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Stora Enso 2010 Rethink Stora Enso 2010 Saving rainforest Find out how Veracel is helping local biodiversity in Brazil. 18 Trees, food and bombs In Laos, business meets corporate social responsibility in a concrete way. 42 A CEO’s diary It appears that leading a company like Stora Enso is far from a tidy office job. 66 A talk with a woodpecker Stora Enso’s sustainability expert Carolina Graça shares her insights. 14 Insert Stora Enso Facts & Figures 2010 Stora Enso—1 Stora Enso Rethink 2010 Editor in chief Lauri Peltola Concept & design Miltton Oy Printing Libris Oy Cover photo Jenni-Justiina Niemi, Visuamo Oy The world needs Stora Enso Oyj P.O. Box 309, FI-00101 Helsinki, Finland Visiting address Kanavaranta 1, tel. +358 2046 131 Stora Enso AB Box 70395, SE-107 24 Stockholm, Sweden Visiting address World Trade Center, Klarabergsviadukten 70, tel. +46 1046 46000 a new approach Rethink www.storaenso.com, [email protected] Contents to materials. Editorial Why do we and you need to rethink? 4 Phenomenon Plastic floats 6 Who knows if one day renewable materials and Stora Enso nanotechnology will be used to build emission free Column The customer always has a choice! 8 R&D Responsible choices 9 vehicles? What we do know is that renewable materials have the power to push things forward. That is why Strategy The magic moment 11 Stora Enso has redefined itself from a European forest company to a renewable materials company operating in Phenomenon Beekeeping in Uruguay 13 growth markets. Find out more about our rethinking: storaenso.com/rethink Interview A talk with a woodpecker 14 Plastic fantasies Plastic is everywhere. But what do we really know about it and its competitors? 16 SHUTTERSTOCK/MIlttoN PetrI arttURI asIKAINEN MARCELO SINGER Saving Trees, food Everybody rainforest and bombs along Veracel is improving biodiversity in Brazil whilst In Laos, Stora Enso Stora Enso’s and Arauco’s joint venture in producing over a million tonnes of pulp. 18 is helping local Uruguay benefits locals as well. 54 communities by On business clearing land of Business Modern pulp production 60 bombs for both plan- Strategy Into packaging growth markets 61 Publication Paper tations and locals’ Insert Stora Enso Facts & Figures 2010 Taste for waste 24 food production. 42 Global Responsibility Fine Paper Global, practical, engaged 63 Change on course 29 The final shift Straw poll How’s your recycling? 65 Packaging A new take on packaging 33 Tough decision to A CEO’s diary Wood Products shut down a paper Welcome the era of wood 37 machine. 50 A few days on the heels of Stora Enso CEO as he travels the globe. 66 Phenomenon Tree gardeners 68 Column For the love of wood 70 2—Rethink Stora Enso—3 rethink Report ad Moto 210 x 265 mm Editorial Rethink will become a movement inside and outside the Why do we and you need to rethink? company with an accelerating pace of ideas and concrete results. e in Stora Enso have started a change. nother clear change is how we steer our Montes del Plata pulp mill investment decision W A change for the future. Through several A assets in cyclical markets. Old wisdom ten years earlier – and create twice the value challenging years in a roller coaster operating was specialisation to the extreme both with half the cash spent. The Inpac packaging environment we have become a stronger machine by machine but also by doing most company acquisition in China and India follows company. So why do we need to change when everything ourselves, not only in the core exactly the same logic – we won eight to ten we are finally on the right track? Why not just paper and board manufacturing, but also for years of time in the fastest growing consumer keep going? The simple answer is: because the example in mill maintenance. The issue with packaging markets in the world. Now that I world is changing. And we want to be part of this was that in a reduced demand situation would call Rethink. changing the world, part of the change for the we not only had to reduce operating rates of better. We want to be the pathfinder, not follow our machines, but also much of our costs were here are already many other examples the others. fixed. After rethinking the old way of “minimum T of Rethink. From the value proposition to JENNI-JUstIINA NIemI Why do we call our change process Rethink? cost at any cost” has been replaced with our customers to product innovation, looking Because we want our slogan to be a call to “maximum flexibility at optimum cost” – with at ourselves from a customer and even from Jouko Karvinen action for every person in our company – from more