IPL Sustainability 
Report 2022

Front cover: Maintenance of blow  
molding machine at IPL Hull facility
Investment into plastics 
circularity will help us reach 
our climate goals faster
 
World Economic Forum 2023

Contents 
Executive 
Summary 
2022: At a Glance
Sustainability Highlights
Goals and Progress
Leaders in The  
Circular Economy 
About IPL
Our Market Presence and 
Products
IPL and the Circular 
Economy
Message from our Chief 
Executive Officer
Message from our Chief 
Sustainability Officer
Our Ambition & Values
Our Global Reach
An Eventful 12 Months
The Future of  
Plastics 
Global Plastics Treaty: 
Update
Global Commitment to 2025
IPL's Products
Emerging Regulations
Buy-back Programmes
 
Our Sustainability  
Strategy 
Materiality – Identifying 
What Matters
Targets to 2025
Governance Framework
Driving our Plan Forward
 
Sustainability  
Highlights 
Innovation & The Circular 
Economy
Environmental Stewardship
People, Safety & 
Communities
 
Our Performance  
in 2022 
Performance Summary
Independent Assurance 
Statement
Partnerships & 
Memberships

Executive Summary 
2022 At a Glance
33%  
 
Improvement in safety rate  
FY22 VS. ‘21 
 
30,500+ 
 
Tonnes of recycled resin 
used (67M+ pounds)
$1.0B  
 
In revenue from 100% 
recyclable products
$10M 
 
Invested in recycling  
infrastructure
65%  
 
Revenue from 
environmental, returnable 
and industrial products
75,000 
 
Tonnes CO2E avoided 
(Equivalent to 15,000 homes' electricity for 1 year)
4

14.9%  
 
Of all Group resins now  
from recycled sources 
vs 10% industry benchmark (FY22)
Sustainability Highlights 
Responsible Operations 
12,000 
Tonnes 
 
Recycled plastics produced 
internally (26M pounds) 
(from 3 dedicated IPL recycling facilities)
$10M+  
 
Investment in advanced  
recycling operations 
(FY22)
9%  
Reduction 
 
Reduction in GHG emissions  
from raw material resins  
 
vs 2019 baseline (intensity)
15%  
Reduction 
 
In greenhouse gases (GHG) 
emissions from electricity
vs 2019 baseline (intensity)
5

70%  
 
Of our front-line  
supervisors completed 
management training
(FY22) 
Sustainability Highlights 
People and Communities	
 
51% 
 
Improvement in health  
& safety performance 
vs 2019 baseline
900  
 
Employees participated  
in Company values 
workshops
(FY22)
Innovation 
 
Developing new technologies 
with Universities in Canada,  
the UK and Germany 
 
(FY22)
Code of 
Conduct 
 
Training rolled out  
across all our facilities 
(FY22)
6

Sustainability Highlights 
External Recognition
Top 40%  
 
Ranking for our sector 
(1st year to participate, S&P Global Corporate  
Sustainability Assessment) 
Silver  
Rating  
 
Top 12% of companies  
in our sector
(ECOVADIS®, FY22)
 
  
 
2025 
Targets  
 
'Pleased by IPL's 2025 emissions 
reduction targets and increased 
use of recycled materials'
(Global Asset Managers, 2022)
Award 
Winners  
 
For energy efficiency, recycling 
business of the year, apprenticeships 
and unsung hero
(Plastics Industry Association, British Coatings Federation  
and letsrecycle.com, 2021 and 2022)
Certified 
 
Sustainability metrics 
with the symbol ∆ have 
been subject to limited 
assurance.
(By EY to ISAE3000 standards) 
7

Executive Summary 
Goals and Progress
PILLAR
GOAL
YEAR
GROUP 
PERFORMANCE
REMARKS
Innovation &  
circular economy
Use 20% recycled plastics across our operations
2025
+21%
1
On target  
Invest >0.8% total revenues in R&D annually
Annually
0.99%
2
On target
Embed Design for Circularity guidelines across all Divisions 
By 2023
–
In progress
Environment
Reduce Scope 1 emissions intensity by 25%
2025
–28%3
Ahead of target 
Reduce Scope 2 emissions intensity by 25%
2025
–15%3
On target
Reduce Scope 3 emissions intensity by 8% (raw materials)
2025
–9%3
Ahead of target
Prepare a carbon strategy for Group
2023
–
In progress
Reduce energy consumption intensity by 1% per annum
From 2023
–1%3
In progress
Reduce landfill waste intensity 5% per annum
From 2023
–
In progress
Reduce water consumption intensity 1% per annum 
From 2023
–
In progress
People, safety  
and communities
Reduce accident rate (TRC) 10% per annum, target 2.54 by 2025
2025
–51%3
Ahead of target
10% of needs filled with existing employees (by 2023)
By 2023
–
In progress
All employees aligned behind refreshed values
By 2023
900 employees
2
Ahead of target
Complete a baseline employee engagement survey
By 2024
–
In progress
Ensure gender pay equality across organisation for same roles/grades
By 2024
–
In progress
Increase diversity throughout organisation, with focus on managerial roles
By 2025
–
In progress
Deliver apprenticeship programs in all regions
By 2025
–
In progress
Invest US$100 per employee in local community initiatives (annually)
By 2025
$76,130∆2
Behind target
 1. Performance vs. 2018 
2. Actual performance in 2022
3. Performance vs. 2019
8

Leaders in the  
Circular Economy

10
Leaders in the Circular Economy 
About IPL 
We are leaders in innovation in a wide 
range of environmental, industrial and 
packaging solutions. 
 
We are a trusted partner to some of the 
biggest and most recognised brands in 
the world.
 
Our Environmental, Returnable and 
Industrial Solutions (ERIS) Segment 
makes 100% recyclable pails, containers 
and crates for numerous end-markets, 
wheeled environmental bins and related 
returnable and reusable containers. 
 
Our Consumer Packaging Solutions 
(CPS) Segment makes 100% 
recyclable thin-wall injection 
molded containers, lids, overcaps 
and custom solutions for branded 
and private label food and 
consumer products companies.  
 
Across the whole IPL Group, we 
now have:
 
→ 20 Production Facilities 
→ 3 Recycling centres 4
→ 500+ Machines
→ 2,800+ Employees
4. Recycling centres with capacity to process >1,000 tonnes of post-industrial/ 
post-consumer end-of-life plastics (excludes production scrap)

Leaders in the Circular Economy 
Our Market Presence
FY2022 revenue $984M 
by Geography (origination)
FY2022 revenue $984M  
by End market
51% 
USA
36%  
Industrial /
other
11% 
Environmental
8% 
Consumer  
(non-food)
3%  
Material  
handling
24%  
UK
14%  
Canada
9%  
Rest of  
world
2%  
Ireland
11%  
Agriculture
30%  
Consumer  
(food) 
FY2022 revenue $984M  
by Segment
33%  
CPS 
(Consumer  
Packaging  
Solutions)  
Division 
65%  
ERIS 
(Environmental,  
Returnable and  
Industrial Solutions)  
Division 
2%  
Other
11

Leaders in the Circular Economy 
Product Groups
ENVIRONMENTAL 
Rollout Carts and 
Wheeled Bins 
Organic Caddies 
Composters 
Water  
Harvesters
Workplace Waste 
Collection
Battery  
Collection Points
RETURNABLE /
REUSABLE
Automotive  
Bins
Harvest Bins  
and Totes 
E-commerce Totes  
Stack Containers 
Nestable Trays  
and baskets
Chairs 
INDUSTRIAL 
Flooring and 
Roadways
Reusable Pails 
Jerry Cans  
Blow-molded 
Containers
Sustainable 
Drainage Products
Vertical Farming 
Trays
CONSUMER 
Caps and 
Closures 
Food Contact  
Packaging
ERIS 
(65% Revenues)
CPS 
(33% Revenues)
12

13
POLLUTION AND  
CLIMATE CHANGE 
FINITE RAW 
MATERIAL 
Linear Economy 
Take. Make. Waste.   
No IPL products 
 in this economy
Circular Economy 
Reuse. Refurbish. Recycle.  
 
All IPL products  
in this economy 
DISTRIBUTION 
USE
EMISSIONS 
PRODUCTION 
MATERIAL INPUT 
RECYCLE
REFURBISH
REUSE
LINEAR ECONOMY 
DECOUPLED
Leaders in the Circular Economy 
IPL and the Circular Economy
IPL’s returnable and 
reusable products 
are fully integrated 
into the new circular 
economy for plastics.
Our bins, crates, 
boxes and containers 
are designed for long 
life and reuse (up to 
10 years or more). 
At end-of-life, they 
are easily returned 
as recycled raw 
materials for new  
IPL products.
Our consumer 
products are also 
fully designed for 
capture in this new 
circular economy 
as they are 100% 
recyclable.

Leaders in the Circular Economy 
Message from our Chief Executive Officer,  
Alan Walsh
We are making solid 
progress towards our 
2025 sustainability 
targets
14
Against the backdrop of increasing 
demand for circular plastic products,  
we continue to enhance our lower-
carbon returnable applications such as 
totes, trays, bins, crates, carts, flooring 
and pails.
In our consumer packaging division, we 
have re-engineered products to surpass 
our customers’ needs as they too 
transition to a lower-carbon future.
Our journey has led to significant 
improvements in our processes and 
ways of working. I am delighted to say 
we have met or exceeded our annual 
targets set for recycled content, GHG 
emissions, employee safety and people 
development.
This is thanks to our highly skilled 
and engaged workforce. We are 
demonstrating that our efforts will 
help deliver more climate-responsible 
products. I believe we have a very bright 
future in the transition to a lower-carbon 
and sustainable society in the future. 
 
