Performance

What we did in 2019

We deepest regret, we report that we experienced two fatalities in 2019, one at our Mondi Ružomberok mill (Slovakia) and one in our Russian logging operations, and in January 2020 a third fatality in our Skytyvkar mill (Russia). Robust investigations have been carried out to understand the events involved and identify ways to prevent future occurrences of such incidents from happening again.

Performance in brief

Two fatalities

Progress

2016	2017	2018	2019

What we did in 2019

There were two life-altering injuries in 2019, down from five in 2018. One occurred at Dynäs (Sweden) and one at our Ružomberok mill (Slovakia).

Performance in brief

Two life-altering injuries

Progress

2016	2017	2018	2019

What we did in 2019

We ended the year with a total recordable case rate (TRCR) of 0.59. This compares with a TRCR of 0.76 in 2015 (excluding new acquisitions) and represents a 22% reduction.

Performance in brief

0.59 TRCR

Progress

2016	2017	2018	2019

What we did in 2019

Key actions were taken across the Group in response to the previous employee survey, carried out in 2018:
- The Employee Assistance Programme was extended to cover 20,000 employees in 14 countries;
- We enhanced learning, in particular digital skills, through the Mondi Academy to support career development;
- We took steps to more systematically provide recognition and feedback to employees.
Our most recent employee survey took place in March 2020, with outcomes and actions to be included in our next report.

Performance in brief

Action was taken across the Group in response to the 2018 employee survey
A new employee survey was conducted in March 2020

Progress

2016	2017	2018	2019

What we did in 2019

The Diversity and Inclusion (D&I) taskforce, launched in 2018, made good progress. Actions included piloting ‘Conscious Inclusion’ training with the Group Executive and Operational Committees, to be rolled out globally in 2020. We launched reverse mentoring and improved communication and good practice sharing, for example use of gender-inclusive language. Work was initiated to develop smart targets and strengthen measurement and monitoring of D&I.
Mondi joined other businesses in publicly demonstrating its commitment to advancing gender equality in the workplace and signed the UN Women’s Empowerment Principles.

Performance in brief

The group-wide D&I taskforce made good progress in 2019.
Mondi joined the UN Women’s Empowerment Principles initiative

Progress

2016	2017	2018	2019

What we did in 2019

We pilot-tested a refined Due Diligence Management System (DDMS) with a risk-based approach to ensure legal compliance and address economic, social and environmental issues across the wood supply chain.
We actively worked with the forest certification schemes to ensure credibility and accessibility of certified and controlled wood sources.

Performance in brief

72% of wood and 99% of pulp sourced from certified sources
All Chain of Custody (CoC) certifications with Controlled Wood (CW) requirements were maintained

Progress

2016	2017	2018	2019

What we did in 2019

Both our Russian and South African forestry operations have reconfirmed compliance of their environmental management systems with the ISO 14001 (2015) certification standard.
Our South African forestry operations successfully passed an audit against the new FSC National Forest Management Standard for South Africa.
Our Russian forestry operations reconfirmed compliance with the national FSC and PEFC forest management standards.

Performance in brief

100% of owned and leased forest lands maintained as certified

Progress

2016	2017	2018	2019

What we did in 2019

We achieved our former 2030 target against the 2014 baseline in 2019. We committed to new science-based Scope 1 and 2 GHG emissions targets, which were approved by Science Based Targets initiative (SBTi) in 2019. Improvements were mainly achieved through investments in biomass boilers at Syktyvkar mill (Russia) and Świecie (Poland), recovery boilers at Ružomberok (Slovakia), Frantschach (Austria), Świecie (Poland) and Štěti (Czech Republic), and the upgrade of an energy plant at Syktyvkar.

Performance in brief

15.5% reduction of specific Scope 1 and 2 CO2e emissions against the 2014 baseline

Progress

2016	2017	2018	2019

What we did in 2019

We reduced our specific Scope 2 GHG emissions per MWh by 6.1% against the 2014 baseline, mainly due to the increased proportion of renewables in the electricity we purchased.

Performance in brief

6.1% reduction of specific scope 2 CO2e emissions per MWh against the 2014 baseline

Progress

2016	2017	2018	2019

What we did in 2019

We achieved a 1.9% reduction against the 2015 baseline, reducing specific contact water to 33.0m3 per tonne of saleable production, compared to the 2015 baseline (33.6 m3/t).
The decrease was a result of modernising our plants and closing water loops.
We developed new guidance to ensure our operations consistently calculate their recycled water.