outsourcing to expert partners and clear a consumer angle rather than looking from CEO of Stora Enso the CEO to the latest young trainee. And a call priority setting where lowest cost assets will the forest out – questioning old ways of doing to action for you personally, too. always run at highest operating rates – and and thinking. What we want is that Rethink maximise our returns. becomes a movement inside and outside of the e in the company already started in 2010. company with an accelerating pace of ideas, W We have many brilliant examples of our he achievements of the past three years and concrete results of Rethink. excellent people challenging old traditions T have been tremendous – a total of 500 of looking at business, driving operations or million euros, or five margin points, less fixed e also want to invite you, the reader of making investments. No more “we have always costs in 2010 than in 2007! That is a pretty W our rethought Annual Report, to join our done it this way”. Let me share with you a few good kick start for the next part of our journey. journey. Be it the stakeholder dialogue with examples of rethinking in action in Stora Enso And we are only in the beginning of this NGOs and local governments on environmental 2010. journey, so we have much more to gain! and social issues, or making a difference to our The traditional wisdom in our industry has Rethink is not only about flexibility and cost planet through replacing plastics with recy- been to benchmark manufacturing assets either. It is also about speed and time. We clable and renewable fibre-based packaging, it based on cost charts, which are based on have for a long time had a plantation project is time for all of us, including myself, to rethink average cost assumptions. We have started to in Uruguay, which would have at consistent and renew. Not only for the good of Stora Enso look at total resource costs, not so much on investment speed given us an opportunity to and our shareholders – but for the good of paper or board machine width and speed only build a full-size pulp mill in about 2020. Then you, every consumer in the world and our joint – and using actual cost data. And that has now came the opportunity to partner with Arauco planet. allowed us to be a lot more selective and to and not only combine their plantations with I hope you will enjoy reading our Rethink invest in, for example, three power plants in the ours but to also purchase a significant piece Report as well as our Global Responsibility worst economic downturn, with a very good of additional plantations from ENCE. What Report. And yes, I hope they will also make financial return. that means is that we were able to make the You – rethink. iStocKphoto / ANTON SeleZNEV 4—Rethink Stora Enso—5 Phenomenon Plastic floats round 100 million tonnes of plastic is produced each year. Approximately 10 percent of it ends up in the sea, A where the durable and stable nature of plastic creates a serious problem. The Trash Vortex is a gyre of marine litter in the North Pacific Ocean. In the gyre – esti- mated to be as large as the state of Texas – the mass of floating plastic is in parts six times greater than the mass of plankton. It has been estimated that over a million seabirds and 100 000 marine mammals and sea turtles are killed each year by ingestion of plastics, or entanglement. Some plastics in the gyre will not break down even during the lifetime of the grand- children of the people who threw them away. Sources: Ecosystems and Biodiversity in Deep Waters and High Seas (2006), Greenpeace website (www.greenpeace.org) CorBIS / SKOY / Gary Bell 6—Rethink Stora Enso—7 Column R&D Many of the latest Stora Enso products are made with sustainability and responsibility in mind. The customer always has a choice! Responsible choices f a customer cannot get what he wants s the Board of Directors of Stora Enso, Recyclable board for packaging cold cuts Flexible and personalised packaging I from us, he will always be able to get it from A it is important for us to remember we Stora Enso’s new Primeforma board is a The Stora Enso Gallop powered by Xerox is a somebody else. This is a sobering statement are appointed by and responsible to all our sustainable and mostly renewable solution cutting-edge solution for the digital printing that too many companies tend to ignore. shareholders. Our duty is to represent all developed to meet the needs of thermoformed and die-cutting of packages. The world’s first In a global business environment that shareholders and to try to generate long-term food packaging.
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