SUSTAINABILITY REPORT 2023

DS SMITH AT A GLANCE
We deliver our Purpose,Redefining  
Packaging for a Changing World, through  
our four strategic goals...
To delight our customers
By delivering outstanding 
results to them as we 
increase their sales, reduce 
their costs, manage their risk 
and become circular-ready
To realise the potential  
of our people
By creating a safe 
environment where every 
colleague can develop their 
skills and ideas
To lead the way in 
sustainability
By bringing our customers 
into the circular economy 
using recyclable materials 
responsibly in our  
circular business
To double our size  
and profitability
By driving operational  
and commercial excellence, 
growing our market  
share and expanding into 
new markets
Our clear set of values are what  
our employees own and live by...
Our vision to be the leading supplier  
of sustainable packaging solutions
Contents
3
Highlights from 2022/23
4
Introductions from our Chair and Group CEO
5
Redefining Packaging for a Changing World
7
Now & Next
8
Now & Next Sustainability Strategy
9
Now & Next target progress
10
Circularity
19
Carbon
27
People & Communities
47
Nature
55
ESG Data
56
Environmental metrics
58
Social metrics
59
Governance and other metrics
60
Appendices
69
GRI Index
70
SASB Index
71
Glossary
Reporting period, scope and independent assurance
This report covers our 2022/23 reporting period, 
which is from May 2022 - April 2023.
All of our packaging plants, paper mills and recycling 
depots are a part of Now & Next, our Group-wide 
global Sustainability Strategy.
The Basis of Preparation, available from our online 
ESG Reporting Hub, includes a detailed methodology 
for how our ESG reporting is prepared.
Deloitte have provided independent assurance over 
selected information, identified with * on pages 56-58. 
A summary assurance statement can be found on 
page 56 and the full assurance report can be 
obtained from our DS Smith ESG Reporting Hub.
Other reports, policies and performance data
DS Smith ESG Databook 2023
DS Smith Annual Report 2023
Policies and other documents
Sustainability Report 2023
ANNUAL REPORT 2023
Northern Europe
Southern Europe
Eastern Europe
North America
Be caring We take pride in what we do  
and we care about our customers, our people  
and the world around us
Be trusted We can always be trusted to  
deliver our promises
Be challenging We are not afraid to 
constructively challenge each other and  
ourselves to find a better way forward
Be responsive We seek new ideas and 
understanding and we are quick to react to 
opportunities
Be tenacious We get things done
Where we operate
Our packaging business operates in four geographic 
segments, three in Europe and one in North America. 
Upstream recycling and papermaking form an integral  
part of our operations in these regions
DS Smith is a leading provider of sustainable packaging solutions across Europe and North America.  
Our circular business model, which includes recycling, paper and packaging operations,  
plays a central role in e-commerce, fast moving consumer goods and industrial value chains.
INTRODUCTION
NOW & NEXT
CARBON
NATURE
CIRCULARITY
PEOPLE & COMMUNITIES
ESG DATA
APPENDICES
DS Smith Sustainability Report 2023
2
dssmith.com/sustainability

6% 
reduction in accident  
frequency rate (AFR)  
compared to last year
New ambition
announced as part of Now & Next  
Strategy to further our diversity,  
equity and inclusion (DE&I) agenda
HIGHLIGHTS FROM 2022/23 
Top scores in ESG ratings
We proactively engage with reputable ESG ratings and value the opportunity to 
have our performance independently rated by agencies that are important to our 
stakeholders. We continued to deliver strong performance throughout the year.
5.5 million 
people engaged on the circular  
economy, bringing the total to  
8.4 million since 2020/21
Scope 3 
Supplier Engagement Programme  
launched and joined the Supplier  
Leadership on Climate Transition Initiative
13 
of our paper mills running 
biodiversity programmes 
100% 
of our sites with 50 or greater full-time 
employees undertook activities in their 
local communities this year
  Climate Change A- 
  CDP Forests A- 
  CDP Water Security A-
 A-
 Platinum
 AA
 (DJSI) 73
 Low risk
Platinum
EcoVadis Sustainability Rating  
(world top 1% company) 
73
S&P Global Corporate Sustainability Assessment  
(CSA) score, increased from 67 last year and included  
in S&P Global’s Sustainability Yearbook for the first time 
-10% 
Total Scope 1, 2 and 3 
GHG emissions compared  
to last year 
-15% 
Total Scope 1, 2 and 3 
GHG emissions compared  
to 2019/20 
297 million
units of plastic replaced with recyclable  
alternatives, bringing the total to  
762 million since 2020/21
>31,000 
packaging design decisions influenced by our 
Circular Design Metrics since their launch 
This year we made strong progress on our Now & Next Sustainability Strategy, accelerating the transition to a low carbon, circular economy.
INTRODUCTION
NOW & NEXT
CARBON
NATURE
CIRCULARITY
PEOPLE & COMMUNITIES
ESG DATA
APPENDICES
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INTRODUCTIONS FROM OUR CHAIR AND GROUP CHIEF EXECUTIVE
Introduction from Geoff Drabble,  
Chair of the Board of Directors
I am delighted to introduce the DS Smith Sustainability Report 2023, 
which showcases strong progress made throughout 2022/23.
DS Smith operates in an industry rich with innovation potential and 
the opportunity to enable the transition to the circular economy.
People come to work at DS Smith every day to live out the Purpose of 
Redefining Packaging for a Changing World. In doing so, they work at  
a company with sustainability at its heart and help to tackle some of 
the world’s most pressing sustainability issues.
This year, the Group refreshed it’s Now & Next Sustainability 
Strategy, ensuring that it leverages resources in the areas that  
matter the most to its stakeholders.
The strategy retains the popular ‘Now’ and ‘Next’ concept, prioritising 
action on the challenges facing the world today, whilst keeping an 
eye on the future, with commitments organised into four strategic 
pillars: Circularity, Carbon, People & Communities and Nature.
Beneath each pillar are ambitious targets that support the transition 
to a low carbon, circular economy that benefits all people, nature and 
business. This work places the Group to respond to the evolving 
legislative agenda, including reuse, recycling and deforestation.
The strategy brings greater focus to biodiversity and builds on a 
strong foundation to realise the potential of our people, including 
health and safety, diversity, equity and inclusion. The Board is fully 
supportive of Now & Next as part of delivering the strategic goal,  
‘to lead the way in sustainability.’
I am proud of the progress that the Group has made and on behalf  
of the Board, I would like to thank everybody involved for their 
commitment and hard work.
Geoff Drabble
Chair
Q&A with Miles Roberts,  
Group Chief Executive
Miles, is sustainability still a priority in our changing world?
We face an uncertain macroeconomic environment, not least due to the 
war in Ukraine and the cost of living crisis. Despite this, our commitment 
to sustainability is unwavering and we continue to make progress as we 
help our customers transition to the circular economy.
How is everybody at DS Smith involved in delivering Now & Next?
Our Now & Next Sustainability Strategy is an ambitious programme that 
addresses the issues that matter to our stakeholders. It is being delivered 
by our people across the Company, working with our customers who are 
world leading brands, and transitioning our operations to reach Net Zero.
What achievements are you most proud of this year?
We have reduced our emissions for our 1.5°C science-based target, 
achieving a 15 per cent reduction in total GHG emissions since 2019/20.
We have helped more customers replace plastics, with over 762 million 
units replaced since 2020/21, indicating the continued approval for 
corrugated packaging as a recyclable alternative to plastic.
I am pleased with the progress made towards our Vision Zero campaign 
for Health and Safety, with the Accident Frequency Rate reduced by 
6 per cent compared to last year, and that we are bringing an even 
greater focus to our diversity, equity and inclusion agenda by 
introducing diversity commitments into Now & Next.
What is the next big opportunity?
Our big opportunity is in how we work with our customers, who are some 
of the world’s largest and most iconic global brands, to have an incredible 
multiplier effect throughout the value chain as we remove plastics, 
reduce emissions and promote the circular economy to reach Net Zero.
This includes recirculating materials, improving forest management and 
enhancing biodiversity, working closely with our customers to amplify  
the positive impacts we can create in the packaging supply chain.
Miles Roberts
Group Chief Executive
INTRODUCTION
NOW & NEXT
CARBON
NATURE
CIRCULARITY
PEOPLE & COMMUNITIES
ESG DATA
APPENDICES
DS Smith Sustainability Report 2023
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Redefining Packaging for a Changing World
Our Purpose is our reason for being. It’s why we exist. It captures the 
value we bring to all our stakeholders and the wider world. We keep an 
eye on the future and recognise the changing world in which we operate. 
Towns, cities and entire populations are rapidly transforming. The growth 
in digital technology is revolutionising the way we shop, live and work. 
We expect to purchase products tailored for us, whenever we want them, 
delivered in a way that fits our busy lifestyles. We want more choice and 
convenience, but with less impact on the world around us.
Our Purpose, Now & Next and the circular economy
As the pace of change in the world accelerates and consumers demand 
more of the products and services they buy, there is in parallel an 
expectation that organisations of all kinds must radically reduce their 
impact on the natural world. And, wherever possible, create a positive 
impact for people and the planet.
“Our Purpose requires every employee to look outside 
the Company and forward, so we understand the context 
we operate in and the opportunities for the future.”
Greg Dawson
Director of Corporate Affairs and Sustainability
This presents huge opportunities for all of us, but also requires new ways 
of thinking. There’s a need for a new approach to packaging, one that is 
circular rather than linear, decoupling material consumption from finite 
natural resources. There is also a need for strong leadership in our 
industry, delivered through our Now & Next Sustainability Strategy.
This is what drives us and why we have a shared purpose of Redefining 
Packaging for a Changing World. Every day across Europe and North 
America, we collect used paper and cardboard for recycling, from which 
we make new recyclable packaging.
This is the circular journey of one box to another at DS Smith. 
Sustainability is at the heart of our circular business
See more at www.dssmith.com
Revenues associated with recyclable packaging
As a fibre-based packaging business, we are capitalising on the opportunity 
to work with our customers to replace plastics with recyclable alternatives. 
The majority of our activities and therefore our revenues relate to the 
manufacture and sale of 100 per cent recyclable packaging.
We are a leading global packaging company,  
specialising in recyclable paper packaging
We manage c. 6 million tonnes of material each year 
for recycling, which is more material recycled 
than we use to produce the packaging we sell
We operate a circular business model, helping our 
customers with packaging and recycling services 
to close the loop over many packaging life cycles
We source and produce 100 per cent recycled or chain 
of custody certified papers to protect natural resources 
and ensure sustainable forest management
We are a Strategic Partner of the Ellen MacArthur 
Foundation (EMF), the recognised authority on the 
circular economy
PURPOSE
INTRODUCTION
NOW & NEXT
CARBON
NATURE
CIRCULARITY
PEOPLE & COMMUNITIES
ESG DATA
APPENDICES
5
dssmith.com/sustainability
DS Smith Sustainability Report 2023

HOW WE ARE REDEFINING PACKAGING
Our circular business model
We are all becoming more conscious of our impact on the 
planet. No matter what the product is, the first thing people 
see is the packaging.
We believe that corrugated packaging is a recyclable 
alternative to the plastic packaging that pollutes our 
parks, oceans and beaches. 
We are a leading global packaging company with upstream 
paper production, paper sourcing and recycling operations, 
working together as an integrated, circular business.
We help our customers by designing packaging solutions 
that achieve their sustainability and recyclability goals, 
bringing our customers into the circular economy.
Innovation
In order to redefine packaging for a changing world, 
we need to continuously challenge ourselves and the 
products and services we offer. We are investing over 
£100 million in R&D and strategic innovation across 
five growth areas and three innovation horizons. 
Following the launch of our new Recyclability Testing 
Lab at Kemsley Mill in 2022/23, later in 2023, our 
Global Innovation Centre will open in the UK. 
This state-of-the-art facility complements our 
network of Innovation Hubs across Europe. 
Digital and data
By harnessing digital and data, we can unlock new 
insights to inform the operational and strategic 
decisions across our processes, machinery and sites. 
We are upskilling our people, embedding data into 
the fabric of our operations and utilising technology 
to modernise how we manufacture sustainable 
packaging and run our business. We believe that 
digitalisation will open up new opportunities to 
redefine packaging for our changing world.
Sustainability
Brands and consumers are conscious of how the 
products they buy are made and used. Redefining 
packaging involves responding to changing consumer 
demands, making more from what we have and creating 
solutions for a sustainable future. Fibre-based packaging 
is manufactured from renewable materials that can be 
recycled many times over and then regrown sustainably. 
By circulating material over and over, we can keep 
materials in use, design out waste and pollution and 
allow nature to regenerate.
What is the circular economy?
The circular economy is an approach to using existing materials and products, over and over again, for as long as possible, lessening demand for virgin products. 
Keep products and materials in use
The circular economy favours activities that preserve 
value. This means designing for durability, reuse and 
recycling to keep materials circulating in the economy.
Design out waste and pollution
The circular economy designs out the negative impacts that 
damage natural systems. This includes reducing greenhouse 
gases and removing pollutants from air, land, and water.
Regenerate and renew nature
The circular economy avoids the use of non-renewable 
resources and preserves or enhances renewable ones, 
for instance by managing forests sustainably.
O
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 c
i
r
c
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l
a
r 
b
u
s
i
n
e
s
s 
m
o
d
e
l
Recycling 
services
Fibre sourcing 
and papermaking
Corrugated 
packaging 
manufacture
Customers
Retailers
Consumers
DS Smith
INTRODUCTION
NOW & NEXT
CARBON
NATURE
CIRCULARITY
PEOPLE & COMMUNITIES
ESG DATA
APPENDICES
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We are taking action today to lead the 
transition to a low carbon, circular economy.
In this section
Now & Next Sustainability Strategy
Now & Next progress
SUSTAINABILITY 
STRATEGY
INTRODUCTION
NOW & NEXT
CARBON
NATURE
CIRCULARITY
PEOPLE & COMMUNITIES
ESG DATA
APPENDICES
7
DS Smith Sustainability Report 2023
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NOW & NEXT SUSTAINABILITY STRATEGY
Refreshing our Sustainability Strategy
In 2022/23, we refreshed Now & Next, ensuring that it is fit 
for today and that it enables us to leverage our resources in 
the areas that matter the most to our stakeholders.
Our ambitions are now simplified and organised into four 
pillars, with targets to help promote the transition towards  
a low carbon, circular economy of the future.
This includes new targets to drive action on diversity, equity 
and inclusion, science-based approaches to regeneration 
and reuse pilots that we believe will benefit people, 
nature and business.
We removed some of the targets that we had achieved as 
these ambitions have become business as usual.
All of our Now & Next targets can be found on the next page.
A message from the Ellen MacArthur Foundation
When DS Smith joined the Ellen MacArthur Foundation 
Network in 2019, the company was our first Strategic 
Partner with its own recycling business core to its 
circular business model.
Building on the momentum of DS Smith’s Circular Design 
Principles and Circular Design Metrics with its 
customers, it is great to now see DS Smith publicly 
committing to testing packaging reuse pilots in its 
refreshed Now & Next Sustainability Strategy.
This is an important step in DS Smith achieving its 
ambition for all its packaging to be reused or recycled by 
2030 in line with its 1.5°C science-based target.
As part of our Strategic Partnership, we look forward to 
supporting these pilots as DS Smith strives to eliminate 
waste and pollution, circulate products and materials, 
and regenerate nature by design.
Andrew Morlet
CEO, Ellen MacArthur Foundation
CIRCULARITY 
Designing out waste 
and pollution, and 
keeping materials 
in use
NATURE 
Protecting and 
regenerating 
nature
PEOPLE & 
COMMUNITIES 
Creating a safe,  
diverse and inclusive 
workplace and 
being active in  
our communities
CARBON
Decarbonising our 
operations and 
value chain 
N
O
W
 
&
 
N
E
X
T
We are taking action 
today to lead the transition 
to a low carbon circular economy
INTRODUCTION
NOW & NEXT
CARBON
NATURE
CIRCULARITY
PEOPLE & COMMUNITIES
ESG DATA
APPENDICES
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NOW & NEXT PROGRESS
Circularity
 
22/23
21/22
Status
Design out waste and pollution
By 2025, optimise  
fibre for individual 
supply chains in 100 
per cent of new 
packaging solutions
64%
26%
Ahead
By 2030, optimise  
every fibre for every 
supply chain
Ongoing
Ongoing
On track
By 2025, help our 
customers to take  
one billion pieces of 
problem plastic off 
supermarket shelves
762 million 
cumulative  
since 2020/21
Ahead
By 2030, send zero  
waste to landfill
204,637  
tonnes 
255,920 
tonnes 
On track
Keep materials in circulation
By 2025, test up to five 
reuse pilots and 
continue to manufacture 
100 per cent recyclable 
and reusable packaging1
New 
target
By 2030, aim for all our 
packaging to be recycled  
or reused
Ongoing
Ongoing
On track
Contributes to Sustainable Development Goal: 
Responsible Consumption and Production 
Achieving these targets help us to keep materials in 
use for longer, reduce waste and pollution and 
protect natural resources.
Carbon
 
22/23
21/22
Status
Decarbonise our operations and value chain
By 2030, reduce 
Scope 1, 2 and  
3 GHG emissions 
by 46 per  
cent compared  
to 20192
7,391,418 
tonnes 
CO2e
8,250,702 
tonnes 
CO2e
On track
By 2027, 
encourage 100 
per cent of our 
strategic 
suppliers to set 
their own science-
based targets3
32%
-
New 
target
By 2050, reach 
Net Zero  
GHG emissions
Ongoing
Ongoing
On track
Contributes to Sustainable Development Goal: 
Climate Action 
Achieving these targets help us to reduce our 
emissions to combat climate change and its impacts.
People & Communities
 
22/23
21/22
Status
Engaged people and communities
By 2025, engage 100 
per cent of our people on 
the circular economy
57%
50%
On track
By 2030, engage 10  
million people on the 
circular economy and 
circular lifestyles4
8.4 million 
cumulative  
since 2020/21
On track
100 per cent of our sites5  
engaged in community 
activities each year
100%
100%
Achieved
A safe and inclusive workplace
Reduce the Accident 
Frequency Rate (AFR) 
every year
1.82
1.936
On track
Strive to achieve Vision Zero
On track
By 2025, inclusive 
leadership workshops 
completed by all leadership 
teams across all sites
New 
target
By 2030, improve gender 
diversity towards 40 
per cent women in senior 
leadership7 and set an 
aspiration for other 
protected characteristics
34.5%
31.8%
On track
Respect human rights
By 2025, complete SEDEX 
SAQ8 roll out to all sites and 
perform appropriate 
auditing of SAQs
56%
On track
Continue to improve 
human rights due 
 diligence each year
Ongoing
Ongoing
On track
Contributes to Sustainable Development Goal: 
Decent Work and Economic Growth 
Achieving these targets help us to be a  
responsible employer, with high ethical,  
labour and employment standards.
Nature
 
22/23
21/22
Status
Protect and regenerate forests and biodiversity
By 2025, measure and 
improve biodiversity in 
our own forests and 
assess our dependencies 
on nature
Ongoing
Ongoing
On track
By 2025, biodiversity 
programmes in place at 
each of our paper mills
13
12
On track
Set targets  
to regenerate  
nature taking a 
science-based approach
New 
target
Water management
By 2025, 100 per  
cent of our paper mills 
and packaging sites  
to have water 
management plans
New 
target
By 2030, 10 per cent 
reduction in water 
withdrawal per tonne of 
production at mills at risk 
of water stress 
compared to 2019
8.9m3 
/t nsp
8.1m3 
/t nsp
Behind
Contributes to Sustainable Development Goal: 
Life on Land 
Achieving these targets helps us to protect and 
restore ecosystems.
1. We now consider this target ’achieved’ because 99.7% (2021/22: 95.5%) 
of our packaging volume meets this standard, enabling recyclability in 
practice and at scale. For the remaining less than 0.3% volume that is 
presently not either recyclable in practice or at scale, such as some 
barrier coatings and foam, we continue to push for circular alternatives.
2. DS Smith commits to reduce absolute Scope 1, 2 and 3 GHG emissions 
46.2% by FY 2030 from a FY 2019 base year.
3. DS Smith commits that 76% of its suppliers by emissions covering 
purchased goods and services will have science-based targets by 
FY 2027.
4. Ambition increased from 5 to 10 million people - see page 36
5. Sites with greater than 50 full-time employees.
6. This figure has been restated (correction from 1.91 published last year).
7. Defined in accordance with the requirements of the FTSE Women 
Leaders Review as those on our four Executive Committees and their 
direct reports
8. Supplier Ethical Data Exchange and Self Assessment Questionnaire. The 
metric is the percentage of sites to whom SEDEX SAQ is rolled out.
See our Basis of Preparation, available online from the 
DS Smith ESG Reporting Hub, for full methodology notes.
INTRODUCTION
NOW & NEXT
CARBON
NATURE
CIRCULARITY
PEOPLE & COMMUNITIES
ESG DATA
APPENDICES
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We are helping our customers remove 
1 billion pieces of problem plastics and 
optimising fibre use for individual supply 
chains. We will continue to manufacture 
100 per cent recyclable or reusable 
packaging and will test reuse pilots.  
In the future, we aim for all our packaging 
to be recycled or reused and zero waste 
sent to landfill.
In this section
Design out waste and pollution
Keep materials in circulation
CIRCULARITY
INTRODUCTION
NOW & NEXT
CARBON
NATURE
CIRCULARITY
PEOPLE & COMMUNITIES
ESG DATA
APPENDICES
10
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DS Smith Sustainability Report 2023

Why does this matter?
Designing out waste and pollution can limit harm to human 
health and the environment, reducing the impact of waste 
and pollution on living natural ecosystems.
How does this contribute to the Sustainable 
Development Goals?
Designing out waste and pollution contributes to promoting 
sustainable consumption and production patterns.
Now
• By 2025, help our customers take 1 billion pieces of 
problem plastic off supermarket shelves
• By 2025, optimise fibre for individual supply chains in 
100% of new packaging solutions
Next
• By 2030, optimise every fibre for every supply chain
• By 2030, send zero waste to landfill
How does this enable the 
circular economy?
The circular economy eliminates waste 
and pollution by design. We are reducing 
the volume of materials that go to 
landfill and ensuring no more material 
than necessary is used by helping our 
customers design out problem plastics 
that are hard to recycle, designing waste 
out of our operations, and optimising our 
packaging for individual supply chains.  
WASTE AND POLLUTION
Why does this matter?
Designing out waste and pollution can limit harm to human 
health and the environment, reducing the impact on living 
natural ecosystems. Given that the majority of a product’s 
life cycle impacts are determined at the design stage, 
making conscious choices to limit environmental impact is 
essential. Our designers and innovators work closely with 
our customers to ensure that waste and pollution is not 
created in the first place through better design.
How does this contribute to the 
Sustainable Development Goals? 
Designing out waste and pollution contributes  
to promoting sustainable consumption and 
production patterns.
Now
• By 2025, help our customers to take one billion pieces of 
problem plastic off supermarket shelves
• By 2025, optimise fibre for individual supply chains in 
100 per cent of new packaging solutions
Next
• By 2030, optimise every fibre for every supply chain
• By 2030, send zero waste to landfill
 * Cumulative total 
since 2020/21 
Number of 
pieces of 
problem 
plastic 
removed
Percentage of 
fibre use 
optimised for 
individual  
supply chains
Total
762,000,000
22/23
21/22
20/21
23%
26%
64%
22/23
21/22
20/21
258
256
205
Total waste 
sent to 
landfill (Kt)
INTRODUCTION
NOW & NEXT
CARBON
NATURE
CIRCULARITY
PEOPLE & COMMUNITIES
ESG DATA
APPENDICES
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By 2025, help our customers to take  
one billion pieces of problem plastics off 
supermarket shelves
Our plastic replacement programme continued at pace 
during the year, with progress made towards our ambition to 
replace one billion units of problem plastics by 2025.
In 2022/23, we replaced 297 million units of plastic with 
recyclable, corrugated alternatives, bringing the cumulative 
figure to 762 million since we set this target in 2020/21.
Although overall packaging sales volumes are lower 
compared to last year against a challenging macroeconomic 
environment, we have continued to see strong appetite for 
corrugated packaging as a recyclable alternative to plastic. 
Over half of respondents in our survey* said that they would 
purchase products containing less plastic to help improve 
recycling rates and businesses across the European Union. 
This is also a consequence of the requirement to pay  
plastic packaging taxes, increasing the attractiveness of 
corrugated packaging.
Our sales, marketing and innovation (SMI) community 
continue to proactively analyse the market to identify 
opportunities to replace plastics, entering into solution-
oriented dialogue with customers to enable them to 
capitalise on trends.
We launched campaigns targeting common sources of plastic 
for our FMCG (fast moving consumer goods) customers, such 
as produce trays, bottle holders and takeaway food boxes. 
There are now more than 4,000 recyclable corrugated 
packaging solutions added to our portfolio for products sold 
by our customers, including e-commerce and retail.
We have continued to develop our data capture and 
reporting capabilities to react more quickly to opportunities 
to convert plastic-based solutions to recyclable alternatives. 
Our teams have focused on piloting new innovations and 
delivering training, including case studies, on plastic 
replacement opportunities.
Although in many solutions a complete switch to corrugated 
can be made, for some applications more than only fibre is 
required. We are addressing this challenge through R&D 
(see, for example page 17) so that the additional 
components required for some applications are recyclable.
Over the next year, we will continue to drive adoption of 
fibre-based replacements amongst our customers, 
capitalising on the strong approval rate for corrugated 
packaging compared to plastic amongst consumers.
Plastic replacement case study
Replacing plastic carriers for bottles 
with a recyclable corrugated alternative
A common source of problem plastic for our  
FMCG customers is the plastic rings used to hold 
multi-packs of beverage bottles or cans together.
These hard-to-recycle plastics have served as a 
packaging device for more than 50 years, despite 
contributing to plastic pollution in the oceans.
We have developed recyclable solutions, allowing 
0.5-1.5 litre bottles to be bundled, plastic-free.
The corrugated box is a recyclable format that can  
be customised with a brand message.
Plastic replacement case study
Replacing plastic bags for groceries 
with a recyclable corrugated alternative
Another common source of problem plastic for our 
FMCG customers is the plastic bags and boxes used  
to store groceries for home delivery. 
GreenTote® is a reusable, moisture-resistant 
modular 100 per cent recyclable container. Available 
in many sizes, it can hold more than three times  
the number of groceries than a typical plastic bag.
It is designed to interlock, ensuring safety and 
convenience when transporting. This solution  
offers a long-lasting, printable surface for branding 
and promotions.
We pay close attention to detail. In many cases, even a small change made to the packaging 
specification can have a significant impact. We are finding new opportunities to create added 
value for our customers.
Andreas Koch  
Design & Innovation Manager, Packaging Austria
DESIGN OUT WASTE AND POLLUTION
 * A specially-commissioned survey of 3,395 respondents across DS Smith’s key markets of Belgium, Germany, Poland and the United Kingdom  
that took place in July 2019 which sought to understand consumers’ attitudes and habits on packaging, recycling and waste management.
INTRODUCTION
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>31,000 
packaging decisions influenced by our  
Circular Design Metrics since their launch
c. 3,000 
solutions presented to customers featuring  
our Circular Design Metrics each month
DESIGN OUT WASTE AND POLLUTION CONTINUED
Powerful metrics to see and compare packaging sustainability
The Circular Design Metrics are a useful tool for brands that want to drive sustainability 
performance through their packaging, using fewer resources and reducing emissions.
Drives packaging optimisation for individual 
supply chains
We review the level of existing supply chain  
data against the BSIR (Board Strength Index 
Requirement) pyramid.
Indicates if there are non-renewable 
elements in the design
We identify non-compliant articles 
 where we need to find recyclable or 
renewable alternatives.
Indicates if the packaging has been 
designed to be used several times
We identify if the solution is designed and 
can be promoted for reuse.
Measures the CO2 impact 
of the packaging
We give customers  
a guide on the CO2 impact*  
of our and other  
packaging solutions.
Provides recycled-content value for the 
corrugated element of the packaging design
We identify non-compliant articles where we 
need to find recyclable or reusable alternatives. 
Measures how much of a 
design is ‘wasted’
We identify articles where there 
is excessive waste, to focus 
design on a better solution.
Shows how 
biodegradable / 
compostable the 
packaging solution is
We identify non-
compliant articles  
where we need to find 
safer alternatives.
Shows how recyclable the 
packaging solution is
We identify non-compliant 
articles where we need  
to find recyclable or  
reusable alternatives.
 
