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Yhteystiedot

​Tältä sivulta löydät Suomen ja Ruotsin yhteyshenkilömme media-asioissa. Lisäksi näet Suomen tuotantolaitostemme yhteystiedot.

 

Liisa Nyyssönen

Suomen mediavastaava

liisa.nyyssonen@storaenso.com

Tel: +358 2046 131

Carl Norell​

Ruotsin mediavastaava

carl.norell@storaenso.com

Tel: +46 1046 71709

​Ulrika Lilja

Viestintäjohtaja

ulrika.lilja@storaenso.com

Tel: +46 1046 71668

Stora Enso Anjala

Paperi: Ensontie 1
Kartonki: Etelätie 3

46900 Inkeroinen

020 46117

Stora Enso Enocell​

Tehtaantie 2, PL 2 

81281 Uimaharju

020 46122 

Stora Enso Heinola​
Flutingtehdas
Tampellantie 1, PL 5

18101 Heinola
020 46111 

Heinola
Stora Enso Packaging Oy

Tehtaantie 18, PL 38
18101 Heinola
020 46118

Stora Enso Honkalahti

Haukilahdentie 5, PL 12
54101 Joutseno

020 46113 

Stora Enso Imatra
55800 Imatra
020 46 121

Stora Enso Kitee

Teollisuustie 27

82430 Puhos

020 46111

Stora Enso Oulu

Sellu: Nuottasaarentie 17

Paperi: Paperitehtaantie 1

90400 Oulu
020 46124

Stora Enso Sunila​

Sunilantie 1

48900 Kotka

020 46111

Stora Enso Uimaharju

PL 1

81281 Uimaharju

020 46111​ 

 Stora Enso Varkaus
Kartonki: Satakunnankatu 10,
PL 169
LVL: Taipaleentie 15, PL 169
Saha: Ahlströminkatu 39, PL 177

78201 Varkaus

020 46120

 

Stora Enso Veitsiluoto

94800 Kemi
020 46125

 

 

  • Printing and Reading

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  • SERP

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  • Stora Enso Biomaterials

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  • Wood Products

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  • Stora Enso

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  • Forest and land use

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    Sustainable forest management is in our immediate and long-term interest, as it keeps forests healthy and productive, and thus helps to secure the longterm availability of this renewable resource. 

    We practice economically, socially and environmentally sustainable forest and tree plantation management.

     

    Economic sustainability involves ensuring that forest operations remain viable.

    Social sustainability highlights human and labour rights, health and safety issues, the fair distribution of economic benefits, the multiple use of forests, and the protection of sites with historical, social or cultural importance.

    Our key environmental priorities in sustainable forestry include the conservation of biodiversity, soil protection, and preserving the quality and quantity of water resources

    All of the roundwood, chips, sawdust and externally purchased pulp supplied to our mills comes from sustainable sources. We use forest certification and traceability systems to check that wood has been harvested in compliance with the relevant national and EU legislation, and according to our own policy on Wood and Fibre Sourcing and Land Management.

     

    Stora Enso mainly procures wood from private forest-owners, state-owned forests and associated companies in Finland, Sweden, the Baltic Countries, Western and Eastern Europe and Russia. We have large-scale tree plantation operations – including some of our own, and others owned through joint ventures – in Brazil, Uruguay and China, as well as a pilot project in Laos. Around 6% of our wood is sourced from tree plantations. Sustainably managed tree plantations also have an increasing strategic importance for us. ​

     

    The demands of growing human populations mean that we must strive to use land increasingly efficiently
    and produce more from less, in terms of natural resource use.

     

    Our key performance indicator (KPI) on the land use efficiency of our certified tree plantations measures how efficiently we use land to produce wood. At the same time through forest certification schemes and our own approach to sustainable forestry we ensure that improvements in efficiency do no compromise the ecological and social sustainability of production.


    Stora Enso works according to internationally approved principles and forest management practices,
    and applies established planning procedures when setting up sustainable plantations.

    ​We use traceability systems to ensure that we know the origin of all the wood and pulp we purchase. We promote credible forest certification as a tool to enhance sustainable forest management practices. The two most significant forest certification systems recognised by Stora Enso are run by the Programme for the Endorsement of Forest Certification (PEFC™) and Forest Stewardship Council (FSC®).

    We use forest certification coverage as a key performance indicator (KPI) to verify that social, environmental and economic aspects are duly taken into account in lands and forests we own or manage.
    The proportion of all forests worldwide certified as being under sustainable management is around 10%. Most of these certified forests are located in North America and Europe. We are actively working with our stakeholders to spread sustainable forest management and enhance certification systems. Stora Enso owns or leases lands with a total area of 1.1 million hectares, and 93% of this total area is certified.
     

    We aim to offer innovative ways to use land and practise forestry responsibly, thereby creating shared value with local communities in the vicinity of our operations.​

     

    In Finland and Sweden, where our presence is particularly significant, we operate as part of a vibrant regional forest cluster. Procuring wood as raw material for our mills also creates value for everyone within such clusters, including forest owners, wood supply intermediaries, local entrepreneurs, and logistics.

    Our joint ventures Veracel in Bahia, Brazil and Montes del Plata in Uruguay, and our operations in Guangxi, southern China, are a major part of emerging local industrial clusters around our mills and tree plantations. Our investments in capacity building and local sourcing, local nature conservation, agro-forestry programmes, and income generation projects in local communities all provide examples of ways we are supporting cluster development and shared value creation in these regions.

     

    Ecological landscape plans and biodiversity assessments conducted to identify valuable habitats form the basis for management planning in our associate forest companies and in tree plantations. Our employees and forestry contractors receive on-the-job training on ecological management.

     

    We only establish tree plantations on lands with low biodiversity value, such as former pasturelands. All ecologically important areas are identified and duly protected. We also continuously monitor the impacts of our operations on biodiversity, soil and water resources.

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  • Environment and Efficiency

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    We believe that many key solutions for mitigating climate change and overcoming other environmental challenges will be based on the use of renewable raw materials, cleaner and more energy efficient production processes, and sustainable forest management practices.


    Our ultimate “Vision Zero” is of an industry with no waste to landfill, no harmful air emissions, and no
    wastewater discharges. We realise that this ideal cannot be achieved soon, but this vision nevertheless
    helps us to take the right

     
    Certified production quality

    Stora Enso has management systems in place to ensure that all our units adapt the relevant best environmental practices. All Stora Enso’s pulp, paper and board production units are certified according to the ISO 14001 management system standard. Find our mills and their certificates by using Stora Enso's Certificate finder.

     

    Environmental performance of suppliers

    While our own operations play a major role in the value chains of our pulp, paper, paperboard and solid wood products, we also strive to enhance environmental performance along our whole value chain in order to continuously improve our sourcing and the overall environmental performance of our final products. Our responsibility requirements for suppliers and the sustainability audits we conduct at suppliers’ facilities both include strict environmental criteria.

     

     

    Stora Enso is constantly working to reduce carbon dioxide (CO2) emissions along the company’s value chain. This involves promoting sustainable forestry, creating innovative products based on renewable raw
    materials, and developing cleaner and more efficient operations.

     

    Most of the greenhouse gas emissions generated by our operations come from the energy we purchase and produce at our mills. The most effective way for us to reduce our fossil CO2 emissions is to further improve our energy efficiency and to increase the share of bioenergy in our total energy use.


    Products with a low carbon footprint

    Stora Enso’s products are based on renewable materials with a comparatively low carbon footprint. Examples include our renewable packaging and wood-based construction solutions. In many cases these products can be used as substitutes for fossil fuel based materials. All of Stora Enso’s divisions have calculated greenhouse gas emissions for their main products.

     
    Forests and the climate

    Wood is our most important raw material, and the benefits of using forest biomass are manifold. Sustainable forest and plantation management plays a vital role in mitigating global warming. Trees absorb carbon dioxide from the atmosphere and store the carbon it contains. Carbon is also stored in harvested wood products. As long as forests and plantations are managed sustainably, new generations of trees will grow back after mature trees are logged, absorbing more CO2 from the atmosphere.
    Sustainable forest management also helps to maintain other valuable features of forests, such as
    biodiversity. We promote forest certification and chain-of-custody certification schemes to guarantee that all our wood originates from sustainably managed forests and tree plantations. We also actively combat illegal logging, which is one of the causes of forest loss and degradation, threats to biodiversity and distorted markets for wood.

    Our tree plantations sequester more carbon than the previous land uses, especially in Latin America, where our plantations have almost entirely been planted on modified grasslands and degraded pasturelands. We actively restore and conserve areas of Atlantic rainforest in and around tree plantations we own through our joint venture Veracel in Brazil.

     


    The cornerstone of Stora Enso’s energy efficiency strategy is our global energy target. Our Group-wide target is to reduce our specific electricity and heat consumption per tonne of pulp, paper and board production by 15% by 2020, compared with the baseline year of 2010. In 2014 this indicator was 4%
    lower than 2010 benchmark level.
    Energy procurement and generation
    Stora Enso’s operations are based on the processing of renewable resources. The most energy intensive phase in Stora Enso’s value chain is the production processes of our paper and board products.

