to business environment, we, together with our stakeholders, build on sustainable addedvalue. We build our stakeholder engagement through three lenses: circularity, innovation and inclusiveness. Our key stakeholders are customers, investors, employees, communities and suppliers. Our size gives us a unique position in the paper-based packaging value chain. It enables us to create sustainable value for our stakeholders by meeting their requirements, depending on their areas of interest.
For example, we help them meet sustainability commitments with Chain of Custody certification of the packaging production process, by reducing supply chain risks, or by improving measurements and reports of environmental footprint or social impact, adding to their transparency.
We ensure our stakeholders receive these benefits, from requiring high standards of supply chain sustainability to helping customers reduce their carbon footprint through rightweighted, fit-for-purpose packaging. We also help customers track the carbon footprint of every box, so they can reduce and measure their own supply chain emissions. Our engagement methods We know which issues are important to our stakeholders through continual multi-level engagement with our customers, investors, employees and other relevant parties.
This engagement includes:. Relevance: Constant dialogue to understand their sustainable business drivers and help expand their capabilities. Influence: Valuing their opinion, and sharing experience and best practice from working with a wide range of suppliers and customers. Value: Ensuring we deliver maximum sustainability value by understanding the sustainability drivers throughout our value chain. Impact: Sharing knowledge and expertise to increase understanding and find sustainable solutions.
In the table overleaf, we introduce the ways in which we collaborate with our stakeholders in our three focus areas: circularity, innovation and inclusiveness. Our customers want packaging solutions that enable safe deliveries of goods with no damage to the products, efficiently managed packaging recycling, and packaging solutions that help cut waste across the value chain. We collaborate to understand their packaging needs, supply chain challenges and logistics issues.
Investors benefit from our circular sustainability strategy through lower costs, better efficiency, less waste and increased revenue. Our approach also helps us reduce environmental risks such as volatile carbon prices, avoid regulatory shocks and minimise lost time through our strict health and safety standards. Our circular business model helps us find the best, recyclable packaging solution for each situation while delivering a lower total environmental impact. Employees, customers, suppliers and local communities all have a part to play.
We innovate with our customers to develop fit-for-purpose eco-design packaging. Our research insights add context, while InnoTools such as Paper To Box and Pack Expert use customer data for accurate decision making and carefully tailored solutions. Our integrated, data-driven approach helps investors understand that sustainable innovation delivers an attractive return on investment.
It allows us to quantify the savings and benefits arising from our packaging innovations. The evidence of the added value of our packaging solutions attracts both reinvestment and sources of new finance. We aim to drive the take-up of sustainable packaging innovations by making the benefits tangible.
Ensuring we live by the highest sustainability standards reduces reputational risk to our business, our customers and our investors. Our 23 experience centres showcase solutions and make our global sustainability experience directly available to local and international customers. We partner with customers and suppliers to streamline supply chains, reduce CO2 emissions and minimise waste.
We also use our technology leadership in the industry to drive sustainable innovation. We help employees fulfil their career potential. In our global, culturally diverse organisation, they are encouraged to explore new roles, responsibilities and locations. To promote sustainable societies, we are guided by two principles: careful research and creating win-win solutions.
Sharing our sustainability knowledge, experience and expertise with our suppliers increases the sustainability of our whole value chain. This circulation of talent and ideas helps employees anticipate and meet changing market demands and deliver exceptional and sustainable performance for Smurfit Kappa. These approaches help us understand material flows and to close loops. Through them we can develop and support local business ecosystems, and in turn, positively impact the well-being of our surrounding communities.
At Smurfit Kappa, talented people can make a real impact. We want them to feel free to innovate and help shape a sustainable future. We work with other industries in our localities and seek win-win solutions for our waste and by-products. Talent thrives in an environment where people feel valued, can grow and where performance, pay and participation are balanced in a safe and healthy workplace.
This cross-industry cooperation has delivered both financial and environmental benefits where previously these material streams were sent to landfill. Whatever their occupation, our aim is to make employees feel included and appreciated as part of a team. Across our operations we strive to share value from our business growth with the communities where we are located. Our entire workforce is involved from home to the workplace in our zero fatalities goal.