 Watch our video to learn about how our Circular Design 
Metrics can help to increase the circularity of your packaging
Circular Design Metrics 
Our Circular Design Metrics make it easy for our customers 
to compare the sustainability performance of different 
packaging designs, immediately seeing the indicative impact 
of design decisions across eight useful metrics. Our 
customers are using the metrics to measure and compare 
the circularity of different solutions at a glance, helping 
them to select the best solution based on their priorities.
The metrics present an opportunity to quantify and improve 
the impact packaging has on the environment, including its 
carbon footprint*. Feeding the analysis behind the metrics is 
customer, operational and industry data that supports the 
assessment of existing and new packaging solutions.
The metrics are supported by our Circular Design Principles, 
utilised by our expert design and innovation community of 
more than 700 designers, to ensure that supply chain 
conditions are integrated into the design process. This 
results in leaner packaging that maintains properties such as 
strength, resilience and recyclability.
 * Carbon footprint calculation is based on industry-average data  
from the FEFCO cradle to grave life cycle assessment. The life  
cycle inventory data and methodology can be obtained from 
https://www.fefco.org/lca/.
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By 2025, optimise fibre for individual  
supply chains in 100 per cent of new  
packaging solutions
In 2022/23 our designers created over 42,000 Circular 
Design Metrics for solutions we presented to our customers, 
allowing us to have conversations aimed at making informed 
decisions around circularity and sustainability. When we 
analyse the rich data we are creating, we are seeing changes 
in behaviour, over time, which fully support the initiatives 
we are driving at a fundamental design level. 
During 2022/23, we optimised 64 per cent of new packaging 
specifications for individual supply chains (2021/22: 26 
per cent), driving innovation in our solutions with optimised 
packaging for our customers, designing out waste and 
pollution in the process. This involves optimising packaging 
for efficiency, driving savings through small improvements 
to the packaging’s dimensions, shape and materials used 
that can be multiplied over thousands of units. This results  
in a lower environmental impact and/or financial savings 
across the customer’s supply chain.
Our Circular Design Metric ‘Supply Chain Optimised’ is a 
fundamental metric to help drive positive change in the 
development of our packaging solutions. Supply chain  
data is an essential requirement in optimisation. To 
maximise this metric score, we capture high-quality data 
across all touch points within the supply chain to enable 
more precise allocation of fibre requirements and a  
better-specified solution.
We have further developed the methodology for  
analysing and assessing our customer’s supply chain  
data and improved the tracking of design projects. By  
using our sophisticated packaging performance prediction 
software, our packaging solutions are tailored to our 
customer’s individual supply chain conditions, including 
storage, assembly, filling, sealing, stacking, and all  
logistic parameters. 
“The dedication and perseverance of our  
700 strong design teams has enabled us to 
exceed predicted targets for supply chain 
optimisation during 2022/23. Our commitment 
to Circular Design Principles as ‘a way of life’  
is demonstrated through these impressive  
|and long-lasting actions which set the tone  
for the new fiscal term and will enable us  
to bring circularity to all our design  
solution development.”
Chris Else
Head of Design
By 2030, optimise every fibre for  
every supply chain
Our ambition is to optimise every fibre in every supply chain 
we provide packaging for. The progress delivered this year 
for the ‘Now’ (2025 target) contributes towards the ‘Next’ 
(2030 target), which is to expand beyond new packaging 
solutions and encompass every item we supply. This will 
involve scaling our practices and leveraging our strong 
capability. In doing so, we will be able to identify further 
opportunities to design out waste and pollution and keep 
materials in use for longer, bringing more value to our 
packaging solutions and customers. 
DESIGN OUT WASTE AND POLLUTION CONTINUED
Read our industry report, ‘Fulfilling Packaging’s Potential:  
A holistic approach to supply chain optimisation’ online at  
www.dssmith.com for more information on how innovative 
packaging can reduce complexity in logistics. 
Supply chain optimisation ratings
Board Strength Index Requirement (BSIR) is a rating used 
to qualify supply chain information at the point of solution 
development. We use it in assessment of the quality and 
known accuracy of supply chain conditions. 
BSIR 1: Specification is fully DS Smith validated
Our PackRight process has generated a comprehensive 
supply chain study from which DS Smith has created a 
design solution. Material defined in the solution has been 
optimised to meet the requirements of the article and its 
entire supply chain.
BSIR 2: Solution specifications calculated using 
customer data
Our PackRight process has been utilised to gather 
comprehensive customer supply chain data from which 
DS Smith has generated a design solution. Material 
defined in the solution has been optimised to meet the 
requirement of the article, its entire supply chain and 
customer-defined criteria.
BSIR 3: BSIR calculated using standard parameters
Our PackRight process has been utilised to gather 
essential customer supply chain data. Customers have 
supplied specific criteria that has to be met as part of  
the design solution e.g. performance expectations,  
paper colour and type. Assumptive supply chain  
models and experience-led reasoning are used to  
define material specifications.
BSIR 4: Specification identified as an opportunity 
for supply chain optimisation review
The specification is raised based on customer specified 
material formation or analysis of an existing solution. A 
review is undertaken, within a six month window, to 
assess the BSIR in accordance with the actual supply 
chain conditions, ensuring the article is truly optimised for 
its supply chain resulting in an uplift in BSIR classification 
to level 1, 2 or 3 (supply chain optimised). 
Why does design matter over the entire 
packaging value chain?
Our customers want to tackle plastic pollution, improve 
recycling rates and develop circular business models that 
reduce carbon emissions. We are capitalising on the 
significant benefits of the circular economy by embedding 
circularity into our product development to reduce 
environmental impact throughout the entire life cycle. 
Circular design criteria are considered in the development 
of new specifications so that our customers can connect 
with the circular economy and consider the impact of their 
packaging choices at the point of design. When designing 
circular packaging, it is important to consider how the item 
will be manufactured and include the impact it will have 
after it has left our factory. In our circular business, 
wastepaper and corrugated materials are recycled into 
new paper from which new circular packaging solutions 
are made. We are intensely focused on resource efficiency 
throughout this circular life cycle. We know, therefore, that 
making small improvements will impact accumulatively at 
scale. Keeping materials in use for longer is a fundamental 
consideration of our Circular Design Principles. Unlike other 
polymer-based materials, corrugated has a long and 
well-established history of being returned for recycling 
and recycled at scale, bringing a truly sustainable material 
back into circulation time and time again through an 
internationally recognised recovery and recycling system.
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By 2030, send zero waste to landfill
In 2022/23, 204,637 tonnes of waste was sent to landfill 
(2021/22: 255,920 tonnes), a 20 per cent reduction 
compared to last year, driven by reduced volumes and the 
implementation of several landfill diversion projects.
These include reductions made as a result of projects 
initiated at Kemsley Mill, Rouen Mill and Belišće Mill.
At Kemsley and Rouen, rejects that would otherwise be sent 
to landfill are incinerated to produce energy from the waste 
to power our own, and in some cases, other operations.
For example, at Kemsley, around one third of the steam 
supplied to the paper mill is met by the neighbouring 
waste-to-energy facility, where rejects are incinerated  
to produce steam, which means that less natural gas  
is required.
At Belišće, in partnership with a local factory, rejects are 
being used in cement production, embedding the circular 
economy within our own operations and local industry.
Reducing our Scope 3 ‘Category 5: Waste 
generated in operations’ emissions’
We are proactively working with our recycling customers, 
policy makers and trade associations to improve  
segregation and collection methods, whilst advocating  
for segregated recycling.
Unfortunately in some cases, the material we cannot use has 
to be sent to landfill, although we are finding uses for rejects 
to achieve zero waste to landfill by 2030.
Sending less waste to landfill has the added benefit of 
reducing the emissions generated by landfill waste as it 
decomposes, which is captured in our Scope 3 inventory.
As we make progress on our zero waste to landfill target, our 
Scope 3 emissions will reduce as alternative waste 
destinations, such as recycling, release fewer greenhouse 
gas emissions into the atmosphere compared to waste sent 
to decompose in landfill.
DESIGN OUT WASTE AND POLLUTION CONTINUED
Information and policies
Zero Waste to Landfill Policy
Total waste by disposal destination (Kt)
Total waste sent to landfill (Kt)
1,641
1,623
1,511
1,438
2019/20
2020/21
2021/22
2022/23
Recycled
Landspread
Incinerated
Landﬁlled
342
258
256
205
2019/20
2020/21
2021/22
2022/23
Case study
Cleaner waste for more efficient recycling
In an ideal world, we would only collect used paper and 
cardboard to recycle into paper. But the reality is that 
through poor-quality waste streams, other materials 
contaminate the used paper and cardboard we receive. 
Contamination that enters our pulpers must be 
removed to protect the quality of the paper. These 
are called rejects and make up the majority of waste 
generated by our paper mills.
Whilst mostly plastic, the rejects can also be made up 
of glass, wood, metal and paper fibres that have 
attached themselves to the unwanted materials.
In an analysis conducted at our Kemsley Mill,  
we measured plastic contamination to fill c. 
4.8 million bin bags, revealed by state-of-the-art 
infrared technology.
Paper for recycling is more likely to be  
contaminated by plastics in mixed recycling 
collections – where materials such as glass, cans, 
paper and plastics are collected together – as 
opposed to segregated collections. 
20% 
reduction in waste sent to landfill compared to 
last year, owed to reduced volumes and several 
landfill diversion projects
Case study
Plastic-free sites in Denmark
This year, our sites in Denmark launched a campaign 
to reduce and then completely remove common 
sources of plastic across the business.
This not only reduces plastic waste, but has also 
served as an opportunity to replace plastic with 
recyclable corrugated alternatives.
This included:
• Removing plastic wrap as a packaging transit 
material, replaced with paper leftover from  
the corrugator
• Exchanging around 40,000 plastic coffee cups and 
8,000 plastic straws for paper-based alternatives
• Switching plastic cutlery to non-plastic alternatives
• Replacing plastic ID card holders with cardboard ones
Segregated waste handling has helped our teams 
sort waste so that it can be disposed of to the optimal 
waste destination and where plastic has not yet been 
totally eliminated, biodegradable materials have 
been sourced.
The teams have begun sharing this project with other 
regions to identify opportunities to eliminate plastic.
INTRODUCTION
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Why does this matter?
Keeping materials in circulation helps to protect finite 
natural resources by maximising the use of renewable 
materials and recycled inputs, which contributes to 
conservation of natural resources.
How does this contribute to the Sustainable 
Development Goals?
Keeping materials in circulation contributes to substantially 
reducing waste generation through prevention, reduction, 
recycling and reuse.
Now
• By 2025, launch up to 5 reuse pilots
• Continue to manufacture 100% recyclable and reusable 
packaging
Next
• By 2030, aim for all our packaging to be recycled or reused
How does this enable the 
circular economy?
The circular economy, by design 
circulates products and materials at 
their highest value. By designing 
packaging using 100 per cent 
recyclable or reusable materials and 
striving for all our packaging to be 
recycled, we are keeping materials in 
circulation over and over again. This 
reduces the need for virgin materials 
and the pressure on natural resources. 
Launching packaging reuse pilots will 
help us understand the opportunity to 
keep our products in use for longer.
CIRCULATION
2022/23
2021/22
2020/21
100%
100%
99%
Why does this matter?
Keeping materials in circulation helps to protect natural 
resources by maximising the use of renewable materials  
and recycled inputs, which contributes to conservation of 
natural resources.
Materials can be kept in circulation for as long as possible by 
recycling them over and over again. Recycling is an important 
solution for environmental conservation as it helps to reduce 
the impact of deforestation, which can impact biodiversity.
How does this contribute to the 
Sustainable Development Goals?
Keeping materials in circulation contributes to 
substantially reducing waste generation through 
prevention, reduction, recycling and reuse.
Now
• By 2025, test up to five reuse pilots and continue to 
manufacture 100 per cent recyclable and 
reusable packaging
Next
• By 2030, aim for all our packaging to be 
recycled or reused
Percentage of packaging that is reusable  
or recyclable1
1. Packaging or a component of a packaging solution that has been 
conceived and designed to accomplish within its life cycle (a minimum 
of two trips or rotations) or recycled (recycled in practice and at scale, 
equal to or greater than ≥95% of the total pack weight is recyclable as 
this pack would be accepted by and processed in paper mills as per CPI 
recyclability guidelines) by the end consumer.
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Continue to manufacture 100 per cent 
recyclable and reusable packaging
In 2022/23, over 99.7 per cent of our manufactured 
packaging continued to be either reusable or recyclable, 
a target that we achieved last year ahead of our 
2025 deadline1.
Through better design for recyclability, more materials can 
be kept in circulation as a result of our extensive work to 
reduce the non-fibre materials in our packaging solutions 
such as wax, barriers and laminate. This enables our 
packaging to be recycled at scale.
Alternatives to hard-to-recycle materials
Our use of alternative materials, including barriers, has 
increased significantly in 2022/23. Barriers can, for  
instance, protect products from moisture, water vapour,  
fat and grease, or scratches. Some of the hard-to-recycle 
packaging products include heavy coated wax products. 
Responding to this problem, we have used our Greencoat® 
water resistant packaging solution that provides the same 
performance properties as wax coated boxes, but is 100 
per cent recyclable.
Very minor volumes of foams and miscellaneous plastics, 
manufactured by others remain a challenge, predominantly 
due to lack of third-party alternatives on the market, 
customer resistance and/or supplier delays in the provision 
of alternative materials.
Recyclability Technical Forum 
We committed to closing the 0.3 per cent gap, with trials 
commenced to run new barrier solutions and through our 
Group-wide Recyclability Technical Forum. This forum brings 
together experts from Group Research & Development, 
Recycling, Paper and Packaging to enable a consistent 
approach to recyclability, addressing issues such as the 
legislation concerning hard-to-recycle plastics.
This group is actively engaged with external packaging 
producers, legislators and trade associations to help recycle 
more and waste less, with active participation in technical 
working groups such as 4evergreen®, CPI, CEPI and FEFCO to 
progress the dialogue on innovation that extends the useful 
life of material.
This year, the introduction of any new non-fibre materials 
into business is now considered from the outset by our 
innovation stage gate process. This ensures that new 
materials are compliant with our standard (meaning that the 
material can be recycled at scale and in line with any 
legislative requirements). As a result, we will be in a stronger 
position to drive recyclable solutions and address the 
opportunities facing our industry. 
By 2025, test up to five reuse pilots
This year, as part of our Now & Next refresh, we set a new 
target to launch up to five reuse pilots by 2025. Although 
recycling is an established, tested and scaled means of 
processing waste, and a necessary component of the circular 
economy, reuse is an opportunity to extend the life of the 
original raw material in its primary form and is an important 
part of our ambition for all our packaging to be recycled or 
reused by 2030.
Our reuse pilots will help us to understand how to support 
our customers in reaching the reuse targets proposed in the 
draft EU Packaging and Packaging Waste Regulation. We will 
pilot reusable packaging solutions with customers and 
partners as they progress through our innovation stage  
gate process.
We look forward to scaling the pilots where packaging reuse 
best complements recycling systems, reduces materials and 
keeps them in use for as long as possible, delivering a better 
outcome for the planet, our customers and our business as 
we redefine packaging for a changing world.
1. We now consider this target ‘achieved’ because greater than 99.7% of 
our packaging volume meets this standard, enabling recyclability in 
practice and at scale. For the remaining less than 0.3% volume that is 
presently not either recyclable in practice or at scale, such as some 
barrier coatings and foam, we continue to push for circular alternatives.
KEEP MATERIALS IN CIRCULATION
Recyclable packaging for e-commerce case study
Fun recyclable packaging for PLAYMOBIL
We worked with PLAYMOBIL to develop an innovative 
and sustainable e-commerce packaging solution.
The solution depicts the contained play world printed 
in colour on one side and the shipping package on the 
other side, which makes additional outer packaging 
for shipping unnecessary.
The box can be turned over in a few simple steps to 
reveal the transition; colourful PLAYMOBIL packaging 
to give the toy set as a gift.
Despite external impacts from transportation and 
shipping labels, the flawless packaging is appropriate 
for giving away, collecting or storing. It is designed 
for reuse (in storing the product) and is 
100 per cent recyclable.
Supply chain optimisation for e-commerce case study
Practical recyclable packaging for Reckitt
We joined forces with Reckitt to innovate the 
traditional plastic jar of Vanish powder into a Vanish 
Multipower tabs box that is one piece, simple to use 
and easy to recycle.
The box is designed to optimally use available  
space, with convenient handling and ease of  
opening and closing.
There is no over-packaging and the unpacking 
experience for the customer is improved, with 
double-sided print allowing for distinctive 
branding on the inside and the outside. 
This new release signals a shift towards embracing 
e-commerce and developing the brand’s appeal 
among a younger, more time-strapped audience.
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By 2030, aim for all our packaging to be  
recycled or reused
Paper and cardboard packaging enjoys one of the highest 
recycling rates of any material, at up to c. 85 per cent as a 
European average according to industry studies. 
The industry is working hard to develop solutions that 
extend the packaging life cycle, eliminating the use of 
non-recyclable and single-use plastic packaging.
Owing to this high recycling rate, we are able to use an 
exceptional amount of recycled content in our products, 
protecting finite natural resources and enabling the circular 
economy. Although the 2030 target is still some time away, 
we have begun the journey towards aiming for all of our 
packaging to be recycled or reused, as part of our 
recyclability and reuse workstreams.
By 2030, we are aiming for all our packaging to be recycled 
or reused, validated through downstream traceability of all 
our packaging. We have developed a calculation tool to map 
out the journey of our packaging to understand its life and 
end destination, drawing on a variety of data sources.  
With the methodology for measuring our recycling rate 
established and a baseline rate calculated, we will begin  
to pilot operational, technological and circular economy 
projects to improve the recycling rate towards 100 per cent. 
Establishing a DS Smith recycling rate
This year, we worked with an agency of researchers, 
engineers and technologists to produce a recycling rate 
calculation tool for our packaging, enabling us to gain 
visibility over what happens to our packaging in practice, 
throughout its full life cycle.
We have now trialled this process for four countries and we 
are excited about where this work could lead us - from 
piloting new business models to increase the recycling rate 
to targeting our campaigning and lobbying efforts to 
improve collection systems in specific regions.
Working towards a 100 per cent recycling rate target by 
2030 will keep components in circulation, whilst reducing 
emissions from the end-of-life treatment of fibre-based 
materials that, although being recyclable, are not always 
recycled at scale in some countries.
This is because paper left to degrade in landfill produces 
methane that is significantly more harmful to the 
atmosphere than the relatively smaller volumes of carbon 
dioxide generated in the recycling process.
Tackling the c. 15 per cent presently not recycled will 
therefore help to reduce our Scope 3 greenhouse gas 
emissions for Category 12: End-of-Life Treatment of  
Sold Products.
We aim to reduce Scope 1, 2 and 3 GHG emissions by 
46 per cent by 2030, compared to 2019, on the way to 
reaching Net Zero GHG emissions by 2050.
Case study
Increasing the circularity of corrugated
We are a member of the cross-industry 4evergreen® 
alliance, who have an objective of achieving a 
90 per cent recycling rate for paper-based packaging 
by 2030. The alliance collaborates with organisations 
from across the entire value chain including 
packaging producers, brand owners, recyclers, paper 
makers and research institutes.
Across 4evergreen® we take a leading role through 
our active participation in the Steering Group and the 
four key workstreams that develop the tools and 
guidance for different aspects of fibre-based 
packaging sustainability and circularity. These 
workstreams are focused on development of a 
Recyclability Evaluation Protocol, Design Guidelines, 
Collection & Sorting Guidelines and Innovation.
Our work with the alliance supports DS Smith’s 
position on the manufacturing of sustainable and 
fully recyclable packaging, as well as our campaigning 
for improved quality and recycling rates for paper for 
recycling (PfR) across Europe.
KEEP MATERIALS IN CIRCULATION CONTINUED
Circular Design Principles
As over 80 per cent of a product’s environmental 
impact is determined at the design stage, enabling 
circularity through design is essential.
Our Circular Design Principles, launched in 2020 in 
collaboration with the Ellen MacArthur Foundation, 
provide a framework to stimulate circular design 
innovation, ensuring that packaging is designed to 
meet its purpose with minimal environmental impact.
We protect brands and products
Designers must always ensure that 
packaging successfully protects its 
product. Damaged products from poor 
packaging have a negative economic and 
environmental impact
We use no more materials  
than necessary
Optimised use of packaging materials 
saves resources and reduces waste
We design for supply cycle efficiency
Our designers drive efficiency by changing 
the layout of products within boxes for 
stacking in delivery vehicles
We keep packaging materials in use
We eliminate waste by keeping packaging 
products in use for as long as possible, 
recycling material again and again
We find a better way
We empower our designers to challenge 
the status quo and support customers in 
the drive for a circular economy
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We are accelerating decarbonisation for  
our 1.5°C science-based target to reduce 
emissions by 46 per cent by 2030. We are 
supporting our strategic suppliers to set 
their own science-based targets and 
together, we will reach Net Zero by 2050.
In this section
Decarbonise our operations and value chain
Reach Net Zero by 2050
CARBON
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DS Smith Sustainability Report 2023

