Vigourexplore our theme

Lizards are estimated to have been around for 240 million years. Little wonder, given that they make use of a variety of antipredator adaptations, including venom, camouflage, reflex bleeding and the ability to sacrifice and regrow their tails. What’s more, as with other reptiles, the skin of lizards is covered in overlapping scales made of keratin, providing protection from the environment and reducing water loss through evaporation. This characteristic enables them to thrive in some of the driest deserts on earth.

Vigour, strength and adaptability have ensured lizards’ ability to thrive over the course of time.

So, too, at Sappi, our commitment to growing our business and maintaining a healthy balance sheet, has sustained us for almost 90 years. We are vigorous in our commitment to deliver on our Thrive strategy, including by reducing exposure to graphic paper markets while investing for growth in our target markets and capitalising on our leadership position in pulp supply to the lyocell market.

Evolveexplore our theme

Very little in nature is static – everything is constantly changing and evolving. One miraculous example of this is the metamorphosis of the egg, the caterpillar (larva) and the chrysalis (pupa) into the adult butterfly. This process embodies fresh ideas, renewal and unexpected outcomes.

The caterpillar’s new form as a butterfly opens new horizons, but also new risks, particularly in the form of climate change. Butterflies are particularly sensitive to environmental changes like climatic shifts. That is because they are strictly adapted to certain environmental conditions and their development depends on certain larval food plants and specific microhabitat structures.

In Sappi’s case, climate change presents both risks and opportunities. We are addressing short- and long-term physical and transitional climate risks identified through processes outlined by the Task Force on Climate-related Financial Disclosures (TCFD) to build resilience. In addition, we are determined, as a socially responsible business, to play our part in ensuring a just transition in South Africa as the country faces the reality of reducing its dependence on coal.

We are also determined to accelerate our science-based decarbonisation trajectory which we see as an opportunity to future-proof our business. So too, are the opportunities presented by evolving customer needs and legislation – notably growing demand for sustainable packaging, based on low-carbon impact, together with demand for more sustainable textile fibres.

We cannot achieve our vision of a thriving world without an evolving response to climate change. By collaborating with a broad range of stakeholders we are working to achieve energy security and climate resilience and transform our vision into reality.

Postureexplore our theme

Beauty and confidence. Pride and upright posture. These attributes have meant that many cultures over the ages have associated peacocks with royalty and power.

This image is appropriate to Sappi because we too, can stand tall with pride when we consider our past achievements and drive to create not just enterprise value, but value for our people and for communities.

We have achieved enterprise value through our ability to be nimble and optimise profitability in ever-changing markets, reshaping our products and processes to create value and growth for our own business and our customers. We continue to offer our customers a broad range of solutions based on the power of renewable resources that enable them to achieve their sustainability goals and contribute to the low-carbon, circular economy. In doing so, we have continued to focus on treading more lightly on the Planet.

Creating value for our people and communities is underpinned by the structures and programmes we have established which facilitate open, authentic communication, by our ongoing investment in training, development and transformative community programmes, as well as by our collaborative partnerships focused on workable solutions to industry challenges.

Our commitment to delivering sustainable value to our stakeholders is based on our focus on living our values at all times: At Sappi we do business safely with integrity and courage, making smart decisions which we execute with speed.

Diving deeper into our,
performance and prospects

Fortifyexplore our theme

Hermit crabs are shapeshifters, moulting as they grow, continually shedding their exoskeletons and growing new ones. As their exoskeletons are fragile, they need shells for protection. Rather than produce their own shell, as they grow, they use shells abandoned by other marine creatures. This process is not a one-off, but continues throughout their lifespan, depending on water temperature, habitat and species.

Many species will enhance their chances of survival by encouraging anemones to attach to their shell, as the latter’s stinging tentacles may deter predators. The crabs even transfer the anemones from shell to shell when they move house.

