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THE BORREGAARD GROUP1

2THE BORREGAARD GROUP

THE BORREGAARD GROUPSustainability andcorporate responsibilityResponsible business . 6A: Sustainable business model . 13B: Climate, environment, health and safety . 15C: Employee and competence development . 26D: Suppliers and business partners . 28E: Contribution to society . 3120183

4THE BORREGAARD GROUP

THE BORREGAARD GROUPCERTIFIED RAW MATERIALSRESEARCH EFFORTS92%190OF 1,000,000 M3 WOODMILL NOKENERGYEMISSION REDUCTIONS63%40%RENEWABLE ENERGYREDUCTION IN CO2OVER THE LAST 10 YEARSCLIMATE RATINGDIVERSITYA25%CDP’S CLIMATE CHANGE A LISTFEMALE EMPLOYEES5

6SUSTAINABILITY AND CORPORATE RESPONSIBILITYRESPONSIBLE BUSINESS1Borregaard’s main objective is to develop sustainable solutions based on renewable raw materialsand its unique competence. Borregaard’s entire business model centres around sustainability, andtherefore this is always a natural component of its overarching goals. The company’s Board of Directorsemphasises the importance of sustainability as an integral part of the company’s operations anddevelopment.GLOBAL CHALLENGES AND SUSTAINABLE SOLUTIONSBorregaard’s innovative solutions can play an important rolein addressing the world’s greatest sustainable developmentchallenges; population growth and climate change.UN predicts population growth of 12% by 20302, whichwill generate extraordinary demand for climate friendlysolutions for infrastructure, housing, energy, jobs and foodproduction.One urgent challenge the world is currently facing is climatechange3. The Paris Agreement and the UN Climate Panelhave defined specific sustainability goals and measureswithin areas such as access to raw materials, energy, foodand infrastructure. These initiatives are expected to increasedemand for sustainable products, which will provideBorregaard with a broad platform for developing innovativesolutions.Borregaard will, as a company, take climate actionand demonstrate how its business can help to advancesustainable development by both minimising negativeenvironmental impacts and maximising positiveenvironmental impacts. The Intergovernmental Panel onClimate Change (IPCC)4 provides a clear description ofthe world’s challenges through the Special Report where itstresses the dramatic difference between an increase in theglobal average temperature to 2 C above preindustrial levelsand pursuing efforts to limit the temperature increase to1.5 C above preindustrial levels.with the level required to keep the global temperature risebelow 2oC compared with pre-industrial temperatures6.See page 15.BORREGAARD’S CONTRIBUTION TOTHE UN’S 2030 AGENDABorregaard has prioritised six of the seventeen SustainableDevelopment Goals set out in the UN’s 2030 Agenda forSustainable Development. The priorities were selected basedon the global challenges the world faces, as well as thesolutions the company can contribute. The six prioritisedSustainable Development Goals are: (2) Zero hunger; (8)Decent work and economic growth; (9) Industry, innovation,and infrastructure; (12) Responsible consumption andproduction; (13) Climate action; and (15) Life on land.Borregaard can have an impact in these areas through itsunique biorefinery concept and its sustainable products.The six prioritised Sustainable Development Goals areclosely linked to Borregaard’s core operations and arein line with the company’s business strategy. They areused as a framework for guiding, communicating andreporting on the company’s strategy, goals and activities.Borregaard will continue its work on identifying futurebusiness opportunities associated with specific SustainableDevelopment Goals.Specific targets and KPIs are presented in this report underthe relevant topics. You will find a complete overview ofBorregaard’s contributions to all seventeen SustainableDevelopment Goals on pages 34 and 35.Borregaard joined the Science Based Targets Initiative5 in2017 and has defined a science-based target that is in line123456Borregaard ASA has a statutory duty to comply with the reporting requirements for corporate social responsibility in Section 3-3c of the Norwegian Accounting Act. This requires Borregaardto account for “what the company is doing to integrate respect for human rights, labour rights and social issues, the environment and anticorruption in their business strategies, in their dailyoperations and in their relationship with stakeholders.”UN. Dugarova, Esuna & Gulasan, Nergis. (2017). Global Trends: Challenges and Opportunities in the Implementation of the Sustainable Development Goals.IPCC, 2013: Summary for Policymakers. In Climate Change 2013: The Physical Science Basis. Contribution of Working Group I to the Fifth Assessment Report of the Intergovernmental Panelon Climate Change [Stocker, T.F., D. Qin, G.-K. Plattner, M. Tignor, S.K. Allen, J. Boschung, A. Nauels, Y. Xia, V. Bex and P.M. Midgley (eds.)]. Cambridge University Press, Cambridge, UnitedKingdom and New York, NY, USA.The consolidated figures in Borregaard’s Sustainability Report do not include figures from the Group’s joint venture in South Africa. Borregaard in Sarpsborg accounts for aboutthree-quarters of the Group’s operations (revenues and employees) and thus faces the biggest challenges with respect to EHS, climate and social issues.IPCC, 2018: Summary for Policymakers. In: Global warming of 1.5 C. An IPCC Special Report on the impacts of global warming of 1.5 C above pre-industrial levels and related globalgreenhouse gas emission pathways, in the context of strengthening the global response to the threat of climate change, sustainable development, and efforts to eradicate poverty [V. Masson-Delmotte, P. Zhai, H. O. Pörtner, D. Roberts, J. Skea, P.R. Shukla, A. Pirani, W. Moufouma-Okia, C. Péan, R. Pidcock, S. Connors, J. B. R. Matthews, Y. Chen, X. Zhou, M. I. Gomis,E. Lonnoy, T. Maycock, M. Tignor, T. Waterfield (eds.)]. World Meteorological Organization, Geneva, Switzerland, 32 pp.Partnership between CDP, UN Global Compact, WRI and WWF.The Intergovernmental Panel on Climate Change (IPCC AR5), the Fifth Assessment Report.