Why does this matter?
Decarbonising our operations and value chain is crucial to 
reduce the effects of climate change, which has significant 
impacts on natural ecosystems, air quality and human 
health. If we are to avoid the worst effects of climate 
change, global temperature increase must be kept within 
1.5°C by 2100 compared to pre-industrial era levels.
How does this contribute to the 
Sustainable Development Goals?
Driving carbon reduction strengthens capacity on 
climate change mitigation, adaptation and impact 
reduction.
Now
• By 2030, reduce scope 1, 2 and 3 GHG emissions by 
46 per cent compared to 2019
• By 2027, encourage 100 per cent of our strategic 
suppliers to set their own science-based targets
Our 1.5°C science-based target has been validated by 
the Science-Based Targets initiative (SBTi).
Next
• By 2050, reach Net Zero GHG emissions.
How does this enable the 
circular economy?
The circular economy reduces 
greenhouse gas emissions by 
increasing the effectiveness of 
resource utilisation and the use of 
renewable energy sources. 
Greenhouse gas reduction targets 
will be reached by addressing how 
we consume energy as well as 
changing the way society makes 
and uses products and grows its 
food. We play our part by designing 
out waste, keeping materials in 
circulation and investing in 
renewable energy solutions. 
Percentage of purchased goods and  
services emissions from suppliers with  
a science-based target
Total Scope 1, 2 and 3 GHG emissions
OPERATIONS  
& VALUE CHAIN
2022/23
2021/22
2020/21
2019/20
7,391,418
8,250,702
8,373,310
8,645,693
2022/23
32%
INTRODUCTION
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By 2030, reduce Scope 1, 2 and 3 GHG emissions 
by 46 per cent compared to 2019
In 2022/23, our total GHG emissions were 7,391,418 tonnes 
CO2e (2021/22: 8,250,702 tonnes CO2e), which is a reduction 
of 15 per cent compared to the 2019/20 base year and 
10 per cent compared to last year.
This was driven primarily as a result of lower production 
volumes compared to last year and a number of significant 
decarbonisation projects that began to deliver reductions, 
in addition to renewable electricity sourcing and a 
stronger focus on energy efficiency.
Carbon reduction projects at our paper mills
This year was the first full year of the new E.ON owned  
and operated ‘K4’ Combined Heat and Power (CHP) plant in 
operation at Kemsley Mill. The CHP plant generates and 
delivers steam and electricity to the mill with a c. seven 
per cent efficiency improvement compared to its 
predecessor, contributing amongst other factors to a 
reduction in emissions of c. 43,000 tonnes CO2e compared 
to last year. The plant is a state-of-the-art energy facility, 
comprising a gas turbine, waste heat recovery boilers and  
a steam turbine, which work in tandem to generate more 
energy with less gas input compared to traditional plants.
At Aschaffenburg, the process of transitioning the gas-fired 
CHP to generate energy partially from waste began. This will 
provide flexibility in energy supply and enable future 
emission reductions. 
Other smaller scale initiatives were implemented during 
 the year, such as heat capture at Lucca Mill. 
Reading Mill and Zarnesti Mill obtained ISO 50001:2018 
Energy Management System certifications.
We continued to develop our decarbonisation roadmap  
for our paper mills, optimising for best cost solutions and 
improving assessments relating to future alternative 
fuel availability.
DECARBONISE OUR OPERATIONS AND VALUE CHAIN 
Group greenhouse gas (GHG) emissions 
(million tonnes CO2e)
2022/23 Fuel consumption by source (%)
Energy consumption from renewable sources (%)
8.6
8.4
8.3
7.4
2019/20
2020/21
2021/22
2022/23
Scope 1
Scope 2 (market-based)
Scope 3
Sustainable biomass
Renewable fuels (28%)
Non-renewable fuels (72%)
Other renewable fuels
Natural gas
Oil
Coal
69%
12%
16%
2% 1%
2019/20
2020/21
2021/22
2022/23
17
17
21
26
Carbon reduction projects at our packaging plants
At our packaging plants, we progressed projects to upgrade 
equipment, from new corrugator machines and boilers to 
LED lighting, with significant energy efficiency benefits.
At the start of the year, several renewable electricity 
contracts and a power purchase agreement became active, 
including a 100 per cent renewable electricity tariff to cover 
all of our UK Packaging operations.
We launched several energy efficiency initiatives, including 
a new energy management checklist, case studies and 
workshops, delivered as part of our Group-wide ISO 
50001:2018 energy management system at 100 per cent  
of our in-scope sites (covering 90 per cent of the Group’s 
energy consumption). 
Throughout the year, we worked with a specialist energy 
consultancy to develop our plans to achieve our 2030 target, 
which included decarbonisation templates to be adopted by 
our packaging plants.
The templates identify the major technical solutions that  
will need to be implemented, including solar, heat pumps 
and biomass, in addition to green electricity sourcing and 
energy efficiency opportunities. 
Case study (Investing in new technologies)
Waste-to-energy at Aschaffenburg mill
Aschaffenburg Mill, founded in 1872, is one of 
Europe’s oldest paper mills, recycling c. 440,000 
tonnes of paper per year.
In partnership with E.ON, the energy supply at 
Aschaffenburg will be significantly upgraded by the 
end of 2025 to supplement natural gas with the 
incineration of materials that are collected for 
recycling but cannot be used for papermaking.
The integrated plant will feature a modern waste-to-
energy boiler, a new fuel handling and storage system, a 
new back-pressure steam turbine and two updated 
gas-fired boilers, with added ‘future-proofing’ to 
enable later introduction of bio-based fuels.
At the heart of the system is an automated, digital 
controller that uses AI to optimise energy in real-time. It 
is expected that the new plant will eventually reduce the 
reliance on natural gas by c. 25 per cent and save 
c. 50,000 tonnes of CO2e per year. By generating energy 
from waste, the plant will support the circular economy.
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DECARBONISE OUR OPERATIONS AND VALUE CHAIN CONTINUED
Case study (Investing in new technologies)
Energy efficient plants in Italy and Poland
During 2022/23, we expanded our presence in Italy and 
Poland, with new state-of-the-art, energy efficient 
Packaging plants in Castelfranco Emilia (Italy) and 
Belchatow (Poland).
Castelfranco Emilia is heated and cooled using a 
geothermal system which takes water from a 90 metre 
deep underground well, keeping the site warm in winter 
and cool in summer.
Belchatow utilises a range of new technologies, including 
a high-efficiency compressed air system.
Both sites will offer customers ways to explore sustainable 
packaging solutions and meet their recycling goals. 
By 2027, encourage 100 per cent of our strategic 
suppliers1 to set their own science-based targets
In 2022/23, we launched a programme to reduce our supply 
chain emissions in accordance with a 1.5°C trajectory.
Our ‘Scope 3’ value chain emissions comprise around 
two-thirds of our total emissions, including for example:
Upstream emissions
• Production of raw materials and fuels
• Manufacture of capital goods
• Third-party transportation and distribution
Downstream emissions
• Intermediate processing by our customers
• Consumer end of life disposal
We estimate that in 2022/23, 32 per cent of our Scope 3 
Category 1 (Purchased Goods and Services) emissions 
were generated by suppliers who have set, or are in the 
process of setting, their own science-based target.
During the year, our Procurement and Paper Sourcing teams 
began to engage strategic suppliers to set science-based 
targets, deploying bespoke engagement mechanisms 
depending on supplier maturity.
We joined the Supplier Leadership on Climate Transition 
initiative, founded by some of our key customers, to support 
our least mature suppliers to calculate their carbon footprint, 
set a science-based target and begin reducing emissions.
Given that our strategic paper suppliers generate our largest 
source of upstream emissions, our Paper Sourcing team 
began to meet with them to review their progress, discuss 
their decarbonisation plans and identify opportunities to 
share knowledge.
Over the next year, we will engage a larger number of 
suppliers as a member of the CDP Supply Chain programme. 
We continue to assess the sustainability practices of our 
suppliers using EcoVadis, in addition to requiring that our 
suppliers adhere to our Global Supplier Standards.
Turn to page 67 for more information.
Our Scope 1, 2 and 3 greenhouse gas (GHG) emissions
Our Scope 1 ’direct’ emissions are generated from the combustion of fuels in assets owned by DS Smith. Our Scope 2 
’indirect’ emissions include emissions generated during the production of electricity and steam that we import from 
others. Our Scope 3 ’indirect’ emissions include all other emissions generated throughout the value chain.
Although we do not own the businesses with activities that generate value chain emissions, we can exert influence over 
these emissions, for example through engagement with our suppliers, customers and policymakers.
 Scope 1 1,542 Kt CO2e*
 Scope 2 (market-based) 834 Kt CO2e*
 Scope 3 5,015 Kt CO2e
 Cat 1 Purchased Goods and Services 2,342 Kt CO2e
 Cat 2 Capital Goods 161 Kt CO2e
 Cat 3 Fuel and energy-related emissions 471 Kt CO2e
 Cat 4 Upstream transportation and distribution 377 Kt CO2e
 Cat 5 Waste generated in operations 120 Kt CO2e*
 Cat 6 Business travel 4 Kt CO2e
 Cat 7 Employee commuting 5 Kt CO2e
 Cat 8 Upstream leased assets 4 Kt CO2e
 Cat 9 Downstream transportation and distribution 109 Kt CO2e
 Cat 10 Processing of sold products 693.4 Kt CO2e
 Cat 12 End of life processing of sold products 693.0 Kt CO2e
 Cat 15 Investments 36 Kt CO2e
2022/23 Scope 3 GHG emissions
2022/23 Total GHG emissions
1. We define ’strategic suppliers’ as companies with whom we have a 
long-term, mutually cooperative relationship with mutual commitment 
where significant and ongoing value is accrued to both parties through 
operational capabilities. Within our current Scope 3 inventory, we 
estimate that these companies generate c. 76 per cent of emissions in 
Scope 3 Category 1: Purchased Goods and Services. This figure may 
change as we adopt supplier-specific emission factors in our inventory.
Turn to page 56 for our complete GHG emissions 
reporting and other environmental metrics, 
including the assurance statement  
for figures marked with an asterisk (*)
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Engaging with others to reduce  
emissions across the value chain
Without significant ‘systems-level’ transformation within 
the industry and related industries, such as transportation 
and energy, reaching Net Zero will be difficult. We all have a 
role to play to ensure an affordable transition to Net Zero, 
with access to renewable fuels made available at scale.
Reducing upstream value chain emissions
There are opportunities to work closely with suppliers of 
material, machinery and transportation, to enable them to 
achieve their own decarbonisation targets, develop energy 
efficient machinery and optimise logistics.
We need our waste, facilities and travel management 
providers to adopt carbon reduction strategies and 
encourage sustainable consumption patterns.
As part of our supplier engagement programme, we are 
encouraging our suppliers to set science-based targets, 
develop robust plans and take actions to reduce emissions. 
Reducing downstream value chain emissions
There are opportunities to work closely with our customers 
to enable them to make sustainable packaging choices by 
optimising specifications and supply chains to reduce the 
carbon footprint of their packaging. 
Our customers are encouraged to reduce emissions  
through better-specified packaging and fibre optimisation 
(see the examples on pages 13-14). 
In our policy efforts and through our customers, we are 
encouraging consumers to sort material for recycling  
and we call on governments to provide a predictable  
policy environment to enable long-term planning to  
achieve Net Zero.
Activities across the entire value chain
Our stakeholder engagement across the value chain  
involves developing and promoting the circular economy, 
 to eliminate waste and pollution, circulate products and 
materials and regenerate nature.
REACH NET ZERO BY 2050
8.6
8.4
8.3
7.4
46% 
reduction 
by 2030
1.5°C trajectory
Net Zero 
by 2050
2.5
0.9
4.7
2019
2020
2021
2022
2030
2040
2050
Our plans to reach Net Zero
Our paper mills make the greatest contribution to our overall 
emissions, owed to the significant quantities of heat needed 
for pulp and paper drying.
Although the overall energy requirement for recycled paper 
production is less than primary paper production, unlike 
virgin paper, recycled production does not have by-product 
bioenergy readily available, and so relies on natural gas.
Our path to reach Net Zero is therefore focused 
predominantly on the decarbonisation of heat in the 
papermaking process, which constitutes around half of our 
total emissions, with externally purchased paper making up 
around one-third of our Scope 3 emissions and our own mills 
around 80 per cent of our Scope 1 and 2 GHG emissions.
Decarbonisation levers
We have identified six main levers that we can use to drive 
down greenhouse gas emissions, with major projects and 
initiatives that utilise each lever actively underway. 
From large-scale investments to energy procurement and 
process optimisation, we are implementing initiatives to 
deliver progress on our science-based target.
These initiatives include actions relating to:
• Investing in new technologies
• Upgrading equipment and driving energy efficiency
• Switching to renewable energy sources
• Sending zero waste to landfill by 2030
• Engaging with our suppliers and customers
• Optimising logistics.
Task Force on Climate-related  
Financial Disclosures (TCFD)
We use the Task Force on Climate-related Financial 
Disclosure (TCFD) recommendations to evaluate the 
actual and potential impacts of climate-related risks 
and opportunities on our business.
Achieving our 1.5°C science-based target and reaching 
Net Zero by 2050 will help us to respond to climate 
change, mitigating the climate-related risks we have 
identified, whilst exploiting climate-related opportunities, 
including growth in demand for sustainable packaging.
Our climate-related risks
Increased spend on carbon taxes
Increased cost of raw materials or threat  
to supply
Increased severity of extreme weather events
Increased likelihood of water stress
Our climate-related opportunities
Growth in demand for sustainable packaging
Greater resource efficiency
Use of lower emission sources
See pages 52 to 63 of DS Smith Annual Report 2023 
for our complete TCFD disclosure
Historic emissions, as reported
(million metric tonnes CO2e per financial year, i.e. 2019/20 base year to target year)
Actual future emissions, offset and removals will vary
Historic total Scope 1, 2 and 3 GHG emissions
Future total Scope 1, 2 and 3 GHG emissions displayed as a linear trend to reach the 2030 and 2050 targets
Future emissions offset/removal required to neutralise any limited emissions that cannot yet be eliminated in 2050
Future emissions (illustrative only)
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REACH NET ZERO BY 2050 CONTINUED
Investing in new technologies
We will invest in new technology, including in new capital 
goods, as well as in energy partnerships, that deliver lower 
carbon energy, including waste-to-energy solutions and 
efficient combined heat and power plants.
Upgrading equipment and driving energy efficiency
We will introduce modern, efficient boilers and corrugators 
which consume less energy as part of our asset renewal 
strategies, in addition to identifying opportunities to 
increase energy efficiency throughout our operations.
Case study 
(Upgrading equipment and driving energy efficiency)
Ambitious upgrade programme for Viana Mill
Viana Mill, in northern Portugal, is already one of the 
most efficient virgin paper mills in Europe, with a 
production capacity of 425,000 tonnes per year.
In 2022/23, we announced an investment 
programme to include a brand new boiler and a 
rebuild of paper machine ‘PM4’, increasing both 
production speed and capacity. 
The new boiler is set to increase steam efficiency by 
around 25 per cent, with excess steam recirculated 
back into the mill. This is expected to reduce 
emissions by around 10,000 tonnes CO2e per year.
This will ensure that Viana Mill continues to play a 
key role in supplying nearby packaging plants to meet 
the rising demand for plastic replacement solutions, 
with the rebuild allowing for the production of new 
and innovative papers.
This project is one of many examples in our roadmap 
that will utilise some of the most up-to-date 
papermaking machinery.
Switching to renewable energy sources
We will utilise more renewable fuels, such as biomass and 
biogas, as well as sourcing electricity and steam generated 
from renewable sources, such as solar and wind.
Sending zero waste to landfill by 2030
We will find ways to become more circular by promoting 
separation of materials and recovery to prevent waste to 
landfill, removing greenhouse gas emissions that are 
released as landfill waste decomposes. 
Engaging our suppliers and customers
We will engage with our suppliers and customers to find 
emission reduction opportunities throughout the value 
chain, collaborating on projects, sharing expertise and 
promoting the adoption of science-based targets.
Optimising logistics
We will work with our logistics partners to increase 
truck-fill, optimise mileage and switch to low or zero 
emission transportation fuels.
The six main decarbonisation levers that we will use to reduce greenhouse gas emissions and reach Net Zero
As we continue to develop our internal roadmap and plans to reach Net Zero, we will explore the best ways to utilise each of these decarbonisation levers, in addition to others that may be 
developed between now and 2050. We will reduce greenhouse gas emissions urgently and cost effectively, taking into consideration the likely future availability and viability of options. 
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Case study (Engaging our suppliers and customers)
Reducing primary material emissions 
through the circular economy
Keeping materials recirculating reduces the demand 
for primary virgin materials, which are more 
vulnerable to climate change.
“Existing renewable technologies can 
only address 55 per cent of global 
greenhouse gas emissions. The 
remaining 45 per cent of emissions are a 
consequence of the way we make and 
consume materials, products and food.”
Completing the Picture: How the 
circular economy tackles climate change, 
The Ellen MacArthur Foundation
We are actively working with our customers to make 
more from less, with innovations in fibre 
development and supply chain optimisation 
to reduce primary material consumption.
REACH NET ZERO BY 2050 CONTINUED
Promoting the transition to Net Zero
The transition to Net Zero and the circular economy will 
not happen overnight, nor will it be delivered by any 
given company operating in isolation.
In support of a 1.5°C Net Zero economy, we are committed to 
considering the Paris Agreement in our activities, including 
in our external engagement, as underpinned by the IPCC 
Sixth Assessment Report (AR6) and the IPCC Special Report 
on Global Warming of 1.5°C (SR1.5). 
There are three significant policy issues in the EU and UK 
that are the focus of our participation in public policy 
development in these core markets.
Decarbonisation of heat
Governments should provide increased support for 
lower carbon energy sources and set out clear 
deployment timelines to enable industry to invest.
Reuse and recycling
Policymakers’ overall objective should be to deliver 
the best outcome for the environment. In a circular 
economy, both multi-use and recyclable single-use 
packaging have a role.
Extended producer responsibility (EPR)
To achieve increased recycling targets set out by 
governments, EPR systems should fund 
improvements in recycling infrastructure and in 
separate collection of waste.
Our strategic engagement and advocacy in these three 
priority areas is helping to minimise risk and amplify 
opportunities in these areas for our business.
In our transition to Net Zero, we call upon policymakers to 
remove uncertainty through a predictable policy 
environment that enables long-term planning 
and investment to achieve the aim of the Paris Agreement 
under the United Nations Framework Convention on 
Climate Change. 
Case study (Engaging our suppliers and customers)
CDP Climate Change ‘A’ grade 
Supplier Engagement Rating
In 2022/23, we maintained our overall A- 
CDP Climate Change score and earned the maximum 
‘A’ grade in the Supplier Engagement Rating (SER).
The SER assesses supplier engagement using a 
company’s response to selected questions in the 
CDP Climate Change questionnaire, including:
• Governance,
• Targets,
• Scope 3 emissions, and
• Value chain engagement.
With this, we obtained a place on CDP’s exclusive 
Supplier Engagement Rating Leadership Board, 
joining an unique group of organisations on the 
path to meaningful environmental action. 
Case study (Switching to renewable energy sources)
A new, state-of-the-art and 
energy efficient Head Office
This year, we relocated our Head Office to 
1 Paddington Square, reflecting a new way of 
working in an international destination office 
that we choose to be located, because it motivates 
and inspires us.
Rated as BREEAM ‘Excellent’, the building utilises the 
latest renewable energy technologies, including heat 
pumps. It also includes:
• 100 per cent FSC® certified timber
• Stringent water savings
• Reused access flooring and other office features 
Our new office space will be used to explore ideas, 
create, challenge and ensure that everyone feels a 
part of our dynamic, progressive and 
sustainable business.
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REACH NET ZERO BY 2050 CONTINUED
2016
2019/20
2020/21
2021/22
2022/23
Updated old 2012 carbon target with  
a new ambition, to reduce emissions 
by 30 per cent per tonne of production 
by 2030 compared to 2015
Announced our support for the  
Paris Agreement on Climate Change
The base year for our current  
science-based target
Significant integration of 
Europac acquisition
Achieved 11 per cent reduction in 
emissions per tonne of production 
since 2015 in legacy business
Committed to setting a science-based 
target and reaching Net Zero by 2050
‘Carbon Project’ to determine 
cost-optimised decarbonisation 
pathways, focused on our Paper mills
Full voluntary TCFD disclosure, 
including climate scenario analysis
Board approval to validate 
1.5°C science-based target with SBTi
Development of decarbonisation 
roadmaps for our Paper mills
ESG underpin introduced and Green 
Finance Framework launched, aligned 
to Sustainable Development Goals 
Reduced Scope 1, 2 and 3 GHG emissions by 
15 per cent compared to 2019/20
Development of decarbonisation roadmaps 
and templates for our Packaging plants
Sustainability Delivery Team established to 
coordinate Net Zero projects
Accountability for the delivery of our 
1.5°C science-based target
We have already begun to deliver our science-based target.  
In order to reduce our emissions further, we are beginning to 
execute our long term plans to reach Net Zero.
Governance
The Board approved the adoption of a 1.5°C science-based 
target in early 2022. The Board reviewed the delivery 
roadmap in spring 2023. The Health, Safety, Environment and 
Sustainability (HSES) Committee, a management committee 
of the Group Operating Committee (GOC), which is chaired by 
our Group Chief Executive, oversees the execution of our plan 
to reach Net Zero. This includes ensuring that the business 
has adequate access to resources to deliver the commitment. 
In 2022/23, a Sustainability Delivery Team, focused on the 
deployment of projects to deliver Net Zero was introduced. 
This team is responsible for developing and maintaining a 
detailed roadmap for carbon/energy, water and waste 
reduction, coordinating with divisional and site leaders on  
the design, planning and implementation required to reach 
Net Zero. Sustainability governance is described in greater 
detail on page 64.
Climate-related remuneration
The importance of ESG and sustainability, including climate 
change, continues to be emphasised by the use of a variety  
of ESG considerations as an underpin to the annual bonus.
In 2022/23, the three elements of the ESG underpin were 
met, including the programme of work for our sites to achieve 
the science-based target. When considering the application of 
discretion to override the formulaic outcome for the 2023/24 
annual bonus, the Remuneration Committee will take into 
account, alongside other ESG factors, the roll out of the 
updated Now & Next Sustainability Strategy, which includes 
our approach to the delivery of science-based targets, taking 
into account updated actual performance and current 
customer / regulatory requirements. 
For more information, see DS Smith Annual Report 2023, 
page 108.
Our plan to reach Net Zero
Underpinning the delivery of our science-based target is 
a roadmap of key strategic projects that will reduce GHG 
emissions. This is aligned with our growth strategy and 
prioritises the greatest sources of GHG emissions, with 
site-level project plans and monitoring in place.
Assumptions in our plan
Assumptions made in our plans relate to, for example, 
discount rates, investment years and technical lifetimes, 
as well as cost assumptions (e.g. carbon and commodity 
prices). Forecasts considered the availability of biomass 
supply, as well as the availability of renewable energy 
sources to meet expected future energy demand. Fuel 
options, earliest investment times and technology 
solutions have been assumed, in addition to rates of 
energy efficiency and future product development and 
growth. For our supplier engagement target, we assume 
that c.76 per cent of our emissions covering purchased 
goods and services are ‘strategic’ suppliers and that 
these are the suppliers that will be encouraged to set  
a science-based target by 2027.
Challenges and uncertainties
There are inevitable challenges and uncertainties relating  
to our plan, which stem from planning far into the future.  
It is challenging to predict future availability and cost of 
commodities, as well as the future policy environment.  
Site space availability, permitting and the impact on site 
operations, such as increased traffic and site-level 
production growth, can be difficult to anticipate.
Offsetting
We intend to use high-quality offsets only as a last resort to 
balance a maximum of 10 per cent of remaining ‘hard-to-
abate’ emissions through high-quality natural climate and 
technological solutions. We are monitoring the development 
of these solutions, including carbon capture, usage and 
storage (CCUS), and the role they may play in our plan.
Target boundary, reporting and assurance
We include 100 per cent of our GHG emissions across all 
three scopes, which are consolidated under a financial 
control approach and cover our global operations within the 
target boundary, which includes land-related emissions and 
removals from bioenergy feedstocks.
Performance is reported externally at least annually in 
the DS Smith Annual Report, Sustainability Report, and 
to reputable ESG ratings, such as CDP.
The reported figures for the 2019/20 base year have 
been independently verified to a limited level of 
assurance by Bureau Veritas.
For the 2022/23 and 2021/22 periods, Deloitte provided 
independent third-party limited assurance, in accordance 
with the International Standard for Assurance 
Engagements 3000 (ISAE 3000) and Assurance 
Engagements on Greenhouse Gas Statements (ISAE 
3410) issued by the International Auditing and 
Assurance Standards Board (IAASB) for selected 
information marked with an asterisk on page 56.
Our Basis of Preparation, available from our online 
ESG Reporting Hub, includes a detailed methodology for 
how our ESG reporting is prepared. Assurance opinions, 
including details of the selected information assured 
may also be found on the ESG Reporting Hub.
DS Smith ESG Reporting Hub
The evolution of our efforts to reduce our greenhouse gas emissions
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In this section
Create safe and inclusive workplaces
Respect human rights
Engage our people and communities
PEOPLE & COMMUNITIES
We are equipping our people to transition  
to the circular economy whilst playing an 
active role in our local communities. We are 
aiming to engage 10 million people on the 
circular economy and strive to have a 
diverse and inclusive workplace that is 
the safest in our industry.
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DS Smith Sustainability Report 2023