We can draw parallels with Sappi, fortified as we are by our iterative Thrive strategy and by our agility in responding to changes in our operating context to emerge stronger and better positioned for growth. This process is underpinned by ongoing engagement with our stakeholders, whose input helps us shape our response to our environment as we collaborate to build a thriving world.

Balanceexplore our theme

Bubbles are things of fragility, wonder – and balance. That’s because the inward surface tension forces of the water film are exactly balanced by the outward-pushing pressure of the air inside.

Blowing more air in to make a bigger bubble means more air pressure inside and also means the bubble must get thinner in the process, because there is only so much water to go around. Should one keep blowing more air in, the film eventually won’t have enough reserve water to spread out into a bigger surface, and the ultimate catastrophe occurs: the bubble bursts.

The success of Sappi’s business is also based on balance. This includes continuous capital prioritisation as we look to reduce costs and grow the business while sustaining a healthy balance sheet. It involves reshaping our product portfolio to meet changing market needs and taking advantage of growth opportunities while being mindful of the risks. It means balancing the needs of people and communities with our responsibility to our shareholders.

As we move forward into the future, we know we can rely on the expertise and passion of our people and the ongoing cooperation of our stakeholders to maintain this balance and drive sustainable value creation.

Connectexplore our theme

Some mushrooms are bioluminescent, due to luciferins, the same compounds that make fireflies light up at night. This ability is used to attract insects which then spread the mushroom spores elsewhere in the forest, allowing the fungi to reproduce.

But that’s not where connection ends. Beneath every forest and wood lies a complex network of roots and fungi that connects trees and plants to one another. This network – sometimes called the Wood Wide Web – is almost 500 million years old and is vital for most plants on earth. Trees and plants obtain nutrients that the fungi acquire from the soil, such as nitrogen and phosphorus by means of enzymes that the trees do not possess. In return, the fungi receive carbon-rich sugar from the roots of the trees.

This symbiotic relationship enables all connected organisms to thrive.

Similarly, at Sappi our connection with our stakeholders shapes our work to build a thriving world. This connection enables us to meet the changing needs of every employee at Sappi and to offer our partners the renewable innovation they need to be successful. By understanding and connecting with community needs, we drive positive social impact, playing a role beyond making and selling.

Like mushrooms, our business is a living organism – growing, adapting and evolving in a continually shifting context. As we shape our response to this context, we prioritise value creation for all stakeholders.

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Our key relationships

Our overarching aim is to partner proactively with our stakeholders as we unlock the power of trees and their limitless potential to accelerate the solutions a thriving world requires. In addition to responsiveness, our approach to engagement is based on the principles of inclusivity, materiality, relevance and completeness.

Highlights in FY2023

  • Actively engaged in the projects of the Forest Solutions Group of the World Business Council on Sustainable Development (WBCSD) which we joined in FY2022.
  • Ongoing levels of involvement in strategic initiatives for our industry such as the World Resources Institute's GHG Protocol Carbon Removals and Land Sector Initiative Project which benefit the forestry industry as a whole.
  • Sappi Southern Africa (SSA) launched the Sappi Chair in Climate Change and Plantation Sustainability at the University of the Witwatersrand (Wits) in Johannesburg, South Africa.
  • Under the auspices of Business Leadership South Africa, our group CEO joined CEOs from over 115 of South Africa's leading corporations in signing a pledge committing to help achieve sustainable, inclusive economic growth in South Africa.
  • Sappi's Cloquet Mill was the recipient of the American Forest & Paper Association's (AF&PA) 2023 Leadership in Sustainability Award for Water Management as part of its Better Practices, Better Planet 2030 Sustainability Awards program
  • SNA won two Gold Awards in the MUSE Creative Awards – one for our Somerset Mill video in the Branded Content – Recruitment category which focused on dispelling outdated perceptions of the paper industry and another for the Ideas that Matter grant programme in the Corporate Responsibility category. The latter programme also won a Seal award.
  • Shortly after year end, Volume 7 of The Standard, a Sappi publication won Gold in the print promotion category of the Graphis 2024 design awards, (see below) Customers and partners for further details.
  • Our LinkedIn community has grown to over 200,000 followers.
  • First-ever global forestry research review attended by participants in all regions.
  • Launch of Group Water Stewardship policy, Global Product Safety policy and revised Group Human Rights policy.