7SUSTAINABILITY AND CORPORATE RESPONSIBILITYBORREGAARD’S CONTRIBUTION TO THE SDGSGROWING POPULATIONCLIMATE CHANGEGLOBAL CHALLENGESTHE SIX PRIORITISED SUSTAINABLE DEVELOPMENT INABLEBIOREFINERYSUSTAINABLERAW MATERIAL Efficient andsustainable feedproducts Profitability asa prerequisite inaddition toenvironmentaland socialdimensions inthe sustainabilityscope Market-driveninnovation thatinvolves the entireorganisation Full utilisationof raw materials Continuouslyimproved lifecycle impact The biorefineryconcept withsustainableproducts is anessential part ofthe business model Bio-based rawmaterials fromresponsiblymanaged andcertified sources High valuecreation andlocal partnersand supplierscreate substantialripple effectsin society New and improvedproducts with betterperformance Sustainablesourcingprogramme Science-basedtarget for reducedGHG footprint Continuousproductivityimprovements,including digitalisation Environmental/climate impactpart of investmentproject evaluation Growthstimulants forfood plants Improved andsustainable cropsolutions andprotection Raw materials donot compete withfood production Profitability allowsinvestments, R&Dand competencedevelopment Uses a significantshare of revenueson innovation Delivers sustainableproducts andsolutions to theconstructionindustry Improvedchemical safety Investments inrenewable energy Chain of Custodycertified inaccordance withFSC and PEFCforest certificationstandardsOUR CONTRIBUTIONSUSTAINABLESUSTAINABLEFOOD PRODUCTION BUSINESS

8SUSTAINABILITY AND CORPORATE RESPONSIBILITYFORESTSAWMILLSHOUSESLUMBERLARGE BUILDINGSC0 2Waste paperPaper,packagingChemicals,materials and fuelWaste toenergyWOOD PROCESSINGBIOREFINERYSOCIETY02THE CIRCULAR ECONOMY AND CASCADING USEOF BIOMASS IN BORREGAARDIn a circular economy, the aim is to make the best possibleuse of society’s resources for as long as possible. This can bedone by reducing the use of raw materials, waste, emissionsand energy consumption, as well as by reusing products,either for their original purposes or for completely differentpurposes. One of the basic principles is to view waste as aresource and design products in a way that ensures materialscan be recovered more efficiently.The efficient utilisation of side streams and cascading useare cornerstones of a circular economy. In this context,cascading means that the biocarbon is utilised in severalstages instead of it being emitted. In the final stage, theenergy value of the products is utilised. This allows theraw materials and final products to be used for as long aspossible by society before their life cycle ends.Borregaard aims to develop and deliver sustainable solutionsbased on renewable raw materials and unique competence,and therefore both circular economy and cascading useare natural components of Borregaard’s operations. Thecompany’s most important raw material, Norway Spruce,is sustainable and harvested from certified forests withshort transport routes. Borregaard utilises around 85% ofa log for its products, and therefore has limited quantity ofresidual biomass for energy. At the biorefinery in Sarpsborg,Borregaard obtains energy from electricity as well asbioenergy from self-produced biogas and residual materialfrom its bioproduction, the incineration of sorted householdwaste at two different waste incineration facilities connectedto the biorefinery, from a boiler that burns biofuel and froma steam boiler fuelled by natural gas. Constantly increasingBorregaard’s energy efficiency, as well as streamliningproduction, decreases the input factors per tonne of productproduced and thus continually reduces the products’ CO2footprint.The wood-based industry is by its nature a circularbioeconomy. Wood from forests is sent to both sawmillsand wood processing. Side streams such as wood chips,sawdust and bark from the sawmills end up in the pulp andpaper industry, in the production of construction boards

