2022 
Connecting our 
Sustainable Future
Environmental, Social, & Governance Report

01
INTRODUCTION
	x 2022 ESG Highlights
	x Message from the President & CEO
	x Message from the Chair of our Environmental,  
Health & Safety Committee
	x Our ESG Strategy
3
02
OUR BUSINESS
11
03
MATERIALITY
16
04
SOCIAL IMPACT
19
05
ENVIRONMENTAL COMMITMENT
28
06
PRODUCT STEWARDSHIP
37
07
GOVERNANCE PRINCIPLES
44
APPENDICES
50
Table of Contents
About Our ESG Report
Welcome to the 2022 Stella-Jones’ ESG Report (“the Report”) 
which highlights the environmental, social and governance 
(“ESG”) activities our organization has conducted between 
January 1, 2022 to December 31, 2022. The Report also 
describes the shape of things to come as we share our new  
ESG Strategy, which outlines our vision for the future. 
We have prepared this Report referencing the Sustainability 
Accounting Standards Board (“SASB”) Building Products and 
Furnishings Standard, the Global Reporting Initiative (GRI) 
Standards, and the Task Force on Climate-related Financial 
Disclosures (“TCFD”). A detailed summary of disclosures can  
be found in the Appendix of this Report. References to  
“Stella-Jones”, “we”, “our” or “Company” refer to Stella-Jones 
Inc. and its operating subsidiaries, unless indicated otherwise. 
All amounts expressed in this Report are in Canadian dollars, 
except as otherwise specified. 
While the contents in this Report have not been externally 
assured, internal resources have reviewed the information and 
data for quality, completeness, and accuracy. The Stella-Jones 
executive leadership team and Board of Directors have reviewed 
and approved this Report for publication. The Report is available 
in both English and French, with all previous years’ reports 
available on the Stella-Jones Investor Relations page.
This Report allows us an opportunity to deepen existing 
conversations with our stakeholders about our sustainability 
programs and we welcome your feedback. Comments can  
be shared at communications@stella-jones.com.
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INTRODUCTION
APPENDICES
GOVERNANCE PRINCIPLES
PRODUCT STEWARDSHIP
ENVIRONMENTAL COMMITMENT
SOCIAL IMPACT
MATERIALITY
OUR BUSINESS

INTRODUCTION
01
•	 2022 ESG Highlights
•	 Message from the President & CEO
•	 Message from the Chair of our  
Environmental, Health & Safety Committee
•	 Our ESG Strategy
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INTRODUCTION

2022 ESG 
Highlights
Our ESG Strategy outlines our vision 
for sustainability at Stella-Jones, while 
complementing our corporate strategy  
and growth objectives.
In addition to releasing our first ESG Strategy,  
the highlights below illustrate the progress made  
in 2022 in each of our four ESG pillars. 
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In 2022, we developed 
a company-wide  
ESG Strategy, defining  
a path that includes 
aspirational goals and 
near-term targets.
SOCIAL IMPACT
ENVIRONMENTAL 
COMMITMENT
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PRINCIPLES
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The Road to Connecting  
Our Sustainable Future
MESSAGE FROM THE PRESIDENT & CEO 
Welcome to Stella-Jones’ 2022 Environmental, Social and Governance Report. 
Through the following pages, you will be provided a closer look at our Company’s 
latest initiatives, progress and commitments across 2022, all of which I am proud 
to share with you.
Looking Back
Stella-Jones first set off on its sustainability journey with the 
publication of our inaugural ESG Report in 2017. The first of its kind 
for our business, this report highlighted our history of environmental 
compliance, health and safety performance, and robust ethics. It 
marked a shift in how we defined sustainability; it reinforced our 
sense of accountability and allowed us to recognize that we had 
room for cultural growth in order to embrace larger sustainability 
concepts. Through this exercise, we also acknowledged that better 
data collection was required in order to establish a strategy and 
set measurable goals for success. 
The years that followed allowed Stella-Jones to continue to learn, 
work hard and strive to do better for our people and our planet. 
These sustained efforts paved the way for a number of initiatives 
and learnings that have served us well and brought us to this next 
chapter in our ESG story.
Connecting Our Sustainable Future
Pivotal to our 2022 ESG report is the unveiling of our ESG Strategy, 
titled ‘Connecting our Sustainable Future’, anchored in measurable 
goals across our six key topics of Climate Change & Greenhouse 
Gas (“GHG”) Emissions, Health and Safety, Our People, Indigenous 
Peoples, Responsible Supply Chain and ESG Risk Governance.
On the Climate Change & GHG Emissions front, our strategy includes 
a target of 32% reduction in Scope 1 & 2 GHG emissions by 2030. 
This target is based on our forecast of planned projects and initiatives 
and sets us up for our commitment to further improve our emissions 
reduction with the measurement of our scope 3 emissions and 
assessment of a science-based target by 2025.
Health & Safety being a chief priority for our business, over the 
last year we continued the roll-out of our SHIELD Environmental, 
Health and Safety management program across our Canadian 
operations. As we place continued emphasis on growing our safety-
first culture and target Zero Injury ambitions, this implementation 
ensures consistency for our business and for our people.
I look to the 
future with 
enthusiasm and 
confidence as 
Stella-Jones 
continues to 
make meaningful 
changes and a 
positive impact.
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ERIC VACHON 
President & Chief Executive Officer
The focus on Our People further translated to key events in 2022, 
namely the appointment of our Senior Vice President and Chief 
People Officer, who joined our team in support of our growing 
need for bolstered human resources. His oversight and leadership 
will help drive our focus on several people-centric matters, including 
employee well-being, retention and development. These efforts to 
help employees develop and hone their skills are further evidenced 
by our target of 30% of job openings to be filled by internal 
promotions by 2027.
The 2022 addition of a dedicated senior ESG resource further enabled 
us to examine our sustainability practices and opportunities, and 
to speak with assurance to our targets and ambitions. Our Senior 
Director of ESG, worked closely with stakeholders inside and outside 
the organization to take stock of our current standing and formulate 
a comprehensive strategy that will help Stella-Jones reach even 
higher towards fulfilling our sustainability potential.
In 2021, we identified Indigenous Peoples as a material topic, and 
in 2022, through collaborative work with internal and external 
Indigenous expertise, we improved our understanding of Stella-Jones’ 
existing relationships with Indigenous communities and areas for 
improvement, which led to the development of our Indigenous 
Peoples policy, published earlier this year.