Read more: Ethical behaviour and compliance in Our key material issues and see our 2023 Sappi Group Sustainability Report www.sappi.com/2023GSDR for more information on this material issue.

PRINCIPLE 10: Businesses should work against corruption in all its forms, including extortion and bribery.

  • Employees
  • Unions
  • Customers and partners
  • Communities and neighbours
  • Industry bodies, related memberships and organised business
  • Shareholders, bondholders and banks
  • Suppliers and contractors
  • Government and regulatory bodies
  • Civil society and media

We establish and maintain proactive dialogue with our stakeholders. In doing so we recognise that stakeholder needs are dynamic, that we need to challenge the status quo and be responsive to an evolving stakeholder landscape. One such example – within the context of South Africa's volatile socio-economic context – is a study we commissioned related to key political scenarios for the national elections in 2024.

In determining those issues most material to our stakeholders, as set out in this report, we have intensified our focus on the impact of our activities on people and the planet, in addition to enterprise value and in line with double materiality.

We assess the quality of our relationships both informally, as set out on the following pages and formally – through regular employee engagement and customer surveys, community forums and Greenlight Movement community surveys in South Africa.

Our stakeholder work is aligned to the governance framework of King IV namely performance and value creation, adequate and effective controls and trust, as well as reputation, legitimacy and ethics.

A thriving world is not possible without an ethical culture underpinning our everyday activities. Accordingly, we train our employees, customers and suppliers on our Code of Ethics and promote awareness of the Sappi Hotlines in each region which allow all stakeholders to report breaches of the Code in full confidentiality.

We regularly review our activities in terms of the OECD Anti-Bribery Convention and the Convention's 2009 Anti-Bribery Recommendation, particularly Section VII of the OECD Guidelines for Multinational Enterprises dealing with Combating Bribery, Bribe Solicitation and Extortion. No issues have been raised in Sappi with regards to compliance with the Convention and Guidelines either externally or internally. In FY2023, we also assessed the countries in which we operate according to the Corruption Perception Index 2022 which ranks 180 countries and territories by their perceived levels of public sector corruption. The index draws on 13 expert assessments and surveys of business executives. None of the countries in which we operate are below the average global score.

Our stakeholder engagement is also guided by our work towards the realisation of the United Nations Sustainable Development Goals (UN-SDGs), in particular our priority SDGs. We have a long-standing membership of the United Nations Global Compact (UNGC) which we joined in 2008. The importance of this is demonstrated by the fact that over the last 20 years, the UNGC has grown from a group of 44 businesses into the world's largest corporate sustainability initiative and a global movement of more than 17, 000 businesses and 3, 000 non-business stakeholders across 160 countries.


Employees

 Self-assessment of quality of relationship:
Good

Employees

Why we engage

As we position Sappi to be future-fit, our task is to meet the changing needs of every Sappi employee within a diverse, inclusive, safe workplace where they can develop their full personal and career potential. We recognise that our wellbeing and financial prosperity are inextricably linked to our employees and the communities in which we operate.


Shared priorities
  • A safe workplace
  • Focused wellness and wellbeing
  • Effective recognition
  • Connection with Sappi's strategic goals and high levels of engagement
  • Understanding of Sappi's commitment to sustainability which underpins our strategy
  • Training and development that benefits Sappi and our employees
  • Promotion of our industry
  • Employee volunteerism.