SUSTAINABILITY AND CORPORATE RESPONSIBILITYand in energy production. Paper and packaging are returnedto the industry for recovery once they are no longer ofuse elsewhere in society. Biorefineries such as Borregaardreceive waste, which is used to generate energy for theoperation of production facilities and to deliver a range ofsustainable products back to society.There are a number of ways in which the principle ofcascading can be implemented. Products can be reusedas they are, or transformed into new products, be sentto recovery and, ultimately, converted into energy viaincineration or the production of biogas. The basic principleis that resources should be reused as materials for as long aspossible before they are incinerated.Wood chips represent a side stream from sawmills, but arean important raw material for Borregaard. A log consistsof cellulose, lignin and sugar. The sugar and lignin, whichare traditionally viewed as side streams from celluloseproduction, are used in the production of bioethanol, ligninproducts and vanillin, respectively. The residual streams thatare left over are used as raw materials in the production ofbiogas, which is used as a source of energy in Borregaard’sproduction processes.Some side streams from production are also sold to otherindustries, which in turn use them as raw materials in theirproduction. One example is knot pulp, which is removedfrom the cellulose and sold to manufacturers of packagingmaterials.The residual energy from Borregaard’s production processesis the main source of energy for the district heating plant inSarpsborg, replacing oil heating. In this way, Borregaard,both internally and together with external suppliers andcustomers, is part of an intricate and well-establishedcascading system for bio-based products, intermediateproducts and side streams. In other words, Borregaard’sbiorefinery is built on the principles of both cascading andcircular use.RISK MANAGEMENTIdentifying and managing risks and opportunities areintegrated multidisciplinary parts of the Group’s businessprocesses. Borregaard has established a system for riskassessment and management in which climate risk complywith the Task Force on Climate-related Financial Disclosures(TCFD). Each member of the executive management teamis responsible for internal control and risk assessmentswithin their respective areas. Risk assessments are reviewedannually by the company’s board of directors. Borregaard’sphysical, regulatory, market, cost, and legal risks associatedwith climate change are featured on page 16 of theSustainability Report, as well as on Borregaard’s webpage.The stakeholders’ perspective is taken into considerationwhen assessing and managing risks with potentialenvironmental, social and economic impacts throughout thecompany’s value chain.DID YOUKNOW THAT The international climateorganisation CDP gaveBorregaard an A for itscontribution to positiveclimate change? Only1.8% of the reportingcompanies received thisgrade globally.DID YOUKNOW THAT Borregaard uses more than 85% of a logof wood for products? The rest is used forbio-energy for the production processes.9