From a Governance perspective, Stella-Jones values transparency and 
accountability in all facets of our business. Sound governance practices 
provide a strong and steady foundation for our sustainability goals. 
The Company also continued to integrate cybersecurity 
considerations into it's governance practices, with ongoing 
employee training to help our teams better secure our digital 
infrastructure and train our people on how to safeguard our 
confidential and proprietary data from cybersecurity threats.
Looking Forward
I look back with a sense of accomplishment at how we have,  
and continue to drive ESG advancements across our operations, 
and I look to the future with enthusiasm and confidence as 
Stella-Jones continues to make meaningful changes and positive 
impact. Our ESG Strategy traces a roadmap to several initiatives, 
which I encourage you to learn more about as you read on, and 
our Report marks a new era in our sustainability journey; one 
that connects us to our various stakeholders, to our objectives, 
and most importantly to the communities across North America 
who rely on our treated wood products for access to essential 
infrastructure services that are woven into our everyday lives.
We work every 
day to improve 
our ESG practices 
and performance 
and I hope you 
follow along as we 
provide updates  
on our progress 
and overall journey 
to sustainability.
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Message from The Chair of our  
Environmental, Health & Safety Committee
DOUGLAS MUZYKA 
Chair of the Environmental, Health & Safety 
Committee and Corporate Director
2022 marked a significant leap forward in 
the management of ESG at Stella-Jones. 
On behalf of the EHS Committee and 
the Board of Directors, I would like to 
recognize and applaud the important 
work undertaken in 2022 to advance ESG.
Through these efforts, we have ensured we are continuing 
to deliver on our commitment and responsibility to prioritize 
sustainability across the organization. 
The EHS Committee met several times throughout 2022 to 
provide feedback and support on the ESG Strategy development, 
culminating in a full Board review. Stella-Jones’ ESG Strategy, 
‘Connecting Our Sustainable Future’, outlines the organization’s 
ambition for the six key ESG topics of Climate Change & GHG 
Emissions, Health & Safety, Our People, Indigenous Peoples, 
Responsible Supply Chain and ESG Risk Governance, published  
in full, for the first time in this Report.
The Strategy highlights quantifiable targets to measure our 
ESG progress and we have focused the conversations at our 
Committee and Board levels towards advancing these six domains. 
Looking forward, we will ensure there is governance and oversight 
for each strategic topic throughout the Board and its committees.
The future for Stella-Jones is exciting, and while significant 
progress has been made, we still have work to do. We look forward 
to sharing our progress and the positive impact we have through 
executing on the ESG Strategy.
We look forward 
to sharing our 
progress and the 
positive impact 
we have through 
executing on the  
ESG Strategy. 
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Our ESG Strategy
Developed in collaboration with talented teams across 
the organization, our ESG Strategy is forward-looking, 
ambitious, measurable, and achievable.
We are proud to share our vision to advance our sustainable 
initiatives across the six key areas of:
1.	 Climate Change & GHG Emissions
2.	 Health & Safety
3.	 Our People
4.	Indigenous Peoples
5.	 Responsible Supply Chain
6.	ESG Risk Governance
Throughout this Report,  
you will read more about our 
ESG Strategy and the progress 
we have made in 2022. 
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Our ESG Strategy
Climate Change & GHG Emissions
We commit to reducing our emissions intensity and 
maximizing the carbon sequestered in our products.
Energy Efficiency 
Renewable Energy
Innovation
Indigenous Peoples
We commit to building lasting and collaborative 
relationships with Indigenous Peoples where we operate.
Cultural Awareness and Understanding
Relationships
Economic Benefits
Health & Safety
We keep our people safe by reducing risks through a culture 
of teamwork, ownership, and continuous improvement.
Safety Systems
Safety Communications
Empowering Our People
Responsible Supply Chain
We partner with responsible local suppliers to ensure 
the long-term sustainability of our wood supply.
Supplier Engagement
Sustainable Forestry
Promote Forest Education
Our People
We attract and retain talented people by offering  
a positive work experience through inspired  
leadership, competitive working conditions and  
career development opportunities.
Enhancing Our Employee Experience 
Developing Our People and Promoting from Within
A Workforce that is Reflective of Our Communities
ESG Risk Governance
We empower our people to make informed and 
responsible decisions and deliver results through clear 
guidelines, disciplined processes and accountability.
Strong Governance as Our Foundation
Priority Risk Management
Simplify Compliance
Connecting  
our Sustainable  
Future
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Our ESG Targets
* A science-based target refers to the greenhouse gas reduction required to limit global warming to below 
1.5 degree Celsius. The 1.5 degree target is part of the Paris Agreement and is determined to be the limit 
required to avoid the worst impacts of catastrophic global warming.
**Tier 1 is defined as 80% of total procurement spend.
Climate Change & GHG Emissions
Reduce Scope 1 & 2 GHG 
emissions by 32% by 2030 
compared to a 2022 base year.
Fill 30% of job openings by 
internal promotions by 2027.
100% of salaried employees to 
complete the new Digital Annual 
Policy Acknowledgment by 2024.
On our journey to Zero Injuries, 
achieve an annual recordable  
safety incident rate below the 
industry average.
Maintain third-party 
sustainability certification 
of 80% or higher for 
lumber purchases.
100% of Canadian salaried 
employees to complete 
Indigenous cultural awareness 
training by 2025.
Measure our Scope 3 emissions  
and assess a science-based*  
target by 2025.
Complete an ESG due 
diligence assessment  
for 25% of Tier 1** 
suppliers by 2027.
Launch a 
supplier seedling 
program by 2024.
100% of Canadian areas with forest 
management obligations covered by 
relationship agreements with willing 
Nations by 2030.
Indigenous Peoples
Health & Safety
Responsible Supply Chain
Our People
ESG Risk Governance
Launch digital onboarding training 
within one year of the new training 
module implementation.
Establish a Company-wide 
Diversity baseline by 2024.
100% of plant monthly safety 
observation targets met.
ACHIEVED
ON TRACK
All targets are for end of year.
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OUR 
BUSINESS
02
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INTRODUCTION

Stella-Jones is  
North America’s leading 
producer of pressure-
treated wood products. 
Leveraging our coast-to-coast network of 43 wood treating 
facilities in North America, we continue to meet customer 
demand with increasing agility, and a solid financial position 
that provides the flexibility to fund growth opportunities.