Opportunities for value creation

  • Alignment with our strategic direction enables our people to contribute more positively to the business as well as their personal and career development
  • By building our human capital base, we establish a base of technical skills needed both by Sappi and by the industry
  • A diverse workforce enhances our ability to service global markets and promotes a culture of inclusivity
  • An increased commitment to safety delivers benefits at personal, team and operational levels
  • By living up to our purpose, we become a more attractive employer, particularly to millennials and Gen-Zs
  • By establishing an ethical culture in which corporate citizenship is promoted, we ensure the ongoing viability of our business, enhance reputation and become an employer of choice.

Challenges for value creation

  • Recruitment and retention of key skills
  • Reluctance of younger generations to take up employment in the industry
  • Loss of institutional memory as older employees retire.

Unions

 Self-assessment of quality of relationship:
Fair to good

Unions

Why we engage

A workplace where people feel they have been heard and in which they can make a meaningful contribution enhances trust, helps to drive our safety-first culture and enhances overall efficiency, productivity and stability. Our constructive relationships with our employees and their representatives are based on mutual respect and understanding.


Shared priorities
  • Freedom of association, collective bargaining and disciplined behaviour
  • Safety and wellness initiatives
  • Remuneration, working hours and other conditions of service
  • Resolving grievances
  • Engaging on strategy and the long-term growth of the company.

PRINCIPLE 3: Businesses should uphold the freedom of association and the effective recognition of the right to collective bargaining.

PRINCIPLE 4: The elimination of all forms of forced and compulsory labour.

Opportunities for value creation

  • Constructive employee/management relations enable us to resolve new and difficult labour issues as they develop
  • When employees understand strategic direction and operating context, they are more likely to be more engaged with Sappi, leading to positive benefits all round.

Challenges for value creation

  • Multi-union landscapes, particularly in North America and Europe, add to complexities in the labour environment
  • Lack of employee understanding relative to appropriate practice regarding wage and benefits.

Customers and partners

 Self-assessment of quality of relationship:
Good

Customers and partners

Why we engage

The more closely we engage and collaborate with our customers, the more likely we are to understand and respond to their evolving needs by offering relevant solutions in the form of sustainable and practical products and services. This partnership approach builds the loyalty and long-term relationships that enable us to thrive.


Shared priorities
  • New or enhanced products that meet rapidly changing market demand
  • More climate-friendly raw materials for textiles, such as Verve, Sappi's dissolving pulp
  • Events, initiatives and conferences to encourage the use of our paper, packaging and biomaterial solutions and promote our innovation and environmental credentials
  • Information about the fibre sourcing and production processes behind our brands
  • Technical information and product safety.

Opportunities for value creation

  • Meet customer needs for products with an enhanced environmental profile
  • Innovate to align with evolving market trends
  • Increase awareness of the importance of sustainability
  • Advance our customers' own sustainability journeys
  • Promote the power of haptics and thereby, the power of print in line with our approach to optimising our graphic papers segment
  • Provide transparent information in line with our strategic pillar of ‘enhancing trust'
  • Leverage our position as a solution provider for a low carbon and biobased economy to support customers and policy making
  • Showcase our products and promote the Sappi brand.

The Standard 7: Providing guidance on the power of packaging perceptions

Sappi's Volume 7 of The Standard series explores the growing importance of haptics and sensory packaging in heightening brand experience and driving sales. For over a decade, each edition of The Standard has focused on a single aspect of the printing and design process, allowing for a closer, more comprehensive look at each phase.

Printed on Spectro, Sappi's sustainably manufactured premium paperboard, the publication highlights the importance of sensory packaging in creating a memorable and profitable brand experience.

Today, brand loyalty is not only a competitive advantage but a necessity. Against the backdrop, The Standard 7 equips brands with specialty techniques to stand out from the crowd and foster customer connection. It represents Sappi's ongoing investment in paper and packaging as a tool to enhance brand image for any company.