INVESTORSAND LENDERS10SUSTAINABILITY AND CORPORATE RESPONSIBILITYEMPLOYEESORGANISATION AND RESPONSIBILITYBorregaard must comply with a number of guidelines andreporting procedures as part of its corporate responsibilities.The main documents have been approved by the company’sboard of directors, which also sets the overarching goals forthe areas covered by this report.Guidelines7: General Guidelines for Environment, Health, Safetyand Climate Human Rights Policy Anti-Corruption Manual Corporate Responsibility Code of Conduct Corporate Governance Principles Responsible Sourcing Policy Competition Law Compliance Manualthat have the greatest impact on stakeholders’ assessmentsand decisions.As a basis for this analysis, Borregaard surveyed the groups,THEBUSINESSorganisationsand individuals that are either impactedby theAUTHORITIESPARTNERScompany’s operations or which, in a variety of ways, havean impact on the company’s strategy and goal achievement.Borregaard’s stakeholders include investors and lenders,current and potential employees, theLOCALauthorities, currentSUPPLIERSsuppliers,COMMUNITIESand potential customers,local communitiesand neighbours, partners, organisations and the media.The model below shows which groups of stakeholders areregarded as most important for Borregaard:INVESTORSAND LENDERSThe Group’s executive management team bears overallresponsibility for monitoring the company’s goals, measuresand results. Their daily implementation is a line managementresponsibility in Borregaard. This means that corporateresponsibilities are an integral component of all of theoperations of Borregaard’s subsidiaries, as well as in variousmanagement teams, units and departments.EMPLOYEESThis approach includes maintaining a dialogue with theGroup’s most important stakeholders. They are taken intoaccount when running the business and when decisionsare made. Maintaining contact with the company’s variousstakeholders is an important means of building trust inBorregaard, as well as understanding the role the companyplays in local communities and society as a whole.Borregaard has conducted a stakeholder and materialityanalysis based on the Group’s sustainability strategy.The analysis identifies the economic, social, climate andenvironmental consequences of the company’s operations7Read more at: SAUTHORITIESSUSTAINABILITY BOARDIn 2017, Borregaard established the Sustainability Board.The board addresses and monitors important topics, and alsoinitiates processes in which guidelines, goals and measuresare developed within the areas covered by this report. TheSustainability Board reports to the CEO and is chaired by theSenior Vice President of Organisation and Public Affairs.STAKEHOLDER AND MATERIALITY ANALYSISBorregaard fulfils its corporate responsibilities by developingand running its operations profitably and in a manner thatconforms with fundamental ethical values and respect forindividual people, society as a whole and the egaard has also identified the company’s mostimportant and relevant risks and opportunities based on thecompany’s core operations and the geographical locationsof its units, customers and suppliers. The results are basedon Borregaard’s values, guidelines, risk assessments andstrategy, as well as how Borregaard as a company impacts itsstakeholders financially, environmentally and socially. Theareas also reflect the topics the company’s stakeholders areinterested in.The focus areas defined as the most important are describedin more detail in Borregaard’s Sustainability Report, chaptersA to E, and reflect the company’s five main areas: A sustainable business modelClimate, environment, health and safetyEmployee and competence developmentSuppliers and business partnersContribution to society

SUSTAINABILITY AND CORPORATE RESPONSIBILITYEach unit in the Borregaard Group must assess issues thatare relevant to the relationship between the company andsociety as a whole, facilitate good dialogues and ensure thatcomplaints and other enquiries from external stakeholdersare dealt with in a proper manner. The need to implementimprovement projects in areas with specific challenges mustbe assessed on an ongoing basis.DID YOUKNOW THAT ”All in all, Borregaard is perceived as aBased on the results from the stakeholder and materialityanalysis, Borregaard has Sustainable Development Goals setout in the UN’s 2030 Agenda for Sustainable Development.Borregaard has linked its strategy to the most importanttopics in the Sustainable Development Goals such that theyare in line with the UN’s 2030 Agenda (see the illustrationon page 7).good company”, 7.8 out of 10.Borregaard’s annual reputation surveyamong the general public in Østfoldcounty shows that Borregaard has a verygood reputation.The illustration below specifies the degree of importance forBorregaard’s stakeholders, as well as what is important andrelevant for Borregaard.More importantIMPORTANT FOR THE COMPANY’S STAKEHOLDERSImportantE Contribution to society andeconomic ripple effectsD Human rightsA Sustainable and climate-friendly productsB Climate and environmentD Responsible sourcingB Public and process safetyD Business ethics and anti-corruptionA Access to raw materials and energyA Innovation and productivityC Access to human capital and competence developmentC Diversity and gender equalityB Safe and healthy working environmentIMPORTANT AND RELEVANT FOR THE COMPANYThe coloured boxes refer to the main areas described in the Sustainability Report.More important11

12SUSTAINABILITY AND CORPORATE RESPONSIBILITY

SUSTAINABILITY AND CORPORATE RESPONSIBILITYMAIN AREASMain areasMain areasA) Sustainable business modelB) Climate, Environment,health and safetyC) Employee and competencedevelopmentA) SustainablebusinessmodelMainmodelareasMainareas B) Climate, Environment,A) Sustainable businessA)Sustainable businessB) Climate,modelEnvironment,C) Employeeand competenceC) EmployeeD) Suppliersand competenceandB) Climate,D)Environment,SuppliersE) ContributionandtoMain areashealth and safetydevelopmenthealth andsafetyA) Sustainable business modelhealth and safetyB) Climate, Environment,health and safetydevelopmentdevelopmentbusiness partnersSustainability and corporate responsibility is a broadconcept that covers many areas. Ba

three-quarters of the Group’s operations (revenues and employees) and thus faces the biggest challenges with respect to EHS, climate and social issues. 4 IPCC, 2018: Summary for Policymakers. In: Global warming of 1.5 C. An IPCC Special Report on the impacts of global warming of 1.5 C above pre-industrial levels and related global

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