About Stella-Jones
At Stella-Jones, we supply the continent’s major electrical utilities and telecommunication 
companies with wood utility poles and North America’s Class 1, short line and commercial 
railroad operators with railway ties and timbers. Stella-Jones also provides industrial 
products, which includes wood for railway bridges and crossings, marine foundation 
pilings, construction timbers and coal tar-based products. Additionally, we manufacture 
and distribute premium treated residential lumber and accessories to Canadian and 
American retailers for outdoor applications.
2022 Business Highlights
In 2022, sales increased by 11% to $3.1 billion, marking the 22nd consecutive year of 
sales growth. Our strong cash flow has allowed us to fund investments in our business, 
including the acquisition in 2022 of our 43rd wood treating facility in Jasper, Texas.  
The facility produces southern yellow pine utility poles and further optimizes the overall 
efficiency of Stella-Jones’ continental network.
1
71
2,615
$3.1B
43
Coal Tar  
Distillery
Distribution & 
Inventory Yards
Employees
TOTAL SALES
Wood Treating 
Facilities
Residential 
Lumber
24%
Logs & Lumber
Industrial 
Products
Utility Poles
40%
7%
5%
Railway Ties
24%
All figures as of December 31, 2022. 
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Our Mission & Values
Stella-Jones aims to be the performance leader in the industries in which it operates and 
a responsible corporate citizen, acting with integrity and exercising a rigorous standard of 
environmental and social responsibility, and governance. Our values include:
TEAMWORK 
We work together to meet the needs of  
our customers by providing superior service 
and premium products. 
INTEGRITY 
We stick to our word. We act with honesty 
and integrity in all interactions with employees, 
clients, suppliers, and the public, and adhere 
to the highest standards of professional 
behaviour and ethics.
PERSEVERANCE 
We take a straightforward approach to our 
business, knowing that success comes through 
hard work and dedication.
RESPECT 
We believe that the contribution of every 
employee is valuable. We foster a culture of 
inclusion in which employees are encouraged to 
take initiative, participate and exchange ideas. 
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How We Create Value
Our business model supports our vision of providing renewable, low carbon treated wood products that 
create value for our customers. We enable our customers to transport goods, power communities, and 
build infrastructure to prosper and grow. By combining our strategically located production facilities, 
sustainable fibre sourcing capabilities, and growing logistics network, we can better serve our customers.
WELCOME TO
FORES
T MANAGEME
NT
PRIMARY PR
OCESSING
(Electricity, Fuel, & Water)
WOOD PROCUREMENT
UTILITY 
POLES
Peeling
Drying
Framing
A
1
2
4
5
6
RAILWAY TIES
Trimming
Incising
End-Plating
Drying
B
Tree Growth
Regeneration
Harvesting
Timber Sales
Independant Third Party 
White Wood Producers
Private Woodland 
Owners
Government Tenure
FINAL QUALITY CONTROL
Upstream Value Chain
Downstream Value Chain
Stella-Jones Organizational Boundary
T
R
EA
ME
NT
 P
RO
CE
S
S
W
OO
D P
RE
SS
UR
E
8
D
I
S
P
O
S
A
L
E
N
D
-
O
F-
LI
F
E
(C
on
ve
rti
ng 
Wa
ste
 to
 E
ne
rg
y)
B
RAILWAY TIES
Rail Infrastructure
3
DISTRIBUTION TO STELLA-JONES
7
DISTRIBUTION TO CUSTOMERS
Energy 
Recovery
Landﬁll
Reuse & 
Re-Purpose
C
RESIDENTIAL 
LUMBER
Outdoor Residential 
Construction
A
UTILITY POLES
Electric 
Telecommunications 
Infrastructure
C
RESIDENTIAL 
LUMBER
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Our Continental Network
Our treating facilities are located in six Canadian provinces and 17 U.S. states and 
are complemented by an extensive distribution network across North America.
UTILITY POLES
COAL TAR DISTILLERY
FINISHED GOODS YARDS
RAILWAY TIES
2022 ACQUISITION 
of Texas Electric Cooperatives, Inc.’s wood 
utility pole manufacturing business
RESIDENTIAL LUMBER
1.	
	New Westminster, BC
2.	 Prince George, BC
3.	 Galloway, BC
4.	 Carseland, AB
5.	 Neepawa, MB
6.	 Kirkland Lake, ON
7.	
South River, ON
8.	 Guelph, ON
9.	 Shelburne, ON
10.	 Stouffville, ON
11.	 Peterborough, ON 
12.	 Gatineau, QC
13.	 Rivière-Rouge, QC
14.	 Delson, QC
15.	 Sorel-Tracy, QC
16.	 Truro, NS
17.	 Arlington, WA
18.	 Tacoma, WA
19.	 Sheridan, OR
20.	 Eugene, OR
21.	 Silver Springs, NV
22.	 Eloy, AZ 
23.	 Lufkin, TX
24.	Jasper, TX
25.	 Russellville, AR
26.	 Rison, AR
27.	 Converse, LA
28.	Pineville, LA
29.	 Alexandria, LA
30.	 Bangor, WI
31.	 Cameron, WI
32.	 Memphis, TN
33.	 Scooba, MS
1
19
20
21
2324
26
31
27
28
33
39
40
17
6
8
12
13
16
3
25
29
34
35
37
41
43
44
38
30
14
32
22
7
15
9
42
10
11
36
2
4
18
5
34.	 Fulton, KY 
35.	 	Winslow, IN
36.	 Brierfield, AL
37.	 	Montevallo, AL
38.	 Clanton, AL
39.	 	Cordele, GA
40.	Whitmire, SC
41.	 	Goshen, VA
42.	 Warsaw, VA
43.	 Dubois, PA
44.	McAlisterville, PA
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MATERIALITY
03
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Approach to 
Materiality
In 2022, we conducted our first extensive 
materiality survey to hear from our various 
internal and external stakeholders on the ESG 
topics that matter most to them, and to better 
understand the ESG topics with the greatest 
exposure to risk or opportunity for Stella-Jones.
Our 2022 materiality process was informed by four key stakeholder 
groups including our employees, customers, suppliers, and investors. 
The material topics have been validated by the executive leadership 
team resulting in an output of ESG topics that encompass Stella-Jones’ 
material sustainability responsibilities, risks, and opportunities. 