The Standard 7 examines how packaging has become the pivotal touchpoint that reinforces all the marketing efforts that preceded it. Brands of any tier, from value to luxury, must appeal to customers beyond cerebral logic. As customers form their opinions on the quality, care and trustworthiness of a brand, it is imperative that marketers understand the subconscious drivers of choice and preference. The book dives into how brands big or small can leverage the power of neuroscience to captivate audiences and build emotional connections through multisensory elements in packaging.

The Standard 7 continues to explore the value of touch and feel within the consumers purchasing experience. This volume represents part of Sappi's continued commitment to creating unique and valuable educational resources for professionals in the print business.

Challenges for value creation

  • Conflation of harvesting from sustainably managed plantations with deforestation, together with lack of understanding about the way the forests and plantations from which we source woodfibre help to mitigate global warming and enhance biodiversity
  • Promoting understanding of decarbonisation challenges.

Communities and neighbours

 Self-assessment of quality of relationship:
Fair to good

Communities and neighbours

Why we engage

Recognising that we are part of the communities beyond our fence lines and that their prosperity and wellbeing are linked to our own, we strive to make a purpose-driven, meaningful contribution towards the wellbeing and development of our neighbouring communities. We work to create positive social impact by jointly identifying and leveraging opportunities, thereby demonstrating our commitment to transparency and collaboration.

Community engagement meetings take various formats in our mills in the regions where they are situated. These range from broad liaison forums for business, local Government and communities to legally mandated environmental forums that form part of the licensing conditions of mills. In South Africa, there are local farmer and community forums related to our forestry communities.


Shared priorities
  • Community support including employment, job creation, business opportunities, economic and social impacts/contributions.

Opportunities for value creation

  • Enhanced licence to operate and thrive
  • Promoting socioeconomic development which could, in the long term, lead to increased demand for our products
  • Creation of shared value, positive social impact and promotion of inclusivity
  • Closer alignment with authorities' local development plans.

Challenges for value creation

  • In South Africa, social unrest in the country continues to be an issue – the result of a disaffected population impacted by lack of service delivery and job opportunities. In some instances, this negatively impacts our reputation and relationships with communities, many of whom look to us to take on Government's role.

Industry bodies, related memberships and organised business

 Self-assessment of quality of relationship:
Good

Industry bodies, related memberships and organised business

Why we engage

We partner with industry and business bodies to provide input on issues and regulations that affect and are relevant to our businesses and industries. We also support and partner with industry initiatives aimed at promoting the use of our products and the overall sustainability of our industry.

An important element of our strategy for achieving our business objectives is to enhance and support collaboration across the forest-based sector to enhance responsible forestry and promote forest certification. Our aim is to be present in multi-stakeholder conversations, support effective advocacy with policymakers and Government leaders, and support supply chain initiatives. Close engagement is maintained through the industry organisations CEPI (Confederation of European Paper Industries) AF&PA (American Forest and paper Association), PAMSA (Paper Manufacturers Association of South Africa) and FSA (Forestry South Africa).


Shared priorities
  • Ethics and governance
  • Decarbonisation and net zero
  • Nature and biodiversity
  • Issues that affect the sustainability of our industry and initiatives that promote sustainability, awareness and understanding
  • Regulatory issues
  • Enhanced forestry management
  • Combatting deforestation and promoting certification
  • Ensuring the integrity of natural resources like water
  • Product development and innovation.

Opportunities for value creation

  • Address complex topics through collaboration
  • Develop sustainable, transparent supply chains
  • Maintain and expand markets for our products
  • Enhance understanding of our social and environmental credentials
  • Influence policy and regulations
  • Promote dialogue
  • Share our experience and knowledge on sustainable, transparent supply chains to help prevent deforestation.

Challenges for value creation

  • High costs of and resource requirements for certain industry memberships.