Why does this matter?
A safe, diverse and inclusive workplace is a fundamental 
foundation for a successful company and crucial to our 
sustainability agenda and strategic goal ’to realise the 
potential of our people’. We want all of our people to come  
to work every day feeling that they are safe and that they  
are included.
How does this contribute to the 
Sustainable Development Goals?
Creating a safe and inclusive workplace helps to 
protect labour rights and promote safe and secure 
working environments for all workers.
Now
• Reduce the Accident Frequency Rate (AFR) every year
• By 2025, inclusive leadership workshops completed 
by all leadership teams across all sites
Next
• Strive to achieve Vision Zero
• By 2030, improve gender diversity towards 40 per cent 
women in senior leadership and set an aspiration for 
other protected characteristics
How does this enable the 
circular economy?
The circular economy provides 
opportunities for more inclusive 
growth, providing the resilience and 
solutions society is calling for. Investing 
in safe, diverse, and inclusive 
workplaces is an essential prerequisite 
for our people to drive the transition to 
a circular economy. 
WORKPLACES
Accident Frequency Rate 
(AFR)
22/23
21/22
20/21
2.04
1.93
1.82
22/23
21/22
20/21
32.4
31.8
34.5
Percentage of senior 
leadership, female 
employees (%)*
 * Senior leadership is defined in accordance with the requirements of the 
FTSE Women Leaders Review as those on our four Executive 
Committees - Global Operating Committee; Global Strategy Committee; 
M&A Committee; and H&S, Environment and Sustainability Committee 
- and their direct reports.
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Reduce the Accident Frequency Rate (AFR) 
every year and strive to achieve Vision Zero
Throughout 2022/23, we continued to make significant 
progress on reducing the accident frequency rate (AFR), 
with improvements across all divisions, reduced 6 per cent, 
to a new record low of 1.82 (2021/22: 1.93*).
Our Vision Zero campaign is designed to develop and drive 
an interdependent safety culture which enables every 
person in the organisation to feel responsible for safety and 
act proactively to identify and eliminate risks.
Our Vision Zero Health & Safety campaign
Vision Zero is our Health and Safety strategy, which includes 
activities designed to focus on leadership, engagement, 
processes and culture, to achieve our health and safety 
target of zero harm.
• Leadership
• Engagement
• Processes
• Culture 
During 2022/23, we reaffirmed Vision Zero, which underpins 
our safety culture, empowering our employees to 
proactively identify and eliminate risks. 
Leadership
Leadership behaviour is critical to engagement, where 
engaged leaders positively impact our health and safety 
employee engagement index. This is the central theme of 
our site leader health and safety on-boarding programme.
Engagement
Engaged employees proactively identify and eliminate risk, 
driving a resilient and interdependent culture. The health 
and safety engagement index measures the rate of 
participation in risk identification and elimination activities.
Processes
Robust health and safety processes are essential for safe 
working environments. These include on-site health and 
safety auditing which aims to drive continuous 
improvements and accelerate the implementation of our 
global health and safety standards, such as workplace 
transport, machine guarding or working at heights, which 
are driven through our H&S networks.
Culture
Our focus on leadership, engagement and processes 
develops and drives an interdependent safety culture in 
which every person in the organisation feels responsible for 
safety and proactively identifies and eliminates risk.
We believe that our drive towards Vision Zero has been key 
in developing a safe and healthy workplace.
Leadership engagement with Health & Safety
During the year, we continued to focus on leadership safety 
programmes to create role models and further strengthen 
our health and safety culture.
This included 29 per cent more leader-led health and safety 
activities compared to last year (approximately 45,000 
safety talks, 176,000 observation tours and 147 leader-led 
risk assessments). 
Leaders across all of our divisions and regions organised 
over 80 workshops to reinforce our alignment across the 
business and drive H&S engagement.
When leaders engage in H&S, we see a positive impact on 
our H&S Employee Engagement Index, increased by 
65 per cent this year.
In 2023/24, we will continue to strive towards our Vision Zero 
ambition and ensure the health and safety culture is 
strengthened across all of our sites.
 * This figure has been restated (correction from 1.91 published last year).
Case study
East Europe Health and Safety Campaign
Involving over 30 sites across 17 different countries, 
our East European region launched a Health & Safety 
campaign during June and September 2022.
Over 5,000 employees actively participated in 
workshops and activities.
The initiative was well-received and reinforced the 
message that everyone is responsible for promoting 
a Health and Safety culture.
Case study
H&S Day at Rochechouart Packaging plant
Over 280 employees came together to participate in 
various safety activities facilitated by internal and 
external experts, utilising cutting-edge technology. 
Workshops included fire extinguisher training, virtual 
reality, road safety and slip-simulator training.
Well-being activities included physiotherapy sessions 
and talks on important topics, such as good quality 
nutrition and sleep.
6% 
reduction in the 
Accident Frequency 
Rate (AFR) compared 
to last year
CREATE SAFE, DIVERSE AND INCLUSIVE WORKPLACES
75% 
Lost Time Accident 
(LTA) reduction 
compared to last year  
in our Paper Division
250 
sites with zero 
accidents this year 
across the Group
29% 
increase in leader-led 
health and safety 
activities compared 
to last year
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Health and mental well-being and occupational 
safety programmes
We firmly believe that well-being is one of the cornerstones 
of a profitable, innovative and sustainable business.
Our well-being framework is designed to enable our 
people to thrive, focusing on four key areas:
• Taking the lead - Encouraging everyone to visibly and 
demonstrably set a positive example and champion 
well-being
• Learning and Development - Providing knowledge and 
information to empower people to take ownership of their 
physical and mental well-being
• Engagement - Working together, involving and including 
everybody to continuously improve health and well-being
• Toolkits - Creating best practice tools to inspire and 
motivate positive and healthy people and workplaces.
Global well-being survey
In 2022/23, we launched a global well-being survey to 
understand local initiatives and activities against our 
well-being framework.
The survey confirmed every site has an active programme, 
with initiatives such as physical and mental health support, 
phased retirement programs, site risk assessments for 
employees with a disability and workplace assessments.
In 2023/24, during our Health & Well-being Week, we will 
further promote activities that will help every employee gain 
the necessary skills, experience and knowledge to promote 
work-life balance and increase their well-being.
CREATE SAFE, DIVERSE AND INCLUSIVE WORKPLACES CONTINUED
100% 
of our sites run management 
training courses and recruit 
from within to build 
company relationships
91%* 
of our sites offer medical  
screening and/or  
support programmes
78% 
of our sites offer phased 
retirement programs or 
retirement assistance 
programs 
72%* 
of sites risk assess the 
needs of individuals 
with disabilities
67% 
of our sites promote biking 
or offer workout classes at 
work or gym membership 
subsidies 
75% 
of sites conduct mental  
health checks (workplace 
stress assessments) and / or 
have trained individuals with 
skills and knowledge to help 
identify and support those 
with mental health issues
37% 
of our sites offer standing 
desks, exercise ball seats,  
or exercise bike seats 
28% 
of our sites formally  
organise social events, 
such as corporate runs 
or company lunches
 * in some geographies local 
legal requirements prevent us 
from extending this offer to all 
our employees. 
Key findings from our global well-being survey
Case study
Daily stretching at Figueira Recycling Depot
The whole production team and drivers participate in 
a programme of daily stretches designed to enhance 
the well-being of the team.
In addition to seeing the physical benefits of 
stretching to prevent injuries and correct posture, 
the team recognises that this activity boosts mental 
well-being and enables everyone at the depot to 
come together. 
Managing Health and Safety
All employees and third parties, including contractors 
and visitors, are required to adhere to H&S policies 
and procedures at all of our sites at all times.
Audits
All of our sites are subject to regular internal and 
external audits, which identify risk and drive health 
and safety improvements.
Management systems
All of our sites maintain health and safety 
management systems. These are certified to ISO 
45001 or OHSAS 18001 at 33 per cent of our sites.
Performance management
Our sites report monthly performance with reactive 
and proactive KPIs, such as the H&S engagement 
rate. Our long-term target is zero accidents (Vision 
Zero). Accidents are investigated and the findings are 
circulated throughout the business as appropriate.
Risk and hazard assessment
Our workplace presents hazards. We strive to control 
hazards using a risk-based approach, with a hierarchy 
of measures. We aim to continuously improve 
proactive mitigation. Our employees help ensure that 
we operate safely and observations raised are 
addressed openly and promptly.
Training
We provide comprehensive information, instruction, 
training and supervision, which 100 per cent of 
employees and third-parties are required to 
undertake.
We have issued a range of internal Group minimum 
standards, covering topics such as handling 
chemicals, lifting equipment and spills.
Information and polices
Health and Safety
Turn to page 65 for our approach to customer  
and product safety and chemical safety. 
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By 2025, inclusive leadership workshops 
completed by all leadership teams across sites
By 2030, improve gender diversity towards  
40 per cent women in senior leadership and set 
an aspiration for other protected characteristics
We are committed to increasing the diversity of our workforce 
to better reflect the communities in which we operate.
This year, as part of the refresh of our Now & Next 
Sustainability Strategy, we set targets related to diversity, 
equity and inclusion (DE&I), supporting the development of 
an inclusive environment where everyone can realise their 
potential and thrive.
This includes a ’Now’ target for 2025 and a gender diversity 
target for 2030. We will also set an aspiration for other 
protected characteristics.
CREATE SAFE, DIVERSE AND INCLUSIVE WORKPLACES CONTINUED
LGBTQ+ and Allies network
Our LGBTQ+ and allies network was our first ERG, 
launched in October 2021. It has since welcomed a 
diverse range of speakers into the organisation, created 
useful resource guides, and represented DS Smith at 
Pride Events this year.
In 2023/24, the team are planning a global celebration of 
Pride and are striving to increase transgender awareness 
on Transgender Remembrance Day. 
Culture and Ethnic Diversity network
Our Culture and Ethnic Diversity Network launched in July 
2022 to promote an inclusive work environment that 
welcomes and celebrates all cultural and ethnic 
differences. This year, during UK Black History month, 
colleagues shared their lived experiences in their 
personal and professional lives.
In 2023/24, the network will promote World Day for 
Cultural Diversity for Dialogue and Development, UN 
International Day of Peace, and World Kindness Day.
Gender Diversity network
We launched our Gender diversity network in November 
2022 to advance gender inclusion. The network held a 
roundtable for International Women’s Day, reflecting on 
female role models. In 2023/24, the network will hold 
similar sessions to celebrate non-binary people and 
International Men’s Day.
Disability and Allies network
We launched our Disability and Allies network during 
Neurodiversity Celebration Week in March 2023.
In 2023/24, the network plans to raise awareness with a goal 
of removing stigma and driving positive action. The network 
is motivated to celebrate our workforce’s similarities and 
differences, whilst discussing how to accommodate unique 
needs, and remove barriers to ensure everyone can thrive. 
Employee Resource Groups (ERGs)
During 2022/23, our people worked together to create three new ERGs. We are now proud to support our LGBTQ+ and 
Allies, Culture and Ethnic Diversity, Gender Diversity and Disability and Allies networks, with over 250 members and an 
executive sponsor engaged with each ERG.
Our DE&I strategy 
In order to accelerate progress on DE&I, we are focused on:
• Active networks: working in partnership with Employee 
Resource Groups (ERGs) to raise greater awareness and 
commitment to DE&I, measured by the geographic footprint 
and number of employees participating in ERGs
• Visible leadership: strengthening leadership capability to 
create an inclusive and equitable working environment
• People processes: improving the use of demographic data 
to establish a baseline for our wider DE&I ambition.
Leadership capability
We continue to strengthen leadership capability to create an inclusive 
and equitable working environment by rolling out inclusive leadership 
workshops and through our ‘First Line Manager (FLM)’ programme. 
Our Equal Opportunities & Anti-Discrimination policy is being 
embedded through training and awareness campaigns. During 
2022/23, we focused on developing diverse candidate shortlists 
resulting in a seven per cent increase in the percentage of female 
hires in the UK. 
We are focused on creating more equity by providing everyone with 
what they need to succeed, recognising that not everyone starts 
from the same place. We are in the process of reviewing people 
processes from feedback we received from the onboarding 
experience. We plan to work with our employee networks to agree 
the mechanisms that will accelerate the development of 
underrepresented groups, including sponsorship, reverse mentoring 
and targeted development.
We have achieved gender parity in our graduate intake for the third 
year in a row. A total of 29 per cent attending our leadership 
programmes were female. 
FTSE Women Leaders Report 2022
Overall FTSE ranking (up from 41 in 2021)
40
Women on DS Smith Plc Board
37.5%1
Women in senior leadership* 
 34.5%2
1. Compared to FTSE 100 average of 40.5%.
2. Compared to FTSE 100 average of 34.3%.
 *
Senior Leadership defined as our four Executive Committees and their direct reports: 
Group Operating Committee; Group Strategy Committee; Group M&A Committee; and 
Group Health, Safety, Environmental and Sustainability Committee.
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Diversity of our Executive team
The Financial Conduct Authority (FCA) has introduced  
a new requirement for listed companies to report on new 
Board diversity targets and to provide data on the gender 
and ethnic diversity of the Board and in its Executive 
Management. This disclosure can be found on page 23 
of DS Smith Annual Report 2023.
Representation of women on our Board has remained at 
37.5 per cent and senior leadership increased to 34.5 
per cent as noted in the 2022 FTSE Women Leaders Report.
There is one Board member from an ethnic minority 
background. We are committed to improving diversity  
across all protected characteristics and will continue to  
make progress.
Our focus on female retention, development and 
recruitment has resulted in year-on-year improvements in 
our gender pay gap and this year we have achieved parity  
for the first time (see our UK Gender Pay report).
Set an aspiration of other protected 
characteristics by 2030
With our Now & Next refresh, we have set a longer term 
‘Next’ target to set an aspiration of other protected 
characteristics by 2030.
We acknowledge that diversity is broader than gender  
and we are making progress through our ERGs, talent 
development and recruitment searches.
In 2023/24, we will review how we use demographic  
data to establish a baseline for our wider DE&I ambition. 
All employee age distribution
<21 years
21-30 years
31-40 years
41-50 years
51-60 years
>61 years
Age unrecorded
14%
23%
26%
28%
6%
1%
2%
CREATE SAFE, DIVERSE AND INCLUSIVE WORKPLACES CONTINUED
All employees – Total: 29,523 / 22.9%*
Senior leadership1 – Total: 88 / 34.5%
Board of Directors – Total: 8 / 37.5%
3
5
60
28
6,789
29,523
Number of females
Number of males
1. Defined in accordance with the requirements of the FTSE Women 
Leaders Review as those on our four Executive Committees - 
Global Operating Committee; Global Strategy Committee; M&A 
Committee; and Health, Safety, Environment and Sustainability 
(HSES) Committee - and their direct reports.
2. Independently assured to a limited level by Deloitte - see the 
assurance statement on page 56.
Gender diversity
Workforce demographics data
Case study
Improving gender diversity in operations, 
Castelfranco packaging plant, Italy
Castelfranco opened in September 2022 with 
state-of-the-art machines removing the requirement 
for operators to handle heavy machinery, making this 
kind of work more accessible to women. 
HR and the leadership team explored different 
recruitment avenues to attract a more diverse group 
of candidates. In addition to valuing technical 
expertise, they considered qualities such as curiosity, 
pro-activity, and team-work.
Although no gender targets for Castelfranco were 
set, nearly one-third of the workforce are women, 
the majority working in operations.
Case study
Inclusive leadership workshops in the Nordics
In response to the need to create a more inclusive 
and welcoming culture, our leadership teams in 
Sweden and Denmark ran workshops on how to 
foster inclusive working environments. 
Reflecting on actions to take following the workshop, 
a manager decided to use emojis to explain 
production levels at his site to ensure colleagues with 
dyslexia and non-native speakers felt included. 
Turn to page 58 for more social metrics.
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Percentage of sites completed SEDEX SAQ (%)1
Why does this matter?
As a global employer of over 29,000 people, supported by 
thousands more in our extensive supply chains, we have a 
responsibility to respect and uphold human rights.
We have a zero-tolerance approach to modern slavery both 
within our own operations and in the supply chain. It is 
crucial that effective measures are in place to promote 
human rights and prevent modern slavery.
How does this contribute to the 
Sustainable Development Goals?
Protecting labour rights, promoting safe and  
secure working environments and eradicating 
modern slavery.
Now
• By 2025, complete SEDEX SAQ roll out to all sites 
and perform appropriate auditing of SAQs1
• Continue to improve human rights due diligence each year
How does this enable the  
circular economy?
The transition to the circular economy, like 
any systemic change, must be just and fair, 
meaning that the benefits are shared 
widely and support human rights and 
livelihoods when economies shift. As the 
circular economy ramps up, the spotlight is 
placed on sourcing and supply chains, 
bringing into focus where and how 
products and materials are made, and by 
whom. A sustainable circular economy is 
economically and socially inclusive, treating 
everybody that makes it work with respect.
HUMAN RIGHTS
2022/23
56%
Number of known human rights breaches2
2022/23
2021/22
2020/21
0
0
0
1. Supplier Ethical Data Exchange (SEDEX) 
Self Assessment Questionnaire (SAQ)
2. Number of known human rights breaches as a result of our operations, 
including incidents of violations to the rights of indigenous people 
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By 2025, complete SEDEX SAQ (Self-Assessment 
Questionnaire) roll out to all of our sites and 
perform appropriate auditing of SAQs
In 2022/23, we began to roll out the SEDEX 
(Supplier Ethical Data Exchange) Self-assessment 
Questionnaire (SAQ) to all our operational sites as a tool for 
embedding human rights compliance monitoring and 
reporting into our standard practices.
This marks the next phase of our programme of work to 
strengthen human rights due diligence, having conducted a 
human rights risk assessment and established a new human 
rights policy and governance mechanism last year.
Assessing and managing risk relating to human rights
Upon setting the new target in 2022/23 for 100 per cent of 
our operational sites to complete the SAQ by 2025, 56 
per cent of our sites completed this by the end of 2022/23. 
Our next step is to analyse these completed SAQs and 
identify a sample of sites to undergo a detailed third-party 
risk assessment as part of our on-going human rights due 
diligence activities.
Human rights policy
Our policy outlines our commitments and responsibility to 
respect human rights. It applies to all DS Smith operations 
and employees and governs all our business dealings and the 
conduct of all persons or organisations with whom we 
contract directly or who we appoint to act on our behalf.
Human rights governance
A multi-disciplinary Modern Slavery and Human Rights 
Committee, supported by a working group, reports to our 
Group Operating Committee (GOC). The GOC is chaired by our 
Group Chief Executive, who has ultimate responsibility for 
human rights due diligence. The Modern Slavery and Human 
Rights Committee steers action and monitors progress, 
embedding due diligence across the business and supply 
chain. The working group reports to this committee 
quarterly and is responsible for the delivery of our 
programme of work on human rights.
RESPECT HUMAN RIGHTS 
Information and polices
Code of Conduct
Global Supplier Standard (GSS)
Modern Slavery and Human Trafficking Statement
Our salient human rights risks 
The following five human rights risks were identified in our 
high-level human rights risk and gap assessment.
We have strong policies, procedures and other actions in 
place to mitigate these risks.
Forced labour and child labour
We have a zero-tolerance approach to forced and/or child 
labour of any kind within our operations and our supply 
chain. Our Modern Slavery and Human Trafficking Policy sets 
our policy for managing modern slavery risk.
Health and safety
Health and safety is our top priority and we strive for 
continuous improvement to achieve our target of zero harm. 
We are committed to ensuring that our products and 
operations are safe and this extends to downstream users of 
our products, including consumers, as well as contractors 
and visitors to our sites. 
Wages and working hours
We do not employ people below the minimum wage at which 
the applicable local law permits the relevant work type to be 
undertaken. We are committed to monitoring and taking 
action to reduce excessive working hours, and to support 
flexible working arrangements where possible.
Freedom of association
It is a fundamental right of employees to have the freedom 
of association and collective bargaining. We recognise and 
respect the rights employees have under local and 
transnational laws, including, where applicable, the right to 
collective representation and bargaining, with no detriment 
arising from involvement in legitimate trade union activities.
Discrimination
We are committed to promoting equal opportunities and 
pride ourselves on building a culture with a zero tolerance 
approach to discrimination, harassment and victimisation.
See pages 65-66 for more information on our approach to 
responsible business and business ethics.
Commitment to respecting human rights
We respect the fundamental human rights of all people, 
complying with all legal requirements.
This commitment is described in our Code of Conduct and 
other policies which set the expectations that apply to all 
our employees. These policies explain clearly our approach 
to ethical business practices, human and labour rights and 
the environment. 
Support for international frameworks
Recent global trends have emphasised why human rights 
matter so much and as a global manufacturer in the paper 
and packaging industry involved in sourcing, 
manufacturing and recycling, we have the potential to 
impact human rights in our operations and supply chain.
We are committed to all fundamental human rights and 
standards, including:
• The UN Sustainable Development Goals
• The ten principles of the United Nations Global Compact
• The Universal Declaration of Human Rights
• The UN Guiding Principles on Business and Human 
Rights
• The International Labour Organization’s (ILO) 
Declaration on Fundamental Principles and Rights at 
Work
• The United Nations International Convention on the 
Elimination of All Forms of Racial Discrimination
For more information, please see our Code of Conduct. 
INTRODUCTION
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Why does this matter?
Engaging our people and communities aids training, 
employee skills and continued prosperity of our people and 
local communities. As a large, global employer, we can equip 
our people and communities with useful resources, 
particularly to promote sustainable development.
How does this contribute to the 
Sustainable Development Goals?
Engaging our people and communities contributes 
to promoting sustainable development. 
How does this enable the 
circular economy?
The circular economy calls for radical 
change to how we produce and use the 
things that we enjoy every day. Growing 
awareness, skills and commitment to 
action are key to enabling our people 
and communities to meaningfully 
participate in the transition to the 
circular economy. Together we can 
progress further and faster with the 
confidence, knowledge and skills 
needed to lead the change.
PEOPLE & COMMUNITIES
Percentage of sites participating in 
community activities
2022/23
2021/22
2020/21
100%
100%
100%
Percentage of our 
people engaged on 
the circular economy
22/23
21/22
20/21
9%
50%
57%
Number of people 
engaged on the 
circular economy
Total
8,400,000
Now
• By 2025, engage 100 per cent of our people 
on the circular economy
• 100 per cent of our sites engaged in community 
activities each year
Next
• By 2030, engage 10 million people on the 
circular economy and circular lifestyles
 * Cumulative total since 2020/21 
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By 2025, engage 100 per cent of our people 
on the circular economy
By the end of 2022/23, we had reached 57 per cent 
(2021/22: 50 per cent) of our people and next year we will 
extend our focus to reach our remaining colleagues.
Our ambition to engage all of our people on the circular 
economy encourages a continuous focus on circularity, both 
in their personal and daily working lives. Our aim is to equip 
our people to lead change individually, as well as with our 
customers and others.
Building on the success of last year, we continued to provide 
opportunities for our people by offering selected places on 
the Ellen MacArthur Foundation Circular Economy 
Masterclass, run by the University of Exeter.
We engaged a wider group of colleagues through regular 
communications, including intranet articles, videos and 
Town Halls.
In 2022/23, we extended our focus to reach our colleagues 
that do not have access to a company-provided laptop 
through quarterly team briefings, quizzes and resources 
such as our Circular Economy Lesson Plan for local 
communities and schools.
By 2030, engage 10 million people on the 
circular economy and circular lifestyles
In 2022/23, we made the decision to broaden our ambition 
from engaging 5 million people on the circular economy to 
10 million by 2030, given a greater than anticipated reach of 
our social media activities. 
From visits to circular economy content on our website, to 
views on videos and to clicks on social media posts, we 
reached record numbers.
Our circular economy lesson plan has also been downloaded 
for use by nearly 20,000 students this year alone.
This brings the cumulative total to 8.4 million on 
our journey to engage 10 million people.
Case study
Ellen MacArthur workshop
We participated in a variety of workshops, events 
and forums over the past year, including the 
Ellen MacArthur Foundation's biannual Network 
Workshop in Stockholm, as a strategic partner 
of the Foundation.
Aiming to inspire participants, connect organisations 
and discuss active solutions for the circular economy, 
our team participated in working sessions 
considering issues such as circular design, 
supply chains and plastics.
The workshop provided a platform to make new 
connections with many of our customers and 
representatives of other brands, including 
those working on recyclability.
Case study
P is for Paper podcast
Our Kemsley Mill have been working with Fun Kids, 
the UK’s radio station for children, who produce 
informative and inspiring educational content for 
children aged 7-13 years old.
The team at Kemsley contributed to the “P for Paper” 
episode in an “A to Z of Engineering” series, sharing 
how we contribute towards the circular economy.
Alongside the podcast, a web page has been produced, 
which explains how quality paper is produced from used 
material and how all of the people at Kemsley Mill, working 
together, help to enable the circular economy in action.
The entire series has received over 10,500 downloads to 
date and our paper episode has received 604 downloads. 
This podcast provides an accessible introduction to the 
circular economy for young audiences. 
"The opportunity to inspire and educate 
the next generation of children by 
collaborating with Fun Kids was a great 
opportunity to share the science behind 
paper making and the part DS Smith 
plays in the circular economy." 
Stuart Ruck
Operations Excellence Director, Kemsley
Case study
Partnership with the Good Planet Foundation
This year, our packaging business in France launched 
their partnership with the GoodPlanet Foundation, 
an organisation chaired by Yann Arthus-Bertrand, 
renowned photojournalist.
The aim of the partnership with Good Planet 
Foundation is to raise public awareness (particularly 
for young people) of environmental & sustainability 
challenges and solutions, including the circular 
economy.
For example, in April 2023, DS Smith attended the 
GoodPlanet Foundation’s CAP 2030 national 
programme, where 120 students were present, to 
foster discussion and provide expert counsel at a 
roundtable on the role of the packaging industry 
within the circular economy.
ENGAGE OUR PEOPLE AND COMMUNITIES 
Download our free Circular Economy Lesson Plan
Listen to our “P for Paper” episode
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ENGAGING OUR EMPLOYEES
Employee engagement
A working environment that motivates and enables our 
workforce is critical to a continued positive customer 
experience. Understanding how people feel about working 
at DS Smith is an important part of our people agenda. 
Alongside surveys, we use several approaches to engage our 
people. During 2022/23, our leaders ran over 350 listening 
sessions with their teams to explore the results of our most 
recent employee survey in greater detail.
Over 700 actions were taken to address feedback on topics 
such as communication, health and safety, customer focus, 
work organisation and inclusion. 
“After the listening sessions, the team are 
even more engaged to suggest improvements 
to our ways of working. Colleagues put the top 
and bottom topics from our survey on 
noticeboards and voted for their priorities.”
Karl Pennell
General Manager, Louth Sheetfeeding Plant
In response to feedback from the last employee survey, 
we launched an on-boarding project to support colleagues 
joining the company or moving internally. New hires shared 
positive reasons why they joined, including our sustainability 
ambition, career opportunities, the recruitment process and 
connection with Line Managers. Feedback was received that 
information for new starters was not available in one central 
place and we responded to this observation by launching an 
on-boarding hub with resources available for new hires.
To assess the impact of the engagement survey actions and 
pilot an improved approach to listening, we ran a series of 
targeted pulse surveys between January and March 2023.
In total 4,700 employees in 12 countries were invited to give 
feedback. The average response rate grew with average 
engagement increasing by 5 per cent and enablement 
by 3 per cent, with some locations recording improvements 
of more than 20 per cent.
Case study
Increasing engagement and enablement 
with better technology provision
Our people need access to reliable and fast 
technology to support them in their roles.
We reacted quickly to feedback gathered through a 
pulse survey, leading to a 20 per cent increase in the 
engagement score and 19 per cent increase in the 
enablement score for our UK Business Services.
The Pulse survey enabled increased granularity  
to understand feedback from teams to drive  
targeted action, with a programme launched and 
delivered within two months whilst maintaining 
normal operations.
Case study
A new recognition programme for 
Riceboro Paper Mill in North America
It is important to recognise excellent work. Feedback 
regarding a lack of recognition was noted amongst 
the team at Riceboro in our last employee survey. 
The management team took the decision to 
introduce a monthly recognition award, leading to 
increases in the recognition score by 35 per cent, 
overall engagement by 21 per cent and enablement 
by seven per cent.
Overall engagement has improved, resulting in an 
increase of 28 per cent for how employees feel  
about working for DS Smith.
In 2023/24, we will continue to engage our people and intend 
to build on the success of the pulse pilot to run targeted pulse 
surveys more frequently, giving opportunities for our 
employees to provide regular feedback and drive action.
European Works Council (EWC)
Our European Works Council (EWC), which includes 50 
representatives, meets twice a year with management to 
provide feedback and discuss opportunities to improve. The 
EWC Executive holds monthly meetings with regional leads 
to ensure we have a regular two-way dialogue on employee 
matters across Europe.
Innovation squads
We are engaging our colleagues and customers by 
introducing innovation squads. They deploy agile principles 
to evaluate innovative products both in development and 
within the business to maximise value that we offer to our 
customers. Cross-functional colleagues across regions are 
brought together, allowing them to use their collective 
minds to make fast decisions to drive better outcomes. 
“Working in small multi-disciplined groups in short 
work cycles, sharing knowledge and information, 
the squads showed the speed and progress that 
can be achieved through collaboration and 
building effective communications channels.”
Richard Leather
Innovation Programme Manager, Packaging, UK
INTRODUCTION
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APPENDICES
DS Smith Sustainability Report 2023
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ENGAGING OUR EMPLOYEES CONTINUED
The Smithies
Our employee recognition programme, 
The Smithies, helps to engage and 
celebrate all of our employees by 
recognising their incredible 
achievements and contributions.
We have monthly local awards and an 
annual online global awards ceremony 
celebrating finalists and winners 
across seven categories.
The Smithies award categories include:
• Delighting our customers
• Realising the potential of our people
• Leading the way in Sustainability
• Doubling our size and profitability
• Best Health & Safety Improvement
• Best Team Improvement
• Best Community Project
In October 2022, over 2,500 colleagues 
around the world joined to celebrate 
33 finalists, seven winners and a 
special Diversity & Inclusion 
Trailblazers award.
In 2023/24, we will launch a new 
Energy Efficiency Improvement Award 
to engage our people in supporting 
our ambition to reach Net Zero.
Delighting our customers
“Delighting our customers 
motivates me to do things 
better than I did yesterday. 
A huge thank you to all 
of my DS Smith family.”
Tekin Dursun
Shift Leader, Packaging East, 
Siliviri, Turkey
After receiving customer feedback about 
clippings in a box that created an extra 
step in the cleaning process, Tekin took the 
initiative to implement a simple but 
brilliant solution.
He added an air-blower in the machine, 
eliminating the clippings and resolving the 
customer’s concern.
Leading the way in Sustainability
“I am honoured to receive this 
award and would like to share it 
with those who supported this 
project, which tackles a crucial 
issue for our planet.”
Elodie Atger
QHSE Manager, Ales, France
Elodie led a project which enabled 
85 per cent of water consumed during 
production processes to be reused 
internally.
From idea to execution, she led with 
professionalism and is a true champion of 
circularity and preserving precious 
water resources.
Doubling our size and profitability
”I am pleased to have been 
recognised for this action.”
Milan Honeiser
Process Engineer, Boletice,  
Czech Republic
A gluing machine had been out of action at 
the Boletice site in the Czech Republic, 
since 2019.
Milan, with the team, refurbished the 
machine and trained colleagues how to 
operate it.
This proactive approach led to a 23 per cent 
increase in gluing capacity, representing a 
significant cost saving and keeping a piece 
of equipment in use for longer.
Realising the potential of our people
“I am honoured to be 
appreciated, it is a powerful  
way to say well done,  
thank you. It created 
unforgettable memories.”
Vasken Mardirosyan
Paper Machine Technologist, 
Trakia,Bulgaria
To cover staff shortages, Vasken 
volunteered to work at our paper mill in 
Witzenhausen, Germany. He had never left 
Bulgaria before and did not speak German, 
demonstrating his resilience and 
commitment to his role.
Hilbert Guttschuss worked closely with 
Vasken to ensure a successful visit.
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ENGAGING OUR EMPLOYEES CONTINUED
Best Health & Safety Improvement
”Being recognised for this is wonderful, 
I’d like to thank DS Smith and all my 
co-workers at the Reading Mill.”
Rocco Piccone
NAPP, Reading Paper Mill, USA
Rocco went out of his way to stop another colleague 
who was walking through a heavy traffic area and 
gave instructions on the safe pathways to use.
Rocco has also played an important role in training 
newer production employees on safe work practices 
and the operation of equipment.
Best Team Improvement
”This was a total team effort. We did this 
in a tough time. It is not only about 
numbers, we went through the year 
without a lost time accident.”
Production Team
Reading Packaging Plant, USA
The production team worked together tirelessly  
to exceed production targets.
In 2022/23, despite being understaffed during the 
pandemic, they found ways to produce 25 per cent 
more product.
2022 Special Award Diversity & Inclusion Trailblazers
”We are proud of the network’s progress, 
and the Smithies’ recognition encourages 
us to continue driving action.”
Clara Navarro Veiga and Anouska Kett 