To establish the list of 22 topics included in our materiality process, 
we reviewed issues that stakeholders expect us to address and that 
we view as relevant to our business. To do this, we analyzed reporting 
frameworks such as GRI, TCFD, and SASB, ESG rating agencies, and 
leveraged our materiality work from previous years. 
In addition to the materiality survey, we engaged our stakeholders through 
existing and new communication channels to gain their perspectives on 
our strategy and approach to ESG. Our employee engagement process 
included 16 workshops for employee feedback and dialogue on ESG 
topics. Customer and supplier engagement occurred through the daily 
interactions between our teams as well as our participation in customer 
sustainability surveys, programs, and tender processes. In addition to 
communicating with our investors through investor calls and non-deal 
roadshows, we also reviewed the ESG ratings which were used as a proxy 
for investor expectations. This stakeholder engagement allowed us  
to identify a prioritized list of material topics to focus our efforts on  
going forward.
Four key stakeholder groups inform our materiality assessment:
1
2
3
4
EMPLOYEES
CUSTOMERS
SUPPLIERS
INVESTORS
Engagement Process:
	x ESG workshop series
	x Materiality survey
	x Daily interactions between 
managers and colleagues
Engagement Process:
	x Customer sustainable supplier 
programs and surveys
	x Materiality survey
	x Daily customer engagement
	x Tender processes and criteria
Engagement Process:
	x Materiality survey
	x Industry association meetings
	x Ongoing communication with  
our procurement teams
Engagement Process:
	x Materiality survey
	x ESG investor calls
	x Investor relations engagements
	x ESG ratings used as a proxy
Stakeholder Group Priorities:
Our employees want safe and  
secure work, to receive fair treatment 
and wages, experience a sense of 
belonging for all and professional 
development opportunities.
Stakeholder Group Priorities:
Our customers want reliable product 
supply, sustainable forest management 
practices and effective end-of-life 
solutions for products.
Stakeholder Group Priorities:
Our suppliers expect ethical conduct 
and integrity in shared interactions, 
and that we ensure a safe working 
environment at our facilities. 
Stakeholder Group Priorities:
Our investors expect transparent  
and timely ESG disclosure, with a 
strong focus on climate change, 
including both risks and opportunities.
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Importance to Stakeholders
Importance to Stella-Jones
Materiality Matrix
The ESG topics in the following matrix represent 
those that have been prioritized as most impactful 
to Stella-Jones’ business. The topics have been 
organized under our four ESG pillars of Social 
Impact, Environmental Commitment, Product 
Stewardship and Governance Principles. In this 
Report, we have outlined how we are currently 
managing these priority ESG topics. 
ESG MATERIALITY
Diversity, Equity & Inclusion
Risk Management
Air Quality
Waste Management
Cyber & Data Security
Product End-of-Life Solutions
Innovation & Technology
Supply Chain 
Practices
Community Engagement
Indigenous Peoples
Sustainable Forest Management
Ethics & Integrity
Economic Performance
Water Management
Competitive Behaviour
Health  
& Safety
Climate Change  
& GHG Emissions
Environmental Compliance
Customer Satisfaction
Labour Standards
Recruitment & Retention
Employee Training & Development
Legend
Social Impact
Environmental Commitment
Product Stewardship
Governance
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SOCIAL IMPACT
04
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Objective
We keep our people safe by reducing risks through a culture 
of teamwork, ownership and continuous improvement.
SAFETY COMMUNICATIONS
Safety communication from all levels across the Company to 
embed a culture of active ownership of safety.
SAFETY SYSTEMS 
Provide effective training, drills and safety audits that ensure our 
SHIELD safety program is well implemented and understood.
EMPOWERING OUR PEOPLE 
Provide the right resources, health, and wellness support,  
and encourage safe behaviour.
Health & Safety
Our highest priority is the safety of our workforce and the communities where we operate. In 2022,  
we continued to build consistency and maturity in our Health & Safety programs, working to align the 
entire Company around our safety-first culture.
*The U.S. Occupational Safety and Health Administration (OSHA) wood 
preservation industry average TRR was 4.7 in 2022. 
On our journey to Zero Injuries, achieve 
an annual recordable safety incident rate 
below the industry average.
2022 PROGRESS & RESULTS:
Achieved a total recordable injury rate of 3.6, below 
the industry average of 4.7* for 2022.
100% of plant monthly safety  
observation targets met.
2022 PROGRESS & RESULTS:
In 2022, we refined the safety observation targets 
and communicated the new requirements across the 
organization, including our site Health and Safety staff, 
Plant Managers and our corporate operations teams.
Strategy
Targets
ACHIEVED
ON TRACK
Return to  
Our ESG Strategy 
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APPENDICES
SOCIAL IMPACT
INTRODUCTION

2022 Safety Performance
In 2022, we recorded a 22% reduction in the total recordable injury 
rate (“TRR”) compared to 2021 through a sustained focus on risk 
management and effective implementation of our SHIELD program. 
With the SHIELD program fully implemented at 80% of our sites in 
2022, our workforce has demonstrated their engagement through 
strong safety performance statistics. We will continue to build on 
our momentum and will remain committed to embedding a strong 
safety culture to ensure our people make it home safe and sound 
at the end of the workday.
Performance Data
Health & Safety Management
At Stella-Jones, health & safety is managed through our in-house 
SHIELD program, an integrated environmental, health and safety 
(“EHS”) management system built around the ISO 14001 standard 
and applies to all workers and contractors at Stella-Jones facilities. 
SHIELD policies and programs are developed by our Corporate 
Health & Safety team, with feedback and insights gathered at the site 
level through monthly SHIELD committee meetings. All treatment 
facilities have a SHIELD committee which is responsible for the 
effective implementation of SHIELD programs and acts as the key 
point of contact for employees to raise questions and concerns.
In 2022, we continued the roll-out of SHIELD at our Canadian 
facilities. The implementation of the system requires upgrading 
existing safety processes and procedures to match the requirements 
of SHIELD, including employee training, physical upgrades to 
guarding and barriers at facilities as well as process improvements.
65
112
94
3.7
4.6
3.6
TRR Cases
TRR Frequency Rate 
(Injuries/200,000 
Hours Worked)
2020
2021
2022
22% compared to 2021.
IMPROVEMENT IN TRR
AVERAGE HOURS
HOURS
of health and safety 
training per employee  
in 2022.*
of total health  
and safety training 
completed.*
2.5
39,432
*Reflective of online e-learning modules only. We currently do not capture 
physical, on-site training hours, or live, virtual training hours. 