Alan Walsh 
CHIEF EXECUTIVE OFFICER
At IPL our focus is to become leaders in 
sustainable plastics within the circular 
economy. Many of our customers have 
set ambitious goals to reduce their 
environmental footprint, and value 
partners like IPL who can help them 
achieve these targets.
In 2022, we continued to reach 
milestones in relation to our 2025 
sustainability targets, which are at the 
core of our business. A key focus of this 
is the integration of our recently acquired 
recycling business at IPL Castleford, 
which can take household plastic waste 
and transform this into new sustainable 
products. We are proud of the 
progress we have made as part of our 
sustainability journey for our business, 
our customers, and the environment.

15
Leaders in the Circular Economy 
Message from our Chief Sustainability Officer,  
Conor Wall
•  40% of these recycled plastics were 
supplied directly by our recycling 
operations in the UK and the US, 
demonstrating the benefits of vertical 
integration of our supply chain;
•  Changed the trajectory of our carbon 
emissions through energy efficiency 
activities, committing significant 
capital expenditure to deliver more 
efficient production equipment;
•  Created our first-ever supervisor 
management training programme; 
•  Received a Silver Rating by EcoVadis®, 
placing us in the top 12% of 
companies in our industry assessed  
by EcoVadis; and
•  Participated in our first S&P Global 
Corporate Sustainability Assessment 
(top 40% ranking for our sector).
We look back on 2022 as a year of 
responding to challenges and preparing 
for the future. All of this is only possible 
through the hard work and dedication of 
our 2,800 employees. We look forward 
to continuing to share our news with you 
as we advance our sustainability journey 
in 2023. 
 
Conor Wall 
CHIEF SUSTAINABILITY OFFICER
I am pleased to share IPL’s 2022 
Sustainability Report covering a year 
of progress within the Company as we 
become leaders in sustainable plastics 
within the circular economy.
In this report we provide an update on 
our priority action areas, which includes 
our progress in safety, a core value for the 
Company, and in our critically important 
environmental, people, and supply chain 
areas. This year we:
• 	 Achieved strong safety performance 
with a 33% improvement in our 
employee recordable injury rate 
compared to 2021 and now well below 
the industry benchmark for our sector;
•	 Continued to enhance our position 
in the circular economy by using 
30,500+ tonnes (67M+ pounds) of 
recycled plastics in our products; 
40% of our recycled 
plastics are now being 
supplied internally

Leaders in the Circular Economy 
Our Ambition
Pushing forward 
opportunities for 
increased use of 
recycled plastics in 
our products  
Forge partnerships 
with suppliers/ 
customers to  
deliver climate 
responsible 
products 
Catalyst for global 
brands to deliver on 
their sustainability 
commitments
Leading industry 
voice on the role 
of plastics in a low-
carbon society
 
Maximize the 
circular lifespan of 
our products for 
multiple lives
Leaders in sustainable 
plastics within the 
circular economy
16

Leaders in the Circular Economy 
Values 
17
Our Values
How we deliver  
our ambition  
every day
We Care for Each Other
We treat each other, and the 
communities in which we work,  
with care and respect.
We look out for one another. We 
listen, engage, support and help 
each other.
We’re True to Ourselves
We bring our best and whole  
selves to work every day.
We say what we mean and mean 
what we say.
We’re open, honest and transparent 
with each other and our customers.
We Own It
We’re brave, and we take personal 
responsibility for our work.
We always deliver for our customers, 
our communities, the environment, 
and for each other.
We’re Driven
We’re always open to new and  
better ways of doing things.
Everyone’s contribution matters.
We aim high and we deliver with 
passion. We make a difference.

We have expanded 
our global footprint 
to 20 production 
facilities and 2 
R&D centres.
At 3 of our facilities 
we now have 
significant recycling 
capabilities with 
capacity to generate 
up to 50,000 tonnes 
(110M pounds) of 
recycled plastics  
per annum. 
Emphasis on our 
recycling capabilities 
will remain a key 
part of IPL’s long-
term strategy in the 
coming years. 
Leaders in the Circular Economy 
Our Global Reach
18
RECYCLING CENTRE  
ENVIRONMENTAL,  
RETURNABLE AND  
INDUSTRIAL SOLUTIONS  
(ERIS) 
CONSUMER PACKAGING 
SOLUTIONS (CPS)

Leaders in the Circular Economy 
An Eventful 12 Months 
JULY 2022 
Participated in this 
initiative which 
highlights women 
working in  
plastics sector
OCT 2022 
Received silver 
sustainability rating 
from Ecovadis, top  
88 percentile
NOV 2022 
Winners of Plastics 
Industry Award  
for Best Energy  
Efficiency Initiative
DEC 2022 
70% of IPL's front-line 
supervisors completed 
management training 
in 2022
APRIL 2022 
Launch of new 
family of superlight 
consumer packaging 
(SealPack 410)
  
 
AUG 2022 
Introduced 30% 
recycled content  
in our agri-range 
products
 
OCT 2022 
900 IPL people 
participated in 
workshops on our 
purpose, ambition  
and values
 
DEC 2022 
Finalists for 3 awards 
(circular economy,  
best recycler and  
team of the year)
 
JAN 2023 
Proud participant  
of 2022 Corporate 
Sustainability  
Assessment  
(S&P Global)
19

The Future  
of Plastics

21
The Future of Plastics  
Global Plastics Treaty: Update
The first treaty session took place in December 
2022 in Uruguay, where more than 1,400  
in-person and virtual delegates from 147 
countries participated in the meeting.
This meeting set the foundation to shape the 
global agreement to end plastic pollution, with 
many governments confirming their desire to  
have an instrument that addresses the full life 
cycle of plastics, protecting human health and  
the environment.
There are a number of committee sessions 
planned for the coming two years. These sessions 
will see governments work out the content and 
logistics of the plastic treaty, in order to develop 
and adopt a legally binding instrument on plastic 
pollution. 
IPL applauds the decision taken by UNEP on the 
adoption of a mandate for a legally binding treaty 
for plastics.
Plastic treaty progress 
puts spotlight on the 
circular economy 
 
UNEP 
January 2023

22
The Future of Plastics  
Global Commitment to 2025 
Our Performance 2022 
01 
Eliminate problematic  
packaging, eg. Polystyrene,  
PVC
5
Industry 
Benchmark 
20225
IPL 
Performance 
2022
04 
Set ambitious recycled  
content targets
<2.0%  
(of weight) 6
 
59%5  
(Plans to eliminate) 
65% 
10% 
26%  
(of revenue) 
100% 7 
100% 
15% 
(4% YoY increase)
03 
Moving from single-use  
to reuse 
02 
100% plastic packaging  
reusable, recyclable or 
compostable
5	 Ellen MacArthur Foundation (EMF), The Global Commitment 2021 Progress Report.
6	 EMF, The Global Commitment 2022 Progress Report. 
7	 IPL has engaged with colourant suppliers in North America & Europe to mitigate and address any 
detection issues using alternatives where able.
	
Performance in 2022

23
The Future of Plastics  
Emerging Regulations
Currently, North America’s plastics economy is 
largely linear, meaning that the majority of plastic 
products are landfilled or incinerated at the end of 
a product’s life rather than being recirculated into 
new products. 
To “close the material loop” will require the use 
of recycled plastics in the manufacture of new 
products. However, there are several inter-related 
factors impeding recycled (secondary) plastic use, 
including weak markets for recycled plastics, the 
lower cost of primary resins, insufficient recycling 
and infrastructure systems, and products not 
being designed for recycling. 
The main goal of minimum recycled content 
regulations in Canada is to strengthen the market 
demand for recycled plastics. This in turn will 
create market pressures for increased collection, 
sorting and recycling of plastic waste. It is 
expected that the US will follow this trend in the 
coming years.
Canada will require 
plastic packaging to 
contain 50% recycled 
content by 2030 
 
Government of Canada 
2022

24
IPL continues to view new and progressive 
government regulation as a positive and welcome 
trend which will:
•	 accelerate investment in waste  
recycling industries;
•	 promote increased use of recycled content; and
•	 recognise the contribution plastics will play in  
a future low-carbon society.
New plastic tax legislation is being introduced 
in the UK and EU, which will accelerate these 
investments in recycling technologies, with 
Canada and the US likely to follow.
Given our significant investments in three 
recycling facilities, and our increased use 
of recycled content in our products, these 
developments will present more opportunities  
for IPL in a sustainable circular economy for 
plastics.
The Future of Plastics  
Emerging Regulations
Canada
Draft regulations - requires 50% recycled 
content in plastic manufactured items by 
2030 (2022)
Develop rules for recyclability labelling 
(2022)
Establish federal plastics registry for 
producers of plastic products (2022) 
 