    Stora Enso generates steam and electricity internally for use at our production facilities, and we also purchase fuel, electricity and heat from external suppliers. We strive to secure and enhance access to cleaner energy through strategic partnerships with external energy suppliers.
    Pulp and paper production results in by-products such as black liquor, bark, and different kinds of sludge. These materials together with harvesting residues and recovered wood all constitute important biomass sources for our internal energy generation.

     

    Almost all of the water we use directly comes from lakes and rivers, and around 95% of this total volume is recycled back to the environment. Water plays a central role in our pulp, paper and board production processes. The structure of paper is dependent on water, as hydrogen bonds are needed to keep the wood fibres together. Water is also used for cooling machinery at the mills, for cleaning, and as a carrier of energy in the form of steam. Water is additionally needed as a medium to carry fibres through production processes.

    Water also plays a key role in creating the electricity we use and purchase, particularly in hydropower plants. Our mills producing solid wood products additionally need low volumes of water in their manufacturing processes.​
    Quality of treated process water
    All our wastewater streams are carefully purified in our treatment plants before being released back into the natural environment. This is essential, since impurities in water discharges can harm ecosystems in lakes, rivers and other natural water bodies. 
    Water use along our supply chain
    We strive to continuously improve water management along our supply chain in order to manage our water-related risks. We require high quality water management from our suppliers as a part of our responsible sourcing. Water issues also are an integral element in our sustainable forest management and land use.
    Active engagements
    We participate actively in various international initiatives related to water. These initiatives include the CEO Water Mandate of the UN Global Compact and the work of the World Business Council for Sustainable Development on water risk assessment tools. Stora Enso is also actively participating in the Water Footprint Network and in the development of an international ISO standard for water accounting.
     
    Our waste reuse rate across the Group is around 98% today. We are constantly looking for new and innovative ways to reuse materials that would otherwise end up as wastes.

    Stora Enso’s production processes generate various wastes, the vast majority of which are reused as residuals. Such materials include biomass fibres, ash from energy production, lime solids from pulping processes, and wastewater treatment sludge. Many of these materials are used for our internal bioenergy production, or for agricultural purposes, brick manufacturing and road construction by our stakeholders. 
     

    Stora Enso is one of the largest single consumers of Paper for Recycling (PfR) within the European market. In 2014 the utilisation rate of Paper for Recycling (PfR) in our paper and board production was 26%.

    Through contracts with local authorities and communities we secure volumes of paper from household collection to be sorted and used as a valuable raw material at our mills. This paper is then transported by truck for short distances to sorting plants that are mainly located on our mill sites. After sorting, non-pulpable material is also utilised in our mills own power plants to generate energy.

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  • Wood Supply Germany

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    ​Stora Enso kauft in Zentraleuropa zwei verschiedene Holzrohstoffe ein: 1) Holz für die stoffliche Verwertung (Sägerundholz, Papierholz, Sägenebenprodukte) 2) Bioenergie (Holz für die thermische Verwertung/Verbrennung).
    Bionenergie wird vornehmlich in Deutschland für das Biomasseheizkraftwerk im Stora Enso-Papierwerk Karlsruhe-Maxau beschafft.

    Der Holzeinkauf ist für eine Vielzahl von Stora Enso-Papier- und Sägewerken aktiv. Er ist in mehreren Einkaufsländern tätig und - wie Sie folgender Karte entnehmen können - organisatorisch und geographisch aufgeteilt in einen.
     
    Bitte besuchen Sie http://storaensowald.at/ für weitere Informationen.
     
    Holzeinkauf in Westeuropa mit Einkaufsschwerpunkt Papierholz und Hackschnitzel und deshalb organisatorisch integriert in den Konzerngeschäftsbereich Stora Enso Paper  (Zeitungs-, Buchdruck- und Magazinpapiere sowie Büropapiere):

    Einkauf in Deutschland, Frankreich, Belgien, den Niederlanden, Luxemburg und der Schweiz durch Stora Enso Deutschland GmbH (SED, Sitz in Düsseldorf, weitere Büros in Hagen-Kabel, Karlsruhe-Maxau.
     
    Holzeinkauf in Mittel- und Osteuropa mit Einkaufsschwerpunkt Sägerundholz und deshalb organisatorisch integriert in den Konzerngeschäftsbereich Stora Enso Wood Products (früher "Stora Enso Timber SET") (Sägewerks- und Schnittholzsparte) (s. SET-Broschüre Holzeinkauf)
    Einkauf in Österreich, Slowenien, Ungarn, Italien durch Stora Enso Wood Products GmbH (Sitz in Brand, Österreich)
    Einkauf in der Slowakei durch Euro Timber SPOL S R.O. (Sitz in Bratislava, Slowakei)      
    Einkauf in Tschechien durch Stora Enso Wood Products Zdirec s.r.o. (Sitz in Zdirec, Tschechien)
    Unsere  Mitarbeiter, ihre Adressen und Einkaufsgebiete finden Sie auf der Seite Kontakte.
     
      
    Der Holz- und Bioenergieeinkauf in Zentraleuropa ist verantwortlich
    für fünf Stora Enso-Papier- u. Kartonwerke in Deutschland, Frankreich, Polen und Schweden
    sowie für acht Stora Enso-Sägewerke in Österreich, Tschechien, Polen und Litauen      
    als auch für externe Abnehmer aus der Holzindustrie.
     
     
    Wir kaufen folgende Sortimente:
    Sägerundholz
    Papierholz
    Sägewerkshackschnitzel
    Industrieholz
    Altholz (Kategorien A1-A2/3)
    Ersatzbrennstoffe
    weitere Bioenergiesortimente

    Unser Holzeinkauf erfolgt im Klein- und Großprivatwald, im Kommunal-, Landes- und Bundeswald sowie beim Holzhandel in den Einkaufsarten frei Waldstraße, frei Waggon, frei Hafen, frei Werk, in Selbstwerbung/auf dem Stock (in Österreich und Nordost-Bayern).

    Wir bewirtschaften in Kontinentaleuropa keine eigenen Wälder und setzen auch keine eigenen Maschinen ein (weder Holzerntemaschinen noch Lkw).

    In der Holzernte und in der Selbstwerbung/im Stockkauf (in Österreich und Nordost-Bayern) arbeiten wir mit etablierten und zuverlässigen Forstunternehmern zusammen.

    In Kooperation mit unseren Transportunternehmern organisieren wir die Lieferkette vom stehenden Baum bis zum Werkseingang. Unsere Logistik umfasst den Lkw, die Bahn und das Schiff.

    Informationen zu den von uns belieferten Werken finden Sie auf der Seite Werke.

    Auf der Seite Produkte können Sie ersehen, was wir aus Ihrem Holz herstellen.

    In unseren Holzbeschaffungsaktivitäten sind wir zur Nachhaltigkeit verpflichtet. Weitere Informationen auf der Seite Nachhaltigkeit - Umwelt - Zertifizierung.

    Haben Sie noch Fragen zum Stora Enso-Holz- u. Bioenergieeinkauf in Kontinentaleuropa (oder auch zum Stora Enso-Holzeinkauf in Finnland, Schweden, Russland oder dem Baltikum) oder zu unseren Plantagen (in Südamerika und China)? Dann kontaktieren Sie bitte Magnus Deinzer per E-Mail.

    Wenn Sie weitere Informationen zum Konzern Stora Enso benötigen, können Sie aktuelle Stora Enso-Publikationen anfordern.

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  • Remuneration

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    This Remuneration statement describes Stora Enso’s main principles of remuneration and the remuneration paid to members of the Board of Directors, Chief Executive Officer (CEO) and other members of the Group Leadership Team (GLT). The first part of this report describes Stora Enso’s remuneration decision-making procedure and remuneration policy. The second part describes the implementation in 2016 (Remuneration Report).

     

    The Remuneration statement has been prepared in accordance with the Finnish Corporate Governance Code of 2015 (the “Code”). The Code is available at cgfinland.fi. Stora Enso’s Corporate

    Governance also complies with the Swedish Corporate Governance Code (“Swedish Code”) which has been applicable to Stora Enso as a foreign company from 1 January 2011, with the exception of the

    deviations listed in Appendix 1 of the Corporate Governance Report. The deviations are due to differences between the Swedish and Finnish legislation, governance code rules and practices, and in these cases Stora Enso follows the practice in its domicile. The Swedish Code is issued by the Swedish Corporate Governance Board and is available at corporategovernanceboard.se.

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  • Stora Enso China

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  • Shares

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    ​​​​​​​​​​​​​​​​​Stora Enso Oyj's shares are divided into A and R shares. All shares entitle holders to an equal dividend but different voting rights. Each A share and each ten R shares carry one vote at the Annual General Meeting (AGM).

    The shares are listed on the Nasdaq Helsinki Oy and Nasdaq Stockholm AB. Stora Enso shares are quoted in Helsinki in euros (EUR) and in Stockholm in Swedish crown (SEK). Shares are registered in Euroclear Finland and Euroclear Sweden and the ADRs in Citibank, N.A. Changes in ownership according to the Finnish Securities Markets Act, Please fax Financial Communications: +358 2046 21302​.
     