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Hazard Identification
As a core component of our safety management program, all 
facilities have implemented a Job Hazard Analysis (“JHA”) Program. 
A JHA requires the identification and treatment of hazards and 
risks present at the task level before a job is started. This analysis 
has a corresponding hierarchy of controls to ensure the adequate 
documentation and management of identified hazards specific  
to each facility. 
Employee Health
We are committed to protecting the health and well-being of our 
workforce through setting clear minimum performance standards to 
identify, assess, and manage health risks and their potential impacts. 
Occupational exposure limits are set according to guidance from the 
U.S. Occupational Safety and Health Administration (“OSHA”) for 
our most material exposures.
Automation of Utility Pole 
Through-Boring
In 2022, we developed and installed a robotic 
through-boring machine for utility poles at 
our Eugene, Oregon facility. The robot was 
developed as part of our safety program’s 
hierarchy of controls, seeking an engineering 
solution to eliminate the hazards associated 
with utility pole through-boring. Building 
on our commitment to sustainability, the 
practice of through-boring extends the service 
life of utility poles by protecting the pole 
from internal decay. As a result of this new 
automation, we will be assessing the potential 
roll-out of additional robotic machines 
across our utility pole facilities as part of our 
ongoing commitment to hazard reduction 
and improved safety outcomes. 
Improving our safety culture 
requires the effort of everyone 
across the Company. The 
sustained effort of our people 
to implement our SHIELD EHS 
Program is being rewarded 
through improved safety results 
and fewer people being injured 
across our network.
DOUG HOTZEL 
Director, Safety &  
Health Compliance
HEARING CONSERVATION PROGRAM
Noise induced hearing loss is an identified risk for our employees. 
Our Hearing Conservation Program seeks to minimize occupational 
hearing loss by providing hearing protection, training and annual 
hearing tests to all persons working in areas or with equipment that 
have noise equal to or exceeding acceptable levels. The program also 
identifies and communicates work areas, processes, or tasks that may 
expose employees or contractors to excessive noise.
RESPIRATOR SELECTION AND USE PROGRAM
Our Respirator Selection and Use Program is aimed at reducing 
employee exposure to respirable contaminants where exposure 
potentially exceeds regulatory limits or the stricter internal limits 
we have set. The Program identifies the exposure limits for all 
the preservatives used in our treatment processes. All respirators 
used by Stella-Jones must be certified by the National Institute 
for Occupational Safety and Health (“NIOSH”), and prior to use 
employees are required to complete a medical evaluation. Each 
employee in the Program is assigned their own respirator and 
undergoes fit testing by a third party to ensure the respirator  
is effective.
Through our SHIELD program we continually review the health 
and safety controls in place to ensure they are being applied 
throughout the organization and remain effective in mitigating 
potential risks.
Top Three Injury Types in 2022
1.	
Injuries resulting from falls, slips or trips.
2.	 Caught in, under or between objects being handled.
3.	 Strains or injuries from pushing or pulling.
CARDINAL RULES*
A cardinal rule is one that, if broken by a trained employee, results 
in the termination of the violating employee’s employment. Across 
our facilities in the U.S., we have communicated two cardinal 
rules – Lock-Out, Tag-Out (“LOTO”) and Hot Work. The two were 
developed based on the hazard identification process to address 
issues that arise as a result of the most hazardous job types in 
our operations. The reason for the cardinal rules is to mitigate the 
potential risks resulting from violations of LOTO and Hot Work. 
This past year, we had two company-wide safety stand-downs 
related to LOTO procedures which required all facilities to halt 
operations so employees could discuss and learn from significant 
safety events that have occurred. The safety stand downs, which 
were led by senior EHS leadership, are an important aspect of our 
safety-first culture with a defined purpose to share best practices 
across facilities and prevent repeat occurrences of injuries. 
*Cardinal rules only apply in our U.S. operations.
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Objective
We attract and retain talented people by offering a positive 
work experience through inspired leadership, competitive 
working conditions and career development opportunities. 
DEVELOP OUR PEOPLE AND PROMOTE FROM WITHIN 
Equip our future leaders with the right skills and career 
development opportunities.
ENHANCE OUR EMPLOYEE EXPERIENCE
Seek ways to continually improve our employee experience based 
on feedback from our people.
A WORKFORCE THAT IS REFLECTIVE OF OUR COMMUNITIES
Develop strategic partnerships to increase the diversity of our 
workforce and address existing and future skill needs.
Strategy
Targets
Our People
Our people are the foundation of our business and drive our success as the leading producer of pressure 
treated wood products in North America. Our team of human resource professionals work hard to 
continually improve our employee experience and provide an environment for our team members that 
is safe, engaging, and rewarding. This past year we focused on implementing our Integrated Workforce 
Management System (“IWMS”) and developing the forward-looking Our People Strategy to deliver on  
our objective to attract, develop and retain talented employees.
Fill 30% of job openings by internal 
promotions by 2027.
2022 PROGRESS & RESULTS:
25% of job openings were filled by internal promotions.
Establish a Company-wide Diversity  
baseline by 2024.
2022 PROGRESS & RESULTS:
In 2022 we commenced the work to create a 
common language for the different definitions of 
diversity within the organization, aligning the data 
already captured in the U.S. with the Canadian 
definitions and understanding.
ON TRACK
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STELLA-JONES   |   2022 ESG REPORT     PAGE 23
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Workforce Changes
As a company that has grown significantly through acquisitions, 
welcoming and onboarding employees of these businesses is vital to 
our continued success. Employee retention is a top priority, and this 
extends to the employees we acquire as they hold valuable business 
knowledge and experience. In 2022, we successfully onboarded 
employees from our newly acquired utility pole treatment facility 
in Jasper, Texas. We completed extensive planning in the lead-up 
to the acquisition, including detailed role reviews and benefits 
comparison, supported by our new electronic onboarding platform. 
An important part of the process are one-on-one meetings with 
new team members to share our company values and culture. 
These meetings ensure the transition process is well understood 
and enable a smooth onboarding for new employees.
In 2022, we observed positive developments in workforce 
recruitment as the effects of the pandemic lessened and employees 
sought to return to the workplace. Complementing this shift was 
the flexibility our Teleworking Policy has provided and a fresh 
perspective on the skills required to be successful in roles across 
the Company. 