Outstanding ideas of employees are rewarded through our Innovation and Sustainability Awards. When they understand what our customers are looking for, it helps us identify opportunities to further increase circularity and add value both up and down the supply chain. We encourage our suppliers to be innovative about their products and processes, and we help test and optimise them before they go to market. Together we have developed food-safe, efficient products such as soluble printing inks, starch and glue from sustainable sources.
Whenever possible, we procure our products and services from local suppliers. The interactions between our operations and the businesses around them help to keep finances flowing through the local economy. The road to sustainability: customer-supplier collaboration Smurfit Kappa and Chep have a close relationship with Unilever in Leeds UK. Smurfit Kappa supplies packaging materials and Chep manages, maintains and transports pallets.
Both suppliers actively aim to make the supply chain more durable, and found out that close cooperation could make their work for Unilever significantly more sustainable. Our joint effort with Chep and Unilever not only resulted in remarkable sustainability improvements, it won the Smurfit Kappa UK Supply Chain Award in , and the European equivalent in All the inbound and outbound deliveries to the Unilever location in Leeds are on Chep pallets.
The site has a surplus of close to , pallets annually. These pallets used to be managed and collected, on average, just over nine times a week on Chep vehicles resulting in truckloads per year. Pallets were transported to Smurfit Kappa, loaded, and delivered to Unilever, and the Smurfit Kappa truck returned empty. Together the three companies devised a two-way transportation system.
Our efforts resulted in 75, kilometres less empty truck loads, a reduction in CO2 emissions totalling 75 tonnes, and transport collection savings for Unilever. All collections are now co-ordinated through Smurfit Kappa. Mom designs affordable board toys for kids Eva Castrillo is the mother of an eight-year-old boy, and works as a designer for Smurfit Kappa in Venezuela — a combination that sparked her creativity.
Due to economic conditions, it is difficult for many Venezuelan parents to buy toys for their children. The price is simply too high, and it is more important to put a proper meal on the table. When I noticed that in other countries, cardboard is sometimes used to produce low-cost toys, I connected the dots and got together with Marysabel Martinez, my colleague and graphic designer from Smurfit Kappa Corrugado Valencia.
It worked out. It did not take long to come up with a lovely refrigerator, sink, and dishwasher. Of course, we thought the kids might appreciate some kitchen utensils too. The production of carton-toys also proved to be an opportunity for Smurfit Kappa. Due to a decline in the demand for corrugated.
The idea, born out of economic necessity for many families, proved to appeal not only to kids, but also to various distributors who want to make the carton-toy designs widely available for youngsters in Venezuela. Even EPA, a well-known chain of hardware and household goods in Venezuela, has shown interest. Smurfit Kappa is committed to strive for the highest standards of corporate governance and ethical business conduct.
We have instilled our commitment from the boardroom to the factory floor and throughout our operations and supply chain. Corporate governance Smurfit Kappa is committed to strive for the highest standards of corporate governance and ethical business conduct. The Smurfit Kappa Group Executive Committee demonstrates leadership on sustainability throughout the business and reports on progress to the Board.
We believe that ethical business conduct must be promoted from the most senior levels of the business, and fostered through the whole organisation. While Smurfit Kappa always aims for the highest standards of corporate governance, we expect this standard from our suppliers as well. For further information on corporate governance, see our Governance section in the Smurfit Kappa Annual Report on pages Lead from the top.
Our responsibility in our value chain extends to requiring the same ethical business standards from our suppliers. The Board has overall responsibility for ensuring the Group demonstrates leadership within the paper-based packaging sector, promoting an actionable sustainable development agenda. The Group Executive Committee sets out our strategy and objectives for sustainable development and reviews its progress.
The Group Executive Committee is supported by a Sustainability Working Group, comprised of key representatives from operations in Europe and the Americas, as well as Group level participation, and is led by the Group Vice President Development who also is a member of the Group Executive Committee. Complying with regulations and guidelines It is Group policy to comply, at a minimum, with the relevant laws and regulations in each country in which we operate. We ensure that our employees are aware of this and conduct themselves appropriately.
Reflecting this, during no material fines were imposed on the Group for any breaches of such laws and regulations. To demonstrate our commitment, wherever possible we go beyond minimum compliance with regulations, and maintain the highest reporting standards. Additional detail about our voluntary actions in legal and regulatory matters are included in the section our priorities and performance, pages Most of our other business units are the subject of local statutory financial audits.