Performance in brief

1.9% reduction of specific contact water consumption against the 2015 baseline

Progress

2016	2017	2018	2019

What we did in 2019

We decreased specific waste to landfill to 37.14 kg per tonne of saleable production, down 3.0% against the 2015 baseline.
This was achieved through recycling programmes for effluent fibre and boiler ash at our South African mills, and aided by the shutdown of a paper machine at our Merebank mill (South Africa).

Performance in brief

3.0% decrease of specific waste to landfill against the 2015 baseline

Progress

2016	2017	2018	2019

What we did in 2019

Specific NOx emissions amounted to 1.79 kg per tonne of saleable production, a 12.6% decrease against the 2015 levels (2.05 kg/t). The improvement was delivered through investments in recovery and biomass energy boilers.

Performance in brief

12.6% reduction of specific NOx emissions against the 2015 baseline

Progress

2016	2017	2018	2019

What we did in 2019

We released 236 million m3 of treated waste water back into the aquatic environment. Specific COD after waste water treatment was 7.9 kg per tonne of saleable production, a 7.9% increase against 2015 (7.3 kg/t).
The increase was mostly due to process instabilities at our Richard Bay mill (South Africa), which generated increasing COD loads to be treated at the local wastewater treatment plant.

Performance in brief

7.9% increase of specific effluent load against the 2015 baseline

Progress

2016	2017	2018	2019

What we did in 2019

We continued with our long-term local partnerships in Russia and South Africa with a focus on biodiversity and water in the landscapes where we operate. We summarised with Silver Taiga Foundation and Mondi Ecological Networks Programme key principles on design of effective nature conservation networks.
We continued scaling up ecosystem stewardship to a landscape level in Russia and South Africa within the WWF-Mondi partnership and actively engaged in a wide range of multi-stakeholder platforms.
We made progress on managing biodiversity impacts by developing status reports on the biodiversity and surrounding ecosystems for our pulp and paper mills to inform the development of targeted action plans.

Performance in brief

We continued active support and collaboration with a number of organisations.
We took steps to extend the management of the biodiversity impacts of our operations.

Progress

2016	2017	2018	2019

What we did in 2019

We continued to roll out our responsible procurement process and screened 1,000 suppliers across 2,600 sites. Those identified as high-risk were sent a questionnaire, based on the risk areas identified (labour rights, climate change, water, biodiversity), and action was taken in response to the outcome.
We rolled out an updated Code of Conduct for Suppliers in six languages.
We made progress in developing our response to Modern Slavery transparency and performance requirements.
Our employee database and reporting platform will provide metrics related to human rights aspects in our operations to help shed light on gaps and risks.

Performance in brief

Further rolled out the responsible procurement process and screened 1,000 suppliers.
Improved our latest Modern Slavery statement by using best-practice reporting guidance.

Progress

2016	2017	2018	2019

What we did in 2019

We continued to work with internal and external networks and to use impact assessment tools, such as the Socio-economic Assessment Toolbox (SEAT), to understand our impacts and target meaningful investments in the communities we operate in. SEAT assessments were carried out at our Dynas mill (Sweden) and Świecie mill (Poland). New investments focused on education – such as ‘Be Successful with Mondi’ (Russia) and ‘Project Regiochem’ (Slovakia), and e-learning for rural communities (South Africa) – and health, including the expansion of Mobile Clinics and Toy Libraries (South Africa).
We worked with internal stakeholders and used external best practice to revise and strengthen guidelines for engagement and investment in communities. They will be used to assess impacts of investments across the Group.

Performance in brief

SEATs were carried out at two further sites and new investments were made in health and education
We revised and improved investment guidelines, to be launched in 2020.

Progress

2016	2017	2018	2019

What we did in 2019

We introduced a customer-centric approach, EcoSolutions, to support our customers to make conscious decisions about packaging that is sustainable by design.
The share of the sales volume of Green Range products grew by 1.8%, with 96 products now in our Green Range.
We joined the new ‘4evergreen’ initiative launched by CEPI to promote fibre-based product solutions.

Performance in brief

Introduced EcoSolutions, our customer-centric approach.
Joined CEPI´s ‘4evergreen’ initiative

Progress

2016	2017	2018	2019

What we did in 2019

The first Progress Report of the New Plastics Economy Global Commitment was published.
As a proportion of the total plastic packaging volume produced, current use of post-consumer recycled content in our flexible packaging is not yet significant. This will increase as better quality and quantity of material becomes available. We completed Project Proof, a pre-competitive partnership project as part of the New Plastics Economy initiative to design and prototype a plastic-based flexible packaging solution that can be recycled at scale.

Performance in brief

The first Progress Report on the Global Commitment was published.
Completed Project Proof, a pre-competitive project to design a prototype plastic-based flexible packaging solution that can be recycled at scale

Progress

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2016	2017	2018	2019