Sustainability has been a catalyst for company-wide transformation. It underpins our growth strategy as we continue to make a measurable, real-world impact.
We started our sustainability journey over three decades ago, dating back to our founding in 1993. Our initial approach involved practical learning and adapting to existing regulations and operational realities.
We bolstered our commitment to sustainability in 2015 by adopting our Sustainable Forest Management Policy 2.0 (SFMP 2.0). This focuses on zero deforestation and includes firm commitments to forest protection, conservation, restoration, and respecting the rights of indigenous people and local communities.
We publish a complete fibre and wood supplier list on our APRIL Sustainability Dashboard.
We recognise the need to go beyond compliance. In 2020, we established our APRIL2030 commitments and targets, pledging to support the United Nations Sustainable Development Goals (SDGs) in response to the growing urgency around climate change and biodiversity conservation.
We have a purpose statement that clearly outlines the sustainable impact we want to have. But how do we move from purpose to impact? There are three steps. The first covers our approach—this is the way we use strong policies, solid governance, and responsible risk management to embed and manage our sustainability agenda across the business. The second step is our strategy, which outlines a set of actions we must take to meet our commitments around forest protection, conservation, restoration, human rights and more. Performance is the third step, and this shows how we measure progress against our actions to ensure we stay on track.
A single statement that defines how the organisation positively impacts people and planet.
The way sustainability is embedded and managed through the organisation’s policies, governance, and risk management.
A prioritised set of actions implemented to achieve our purpose, responding to risks and opportunities.
Delivery of our strategies through our progress on targets and key performance indicators (KPIs).
Advancing our strategies by progressing on targets and key performance indicators (KPIs).
A single statement that defines how the organisation positively impacts people and planet.
The way sustainability is embedded and managed through the organisation’s policies, governance, and risk management.
A prioritised set of actions implemented to achieve our purpose, responding to risks and opportunities.
Delivery of our strategies through our progress on targets and key performance indicators (KPIs).
Advancing our strategies by progressing on targets and key performance indicators (KPIs).
APRIL’s remedy process, under the FSC Remedy Framework, officially began in November 2023. We are committed to transparency as we journey through each of the remedy and FSC-association stages.