To support our focus on employee well-being, retention, 
development, and succession planning, the need for bolstered 
human resources increasingly became a priority. To support this 
focus, we appointed a Senior Vice President and Chief People 
Officer to oversee and help drive ongoing success derived from 
the efforts of our valued employees.
Talent Development
Our success starts with our people, and we are committed to 
ensuring our employees fulfill their greatest potential. To help 
deliver on this commitment, our training and development 
programs are aimed at increasing and improving skillsets, providing 
cross-functional job opportunities to employees, and increasing the 
depth of knowledge across the business. Our learning management 
system consists of various e-learning modules, on-the-job coaching, 
and off-site training through external providers. During the year 
we rolled out a new IWMS that will allow for more efficient and 
accurate data capture for employee training and development 
hours, which we look forward to disclosing in future reports. 
Our workforce  
grew by 9% to
Of the total workforce, 
turnover remained 
consistent at
2,615
employees
were filled 
by internal 
candidates
158
roles
We onboarded 
854 NEW 
employees, 
including
women
*Numbers as of 31 December 2022.
21%
19%
Diversity and Inclusion
At Stella-Jones, we support a diverse and inclusive workforce and are 
dedicated to fostering a sense of belonging within our teams, company, 
and communities. We recognize that in all areas of our business, 
different perspectives and experiences bring innovation, better 
insights, and enable us to deliver superior products and solutions. 
To support our goal of establishing a company that reflects the 
communities in which we operate, representative data can help 
us understand where there are gaps in the diverse makeup of our 
organization. While the data is available in the U.S., with the help 
of our new IWMS, we are working towards better understanding 
the composition of diversity at each level of the organization 
across all jurisdictions.
TIE TREATERS AND INSPECTORS LEADERSHIP PROGRAM
In 2022, 20 employees participated in our Tie Treaters and Inspectors 
Leadership Program that focuses on railway tie inspection and grading 
processes. This internal program consisted of 25 learning hours 
per employee, covering topics such as wood species identification, 
acceptable dimensions, and understanding wood defects and 
limitations. The participants shared technical skills and knowledge 
acquired in their facilities that drive consistency in the quality 
assurance program across our network.
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Anti-Discrimination, Harassment  
and Violence Prevention
At Stella-Jones, providing a safe work environment free of 
discrimination, harassment, and violence is a responsibility we take 
seriously. Our workplace Discrimination, Harassment, and Violence 
Prevention Policy is reviewed and signed by the President & CEO. 
This policy is made available to all employees through the employee 
handbook, Company website, and is posted at each location for visibility.
Benefit Program
We provide competitive, comprehensive, and flexible benefit packages 
for permanent team members. The benefit program includes health 
insurance plans covering medical, dental, disability, life and vision 
care (U.S. only). Our retirement savings plans allow team members to 
contribute up to 10% of their salary with Stella-Jones providing a partial 
contribution. Eligible employees can also participate in the employee 
share purchase plan up to a maximum of 5% of their annual salary. 
Reconnecting In-Person 
The social landscape across teams and business changed during the 
pandemic. As our company navigated the new work environment, 
onboarding new team members remotely, and offering hybrid work 
schedules, we missed the opportunity to connect face-to-face. 
During this past year, we were able to connect again in person and 
hold events with our teams across the Company. Our HR teams 
were able to travel again, facilitating on-going informal feedback 
sessions at sites and with corporate leadership. Engaging with our 
employees helps us continue to build an inclusive and supportive 
workplace culture, and as part of the new Our People Strategy,  
we will look to launch a more formal employee engagement process 
across the Company to ensure all employees have the opportunity 
to provide feedback, regardless of their role or location.
Our commitment to attracting, developing 
and retaining top talent has played a vital role 
in driving the achievement of our strategic 
objectives. Through inspired leadership and 
a dedicated focus on creating a positive 
employee experience, offering competitive 
rewards and diverse career and development 
opportunities, we have successfully cultivated 
an engaged workforce. We remain steadfast in 
our commitment to investing in our people, as 
they not only make Stella-Jones a great place 
to work but also serve as the very foundation 
of our organization’s enduring success.
Digital Transformation in HR
2022 marked the first wave in the implementation of our  
new company-wide IWMS. As our employee base has grown, 
the need for streamlined and consistent HR processes, 
policies, and systems became increasingly more apparent. The 
IWMS implementation included payroll, benefits management, 
time and attendance, talent acquisition, and onboarding 
modules. The system provides efficiency and consistency 
for HR processes, combining multiple databases in one 
easy-access portal, eliminating the need for most forms and 
booklets, which allowed our HR processes to become almost 
completely paperless. The system has enhanced the employee 
experience from recruitment to retirement. We look forward to 
continuing the roll-out of additional modules in 2023 focused 
on talent development, communication and engagement.
RICHARD CUDDIHY 
Senior Vice President and Chief People Officer
2022 Diversity and Inclusion Performance
In 2022, we saw a slight reduction (3%) in the number of 
employees from underrepresented* groups, primarily driven by 
a reduction in employees with a disclosed disability. The total 
percentage of employees who are women increased by 1%, with 
19% of all hires in 2022 being women. The 2% reduction in gender 
representation at the Senior Management level was due to an 
increase in the total number of positions, with the two women in 
Senior Management remaining consistent from the previous year.
Our aim is to have a full set of diversity data for our entire workforce 
by the end of 2024 to track and measure our progress.
Performance Data
16%
16%
17%
8%
N/A
10%
36%
8%
33%
Total Employees 
Who are Women (%)
Senior Managers 
Who are Women (%)
Employees from 
Underrepresented 
Groups (% U.S. Only)
2020
2021
2022
*The definition of underrepresented groups at Stella-Jones includes employees 
that have self-identified as belonging to an underrepresented race or ethnicity, 
Indigenous people, U.S. veterans and people with disabilities.
$199M
IN SALARIES  
AND BENEFITS
In 2022, we paid
STELLA-JONES   |   2022 ESG REPORT     PAGE 25
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INTRODUCTION

Indigenous 
Peoples
We respect the deep connection 
Indigenous Peoples have to their 
traditional territories and are working 
to enhance our Company-wide 
understanding of Indigenous history 
and culture. Building on the work of 
our Forestry teams who engage with 
Indigenous communities in Canada, 
we are committed to establishing 
harmonious relationships through 
shared values of sustainability and 
respect for natural resources. 