Shareholders, bondholders and banks

 Self-assessment of quality of relationship:
Good to excellent

Shareholders, bondholders and banks

Why we engage

Our aim is to provide investors (shareholders and bondholders) and analysts with transparent, timely, relevant communication that provides them with an understanding of our industry and our performance, as well as our plans to achieve our growth ambitions, thereby facilitating informed decisions.


Shared priorities
  • Understanding Sappi's strategy
  • Understanding Sappi's performance
  • Return on investment
  • Transparent information about our ESG performance, in particular the impact of climate change on strategic and financial decisions
  • Ability to generate sufficient cash flows to fund our business and service our debt.

Opportunities for value creation

  • Understanding of and commitment to our strategic direction
  • Enhanced reputation
  • Greater investment confidence
  • Easier financing.

Challenges for value creation

  • Uncertainty about certain environmental regulations.

Government and regulatory bodies

 Self-assessment of quality of relationship:
Fair to good

Government and regulatory bodies

Why we engage

Dialogue with members of governments and regulatory authorities is an opportunity for all stakeholders involved to better understand all aspects of the issue at hand. We work to ensure that our position on a broad range of priority issues is understood by politicians, decision-makers, opinion formers and other role-players in the regions where we operate. This approach supports a policy and legislative environment that helps us achieve our business objectives, as well as enhance our reputation and brand. In addition to direct contact, we also work through a variety of industry groups and associations as described here.


Shared priorities
  • The social and economic benefits of our industry nationally as well as at a local level
  • Energy issues and carbon taxation
  • Emerging regulations
  • Enhancing sustainable forest management and land use
  • Progress towards the UN SDGs
  • Transformation in South Africa.

Opportunities for value creation

  • Promoting understanding of issues and challenges as well as the strategic value of our industry helps to create a more receptive regulatory and policy environment.

Challenges for value creation

  • Policies which take neither our high use of biobased energy into account nor recognise the important carbon sequestration role played by the sustainably managed forests and plantations from which we source woodfibre
  • Uncertainty about certain regulatory developments like carbon tax (global) and dams (South Africa)
  • Administrative and licensing delays.

Suppliers and contractors

 Self-assessment of quality of relationship:
Good

Suppliers and contractors

Why we engage

Our suppliers are a core component of our business. We aim to establish mutually respectful, value-based relationships with them and encourage them to share our approach to using woodfibre not only for business profit but also for generational prosperity; investing in and searching for innovative ways to leave the planet better than we found it and making a purpose-driven and meaningful contribution towards the wellbeing and development of employees and our communities.


Shared priorities
  • Robust safety procedures and a strong culture of safety
  • Transparency into the value chain
  • Security of fibre supply
  • Certification
  • Income generation and job creation.

Opportunities for value creation

  • Improved supplier relations
  • Increased uptake of the Supplier Code of Conduct
  • Better understanding of the requirements of the Sappi group
  • Expanded basket of certified woodfibre
  • Support for local economic development
  • Support for emerging supplier/contractor development.

Challenges for value creation

  • Security of woodfibre supply
  • Ensuring that small, medium and micro enterprises have the right social and environmental procedures in place and monitoring compliance.

Civil society and media

 Self-assessment of quality of relationship:
Good

Civil society and media

Why we engage

We maintain an open relationship with the media.

We continue to update the media on our belief that it is our responsibility to use the full potential of each tree we harvest. We engage with civil society organisations on issues of mutual interest and belong to key organisations relevant to our operations. We engage with various civil society groups on our societal and development impact.


Shared priorities
  • Business developments
  • The future of our industry
  • Our impacts on our communities
  • Protecting the environment.

Opportunities for value creation

  • Inform and educate media
  • Encourage civil society to share our sustainability and Thrive vision through positive actions.

Challenges for value creation

  • Misunderstanding of our environmental impacts.

Our key memberships and commitments

Our memberships at group level are set out below. Details of our key regional memberships are detailed here. See our 2023 Sappi Group Sustainability Report www.sappi.com/2023GSDR for more information.