IPL Opportunity
IPL joined technical committee to develop 
recycled plastics standard in Quebec (Nov 
2021 to 2023)
In 2022, Quebec operations doubled its 
use of recycled content (from 5% to 10%)
IPL St. Damien products now designed 
to accept increased recycled content 
percentages as availability increases
UK / Europe 
UK: Banning the supply of commonly 
littered single-use plastic items (2023) 
UK: Packaging Regulations (2023)
Spain & Italy: Plastic Packaging Tax (2023)
EU Green Deal: Targets 55% plastic 
recycling by 2030 
IPL Opportunity
Packaging taxes and extended producer 
responsibility (EPR) laws will drive 
increased use of recycled content
IPL Europe currently utilizes >40%  
recycled plastics
IPL Castleford – capacity to generate up 
to 40,000 tonnes (88M pounds) recycled 
polymers p.a.
USA
California, New Jersey, Oregon, and 
Wisconsin require increased amounts of 
recycled content
Other States expected to follow  
 
IPL Opportunity
IPL continues to improve product design 
to accept increased amounts of recycled 
content
IPL Fairfield facility continues its annual  
take-back programme for end-of-life bins
Transfer of skills and knowledge from 
European operations on use of recycled 
resins continues

25
Our investments in recycling have now exceeded 
US$10M, which allows us to offer end-to-end take 
back schemes to existing and future customers.
We use world-class plastic recycling processes 
to turn end-of-life plastic products back into 
raw materials for use by both consumer and 
commercial customers, and we can comfortably 
recover and process up to 50,000 tonnes (110M 
pounds) of plastic waste every year across three 
recycling centres in the UK and the US.
In the UK and Canada we have implemented 
comprehensive waste-cart takeback programmes. 
In addition, we are actively involved in take back 
programmes for other applications including totes, 
trays and pails.
Across our 3 recycling centres we have also 
attained relevant certifications, some of which 
include the Blue Angel Ecolabel, Green Seal,  
and EUCertPlast.
The Future of Plastics  
Buy-Back Programmes
5
1
2
3
4
Lifespan 
1. Manufacture
Products made with 100% virgin 
or recycled plastics
2. Transport/Deliver
Enter into service (retailers, 
fulfilment centres)
3. Long-Life
Containers perform their  
function for many years 
 
4. Collection/Return
Returned to our recycling facility 
 
5. Recycle
Products recycled to make new 
applications to begin another 
long-life

Our Sustainability  
Strategy

27
Our Sustainability Strategy
In 13 out of 14 studies, plastics 
had lower greenhouse gas  
impacts than alternatives
 
McKinsey 
2022

We have carried out a detailed assessment of our 
material topics to understand their importance 
and provide clear direction on the challenges we 
face. The assessment included interviews with 
shareholders, customers, internal and external 
stakeholders and a benchmarking process against 
our peers in the packaging industry.
Understanding the results 
Our sustainability strategy prioritizes action on 
those topics that have a critical impact on our 
business, society and the environment. These 
topics have been clustered within three strategic 
pillars: 
•	  Innovation and the Circular Economy; 
•	  Environmental Stewardship; and
•	  People, Safety and Communities.
Our 2019–2022 performance for each of these 
strategic pillars is outlined in the following 
sections of this report.
Our future ambitions and targets to 2025 for each 
of these strategic pillars is also outlined below.
Our Sustainability Strategy 
Materiality–Identifying What Matters 
SIGNIFICANT 
IMPACT
MINOR 
IMPACT
 
Material Topics Identified 
 	Waste
 	Energy
 	Climate Change
 	Operational Excellence
 	Innovation and Product  
Development / Design 
 	Talent Attraction and Retention
 	Circular Economy
 	Growth and Acquisitions
 	Health and Safety
 	Sustainable Raw Materials  
     and Supply Chain
 	Regulation
 	Research and Development
 	Emissions
 	Ethics and Human Rights
	 Plastics Use
 	Training and Education
 	Local Communities
 	Labour Relations	
	 Water
 	Product Safety
 
  
Strategic Pillars 
 	Environmental Stewardship
 	Innovation & The Circular Economy
 	People, Safety & Communities
 	Other
 
Potential impact on  
Business & Environment 
A
B
C
D
E
N
O
P
R
T
S
Q
F
G
H
I
J
K
L
M
A
B
C
D
E
F
G
H
I
J
K
L
M
N
O
P
Q
R
S
T
28

Innovation & The  
Circular Economy
Our Sustainability Strategy 
Targets to 2025  
Circular Economy and Environment
Reducing carbon emissions is essential for a 
modern and sustainable economy.
Returnable, reusable and recyclable packaging is 
already a lower carbon option compared to the 
alternatives. However, we must also focus on our 
own emission sources.
Our 2025 targets outline how we will reduce 
the carbon footprint of both our products and 
emissions associated with our operations.
Shifting to renewable sourced energy and 
increasing the amount of recycled materials in our 
products will allow us to significantly lower the 
carbon footprint of our products.
At the same time, improving our energy efficiency, 
reducing the amount of waste produced and 
water consumed will further reduce our emissions 
as a company.
29
Waste 
Reduce landfill waste intensity 
5% per year (from 2023) 
 
Water 
Reduce water consumption 
intensity 1% per year  
(from 2023)
Recycled Content
By 2025, achieve 20% recycled 
content across the IPL Group  
  
Innovation and Product 	 	
Development
Continue to invest >0.8% of 
total revenues in R&D activities 
annually 
  
Design for Circularity (DfC) 
By 2023, embed standardised 
DfC guidelines across all 
Divisions
Climate Mitigation
Reduce Scope 1 and 2 
emissions intensity by 25% by 
2025 from a 2019 baseline 
 
Scope 3
Reduce Scope 3 emissions 
intensity by 8% from a 2019 
baseline (raw materials)
Carbon Strategy 
By 2023, prepare a carbon 
strategy for the Group
Energy Efficiency
Reduce energy consumption 
intensity by 1% per annum  
(from 2023) 
Environmental 
Stewardship

Global Development 
Programmes
By 2025, improved opportunities 
for our employees to participate 
in development programmes 
 
Apprenticeships
By 2025, deliver apprenticeship 
programs in all regions, with 
an increase in the number of 
apprentices 
  
Support for Local Communities 
Invest minimum of US$100 per 
employee in local community 
initiatives/enhance employee 
engagement
Health and Safety
Reduce accident rate by 10% 
per annum, achieve an accident 
rate of <2.54 by 2025
Retention/Promotion
By 2025, increase number 
of roles filled with internal 
promotions vs. external hires 
By 2023, 10% of headcount 
needs filled with existing 
employees 
 
Values and Culture
By 2023 all employees aligned 
behind refreshed values
By 2023, establish baseline of 
employee engagement
Wellbeing and benefits
By 2025, wellbeing/benefits 
for our employees in the top 
percentile for our industry 
 
Gender Pay Gap
By 2024, undertake 
comprehensive gender pay gap 
analysis
By 2025, ensure gender pay 
equality across organisation for 
same role/grades 
 
Developing a diverse workforce
By 2023, progress diversity and 
inclusion strategy, with focus on 
talent acquisition
By 2025, increase diversity 
throughout the organisation 
with a focus on managerial roles 
People, Safety  
& Communities
Our Sustainability Strategy 
Targets to 2025 
People
People are fundamental to everything we do, 
we have a responsibility to make sure they feel 
valued, involved, challenged to grow and reach 
their full potential within IPL.
Our focus is to engage our leaders and 
managers to foster collaboration, nurture talent 
and empower everyone in the organisation to 
contribute.
At IPL we want all our people to feel engaged with 
our purpose and ambition and be accountable 
for their contribution to the organisation. We 
also want to ensure that their contribution is 
recognised and that they feel valued.
“Our ambition is to cultivate an inclusive 
environment where people are valued,  
supported and challenged to grow.”
Benjamin Nominé 
Chief Human Resources Officer 
30

Our Sustainability Strategy 
Governance Framework
Our sustainability governance framework 
provides a solid foundation for developing  
and anchoring our Sustainability Strategy, 
ambitions and targets. It ensures that we focus  
on embedding sustainability into the business  
by implementing decisions in the relevant 
business areas.
At Board level, the Audit and Risk Committee 
(ARC) assists the Board in fulfilling its oversight 
responsibilities concerning sustainability 
activities, which includes its disclosure 
responsibilities on Environmental, Social  
and Governance (ESG) performance.
The ARC is supported by the Executive Group 
functions and divisions across the organisation 
which underpin the governance framework.
31
Management Frameworks
Risk Management Framework
Group EHSS Policy
EHSS Management Structure
EHSS Internal audit
EHSS Risk Register
Standards and externally 
verified certification 
 
Division and Operational  
Level Responsibilities
Divisional Chief Operating 
Officer
Divisional VP of Operations
Production Facility Manager
EHS Representative,  
Facility Level
IPL Board Committees
Human Resources and 
Remuneration Committee  
•	 Oversees the Group 
	 approach to HR policies and 
	 remuneration; and 
•	 Ensures alignment with HR 		
	 practices
Audit and Risk Committee (ARC) 
•	 Oversees the Group’s 	
	
 
	 sustainability policy, initiatives 	
	 and performance; and 
•	 Ensures alignment with global  
	 best practice 
 