Indigenous Peoples Policy
The development of our Indigenous Peoples Policy (“IPP”) began 
in 2022 and was published early in 2023. The IPP outlines our 
commitment to improving our awareness and understanding of 
Indigenous cultures and history, developing mutually beneficial 
and collaborative relationships, and ensuring we continue to 
include Indigenous perspectives in our forestry practices. The  
IPP was developed in recognition and acknowledgment of:
	x The United Nations Declaration on the Rights of Indigenous 
Peoples (UNDRIP); and
	x The Calls to Action of Canada’s Truth and Reconciliation 
Commission (TRC).
Developing a meaningful and authentic policy and accompanying 
strategy is the work of a dedicated team of employees from across 
the Company, supported by external Indigenous expertise. We 
take the commitments made seriously, and we will continue to 
execute on the strategic priorities to advance the IPP goals, building 
lasting and collaborative relationships with Indigenous Peoples 
where we operate.
Indigenous Forest Stewardship
Our forestry operating areas in British Columbia (B.C.), Canada 
overlap with the traditional territories of multiple Indigenous 
communities. Our Forestry team engages in consultation practices at 
the Band level when designing and implementing Forest Stewardship 
Plans. As we continue to enhance our engagement practices, we 
will work together to identify cultural values and understand how 
our operations can contribute to community priorities.
Objective
We commit to building 
lasting and collaborative 
relationships with 
Indigenous Peoples 
where we operate.
RELATIONSHIPS 
Develop long-term relationships with willing Nations 
and communities where we have operations. 
CULTURAL AWARENESS AND UNDERSTANDING 
Increase our awareness and understanding of 
Indigenous culture and history and be open to 
understanding different perspectives and world views.
ECONOMIC BENEFITS
Proactively develop mutually beneficial, collaborative 
business relationships and procurement opportunities.
Strategy
Targets
100% of Canadian salaried employees to complete Indigenous 
cultural awareness training by 2025.
2022 PROGRESS & RESULTS:
Implementation in progress with the first training modules for Canadian senior 
management scheduled to be delivered in 2023. 
100% of Canadian areas with forest management obligations covered 
by relationship agreements with willing Nations by 2030.
2022 PROGRESS & RESULTS:
In 2022, we engaged with external Indigenous expertise to develop our Indigenous 
Peoples Policy, which lays the foundation for our future work on relationship agreements.
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Community Engagement
We create positive impact for our communities through the development of local workforce 
and supplier partnerships, charitable giving, and community engagement initiatives. We aim to be 
a trusted member of the communities where we work by encouraging community involvement 
and connection with our facilities.
Supporting Local Causes
Our charitable giving programs are led by local employees who 
are best placed to know and understand the causes that matter 
most in their communities where we operate. The range of 
causes supported in 2022 include Indigenous cultural initiatives, 
museums, schooling and sporting events, hospitals, veteran 
organizations, women’s health, domestic violence support, family 
initiatives, and food banks. In addition to financial support, many 
facilities also give through donations of wood to various causes. The 
donation of poles, for example, goes towards events such as county 
festivals, landscaping for parks and gardens, and even museums. 
Small Business Loans
In 2022, we dispersed $10 million to 18 different sawmills in 
the form of advanced payments. Harvesting projects and log 
procurement require a substantial upfront investment and 
securing financing can be a challenge for small, private sawmills. 
To support their continued operation and the multiple benefits 
they bring to their communities, Stella-Jones provides advanced 
payments to our sawmill partners. In addition to supporting 
continuity of wood supply to the sawmills, the payments are 
also used for equipment upgrades for safety and efficiency-
related improvements. Our small loan program demonstrates our 
commitment to be a responsible and trusted business partner.
Connecting with Our Communities
In 2022, we started the development of a more comprehensive 
community outreach program. All our facilities engage in ongoing 
dialogue with their neighbours and communities and respond 
to concerns as they arise. We believe there is opportunity to 
improve the process and ensure we can connect with community 
members who have a genuine interest in our operations. Key topics, 
interests and concerns to our communities include local hiring 
and contracting, community funding, environmental impacts and 
permitting, as well as issues related to community development. 
Engagement is continuous and ongoing, and our intent is to help 
facilitate two-way dialogue in a more structured manner so that 
all community members can participate. The new Community 
Outreach program will be piloted at our facility in Lufkin, Texas 
during 2023 before being rolled-out across our network. 
COMPLAINTS PROCESS
In addition to ongoing dialogue, each of our facilities has a process 
to accept, assess, and resolve concerns and complaints from the 
communities where they operate. These mechanisms are designed 
to ensure that grievances are responded to in an effective and timely 
manner. Complaints are typically handled by the Plant Manager who 
considers the appropriate level of escalation, and if a corporate-level 
response is needed.
Stella-Jones supports local community 
initiatives, like the Shelburne Fair in 
Shelburne, Ontario in September 2022.
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ENVIRONMENTAL 
COMMITMENT
05
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Objective
We commit to reducing our emissions intensity and 
maximizing the carbon sequestered in our products.
RENEWABLE ENERGY
Increase the share of renewable energy across the business  
through installation and procurement.
ENERGY EFFICIENCY
Implement process and equipment improvements that lower  
our energy consumption and improve our fuel efficiency.
INNOVATION
Support research and development initiatives that help  
extend product life, increase carbon sequestration and  
inform decision making.
Strategy
Targets
Climate Change & GHG Emissions
At Stella-Jones we are taking action to address the challenges of global climate change as a way of 
demonstrating our care for our employees, customers, communities, and the environment. We have 
completed our boundary assessment ahead of schedule, enabling the confirmation of our 2022 baseline  
for use in our Climate Change & GHG Strategy and corresponding targets. Our GHG reduction roadmap  
is based on a detailed project plan to reduce our Scope 1 and 2 emissions as we continue to explore  
the available options and investment level required to align with a science-based target. 
In 2022, Stella-Jones completed the 
installation of its first solar panel structure 
at our Clanton, Alabama railway tie 
manufacturing facility. The structure features 
over 2,100 panels over two rooftops, and 
covers 70% of the facility’s electricity needs.
Reduce Scope 1 & 2 GHG emissions by 32% 
by 2030 compared to a 2022 base year.
2022 PROGRESS & RESULTS:
The first solar power installation was completed  
and is estimated to reduce Scope 2 emissions at  
the facility by 70%.
Measure our Scope 3 emissions and  
assess a science-based target by 2025.
2022 PROGRESS & RESULTS:
In 2022, we selected a third-party to support  
the development of Scope 3 measuring and 
monitoring tools.