LGBTQ+ and Allies network
The network has raised awareness about the 
LGBTQ+ community and led to DS Smith’s first-ever 
participation in Pride Events.
Turn to page 31 to learn about our LGBTQ+ and Allies 
network and other Employee Resource Groups.
Best Community Project
”We are very happy to receive this award,  
thank you to our team and the  
DS Smith Charitable Foundation for 
funding the books, it is important to  
help educate children.”
Servan Legoff, Christopher Furet
and Julien Clery
Atlantique plant (France)
Jo the Hedgehog was created as a story to educate 
youngsters on how to protect the planet.
Thanks to the DS Smith Charitable Foundation and 
crowdfunding, 4,000 books made from recycled 
material were donated to colleagues and schools.
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DEVELOPING OUR EMPLOYEES
Talent development
We realise the potential of our people by creating a 
workplace in which everyone can develop their skills and 
ideas. The investment we make in developing our people 
focuses on ensuring that everyone has access and receives 
opportunities to learn, grow and flourish, both professionally 
and personally. By investing in learning, we develop our 
workforce with the skills for today and the future, improving 
employee satisfaction, engagement and performance. 
Enhancing the skills of our people enables them to realise 
their potential and enables us to succeed in an increasingly 
changing world. As a business with a strong focus on 
innovation, sustainability and digitisation, our learning and 
development portfolio has continued to evolve to provide 
timely, relevant and future-focused skills development.
Ensuring we have the right skills to deliver our sustainability 
ambition, including on the circular economy, is critical to our 
success. We are actively investing in development to realise 
the potential of our people.
Developing future leaders
Developing our future leaders is key to our growth ambition. 
We continue to partner with Oxford SAID Business School for 
leadership development with over 200 leaders having 
attended the Global Leadership Programme or Aspire 
Programme over the past five years.
Over 40 per cent of participants have been promoted and 
retention rates are significantly higher compared to the 
company average.
Participants continue to experience increased collaboration, 
networking and sharing of best practice as a result of the 
relationships developed through the programmes.
We have expanded the developmental support given to first 
line managers built on the foundation of the First Line 
Manager (FLM) programme, which was implemented 4 years 
ago, with all of our people managers provided with access to 
these development paths.
Supporting early career talent
In 2022/23, we expanded our provision beyond leadership 
development to support talent earlier in people’s careers.
A new development centre was piloted in Finance and 
Packaging UK to help individuals better understand their 
potential. We also created a new Compass Programme, 
piloted in East Europe, to help individuals prepare for future 
roles by assessing where they are today and providing 
access to career development opportunities.
Career mentoring platform
In 2022/23, we launched a new mentoring platform to 
support the development of our colleagues. It has helped to 
formalise the existing mentoring relationships and increase 
visibility for all, enabling new mentoring connections.
“Being a mentor is an opportunity to support 
colleagues who are often in the early stages of 
their careers. Mentors can become strong role 
models and help others feel supported and 
encouraged to grow. A mentoring culture can 
enable development across the business.”
Jonathan Scott
Technical Ops Manager, UK Mentor
“I found my mentoring experience to be 
incredibly worthwhile, allowing me to discuss 
my career ambitions and goals in a safe and 
supportive environment. My mentor 
introduced me to important contacts 
throughout the business, expanding my 
network, who help me overcome challenges 
and further develop my skills and knowledge.”
Jess Heap
HR Graduate, UK Mentee
Case study
Early Career Development Centres
Colleagues who are early in their career and  
work within pre-management roles are nominated or 
can self-nominate themselves for this programme.  
The course comprises of a two-day event, focused on 
understanding strengths and development areas, 
completing a business challenge, and receiving 
relevant learning which leads to the creation of a 
individually focused development plan.
“It provided me with a unique 
opportunity to think deeply about my 
career and actions I need to consider.  
I have gone through this process with a 
cohort of ambitious peers and helpful 
mentors, all of whom support my journey 
to build self-awareness about who I am 
and how I work with others.”
Natali Bilandzija
Senior Internal Auditor, Group Finance
Case study
Compass Programme
This programme focuses on accelerating people into 
management roles and equipping individuals with a 
greater understanding of the wider business, an 
improved internal network and visibility of internal 
career opportunities.
"Compass gave me the opportunity to  
get to know some of our great future-
business-leaders. By developing junior 
talent we ensure that our great long-
term commitments, such as our science-
based target, will be flawlessly delivered 
by passionate and skilful leaders.”
Antonis Kantzelis
Mentor for the Compass Program 
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“Since joining the graduate programme, I have 
learnt both practical and soft skills and have 
been given responsibility from day one. I am 
grateful to have met so many inspiring people 
within the company, who encourage me to 
become the owner of my career journey, whilst 
also contributing to building a more 
sustainable planet through packaging.”
Radhika Joshi
2022 Procurement Graduate, UK
“Thanks to the modules, the people from 
various departments that you get to know and 
the rotations that increase the full immersion 
in the company, my learning path has changed 
my vision professionally and in a deeply 
personal way.”
Concha Pineda
2022 IT Graduate, Spain
In 2023/24, we will continue focusing on developing our 
employees and talent through our early career and 
leadership programmes.
TALENT DEVELOPMENT CONTINUED
Expanding our e-Learning provision
Our e-learning platform hosts c. 7,000 courses in multiple 
languages and during 2022/23, 96,506 hours of 
development were completed. We have launched Learning 
Academies to develop critical skills in Sales, Marketing and 
Innovation (SMI), Operations, Finance, Digital and Data.
In 2022/23, 1,176 colleagues received learning through 
our SMI Academy across all countries.
Graduates and apprentices
Graduates and apprentices are critical to developing a diverse 
talent pipeline. We have had a strong graduate programme for 
many years and recognise the importance of bringing in new 
capabilities and diversity to support our business ambition.
During 2022/23 we welcomed 40 new hires bringing the total 
number of graduates who are currently on one of our 
programmes to 77. Our schemes include Sales, Operations, 
Procurement, IT, Finance and Human Resources which  
are currently supported by a new structured two-year 
development pathway. 
“I joined as a sales graduate in 2012 and was 
presented with invaluable opportunities to 
cultivate my knowledge of DS Smith and work 
alongside colleagues to understand what 
packaging is and what it means to our 
customers. This eye-opening experience 
showed me the real world of doing business, 
from seeing how different functions operate 
and developing my commercial awareness to 
building a strong network of colleagues who 
have accelerated my career growth.”
Jacob Tomlinson
Global Business Development Manager, 
Packaging Sales, Marketing and Innovation, UK
We have evolved our graduate programme to include a 
structured approach with learning pathways and experiences.
Before joining, incoming graduates are invited to a LinkedIn 
community which includes communications, information  
about DS Smith, our ambition, the graduate journey and  
skills framework.
In order to ensure that graduates have the best experience, we 
ensure all managers complete the ‘Managing Graduates 
Effectively Training’ which reinforces the graduates’ personal 
and professional development curriculum. The personal 
development path comprises of seven modules that centre on 
increasing self-awareness and building understanding of 
working with others and the broader business ambition. 
Furthermore, all graduates are offered a buddy and mentor to 
support them when they join DS Smith and throughout their 
time on the programme.
Some of our graduates tell us about their experiences:
“The programme has been a continuous 
growth experience for me, as the exposure 
embedded within its rotations has gifted me 
with more confidence and versatility in 
different fields of the business.
The challenges I faced throughout my 
placements have rewarded me with a set of 
new skills and a collection of memories from 
the people and cities I experienced.”
Miguel Marinheiro
2021 Packaging Graduate, 
Operational Excellence Team, Belgium
Average hours of training per FTE
24
26
32
2020/21
2021/22
2022/23
Turn to page 58 for more social metrics
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COMMUNITIES
100 per cent of our sites engaged in 
community activities each year
Contributing to local communities is a core social responsibility  
for any organisation. Not only does our Community Programme 
support local causes and build relationships with nearby 
stakeholder groups, but it also engages and motivates  
our people.
In line with our Community Engagement and Charitable 
Donations Policy, we celebrate our local areas and 
neighbourhoods and make a difference through the three 
themes of our Community Programme.
In 2022/23, 100 per cent of the sites included in our 
community programme (those with greater than 50 
full time employees) engaged with their communities 
for the fourth year running. 
Activities included eco-gesture booklets for young children, 
planting trees in the Hoombos Forest and building an 
outdoor learning space, pictured to the right.
Our community programme themes
Our colleagues support a range of causes that meet 
the needs of their local communities. Our three main 
strategic themes include:
Biodiversity
Improving the environment for plants and animals, 
protecting natural habitats, and enhancing species 
diversity in the areas we operate. 
Design
Using our unique expertise to inspire and 
stimulate creativity within the community and 
offer donations of DS Smith designed products 
for the benefit of local causes.
Education
Inspiring and educating our communities and 
future generations on sustainability and the role 
of the circular economy.
Our contribution to our local communities 
£1.6 million 
estimated value contributed in 2022/231
£959 K 
cash contributions2
£145 K 
time contributions
£344 K
management costs
£176 K 
in-kind contributions, 
e.g. product donations
164 
communities across  
30 countries supported
143 
schools impacted
11,562 
members of our local 
communities engaged
377 
projects supported to 
improve local communities
46 
circular economy  
lessons delivered
2022/23 Community Programme Highlights
1. Estimated using the B4SI Framework - see DS Smith ESG Databook  
for methodology
2. Includes cash donated by the DS Smith Charitable Foundation
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COMMUNITIES CONTINUED
Case study (biodiversity)
Forestry workshop for minority landowners at Riceboro Mill
Our colleagues at our Riceboro Mill in Georgia, USA, partnered with 
McIntosh SEED (McIntosh Sustainable Environment and Economic 
Development), a non-profit organisation working to strengthen low-
income families and improve rural communities.
Our resident Procurement Forester participated in a free forestry 
workshop for a group of 25 minority landowners, covering the types of 
pine trees native to the area, some of their uses, and how to identify them. 
The workshop included a demonstration of how to take measurements for 
performing a timber inventory.
The field experience concluded with a tour of the Community Forest.
Case study (biodiversity)
Tree planting and local biodiversity at Belgrade Recycling Depot
Since the easing of Covid restrictions, the Recycling team in Belgrade has 
returned to their engagement with young local people, who have been 
captivated by the work done by our colleagues in looking after the environment.
The team helped local school children plant over 30 trees and donated a 
range of sports equipment to encourage the youngsters to keep active.
After a morning spent planting, there was time for a session in the 
classroom. Youngsters were given an insight into the world of recycling, 
and the infrastructure in Belgrade, in addition to how to play an active role 
in maintaining local biodiversity.
"We're a very close-knit group here in Belgrade, and not 
just within the depot. We love building relationships with 
schools and charity groups in the region. The difference it 
makes to them, and to us, is immeasurable It's a feeling of 
good will and warmth and it gives us even more purpose 
to come into work.”
Dejan Trifunović
Legal Counsel for Recycling Serbia
Community programme theme: biodiversity
Case study (biodiversity)
A corridor for vulnerable and endangered nature
Supported by the DS Smith Charitable Foundation, our Packaging 
colleagues in Belgium joined together to contribute to ‘Natuurpunt’ in 
November 2022, restoring vulnerable and endangered nature in Flanders.
Together with a volunteer association, 18 employees each contributed 
two hours of their time to plant 5,000 square meters of forest in total. The 
aim of the forest, named the ’Hoombos’ is to create a large nature complex, 
with a corridor for animals providing a space for them to thrive.
"We are proud to be able to contribute to restoring fragile 
and endangered nature here as well. Sustainability is 
embedded in our DNA, we recognise the importance of 
reinvestment in the communities where we operate. By 
supporting these kinds of projects, we are happy to 
contribute to the necessary restoration and conservation 
of biodiversity, at a local level." 
Philip Bautil 
Managing Director Benelux at DS Smith 
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COMMUNITIES CONTINUED
Community programme theme: design
Case study (design)
Creativity and recyclability at an  
international festival
At the end of August 2022, our paper mill and 
packaging plant in Belišće, Croatia supported the 
international family festival, ’Land without borders’, 
by contributing some of our own recyclable 
cardboard products.
This festival has been held for 18 years and is a 
popular event that gathers both children and  
adults together. 
The aim of the festival is to encourage the creativity 
of children and young people through informal 
learning, science, technology, culture, crafts, art, 
intercultural dialogue, and international connection. 
Belišće supported the festival with a donation of 
cardboard and paper for the “Orion” workshop, which 
enabled children, and all interested parties to show 
their creativity and let their imaginations run wild in 
making a spaceship from recycled materials. 
Photo used with permission from The Zemlja Bez Granica Festival 
and the Breza Association 
Case study (design)
Corrugated cars for school’s drive-in movie
Indiana’s Hope Elementary School, located near our 
Lebanon Packaging plant, hosted a fun drive-in movie 
show at the end of their school year with a little ’box 
office’ support. Each student was provided the 
opportunity to customise their cardboard car for the 
end of school year celebration. The corrugated cars 
were designed and produced at our site in Lebanon, 
each with personalised number plates.
"Speaking on behalf of the Design team for 
DS Smith North America I can say we really 
enjoy supporting the local community. 
Working with Hope Elementary we found a 
creative way to support a drive-in movie 
showing. Priding ourselves on problem 
solving for our customers in our day-to-
day activities means that we welcome the 
challenge of coming up with a fun way to 
be innovative with corrugated board."
Shaun Stamford
Customer Value Team Manager
Case study (design)
Brand Box to support people living with dementia
Tackling loneliness and encouraging bonding,  
Packaging UK collaborated with the Museum of  
Brands to develop a special Brand Box to help carers  
and those living with dementia.
Designed to be sent through the letterbox to help those 
who may not be able to leave the house, the Brand Box 
contains a selection of heritage brands to encourage 
reminiscing, bring back positive memories and allow carers 
and those they care for to bond over precious memories. 
The Brand Boxes will be sent free of charge to carers  
and people with dementia, especially those who are 
digitally excluded, with funding from The DS Smith 
Charitable Foundation.
“As part of our international Community 
Programme, we're pleased to provide for our 
communities and offer a valuable resource for 
those suffering with dementia, and those that 
care for them.”
Rob Wheatcroft
E-commerce and innovation specialist 
Case study (design)
Thanksgiving boxes for families in need
Over Thanksgiving, our colleagues in North America 
proudly assisted packaging innovation partner, 
Mountaire Farms, by donating corrugated boxes and 
employee resources as part of its efforts to provide 
wholesome Thanksgiving meals to residents in 
Delaware, Maryland, Virginia and North Carolina.
Mountaire’s ‘Thanksgiving for Thousands’ programme’ 
now in its 28th year, distributed tens of thousands of 
food boxes to more than 150 churches, non-profits, 
food pantries and community groups who help 
distribute the food boxes to families in need, 
supplying a nutritious meal to local communities. 
"This a great cause, and we’re honoured 
to be a part of it. Supporting the local 
communities where we work and live is 
tremendously important to Mountaire 
and DS Smith, and we’re happy to do 
donate our resources to make it happen."
Melanie Galloway
Vice-President of Sales, Marketing and Innovation 
DS Smith North America Packaging 
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COMMUNITIES CONTINUED
Community programme theme: education
Case study (education)
Circular economy lessons at Pessione
In June 2022, our Impact Centre in Pessione Italy 
hosted 31 young people between 12 and 15 years 
old, from the DAI Cultural Association of Santena to 
learn about the circular economy.
During the lesson, participants were able to observe 
the entire production chain behind packaging. By the 
end of the day the attendees came away from the 
experience with a greater awareness of the circular 
economy and the health of our planet.
“It was special! Having the responsibility 
to involve, inspire and inform young 
people between the ages of 12 and 15 
about circular economy issues does not 
happen every day and only makes me 
proud. This would not have been possible 
without my colleagues.”
Stefano Soffia
Italy Customer Experience Manager
Case study (education)
‘Waste or raw material?’ lessons at Viana
Viana Mill ran a circular economy lesson at the Facha 
Educational Centre in June 2022 with 70 students 
who were 6 to 7 years old.
The lesson included a presentation titled ‘Waste or raw 
material?’ and focused on the benefits of recycling.
“It is really important that children learn 
about these topics at an early age. They 
are the adults of the future and can 
convince their parents that it is necessary 
to look at waste in a different way.”
Paula Ferreira
Environmental Manager at Viana Mill
A partnership was agreed between Viana and the Facha 
Educational Centre, to support the Educational Centre 
becoming an Eco-School. As part of this, students will 
visit the mill on an annual basis, and a colleague from 
Viana Mill will participate in their ‘Eco-Schools Week’.
Case study (education)
Eco-classroom in Nagykáta
In October 2022, the second eco-classroom of a 
series in Hungary was opened. The classroom in 
Nagykáta at the Váci Mihály Catholic Primary School 
was built with the help of over 100 volunteers. Its 
construction was supported by the DS Smith 
Charitable Foundation, in collaboration with the 
Department of Residential Building Design of the 
Budapest University of Technology and Economics. 
The classroom’s function is to provide an outdoor 
space for developmental sessions, environmental 
education, and community programs which 
complements the school’s day-to-day learning 
schedule. It was designed with the principles of 
experiential learning pedagogy at its heart. 
Experiential pedagogy involves the development of 
skills and understanding in a hands-on and dynamic 
way, outside of the typical framework of education.
Experience-based methods can also be used to 
develop important skills such as maintaining attention, 
concentration, logical thinking, and the imprinting  
of knowledge.
Case study (education)
‘Follow the fibre’ lessons at Rouen
Colleagues at our Rouen Paper Mill in France 
delivered lesson plans at two local schools, engaging 
85 pupils on the circular economy.
During the activity, ‘Follow the Fibre’, the pupils were 
asked to place cards on a cardboard board game 
which had been especially created for the lesson. As 
part of the game students followed the loop of a 
paper fibre, from the customer to the packaging it 
was used to create.
This provided the children with an opportunity to 
work together as a team, challenging them to 
collaborate with each other by asking questions.
The groups shared with us the good sustainable 
habits they were already implementing at their 
homes with their parents.
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The DS Smith Charitable Foundation has had another busy 
year, with 42 donations given by the Foundation to support 
initiatives across 12 countries.
Meeting on a quarterly basis, the eight trustees welcome 
project applications for charitable causes to support the 
environment, education and humanitarian efforts. 
“The Foundation has supported many 
biodiversity projects recently which has such  
a positive impact not only to the mental health 
of employees and surrounding communities, 
but also the environment.” 
Mark Reeve 
Group Finance Reporting Manager 
and trustee of the Charitable Foundation 
Case study
Promoting sustainable farming techniques
The DS Smith Charitable Foundation contributed 
funding towards the 2022 Farm Resilience 
Programme in Wales. This included a workshop 
entitled ‘Your farm and the environment’ which was 
delivered to 19 farm businesses. Participants were 
keen to adopt the sustainable farming techniques 
taught, such as rotational grazing to allow grass to 
grow larger roots or creating herbal leys, planting 
multi-species to improve animal and soil health.
“I believe that farmers hold the key to 
reversing some of the negative impacts 
of food production and species decline. 
This engagement with farmers and land 
managers is so valuable, as they are part 
of the solution. I hope that more 
companies will invest their money in 
supporting nature friendly farming.”
Toby Small
T Small Cattle Company Ltd
Case study
A natural oasis supporting a Silva  
Aquae ecosystem
In 2022, the DS Smith Charitable Foundation helped 
to fund the Fondazione Patrimonio Ca’ Granda, a 
non-profit organisation based in Milan, Italy. 
This funding contributes to establishing a natural 
oasis including marshes, wooded spots, bushes, wet 
clearings and flooded depressions. These contain a 
variety of microhabitats for local biodiversity to 
thrive within, protected from the urban environment. 
The funding from the Charitable Foundation supports 
2,550 square metres of a Silva Aquae ecosystem, 
which refers to the Silva Lupanica (a humid wood), 
which previously existed in the area.
In January 2023, trees within the Silva Aquae area 
were planted, and during the Spring, the ponds will 
slowly begin to fill up.
Case study
The Turkish Red Crescent (Kizilay)
The 7.8 magnitude earthquake which struck in 
February this year was the most devastating to hit 
Turkey for more than 20 years.
The DS Smith Charitable Donation donated £50,000 
towards the Turkish Red Crescent (Kizilay).
“On behalf of the DS Smith Charitable 
Foundation, our sympathies are with 
those affected by the earthquake in 
Turkey. We would like to help local 
support recovery efforts and have 
chosen to donate to the Red Crescent 
Turkey (Turk Kizilay).”
Wouter van Tol
Head of Sustainability & Community Affairs 
Chair of the DS Smith Charitable Foundation 
Case study
ADEPT
A donation was made to support the work of ADEPT, 
a conservation and rural development NGO based in 
Saschiz, Romania.
The project, “Good and Clean Trails,” is still in 
development but involves working with local school 
children and adult volunteers. The children will be 
guided to collect litter from a segment of the 100 km 
trail, along the Scroafa Valley river, as well as 
maintaining 20 km of the adjacent bike trail.
£217 K
worth of cash donations given by the 
DS Smith Charitable Foundation to 
support various projects:
• £152 K for environmental projects
• £10 K for educational projects
• £54 K for humanitarian projects
• £1 K for other projects
42 
donations given by the DS Smith Charitable Foundation
12 
countries supported by the DS Smith Charitable Foundation
IMPACT OF THE DS SMITH CHARITABLE FOUNDATION
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We are protecting nature, improving 
biodiversity and managing water 
responsibly. In the future we will increase 
our focus on measuring and biodiversity  
in our own forests and investigating new 
science-based approaches for setting 
targets for nature.
In this section
Protect and regenerate forests and biodiversity
Water management
NATURE
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Why does this matter?
Protecting and regenerating forests and biodiversity is 
essential to ensure the survival of plant and animal species, 
genetic diversity and natural ecosystems.
Biodiverse natural ecosystems provide clean water and air, 
contributing towards resource security and human health.
How does this contribute to the Sustainable 
Development Goals?
Measuring and improving biodiversity contributes 
to reducing the degradation of natural habitats, 
halting the loss of biodiversity and protecting and 
preventing the extinction of threatened species.
Now
• By 2025, measure and improve biodiversity in our own 
forests and assess our dependencies on nature
• By 2025, biodiversity programmes in place at each of  
our paper mills
Next
• Set targets to regenerate nature taking a  
science-based approach
How does this enable the 
circular economy?
The circular economy is regenerative by 
design, prioritising resources to stay in 
use for longer and ensuring processes 
which extract natural resources leave 
room for biodiversity and natural 
systems to regenerate. By sourcing 
responsibly and using sustainable 
forest management practices we 
reduce our impact on nature and 
encourage biodiversity to thrive. 
FORESTS AND 
BIODIVERSITY
2022/23
2021/22
2020/21
13
12
3
Number of our paper mills with 
biodiversity programmes in place
Cumulative total of mills with biodiversity projects per year
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PROTECT AND REGENERATE FORESTS AND BIODIVERSITY 
By 2025, measure and improve  
biodiversity in our own forests and  
assess ourdependencies on nature
In 2022/23, our project to measure and improve biodiversity 
in our North American forest progressed to its third phase, 
implementing measures to protect the local gopher tortoise 
population found on our land. This is a species native to the 
south-eastern United States and is considered a ‘keystone 
species’, supporting other local wildlife and biodiversity.
Alongside this, 13 of our paper mills (2021/22: 12) continued 
to develop their conservation activities as part of their 
biodiversity programmes this year. This includes, for 
example, a beehive project in the local community of 
Reading Mill, which is aiding pollination in the natural 
ecosystem, an essential process to support local plant life.
Protecting and regenerating forests
Our protection and regeneration of forests and biodiversity 
is supported by our 100 per cent recycled, FSC®, SFI or  
PEFC certification scheme requirements, both in our own 
forests and in the chain-of-custody certification for the 
papers we source.
During the year, we established a deforestation working 
group, currently focused on assessing the implications of 
upcoming deforestation regulation and opportunities for 
closer commodities risk surveillance and monitoring.
Case study
Identifying and measuring threatened, endangered and rare species within our forests
In partnership with the Warnell School of Forestry and Natural Resources at the University of Georgia, our North 
American forestry team has been undertaking a three-phase project to measure and improve local biodiversity. This 
began by with comparing the soil and ground cover within the forest to expected standards and an assessment of 
flora and fauna.
The team identified:
• 62 mammal species, including 3 classified as threatened or endangered
• 262 bird species, including 17 classified as threatened, endangered or rare
• 54 amphibian species, including 8 classified as threatened or rare
• 62 reptile species, including 17 classified as endangered
A variety of tools were used, such as the iNaturalist app, Smithsonian National Museum of Natural History material, 
the Backyard Bird website and the U.S. Fish and Wildlife Service Environmental Conservation online system.
From this work, we will continue to use the latest technology, observation methods and conversation techniques to 
proactively manage our timberlands in a sustainable way that protects nature and local biodiversity.
100 per cent of the papers we use are either 
recycled or chain of custody certified 
We achieved our target to source 100 per cent recycled or 
chain of custody certified papers in 2019/20 and we 
continue to maintain this standard.
This involves requiring suppliers to provide chain of custody 
certification for all papers purchased.
For paper purchased through our centralised Paper Sourcing 
platform, the following paper certifications were in place  
in 2022/23:
• FSC® Recycled: 75 per cent
• FSC® Controlled Wood: 19 per cent
• FSC® Mix: 6 per cent
With regular checks in place, we can offer our customers 
confidence that their packaging is produced using 
sustainably sourced papers, enabling them to communicate 
their responsible sourcing credentials and meet their own 
commitments to zero deforestation. 
100% 
of the papers we use are either recycled or chain of custody 
certified (minimum controlled wood standard)
100% 
of our forests are managed under sustainable 
forest management certifications (FSC®, PEFC, SFI)
100% 
of our Packaging, Paper and Paper Sourcing operations that 
manufacture or trade products derived from timber are FSC® 
certified, demonstrating to our customers that forest-derived 
materials have been produced to FSC®’s rigorous standards
Task Force on Nature-related 
Financial Disclosures (TNFD)
We are monitoring the development of the TNFD 
framework with interest, as a disclosure framework 
for reporting on nature to drive more restorative 
and nature-positive outcomes.
Our work to measure and improve biodiversity will help 
us begin to understand the integrity of the ecosystems 
within our c. 7,000 hectares of forest in North America.
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PROTECT AND REGENERATE FORESTS AND BIODIVERSITY CONTINUED
By 2025, biodiversity programmes  
in place at each of our paper mills
By the end of 2022/23, 13 of our paper mills (2021/22: 12) 
had launched their biodiversity programmes, demonstrating 
multi-year commitments to improve biodiversity.
These biodiversity programmes comprise a series of 
 projects and activities to support biodiversity on site  
and in collaboration with the local community.
Our paper mills are international in scope and owed to 
the diverse landscapes in which they are located, their 
biodiversity programmes often have unique focuses. 
Over the course of this year, Viana Mill in Portugal  
continued to work in close cooperation with the nearby 
Urban Ecological Park. Our colleagues inaugurated five 
insect hotels which were installed at the park to offer 
shelter and nesting facilities to insects, particularly  
during the winter months.
Zarnesti Mill in Romania continued to deliver its programme 
by cleaning parts of Bârsa river which passes close to the  
mill as an activity for the 2022 World Cleanup Day. The river 
is home to a wide variety of species, including beavers.
Belišće Mill in Croatia undertook a tree planting day,  
whilst Reading Mill in North America matured its  
bee-keeping programme.
Amongst other activities, our mills in Rouen in France, 
Kemsley in the United Kingdom and Reading in the USA, 
planted and maintained wildflower meadows on site.
Our biodiversity programmes support our long term ambition 
to assess our dependencies on nature and set targets to 
regenerate nature taking a science-based approach. 
Case study
Planting yew trees at Belišće 
Our Belišće Mill in Croatia organised a tree planting day 
in December 2022 as part of its programme, planting 
350 seedlings of Taxus Baccata (yew) trees around 
the effluent treatment plant with the aim to bring a 
positive contribution to the biodiversity in the area.
“The tree planting brought our team 
together and will help build a greener 
future for the site here in Belišće.”
Toni Bilic
Mill Manager at Belišće Mill
The trees will help create a more biodiverse and 
attractive landscape between the site and the local 
area. The project was supported by the local 
community and environment group.  
The yew trees have biodiversity benefits through the 
great value of their fruits, which are a source of food 
for many animal species.
Case study
Flowering biodiversity awareness at Trakia
Our Trakia Mill in Bulgaria began its programme by 
organising an International Day of Biodiversity 
celebration for local schoolchildren. 
The team educated children from two local primary 
schools on environmental awareness in a fun, 
hands-on way. This included planting a garden of 
flowering plants and bushes with the children 
together with their parents.
As part of the project, the DS Smith colleagues also 
installed 10 information boards teaching the pupils 
about birds native to the area, as well as information 
on the appropriate food to put into wild bird feeders.
The project was sponsored by the DS Smith 
Charitable Foundation and supported by the local 
school, the Bulgarian Society for the Protection of 
Birds and the Regional Inspectorate for 
Environment and Water, Pazardzhik.
Case study
Producing honey in beehives at Reading
Our Reading Mill in Pennsylvania, USA, launched its 
programme last year. In May 2022, it populated its 
first four beehives on site. 
There are now ten beehives located at the southwest 
corner of the property next to the Schuylkill river.
The team has introduced wildflowers to encourage 
pollinating bees with an abundance of food, as well 
as areas to take rest and shelter.
The majority of the colonies survived the winter, and 
the team is hoping to produce around 100lbs of 
honey from each colony by this July, involving our 
people and the local community in harvesting.
There are plans to create an observational hive 
where visitors to Reading Mill can see the inside of 
the beehive and the bees at work.
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PROTECT AND REGENERATE FORESTS AND BIODIVERSITY CONTINUED
Set targets to regenerate nature, 
taking a science-based approach
As part of refreshing our Now & Next Sustainability Strategy, 
we will investigate setting targets to regenerate nature, 
taking a science-based approach.
Restoring balance to nature
Alongside rapid decarbonisation, the climate must be 
stabilised, limiting nature loss by preserving and 
regenerating resources obtained from nature, such as water, 
land and soil.
This needs to be achieved in accordance with the latest 
scientific research and by implementing management 
practices that sequester carbon and reverse nature loss.
Regenerating nature requires society to radically transform 
how it produces, uses and disposes of things. By circulating 
material over and over, we can keep materials in use,  
design out waste and pollution and work to regenerate 
natural systems.
Fibre-based packaging and nature
All industries are dependent on nature in some way, and our 
industry is no exception. The resilience of our circular 
business is highly dependent on the provision of natural 
resources and ecosystem services.
For example, although we recycle packaging, fresh fibre is 
required as the primary raw material and as a renewable 
fuel, in the form of biomass.
Water is also a crucial natural resource used to transport 
fibres through the process and as a conduit of energy in the 
form of steam. Some of the measures in place to protect 
these precious natural resources are described on this page.
Get Nature Positive campaign
At COP26, we announced our membership of the 
Get Nature Positive campaign, committing to work with 
more than 70 companies from various industries to help 
tackle, halt and reverse the loss of biodiversity and to 
challenge each other to build a nature positive future.
Information and policies
CDP Climate Change
CDP Forests
CDP Water Security
Get Nature Positive campaign
Science-based Targets for Nature (SBTN)
Distribution
• Air emissions from transportation
We optimise box size for most efficient product fill, 
palletisation and on-shelf efficiency - removing lorries from 
the road and reducing carbon emissions in supply chains.
Collection and recycling
• Waste management solutions
We recycle around 6 million tonnes of paper and cardboard each 
year, which is greater than the volume of packaging we sell.
We have been at the forefront of tackling difficult to recycle 
materials, ensuring material is recycled, rather than thrown  
away on beaches and in oceans.
Pulping and bleaching
• Water withdrawals and discharges
• Greenhouse gas emissions
• Waste sent to landfill (rejects)
The papermaking process is heavily reliant on large volumes  
of water to break down material for recycling in the pulping 
process and then heat to dry the paper.
We are making our papermaking processes more efficient,  
with projects to reduce water withdrawal and greenhouse  
gas emissions. 
We are making our waste streams more circular and we use  
Total Chlorine Free (TCF) processes in all of our paper mills.
Forestry and paper sourcing
• Timber supply chain
• Sustainable forestry, including soil health
• Chain of custody certification
Around 80 per cent of the papers we use are recycled papers 
and the remaining 20 per cent are chain of custody certified, 
meaning that they can be traced back to the source of origin.
Under the certification schemes we participate in, three 
trees are planted for every tree that is harvested in our 
supply chain.
In our own forests, 100 per cent of the land area is managed 
under sustainable forest management certification, 
including FSC® and SFI.
Corrugated 
manufacturing
Manufacturing  
or distribution 
centre
Paper 
manufacturing
Collecting & 
sorting
Pulping & 
bleaching
P
r
o
d
u
c
ti
o
n
 