Executive Risk and EHSS 
Committee
Management team 
responsibility for sustainability 
performance, guided by the 
ARC 
Ensures that divisional 
management uphold their 
responsibilities for sustainability 
performance
Group Functions and Networks
Treasury
Operations 
HR
IT 
Legal
Finance and Tax
Risk and Internal audit 
Global networks including  
•	 Health and Safety; 
•	 Energy; 
•	 Environment; and 
•	 Sustainable resins

32
Our Sustainability Strategy 
Driving Our Plan Forward
32
Our first step was to publish our Sustainability 
Strategy for the 2019 to 2022 period, setting out 
key pillars and action areas to focus on over a 4 
year time frame.
Throughout 2019 we further developed our data 
management systems to monitor progress, and in 
March 2020 we published our first Sustainability 
Report for the 2019 period.
This 2022 report discloses our performance 
for the period. In this report we also track and 
disclose our progress against our stated 2025 
sustainability targets.
32
2020 
Year 2 Baseline 
Establish year 2 
dataset to assurance 
level and disclose
2018 
Sustainability Strategy  
Deliver 2019–2022 
strategy for the Group
2022 
Year 4 Reporting 
Report progress on 
2025 targets
2019 
Year 1 baseline 
Establish year 1 
dataset to assurance 
level and disclose 
2021 
Year 3 Reporting 
Set ambitious targets 
using three years of 
assured data
2023–2025 
Continue to track 
and disclose against 
targets

Sustainability  
Highlights

34
Sustainability Highlights 
Innovation and the Circular Economy	
We are investing $10M to 
increase our recycling output
Committed CAPEX in recycling projects

35
Action Area 01 
Recycled Content
14.9%∆ of resins used in Group 
come from recycled plastics
>60% of recycled plastics  
used in the UK facilities were 
produced from IPL Castleford 
facility in 2022
In 2022, we launched national 
‘take-back’ schemes across 
Canada and the UK for waste 
carts and other applications
Our largest facility (IPL St. 
Damien) has increased the use of 
recycled plastics by 2,400 tonnes 
or 5M pounds (an increase of 
250% in 2 years)
50% recycled content approved 
for use in the Postura+ chair 
range (in 2022) 
Action Area 02  
Innovation and Product 
Development 
New vertical farming tray brought 
to market, containing 100% 
recycled content
Redesigned 410 container in CPS, 
more sustainable when compared 
to incumbent
Advanced plastics recovery 
facility, wash line and extrusion 
line installed at IPL Castleford 
facility
Working with Unilever and local 
universities to better understand 
quality-performance link in 
recycled plastic
Implementation of single 
ERP across Group: 8 facilities 
have been migrated in the last 
18 months and will be fully 
implemented by the end of 2024
Action Area 03  
Design for Circularity  
(DfC) 
New IPL products designed to 
incorporate maximum amounts 
of recycled content
Working with RECOUP ‘design 
for recyclability’ framework to 
ensure maximum recyclability of 
our products
IPL hold positions on a number of 
committees and technical groups, 
to increase use of recycled 
plastics in the UK and Canada
IPL Belgium continues to 
participate in Holy Grail digital 
watermark trials. Industrial scale 
trials are due to commence 
in 2023.
With ReCon2 we are trailing 
fluorescent markers to quantify 
recycled content in plastics
8	 	 United Nations 2015, Sustainable Developments Goals. 
Sustainability Highlights 
Innovation and the Circular Economy 
Action Area Highlights 2022
Sustainable Development Goals5 
and Strategic Objectives

36
We continue to avoid 75,000 
tonnes of CO2e emissions through 
increased use of recycled plastics
Innovation and Circular Economy
Increasing the Use of Recycled Plastics
36
Industry Benchmark 
Global brand and retailer 
signatories of the Global 
Commitment have significantly 
increased their use of recycled 
content in plastic packaging in 
the last 4 years by 60%, from 
4.8% to 10% (2022).
This contributes to a decrease in 
use of virgin plastics in packaging 
and is a promising early trajectory 
towards >25% recycled content 
by 2025.
IPL Performance 
In the same period, IPL has 
steadily increased our own use of 
recycled content, from 12.3% in 
2018 to 14.9%∆ in 2022, keeping 
ahead of the benchmark. By using 
close to 15% recycled content to 
create our new bins, carts, crates, 
boxes, and caddies, this has 
enabled us to prevent >75,000 
tons of CO2e emissions annually.
Increasing our use of recycled 
materials continues to be a 
key target in our sustainability 
strategy. To make this possible, 
we have taken the following  
key steps:
•	 Internal Supply: in the last 
two years we have invested 
significantly in our three 
recycling centres, which are 
now capable of producing 
up to 50,000 tonnes (110M 
pounds) of recycled plastics 
for both internal supply and 
external customers. We create 
these high-quality resins from 
both post-industrial and post-
consumer feedstock sources.
•	 Quality Requirements:  
Our recycled plastics are 
carefully tested to ensure that 
they meet quality requirements 
for their intended applications.
•	 Colour Preferences: many 
customers also have specific 
colour requirements that can 
be challenging to meet with 
recycled plastics.
6	 Ellen MacArthur Foundation (EMF), The Global 
Commitment 2022 Progress Report.
*	
IPL 14 Locations
**	 IPL 19 Locations (includes acquisitions: PBS, 
Tech II, Leaktite and Coral)
36
2018*
2019*
2021**
2022**
2025**
2020*
IPL GROUP 
 
 
2025 
TARGET
INDUSTRY
BENCHMARK6
12.3%
13.9%
14.3%
14.3%
14.9%∆
20%
21% improvement since 2018
Recycled Content Trend (2018–2022)
% OF RECYCLED VS. VIRGIN RESINS

37
>60% of our recycled plastic needs 
in the UK are produced in-house
Innovation and Circular Economy
Taking Control of our Supply Chain
37
IPL Castleford, our recycling 
facility acquired in December 
2021, now provides >60% of the 
recycled material used by our UK 
facilities. 
Investment 
To supply these resins (c. 10,000 
tonnes or 22M pounds), we have 
increased the infrastructure and 
throughput with the addition of 
an advanced plastics recovery 
facility, new wash line and 
extrusion line to increase the total 
annual recycling capacity of IPL 
Castleford.
Virgin Replacement 
 The Technical team at IPL 
Castleford have been able to 
benchmark and replicate the 
virgin resins used in other parts 
of the business to meet the 
demands of our customers. This 
has provided the ability to switch 
supply easily to recycled sources, 
thus increasing the recycled 
content of our products to 100% 
in many cases.
Food Grade 
In November 2022, the EU 
acknowledged that as the market 
for recycled plastics is growing, 
revised measures are required to 
ensure that recycling innovations 
are not inhibited. As a result, 
this new legislation contains 
additional rules for certain 
recycled materials. 
Our IPL Castleford facility is 
aligning with this development 
to further help to increase the 
recycled content of IPL products.
Flexibles 
Over the past year there has also 
been additional investment at the 
IPL Castleford facility to process 
flexible plastics, to ensure 
that these end-of-life plastics 
are not exported, landfilled or 
incinerated, but returned to 
the new circular economy for 
plastics.
We are actively working with 
global brands to realise this 
opportunity.
37
37

38
In 2022, we implemented  
comprehensive “Take-Back” programs  
across Canada and the UK
Innovation and Circular Economy
Taking Control of our Supply Chain
38
For the last number of years, IPL 
has been focussing on finding a 
solution to facilitate the efficient 
return of end-of-life (EoL) waste-
carts across Canada and the UK. 
In 2022, we launched an end-to-
end take back scheme for both 
existing and future customers.
With this new “Take-Back” 
program in place, IPL is able to 
achieve two key objectives: 
1	Have a complete solution from 
the manufacture of a new 
product, to the end of its useful 
life, by recovering raw materials 
and reintroducing them into 
new products.
2	Help our customers recycle 
broken and no longer usable 
products by offering them a 
turnkey service.
This program was introduced in 
collaboration with a Canadian 
partner who is strategically 
positioned across all provinces 
to deliver trans-Canadian logistic 
support.
In the UK, we also initiated 
a take-back programme for 
Aberdeenshire Council, and 
successfully returned 70,000 
bins back into new waste carts. 
Following this success, our take-
back program now extends to 
40+ councils and is growing.
Expanding to Other Products 
Given the success of these take-
back programmes we are adding 
other products which include:
•	 Totes
•	 Trays
•	 Baskets
•	 Pails
Many of our customers see the 
financial and carbon benefits of 
these closed-loop programmes 
and are becoming increasingly 
engaged.
38
38