    Please note: Shares registered in Euroclear Sweden (STE R shares) and ADRs are both nominee registered in Euroclear Finland and thus included in the number of STERV in the table above. For total number of Stora Enso R and A shares, please see table below. 
    Number of shares as of 14 September 2017​
    ​​A share​​
    176 446 320
    R share
    612 173 667
    Total number of shares
    788 619 987
    Total number of votes 237 663 687​​
    ​Share capital 31 March 2006​​EUR 1 342 million

    ​​​Stora Enso's shares
    ​​​Helsinki​Stockholm​OTC​
    ​A share
    STEAV​STE A​​-
    ​R share
    ​STERVSTE R​​-
    ​ADRs
    -​-​​SEOAY
    Currency​
    ​EUR​SEK​USD
     
    German stock quotations (Freiverkehr)
    ​​Symbol​​CUSIP numberPlace of listing​
    ​A share​ENUA​870 734​Berlin, Munich
    ​R shareENUR​​871 004
    Berlin, Frankfurt, Stuttgart, Munich,
    Düsseldorf
       
    Stora Enso share is to our knowledge (as at 31 December 2016) included in at least the following indices:​
    OMX Helsinki​
    ​STOXX Global 1800
    OMX Helsinki 25​STOXX Europe 600
    ​OMX Helsinki Large Cap​STOXX Europe Mid 200
    ​OMX Helsinki Benchmark​STOXX Nordic
    OMX Helsinki Basic Materials​EURO STOXX

    OMX Helsinki Basic Resources

    ​EURO STOXX Basic Materials
    ​OMX Helsinki Forestry & Paper​EURO STOXX Basic Resources
    ​OMX Stockholm​FTSE RAFI All-World 3000
    OMX Stockholm Basic Materials​FTSE RAFI Developed 1000
    ​​OMX Stockholm Forestry & Paper​

    ​FTSE RAFI Europe

    OMX Nordic​FTSE Finland 25 Index
    ​​OMX Nordic Large CapCDP's Climate A list
    ​MSCI FinlandFTSE4 Good Index
    ​MSCI EuropeUN Global Compact 100 Stock Index
    ​MSCI WorldSTOXX Global ESG Leaders Indicies​
    OMX GES Sustainability Nordic IndexECPI EMU Ethical Equity index
    ​Ethibel Sustainability Index (ESI) Excellence Europe and Excellence Investment Register

    ​Euronext Vigeo - Europe 120

    ​​Breakdown of sharesA share​R share​Total​
    31 December 2008 ​
    177 152 481​
    ​612 386 018
    ​789 538 499​
    Conversion of A shares
    into R shares
    December 2008 - November 2009 
    ​-2397
    2397​
    ​31 December 2009
    ​177 150 084
    612 388 415​
    ​789 538 499
    Conversion of A shares
    into R shares
    December 2009 - November 2010​
    -300​
    ​300
    31 December 2010​
    177 149 784​
    612 388 715​
    789 538 499​​
    Conversion of A shares
    into R shares
    December 2010 - November 2011
    -1012​
    ​1012
    ​31 December 2011
    177 148 772​
    612 389 727​
    ​789 538 499
    Conversion of A shares
    into R shares
    1-31 December 2011
    ​-1000
    1000​
    ​16 January 2012
    ​177 147 772
    612 390 727​
    789 538 499​
    Conversion of A shares
    into R shares
    1 January - 5 February 2013​
    ​-1000
    1000​
    ​15 February 2013
    ​177 146 772
    ​612 391 727
    ​789 538 499​
    Cancellation of treasury shares​
    -918 512​
    Conversion of A shares 
    into R shares 
    6 February - 30 April, 2013
    -400​
    400​
    ​15 May 2013
    ​177 146 372
    ​611 473 615
    788 619 987​​
    Conversion of A shares into R shares 1 - 30 September​-600​600​
    15 October 2013​
    ​177 145 772
    ​611 474 215
    ​​788 619 987
    ​Conversion of A shares into R shares 1 - 29 November
    ​-49 568
    49 568​
    16 December 2013​
    177 096 204​
    611 523 783​
    788 619 987 ​
    ​Conversion of A shares into R shares 1 - 31 December
    -25 000​25 000​
    ​15 January 2014
    177 071 204
    611 548 783
    788 619 987
    ​Conversion of A shares into R shares 1-30 June​-15 000​15 000
    ​15 July 2014177 056 204​​611 563 783​788 619 987
    Conversion of A shares into R shares 1-31 December​​-25 300​25 300
    15 January 2015​​177 030 904​611 589 083​788 619 987
    ​Conversion of A shares into R shares 1-31 January-25 000​​25 000
    ​16 February 2015177 005 904​​611 614 083788 619 987​
    Conversion of A shares into R shares 1-30 April​​-1 090​​1 090​​
    15 May 2015 177 004 814​​​611 615 173​788 619 987​
    Conversion of A shares into R shares 1-31 May-400 000400 000
    ​15 June 2015176 604 814​612 015 173​​788 619 987
    Conversion of A shares into R shares 1-30 June​-7 000​7 000​
    15 July 2015​176 597 814​​612 022 173​​788 619 987​
    Conversion of A shares
    into R shares 1-31 August​
    -390​390​
    ​15 September 2015​176 597 424​612 022 563​788 619 987
    ​Conversion of A shares into R shares 1-30 October​-25 000​25 000
    16 November 2015176 572 424612 047 563788 619 987​
    ​Conversion of A shares into R shares 1-30 November​-40 334

     

    ​40 334​





    ​15 December 2015​176 532 090​612 087 897​788 619 987
    ​Conversion of A shares into R shares 1-31 December​-25 000​25 ​000
    ​15 January 2016​176 507 090​612 112 897​788 619 987
    ​Conversion of A shares into R shares 1-31 January 2017​-20​20
    15 February 2017​176 507 070​612 112 917​788 619 987
    ​Conversion of A shares into R shares 1-28 April 2017​-750​750
    ​15 May 2017​176 506 320​612 113 667​788 619 987
    ​Conversion of A shares into R shares 1-31 July 2017​-40 000​40 000
    ​15 August 2017
    ​176 466 320612 153 667​788 619 987
    ​Conversion of A shares into R shares 1-31 August 2017 ​-20 000
    ​20 000
    ​14 September 2017​176 446 320​612 173 667​788 619 987
    Registered share capital is (since 31 March 2006): EUR 1 342 215 448.30​
     
     
     
     
    ​The Board of Directors currently has no authorisation to repurchase shares.​
     
    Share buy-back history
    ​​Authorisation given in​Repurchased
    R shares
    Average price 
    R shares, EUR
    Repurchased
    A shares
    ​Average price A shares, EUR​
    2000​
    22 260 100​
    ​10.67910 600​11.27​
    2001​
    10 319 800​
    11.74​
    ​813 200
    ​12.11
    2002​
    ​35 294 034​10.5493 800​​11.59
    ​2003
    27 076 600​​9.83​8100​10.10
    ​2004
    ​23 582 600​11.0016 300​​10.90
    ​2005
    ​23 164 40010.59​38 600​​10.74
    ​Total
    ​141 697 534
    ​10.60
    1 880​ 600
    11.63​

    Stora Enso’s and its predecessors (e.g. Enso-Gutzeit) physical, paper format shares have had no financial value since 14 June 2012.
     
    Background:
    Stora Enso’s and its predecessors (e.g. Enso-Gutzeit) physical, paper format shares have not been in active use since the shares were transferred to the book-entry system, but have been held in a joint book entry account. In 2001 Stora Enso’s Annual General Meeting approved the sale of Stora Enso shares that were not transferred to the book-entry system on behalf of their owners. On 5 June 2002, Stora Enso sold the shares (in total 7 121 series A and 23 100 series R shares) which were not transferred to the book-entry system by that date.
     
    The owners of or other holders of rights over the shares that were in this joint book-entry account were entitled to claim from the sale an amount proportional to their shares. The amount was paid from the net sale proceeds deposited with the Provincial State Office of Southern Finland against share certificates or any other title documents. The right to claim from the deposited funds expired after ten years, 14 June 2012. For more information, please contact Investor Relations team or financial communications.
    Stora Enso Oyj is a global paper, packaging and wood products company, with shares listed on Nasdaq Helsinki and Nasdaq Stockholm, and traded in the USA as ADRs.
     
    Stora Enso was formed through the merger of Finnish Enso and Swedish STORA at the end of 1998. However, the roots of the company date back to the 13th century and beyond.
    1288: STORA's history dates back to a time when copper mining started in Falun, Sweden. The company is first mentioned in documentary sources in 1288.
    1872: Enso is established at Kotka. The company goes through several mergers and acquisitions in the following decades.
    1901: STORA's shares are listed on the Stockholm Stock Exchange.
    1916: Enso's shares are listed on the Helsinki Exchanges.
    1998: STORA and Enso merge. Due to the merger, Enso Oyj's name is changed to Stora Enso Oyj and its share capital is increased. New shares are listed on the Helsinki Exchanges and on the Stockholm Stock Exchange.
    1999: Stora Enso initiated compulsory redemption of the remaining STORA shares. STORA shares were delisted from the Stockholm, London and Frankfurt stock exchanges.
    2000: Stora Enso shares are listed on the New York Stock Exchange on September.
    2007: Stora Enso shares are delisted from the New York Stock Exchange on December.