w
a
s
t
e
R
e
c
y
cl
e
Corrugated manufacturing
• Circular design and supply chain optimisation
Over 700 designers create circular packaging for our 
customers. We optimise fibre through performance paper 
specifications and minimise ink coverage and trim waste.
Helping our customers enter the circular economy with 
recyclable packaging reduces the demand for primary raw 
materials from nature, alleviating pressure on forests.
Conversion and packing
• Reusable or recyclable packaging
We work closely with our customers to deploy reusable or 
recyclable packaging designs that improve line efficiency 
with optimised pack designs and real-life testing, reducing 
environmental impact.
Retail and use
• Recyclability
We collaborate with some of the world’s most  
iconic brands, developing on-pack sustainability 
communications that promote recycling.
Well-designed Shelf-Ready Packaging (SRP) improves 
the efficiency of transport, storage and replenishment 
cycles, lessening the impact on nature.
Our circular business model and its relationship with nature
Conversion & 
packing
Retail
New 
certified 
fibre
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Why does this matter?
Responsible water management is important to benefit and 
respect the needs and priorities of all water users in a 
locality, in a way that does not harm the natural 
ecosystem and water cycle.
How does this contribute to the 
Sustainable Development Goals?
Responsible water management contributes to 
improving water quality, efficiency and scarcity, 
protecting and restoring water ecosystems.
Now
• By 2025, 100 per cent of our paper mills and packaging 
sites to have water management plans
This is an update to our previous target, which was to 
maintain water stress mitigation plans at 100 per cent of our 
sites identified as at current or future risk of water stress.
This target was achieved in 2019/20 and continues to be 
maintained as a business-as-usual practice.
Next
• By 2030, 10 per cent reduction in water withdrawal 
per tonne of production at mills at risk of water 
stress compared to 2019
MANAGEMENT
Water withdrawals at paper mills located in 
regions at risk of water stress (per metric tonne 
of net saleable production) (m3/t nsp)
2022/23
2021/22
2020/21
2019/20
8.9
8.1
8.1
8.5
How does this enable the  
circular economy?
Processes for natural resource use are 
designed to allow natural systems to 
regenerate. By reducing the amount of 
water we withdraw from nature to carry 
and transform fibre through our 
operations, we reduce pressure on natural 
systems. By reusing and recycling water 
multiple times and through efficient water 
treatment, over three quarters of the 
water we withdraw is safely returned to 
the natural environment to continue the 
water cycle.
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WATER MANAGEMENT 
By 2030, 10 per cent reduction in water 
withdrawal per tonne of production at mills at 
risk of water stress compared to 2019
In 2022/23, the average water withdrawal per tonne of 
production at paper mills located in regions at risk of water 
stress was 8.9 m3/t nsp (tonne net saleable production) 
(2021/22: 8.1 m3/t nsp).
This increase is attributed to changes in production patterns 
given the reduction in packaging volumes and subsequent 
demand for paper compared to prior years. This includes a 
greater number of shutdown periods, requiring drainage and 
refilling. It is anticipated that the stronger performance will 
return as volumes recover.
Significant investments, including the new wastewater 
treatment plant at Zarnesti Mill and a new freshwater 
recycling (recirculation) system at Pazardzhik Mill have 
helped to significantly reduce water withdrawal.
At Pazardzhik Mill, a new water recirculation system has 
been installed, which has reduced water withdrawal by 
c. 23 per cent compared to 2019/20.
This has been made possible due to installation of a three-
stage grid filter within the effluent system to remove 
contaminants so that recovered water can easily flow 
back into the process, which now recirculates around 
12m3 of water per tonne of production.
Progress towards this target lessens pressure on natural 
water resources through water reduction, reuse and recycle 
opportunities, protecting water as a finite natural resource.
Managing water resources
In our direct operations, over half of our sites maintain 
ISO 14001-certified environmental management systems, 
which includes practical tools to manage environmental 
impacts and responsibilities.
This enables management that is specific to local contexts 
and regular reviews meaning that responses to water-
related risks can be implemented in a timely manner.
Case study
New wastewater treatment at Zarnesti Mill
During 2022/23, an €8.7 million wastewater 
treatment plant (WWTP) upgrade was completed at 
Zarnesti Mill.
The project, undertaken as part of a wider 
modernisation project, including sewerage system 
replacement and water treatment improvement, will 
decrease freshwater withdrawal and consumption.
Through increased water reuse and recycling, it is 
expected that the changes will decrease 
water withdrawal by c. 20 per cent.
Furthermore, through an aerobic digestion process, 
biogas is produced from the wastewater treatment 
process. There are plans in place for this to become a 
renewable fuel source as part of a future boiler 
upgrade, which will reduce the amount of 
natural gas required to meet the energy 
demand of the mill.
Reducing our freshwater consumption
Our business is vitally dependent on freshwater given that  
it is intrinsic to the papermaking process. Water is used as a 
transportation medium for our primary raw material (fibre) 
as it is transformed from used paper to recycled paper. It is 
also used as a means for transferring energy (as steam), 
within both papermaking and corrugating.
Given that around 95 per cent of the water that we  
withdraw is used for papermaking, our major initiatives to 
reduce freshwater consumption are focused on making 
improvements at our paper mills.
These initiatives include:
1. Reusing freshwater multiple times
By changing the configuration of machinery, infrastructure 
and processes to allow water to enter a different part of the 
process before being returned to the natural environment
2. Recycling freshwater multiple times
By changing the configuration of machinery, infrastructure 
and processes to allow water to cycle multiple times  
within the same process before being returned to the 
natural environment
3. Optimising water intensive processes
By improving the processes that require water so that they 
are more efficient and less resource intensive, such as 
making changes to how water spray nozzles are configured, 
with the potential to reduce energy and water consumption
4. Upgrading water intensive equipment
By investing in new and improved equipment that is less 
resource intensive, with the potential to reduce energy as 
well as water consumption
All of these practices help to reduce water withdrawal and 
consumption, conserving and protecting water.
As part of our supplier engagement programme, we set 
standards relating to water reduction and assess the water 
performance of our suppliers using EcoVadis.
This supplements our use of WRI Aqueduct to identify direct 
operations located in water-stressed areas across all of our 
manufacturing sites globally. The results of this analysis are 
used to inform water-related risk assessments, and 
reporting, including on climate risk.
Our Group-wide Water Stewardship Policy sets out our 
approach to water stewardship, including our commitments 
to work with our local communities and regulators to ensure 
that wherever we operate, water is used efficiently.
We participate in the CDP Water Security questionnaire 
annually, providing transparency and accountability for 
performance on water.
2019/20
2020/21
2021/22
2022/23
12.9
14.2
13.6
14.8
Total water consumption (million m3)
57
55.2
54.6
53.8
2019/20
2020/21
2021/22
2022/23
Borehole
Municipal
Surface
Total water withdrawals, by source (million m3)
Turn to page 57 for other water metrics
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WATER MANAGEMENT CONTINUED
Case study
Reusing water from improved ink treatment
After two years of preparation, Alès packaging plant, 
located near Nîmes in France, successfully 
commissioned a new flexographic printing 
ink effluent treatment station.
Whilst these inks, used in the printing of packaging 
materials, are popular due to their low cost and 
high quality, there are pigments, solvents and other 
additives in the wastewater that must be treated 
before it can be returned to the natural environment.
The new station utilises safe chemical treatment to 
aggregate, filtrate, oxidate and demineralise the 
wastewater so that it can be reused in another part 
of the printing process.
This reuse of water helps to reduce water withdrawal 
from the natural environment, in addition to avoiding 
shipping industrial liquids that would traditionally 
have to be treated elsewhere.
By 2025, 100 per cent of our paper  
mills and packaging sites to have water 
management plans
We continue to take a risk-based approach to water 
stewardship, which includes water stress mitigation 
planning combined with water withdrawal reduction 
initiatives in the regions most likely to be impacted by 
future water stress.
In 2022/23, we maintained water stress mitigation plans  
at the 29 sites identified as at risk of water stress.
This includes business continuity planning, regular contact 
with relevant stakeholders (e.g. the water authority and 
local community) and monthly water performance tracking.
From mitigation to responsible water management 
Given the importance of protecting water as a finite natural 
resource, we are extending this approach with a new 
Now & Next target to implement water management plans 
at 100 per cent of our paper and packaging sites by 2025.
This will go beyond mitigation planning to proactive 
stewardship, including the identification of water reduction 
opportunities at a wider range of our sites. 
Adapting to climate change
In the long term, there is a risk that competition for water 
could increase in the river basins from which we withdraw 
water. There is a chance that local authorities could impose 
supply constraints to prioritise domestic supplies over 
industrial users of water.
In our Task Force on Climate-related Financial Disclosures 
(TCFD) reporting, we have identified that increased 
likelihood of water stress is a chronic physical risk arising 
from climate change.
Water stress has the potential to impact specific 
geographies in the long term, and is likely to be more severe 
in a higher warming scenario (e.g. in a greater than 2°C 
world compared to pre-industrial era temperature levels).
As part of our climate scenario analysis, we have considered 
the potential primary financial impact of a future water 
curtailment event to consider the resilience of our 
strategies, taking into consideration different 
climate scenarios.
We consider our present-day strategies resilient to 
climate-related risks and opportunities, helped in part by key 
mitigation actions, including the major initiatives to reduce 
freshwater consumption outlined on the previous page.
 See DS Smith Annual Report 2023, pages 52-63 for our 
Task Force on Climate-related Disclosures (TCFD) reporting
Information and policies
Water Stewardship Policy
WRI Aqueduct Water Risk Atlas
CDP Water Security
Water withdrawal in regions at current 
or future risk of water stress (%)
Total water abstracted from 
regions at current or future 
risk of water stress
Total water abstracted from 
regions not at current or 
future risk of water stress
38%
62%
Water stress mitigation planning
For several years now, we have required our sites 
identified as at risk of water stress to maintain a 
water stress mitigation plan.
These plans include:
• Training and awareness-raising
• Water reduction, reuse and recycle opportunities
• Business continuity planning
• Stakeholder mapping and engagement planning
• Proactive performance measurement
• Monitoring of watershed conditions
The plans are reviewed annually, and actions  
are created where improvement opportunities  
are identified.
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We are committed to communicating 
detailed non-financial performance 
information to our stakeholders, 
across a wide range of environmental, 
social and governance (ESG) metrics.
In this section
Environmental metrics
Social metrics
Governance and other metrics
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DS Smith Sustainability Report 2023