We also have our own Internal Audit department which, during , performed 88 detailed internal financial and IT audits. The Code takes account of the following international conventions and codes: 1. UN Global Compact. The Code provides accessible and understandable guidance for each employee in every jurisdiction.
It sets out our expectations from employees for compliance with local, regional, and national law, adherence to ethical standards, and commitment to quality and service. Each Group company and its employees are required to apply the Code and abide by the laws and practices required for their industry under the jurisdiction in which they operate.
The Code makes it clear that personal and professional integrity is essential to conduct business in an ethical manner. During there were no material incidents reported which the Group considered to be non-compliant with the Code of Business Conduct.
The Code is supplemented by policies relating to our operational and managerial practices. All our codes and policies are available on our website: www. In recognition of the nature and concern about modern slavery, we continuously review and update our principles and policies with respect to our employees and suppliers, to ensure compliance.
Our Modern Slavery Statement published in is available on our website and an update to it will be published in June Demonstrating leadership Our goal is to be the most sustainable paper-based packaging solutions company globally. Along with sharing our sustainability experience with our customers and suppliers, we believe it is important to share these, and potential challenges, within our industry.
We are involved with selected trade bodies to influence understanding, and share knowledge on embedding sustainability throughout operations, including: n. In addition, we are active participants in and signatories to many environmental reporting and sustainability organisations: n.
Influencing public policy for good As a multinational organisation, our businesses are subject to the legislation and regulations of the jurisdictions in which they operate. There were no significant criticisms of the Group in this respect in No national government is a direct investor in Smurfit Kappa.
Safe products and satisfied customers Product safety is an integral part of our business. We have prepared statements on food safety and REACH to our customers and they are available on request. We bring in data and analytics-based insights about what really matters to customers and how best to deliver it to them. By equipping our employees with the best tools and skills we can ensure that we create new experiences and tap new sources of value for our customers across multiple sectors.
In , we introduced a commercial excellence programme to the organisation and coached circa Smurfit Kappa employees in a Customer Value programme. In , this has been followed up with a further 60 reinforcement sessions with over participants across 16 countries in Europe. We are now rolling out the programme in the Americas to ensure a consistent approach to our customers.
We are always introducing tangible methods and tools to measure customer satisfaction. We use Customer Relationship CRM tools to follow-up customer feedback and utilise these insights throughout the organisation to maximise customer satisfaction. Delivering a great customer experience calls for disciplined execution and consistent service delivery. By analysing our customer journeys we not only pinpoint the operational improvements that will have the biggest effect on customer experience but link this to what drives customer value and loyalty.
Supplier compliance Sourcing of materials, goods and services represents the single largest cost item for Smurfit Kappa. To be able to sustainably grow our business, our materials, goods and services must have the right quality and cost, but also be securely and responsibly sourced. Our sustainable sourcing programme helps us to deliver our five strategic sustainability areas: Forest, Climate Change, Water, Waste and People.
Our approach to sustainable sourcing goes beyond regulatory requirements. By developing more sustainable supply chains in collaboration with our suppliers, we can manage risks and. Of course, sourcing of raw material, goods and services is governed by international, national and regional regulations. We encourage our suppliers to participate in commonly-accepted best practice and certification schemes. These are quality, hygiene and safety, business continuity, manufacturing, continual improvement, service and technical support, and environment and sustainable development.
All of these have strong sustainability implications: assessing supplier risks; focusing on relevant supplier processes especially regarding business continuity ; mitigating risks related to environmental, social and equality issues, and reducing waste by meeting food safety requirements. By focusing on these, we can promote sustainable growth and find opportunities and synergies with our suppliers.
Supply chain risk The most relevant sourcing category for us and our stakeholders is raw materials. Since we work with fibrebased products, sustainable sourcing of wood and recovered paper is vital. Our own forestry operations and wood, pulp, paper and recovered-paper sourcing are controlled by our Forestry and Fibre Sourcing Policy. A more detailed report on these activities can be found in the section Forest on pages Suppliers are also required to follow our Sustainable Sourcing Policy, and all other relevant Smurfit Kappa policies.
To manage risks, we base our sustainable sourcing programme on risk mapping. This begins by identifying the most critical supplier groups. Our priority is to ensure these meet our sourcing criteria. These criteria are: global spend, global presence, technological innovation, service level, and reputation.