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  • News

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  • Contacts

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  • Constructing Kaukopää

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    ​In 1934, Enso Gutzeit decided to build a sulphate pulp mill near the Enso mill along the banks of Lake Saimaa, within the vicinity of the Vuoksi River.
    The planning and construction of Kaukopää took place at breakneck speed. May 1934 can be considered the official starting point for the worksite when, just after May Day, lorry driver Jussi Inkinen brought the workers a truckload of spades from the company’s warehouse. An entire train and the required rails, engine and sand trucks as well as ‘Mad John’, a high-power, steam-operated digger, were loaded onto barges at Vuoksenniska Harbour. A tugboat transported the barges along the banks of Lake Saimaa to Kaukopää’s cove. The worksite now had powerful machines to help the spade-wielding workers.
    A stream of construction materials and workers flowed onto the site. Altogether 3 million bricks, thousands of train-loads of cement, 10 million kilograms of construction iron and 100 000 kilograms of nails were needed to erect the most impressive industrial plant of its time. Altogether some two thousand men and women helped build Kaukopää.
    The goal laid down in the mill’s production calculation was to create a plant that would achieve a simply mind-boggling production volume considering the conditions of its day: 80 000 tonnes of strong sulphate pulp when the usual figures achieved by similar mills equalled just 10 000–15 000 tonnes annually. In September 1935, just 13 months after construction commenced, in the wee hours of the 25th, Kaukopää’s first batch of dry pulp came off the Milton machine. And so begins the story of Imatra Mills.

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  • Ensocoat

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    Welcome to Your Publishing Site

    These links will help you get started.

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  • Fresnel lens and the luxury of 3D

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    Paperboard is heading for new dimensions in the glamorous Pearl Box made by Amsterdam Metallized Products (AMP), who specializes in transfer metallizing, special coatings and laminating films and foils on paper and board.

    The 3D effect on the board surface is achieved through a laminated foil called Fresnel lens. The application requires exceptional smoothness from the board surface and optimal performance in gluing, to ensure perfect adhesion of the foil to the board. These demands are perfectly met by using Stora Enso Ensocoat as the baseboard.

    “We expect especially cosmetics and beverage brand owners to be highly interested in the lens, which has already been seen on a Harry Potter DVD cover. Currently we are holding discussions with a number of new companies which are extremely interested in the Pearl Box. It will be a powerful weapon in the battle for exclusive brands who want to be just that little bit more exclusive,” says Jeroen Pillen, Manager Business Development at AMP.

    AMP is based in Amsterdam, the Netherlands, from where they serve customers worldwide. AMP’s products are used for packaging, labelling, publishing and promotion in various industries, including tobacco, wine, brewing and spirits, personal care, cosmetics and food.

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  • Imatra Mills focus on well-being

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    ​Stora Enso’s Imatra Mills will organise a campaign to encourage employees to take care of their well-being.
    The campaign, called “Sykettä elämään” (Pump up your life), will last from September 2014 until March 2015. A monthly changing theme will encourage employees to make positive changes to their lifestyles. The campaign is part of a comprehensive OHS programme taking place at Imatra Mills.
    In 2011, Imatra Mills began its health improvement and preventive work together with Aino Health Management. More than 630 employees have taken part in the health analyses offered by the employer, and some 80 employees have also participated in personal fitness training. Almost 400 have had the condition of their vascular system measured using specialised VaSera measurements that indicate the presence of cardiovascular disease.
    “In addition to health and fitness services, we have at our disposal other measures that improve the well-being of our employees and help them to cope at work. The early intervention model and alternative work and home care allowance practices have proven successful for us over the years. At the moment, changes in practices are being implemented at the mill that affect the work load and work satisfaction of employees. We are also testing rapid shift rotation, which has been found by studies to boost employees’ ability to cope,” says Director, Local HR, Aimo Kettunen. 
    The sick leave rate at Imatra Mills has declined from 7.5% in 2011 to its present level of 4% (9/2014).

    Arto Partinen from Kaukopää’s Board Machine 2 taking part in personal training offered by the employer. Susanna Laine from Aino Health Management offers him advice. 

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  • Sales in China

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    斯道拉恩索中国销售部是斯道拉恩索集团的直属销售机构,负责集团以及其合作伙伴在中国大陆、香港特别行政区及台湾地区的产品销售、品牌推广等业务。斯道拉恩索中国销售部总部位于上海,并在香港、北京、广州分别设有办事处。在专业且资深的技术服务团队支持下,为客户提供高品质的产品和服务。主要产品包括:各类包装纸板、纸张、纸浆、木材等可再生产品。

    斯道拉恩索中国销售总部
    地址:上海市淮海中路222号力宝广场705室
    邮编:200021
    电话:+86-21 6335 3500
    传真:+86-21 6335 3511
    北京办事处地址:北京经济技术开发区经海二路29号院7号楼201室
    电话:+86 139 1098 9356
    广州办事处地址:广州市天河区林和西路161号中泰国际广场A3017室
    电话:+86 20 3892 2132
    香港办事处地址:香港铜锣湾兴发街88号2502室
    电话:+852 2312 1223

     

     

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  • Board´s working order

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    ​The working order describes the working practices of the Board of Directors. A summary of key contents is presented below.
    Board Meetings
    Regularly, at least five times a year, according to a schedule decided in advance. Special Board Meetings shall, if requested by a Board member or the CEO, be held within 14 days of the date of request. Agenda and material shall be delivered to Board members one week before the meeting.

     
    Information

    The Board shall receive information monthly concerning financial performance, the market situation and significant events within the Company’s and the Group’s operations. Board members shall be informed about all significant events immediately

     

    Matters to be handled at Board meetings
    • matters specified by the Finnish Companies Act;
    • approval of business strategy;
    • organisational and personnel matters
    »» decisions concerning the basic top management organisation;
    »» decisions concerning the composition of the Group Leadership Team;
    »» remuneration of the CEO;
    »» appointment and dismissal of the CEO and approval of heads of divisions and other senior officers belonging to the GLT;
    »» appointment of Board committees (including chairmen);
    • economic and financial matters
    »» review of annual budget;
    »» approval of loans and guarantees, excluding intra-Group loansand guarantees;
    »» report of share repurchases, if any;
    »» approval of Group Risk Management Policy according to Financial and Audit Committee’s proposal;
    • investment matters
    »» approval of investment policy of the Group;
    »» approval of major investments;
    »» approval of major divestments;
    • other matters
    »» report of the CEO on the Group’s operations;
    »» reports of the Remuneration Committee, Financial and Audit
    Committee and Sustainability and Ethics Committee by the chairmen of the respective committees. The Nomination Board’s recommendations and proposals shall be reported to the Board by the Chairman of the Board.
    »» approval and regular review of the Corporate Governance policy
    and the charters of the Board committees;
    »» annual self-assessment of Board work and performance as well
    as independence;
    • other matters submitted by a member of the Board or the CEO.

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  • Knowledge sharing between Skoghall and India

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    ola.svending@storaenso.com

    ​Last week five sustainability and communication top managers from India visited Skoghall Mill.

    They were attending the exclusive Swedish Institute Management Programme and as part of the training a company visit was included. The aim for the visit to Skoghall Mill was to exchange knowledge and experiences regarding Corporate Social Responsibility and also to see in practice how sustainability and profit can gain from each other.

    The main focus was on water issues, but topics as charity projects, employee engagement, working conditions and environmental issues in general were also discussed.

    “This was a great opportunity to tell about Stora Enso and our way to work with global responsibility. We also learned a lot from them about India’s business climate and the challenges they have with water issues”, says Ola Svending, Manager Environmental Affairs, Renewable Packaging and the main host from Stora Enso for the visit. Other speakers from Stora Enso were: Carl-Johan Albinsson, Mill Manager, Skoghall Mill, Margareta Sandström, Environmental Manager Skoghall Mill and Johan Holm, Vice President Environment, Stora Enso.

    The five mangers from India visiting Skoghall were: Zarine Keki Commissariat, Shapoorji Pallonji Group, Sumeet Chatterjee, RPG Enterprises, Lalana Zaveri, Printo Document Services, Subhamoy Day, PayPal India and Sushila Varma, Concern India Foundation.

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  • Mill Archive

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  • Mill waste water can be used for breeding jumbo prawns

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    peter.olsson@storaenso.com

    ​The idea to breed jumbo prawn in the warm waste water from pulp and paper mills was the winning idea in the Swedish organisation Paper Province’s Warm Water Innovation Challenge recently. Behind the idea is Matilda Olstorpe, CEO of Vegafish AB.

    Breeding jumbo prawns gives the possibility of an eco-friendly, tasty and locally produced foodstuff. Today jumbo prawns are imported from tropical countries and the production is sometimes raising environmental concern. 
     "I think it's good that we try to find use for waste water. The winners will now be able to via the Paper Province develop their idea further", says Peter Olsson, Manager Technology & Investment Sweden within Stora Enso Renewable Packaging, who has been a member of the jury.


    Stora Enso is a partner of The Paper Province organisation (www.paperprovince.com).