39
The Challenge 
A customer of IPL for many years, 
KI Europe set us the challenge 
of sourcing a more sustainable 
option for their best-selling chair 
in the UK, the stackable Postura+ 
plastic chair range. This project 
was of strategic importance to 
KI, given that these chairs are 
used every day by school children 
and young adults in educational 
settings across the UK and 
overseas.
The use of virgin plastics is 
often associated with single-use 
applications. KI and IPL together 
wished to address this perception, 
by showcasing how plastic can 
be used many times per day, for 
many years, given the design life 
of these chairs is 20+ years. 
In addition to the reusability of 
these chairs, we also wished to 
demonstrate how this product 
could positively contribute to the 
circular economy, by replacing 
virgin resins with recycled 
plastics. 
The Approach 
Safety and cosmetic appearance 
were priorities for this project. 
When using recycled plastics, 
the end product must mirror 
the use of virgin plastics in 
both looks, and overall product 
performance.
Working with various recyclers, 
including our own recycling 
facility in Castleford, UK, we 
were able to identify a consistent 
supply of high-quality recycled 
plastics, to introduce to the 
Postura+ range. 
The Result 
Chairs containing 50% recycled 
plastics passed stringent safety, 
stability, strength and durability 
testing in an independently 
approved laboratory with no 
issues. Given the success of 
this project, we are seeking 
to expand the use of recycled 
plastics into other KI ranges.
Best-selling student chair in the  
UK replaces virgin plastics with  
50% recycled content
Innovation and Circular Economy
Stackable Chairs Transitioning to 50% Recycled Content
39
39

40
In order to support our 
customers on their path to 
lower-carbon products, in North 
America we launched a new 
family of containers tailored for 
the specialty cheese, dairy, and 
deli markets (Sealpack view 410 
range). In addition to their clarity, 
distinctive shape, and versatile 
IML decoration possibilities, 
all four sizes of this packaging 
solution were designed to 
optimize the use of plastic. 
Research and Development 
The Research and Development 
(R&D) team leveraged its 
understanding of injection 
molding technology and design 
to optimize every aspect of  
the packaging. 
The result was approx. 10% 
lighter than the average industry 
standard for comparable formats.
This lightweighting goal was 
achieved without compromising 
the product’s performance and 
its main purpose; to protect high 
value foods throughout the entire 
supply chain, from the filling 
plant to the end consumers’ 
table.
This newly launched and 100% 
recyclable packaging solution 
was designed for an easy 
transition from heavier legacy 
410 containers currently available 
in those formats. 
The acquisition of IPL Dayton has 
facilitated growth and the launch 
of this new product line.
100% Recycled Option 
Following testing of a new source 
of mechanically recycled post-
consumer plastics (PCR), IPL 
can now also supply this range in 
100% post-consumer recycled 
resins (PCR).
New range of lightweight packaging 
solutions launched in North America
Innovation and Circular Economy
New Family of Lightweight Products Launched
40
40

41
One of the most important parts 
of the circular economy is the 
ability to recycle an item once it 
reaches the end of its usable life, 
where it is not possible for it to 
be reused or repaired. 
Since recycled plastic typically 
produces 70% less CO29 
emissions compared to virgin 
polymers, it is important to keep 
this valuable resource in the 
supply chain.
IPL is invested in how this new 
circular economy for plastics will 
work. We are represented on 
many different Committees and 
Technical working groups across 
all our markets to continuously 
improve the recyclability and 
onward use of recycled plastics 
in our products.
Bureau de Normalisation  
du Quebec (BNQ) 
Our Canadian colleagues 
participate in this Committee, 
which aims to standardize the 
amount of recycled plastic 
content in products. The final 
standard is due in late 2023.
Recyclass (EU) 
IPL is part of the polypropylene 
technical committee, which is 
focused on the recyclability of 
plastic packaging across the EU.
Plastics Recyclers Europe (PRE) 
IPL is represented on a number 
of technical groups within the 
PRE, including PP, HDPE, LDPE 
and other technical plastics 
groups.
British Plastics Federation 
(Recycling Group) 
IPL also sits on the 'Recycling 
Group', which covers a wide 
range of discussion topics 
including packaging tax, food 
contact guidance, end-of-life of 
plastic products and other areas 
of interest.
EUCertPlast 
Our main recycling facility in 
Castleford is the only polyolefin 
recycler with the prestigious 
EuCertPlastic Certification in  
the UK.
How we ensure our products  
stay within the circular economy
Innovation and Circular Economy
IPL Participates in Technical  
Groups and Committees
41
41
9	 Association of Plastic Recyclers (2020),  
Virgin vs. recycled plastic life cycle assessment 
energy profile and life cycle assessment  
environmental burdens

By 2025 we will reduce our 
Green House Gas emissions 
intensity by 25%
10
42
Sustainability Highlights 
Environmental Stewardship 
 
10	 Scope 1 and Scope 2 GHG emissions

43
Action Area 04 
Climate Change (i)	
Scope 1** (intensity) reduced 
by 4% year on year (vs. FY21), 
driven mainly by variances 
in weather patterns and 
electrification of our forklift fleet
Scope 2** (intensity) also 
reduced by 5% (vs. FY21), 
due to combination of grid 
improvements and energy 
efficiency at facility level
Scope 3** (intensity) reduced by 
3% (vs. FY21), due to increased 
use of recycled plastics across 
Group
Reduction of virgin plastics in 
product ranges eg. consumer 
packaging (SealPack) and 
agricultural bins (26NG)
Action Area 05  
Energy (i)	
 
Energy intensity** slightly 
improved by 0.3% (vs. FY21), 
primarily due to production and 
energy efficiency improvements
Absolute electricity 
consumption** decreased by 
1.3% (vs. FY21). Actual tonnes 
processed in same period 
decreased by 1%
Replacing aged machines and 
increased cavitation delivered 
1.0 million kWh reduction at 
our Dayton Ohio facility (4.3% 
improvement in energy  
efficiency YoY)
Action Area 06 and 07 
Waste and Water 
Maintained an outlet for 30,500 
tonnes of recycled plastics 
(increase on 2021 volumes)
Pilot project undertaken in 2022 
demonstrates how to achieve 
zero-to-landfill efficiently 
Take-back programme for 
Aberdeenshire Council 
successfully recycled 70,000 
waste carts in 2022
Successful take-back 
programmes expanded to 40+ 
local authorities in UK
Sustainable Development Goals 
and Strategic Objectives
Sustainability Highlights 
Environmental Stewardship 
Action Area Highlights 2022 
 
**	 IPL 19 Locations (includes acquisitions: PBS, Tech II, Leaktite, and Coral)
(i)	 See page 58 for details of limited assurance in previous reporting periods

We are on track to deliver on our  
2025 climate mitigation targets
Environmental Stewardship 
Climate Risk and Emissions Management 
Reducing carbon emissions 
across our operations and wider 
value chain is crucial to achieve 
a ‘below 1.5 degree’ global 
warming scenario .
Our customers and other external 
stakeholders are also increasingly 
focussing on reducing GHG 
emissions in their own value 
chains.
Shifting to green energy and 
scaling up our use of recycled 
materials are key levers, which 
will allow us to significantly  
lower the carbon footprint of  
our products.
Our Sustainability Strategy sets 
out our ambitions in terms of 
decarbonisation.
In association with our climate 
management partners we have 
been calculating our Scope 1, 2 
and 3 GHG emissions since 2019. 
In 2021, we disclosed ambitious 
GHG targets to reduce our Scope 
1 and Scope 2 GHG emission 
intensity by 25% by 2025 from  
a 2019 baseline.
In addition, we set a target 
to reduce Scope 3 emission 
intensity 8% by 2025. To achieve 
these goals, we actively monitor, 
analyse, and assess our direct 
energy usage. We also engage 
directly with our raw material 
suppliers to minimize our Scope 3 
footprint. Through a reduction in 
a) energy intensity in our 
operations; 
b) procurement of 
renewable energy;
c) increased use of recycled 
plastics. We are confident of 
achieving our medium-term 
emission management goals.
All GHG emissions data 
with the symbol ∆ has been 
subject to limited assurance 
by EY under the 'ISAE 3410 
Assurance Engagements on 
GHG Statements' standard.
44
Scope 1 Emissions Intensity 
Trend (2019–2022)
CO2E/TONNES PROCESSED (i)
IPL GROUP 
 
 
2025 TARGET
0.0201
0.0162
0.0154
0.0145∆
0.0151
2019*
2020*
2022**
2025**
2021**
28% 
improvement 
since 2019
44
Scope 2 Emissions Intensity 
Trend (2019–2022)
CO2E/TONNES PROCESSED (i)
IPL GROUP 
 
 
2025 TARGET
0.44
0.41
0.39
0.37∆
0.33
2019*
2020*
2022**
2025**
2021**
15% 
improvement 
since 2019
*	
IPL 14 Locations
**	 IPL 19 Locations (includes acquisitions: PBS, 
Tech II, Leaktite and Coral)
***	IPL 20 Locations (includes acquisitions: PBS, 
Tech II, Leaktite, Coral and Brightgreen Plastics
(i)	 Trend data for prior years extracted from IPL’s 
GHG emissions reporting system

