Through collaboration and innovation, we will grow profitably, using our strength as a sustainable and diversified global woodfibre group, focused on dissolving wood pulp, packaging and speciality papers, graphic papers and biomaterials.

Grow our business

Sustain our financial health

Drive operational excellence

Enhance trust
Guided by our strategy, we measure our progress holistically against our mission, collaborating and partnering with stakeholders as we strive to be a trusted and sustainable organisation with an exciting future in woodfibre.
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ROCE (%)
Our strategic performance indicators

Self-assessment of 2025 performance

Link to Thrive strategic objectives
Link to 4Ps and SDGs

ROCE is an important measure that assesses long-term profitability by comparing how effectively assets are performing with how these assets are financed.
® Linked to executive remuneration

Adjusted EBITDA (US$ million)
Our strategic performance indicators

Self-assessment of 2025 performance

Link to Thrive strategic objectives
Link to 4Ps and SDGs
Adjusted EBITDA measures how we performed operationally as a company.
® Linked to executive remuneration

Adjusted EBITDA margin (%)
Our strategic performance indicators

Self-assessment of 2025 performance

Link to Thrive strategic objectives
Link to 4Ps and SDGs

Adjusted EBITDA margin is an important and comparable measure of our profitability (excluding the impact of financing, accounting treatments and tax implications) against our revenue.

Revenue (US$ million)
Our strategic performance indicators

Self-assessment of 2025 performance

Link to Thrive strategic objectives
Link to 4Ps and SDGs

While not the only determinant of financial success, sales is a key measure of demand, customer loyalty and a critical contributor to profit.

Net debt (US$ million)
Our strategic performance indicators

Self-assessment of 2025 performance

Link to Thrive strategic objectives
Link to 4Ps and SDGs
Given the capital-intensive nature of our operations, we need to raise debt to complete significant projects that enable our long-term success. Net debt comprises current and non-current interest-bearing borrowings, lease liabilities and bank overdrafts (net of cash, cash equivalents and short-term deposits).

Net debt: Adjusted EBITDA (ratio)
Our strategic performance indicators

Self-assessment of 2025 performance

Link to Thrive strategic objectives
Link to 4Ps and SDGs

The net debt-to-Adjusted EBITDA ratio measures our ability to pay off our debt should net debt and Adjusted EBITDA remain consistent. Adjusted EBITDA focuses on the operating decisions of a business as it looks at profitability from core operations before the impact of capital structure.
® Linked to executive remuneration

Lost-time injury frequency rate (LTIFR) (per million work hours)
Our strategic performance indicators

Self-assessment of 2025 performance

Link to Thrive strategic objectives
Link to 4Ps and SDGs
LTIFR is an important measure of our business’s safety. We target zero harm and aim to improve LTIFR by at least 10% year-on-year.
® Linked to executive remuneration
△ Identified sustainability goal1
1 For this indicator, we have clear targets for 2030 that we are working towards. See our 2025 Sappi Group Sustainability Report for more information.

Gender diversity (%)
Our strategic performance indicators

Self-assessment of 2025 performance against a target of 23%

Link to Thrive strategic objectives
Link to 4Ps and SDGs

We view diversity as a strategic advantage that enhances our competitiveness and viability as a business and contributes to a thriving world; we commit to appoint more women in senior positions.
△ Identified sustainability goal1
1 For this indicator, we have clear targets for 2030 that we are working towards. See our 2025 Sappi Group Sustainability Report for more information.

Supplier Code of Conduct (%)
Our strategic performance indicators

Self-assessment of 2025 performance against a target of 80%

Link to Thrive strategic objectives
Link to 4Ps and SDGs
Research indicates that 85% of consumers are more likely to buy from a company with a reputation for sustainability. By working together in partnership with suppliers, we can better identify risk, assess social and environmental performance, and encourage commitment to sustainable choices and the SDGs throughout our value chain.
△ Identified sustainability goal1
1 For this indicator, we have clear targets for 2030 that we are working towards. See our 2025 Sappi Group Sustainability Report for more information.

Employee engagement (%)
Our strategic performance indicators

Self-assessment of 2025 performance

Link to Thrive strategic objectives
Link to 4Ps and SDGs

We rely on a productive and engaged workforce. Employee engagement has been linked to higher safety performance, lower staff turnover, improved productivity and efficiency.
△ Identified sustainability goal1
1 For this indicator, we have clear targets for 2030 that we are working towards. See our 2025 Sappi Group Sustainability Report for more information.