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  • Christmas sparkling to nursing homes

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    ​Oh, how beautiful! Look Kaarlo, how lovely the stars glimmer, admired the residents and nurses of the nursing home Villa Vanamo. On November we donated more than 500 star shaped mobiles to nursing homes and Honkaharju hospital in Imatra to bring Christmas joy. One can either hang the mobiles in front of the windows or have them on table. Silver and gold stars are made of metal laminated Ensocoat 2S –board. Ensocoat 2S is produced at Board Machine 2 in Imatra Mills. 

    Nursing home Villa Vanamo’s Kaarlo Liutu, Anna-Maija Äikäs and Airi Kuittinen hang the star mobiles in front of their windows .

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  • Jouluiloa hoivakoteihin

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    Voi, miten ihania! Katsos Kaarlo, miten kauniisti tähdet kimmeltävät, ihastelivat ryhmäkoti Villa Vanamon asukkaat ja hoitajat tähtimobileja. Lahjoitimme 2013 marraskuun viimeisellä viikolla Imatran seudun hoivakoteihin ja Honkaharjun sairaalaan yli 500 kartonkista tähtimobilea jouluiloa tuomaan. Hopeakultaiset tähtimobilet voi ripustaa riippumaan tai pitää koottuna pöydillä. Tähdet ovat metallilaminoitua Ensocoat 2S:ä, jota valmistetaan Imatran tehtailla.   

    Ryhmäkoti Villa Vanamon Kaarlo Liutu, Anna-Maija Äikäs ja Airi Kuittinen ripustivat kauniit tähtimobilet oleskelutilan ikkunaan.

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  • Imatra received guests from international forest co-operation forum

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    ​The Forests Dialogue, the forest sector’s international co-operation forum, was organised for the first time in Finland on 2–5 September. The group visited Stora Enso’s Imatra Mills on Tuesday 2 September 2014.
    The Forests Dialogue brings together forest, biofuel and agriculture experts a couple of times a year. The event, now organised for the first time in Finland, aims at increasing the awareness of international influencers about the Finnish forest sector and at presenting the factors that make the country’s forest sector a success.
    The group visited Imatra Mills in Kaukopää on Tuesday 2 September 2014. Pulp Mill Production Manager Timo Tidenberg and Power Plant Manager Juha Kosonen told the visitors about the energy generated during pulp and board production. At the end of the visit, the guests were taken to the roof of the Recovery Boiler 6 to get a bird’s-eye view of the mill and the surrounding scenery.
    The participants came from around 40 countries, including the USA, Brazil, Vietnam, Zambia, Cameroon, Indonesia and Europe. During the visit, the participants familiarised themselves with the forest industry in Eastern Finland and discussed the coordination of various stakeholders’ land use needs, ecosystem services and bio-economy under the theme “Forest-Fibre-Fuel-Food”.
    Established in 1998, The Forests Dialogue is a global forest sector co-operation forum hosted by Yale University. The Forests Dialogue’s objective is to support an open, multi-stakeholder dialogue in order to solve disputes related to forests and land use. The event is organised in Finland by Metsä Group, Metsähallitus, the Finnish Forest Industries Federation, The Central Union of Agricultural Producers and Forest Owners (MTK), Stora Enso, UPM and WWF Finland.

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  • 1400 contractors at work during Imatra maintenance break

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    ​The annual maintenance break at Imatra Mills will take place during week 39 (Sept 19 -29). Production will be stopped in order to allow for more than 1600 separate investments and repair projects mainly related to improved quality and efficiency of the board machines.
    During the week about 1 400 contractors will be at work in in Kaukopää and Tainionkoski. About forty percent of them are local from the South Carelia region in Finland.
    We apologise for possible temporary noise and odour disturbances that may occur during the week.

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  • Composition, responsibilities and duties of the Board

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    Stora Enso is managed by the Board of Directors under international corporate governance principles. The Board is among others responsible for overseeing the management and the proper organisation of Stora Enso’s operations.
    Board structure and independence
     
    According to the Company’s Articles of Association, the Board comprises six to eleven ordinary members appointed by the shareholders at the AGM for a one-year term. It is the policy of the
    Company that the majority of the directors shall be independent of the Company. The independence is evaluated yearly in accordance with recommendation 10 of the Finnish Corporate Governance
    Code of 2015. In addition, at least two of the directors comprising this majority shall be independent of significant shareholders of the Company. A significant shareholder is a shareholder that holds at
    least 10% of all the Company’s shares or the votes carried by all the shares or a shareholder that has the right or the obligation to purchase the corresponding number of already issued shares.
     
    All directors are required to deal at arm's length with the Company and its subsidiaries and to disclose circumstances that might be perceived as a conflict of interest. 

    Working order in short
    The Board’s working order describes the working practices of the Board. A summary of key contents is published in the Annual Report, Corporate Governance Report and on the website.
    • The Board appoints the CEO, Chief Financial Officer (CFO) and other GLT members.
    • The Board reviews and determines the remuneration of the CEO. 
    • The Board supervises the operation and management of Stora Enso and decides on significant matters related to strategy, investments, organisation and finance. 
    • The Board meets at least five times a year. The Board members meet regularly without management in connection with Board meetings. 
    • The Board evaluates its performance annually. 
    • The Board’s work is supported through its committees: the Financial and Audit Committee and the Remuneration Committee. Each committee's chairman and members are appointed by the Board annually. 
    • The Board approves and reviews the Corporate Governance policy and the charters of the Board Committees.
     
    The tasks and responsibilities of the Board Committees are defined in their charters, which are approved by the Board. Financial and Audit, Sustainability and Ethics, and Remuneration Committees:
    • evaluate their performance annually
    • are allowed to use external consultants and experts when necessary and
    • ​shall have access to all information needed.
    Each Committee's chairman and members are appointed by the Board annually.
     
    AGM 2017
    The AGM approved the proposal that of the current members of the Board of Directors – Anne Brunila, Jorma Eloranta, Elisabeth Fleuriot, Hock Goh, Mikael Mäkinen, Richard Nilsson, and Hans Stråberg – be re-elected members of the Board of Directors until the end of the following AGM and that Christiane Kuehne and Göran Sandberg be elected new members of the Board of Directors for the same term of office.
     
    In 2016
     
    The Board had eight members at the end of 2016, all of them independent of the Company. The Board members are also independent of significant shareholders of the Company with the exception of Richard Nilsson (Investment Manager at FAM AB).
     
    The Board members nominated at the AGM in 2016 were Gunnar Brock (Chairman), Jorma Eloranta (Vice Chairman), Anne Brunila, Elisabeth Fleuriot, Hock Goh, Mikael Mäkinen, Hans Stråberg and Richard Nilsson. The Board convened 8 times during the year.
     
    The Board has conducted an internal self-evaluation relating to the Board’s work, which together with the evaluation of the Board members’ independence has been provided to the Nomination Board for information.
     

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  • Financial and audit committee

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    ​​​​​​​The Board has a Financial and Audit Committee to support the Board in maintaining the integrity of the Company’s financial reporting and the Board’s control functions. It regularly reviews the system of internal control, management and reporting of financial risks, the audit process and the annual corporate governance statement. It makes recommendations regarding the appointment of external auditors for the parent company and the main subsidiaries.
    The Committee comprises 3–5 Board members, who are independent and not affiliated with the Company. At least one Committee member must be a financial expert, who has significant knowledge and experience in accounting and accounting principles applicable to Stora Enso.
     
    The Financial and Audit Committee meets regularly, at least four times a year. The Committee meets the external and internal auditors regularly without Stora Enso management being present. The Chairman of the Committee present a report on each Financial and Audit Committee meeting to the Board. The tasks and responsibilities of the Financial and Audit Committee are defined in its charter, which is approved by the Board. Financial and Audit Committee members may receive remuneration solely based on their role as directors. The compensation is decided upon by the shareholders at an AGM.
     
    Current members
    Richard Nilsson (chairman), Jorma Eloranta, Mikael Mäkinen and Christiane Kuehne were elected as members of the Financial and Audit Committee on 27 April 2017.
     
    Remuneration: chairman EUR 20 000 per annum and member EUR 14 000 per annum as decided by the AGM 2017.
     
    In 2016
    The Financial and Audit Committee comprised three members in 2016: Richard Nilsson (Chairman), Gunnar Brock and Mikael Mäkinen. The Committee convened 6 times.
     
    The main task of the Committee is to support the Board in maintaining the integrity of Stora Enso’s financial reporting and the Board’s control functions. To fulfil its task the Committee regularly reviews the Company’s system of internal control, management and reporting of financial and enterprise risks
    as well as the audit process. The Committee further reviews relevant compliance related cases that has been reported to internal audit and Ethics and Compliance during the year. In addition, the Committee has in 2016 prepared for the statutory audit tender process that will be held in 2017 as well as ensured
    compliance with the new audit regulation.

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  • Shareholders' Nomination Board

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    ​​​​​​​Shareholders at the Annual General Meeting (AGM) have apponted a Shareholders’ Nomination Board to exist until otherwise decided and to annually prepare proposals for the shareholders’ meeting regarding the number and election of the members of the Board of Directors, the remuneration of the Chairman, Vice Chairman and members of the Board of Directors as well as the remuneration of the Chairmen and members of the Board committees.

    The Nomination Board comprises four members:

    the Chairman of the Board of Directors, the Vice Chairman of the Board of Directors and two other members appointed by the two largest shareholders as of 31 August each year, appointing one each as set out in the Charter of the Shareholders' Nomination Board.