We have set a target to reduce our 
energy intensity by 1% per year
Environmental Stewardship 
Energy Consumption–Tracking for Change 
We track our energy consumption 
for all manufacturing facilities in 
the Group, including energy from 
non-manufacturing facilities, 
such as offices and warehouses. 
The majority of our energy use 
is derived from electricity, with 
over 99% of the electricity we use 
sourced from the electrical grid.
Absolute energy consumption 
in 2022 fell by 1.3%**, with 
reductions achieved through 
both energy efficiency projects 
and the consolidation of some 
operations.
Targets to 2025 
As highlighted in our 
Sustainability Strategy, our 
ambition is to transition to a low-
carbon energy future. An integral 
part of this ambition is ensuring 
our operations are as energy 
efficient as possible.
To meet this ambition, we have 
set an energy intensity goal of 1% 
reduction each year across the 
Group, commencing in 2023. In 
2022, energy intensity** (energy 
use per metric ton of resins 
processed) fell by 0.4% from 
the previous year. We will track 
progress against this target in 
future reporting cycles. 
Renewable Energy 
In 2022 we used 46,000 MWh 
of renewable electricity (which 
represents 15% of our total 
energy used).***
We are currently assessing the 
feasibility of additional renewable 
energy across the UK, European 
and North American operations, 
with a target date of mid-2025 to 
go live on these.
*	
IPL 14 Locations
**	 IPL 19 Locations (includes acquisitions: PBS, 
Tech II, Leaktite and Coral)
***	IPL 20 Locations (includes acquisitions: PBS, 
Tech II, Leaktite, Coral and Brightgreen Plastics
(i)	 Trend data for prior years extracted from IPL’s 
GHG emissions reporting system
45
Electricity Intensity Trend (2019–2022)
KWH/KG (i)
2019*
2020*
2022**
2025**
2021**
IPL GROUP 
 
 
2025 TARGET
1,439
1,433
1,432
1,427∆
1,413
1% 
Improvement 
since 2019
Scope 3 Emissions Intensity 
Trend (2019–2022)
CO2E/TONNES PROCESSED (i)
IPL GROUP 
 
 
2025 TARGET
2.31
2.28
2.18
2.11∆
2.12
2019*
2020*
2022**
2025**
2021**
9% 
improvement 
since 2019

Our Dayton Ohio facility delivered >4% 
energy efficiency improvement in 2022
46
Environmental Stewardship 
Reducing Our Energy Impacts
As injection molding is energy 
intensive, effective energy 
management is one of our top 
priorities to minimize the impact of 
our operations on the environment.
As highlighted in our 2025 strategy, 
we have set the target to reduce 
energy intensity by 1% year-over- 
year (from 2023). To achieve 
these goals, our Operations 
Teams must investigate viable 
projects to increase the efficiency 
of our buildings, processes, and 
employee behaviour.
Some examples of our progress in 
2022 are highlighted below:
IPL Dayton, Ohio 
By switching molds from low 
cavitation to high cavitation, 
this realised significant energy 
efficiency improvements.
In addition, replacing older 
injection molding machines with 
newer and more energy efficient 
machines delivered better energy 
consumption performance.
Both actions realised a year-on-year 
energy efficiency improvement  
of 4.3%.
IPL Hull, Delivers Energy 
Efficiency Improvement 
Following facility-wide 
measurements of the Kilowatt 
hour (KWh) usage of all injection 
machines, facility engineers 
identified that the 800-tonne 
injection molding machines were 
significantly more energy efficient 
than other machines in the fleet. 
This led to a change in the 
production schedule, where 
these machines are utilized to 
full capacity before turning on 
other 800-tonne machines, 
which realised energy efficiency 
improvements.
In addition, the facility serviced 
all power factor correction units 
(PFC); where there had been no 
prior focus. This identified that  
two of the three units were faulty. 
One unit was changed in 2022, 
with the second unit due for 
installation in 2023.
46
46

47
Project Ambition 
“To achieve a zero-to-landfill 
waste management system in-
house, whilst reducing labour, 
lost material and carbon with 
full end-to-end transparency for 
leadership, operational staff and 
third-party vendors”.
In 2022, IPL undertook a pilot 
project at the Wolverhampton, UK 
facility to capture and manage our 
three main waste streams, which 
include: 
•	 general;
•	 dry recyclables; and
•	 resin scrap 
To achieve this ambition, we knew 
our efforts to eliminate general 
waste was key, in addition to 
focusing on waste segregation 
and recycling.
We installed on-site baling & 
sorting infrastructure for each 
waste stream, with flexible/
rigid scrap waste collected 
and recycled in-house at IPL 
Castleford and Haydock. The 
pilot project significantly reduced 
and recaptured scrap and dry 
mixed recyclables through simple 
improvements, including more 
localised collection stations to 
reduce labour footprint, thus 
improving operational efficiencies.
A key part of the project was the 
installation of targeted waste 
stations, which drove a ‘pride of 
working’ cultural shift towards 
cleaner, more organised facility 
operations. 
All remaining general waste was 
compacted at a 10:1 reduction. 
The facility is now producing 
waste-for-collection around 4 
times annually, compared to every 
2-3 weeks, with the additional 
benefit of achieving our zero-to-
landfill philosophy.
This pilot is to be rolled out to 
other locations in the Group, in 
order to achieve a mature waste 
management process by 2025. 
In doing so, we will reduce energy 
and resin consumption, improve 
energy efficiency and deliver zero-
to-landfill status at all locations. 
How to achieve  
zero-to-landfill efficiently 
Innovation and Circular Economy
Focus on Waste: Zero to Landfill
47

Action Area 08 
Health and Safety 
 
Recordable case rate improved 
by 33% (2.3∆ vs. 3.5 in 2021)***
Days away & restricted duty rate 
(DART) also improved by 38% 
YoY (1.8 vs. 2.9 in 2021)***
Our Group performance  
remains ahead of our sector  
(2.3 vs. sector average of 3.4)*** 
ISO 45000 H&S Certification 
achieved at the IPL Tamworth 
facility
New Serious Incident Reporting 
& Management launched
Action Area 09 
People Development 
900 employees participated in 
virtual and in-person workshops 
on our new values
70% of our front-line supervisors 
completed Managing People@IPL 
training in 2022
In 2022, we further enhanced our 
performance management system
IPL again participated in National 
Apprenticeship Week, celebrating 
outstanding apprentices in the 
manufacturing sector
Our employees also participated 
in a diverse range of community 
outreach programmes
Action Area 10 
Communities  
Maintained community spend of 
$76,000∆
US: Bi-annual community clean-
up events and quarterly drive 
to support local crisis centres, 
schools and nursing homes 
US: Employees also volunteered 
on local painting and litter clean-
up campaigns
Canada: Continued donations to 
La tablée des chefs/ Solidarity 
Kitchens
UK: Directed resources towards 
initiatives including homeless 
shelters, children’s hospital and 
hospice charities
48
Sustainability Highlights 
People, Safety and Communities 
Action Area Highlights 2022	
	
 
 
***	IPL 20 locations (includes acquisitions: PBS,  
Tech II, Leaktite, Coral and BrightGreen Plastics)
Sustainable Development Goals 
and Strategic Objectives

Primary Focus 
Safety continues to be our 
primary focus at IPL. No job is so 
urgent, and no schedule so rigid, 
that work cannot be completed in 
a safe manner. We invest to make 
our facilities as safe as possible, 
providing team members with 
targeted safety training so they 
are empowered to address all 
hazards.
Targeted Safety Training 
An excellent example of this 
investment and targeted 
training is demonstrated at our 
Leominster facility. Employees 
were fitted with and trained to 
use fall protection gear when 
climbing the raw material 
resin silos. 
These silos range from 30 to 50 
feet tall and historically did not 
provide sufficient fall protection.
In 2022, IPL installed an 
innovative ‘Honeywell 
GlideLocTM system’, which 
travels up and down the  
structure along with the climber. 
Employees are fitted with a 
harness and receive training 
on proper harness fit and 
GlideLocTM use from the 
Honeywell Safety Team.
2022 Safety performance  
Between 2019 to 2022 
our achievements in safety 
performance are reflected by a 
continued improvement in our 
total recordable case rate (TRCR).
As a result of our efforts, we 
have achieved our 2025 target 
early, with >50% improvement 
in our safety rate in the last four 
years. We are now tracking well 
below the industry average (2.3∆ 
vs. 3.4). This is testament to the 
dedication of all our employees to 
ensure the safety of themselves 
and others.
51% improvement in our safety 
rate in the last 4 years
49
People, Safety and Communities 
Health and Safety
49
49
TOTAL RECORDABLE CASE RATE (TRCR)
2019*
2020*
2022***
2021**
IPL GROUP 
 
 
INDUSTRY
BENCHMARK
51% 
improvement 
since 2019
Health & Safety  
Performance (2019–2022)
*	
IPL 14 Locations
**	 IPL 19 Locations (includes acquisitions: PBS, 
Tech II, Leaktite and Coral)
***	IPL 20 Locations (includes acquisitions: PBS, 
Tech II, Leaktite, Coral and Brightgreen Plastics)
4.78
4.37
3.50
2.33∆

Standardized Safety Systems 
One of the Company goals 
is to drive standardization in 
everything we do. This also 
applies to health & safety (H&S). 
Why? Standardization leads to 
more clarity, less chance of errors 
and thus lower incidents and 
business costs. 
Over the last two years the IPL 
H&S function took on a project 
to identify what we could 
standardize. 
Many areas were included but 
three really stood out:
a) Brady Link 360, which is an 
approach to manage the Lock 
Out Tag Out (LOTO) process. 
Provided by an external 
supplier, it comes in various 
forms to suit facilities where it 
is developed. IPL plans to have 
Brady Link 360 (or similar) as 
the standard approach across 
the organization, and we are on 
track to deliver this in 2023; 
b) Baseline management system, 
which is a ‘how to’ way of 
establishing H&S at a facility. 
Several facilities have already 
established the Baseline 
programme with the rest to 
complete it in 2023; and 
c) 24/72 Hazard Reporting 
process. The 24 refers 
to facility leadership 
acknowledging a hazard report 
submitted by any employee 
within 24 hours, and within 72 
hours the individual will have 
a response. This could be an 
action taken, or intended on 
being taken, or an explanation 
as to why no further action 
is required. 
IPL is also committed to more 
standardization of processes over 
the coming 2 years to further 
heighten awareness of H&S that 
should lead to less incidents 
and injuries.
Standardized safety systems are  
being introduced worldwide
50
People, Safety and Communities 
Health and Safety
50
50