Risk mapping then considers the sourcing categories with the highest impact on our products, and therefore to our stakeholders. Our sourcing network includes suppliers ranging from small-scale local companies to large multinationals. Based on our risk mapping, we audit our suppliers on the seven pillars of our sustainable sourcing programme. From this we have learned our suppliers are committed, and see the programme as an opportunity to learn. The suppliers receive a rating for each of the seven pillars and if the result is below satisfactory, an improvement programme is devised.
If a supplier fails to commit to the improvement action list, we may terminate the business relationship. In , supplier improvement opportunities typically included hygiene and environmental management systems.
Progress Our sustainable sourcing programme started in , and since then we have audited all of our strategic suppliers, ensuring our key materials, goods and services are managed sustainably and meet our standards. In , a total of 95 supplier audits were performed including first-time and re-approval audits. We regularly monitor that our audited suppliers are also members of Sedex or are otherwise assessed on their ethical practices. Following the initial audit, we work with each supplier in identifying continual improvement opportunities.
During , 58 suppliers were audited for the first time under our sustainable sourcing programme. New developments in the auditing process include, during , a special focus on the UK Modern Slavery Act. We have implemented the requirements of the Act in our sourcing programme, and increased supplier screening on human rights. Adding transport to the auditing process supports this, as illegal transport of persons is a factor in modern slavery. In addition, we have also added energy supply audits to the programme and in our North American operations, we implemented a Supply Chain IT system based on SAP which includes full log details of Chain of Custody information concerning paper sourcing.
We implemented a pilot scheme to widen the scope of our supplier assessment, from strategic and important suppliers to our whole supplier base. The results show that our own audit programme achieves the best topic-coverage for us, and achieves a credible assurance of the risk level in our supply chains. We will continue to work on developing an efficient system to use our sustainable sourcing programme for our entire supplier base.
Taking a strategic approach to understand the material sustainability issues for our business helps us to better understand how to identify opportunities, mitigate risks and influence the areas that impact the most. To assess the sustainability factors within the business environment we operate in, we identify the most relevant environmental and social elements within our value chain, and consider the impact we have on them, or they have on us.
These impacts can be financial as well as social and environmental, and can affect all our stakeholders including our communities, as well as ourselves through e. Following the steps below, we carry out a thorough materiality assessment every three years. The most recent was conducted in Our process has three stages: 1. Assessing internal and external factors material to our business 2. Benchmarking factors material to our stakeholders.
How we do this is explained in Ethically and responsibly pages This way we are able to limit the issues we report and measure only those on which we have a direct impact through our activities. Stakeholder benchmarking The material aspects identified as a result of the above analysis are then benchmarked against the views of customers, investors, suppliers and corporate peers. Using sustainability reports and websites, we identified 82 of the most relevant of these stakeholders.
We review the materiality assessments undertaken by each of them, and test how frequently the material aspects they have identified match our own. Internal and external factors When identifying the most material aspects arising from our operations, we take account of internal and external factors.
These include the issues identified in our overall vision and mission, vision on sustainability, long-term strategy and the Code of Business Conduct, which governs Group behaviours and activities. We review these material aspects and processes against external developments such as emerging regulation, environmental standards and approaches to certification. Additionally, we extend and refresh. Governance, business ethics and value Responsible sourcing Compliance and transparency Quality management Food safety.
Stress testing Material aspects vary across countries and regions. For example, in Europe we found environmental aspects to have a higher priority, whereas in the Americas social aspects are considered more important. Acknowledging these regional differences, the final phase of our materiality assessment involves stress testing each material aspect for its relevance and priority to our national and international stakeholders.
We use a variety of techniques, described in Stakeholder engagement in sustainable development pages , to gather feedback from our stakeholders, and use qualitative analysis to determine the significance and priority of each material aspect. The materiality matrix on the previous page shows the outcome of our three-step assessment.
To aid understanding, the aspects are grouped under three key categories: environmental, social and governance and compliance. Although not all aspects highlighted in the matrix are of equal importance to Smurfit Kappa, they were considered in determining issues material to our business and our sector.
For transparency, they are plotted in accordance with GRI guidelines. In conclusion, five key strategic sustainability priorities emerge from the materiality analysis which provide the focus for our daily operations and reporting. Four of these topics are environmental, and one is social. All are relevant for compliance. Our five strategic priorities are: n. People, including health and safety, diversity, human rights, career development and employee training, well-being of employees, labour relations and community involvement.