     

    The Chairman of the Board of Directors shall convene the Shareholders' Nomination Board, which shall at the latest on 31 January each year present its proposals to the Board of Directors. The Shareholders' Nomination Board shall appoint a Chairman from among its members. The Chairman may not be a member of the Board of Directors. Members of the Shareholders' Nomination Board shall not receive separate compensation.

     
    COMPOSITION OF THE SHAREHOLDERS' NOMINATION BOARD

    Jorma Eloranta
    Chairman of the Board of Directors
    ​Hans Stråberg
    Vice Chairman of the Board of Directors
    Curricula vitae of Jorma Eloranta and Hans Stråberg, can be found here.

    Two members appointed by the two largest shareholders (one each):

    Harri Sailas
    Solidium Oy

    Marcus Wallenberg

    FAM AB

    Born 1951. Econ.

    Chairman of the Board of Directors of
    Solidium Oy.

    Joined Solidium in 2016.

     

    Born 1956. B.Sc. (Foreign

    Service). Chairman of the Board of

    Directors of FAM AB.

     

    The Shareholders' Nomination Board has elected Marcus Wallenberg as its Chairman.

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  • Remuneration committee

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    ​​​​The Board has a Remuneration Committee which is responsible for recommending, evaluating and approving executive nominations and remunerations (including CEO), evaluating the performance of the CEO, and making recommendations to the Board relating to management compensation issues generally, including equity incentive compensation plans.
    There is a Remuneration Committee representative present at the AGM to answer questions relating to the management remuneration. The Board appoints the CEO and approves his/her compensation.
     
    The Committee is comprised of three to four Board members who are independent and not affiliated with the Company. The Remuneration Committee meets regularly, at least once a year. The Chairman of the Committee presents a report on each Remuneration Committee meeting to the Board. The tasks and responsibilities of the Remuneration Committee are defined in its charter, which is approved by the Board.
     
    Current members
    Jorma Eloranta (chairman), Elisabeth Fleuriot and Hans Stråberg were elected as members of the Remuneration Committee on 27 April 2017.
    Remuneration: Chairman EUR 10 000 per annum and member EUR 6 000 per annum as decided by the AGM 2017.

     
    In 2016
    The Remuneration Committee comprised three members in 2016. The members were Gunnar Brock (Chairman), Jorma Eloranta and Hans Stråberg. The Committee convened 4 times.
     
    During 2016 the main tasks of the Committee were to recommend, evaluate and approve executive nominations and remunerations, and to make recommendations to the Board relating to management remuneration in general, including short and long term incentive programs. In addition the Committee
    discussed and evaluated a new format for external reporting on executive remuneration.

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  • Board diversity policy

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    ​The Company has established a Board Diversity Policy setting out the principles concerning the diversity of the Board. The Nomination Board shall in connection with preparing its proposals for the
    nomination of directors to the AGM consider the principles of the Company’s Board Diversity Policy. Directors shall be nominated on the basis of their merits and with consideration of the benefits of diversity and the principles that the Company refers to as Diversity of Thought, including but not limited to criteria of diversity such as gender, age, nationality and individual differences both in professional and personal experiences. The merits of directors include knowledge of the operational environment of the Company, its markets and of the industry within which it operates, and may include elements such as financial, sustainability or other specific competency, geographical representation and business background as required in order to achieve the appropriate balance of diversity, skills, experience and expertise of the Board collectively. The foremost criteria for nominating director candidates shall be the candidates’ skills and experiences, industrial knowledge as well as personal qualities and integrity. The composition of the Board as a whole shall reflect the requirements set by the Company operations and its development stage. The number of directors and the composition of the Board shall be such that they enable the Board to see to its duties efficiently. Both genders shall be represented on the Board and the aim of the Company shall be to strive towards a good and balanced gender distribution.

    The Nomination Board has participated in the preparation of the Company’s Board Diversity Policy and has taken the principles of the policy into account in its work. The Nomination Board finds that the proposed composition of the Board reflects diversity and a good variety of skills and experiences among the Board members following the principles set out in the Board Diversity Policy. The Nomination Board has also evaluated the Board’s competencies on a long-term basis and has identified certain competencies that may be further strengthened in the long-term Board succession planning.
    In addition, the aim is to maintain a Diversity of Thought on the Board and take action to further strive towards a good and balanced gender distribution.

    The full statement on Board diversity is available here.
     
    The Board Diversity Policy is presented here.

     

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  • Main principles of remuneration

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    Stora Enso remuneration principles - general overview
    Stora Enso aims to provide a level of remuneration that motivates, encourages, attracts and retains employees of the highest calibre. To maximise the effectiveness of the remuneration policy, careful consideration will be given to aligning the remuneration package with shareholder interests and best market practice.
    A fundamental element in the remuneration principles is the concept of pay-for-performance, and an important aspect of Stora Enso’s approach to remuneration is to look at the total remuneration provided to employees.

    Stora Enso’s total remuneration mix consists of:

    • Annual fixed salary
    • Variable pay components as short-term incentives (cash) and long- term incentives (shares when applicable)
    • Long-term employee benefits (pension, medical and health benefits)
    • Other benefits (car, housing, etc. when applicable)
     
    Regular external benchmarking is a key to ensure that compensation levels are competitive with the external marketplace. The marketplace is defined as those peer companies with whom Stora Enso competes for recruiting talents and retention of current employees for similar positions. The market will vary depending on functional area and level of the positions concerned. Compensation Review is an annual process with the aim to ensure that Stora Enso employees are being rewarded in accordance with our Remuneration Policy and local regulations, such as labour laws and
    collective agreements.
     
    The Group Leadership Team annually reviews the performance and potential ratings, as well as the succession planning of its top management in order to secure global principles with local applications.
     
    Main principles of Board member remuneration
    Remuneration of the Board of Directors is decided annually by the shareholders at the AGM. The AGM in 2016 resolved in accordance with the proposal of the Shareholders' Nomination Board that the members of the Board of Directors be paid the following annual remuneration for their term of office expiring at the end of the AGM 2017

    • for the Chairman of the Board of Directors EUR 170 000

    • for the Vice Chairman of the Board of Directors EUR 100 000, and

    • for other members of the Board of Directors EUR 70 000 each.

    The Board members shall use approximately 40% of their annual Board member remuneration to purchase Stora Enso’s R shares from the public market and the purchases shall be carried out during the two weeks following the AGM. The Company has no formal policy requirements for the Board members to retain shares received as remuneration. In addition, the AGM decided that the following annual remuneration be paid to the members of the Board Committees:

    • for the Chairman of the Financial and Audit Committee EUR 20 000, and

    • for the members of the Financial and Audit Committee EUR 14 000 each,

    • for the Chairman of the Remuneration Committee EUR 10 000, and

    • for the members of the Remuneration Committee EUR 6 000 each,

    • for the Chairman of the Sustainability and Ethics Committee EUR 10 000, and

    • for the members of the Sustainability and Ethics Committee EUR 6 000 each.

    CEO remuneration principles
    The CEO has been employed since 1 August 2012 and assumed the position as CEO on 1 August 2014. He has a notice period of six months with a severance payment of twelve months salary on termination by the company but with no contractual payments on any change of control. Benefits include pension provisions. The CEO’s pension plan consists of collectively agreed pension plan in Sweden (ITP2) and a defined contribution (DC) top up pension plan. Contributions to the DC plan in the interval 20-30 Income Base Amounts (IBA; one IBA was 59 300 SEK in 2016) is 23%, contributions above 30 IBA is 35% for the salary the CEO had prior to assuming this position and 39% on the salary increase amount received when assuming the position as CEO. The retirement age is sixty-five years.

    Short Term Incentive (STI) programme for CEO
    The CEO is entitled to a STI programme decided by the Board each year giving a maximum of 75% of annual fixed salary. The STI for 2016 was based 70% on financial measures and 30% on Individual Key Targets. 
    Long Term Incentive (LTI) programmes for CEO
    The CEO participates in 2014, 2015 and 2016 share based LTI programmes. The programmes have three year targets and vest in only one portion after three years. Three quarters (75%) of the awards are in Performance Shares, where shares will vest in accordance with performance criteria proposed by the Remuneration Committee and approved by the Board of Directors. One quarter (25%) of the awards are in Restricted Shares, for which vesting is only subject to continued employment.
     
    GLT remuneration principles
    GLT members in Stora Enso receive a monthly salary, which in addition to a salary payment includes customary fringe benefits, such as mobile phones and cars. GLT members further have the possibility to receive yearly awards in the Company’s short term and long term incentive programmes for management. In accordance with their respective pension arrangements, GLT members may retire at sixty-five years of age with pensions consistent with local practices in their respective home countries. Contracts of employment provide for notice of six months prior to termination with
    severance compensation of twelve months basic salary if the termination is at the Company’s request.
     