Preventing all incidents/injuries 
is what all companies want to 
achieve. A great step towards this 
goal is to thoroughly investigate 
incidents and close associated 
actions swiftly.
Up to mid-2022, IPL investigated 
many incidents/injuries in the 
same way. While this seems 
like a good idea in principle, the 
issue is that significant incidents 
typically tend to be more complex 
and therefore require more time 
and expertise to complete to give 
the best chance of preventing 
a repeat. 
So, IPL went about developing an 
approach so the most significant, 
complex incidents get the most 
attention and resources. 
Through external benchmarking 
and facility input, the approach 
was agreed and at the start of Q4 
2022 we launched an incident 
categorisation tool. 
This tool provided facilities with 
a way of quickly deciding the 
minor incidents/injuries from 
the more significant. Once 
it is decided that an incident 
meets the significant criteria, a 
more comprehensive incident 
investigation is undertaken.
Each incident also had specific 
deadlines to meet in terms of 
the investigation closure and 
actions closure which are tracked 
& reported to the IPL Leadership 
Team. 
In time, it is hoped that this 
will provide IPL with the best 
possible chance of preventing 
repeat significant incidents and 
ultimately preventing all incidents 
and injuries in the workplace.
Safety incident categorization  
and reporting helps prevent  
repeat significant incidents
51
People, Safety and Communities 
Health and Safety
51
51

Creating a values-led organization
Happy people 
52
Our purpose is to always 
protect what’s important to 
the environment and to the 
communities and businesses we 
serve. Our ambition is to be the 
leading business in sustainable 
plastics within the circular 
economy.
Our values are central to 
everything we do and will enable 
us to deliver on our ambition. Our 
values guide and motivate our 
actions, decisions and behaviours 
with our customers, suppliers, 
business partners, shareholders 
and each other.
We ran an extensive 
organizational engagement 
program where our leaders 
hosted workshops across the 
business during which they 
shared our purpose, ambition 
and core values. 
We engaged our people in a 
conversation to explore the 
values, provide input and for 
them to share specific examples 
and stories of how our values are 
lived day-to-day in their work life.
Our people have shown a real 
commitment to bringing our 
values to life with more than 900 
people having participated in 
virtual and in-person workshops. 
Our values have now been 
incorporated into our 
performance management 
process for 2023 and will 
be embedded into all of our 
processes and practices moving 
forward. This marks a significant 
milestone in our journey to build 
a 'OneIPL' culture and to become 
a values-led organization.
People, Safety and Communities 
Focus on People: Values
52
52

Developing our front-line  
Supervisors is key to our success
Happy people 
53
During 2022 we continued 
to focus on developing our 
leadership capability. In addition 
to developing mid and senior 
managers we undertook a 
specific initiative to upskill our 
front-line supervisors.
Our supervisors as a group are 
critical to our future success 
and are the key to creating a 
great work environment where 
our people feel valued and are 
developed so that they can build 
a long-term career with us.
Our global HR team worked with 
an external provider to develop a 
program, Managing People @ IPL. 
The program consists of 
four modules which can be 
delivered virtually or in person. 
It is of a standard design 
with content, facilitator and 
participant materials.
The program is being delivered 
at all our locations to provide a 
foundation level of management 
skills on which we will continue 
to build.
This program was a collaborative 
effort between our HR and 
H&S teams and they will 
continue to partner to facilitate 
this programme. 
To achieve this, our HR and 
H&S facilitators participated in 
the Train-the-Trainer program 
run by an external provider to 
ensure they have the appropriate 
skills whilst also delivering 
consistent messaging.
The program has been very well 
received by the participants and 
feedback has been positive.
At the end of 2022 the roll 
out was approximately 70% 
complete and we expect that all 
Supervisors will have participated 
in the program by end-of-year 
2023.
People, Safety and Communities 
Focus on People: Front-Line Training
53
53

Successful businesses 
form strong relationships 
with local communities
54
Successful and sustainable 
businesses support and form 
strong relationships with local 
communities. A culture of 
sustainability, once infused into 
the workplace, will spread into 
the homes and neighbourhoods 
in which our employees live. 
Small actions can have a big 
impact. Here at IPL, we are 
actively putting our core values 
into practice, showing that we 
treat the communities in which 
we work with care and respect. 
The sustainability teams worked 
in concert with their Human 
Resources departments in 
2022 to launch some inspiring 
outreach programs. Here are just 
a few highlights:
 
IPL Dayton, US  
Put in place bi-yearly community 
clean-up events and began a 
quarterly donation drive program 
to support local crisis centres, 
animal shelters, schools, and 
nursing homes 
IPL Edmundston, Canada 
In conjunction with the R&D 
and Technical centre, surplus 
container samples were donated 
to La tablée des chefs/ Solidarity 
Kitchens. Partnerships are also 
being formed with the city to 
participate in future sustainability 
efforts 
IPL Lee’s Summit, US  
Employees spent some time 
volunteering in their communities 
painting storm drains and picking 
up trash
IPL Cork, Ireland  
Sponsored a local initiative called 
Tidy Towns, Ireland’s best known 
sustainable and environmental 
initiative
IPL Shanghai, China  
Worked with the local 
government to plant trees in the 
local community
People, Safety and Communities 
Focus on Communities
54
54

Committed to making 
a difference in our local 
communities
55
Our U.K. colleagues also 
understand the importance of 
adopting socially responsible 
projects in the communities 
where we operate.
“It’s about utilising our network, 
spend and position to drive social 
opportunities to those most 
in need. We are committed to 
making a difference; supporting 
those who are most vulnerable.”
Just some of our latest 
commitments include:
•	 Contribution to Stockport’s 
‘Warm Space Initiative’
	 This initiative was part of 
Stockport’s response to the 
current cost of living crisis; 
Partnering with Age UK, the 
Council provided ‘warm packs’ 
including heated blankets to 
their most vulnerable residents;
•	 Sponsoring a snowflake at 
Sheffield’s Children’s Hospital 
	 The initiative brings people 
together with a shared goal 
to build a better future for 
the staff, patients and their 
families at Sheffield Children’s 
Hospital; and
•	 Donation of wheelie bins to 
‘Forget Me Not’ Hospice
	 A children’s hospice offering 
care and support to children 
with life threatening illnesses. 
The bins provided are placed 
around the local communities, 
in businesses and public 
places, so that people can drop 
donation bags.
The groundwork laid by these 
initiatives will be built upon 
over the coming years to create 
a stronger business, stronger 
teams, and stronger bonds with 
our communities. 
People, Safety and Communities 
Focus on Communities
55
55

Our Performance  
in 2022

57
Action Area
What We Said
Summary of Locations
2022 Performance in Brief
2019 (i)
2020 (i)
2021(i)
2022
Recycled 
Content
Develop products that contain 
significant amounts of recycled 
plastics
Group performance %
14.9% recycled content vs. virgin resins 
+4% improvement YoY
13.9*
14.3*
14.3**
14.9∆**
Innovation 
& Product 
Design
Innovate our products. Ensure more 
recycled plastic polymers come back 
into the circular economy
Group performance %
$9,742,326∆ (+22% YoY improvement)
1.64*
1.80*
0.81**
0.99***
Design for 
Circularity
Develop new solutions that enable 
us, and our customers to reduce our 
collective footprint
Group performance %
65% of Group revenues continue to  
originate from environmental, returnable  
or industrial products 
 
100% of IPL products continue to  
be recyclable
N/A 
N/A 
65%**
65%***
57
57
Our Performance 
Innovation and the Circular Economy	
	
∆	
Limited assurance provided by EY – refer to Independent Assurance Statement
*	
IPL 14 locations
**	
IPL 19 locations (Includes acquisitions: PBS, Tech II, Leaktite and Coral)
***	
IPL 20 locations (Includes acquisitions: PBS, Tech II, Leaktite, Coral and Bright Green Plastics)
(i)	
Selected subject matter information for 2019, 2020 & 2021 has been subjected to limited assurance in previous reporting periods. Refer to 
prior year Report for evidence of the Assurance Statement over selected performance information.