To demonstrate the global context of the issues and their impacts we have matched those UN Sustainable Development Goals relevant to us with our material priorities throughout our value chain. This approach helps us to show where our risks and opportunities lie.
The material relevance of each priority is explained in the following sections. The topics directly related to governance or sustainable sourcing have been discussed in Ethically and responsibly pages Wood fibres are the core component of our paper products. Whether they are virgin or recycled, from our own plantations and forests or those of others, we make sure their sustainability credentials are of the highest standard.
As we manufacture paper and paper-based packaging solutions, our stakeholders, and particularly our customers, expect Smurfit Kappa to use sustainable raw materials, and communicate our impact in a transparent and credible way. The forest sector is a major user of wood, and has a significant influence in driving sustainable forest management.
Therefore, both the industry and Smurfit Kappa play a key role in ensuring resources are used responsibly. When we use virgin fibres, they are from sustainably managed forests, while recycled fibres are recovered from paper as efficiently as possible. Virgin wood fibres will always be needed for paper production. Fibre can only be recycled about eight times before its quality becomes too poor for paper production, and this means that sourcing some virgin raw material from forests is unavoidable.
Our strong focus on recycled fibre and efficient use of resources makes us a contributor to the circular economy and to United Nations Sustainable Development Goal UN SDG Responsible consumption and production. When managed well, forests can supply sufficient quantities of sustainable, renewable fibre as well as job opportunities in areas where employment is not always easy to find.
Smurfit Kappa manages its own eucalyptus, gmelina and pine plantations in Colombia and Venezuela, as well as third party forests in France and Spain. We also procure certified Chain of Custody wood for pulp from suppliers throughout Europe, including from Austria, France, Germany, Spain, Sweden and the Baltic countries. Like our stakeholders, we demand the highest standards of ourselves, and in our sector that means sustainable forest management certification and related Chain of Custody systems throughout the value chain, from forest to end product.
We hold our suppliers to the same standards. Risks, challenges and opportunities Global population growth, along with middle-class growth, increases the need for goods and services. To be able to sustainably respond to this consumption growth, the role of performance-based, fit-for-purpose packaging will increase, especially in developing and emerging economies. UN SDG According to FAO, packaging plays a crucial role in achieving this, as it protects goods and helps in their correct consumption.
Meanwhile, consumers and the public sector are increasingly aware of sustainable consumption, sustainable origin, and recycling of materials. More attention is also needed on using correct packaging materials and avoiding packaging litter.
These factors set the scene for risks, challenges and opportunities for paper-based packaging. Sustainable forest management Natural resource depletion and climate change are the source of global concerns about deforestation. Forests host ecosystem services that are critically important for life on earth, managing local climate and natural water cycles.
The forest industry is an obvious user of forests, and although forest areas are still lost mostly to agricultural land, the forest sector carries a reputational risk of contributing to deforestation. Longterm climate change and deforestation may be a factor in fresh fibre availability for the industry, especially if worldwide consumption grows faster than paper recycling rates.
Furthermore, demonstrating responsible wood fibre sourcing is a prerequisite from many of our customers and investors, who demand additional proof through voluntary third-party certification. The forest sector has been using voluntary mechanisms that support forest legislation for decades. Forest certification, and related Chain of Custody certification, are the most advanced sustainable raw-material origin certification systems for example in the area of biodiversity according to a study by SSI.
Being one of the leaders in sustainable sourcing of fibres offers Smurfit Kappa a competitive advantage. Furthermore, the Group has invested in certified Chain of Custody management systems throughout the value chains of all its operations, to be able to offer its customers certified packaging solutions from any production unit. Smurfit Kappa is industry-leading in extending these measures. Sustainable balance of fibre use Increased global consumption, and pressure to avoid food waste, means increased need for fit-for-purpose packaging.
However, the end of saw a new wave in global concerns about litter remaining in the environment for decades, leading to increased interest in renewable, biodegradable packaging materials. At the same time, some markets experienced campaigns to increase their recycled content. However, using recycled fibre reduces the quality of recovered paper, and also of newly-made recycled paper. With current regulatory and product supply chain requirements, virgin fibre solutions are the only suitable packaging options in product groups like food-contact or frozen foods.