    Short Term Incentive (STI) programmes for management
    GLT members have STI programmes with up to a maximum 40% or 50% of their annual fixed salary, payable the year after the performance period. The STI for 2016 was based 70% on financial measures and 30% on Individual Key Targets. The financial performance metrics in the STI programme are EBITDA and Working Capital Ratio. The Individual Targets are based on a balanced scorecard approach within the categories of Customer, People, Sustainability and Special Projects.
    Long Term Incentive (LTI) programmes for management
    Since 2009 Stora Enso has launched new share programmes each year. The 2009 to 2013 Performance Share programmes vested in portions over three years, based on annually defined targets set by the Remuneration Committee. The 2014 to 2016 programmes have three year targets and vest in only one portion after three years. In Performance Share programmes launched since 2012, the absolute maximum vesting level is 100% of the number of shares awarded. Three quarters (75%) of the awards under the 2016 programme is in Performance Shares, proposed by the Remuneration Committee and approved by the Board of Directors. One quarter (25%) of the award under the 2016 programme is in Restricted Shares, for which vesting is subject to continued employment. The financial success metric in the Performance Share programmes is 3-year EVA (Economic Value Added) for the Stora Enso group.
    CEO remuneration
     
    ​Component
    ​Annual Salary
    ​EUR 934 000 in 2016
    ​Short-term incentive

    The CEO is entitled to a STI programme decided by the Board each year giving a maximum of 75% of annual fixed

    salary.

    ​Long-term incentive

    Outstanding LTI programmes include the yearly programmes of 2014, 2015 and 2016. The CEO received a grant of

    maximum 78 799 shares in the 2016 programmes that will be settled 2019.

    ​Other benefits

    Benefits include mobile phone, car and insurance.

    ​Pension

    Retirement age is 65. Pension plan consists of collectively agreed pension plan in Sweden (ITP2) and a defined

    contribution (DC) top up pension plan.

    ​Termination of assignment

    Notice period of six months with a severance payment of twelve months salary on termination by the company but with

    no contractual payments on any change of control.


     

    GLT remuneration
    ​Component

    Annual salary

    GLT members receive a monthly salary. In total for all GLT members EUR 3 964 000 in 2016.

    Short-term incentive

    GLT members are eligible for STI with up to a maximum of 50% of their annual fixed salary, payable the year after the

    performance period.

    Long-term incentive

    Outstanding LTI programmes include the yearly programmes of 2014, 2015 and 2016. The GLT members received a

    total grant of maximum 248 888 shares in the 2016 programmes that will be settled 2019.

    Other benefits

    Benefits include mobile phones, cars and insurances.

    Pension

    GLT members may retire at sixty-five years of age with pensions consistent with local practices in their respective

    home countries.

    Termination of assignment

    Contracts of employment provide for notice of six months prior to termination with severance compensation of twelve

    months’ basic salary if the termination is at the Company’s request.

     compensation_charter.PNG

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  • Heinolan Flutingtehdas

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    ​​Heinolan Flutingtehdas tuottaa puolikemiallista flutingia eli aallotuskartonkia, jota käytetään pakkausteollisuuden raaka-aineena. Flutingia käytetään esimerkiksi hedelmien, vihannesten ja muiden ruokatarvikkeiden pakkauksissa sekä elektroniikkapakkausten ja erityisen vahvojen pakkausten valmistamisessa.

    Heinolan Flutingtehtaan historia ulottuu vuoteen 1961, jolloin Tampella perusti tehtaan Heinolaan hyvien yhteyksien päähän Etelä-Suomen satamista. Nykyään tehtaalla työskentelee noin 175 henkilöä. Heinolan Flutingtehdas koostuu sekä massa- että kartonkitehtaasta ja sen vuosikapasiteetti on 300 000 tonnia flutingia. Tuotannosta suurin osa menee vientiin, suurimpia vientimaita ovat Espanja, Filippiinit, Italia ja Ruotsi.

    Sertifikaatit löytyvät täältä.

    Vieraile myös: http://360solutionsprovider.com/
                            http://www.storaensopack.com/
                            http://www.storaensopack.fi/

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  • Insiders and trading

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    The Company fully complies with the EU and Finnish regulation on market abuse as well as the insider guidelines of Nasdaq Helsinki. The Company’s internal insider guidelines are published and regularly distributed throughout the organisation. The Company expects all of its employees to act as required of an insider.

    All unpublished information that relates to the Company’s present and future business operations must be kept strictly confidential.

    Persons discharging managerial responsibilities (PDMR’s) in Stora Enso are the members of the Board, the CEO and the CFO, as well as the members of the Group Leadership Team (GLT). PDMR’s as well as their closely related persons are subject to a duty to notify the Company and the Finnish Financial Supervisory Authority of all transactions with the securities of the Company.

    The Company also keeps a list of persons that are involved in the preparation of interim reports and financial results, which is approved by the General Counsel. Persons included in the list are e.g. members of the Division management teams, the heads and all members of Communications and Investor Relations as well as the heads and certain team members of Treasury, Group Accounting and Controlling and Legal.

    Persons, who participate in the development and preparation of a project that constitutes inside information, are considered project-specific insiders. A separate project-specific insider register is maintained when considered appropriate by the General Counsel or Assistant General Counsel.

    The insider guidelines do not permit Stora Enso PDMR’s or persons involved in the preparation of interim reports or financial results to buy or sell any of the Company's securities (i.e. shares, options and synthetic options) during the closed period defined below or when they possess information that could have a material impact on the Stora Enso share price.
     

    Stora Enso PDMR’s (Board and GLT members) and their closely associated persons have as of 3 July 2016 a duty according to the EU Market Abuse Regulation (MAR) to report all transactions with Stora Enso securities to the Company and the Finnish Financial Supervisory Authority (FIN-FSA) immediately and not later that within three (3) business days from the transaction. 

    Instructions for filling out the notification form
     
    1. When sending Stora Enso a transactions notification, please fill in the transaction notification form

    The form is available at the FIN-FSA webpage at the following link: Notification Form

    Information needed on the form:
    Stora Enso LEI code
    ​   7437000ZP669LKUTZ738
    Stora Enso shares

    Helsinki stock exchange:

    STEAV (A share)

    STERV (R share)

     

    Stockholm stock exchange:

    STE A (A share)
    STE R (R share)

    ISIN codes of Stora Enso shares

    Helsinki stock exchange:

    FI0009005953 (A share)

    FI0009005961 (R share)

     

    Stockholm stock exchange:

    FI0009007603 (A share)

    FI0009007611 (R share)

    ​Notification reference​  Generated automatically (no need to fill in)

    Instructions for sending out the notification form
     
    2. When you have filled in the notification form, please save it as a pdf document on your own computer
     
    3. In order to submit the notification, do as follows
    Attach the notification form to an e-mail and send it:
    1. ​to the Company at the address
    2. ​to the FIN-FSA by accessing the webpage
    https://securemail.bof.fi and by sending the notification form at the address: johdonkaupat@finanssivalvonta.fi

     

    Please add your phone number to the e-mail so that we can contact you in case of questions.


    Company's duty to disclose the information
    Stora Enso has a duty to disclose the transaction by means of a stock exchange release no later than three (3) business days from the transaction.

     

    Stora Enso will therefore immediately upon receipt of the notification disclose the information received from a PDMR or its closely associated person as a stock exchange release.

     
    Contacts in case of questions
    In case of problems or any questions, please be in contact at the address trading@storaenso.com.
     
    Further information on the regulation concerning the notifications of managers’ and their closely associated persons’ transactions is available at Finanssivalvonta pages (in Finnish only).
     
    Public insider register as of 2 July 2016 
    The below table shows holdings and changes in holdings of Stora Enso securities of the public insiders of Stora Enso as defined according to the Securities Markets Act in force prior to 3 July 2016, and according to the holdings and changes in holdings on or before 2 July 2016. Please note that the information is not updated after 2 July 2016. How to read the table
     
     

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  • Internal audit and auditors

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    ​​​Stora Enso has a separate internal audit organisation. The role of Internal Audit is to provide independent, objective assurance and consulting services that add value and improve the Group’s operations. Internal Audit helps the Group to accomplish its objectives by providing a systematic, disciplined approach to evaluate and improve the effectiveness of internal control, risk management and governance processes.
     
    To ensure the independence of the Internal Audit department, its personnel report to the head of Internal Audit, who reports functionally to the Financial and Audit Committee and CEO, and administratively to the CFO. The head of Internal Audit is appointed by the CEO. The CEO shall seek approval of the appointment from the Financial and Audit Committee.
     
    Internal Audit conducts regular audits at mills, subsidiaries and other Company units, implementing an annual audit plan approved by the Financial and Audit Committee, including any special tasks or projects requested by management and the Financial and Audit Committee.​

     
    Auditor​
    The AGM annually elects one auditor for Stora Enso. The Financial and Audit Committee monitors the auditor selection process and gives its recommendation as to who should serve as auditor to the Board and to the shareholders at the AGM. The auditor shall be an authorised public accounting firm, which appoints the responsible auditor.

    In 2017 the Company will conduct a statutory audit tender process with view of the proposal to be made to the AGM in 2018 regarding the auditor election as the current auditor of the Company has served since 2008.
     
    The AGM in 2017 approved the proposal that the current auditor Authorised Public Accountants Deloitte & Touche Oy shall be re-elected auditor of the Company until the end of the following AGM. The AGM approved a proposal that remuneration for the auditor shall be paid according to invoice approved by Financial and Audit Committee.
     