Sappi Limited

Name of organisation    

Focus

 
African Business Leaders Coalition In the build-up to COP27 in Egypt, the United Nations Global Compact launched the African Business Leaders Coalition, to advance Africa's sustainable growth, prosperity and development by mobilising a coalition of Africa's business leaders to engage on the continent's most pressing issues as an organised, innovative, forward-looking, principles-based, and unified voice. Our group CEO joined 56 other business leaders from African companies and signed the Africa Business Leaders' Climate Statement ensuring that African business had a collective voice to contribute to the outcome.  
Business for Nature #MakeitMandatory We signed up to this campaign, which calls on all large businesses and financial institutions to assess and disclose their impacts and dependencies on biodiversity.  
Business Leadership South Africa (BLSA) BLSA promotes engagement between South Africa's business leaders and key players in South African society, including Government, civil society and labour, to exchange ideas in our national interest and to create effective dialogue.  
Circular Bio-economy Alliance Aims to accelerate the transition to a circular bioeconomy that is climate neutral, inclusive and prospers in harmony with nature.  
EcoVadis We assess the sustainability performance of our suppliers through proactive ratings and evaluations using EcoVadis methodology. Under the EcoVadis banner, we have been submitting our own sustainability performance to our customers for many years now. In FY2023, we held a platinum rating (the highest level) for all three regions.  
Ethics Institute of SA As we are headquartered and listed in SA, we belong to this institute.  
FSC International Both SNA and SSA belong to this international, non-governmental organisation dedicated to promoting responsible management of the world's forests.  
National Economic Development and Labour Council (Nedlac) Sappi Limited is an active participant in the Nedlac Companies Amendment Bill Task Team where representatives of labour, Government and business meet to discuss and seek consensus on the major amendments proposed to the current South African Companies Act and governance codes as well as changes related to Social and Ethics Board Committees.  
Paris Pledge for Action We signed this pledge in 2015 to add our voice to global calls to limit global temperature rise to well below 2 degrees Celsius – and pursue efforts to limit the increase to 1.5 degrees Celsius.  
Programme for the Endorsement of Forest Certification (PEFC) – International Stakeholder Member PEFC is an independent, non-profit, non-governmental organisation, which promotes sustainably managed forests through independent third-party certification.  
Sustainable Apparel Coalition (SAC) A global, multi-stakeholder non-profit alliance for the consumer goods industry, this advocacy group is supported by the Federation of European Sporting Goods Industry and Global Fashion Agenda. We use the SAC's sustainability measurement suite of tools, the Higg Index, to evaluate materials, products, facilities, and processes based on environmental performance, social labour practices, and product design choices (see Our key material issues further details).  
Technical Association of the Pulp and Paper Industry An international NGO of about 14,000 member engineers, scientists, managers, academics and others involved in the areas of pulp and paper.  
The Textile Exchange (TE) and TE man-made cellulosic fibre roundtable and climate sub-committee The TE launched their Climate+ Strategy in 2019, with a goal to reduce GHG emissions in the textile value chain by 45% by 2030, while addressing other climate-related impact areas, like water, biodiversity and soil health. Sappi was an advisory partner in the development of the TE's biodiversity benchmarking module and participated in the pilot launch of the tool. We also participate in the cellulosic roundtable and climate sub-committee.  
WBCSD The organisation has three imperatives with climate being a primary focus, in addition to nature and equity. The Forest Solutions Group (FSG) is a sector specific working group under the WBCSD umbrella. One of the FSG key deliverables is developing a net zero roadmap for the sector. We contributed to phase 1 of the development of FSG's roadmap which describes the imperative for climate action in the forest sector. It then introduces the three main levers for the forest sector to enable this transition:
  • Reduce GHG emissions in operations and across the value chain
  • Increase carbon removals through sequestration in sustainable working forests and storage in forest products
  • Grow the circular bioeconomy through the substitution of non-renewable and fossil-based materials with forest products.