ENVIRONMENTAL METRICS
Group greenhouse gas (GHG) emissions
Metric
Unit
2022/23
2021/22
2019/20 
base year
Compared  
to last 
year
Compared 
to base 
year
Direct (Scope 1) GHG emissions
tonnes CO2e
1,542,250*
2,023,278*
2,181,890
-24%
-29%
Indirect (Scope 2 market) GHG emissions
tonnes CO2e
833,759*
759,257*
792,275
10%
5%
Indirect (Scope 2 location) GHG emissions
tonnes CO2e
891,267*
886,062*
875,544
1%
2%
Indirect (Scope 3) GHG emissions
tonnes CO2e
5,015,409
5,468,167
5,671,528
-8%
-12%
Total GHG emissions1
tonnes CO2e
7,391,418
8,250,702
8,645,693
-10%
-15%
Gross Scope 1 and 2 (market) GHG emissions
tonnes CO2e
2,376,009*
2,782,535*
2,974,165
-15%
-20%
GHG emissions from energy export
tonnes CO2e
529,699*
647,258*
791,810
-18%
-33%
Net Scope 1 and 2 (market) GHG emissions2
tonnes CO2e
1,846,310*
2,135,278*
2,182,355
-14%
-15%
Energy consumption
MWh
14,407,601* 15,324,120*
15,707,667
-6%
-8%
Energy exported
MWh
1,739,186*
1,774,539*
1,977,616
-2%
-12%
Total production
tonnes
10,164,657* 11,014,256*
10,222,065
-8%
-1%
GHG emissions per tonne of production
kg CO2e /t nsp3
182*
194*
213
-6%
-15%
Out of Scope GHG emissions
tonnes CO2e
1,018,232*
804,880
552,789
27%
84%
Scope 3 GHG emissions
Scope 3 Category4
Unit
2022/23
2021/22
2020/21
2019/20 
base year
Purchased goods and services
tonnes CO2e
2,341,614
 2,477,300
2,480,272
2,562,626
Capital goods
tonnes CO2e
161,217
86,304
90,017
96,891
Fuel- and energy-related activities
tonnes CO2e
471,063
500,446
494,324
425,243
Upstream transportation and distribution
tonnes CO2e
377,052
425,362
474,224
407,883
Waste generated in operations
tonnes CO2e
119,671*
218,444
231,287
252,834
Business travel
tonnes CO2e
3,912
1,487
381
4,173
Employee commuting
tonnes CO2e
5,390
6,062
4,880
7,992
Upstream leased assets
tonnes CO2e
4,110
4,558
2,009
4,507
Downstream transportation and distribution tonnes CO2e
109,260
118,392
112,632
109,381
Processing of sold products
tonnes CO2e
693,418
725,649
789,587
943,600
End-of-life treatment of sold products
tonnes CO2e
693,027
827,855
806,397
780,090
Investments
tonnes CO2e
35,675
76,308
76,308
76,308
Total Indirect (Scope 3) GHG emissions
tonnes CO2e
5,015,409
5,468,167
5,562,318
5,671,528
1. This is the metric used for our science-based target, calculated using the market-based approach. 2. This is calculated as (‘Scope 1’ + ’Scope 2 
(market-based)’) – ’GHG emissions from energy exports’ to subtract the avoided emissions as a result of energy sales. 3. ‘t nsp’ – metric tonnes net 
saleable production. 4. Scope 3 categories 11, 13 and 14 are excluded on the basis of relevance or materiality - see our Basis of Preparation online.
 * Independent Assurance has been obtained for the metrics marked with an asterisk ‘*’ – see assurance statement opposite.
Independent verification to a limited level of assurance for the 2019/20 base year was provided by Bureau Veritas.
Energy and fuel
Energy
Renewable 
sources (MWh)
Non-renewable 
sources (MWh)
Total energy 
consumed (MWh)
Consumption of fuel (excluding feedstock)
2,927,967
7,650,753
10,578,720
Consumption of purchased or acquired electricity
260,651
1,457,093
1,717,744
Consumption of purchased or acquired steam
558,188
1,547,377
2,105,565
Consumption of self-generated non-fuel renewable energy 
5,572
–
5,572
Total energy consumption
3,752,378
10,655,223
14,407,601*
Fuel
For self-
generation 
of electricity 
(MWh)
For self-
generation 
of heat (MWh)
For self-
generation 
of steam (MWh)
For self-
cogeneration or 
trigeneration 
(MWh)
Total fuel 
consumed (MWh)
Sustainable biomass
–
–
–
1,237,382
1,237,382
Other renewable fuels
–
–
–
1,690,586
1,690,586
Coal
–
38,007
–
–
38,007
Oil
–
333,249
–
–
333,249
Gas
–
16,455
1,098,170
6,164,871
7,279,496
Total fuel consumption
–
387,711
1,098,170
9,092,839
10,578,720
Generation
Total gross 
generation 
(MWh)
Generation that 
is consumed by 
DS Smith (MWh)
Gross generation 
from renewable 
sources (MWh)
Generation from 
renewable 
sources that is 
consumed by 
DS Smith (MWh)
Electricity
1,908,264
474,741
652,462
119,545
Heat
387,712
387,712
-
-
Steam
4,590,259
4,590,259
2,154,672
2,154,672
Renewables
2022/23
2021/22
2020/21
2019/20
Energy consumption from renewable source (%)
26
21
17
17
Electricity from renewable source (%)
15
13
12
11
Independent Assurance Statement
Deloitte have provided independent third-party limited assurance in accordance with the International Standard for Assurance 
Engagements 3000 (ISAE 3000) and Assurance Engagements on Greenhouse Gas Statements (ISAE 3410) issued by the 
International Auditing and Assurance Standards Board (IAASB) over the selected information, identified with * in the above 
table, and other selected information relating to carbon, energy, water, waste, production and employee diversity identified 
with * within DS Smith Annual Report 2023, DS Smith Sustainability Report 2023 and DS Smith ESG Databook 2023. Deloitte’s 
full unqualified assurance opinions, which include details of the selected information assured in 2023/22 and 2022/21, can be 
found on our ESG Reporting Hub, at https://www.dssmith.com/sustainability/reporting-hub
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ENVIRONMENTAL METRICS CONTINUED
Water
Metric
Unit
2022/23
2021/22
2020/21
2019/20
Water withdrawals
m3
53,802,571*
54,644,995*
55,237,583
57,451,994
Borehole water
m3
33,202,877
32,359,020
33,417,463
33,997,190
Municipal water
m3
2,270,500
2,062,697
1,950,460
2,858,967
Surface water
m3
18,329,194
20,223,278
19,869,660
20,595,838
Water recirculated for reuse
m3
146,383
543,325
473,832
Water discharges
m3
39,159,644*
41,584,291*
41,560,885
44,543,734
Fresh surface (river)
m3
16,858,349
17,881,245
17,871,181
19,153,806
Brackish surface (sea)
m3
19,791,514
19,960,460
19,949,225
21,380,992
3rd party or municipal
m3
2,509,781
3,742,586
3,740,480
4,008,936
Total water consumption
m3
14,789,310*
13,604,030*
14,150,530
12,908,260
Water withdrawals in areas 
of risk of water stress
Percentage
38
31
36
36
Waste
Metric
Unit
2022/23
2021/22
2020/21
2019/20
Total waste
tonnes
1,438,424*
1,510,728
1,623,229
1,641,493
Recycled
tonnes
912,649*
949,442
1,056,831
1,038,275
Landspread
tonnes
176,206*
162,455
184,679
156,123
Incinerated
tonnes
144,932*
142,911
123,494
105,168
Landfilled
tonnes
204,637*
255,920*
258,225
341,927
Recycling rate1
Percentage
63
63
65
63
Hazardous waste
tonnes
3,683
3,424
3,120
3,940
Some historic data may not be given owing to limited coverage.
* Independent Assurance has been obtained for the metrics marked with an asterisk ‘*’ – see the summary assurance statement on page 56.
1. This is the recycling rate (‘Recycled’ divided by ‘Total waste’) of the waste generated in our operations, which is predominantly as a result of a wide 
range of ‘reject’ materials that enter our papermaking process (see page 15). This should not be confused with the post-consumer recycling rate or 
recyclability of our fibre-based products.
2. This table has been developed compared to last year to aid comprehension. ’Pulp’ and ’Virgin fibre’ have been consolidated into a single line and ’Other 
production’ removed to simplify the table. It is important to note that whilst operating in an integrated model, all of our sites and operating divisions 
are individual operations that buy and sell from and to external and internal suppliers and customers. This is the main reason why the figures do not 
balance between the raw material inputs and production outputs.
3. This is the waste physically processed by our Recycling Depot network and excludes ’traded waste’ – see page 74 for definitions.
Materials2
Metric
Unit
2022/23
2021/22
2020/21
2019/20
Raw material inputs
Recycling depots
Waste for recycling3
tonnes
1,091,297
1,093,932
961,182
972,110
Paper mills
Pulp
tonnes
638,633
647,043
664,043
653,973
Recovered fibre
tonnes
4,013,215
4,439,638
4,608,449
4,489,830
Lumber mill 
Wood from our own forests
tonnes
22,752
77,118
41,252
51,278
Wood purchased externally
tonnes
941,035
1,003,140
1,098,968
932,540
Packaging plants
Recycled paper
tonnes
3,718,845
4,042,248
3,777,029
3,875,536
Virgin paper
tonnes
892,295
996,388
972,168
945,645
Recycled or chain of custody Percentage
100
100
100
100
Production outputs
Paper mills
tonnes
4,096,111
4,540,718
4,701,920
4,565,262
Packaging plants
tonnes
5,042,246
5,587,133
5,132,884
4,954,015
Environmental incidents
Metric
Unit
2022/23
2021/22
2020/21
2019/20
Major incident
Number
0
0
0
0
Minor incident
Number
39
47
38
47
DS Smith ESG Databook 2023, which is available to download from the ESG Reporting Hub on the DS Smith website, 
contains additional metrics and our basis of preparation, which explains the approach we have taken to prepare and 
report ESG information. The complete independent assurance report can also be found online.
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SOCIAL METRICS
Employees
Metric
Unit
2022/23
2021/22
2020/21
2019/20
2018/19
Total number of employees
Number
29,519
29,584
28,864
29,266
31,930
Full-time contract
Percentage
92.4
92.3
92.4
92.4
92.8
Part-time contract
Percentage
3.0
2.3
2.7
2.7
2.6
Temporary contract
Percentage
4.6
5.4
4.9
4.9
4.6
Employees joining
Number
4,869
6,667
4,298
4,537
6,958
Employees leaving1
Number
5,034
4,711
3,896
4,435
4,135
Resignation/retirement
Percentage
58
63
50
57
63
Employee turnover1
Percentage
16.99
16.09
13.39
14.64
13.84
Voluntary
Percentage
9.83
10.32
6.88
9.03
9.20
Length of service > 10 years
Percentage
42.3
42.6
44.8
45
45.6
Employee age <21 years
Percentage
1
1
1
1
1
Employee age 21-30 years
Percentage
14
14
14
14
15
Employee age 31-40 years
Percentage
23
23
22
22
21
Employee age 41-50 years
Percentage
26
26
26
26
26
Employee age 51-60 years
Percentage
28
27
27
27
26
Employee age >61 years
Percentage
6
5
5
5
5
Age unrecorded
Percentage
2
4
5
5
6
Employees under collective bargaining agreements
Percentage
85
85
85
Gender diversity
Metric
Unit
2022/23
2021/22
2020/21
2019/20
2018/19
Board of Directors
% female
37.5
37.5
37.5
33.3
22.2
Senior leadership2
% female
34.5
31.8
32.4
27.9
28.3
All employees
% female
22.9*
22.5
21.9
21.7
22.2
Graduate recruitment
% female
50
64
66.7
25
47.4
UK gender pay reporting
Average (mean) total gender pay gap
Percentage
-2.9
2.2
3.5
4.7
10.2
Average (median) total gender pay gap
Percentage
1.5
6.6
6.2
6.7
10.3
Some historic data may not be given owing to limited coverage.
* Independent Assurance has been obtained for the metrics marked with an asterisk ‘*’ – see the summary assurance statement on page 56.
1. Excludes employee turnover owed to divestments. 
2. Senior leadership is defined in accordance with the requirements of the FTSE Women Leaders Review as those on our four Executive Committees - Global Operating 
Committee; Global Strategy Committee; M&A Committee; and Health, Safety, Environment and Sustainability (HSES) Committee - and their direct reports.
Health and safety
Metric
Unit
2022/23
2021/22
2020/21
2019/20
2018/19
Lost Time Accidents (LTAs)
Number
103
110
113
138
140
Employees
Number
91
96
101
119
121
Contractors
Number
12
14
12
19
19
Accident Frequency Rate (AFR)3
Number
1.82
1.93
2.04
2.40
2.41
Fatalities
Number
0
0
0
0
1
Total Recordable Injury Rate (TRIR)
Number
1.08
1.42
1.42
1.96
2.08
Lost Time Injury (LTI) Severity Rate
Number
0.12
0.11
0.13
0.13
0.15
Training and development
Metric
Unit
2022/23
2021/22
2020/21
2019/20
2018/19
Average hours of training and development
Hours per FTE
32
26
24
Promotions (positions filled by internal candidates)5
Number
696
626
388
427
312
3. The 2021/22 figure has been restated (correction from 1.91 published last year).
4. Scope: Partial data coverage representing c. 82 per cent of the workforce at this time.
5. Scope: Partial data coverage representing UK employees only at this time.
DS Smith ESG Databook 2023, which is available to download from the ESG Reporting Hub on the DS Smith website, 
contains additional metrics and our basis of preparation, which explains the approach we have taken to prepare and 
report ESG information. The complete independent assurance report can also be found online.
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GOVERNANCE AND OTHER METRICS
Business ethics
Metric
Unit
2022/23
2021/22
2020/21
2019/20
2018/19
SMETA1 non-conformances
Entitlement to work
Number
0
2
1
4
3
Environment
Number
2
3
3
3
4
Health, safety and hygiene
Number
13
15
30
32
48
Management systems
Number
2
3
16
4
3
Regular employment and wages
Number
4
4
4
8
10
Working hours
Number
4
8
3
4
6
Other
Number
4
3
1
1
2 
Management system certifications
Metric
Unit
2022/23
2021/22
2020/21
ISO 9001
% of sites
72
74
75
ISO 14001
% of sites
55
56
56
ISO 50001
% of sites2
100
100
100
ISO 45001 or OHSAS 18001
% of sites
33
33
34
FSC®
% of sites3
100
100
100
PEFC
% of sites
2
3
2
SFI
% of sites
2
2
2
Paper certifications4
Metric
Unit
2022/23
2021/22
2020/21
2019/20
FSC® Mix
% of papers
6
7
7
7
FSC® Recycled
% of papers
75
73
73
73
FSC® Controlled Wood
% of papers
19
20
20
20
Responsible sourcing (sustainable procurement)
Metric
Unit
2022/23
2021/22
2020/21
2019/20
2018/19
Suppliers agreed to our supplier standards
Percentage
78
78
45
11
2
Strategic suppliers agreed to our GSS5
Percentage
100
100
100
74
30
Strategic suppliers assessed on sustainability6
Percentage
100
100
100
74
Suppliers engaged in improvement plans
Number
63
68
46
18
Initiated actions to improve performance
Number
444
330
389
239
Completed actions to improve performance
Number
222
167
180
139
1. Sedex Members Ethical Trade Audit (SMETA).
2. Scope: Sites accounting for at least 90 per cent of overall Group energy consumption.
3. Scope: Packaging, Paper and Paper Sourcing sites that trade or manufacture products derived from timber.
4. Scope: Papers purchased through our centralised Paper Sourcing platform.
5. Global Supplier Standard (GSS). 
6. Assessed on sustainability refers to undertaking the EcoVadis sustainability ratings assessment, or via other means. 
Improvement plans, initiated actions and completed actions refer to those issued within the EcoVadis platform.
Some historic data may not be given owed to limited coverage.
Strategic suppliers comprise c. 76 per cent of our Scope 3 Purchased Goods and Services emissions. 
DS Smith ESG Databook 2023, which is available to download from the ESG Reporting Hub on the DS Smith website, 
contains additional metrics and our basis of preparation, which explains the approach we have taken to prepare and 
report ESG information. The complete independent assurance report can also be found online.
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In this section
Materiality assessment
Stakeholder engagement
Governance
Responsible business
Responsible sourcing
Compliance
Global Reporting Initiative (GRI) Index
SASB Standards Index (Containers & Packaging)
Glossary
DS Smith Sustainability Report 2023
We are committed to being rigorous in our approach 
to sustainability, engaging with our stakeholders 
proactively and designing robust governance over 
our activities. This commitment is included in our 
high-standards for responsible and ethical business 
and sourcing.
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MATERIALITY ASSESSMENT
Refreshing our materiality assessment
Reflecting the pace of change in the world, in 2022/23 we 
refreshed our assessment to ensure that our Sustainability 
Strategy captures changes in the prioritisation of issues 
since the assessment was undertaken three years ago.
In order to be responsive to the priorities of our stakeholders, 
we adopted a ‘double materiality’ approach.
Impact materiality
A lens to evaluate the impacts that the business has on 
people and the environment (‘inside-out’).
Financial materiality
A lens to evaluate the impacts that people and the 
environment have on the business (‘outside-in’).
Methodology
A three-stage approach was undertaken:
1. Landscape review to refresh 2019 topic long-list
2. Input from internal and external stakeholders
3. Analysis and prioritisation of topics
The topics were identified and prioritised using industry 
analysis, reports and reporting frameworks, alongside 
stakeholder engagement through surveys and interviews.
Results
The assessment indicated that circular economy (including 
recyclability and product design for optimal resource use) and 
climate change (including energy use and energy efficiency) 
remain top priorities, being of critical importance for both 
the business and for people and the environment.
Biodiversity and the regeneration of nature emerged as 
nascent topics that had increased in importance and health 
and safety, diversity and inclusion and human rights were 
also identified as important.
These findings informed the development of our Now & 
Next Sustainability Strategy, and will guide our activities 
over the coming years.
Materiality matrix
DS Smith's impact on society and the environment
Impact to DS Smith
High
High
Medium
Medium
24
25
26
23
22
21
20
19
18 16
17
11
9
5
2
1
7
8
10
6
15
14
12
34
3
13
List of sustainable development issues (topics)
1 
Climate action
2 
Energy use and efficiency
3 
Product design for optimal resource use
4 
Recyclability
5 
Transitioning to a circular economy
6 
Biodiversity and regeneration of nature
7 
Business ethics, ESG governance and transparency
8 
Post consumer waste and recycling infrastructure
9 
Responsible sourcing
10 
Community engagement and impact
11 
Data privacy and security
12 
Diversity, equity and inclusion
13 
Fair wages and labour
14 
Human rights in the value chain
15 
Physical and mental wellbeing
16 
Product health and safety
17 
Public policy and advocacy
18 
Sustainable consumer choices
19 
Sustainable forest management
20 
Waste in operations
21 
Water efficiency and quality
22 
Water scarcity
23 
Education development and upskilling
24 
Employee engagement
25 
Health and safety
26 
Re-use business models
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STAKEHOLDER ENGAGEMENT
Dialogue with our stakeholders
We are taking a leading role in our industry to shape the 
sustainability agenda and lead the transition to the 
circular economy.
Stakeholder engagement is an essential building block of 
our Now & Next Sustainability Strategy and wider business 
activities and engagements.
We maintain ongoing dialogue with a range of stakeholders, 
listening to them in order to shape our priorities.
This includes in our triennial materiality assessment, which 
involves consultation with a wide range of stakeholders, 
explained further on page 61
Over this page and the next, examples of engagement with 
our stakeholders on sustainability and ESG topics are given.
Our wider approach to stakeholder engagement is described 
on pages 14 and 15 of DS Smith Annual Report 2023
Stakeholder
Who we engage
What they tell us
What we are doing
Customers
We equip our Sales, Marketing and Innovation 
teams to be able to support our customers with 
their sustainability challenges
Driven by consumer trends, customers want to compare 
product specifications to calculate the environmental  
impact of packaging, as well as assess our sustainability 
performance generally 
• Designing with our Circular Design Principles
• Utilising our Circular Design Metrics
• Responding to sustainability data requests from customers
Investors
We engage with many of our largest shareholders, 
as well as some smaller shareholders, on topical 
issues of particular interest to them
Investors expect to see honest and transparent 
communication, primarily focused on carbon, forestry and 
water and the opportunity for DS Smith with sustainability 
as a growth driver across the packaging industry
• Showcasing our latest circular packaging innovations
• Improving our performance in ESG ratings
• Providing analysts with non-financial information
Employees
We involve colleagues in not only delivering 
but also making our sustainability plans,  
drawing on key expertise and skills from across  
the business both internally and through the 
European Works Council
Our people want to feel proud of their employer, that their 
personal values are reflected in their workplace, and they 
can make a real impact and a difference in their job
• Equipping our people to lead the way in the circular economy
• Regular employee surveys and ‘pulse’ surveys which inform 
local action plans and sharing of best practice
• Launching and supporting Employee Resource Groups (ERGs) 
to open up involvement and encourage action
Suppliers
We focus on engaging our strategic suppliers – 
those with whom we have a long-term, mutually 
cooperative relationship with mutual commitment 
where significant and ongoing value is accrued 
to both parties through operational capabilities
Suppliers want to know how they can support us in 
delivering our sustainability plans through the products  
and services we purchase from them
Suppliers want to know our standards and expectations of 
them, particularly in reducing emissions to reach Net Zero
• Communicating our minimum supplier standards in our 
Global Supplier Standard, assessing supplier sustainability 
performance and helping them to improve
• Identifying opportunities to collaborate and work in partnership 
towards tackling common sustainability challenges
• Introducing our suppliers to Circulytics and encouraging them 
to set their own science-based targets, utilising platforms 
such as CDP and the Supplier Leadership on Climate Transition 
Initiative, as part of our commitment to encourage 100 per 
cent of our strategic suppliers to set their own science-based 
target by 2027
Regulators and 
policy makers
• European Commission and 
Parliament representatives
• Country level government representatives, 
e.g. UK Government, Members of 
Parliament, ambassadors
• Policy advisors and researchers
• Local government representatives, 
e.g. mayors, councillors
The primary focus of regulators and policy makers has  
been on:
• Climate change
• Plastic packaging
• Waste
• Eco-design
• EPR (Extended Producer Responsibility)
• Meetings with MPs about our local operations and relevant 
developments, e.g. energy security and supply, raw materials 
(such as starch) and external events such as the war in 
Ukraine and the impact on supply chains
• Engaging on climate topics, including Net Zero
• Responding to a range of government consultations,  
typically through industry associations
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STAKEHOLDER ENGAGEMENT CONTINUED
Stakeholder
Who we engage
What they tell us
What we are doing
Media, 
consultancy 
and education
• Ipsos Mori
• Key financial, business and consumer  
editors and reporters including CNBC,  
Reuters, Financial Times and Sunday Times
• YouGov
• University of Leeds and others
Our interactions with media and consultants have been 
focused on:
• Science-based targets and Net Zero
• Trends in sustainability, plastic replacement, 
e-commerce and recycling
Our campaigns and research this year focused on:
• Designing out problem plastics
• Consumer recycling behaviours
• Recycling confidence, behaviour and damaged deliveries
• ‘Air commerce’ and oversized packaging
Trade 
associations 
and industry 
bodies
• FEFCO (European Federation of Corrugated 
Board Manufacturers)
• Cepi (Confederation of European  
Paper Industries)
• EUROPEN (The European Organisation  
for Packaging and the Environment)
• 4evergreen
• National trade associations, including:
• CPI (The Confederation of Paper Industries)
• The Packaging Federation
• WRAP (Waste and Resources Action Programme)
• BPF (British Plastics Federation)
• FCCG (Food Contact Coordination Group
Driven by government and policy makers, trade associations 
have been focused on regulatory developments around:
• Plastic
• Waste
• Recyclability
• Eco-design
• Food contact
• Carbon
• Awareness of the benefits of corrugated
• Implications of the above on product design
Technical experts across our business were involved in 
the following:
• 4evergreen, a cross-industry initiative to drive the recycling 
rate of paper products in Europe to 90 per cent by 2030
• Input into legislative processes, e.g. around eco-design 
for e-commerce packaging
• Food contact matters
Non-
governmental 
organisations 
and charities
• Ellen MacArthur Foundation
• Forest Stewardship Council
• UN Global Compact
• NGO partners in various projects
• Organisations related to Covid-19 relief  
(e.g. food distribution)
• Charities near our sites
• Charities supported by the DS Smith  
Charitable Foundation
• IFRS ISSB 
(International Sustainability Standards Board)
• Organisations such as the Ellen MacArthur Foundation tell  
us what we’re doing well and what we could do better in 
their area of expertise
• Charities tell us about local needs and how DS Smith  
can help drive biodiversity and education for the  
circular economy
• The ISSB sets standards to guide the disclosure of 
financially material sustainability information to investors
• Continuing our strategic partnership with the Ellen 
MacArthur Foundation
• Becoming involved in a variety of local community groups to 
improve and enhance the communities in which we operate
• Participating in the Technical Reference Group (TRG) to 
contribute to the technical development of the new IFRS 
Sustainability Disclosure Standards
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GOVERNANCE
Increasingly, stakeholders are interested not only in  
what we do, but how we do it. Strong governance is 
essential to deliver our Purpose of ‘Redefining Packaging  
for a Changing World’ and our vision of being the leading 
supplier of sustainable packaging solutions. We are 
committed to maintaining strong governance,  
accountability and reporting.
Governance of sustainability
Sustainability lies at the heart of our business, where it is  
led by our leadership. Our Group Operating Committee (GOC), 
the Group Chief Executive’s management board for leading 
Group-wide priorities, includes sustainability at the heart  
of its agenda. Accountability ultimately lies with the Group 
Chief Executive and sustainability risks, opportunities and 
strategy are considered by the Board of Directors as core  
to the Group’s operations. These are reviewed monthly  
by the Health, Safety, Environment and Sustainability 
(HSES) Committee.
Topics discussed this year included:
• Circular economy, including recyclability and biodiversity
• Now & Next progress, including monthly GHG forecasts
• Roadmaps to deliver the 1.5°C science-based target
• Supplier engagement for Scope 3 emissions reduction
• Government affairs and the policy environment
• Community affairs programme
• ESG ratings performance
Governance of ESG reporting
The Group ESG Reporting Team produces environmental, 
social and governance data and oversees the governance 
and assurance arrangements required to meet the Group’s 
non-financial reporting obligations.
Board
Including related committees, e.g. Audit Committee 
Receives regular progress updates and approves substantial strategic decisions
Health, Safety, Environment and Sustainability (HSES) Committee
Chaired by the Group Executive, this management committee of the Group Operating Committee (GOC) reviews sustainability performance,  
processes and strategies. It monitors compliance with responsibilities and commitments, and approves strategic decisions
Sustainability Leadership  
Team (SUSLT)
Chaired by the Director of Corporate Affairs,  
this is a cross-Divisional and multi-Functional  
group with Director-level membership  
which leads the delivery of our  
Now & Next Sustainability Strategy
Group ESG Reporting 
Team (Finance)
Reporting to the Group Finance Director and led by 
the Group Financial Controller, this team produces 
non-financial reporting, including the governance 
and assurance of information, to meet the Group’s 
non-financial reporting commitments
Sustainability Delivery Team
Reporting to the Group Engineering team and led 
by the Sustainability Delivery Director, this team is 
responsible for coordinating the delivery of carbon, 
water and waste roadmaps.
Group Sustainability and Community  
Affairs Team (Corporate Affairs)
Reporting to the Director of Corporate Affairs  
and led by the Head of Sustainability and 
Community Affairs, this team partners with the 
business to deliver Now & Next and runs our 
Community Programme
Sustainability Network
Drives delivery of progress in their respective areas of oversight, e.g. 
SMI (Sales, Marketing and Innovation), FSC, sustainable procurement
Sites
Hold operational -lead responsibility for implementation 
including HSE (Health, Safety and Environment)
Project teams
Horizontal collaboration platforms to launch initiatives, progress 
delivery and resolve challenges, e.g. SBT/Net Zero, circular design, 
plastic replacement, community engagement
Divisional and Functional Leadership
Receive regular progress updates and consult on decisions related to their areas of oversight
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RESPONSIBLE BUSINESS
Chemical safety
We ensure that any chemicals or hazardous substances used 
in our manufacturing processes are deployed in a manner 
that minimises risk to people and the environment.
Where possible, we are selective in our use of materials, 
chemicals and substances that may be of human health  
and/or environmental concern and we substitute or 
eliminate Substances of Very High Concern (SVHCs)  
from our manufacturing processes.
We ensure compliance with Regulation EC 1907/2006 on 
the Registration, Evaluation, Authorisation and Restriction 
of Chemicals as amended (“REACH Regulation”) for all 
personnel involved in the procurement, storage, 
handling and use of chemicals.
This involves monitoring the candidate list of SVHCs  
to ensure that additions to the list are evaluated with 
respect to our products. If substances appear on this list, 
they are identified, and relevant stakeholders are notified 
where appropriate.
We monitor where and in what quantity SVHCs are present, 
their purpose, whether they are part of the Company’s 
product formulation, and whether they can be substituted or 
eliminated. Where possible, efforts are made to substitute or 
eliminate SVHCs.
Customer and product safety
We have a duty to ensure that all our products achieve 
legal compliance. Within the packaging industry, the 
most significant product safety impact is in food packaging.
This is of upmost importance to us, with FMCG and consumer 
goods, including food, comprising the majority of our 
customer base.
We actively follow regulatory initiatives to ensure compliance 
with laws and standards. We work together with our suppliers 
to select only safe additives and raw materials for our paper 
mills and packaging sites. We manufacture paper and food 
contact products according to Good Manufacturing Practice 
(GMP) principles and conduct regular testing of paper purity 
as part of our compliance schemes.
In the Packaging division, our food contact products are 
risk assessed before production. We would not knowingly 
produce a product that does not comply with the applicable 
laws or poses an unacceptable risk to consumers.
In 2022/23, we had zero (2021/22: zero) product safety-
related recalls.
Code of Conduct
Our Code of Conduct describes expectations that apply to 
all our employees, providing guidance on our approach to 
ethical business practices, human and labour rights and 
the environment. It is made available to employees as part 
of their induction and has been translated into multiple 
languages. It is linked to our core values: to be caring, 
challenging, trusted, responsive and tenacious.
All employees are encouraged to report any suspected 
misconduct, non-compliance or unethical behaviour.
Code of Conduct summary
Health and safety
Health and safety is our top priority 
and we actively strive for continuous 
improvement of health and safety in 
the workplace.
Business practice
All current and potential business 
partners must be treated fairly 
and equitably. Employees must act 
with honesty and integrity in every 
interaction and comply with all 
applicable laws. Employees must also 
always comply with our Anti-Bribery 
and Anti-Corruption policy, our 
Competition Law Compliance Policy, 
our Conflicts of Interest Policy 
and our Document Retention and 
Personal Data Protection Policies.
Human rights
We respect fundamental human 
rights, and we are committed to 
the principles set out in the United 
Nations Universal Declaration of 
Human Rights. Turn to page 34 
for our complete commitment to 
fundamental human rights standards.
Environment
We are committed to running our 
business in a responsible and 
sustainable manner.
Prevention of tax evasion
We apply a zero-tolerance policy on 
tax evasion and are committed to 
preventing the criminal facilitation 
of tax evasion. We expect anyone 
performing services for or on our 
behalf to share our commitment 
to preventing tax evasion and 
its facilitation and to ensure this 
commitment is adopted throughout 
the provider’s supply chain.
Employee relations
We are an equal opportunities 
employer. We are firmly committed 
to both the principle and realisation 
of equal opportunities and our 
policies are designed to provide  
such equality.
Personal development
We aim to develop our employees  
to fulfil their potential. We  
promote the alignment of  
the Group’s talent behind the  
corporate strategy through 
communication, engagement  
and effective management.
Working transparently
We are committed to conducting 
all of our affairs with openness and 
transparency, subject only to the 
needs of commercial confidentiality.
Community relations
We seek to develop and maintain 
good relationships in the local 
communities in which we operate.
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RESPONSIBLE BUSINESS CONTINUED
Business ethics
We comply with high responsible and ethical 
business standards.
Anti-bribery and anti-corruption
We do not tolerate any form of corruption and we are 
committed to complying with applicable Anti-Bribery  
and Anti-Corruption laws in all countries in which we  
conduct business.
All employees are required to report any circumstances that 
are in breach of our Anti-Bribery and Anti-Corruption Policy.
Online Anti-Bribery and Anti-Corruption training is 
mandatory for targeted audiences and is supplemented  
by live training provided by our Legal Team.
Anti-competitive behaviour
As a global business, DS Smith encounters laws and 
regulations designed to promote fair competition and 
encourage ethical and legal behaviour.
Antitrust and fair competition legislation generally prohibits 
activities that restrain free trade or limit competition.
Prohibited activities include collusion with competitors to fix 
prices, share markets or allocate customers, and sharing of 
commercially sensitive information such as pricing and 
strategy with competitors.
DS Smith is committed to an even playing field in its business 
dealings and is committed to conducting its business in full 
compliance with such legislation.
Gifts and hospitality
We recognise that the act of giving and accepting gifts can 
be part of building normal business relationships. Some 
gifts and hospitality can create improper influence and 
conflicts of interest. Employees are required to report 
any circumstances which are in breach of our Gifts and 
Hospitality Policy.
Political donations
No political donations were made in 2022/23 (2021/22: nil).
DS Smith has a policy of not making donations to political 
organisations or independent election candidates or 
incurring political expenditure anywhere in the world, as 
defined in the Political Parties, Elections and Referendums 
Act 2000.
‘Speak Up!’
Our ‘Speak Up!’ Policy is communicated to employees using 
a variety of formats, such as employee handbooks, our 
intranet and on notice boards. It encourages employees 
to ask for advice or raise their concerns internally about 
unethical behaviour. It also explains the various internal 
channels: reporting via line manager or local HR, internal 
email address direct to the Company Secretary, ‘Speak Up!’ 
telephone number or website, or reporting via a local 
representative of the employee.
‘Speak Up!‘ is available not only to employees, but a range 
of other third parties. It is supported by an independent, 
24/7 telephone number and a website that is available in 
local languages.
Confidentiality is maintained throughout the whole process 