Specific GHG (Scope 1 and 2) emissions (kg CO2e/adt)
Our strategic performance indicators

Self-assessment of 2025 performance against a target of 735.3 kg CO2e/adt

Link to Thrive strategic objectives
Link to 4Ps and SDGs
Since the UN Climate Change Conference (COP26) in Glasgow, Scotland in November 2021, climate impacts have worsened, and carbon emissions have risen to record levels.
We align with the climate science by having our targets approved by the SBTi and are taking focused action to future-proof our business against the physical and transitional impacts of climate change and be part of the solution.
® Linked to executive remuneration
△ Identified sustainability goal1,2
1 For this indicator, we have clear targets for 2030 that we are working towards. See our 2025 Sappi Group Sustainability Report for more information.
2 Restatement of data for specific GHG (Scope 1 and 2) emissions due to divestment of Lomati Sawmill and improved data quality for Sappi North America.

Share of renewable and clean energy (%)
Our strategic performance indicators

Self-assessment of 2025 performance against a target of 61.5%

Link to Thrive strategic objectives
Link to 4Ps and SDGs

This target supports our commitment to carbon emissions reduction and focused action to future-proof our business against the physical and transitional impacts of climate change and be part of the solution.
△ Identified sustainability goal1,3
1 For this indicator, we have clear targets for 2030 that we are working towards. See our 2025 Sappi Group Sustainability Report for more information.
3 Restatement of data for share of renewable and clean energy due to divestment of Lomati Sawmill.

Energy intensity (GJ/adt)
Our strategic performance indicators

Self-assessment of 2025 performance against a target of 21 GJ/adt

Link to Thrive strategic objectives
Link to 4Ps and SDGs

Energy intensity is a measure of how efficiently we are operating. By continually improving this metric, we manage costs and lower our environmental impact.
△ Identified sustainability goal1,2
1 For this indicator, we have clear targets for 2025 that we are working towards. See our 2024 Sappi Group Sustainability Report for more information.
2 Restatement of data for energy intensity due to divestment of Lomati Sawmill.

Specific process water usage (m3/adt)3
Our strategic performance indicators

Self-assessment of 2025 performance against a target of 35.4 m3/adt

Link to Thrive strategic objectives
Link to 4Ps and SDGs
Water has been identified as one of the most serious sustainability challenges facing the planet, partly due to the impacts of climate change. Forests and plantations, pulp and paper operations are highly dependent on the use and responsible management of water resources.
△ Identified sustainability goal1,4
1 For this indicator, we have clear targets for 2030 that we are working towards. See our 2025 Sappi Group Sustainability Report for more information.
3 This indicator applied to mills in South Africa for the strategic period 2020 to 2025 but will be a global target for period 2026 to 2030.
4 Restatement of data for specific process water usage due to divestment of Lomati Sawmill.

Specific landfilled solid waste (kg/adt)
Our strategic performance indicators

Self-assessment of 2025 performance against a target of 61.3 kg/adt

Link to Thrive strategic objectives
Link to 4Ps and SDGs
Our continued focus to reduce solid waste-to-landfill supports the move towards a circular economy. This approach aligns with our purpose of contributing to a thriving world, one with less waste, lower costs and reduced environmental impact.
△ Identified sustainability goal1,2
1 For this indicator, we have clear targets for 2030 that we are working towards. See our 2025 Sappi Group Sustainability Report for more information.
2 Restatement of data for specific landfilled solid waste due to divestment of Lomati Sawmill and improved data quality for Sappi North America.

Certified fibre4
Our strategic performance indicators

Self-assessment of 2025 performance against a target of >75%

Link to Thrive strategic objectives
Link to 4Ps and SDGs
We are committed to sourcing woodfibre from forests and timber plantations in a manner that promotes their health and supports community wellbeing.
△ Identified sustainability goal1,3
1 For this indicator, we have clear targets for 2030 that we are working towards. See our 2025 Sappi Group Sustainability Report for more information.
3 Due to a difference in timing of data collection for Matane Mill, the 12-month reporting period for Matane Mill is 01 July 2024 to 30 June 2025. All other mill data is aligned with Sappi’s financial year.