The challenge for the sector is to find a balance between sustainable use of virgin and recovered fibres. At Smurfit Kappa, our ambition is to deliver fit-for-purpose packaging for which the correct papers are chosen to reach the best overall environmental footprint for each package. The paper-based product industry can also work to improve the quality and lifespan of fibres.
We participated in the World Economic Forum Project Mainstream which published a set of guidelines for improving the recyclability of paper in , including guidance on the use of inks and glues that can be more easily removed from recovered fibre, thus improving fibre quality and increasing recycling.
The World Business Council for Sustainable Development Forest Solutions Group, of which we are a member, is working to find further solutions for the circular loops within the forest industry. This challenge comes with an opportunity — to find innovative solutions for the current situation. Communicating our use of sustainablysourced, certified fibres, helps us to maintain and expand our customer base to include large, demanding, market leaders.
Finally, finding solutions to improve the quality of recovered fibres strengthens the circular loop between paper-based packaging producers and the final users. This means that the responsibility for keeping fibres in the recycling loop is not only in hands of the paper industry, but in all who participate in it. Wood-based subsidies and their effects on wood markets The EU Renewable Energy Policy targets are supported by subsidy schemes, and these increase the price and affect availability of our raw materials.
The EU has called for an improved biomass policy to allow for fair competition between the various uses of biomass resources in, for example, the paper and pulp industries. This supports our favoured concept of resource hierarchy, with. Our commitment to sustainable fibre Our target is to source virgin fibres from certifiably well-managed forests, or at least those of non-controversial origin, so that also recycled fibres are traceable to the collection point.
We require all materials to be delivered through a third-party-verified Chain of Custody certified supply chain. This means that the packaging products we deliver to our customers should meet the above requirement, but also meet the commitments we make in our various policy statements Forestry Policy, Code of Business Conduct, Social Citizenship, among others. Most of our commitments have been covered by the Chain of Custody certification standards.
These concern all fibre and fibre-based products we use or manufacture, whatever their origin or form. The small drop in certified wood deliveries compared to is due to Venezuela where plantations that are not certified against FSC Forest management standards were due to be harvested.
We have a network of 15 recycled paper depots in Europe, and 31 in the Americas, supplying recovered paper from municipalities, retailers, industries, and our own corrugating and converting operations. More about the way how we work on recovering paper can be read in the following case story on our collaboration with City of Malaga. Annually, over a million tourists visit the historic city centre.
Tourists and citizens produce a lot of garbage, including paper waste. The city initiated a strategic partnership with Smurfit Kappa to increase recycling rates. The goal is to make the inner city a cleaner place, whose historic beauty can be proudly displayed to city inhabitants and visitors alike. The tender also included collection of tonnes per month of waste paper, an important supply of raw material for the Smurfit Kappa Mengibar mill.
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|Finanzas forex investissement recrute 2021||Skip to main content. It is clear to us that our plantations and the neighbouring protected natural forests form important wildlife corridors that contribute to species conservation in the Andean ecosystem, and therefore need careful management. Avoiding waste is an important issue for our stakeholders, particularly our customers, many of whom have stated objectives to reduce waste. We have implemented the requirements of the Act in our sourcing programme, and increased supplier screening on human rights. This makes.|
|Recap investments ltd||Trinmills Limited. Publications Limited. Paper-based packaging offers the most versatile, sustainable solution for manufacturers, retailers and consumers, through any chosen sales smurfit kappa investments limited fl. The Board has overall responsibility for ensuring the Group demonstrates leadership within the paper-based packaging sector, promoting an actionable sustainable development agenda. The heat recovery system, scrubber, was so badly damaged that we had to renew this completely during an annual shut down. This assessment is expected to be finalised during the second quarter of and covers both data management systems as well as the training and knowledge needs of our employees.|
|Al kharafi sarasin investment||On smurfit kappa investments limited fl it takes 1, kg of recovered paper to produce one tonne of paper and board. This holistic approach makes the paper producing industry one of the most efficient users of both wood and energy. As we manufacture paper and paper-based packaging solutions, our stakeholders, and particularly our customers, expect Smurfit Kappa to use sustainable raw materials, and communicate our impact in a transparent and credible way. Smurfit Kappa Oudenbosch Golfkarton B. We are committed to maintaining robust monitoring and third-party auditing of our supply chain, ensuring that sourced fibre complies with our sustainability principles.|
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