and reasonable steps are taken to ensure that the reporter 
is not subjected to any retaliation from raising the report.
In 2022/23, 33 (2021/22: 50) reports were received, 
investigated and resolved through our ‘Speak Up!’ process.
In 2022/23, we launched ‘Doing Business the Right Way’, an 
internal communications campaign which includes videos 
from our senior leaders that highlight the importance of 
conducting business ethically.
These communications include a reminder of the ’Speak Up!’ 
Policy and the processes to take for colleagues who suspect 
a breach of any of our policies.
’Speak Up!’ reports received, investigated and resolved
2022/23 2021/22 2020/21 2019/20 2018/19
‘Speak Up!’  
reports 
received, 
investigated 
and resolved
33
50
25
33
38
Reports relating 
to alleged HR 
incidents
28
45
19
29
32
Reports relating 
to alleged H&S 
incidents
2
3
5
3
4
Reports relating 
to alleged  
fraud, bribery, 
corruption  
or other 
incidents
3
2
1
1
2
Tax strategy
We aim to manage our tax affairs in a proactive and 
responsible way. Our Group Tax Strategy outlines the 
approach we adopt to manage the tax obligations and 
activities of the Group. 
Information and policies
Anti-Bribery and Anti-Corruption Policy
Code of Conduct
Equal Opportunities and Anti-Discrimination Policy
Human Rights Policy
Modern Slavery Policy
Modern Slavery and Human Trafficking Statement
’Speak Up!’ Policy
Tax Policy
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RESPONSIBLE SOURCING
Sustainable procurement
Setting supplier standards
Our Global Supplier Standard (GSS) documents the high 
expectations that we have of our suppliers in relation to 
sustainability and responsible business.
We continue to ensure that 100 per cent of our suppliers 
agree to comply with our standards, with agreement 
explicitly obtained from c. 78 per cent of our suppliers, 
including 100 per cent of our strategic suppliers.
Over the past year, we have developed the standard to 
make it easier for our suppliers and category managers to 
understand and engage with in their day-to-day business.
The standard, which is based on the ETI (Ethical Trading 
Initiative) base code (an internationally recognised code 
of practice), includes expectations relating to social, 
environmental and governance practices.
Assessing suppliers on sustainability
We use EcoVadis to assess supplier performance, involving 
100 per cent of our strategic suppliers. We proactively share 
scorecards with suppliers, developing Corrective Action 
Plans to address weaknesses on environmental, labour, 
human rights and ethical issues. This provides a clear view 
of the challenges and opportunities within our supply chain, 
allowing us to choose not to buy from suppliers whose 
performance is deemed inadequate.
Helping suppliers to improve and rewarding  
top performers
We engage under-performing suppliers to improve 
weaknesses in line with our Supplier Management Policy.
We conduct on-site audits for suppliers who fail to meet our 
standards. We constructively engage suppliers by retaining 
and educating them in the first instance, to then consider 
whether we continue working with a supplier of concern.
Next year, we are introducing a Sustainability and 
Circularity supplier award, encouraging and celebrating 
the contributions our suppliers make to sustainability.
Managing supply chain risk
We use EcoVadis IQ to apply predictive intelligence to 
monitor and assess risk and ethical business conduct in  
our supply chain. This tool enables us to identify suppliers, 
countries and categories that potentially pose risk and 
address the risk appropriately.
Our suppliers are expected to take an active approach to 
monitoring compliance with our standards, maintaining  
our reputation for excellence, independence and integrity. 
Information and policies
Global Supplier Standard (GSS)
Supplier Management Policy
Modern Slavery Statement
Building circular supply chains
We’re working with our suppliers to develop solutions for 
many of the challenges we face today. This includes our 
Sludge Project and Cutting Tools Project, both of which 
aim to divert waste from landfill. Sludge, coming away 
from our waste water treatment plants, is often sent 
to landfill due to the level of heavy metals in the waste. 
100%
of our strategic suppliers are  
involved in EcoVadis supplier ratings,  
bringing sustainability criteria into  
our purchasing decisions
32%
of purchased goods and services  
emissions generated by suppliers  
either with, or in the process of setting 
science-based targets in 2022/23
Turn to page 22 for information regarding how we are 
engaging our suppliers to set their own science-based 
targets and reduce greenhouse gas emissions
Similarly, cutting tools often end up in landfill due to the 
difficulty of separating steel from wood manually. In both 
instances, we’re engaging with our suppliers to introduce 
circular initiatives to reuse sludge as an input to ink and 
to find recycling opportunities for cutting tools. 
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COMPLIANCE
Our culture of compliance
Our people actively contribute to realising our Purpose of 
Redefining Packaging for a Changing World, moving the 
Group towards its vision of being the leading supplier of 
sustainable packaging solutions.
In doing so, sustainability is placed at the heart of our 
business, uniting our functions, divisions, sites and teams 
across the world.
By nurturing respect, care and ownership, empowerment to 
lead change and a sense of pride in our strong performance, 
we have created a culture where everybody can contribute 
diverse ideas that often become shared practices for how 
we do business.
Compliance with applicable legislation is fundamental to 
our way of doing business. It is a licence to operate and a 
condition of trading.
Building trust in our stakeholders and protecting our 
reputation are crucial, as they lead to repeat business 
and sustainable financial growth.
Compliance monitoring and training
Compliance is monitored by our Legal Team, Governance 
Team and Internal Audit. Our Legal Team provides targeted 
in-person and mandatory online legal compliance training to 
relevant audiences. Audiences are selected on a risk-based 
approach depending on their job profile and function, as well 
as targeting customer and supplier-facing employees.
Alignment with international frameworks
The United Nations Sustainable Development Goals 
(SDGs) set a clear agenda for tackling the challenges of our 
changing world. Throughout this report we have set out 
in detail how our Purpose, circular business, Now & Next 
Sustainability Strategy and sustainable packaging 
contribute to these goals.
Alignment and cooperation internationally are essential to 
achieving our Purpose and we align with the following 
international standards:
• United Nations Global Compact
• United Nations Declaration of Human Rights and 
the Convention on the Rights of the Child
• International Labour Organization Eight 
Fundamental Conventions
• Organisation for Economic Co-operation and 
Development Guidelines for Multinational Enterprises.
Following the United Nations Principle 15 of The Rio 
Declaration on Environment and Development, we apply 
the precautionary principle to reduce our impact on the 
environment. This is also applied in our assessment of 
risk and our approach to data and reporting.
Environmental incidents
In 2022/23, there were 39 (2021/22: 47) minor environmental 
incidents. There were zero major incidents (defined as 
incidents of significant impact reportable to local or national 
authorities, or potentially resulting in legal prosecution and 
more than £10,000 cost) during the reporting period.
Water non-conformances
We continue to monitor and take action to mitigate issues 
of non-conformance with water discharge consents.
In 2022/23, 24 notifications of non-conformance with 
consents to discharge were received (2021/22: 10).
A Group minimum standard for effluent management was 
introduced, setting out standards to ensure compliant 
operation of waste water treatment plants.
This includes effective compliance monitoring of volumes, 
flow rates, discharge contents and proactive maintenance 
and calibration of equipment.
A significant challenge continues relating to inks containing 
high levels of copper. Some progress has been made in 
gaining customer acceptance for alternative ’copper-light’ 
inks, which reduce the demand on waste water treatment 
plants. See the case study on page 54 for an example of how 
we are finding innovative ways to treat effluent water.
Policies index
Policies are an essential part of any organisation, 
providing a roadmap for day-to-day operations and to 
ensure compliance with laws and regulations, guiding 
decision-making, and streamlining internal processes.
All of our policies are made available to employees 
and other stakeholders of DS Smith and are regularly 
communicated, with mandatory training requirements 
in many cases. Our policies are regularly reviewed and 
we remain committed to regular and open dialogue and 
raising awareness of our policies with our stakeholders.
Environmental
• Carbon and Energy Efficiency Policy
• Conflict Minerals Policy
• Energy Management System Policy
• Evaluation and Authorisation of Chemicals 
(REACH) Policy
• Palm Oil Policy
• Sustainable Forest Management and Fibre 
Sourcing Policy
• Water Stewardship Policy
• Zero Waste to Landfill Policy
Social
• Code of Conduct
• Community Engagement Policy
• Employee Charter
• Global Supplier Standard (GSS)
• Health and Safety Policy Statement
• Human Rights Policy
• Modern Slavery Policy
• Supplier Standards Policy
Governance
• Anti-Bribery and Anti-Corruption Policy
• Anti-slavery and Human Trafficking Policy
• Board Diversity and Inclusion Policy
• Compliance Framework Policy
• Gifts and Hospitality Policy
• Group Tax Policy
• Legal Policy
• Speak Up! Policy
• Sustainability Data and Reporting Policy
Our public policies can be downloaded 
from the DS Smith ESG Reporting Hub
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GLOBAL REPORTING INITIATIVE (GRI) INDEX
Theme
GRI
SDG targets
Ref
Circularity
301: Materials
8.4, 12.2, 12.5
SR 10-18, 57
Carbon
302: Energy
7.2-3, 8.4, 12.2
SR 19-26, 56
Nature
303: Water and effluent
6.3-4, 12.4
SR 52-54, 57
People & Communities
304: Biodiversity
15.1, 15.5
SR 47-51
Carbon
305: Emissions
3.9, 12.4, 13.1
SR 19-26, 56
Circularity
306: Waste
12.4, 12.5
SR 15, 57
Compliance
307: Environmental compliance
16.3
SR 68
Responsible sourcing
308: Supplier environmental assessment
12, 15
SR 25, 59, 67
People & Communities
401: Employment
5.4, 8.5-6, 10.3
SR 27-41, 58
People & Communities
402: Labour/Management relations
8.8
SR 27-41, 58
People & Communities
403: Occupational health and safety
3.3, 8.8
SR 29-30
People & Communities
404: Training and education
4.3-5, 8.2, 8.5
SR 40-41
People & Communities
405: Diversity and equal opportunity
5.5, 8.5, 10.3
SR 31-32
People & Communities
406: Non-discrimination
5.1, 8.8
SR 31-32, 34
People & Communities
407: Freedom of association and collective bargaining
8.8
SR 65
People & Communities
408: Child labour
8.7
SR 34
People & Communities
409: Forced or compulsory labour
8.7
SR 34
People & Communities
411: Rights of indigenous peoples
2.3
SR 34
People & Communities
412: Human rights assessment
8.7-8
SR 33-34
People & Communities
413: Local communities
2.2-3
SR 42-46
Responsible sourcing
414: Supplier social assessment
5.2, 8.8, 16.1
SR 59, 67
Stakeholder engagement
415: Public policy
16.5
SR 25, 62-63
Responsible business
416: Customer health and safety
16.3
SR 65
Compliance
419: Socioeconomic compliance
16.3
SR 68
Annual Report
201: Economic performance
–
AR 30-35
DS Smith at a glance
202: Market presence
–
AR 2, 18-19
Responsible sourcing
204: Procurement practices
–
SR 59, 67
Responsible business
205: Anti-corruption
–
SR 66
Responsible business
206: Anti-competitive behaviour
–
SR 66
Theme
GRI
SDG targets
Ref
Organisational profile
102-1 Name of the organisation
–
SR 2
102-2 Activities, brands, products, services
–
SR 5
102-3 Location of headquarters
–
SR 75
102-4 Location of operations
–
SR 2
102-5 Ownership and legal form
–
AR 113, 196
102-6 Markets served
–
AR 2, 18-19
102-7 Scale of the organisation
–
AR 3, 20-3
102-8 Information on employees
–
SR 27-41, 58
102-9 Supply chain
–
SR 59, 67
102-10 Significant changes to the organisation
–
SR 2
102-11 Precautionary principle or approach
–
SR 68
102-12 External initiatives
–
SR 62-3
102-13 Membership of associations
–
SR 62-3
Strategy
102-14 Statement from senior decision-maker
–
SR 4
102-15 Key impacts, risks and opportunities
–
SR 8, 23
Responsible business
102-16 Values, principles, standards and norms
–
SR 2
102-17 Mechanisms for advice and concerns about ethics
–
SR 66
Governance
102-18 Governance structure
–
SR 64
Stakeholder engagement
102-40 List of stakeholder groups
–
SR 62-3
102-41 Collective bargaining agreements
–
SR 66
102-42 Identifying and selecting stakeholders
–
SR 61
102-43 Approach to stakeholder engagement
–
SR 62-3
102-44 Key topics and concerns raised
–
SR 62-3
Reporting practice
102-45 Entities included in the consolidated financial statements –
AR 190-194
102-46 Defining report content and topic boundaries
–
SR 2
102-47 List of material topics
–
SR 61
102-48 Restatements of information
–
SR 2
102-49 Changes in reporting
–
SR 2
102-50 Reporting period
–
SR 2
102-51 Date of the most recent report
–
SR 2
102-52 Reporting cycle
–
SR 2
102-53 Contact point for questions regarding the report
–
SR 75
102-54 Claims of reporting in accordance with the GRI Standards
–
SR 69
102-55 GRI content index
–
SR 69
102-56 External assurance
–
SR 56
Aligned to the Sustainable Development Goals (SDGs)
The relevant pillars of our Now & Next Sustainability Strategy that correspond to each GRI Standard are highlighted in bold in the table. In the ’Ref’ column, ’SR’ refers to this DS Smith Sustainability Report 2023, and ’AR’ to DS Smith Annual Report 2023.
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SASB STANDARD INDEX (CONTAINERS & PACKAGING)
The table contains Sustainability Accounting Standards Board (SASB) Containers & Packaging industry standard disclosures. The standard provides investors and other report users with 
consistent, comparable and reliable ESG information relevant to financial performance and enterprise value. Disclosures can be located directly in the table, with associated information on 
the pages referenced in the column titled ‘Ref’.
We continue to monitor the development of the new International Sustainability Standards Board (ISSB), including the transition of SASB’s standards into the ISSB’s standards.
Topic
Accounting metric
Unit
Code
Disclosure
Ref
Greenhouse 
gas emissions
Gross global Scope 1 emissions, percentage 
covered under emissions-limiting regulations
tonnes CO2e; % RT-CP-110a.1
1,542,250*; 
73*
56
Discussion of long-term and short-term 
strategy or plan to manage Scope 1 
emissions, emissions reduction targets, 
and an analysis of performance against 
those targets
Discussion and 
analysis
RT-CP-110a.2
–
19-26
Air quality
Air emissions of the following pollutants: 
(1) NOx (excluding N2O), (2) SOx,  
(3) volatile organic compounds (VOCs), 
and (4) particulate matter (PM)
Tonnes
RT-CP-120a.1
10,747; 290; 
0; 0
ESG 
Data 
book
Energy 
management
(1) Total energy consumed, (2) percentage 
grid electricity, (3) percentage renewable, 
(4) total self-generated energy
MWh; %
RT-CP-130a.1
14,407,601*; 
12; 26; 
6,886,235
56
Water 
management
1) Total water withdrawn, (2) total water 
consumed, percentage of each in regions 
with High or Extremely High Baseline 
Water Stress
m3; %
RT-CP-140a.1
53,802,571*; 
14,789,310*; 
38
57
Description of water management risks and 
discussion of strategies and practices to 
mitigate those risks
Discussion 
and analysis
RT-CP-140a.2
–
52-54
Number of incidents of non-compliance 
associated with water quality permits, 
standards, and regulations
Number
RT-CP-140a.3
24
68
Waste 
management
Amount of hazardous waste generated; 
percentage recycled
Tonnes; %
RT-CP-150a.1
3,683; 63
57
Topic
Accounting metric
Unit
Code
Disclosure
Ref
Product 
safety
Number of recalls issued; total units recalled
Number
RT-CP-250a.1
0; 0
65
Discussion of process to identify and manage 
emerging materials and chemicals of concern
Discussion 
and analysis
RT-CP-250a.2
–
65
Product 
lifecycle 
management
Percentage of raw materials from:
(1) recycled content, (2) renewable 
resources, and (3) renewable and 
recycled content
%
RT-CP-410a.1
81; 19; 100
57
Revenue from products that are reusable, 
recyclable and/or compostable
£ ‘000000
RT-CP-410a.2
8,196
5, 17
Discussion of strategies to reduce the 
environmental impact of packaging 
throughout its lifecycle
Discussion 
and analysis
RT-CP-410a.3
–
10-18
Supply chain 
management
Total wood fibre procured, percentage from 
certified sources
Tonnes; %
RT-CP-430a.1
4,651,848; 
100
57, 59
Total aluminium purchased, percentage from 
certified sources1
Tonnes; %
RT-CP-430a.2
0; 0
–
1. We consider this indicator immaterial as we are a purely fibre-based packaging business.
 * Independent Assurance has been obtained for the metrics marked with an asterisk ‘*’. 
See the independent assurance statement summary on page 56.
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GLOSSARY
1.5°C-aligned
the target set out in the Paris 
Agreement to limit global warming 
to 1.5°C by 2100 compared to pre-
industrial levels to avoid the worst 
impacts of climate change
4evergreen
a cross-industry alliance to foster 
synergies among companies promoting 
low-carbon and circular fibre-based 
packaging
AFR (Accident 
Frequency Rate)
the number of lost time accidents per 
million hours worked
Annual Report 
a yearly publication to stakeholders, 
documenting activities and finances 
in the previous financial year
Biodiversity 
the variety of plant and animal life in the 
world or in a particular habitat, a high 
level of which is usually considered to 
be important and desirable
Biodiversity 
programme 
a series of activities to support 
biodiversity and indicating a long-term 
(typically 2-3 years) commitment  
of a DS Smith paper mill, either at a 
DS Smith site or in the local community
Biodiversity 
project 
a series of activities to support 
biodiversity and indicating a long-term 
(typically 2-3 years) commitment of a 
DS Smith paper mill, within a DS Smith 
site and/or in the local community 
Board 
the Board is comprised of Executive 
and Non-Executive Directors, who are 
collectively responsible for overseeing 
and directing our operations, while 
monitoring the performance of 
management on behalf of 
the shareholders
Business models
ways of working, processes and 
financial models, including technology, 
consultancy and service offerings
Business travel 
transportation of employees for 
business-related activities in vehicles
Carbon intensity 
per tonne of 
production
the average GHG emissions arising from 
the manufacture of producing an 
average tonne of product
CDP 
a not-for-profit charity that runs the 
global disclosure system for investors, 
companies, cities, states and regions to 
manage their environmental impacts
Cepi 
(Confederation of 
European Paper 
Industries) 
the European association representing 
the paper industry
Chain of custody 
certified papers, 
minimum 
controlled wood 
standard
verification that certified materials and 
products have been checked at every 
stage of processing. Controlled wood is 
wood of known origin with a minimum 
risk of being harvested in an 
unacceptable way
CHP  
(Combined Heat 
and Power Plant) 
the concurrent production of electrical 
and thermal energy from a single fuel
Circular business
integrated operations designed to 
generate value by reducing waste and 
pollution and keeping products and 
materials in use at their highest value
Circular Design 
Metrics 
a pioneering tool from DS Smith that 
rates and compares the circularity 
of packaging designs across eight 
indicators, giving a clear identification 
of a packaging design’s sustainability 
performance, and where to focus 
attention
Circular Design 
Principles 
a set of principles, developed by 
DS Smith in collaboration with the 
Ellen MacArthur Foundation, which 
guide designers to develop more 
circular packaging solutions
Circular economy a systems solution framework that 
tackles global challenges like climate 
change, biodiversity loss, waste and 
pollution. It is based on three principles, 
driven by design: eliminate waste and 
pollution; keep products and materials 
in use; and regenerate natural systems
Circular economy 
engagement 
two-way interaction on topics relating 
to the circular economy through 
activities such as e-Learning training, 
newsletters, social media, webinars 
and other campaigns
Circular lifestyles day-to-day activities that embrace 
the principles of designing out waste 
and pollution, keeping products and 
materials in use and regenerating 
natural systems
Circulytics 
the most comprehensive circular 
economy performance measurement 
tool, available from the Ellen 
MacArthur Foundation
Climate change 
a change in global or regional climate 
patterns, in particular a change apparent 
from the mid to late 20th century onwards 
and attributed largely to the increased 
levels of atmospheric carbon dioxide 
produced by the use of fossil fuels
CO2e  
(Carbon dioxide 
equivalent) 
a unit for measuring different 
greenhouse gases in a common unit
Community 
Programme
the voluntary donation of Company 
resources, employees hours and/or 
goods and services to support local 
community or charitable projects in 
100 per cent of our sites with 50 or 
more full time employees
Consent to 
discharge 
permits made available to allow 
effluents and other water to leave 
the organisation boundary
CPI 
(Confederation of 
Paper Industries) 
the leading trade association 
representing the UK’s  
paper-based industries
DJSI  
(see also 
S&P Global) 
The Dow Jones Sustainability Indices 
(DJSI) are a family of best-in-class 
benchmarks for investors who have 
recognised that sustainable business 
practices are critical to generating 
long-term shareholder value 
and who wish to reflect their 
sustainability convictions in 
their investment portfolios
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GLOSSARY CONTINUED
Downstream 
transportation 
and distribution 
third-party transportation and 
distribution services after the point 
of sale not purchased by DS Smith
DS Smith 
Charitable 
Foundation 
a charity supporting causes in the local 
communities of our operations and 
that align with the primary objectives 
of protecting our environment and 
providing educational opportunities
EcoVadis 
the world’s largest and most trusted 
provider of business sustainability 
ratings, creating a global network of 
more than 90,000 rated companies
Ellen MacArthur 
Foundation (EMF) 
the Ellen MacArthur Foundation works 
to accelerate the transition to a circular 
economy, developing and promoting 
the idea of a circular economy, and 
working with business, academia, 
policymakers, and institutions 
to mobilise systems solutions 
at scale, globally
Employee 
commuting 
transportation of employees between 
their homes and work sites
End-of-life 
treatment of sold 
products 
the expected waste disposal and 
treatment of sold products at the 
end of their life
Energy export 
process of flowing energy that leaves 
our organisation boundary to a 
third party
Energy 
generation 
process of producing energy from a 
primary fuel or energy source
Environmental 
incident 
an event or occurrence relating to the 
natural world
EPR  
(Extended 
Producer 
Responsibility) 
a policy approach under which 
producers are given a significant 
responsibility for the treatment or 
disposal of post-consumer products
ESG 
(Environmental, 
Social, 
Governance) 
standards relating to sustainability for 
an organisation’s operations
ESG Databook 
a yearly publication to stakeholders, 
documenting non-financial 
performance in the previous 
and historic financial years
ESG Rating 
a measurement of performance on 
ESG standards
FEFCO 
European Federation of Corrugated 
Board Manufacturers, Europe’s 
corrugated packaging association
Fibre
natural cellulose material used to 
make paper
Fibre 
optimisation
a process in which supply chain data is 
used to predict and calculate the exact 
performance requirement of packaging
Forest 
management 
certification
a mechanism for verifying that a 
forest is managed responsibly to the 
requirements of a standard to promote 
the sustainable management of forests
Fossil fuel
a non-renewable energy source formed 
from decomposition of carbon-based 
organisms that release carbon dioxide 
when burned, contributing to 
climate change
FSC®  
(Forest 
Stewardship 
Council®)
an international non-profit that 
promotes responsible management 
of the world’s forests. For our FSC 
certification, we include Packaging, 
Paper and Paper Sourcing sites that 
trade or manufacture products derived 
from timber
Fuel- and 
energy-related 
activities 
production of fuels and energy 
purchased
GHG  
(greenhouse gas) 
a gas that contributes to climate change 
by absorbing infrared radiation
GOC  
(Group Operating 
Committee) 
the Group Chief Executive’s 
management board for considering 
Group-wide initiatives and priorities
Greenhouse Gas 
Protocol 
a comprehensive framework to measure 
greenhouse gas (GHG) emissions
GRI  
(Global Reporting 
Initiative) 
an international independent standards 
organisation that helps businesses, 
governments and other organisations 
understand and communicate their 
impacts on issues such as climate 
change, human rights and corruption
GSS  
(Global Supplier 
Standard) 
a document that communicates the 
minimum standards that every supplier 
of materials and/or services to DS Smith 
is expected to meet
Hard-to-recycle 
packaging
packaging that is not presently recycled 
at scale in common waste streams
HSES  
(Health, Safety, 
Environment and 
Sustainability) 
Committee
a sub-committee of the GOC for 
considering Group-wide health, safety, 
environment and sustainability matters
ISO  
(International 
Standards 
Organisation)
an international standard development 
organisation that publishes standards, 
e.g. ISO 9001, 14001, 45001, 50001. 
For our Group-wide ISO 50001:2018 
certification, we include sites 
accounting for at least 90 per cent 
of overall Group energy consumption
Linear economy 
an economy in which finite resources 
are extracted to make products that 
are used, generally not to their full 
potential, and then thrown away
LTA  
(Lost Time 
Accident)
an accident resulting in lost time of one 
shift or more
LTI  
(Lost Time Injury)
an injury resulting in lost time of one 
shift or more
Major 
environmental 
incident 
an environmental incident of significant 
impact reportable to local or national 
authorities, or potentially resulting in 
legal prosecution and >£10,000 cost
MSCI  
(Morgan 
Stanley Capital 
International)
a global investment research firm with 
an ESG rating model to identify ESG risks 
that are most material to a sector and 
recognise companies managing most 
significant ESG risks and opportunities 
relative to industry peers
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Net positive 
recycler 
an organisation, such as DS Smith, that 
manages more material for recycling 
than packaging sold
Net Zero 
the state of reaching a balance  
between the amount of greenhouse  
gas produced and taken out of the 
atmosphere resulting in no net impact 
on the climate from greenhouse  
gas emissions to limit global 
temperature rise
Net Zero 
Transition Plan 
a time-bound roadmap of 
decarbonisation activities to reach Net 
Zero, with defined targets and actions
NGO (Non-
governmental 
organisation) 
a not-for-profit organisation  
that operates independently of  
any government
Optimise 
(packaging 
solutions)
predicting the most effective 
performance requirement of a 
packaging solution using supply  
chain data
Packaging 
solutions 
fibre-based packaging products that  
are designed to address customer  
and consumer needs and maximise 
sustainable performance
Paper products
fibre-based paper products that 
are designed to address customer 
and consumer needs and maximise 
sustainable performance, made 
from 100 per cent recycled or 
chain of custody certified fibres
PEFC  
(Programme for 
the Endorsement 
of Forest 
Certification)
an international NGO which promotes 
sustainable forest management 
through independent third-party 
certification
Post-consumer 
waste 
recovered fibre originated from 
end-consumer material streams,  
such as household waste or in  
back-of-store collections
Pre-consumer 
waste 
recovered fibre originated from 
manufacturing scrap material streams, 
such as trimmings and off-cuts
Problem plastics 
any plastic with a low recycling rate 
compared to paper and cardboard or 
not made from renewable resources
Processing of 
sold products 
further transformation before use by 
the end consumer of sold intermediate 
products by third parties (e.g. other 
manufacturers)
Production
sum of net saleable production (output) 
from our three main operations: 
Packaging, Paper and Recycling, that is 
sold to internal and external customers. 
This includes Packaging (boxes, sheets 
and other), Paper reels (and other), 
Wood products (sold by our Timber 
business) and recovered fibre and other 
materials (e.g. glass, metals, plastic and 
wood) processed and sold through our 
Recycling depot network
Pulp
a lignocellulosic fibrous material used 
in papermaking that is prepared by 
separating cellulose fibres from wood
Purchased goods 
and services 
upstream activities (i.e. cradle-to-gate) 
relating to the production of all tangible 
and intangible products purchased  
or acquired
Raw materials 
basic materials used to manufacture  
a product, such as pulp or starch
Recovered fibre
used fibrous material that is collected 
for recycling and used again as a raw 
material for papermaking
Recyclable
a material that can be collected, 
separated or recovered from the 
waste stream through an established 
programme; whereby >95 per cent of 
the total packaging weight is accepted 
by and processed in paper mills as per 
CPI recyclability guidelines
Recycled or 
reused packaging
packaging recycled in practice and 
at scale or packaging designed to 
accomplish a minimum of two trips 
or rotations within its life cycle
Recycled paper 
paper made from recycled materials
Renewable fuel 
fuels produced from renewable  
natural resources, such as biogas, 
biomass and biomethane
Reporting period the span of time the report 
covers, which in this report is from 
1st May 2022 to 30th April 2023
Responsible  
fibre sourcing
an approach to purchasing and supply 
chains that actively and consciously 
sources and procures fibre for 
operations in an ethical, sustainable  
and socially responsible way, using for 
example only recycled or chain-of-
custody certified papers
Reusable
packaging designed to accomplish a 
minimum of two trips or rotations  
within its life cycle
Reuse pilot
a project in a real-world environment 
with a customer and partner(s) to test 
reusable packaging innovations and 
business models as appropriate. DS 
Smith’s innovation stage gate process 
is used to evaluate the success of the 
pilot and potential to progress and scale 
S&P Global
see ‘DJSI’
SBT (science-
based target), 
SBTi (Science-
Based Targets 
initiative)
a carbon reduction target that reflects 
an emissions reduction in line with 
climate science, as promoted by the 
SBTi, an NGO which drives ambitious 
climate action in the private sector
Scope 1 (direct) 
GHG emissions 
greenhouse gas emissions arising from 
the combustion of fuels in assets owned 
by the Company (e.g. emissions from 
owned boilers, furnaces, vehicles, etc)
Scope 2 (indirect) 
GHG emissions
greenhouse gas emissions arising from 
the generation of purchased electricity, 
heat, steam or cooling, which physically 
occur at the facility where the energy  
is generated
Scope 3 (indirect) 
GHG emissions 
greenhouse gas emissions arising in the 
value chain from all other sources as a 
consequence of our activities but from 
sources not owned by the company
SFI  
(Sustainable 
Forestry 
Initiative)
a sustainability organisation operating 
in the US and Canada that works to 
advance sustainability through 
forest-focused collaboration
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SMETA (Sedex 
Members Ethical 
Trade Audit)
a social auditing methodology, enabling 
businesses to assess their site and 
suppliers to understand working 
conditions in their supply chain
‘Speak Up!’ 
an independent confidential process for 
asking for advice or raising concerns 
about unethical behaviour
Strategic  
supplier 
a long-term, mutually cooperative 
relationship with mutual commitment 
where significant and ongoing value 
is accrued to both parties through 
operational capabilities
Supplier 
standards 
see GSS (Global Supplier Standards)
Sustainability 
the ability to meet the needs of the 
present without compromising the 
ability of future generations to meet 
their own needs
SUS LT
Sustainability Leadership Team
Sustainalytics
a global leading ESG research and data 
firm that rates the sustainability of 
companies based on ESG performance
T NSP
(metric) tonne net saleable production
TCFD (Task Force 
on Climate-
related Financial 
Disclosures) 
a framework developed to help public 
companies and other organisations 
disclose climate-related risks and 
opportunities
TNFD (Task Force 
on Nature-
related Financial 
Disclosures) 
a nature-related risk-management 
and disclosure framework
Traded waste 
waste that is acquired and sold but does 
not physically enter the boundary of a 
DS Smith recycling depot
Upstream 
transportation 
and distribution
third-party transportation and 
distribution services between tier 1 
suppliers and own operations; and 
outbound transportation services 
purchased by DS Smith
Virgin fibre
natural fibre used to make paper that 
has not yet been recycled
Vision Zero
our campaign to strive towards a 
workplace without accidents and illness 
through an approach to prevention 
that improves the health, safety and 
wellbeing of employees
Waste collected 
for recycling
used paper and cardboard for recycling 
that is acquired and physically enters 
the boundary of a DS Smith site 
(i.e. excludes ’traded waste’)
Waste generated 
in operations
third-party disposal and treatment of 
waste from own operations, such as 
reject non-fibre material that enters 
our circular business model
Water 
consumption 
Total water withdrawals that are 
not discharged back into the water 
environment or to a third party
Water discharge
Total water effluents and other water 
leaving the boundary and released into 
the natural environment
Water efficiency
efficiency from which Production 
is realised from water as a natural 
resource. As a calculation, this is water 
withdrawal divided by production
Water stress
a situation in which the water resources 
in a region are insufficient for its needs
Water stress 
mitigation plan
a risk management plan to mitigate 
water stress risk implemented at 100 
per cent of our sites identified as at risk 
of water stress by the WRI Aqueduct 
Water Risk Atlas tool
Water withdrawal total water withdrawn into the 
boundary from all sources for any use
Zero harm
an approach to occupational safety 
with the goal of operating a workplace 
without exposing an individual to injury 
through the implementation of safe 
work systems
Zero waste
no operational solid waste, excluding 
waste generated by exceptional 
projects such as construction or 
demolition works
INTRODUCTION
NOW & NEXT
CARBON
NATURE
CIRCULARITY
PEOPLE & COMMUNITIES
ESG DATA
APPENDICES
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Comments about our 
Sustainability Report
We are committed to continuing to develop our 
Sustainability Report to keep our stakeholders 
informed about the progress we are making.
The team can be contacted via email at 
sustainability@dssmith.com.
@dssmithgroup
DS Smith
DS Smith
@dssmith.group
DS Smith Plc  
Level 3  
1 Paddington Square 
London  
W2 1DL
Telephone  
+44 (0) 20 7756 1800 
Keep in touch
dssmith.com/sustainability