58
58
Our Performance 
Environmental Stewardship
	
Action Area 
What We Said
Summary of Locations
2022 Performance in Brief
Unit
2019 (i)
2020 (i)
2021 (i)
2022
Climate 
Change
Factor climate change into 
our decision-making and risk 
management processes
Scope 1 (On-site emissions from fuels)  
Group performance
Absolute: 
Intensity:  -4% YoY variance**
tCO2e 
tCO2e/t
3,350*
0.021*
2,810*
0.017*
3,119**
0.0151**
3,390∆***
0.0145∆**
Scope 2 (Emissions from purchased electricity)
Group performance
Absolute: 
Intensity:  -5% YoY variance**
tCO2e 
tCO2e/t
70,430*
0.44*
67,846*
0.41*
81,280**
0.39**
77,868∆***
0.37∆**
Scope 3 (Emissions from raw materials)
Group performance
Absolute: 
Intensity:  -3% YoY variance**
tCO2e
tCO2e/t
367,080*
2.31*
385,019*
2.34*
448,882**
2.18**
430,392∆***
2.11∆**
Energy  
Efficiency
Transition to a low-carbon  
energy future
Total energy use (electricity) 
Group performance
Absolute:  
Intensity:  -0.3% YoY variance**
GWh
kWh/t
229.5*
1,440*
234.4*
1,426*
295.4**
1,432**
303.5∆***
1,427∆**
∆	
Limited assurance provided by EY – refer to Independent Assurance Statement
*	
IPL 14 locations
**	
IPL 19 locations (Includes acquisitions: PBS, Tech II, Leaktite and Coral)
***	
IPL 20 locations (Includes acquisitions: PBS, Tech II, Leaktite, Coral and Bright Green Plastics)
(i)	
Selected subject matter information for 2019, 2020 & 2021 has been subjected to limited assurance in previous reporting periods.  
Refer to prior year Report for evidence of the Assurance Statement over selected performance information.

59
59
Our Performance 
People, Safety and Communities 
Action Area
What We Said
Summary of Locations
2022 Performance in Brief
2019 (i)
2020 (i)
2021 (i)
2022
Health & 
Safety
Maintain a culture where the health and 
safety of our people is a key priority
TRCR 
Group performance
2.33 TRCR  
-33% YoY variance***
4.78*
4.37*
3.48**
2.33∆***
Talent  
Development
Continue to build a diverse and inclusive 
workforce culture that feels empowered 
and supported as we invest in continued 
career development
See Group performance  
in brief
Female representation on executive  
leadership team
% of female representation across whole Group
% of employees in performance  
management process
Number of senior managers in development
Number of town hall presentations to  
senior leaders
0%*
-
-
-
-
25%*
29%*
-
-
-
25%**
33%**
100%**
84**
2**
29%***
32%***
100%***
60***
4***
Communities
Actively engage with communities 
where we operate to create a  
positive impact and contribute to  
the local economy
See Group performance  
in brief
-19% YoY variance
$71,428*
$79,494*
$94,334**
$76,130∆***
∆	
Limited assurance provided by EY – refer to Independent Assurance Statement
*	
IPL 14 locations
**	
IPL 19 locations (includes acquisitions: PBS, Tech II, Leaktite and Coral)
***	
IPL 20 locations (includes acquisitions: PBS, Tech II, Leaktite, Coral and Bright Green Plastics)
(i)	
Selected subject matter information for 2019, 2020 & 2021 has been subjected to limited assurance in previous reporting periods.  
Refer to prior year Report for evidence of the Assurance Statement over selected performance information.

Scope 
We have been engaged by IPL Plastics Limited (‘IPL’) to 
perform a ‘limited assurance engagement,’ as defined 
by International Standards on Assurance Engagements, 
here after referred to as the engagement, to report 
on IPL’s selected subject matter information marked 
with the symbol Δ (the “Subject Matter”) in the IPL 
Sustainability Report (“the Report”) for the year ended 
31 December 2022.
	
Other than as described in the preceding paragraph, 
which sets out the scope of our engagement, we did 
not perform assurance procedures on the remaining 
information included in the Report, and accordingly, we  
do not express a conclusion on this information. 
 
Criteria applied by IPL 
In preparing the Subject Matter, IPL applied their internally 
developed KPI Boundary Reports (“the Criteria”). Such 
Criteria were specifically designed by IPL for the purposes 
of Subject Matter reporting. As a result, the Subject Matter 
may not be suitable for another purpose. 
 
IPL responsibilities 
IPL management is responsible for selecting the Criteria, 
and for presenting the Subject Matter in accordance with 
that Criteria, in all material respects. This responsibility 
includes establishing and maintaining internal controls, 
maintaining adequate records and making estimates that 
are relevant to the preparation of the subject matter, such 
that it is free from material misstatement, whether due to 
fraud or error.  
EY’s responsibilities 
Our responsibility is to express a conclusion on the 
presentation of the Subject Matter based on the evidence 
we have obtained.
	
We conducted our engagement in accordance with the 
International Standard for Assurance Engagements Other 
than Audits or Reviews of Historical Financial Information 
(‘ISAE 3000’), the International Standard for Assurance 
Engagements ISAE 3410 Assurance Engagements on 
Greenhouse Gas Statements (ISAE 3410), and the terms 
of reference for this engagement as agreed with IPL on 
19 December 2022. Those standards require that we plan 
and perform our engagement to obtain limited assurance 
about whether, in all material respects, the Subject Matter 
is presented in accordance with the Criteria, and to issue 
a report. The nature, timing, and extent of the procedures 
selected depend on our judgment, including an assessment 
of the risk of material misstatement, whether due to fraud  
or error.
	
We believe that the evidence obtained is sufficient and 
appropriate to provide a basis for our limited assurance 
conclusions.
 
Our Independence and Quality Control 
We have maintained our independence and confirm that 
we have met the requirements of the Code of Ethics for 
Professional Accountants issued by the International Ethics 
Standards Board for Accountants, and have the required 
competencies and experience to conduct this assurance 
engagement.
	
EY also applies International Standard on Quality 
Control 1, Quality Control for Firms that Perform Audits and 
Reviews of Financial Statements, and Other Assurance and 
Related Services Engagements, and accordingly maintains 
a comprehensive system of quality control including 
documented policies and procedures regarding compliance 
with ethical requirements, professional standards and 
applicable legal and regulatory requirements.
Description of procedures performed 
Procedures performed in a limited assurance engagement 
vary in nature and timing from, and are less in extent than, for 
a reasonable assurance engagement. Consequently, the level 
of assurance obtained in a limited assurance engagement 
is substantially lower than the assurance that would have 
been obtained had a reasonable assurance engagement 
been performed. Our procedures were designed to obtain 
a limited level of assurance on which to base our conclusion 
and do not provide all the evidence that would be required to 
provide a reasonable level of assurance.
	
Although we considered the effectiveness of 
management’s internal controls when determining the 
nature and extent of our procedures, our assurance 
engagement was not designed to provide assurance on 
internal controls. Our procedures did not include testing 
controls or performing procedures relating to checking 
aggregation or calculation of data within IT systems.
	
The Green House Gas (GHG) quantification process is 
subject to scientific uncertainty, which arises because of 
incomplete scientific knowledge about the measurement 
of GHGs. Additionally, GHG procedures are subject to 
estimation (or measurement) uncertainty resulting from 
the measurement and calculation processes used to 
quantify emissions within the bounds of existing scientific 
knowledge.
	
A limited assurance engagement consists of making 
enquiries, primarily of persons responsible for preparing 
the Subject Matter and related information, and applying 
analytical and other appropriate procedures.
	
Our procedures included:
•	 Interviewed management to understand the key 
processes, systems and controls in place for the 
preparation of the Subject Matter.
•	 Performed a review of the data management systems, 
tested reasonableness of conversion factors applied, 
reviewed alignment with the Criteria and conducted 
analytical review procedures over the Subject Matter.
•	 Undertook a remote desktop site visit to a selected IPL 
operation to understand the process of data collection 
and reporting from site level to head office.
•	 Agreed sample selection to supporting documentation 
and re-performed calculations.
•	 Assessed the appropriateness of the Criteria for the 
Subject Matter.
•	 Reviewed the Report for the appropriate presentation 
of the Subject Matter, including the discussion 
of limitations and assumptions relating to the 
data presented.
We also performed such other procedures as we 
considered necessary in the circumstances.
Conclusion 
Based on our procedures and the evidence obtained, we 
are not aware of any material modifications that should be 
made to the Subject Matter for the year ended 31 December 
2022, in order for it to be in accordance with the Criteria. 
Use of our Assurance Statement 
We permit the disclosure of the final issued IPL Assurance 
Statement, in full only, to be published in IPL’s 2022 Annual 
Report. Where you include the IPL Assurance Statement in 
the Report, you will publish the whole of the IPL Assurance 
Statement as a single document without amendments 
or redaction in the form that we provide to you. The IPL 
Assurance Statement will contain language to that effect in 
respect of the IPL Assurance Statement.
	
We disclaim any assumption of responsibility for any 
reliance on the IPL Assurance Statement or its conclusions 
to any persons other than IPL, or for any purpose other 
than that for which it was prepared.
	
Accordingly, we accept no liability whatsoever, whether 
in contract, tort or otherwise, to any third party for any 
consequences of the use or misuse of this assurance report 
or its conclusions.
Ernst & Young 
4th May 2023 Dublin, Ireland
60
60
Our Performance 
Independent Assurance Statement to IPL Plastics Limited.

Partnerships and Memberships
Our partnerships and memberships are key to our 
future success as a circular and climate-responsible 
business. Each relationship is focused on delivering 
step-change in our collective journey to deliver a fully 
functioning circular and low-carbon economy.

Huguenot House 
35-38 St. Stephen’s Green 
Dublin 2, D02 NY63
Tel: +353-1612-1151
iplglobal.com
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