Our performance in 2009 - Sappi

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Sappi performance indicators Engage with stakeholders openly and constructively Regular contact with shareholders and customers Internal and external communications Participation in industry association initiatives Feedback from communities surrounding our operations Prioritise wellbeing, safety and health Measurement, monitoring and management of safety indicators in terms of employees and contractors with the aim of achieving zero harm Mills safety milestones Internationally recognised certification standards, such as OHSAS and OSHA Management of health issues affecting the workforce In North America and South Africa, the Lost Time Injury Frequency Rate (LTIFR) improved for employees and contractors, but declined in Europe as a result of inclusion of the acquired mills. Their safety performance needed considerable attention and change in behaviour. Following intervention noticeable improvement in last quarter (See shareholder letter on page 19) Technology Centre, Pretoria achieve safety diamond status (36 months without lost-time injuries), Cape Kraft and Enstra Mills achieve safety platinum status (24 months without lost-time injuries); Tugela and Usutu Mills achieve safety gold status (12 months without lost-time injuries) Move from OSHA to OHSAS in North America Safety audits performed Employee wellbeing programmes focus on holistic health issues pertinent to each site In South Africa, participation in voluntary counselling and testing (VCT) for HIV/AIDS up from 28% in 2008 to just over 40% in 2009 Value add Has a positive impact on morale, productivity and reputation. Partner with communities Corporate Social Responsibility (CSR) spend on literacy, skills development, education, job creation, health, environment, HIV/AIDS Roadshows, mill visits and one-onone discussions with shareholders and analysts Increased contact of management with customers and suppliers Regular updates from CEO and management on policies, strategies and key developments to employees Regional CEOs actively involved in industry associations Mill committee meetings held with communities on topics of mutual interest Total CSR spend of US$2 million Majority of funding allocated to SA, with education, the environment and heath and welfare receiving the most funding Reduce LTIFR and fatalities to zero Focus on executing safety strategies which include further training, visible senior leadership and improved contractor vetting, management and safety performance Improving the identification and reporting of all classifications of injuries to more fully identify the root causes and corrective actions Report more fully on occupational injuries Increase number of mills achieving safety ‘diamond’ status Measure, monitor and report on occupational health risks Identify the risks that influence the HIV prevalence within Sappi employees Review areas of spend Report on impact of projects Value add Facilitates the resolution of issues, enhances our licence to trade and brand reputation. 2009 annual report Actual performance Future targets i More info CEO and management to maintain high level of visibility and accessibility to all stakeholders Focus communication to target audience via all channels Value add Understanding what our stakeholders perceive as responsible behaviour, meeting these expectations and achieving recognition will deliver obvious value. 11 our business
12 Our performance against sustainability objectives continued Planet = charter commitment Sappi performance indicators Reducing greenhouse gas emissions and increasing our use of renewable energy Energy consumption CO2 emissions Percentage of renewable energy Percentage of selfgenerated power Globally over five years, achieved a drop of 11% in specific* purchased energy per ton of pulp and specific CO2 emissions dropped by 2% In 2009, in North America more than 83% of all energy used was derived from renewable resources, in South Africa 41%, and in Europe 30% with our global figure at 50% Explore cogeneration and biofuel opportunities Monitor regulatory developments following the Copenhagen climate change summit Report on carbon footprint methodology Value add Given the global focus on climate change, there are significant opportunities to leverage Sappi’s high levels of renewable energy and low carbon footprint compared to other products, such as plastics. Reducing energy use also has economic benefits. Safeguard biodiversity by promoting sustainable forestry Tree improvement programme to increase yields per hectare Pest and disease resistance Biocontrol Management of riparian zones Involvement of communities in conservation/tourism initiatives Strong involvement in fibre research Commercialisation of certain hybrids to reduce risk of pests etc Carried out extensive research on effect of cossid moth on eucalyptus nitens Corporate Social Responsibility spend on ecotourism Continue funding support and technical expertise to facilitate breakthrough in fibre molecular research programme Investigate the use of offset programmes Value add Entrenches our competitive advantage by reassuring stakeholders on issues such as deforestation and provides ecotourism opportunities in SA. Continue our commitment to applying independent, environmental, wood and fibre management systems Use of FSC, PEFC and SFI ® certification systems Percentage of certified fibre used: 61.6% PEFC and 11.7% FSC Europe, 51% North America (SFI ® ) and 70% South Africa (FSC) Value add Supports our position on environmental concerns. Actual performance Future targets i More info Increase percentage of certified fibre in pulp and paper
Page 1 and 2: SAPPI GROUP (Sappi Limited) ANNUAL
Page 3 and 4: • the impact of future investment
Page 5 and 6: Our reporting strategy As a leading
Page 7 and 8: 1 2 North America 2 4 1 San Francis
Page 9 and 10: 4 Our performance in 2009 Financial
Page 11 and 12: 6 Our performance against financial
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Page 21 and 22: 16 Our products 1 2 3 Coated paper
Page 23 and 24: Our objectives for 2010 Improve pro
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Page 29 and 30: 24 Interview with Ralph Boëttger,
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62 Five-year review for the year en
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64 Share statistics at September 20
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Risk management Global economic con
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Risk philosophy The Sappi Limited b
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Independence Accountability Given t
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Fairness Social responsibility Lege
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2009 annual report 75 Induction and
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2009 annual report 77 employment of
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2009 annual report 79 board to esta
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As part of continuous improvement t
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Compensation report In 2009, the co
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Balance between fixed and variable
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Executive directors (1) Details of
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2009 annual report 89 R J Boëttger
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2009 annual report 91 Board Committ
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Auditor’s report Independent audi
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Audit committee report The legal re
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Directors’ report for the year en
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Litigation We become involved from
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Group balance sheet at September 20
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Group statement of changes in equit
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Group balance sheet in Rands conven
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Notes to the group annual financial
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• Financial assets and financial
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(iii) Dividends Dividends are recog
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uyer and seller) multiple used in o
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2.4 Adoption of accounting standard
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Corporate and eliminations Group 20
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2009 annual report US$ million 2009
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6. Taxation (benefit) charge contin
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2009 annual report 9. Property, pla
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US$ million 2009 annual report 2009
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2009 annual report 17. Ordinary sha
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20. Interest-bearing borrowings con
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2009 annual report 20. Interest-bea
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22. Provisions continued September
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2009 annual report 2009 2008 27. Po
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29. Share-based payments continued
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2009 annual report 29. Share-based
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30. Financial instruments continued
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2009 annual report 31. Related-part
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2009 annual report 33. Environmenta
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Company auditor’s report for the
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Condensed Sappi Limited company bal
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2009 annual report Notes to the con
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Glossary General definitions bleach
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not be comparable with similarly ti
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No issue and/or sale of these share
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Notes Confirmation of appointment o
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Proxy form for annual general meeti
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forward-looking statements Certain
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Our performance in 2009 - Sappi

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