    Remuneration in 2016
    • Audit fees EUR 4.0 million
    • Other fees EUR 1.0 million​

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  • News

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  • Services

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  • Contact Us

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  • Contacts

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  • Stora Enso in China

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  • Stora Enso Guangxi

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  • Product Stories

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    ​智能且经济高效的多层城市建筑斯道拉恩索扩大可生物降解包装纸板产品系列Cupforma Natura纸杯纸用料更省,产出率更高斯道拉恩索DeLight 产品提供微波适用的保鲜鱼肉包装食品生产商HK 推出系列肉片产品并采用可回收纸板用于冷切包装Performa White纸板用于著名瓷器品牌包装斯道拉恩索用于卫生保健的智能包装解决方案斯道拉恩索Natura系列液体包装纸板力求为客户创造最好的经济效益和社会效益斯道拉恩索推出Performa Bright纸板斯道拉恩索推出用于高端用途的Ensocoat纸板纸板包出来的“甜蜜事业”纸杯上的创意如何成就另一种信息媒介?食品包装领域面临成本及环保双重挑战:我们如何能够提高包装的成本效率和生态效率?推动旅行零售业的发展乳品包装 更新换代 纸托盘“托起”健康生活 用纸板改变世界

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  • People and Ethics

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    We set high ethical and professional standards throughout our global operations, and fully respect and support the human rights and labour rights of all our employees and the communities around our operations. We are committed to ensure that our workplaces are healthy and safe, and we aim to make Stora Enso an employer of choice.
    Our long-term commitment to respect and support human rights is reflected in our corporate purpose ‘Do good for the people and the planet’.

    Our human rights approach is aligned with the UN Guiding Principles on Business and Human Rights. In addition to people working in our own operations, our commitment extends to our suppliers, business partners, communities surrounding our operations and other stakeholders within our sphere of influence.

    Results from our Group-wide Human Rights Assessments are available in a PDF format. The report is consolidated by the Danish Institute for Human Rights (DIHR).

    STORA ENSO HUMAN RIGHTS ASSESSMENT REVIEW AND CONSOLIDATION REPORT (1 MB)

    Our People Strategy sets out our goals for human capital development, focusing on four key areas:

    Leadership

    Workforce planning and people recruitment

    Alignment and engagement

    Occupational health and safety


    For each of these prioritised areas we have defined ambitions, targets and actions related to our
    personnel. Enhancing our performance in all these areas will contribute to Stora Enso’s overall business
    strategy to transform into a renewable materials company.

    We believe diversity is a key factor behind improved performance and innovation. We consider aspects such as gender, age, nationality and individual differences like varying experiences when assessing diversity within Stora Enso.
    A robust approach to safety issues
    We are striving to become an accident-free workplace, and we start the journey towards this goal every morning. Our leaders play a crucial role in shaping our safety culture, but each employee at our units is responsible for making every workday an accident-free day. Our guiding principle is “Everybody home
    safe, every day”. 
     
    Ethical business conduct and legal compliance are not only cornerstones of our way of doing business, but also paramount for living up to Stora Enso’s corporate Purpose ‘Do Good for the People and the
    Planet’ and our Value ‘Do What’s Right’.
    We believe that an ethical approach will lead to successful business, foster accountability and enhance our good reputation. Our work aims to strengthen our organisational culture, which encourages our employees and stakeholders to take part in open and honest discussions on ethical issues related to Stora Enso.

    Our operations have wide-ranging impacts on different groups of stakeholders locally, regionally and globally. In addition to minimising any adverse impacts that our activities may have, we also aim to enrich economic and social conditions in the communities where we operate. By creating shared value we aim to increase Stora Enso’s competitiveness, while at the same time promoting improvements on economic, environmental, ethical, and social issues along our value chain.

     

    Common rules for all employees

    Stora Enso has a single set of values that are applied wherever we operate. Our Code of Conduct defines common rules for all our employees, and provides guidance on Stora Enso’s approach to ethical business practices, environmental values, and human and labour rights.

     

    Our Business Practice Policy  gives our employees more detailed guidance on topics such as antitrust, corruption, gifts and entertainment, conflicts of interest and money laundering.

     

    Stora Enso pays taxes in full compliance with all applicable local, national and international laws and regulations. In addition to corporate income taxes we also pay other kinds of taxes such as property and energy taxes. Taxes collected by Stora Enso include value added taxes (VAT) and payroll taxes.
     
    Stora Enso’s approach to tax planning
    Stora Enso’s approach is to conduct non-aggressive tax planning. This may involve taking advantage of tax incentives granted by governments on reasonable grounds where Stora Enso’s business operations are in alignment with the goals of the incentive scheme.

    Stora Enso has operations in following locations that offer favorable tax treatments:


    Our joint venture Montes del Plata will start running a pulp mill in a Special Economic Zone in Uruguay in 2014.

    Pulp from our joint venture Veracel in Brazil is traded via a pulp sourcing and marketing company based in Amsterdam.

    Stora Enso owns 51% of a holding company in the British Virgin Islands. This holding company came into the Group’s ownership structure with the acquisition of the Inpac International packaging company in July 2011. The holding company does not practice any operating or financing activities, and Stora Enso does not make any tax savings by owning this company.

    Stora Enso holds two companies in Luxembourg and a company in United Arab Emirates. None of these companies is used for tax planning purposes.

     

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  • Varkaus Containerboard Mill

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    Varkaus mill is situated in the Eastern lake district of Finland, about 318 km from the capital Helsinki, surrounded by rich forests. Varkaus mill consists of Containerboard Mill, Sawmill and LVL Mill. Containerboard operations include wood handling plant, pulp mill and one paper machine, PM3. Containerboard Mill employs approx. 300 permanent and temporary workers in operations and maintenance.
     
    PM3 produces brown kraftliner and white top kraftliner with grammage range starting from light weight grades 80 (90 WTKL) to 250 g/m2. Production is predominantly based on virgin fibres from integrated pulp mill. The annual production capacity is 390 000 t. 
     
    Pulp mill produces yearly 310 000 t of unbleached kraft pulp from local, sustainably sourced and certified, spruce and pine. Mill is self-sufficient in energy. Combined Heat and Power plants use 95% bio- and recycled fuels maximising the energy efficiency and minimising fossil CO2 emissions.
     
    Varkaus Containerboard Mill adheres to certified quality, environment and occupational health and safety management systems and is committed to continuous improvement.​

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  • Campaign Story

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  • Special Effect Gallery

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  • A very successful market entry, good for us and good for Uruguay

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    ​By Alexandre Nicolini, SVP Sales and Supply Chain, Stora Enso Biomaterials
     
    In spite of the one year start-up delay of our new state-of-the-art pulp mill in Uruguay, Stora Enso BEKP “Perform Plus” has generated a lot of interest from our customers, ever since the mill started production in June 2014.  

     

    This interest, along with a very successful market entry strategy and product positioning allowed us to commercialize almost the entire production in record time. In fact, we wish to have had more capacity available in order to fulfil all our customers demand!
     
    From a market perspective, the additional BEKP capacity that we brought in has been fully absorbed by the market with no impact whatsoever on prices, even if the general market consensus at the time of the start-up was that prices would come under heavy pressure due to the additional volumes entering the market.

    Nevertheless and, against all odds, prices have actually remained stable during the 2nd half of 2014 (the year of the start-up) and, they are currently in an upward trend since Q1 and Q2 of 2015. Pulp demand has been healthy, it is true, but having established the right portfolio of customers in a more balanced way in all regions made the difference and, it has allowed us to position our new product on a very competitive level.
     

     

    The feedback received from our customers are very encouraging, I must say, giving us extra energy to further boost sales and focus on selected customers. Also, it is important to emphasize that our customers are very pleased with the overall service level provided by Stora Enso, which is the result of very good and solid relationships established by the Sales team, the excellent Technical Support given, the highly efficient CSC and, last but not least, the reliable supply chain. Such a positive feedback means that our teams have worked hard and were able not only to read, but also to properly address our customers’ needs.
     
    From an operational point of view, the mill has now produced over a million tons of pulp and its operational efficiency has already reached world class levels. Montes del Plata is now producing around 3,672 tons every day and, the production team is now working towards stabilizing the overall quality parameters, even though our pulp has been fully qualified by our customers.
     
    In addition to being a great growth engine for Stora Enso, Montes del Plata also strongly contributes to Uruguay’s GDP growth, positively developing the whole country economically by creating direct and indirect employment.

     

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  • Stora Enso Perform Plus- A year into product development

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    ​By Jenny Muller-Wahlman, TCS Manager

     

    Stora Enso Perform Plus is the Eucalyptus pulp grade produced in Montes del Plata Uruguay. The mill has now been running for a year, and lots has been accomplished in order to bring the product to the highest industry standards.

     

    Over the last year, we were able to greatly improve the product’s strength properties. Strength properties have increased a lot and we still are working on bringing these properties to the highest level possible to match our customers’ needs.
     

    Despite its early development stage and many improvements yet to come, Stora Enso Perform Plus ran into tissue, speciality and printing paper production lines all over the world with very encouraging technical results and many positive feedbacks from our customers.
     
    Product development is a journey. In the case of Perform Plus, we are taking it with both speed and accuracy.

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