ON TRACK
ON TRACK
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Roadmap to Deliver on Our 
GHG Reduction Commitments
As part of our commitment to reducing GHG 
emissions and assessing a science-based target, 
we are publishing our GHG Reduction Roadmap. 
The Roadmap outlines how we intend to achieve 
our 2030 GHG target and where we will focus 
our efforts as we continue to strive for alignment 
with a 1.5 degree warming trajectory. Today the 
Roadmap covers our Scope 1 and 2 emissions and 
as we collect and monitor our Scope 3 data, we 
will seek to include these value chain emissions.
GHG EMISSIONS INCLUDED IN OUR  
BASELINE AND TARGETS:
Scope 1
	x Gas and fuels used in the manufacturing and 
treatment of our products.
	x Purchase of fuels for vehicles and equipment.
Scope 2
	x Electricity to operate buildings, facilities,  
and equipment.
OUR 2030 GHG REDUCTION ROADMAP
2022
2030
2040-2050
and beyond
32%
Reduce Scope 1 & 2 
Emissions by
Assess a Science  
Based Target including 
Scope 3 emissions.
Future Fuel Partnerships that 
explore hydrogen and combined heat 
and power in industrial locations.
Energy Efficiency Audits 
to develop site-specific 
equipment and process 
improvements.
Expanded Use  
of Biomass in  
our processes.
Solar Power 
installations 
at priority 
facilities.
Renewable Energy Procurement 
contracts that prioritize low and 
zero carbon sources of energy.
Real-time energy 
monitoring to assist with 
equipment maintenance 
and performance.
Electric Mobile Equipment 
options in collaboration 
with our leasing partners.
Transport Optimization 
including mobile 
equipment at sites and 
the road trucking fleet.
PHASE 1
Our Planned 
Reduction Pathway
PHASE 2
Technology and 
Market Assessments 
to Enable Long-Term 
Reduction Targets
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Renewable Energy
The use of on-site renewable energy is a key strategy in our 
GHG reduction plan. In 2022 we completed our first solar power 
installation at our Clanton, Alabama railway tie facility. The site was 
selected after an extensive third-party review of the technical and 
financial feasibility of solar energy across our network. The rooftop 
installation was designed to cover 70% of the facility’s electrical 
needs and directly reduce Scope 2 GHG emissions. Design and 
engineering are underway for the next facilities, as we continue 
to work towards achieving our GHG reduction plan. 
The boilers that we use to generate heat and steam for our treatment 
processes are one of the most energy-intensive parts of our 
operations. By using wood byproducts from our processes as a source 
of biomass fuel, we power our boilers in a self-sufficient and renewable 
way. In 2022, 26% of our total (Scope 1 & 2) energy needs came 
from on-site renewable energy in the form of wood biomass.
Energy Efficiency & Innovation
Operating our facilities in an energy efficient manner is good 
for both the environment and our business. During 2022, we 
commenced the Company-wide energy efficiency audit program. 
The program builds on pilot projects previously completed that 
looked at electrification opportunities in our processes and new 
technologies to improve energy efficiency. The pilot at our  
Sorel-Tracy, Quebec facility consisted of a two-day audit that 
included an assessment of the building, equipment and production 
process efficiency. The outcome was a suite of improvement 
options that include both technology upgrades and process 
improvements. These projects, and those that will arise as the 
audit program is rolled out across our sites, will be actioned and 
monitored by our ESG strategy team. The capital improvement 
projects and energy management programs will improve our 
energy efficiency and reduce our absolute Scope 1 and 2  
GHG emissions in pursuit of our overall GHG reduction goals.
2022 GHG Emissions Performance
Total GHG emissions increased in absolute terms by 21% compared to 
2021 in part due to the inclusion of our on-road trucking fleet in the 
emissions data for the first time. The trucking Scope 1 emissions were 
12,697 MT CO2e, equivalent to 8.6% of the Company’s total GHG. 
The GHG emissions intensity increased by 5%, which is a calculation 
of emissions per 1,000 cubic feet of wood treated, and only includes 
emissions from our wood treatment facilities. This increase can be 
attributed to changes to treatment types and processes across our 
network, combined with higher moisture content identified in fibre, 
resulting in the increased energy needs for pressure treatment in 
2022. As part of our Climate Change and GHG Strategy, we are 
assessing energy management tools that would help identify and 
correct emissions fluctuations with more agility in the future.
Performance Data
146,447
121,534	
147,575
1.35
1.18
1.24
Total GHG Emissions  
(Scope 1 and 2)  
MT CO2e
GHG Emissions 
Intensity (MT CO2e 
/ 1000 FT3 Treated 
Wood Produced)
2020
2021
2022
NATURAL GAS 38%
ELECTRICITY 12%
DIESEL 18%
BIOMASS 43%
OTHER 1%
88%
SCOPE 1
12%
SCOPE 2
GHG Emissions 
Breakdown
40%
came from renewable 
biomass energy in 2022.
OF OUR SCOPE 1  
ENERGY REQUIREMENTS
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Climate Risk & Opportunity
As a company that relies on healthy forests, we are acutely aware of the challenge posed 
by climate change and are uniquely positioned to provide mitigation solutions through 
natural, renewable products that sequester and store carbon. Sustainably managed 
forests are a natural solution and combined with our wood preservation techniques, 
our products maximize the carbon storage lifecycle, offering a meaningful solution 
to reduce carbon in the atmosphere and help respond to the climate challenge.
PHYSICAL RISK
Understanding the physical and transition risks 
posed by climate change is an important part of 
ensuring our organizational resilience. The physical 
risk posed by climate change under a 2-degree 
warming scenario was assessed in 2021 for each 
of our treatment facilities. The weather-related 
risks vary by location, but extreme heat and wind-
related risks such as tornadoes and tropical storms 
could result in impacts at certain facilities through 
increased downtime and loss of physical assets. We 
are currently working through the financial impacts 
of the identified risks and the cost of adaptation 
measures. Embedding the cost of adaptation into our 
business continuity planning ensures climate risk will 
be addressed as part of on-going business activities.
TRANSITION RISK
We have identified the transition risks related 
to climate change that are most likely to impact 
Stella-Jones. These include policy actions, such as 
carbon pricing mechanisms that would increase 
energy costs, as well as the impact of new cost 
structures for alternative energy for our production 
and distribution. Stella-Jones’ Climate Change and 
GHG strategy and emissions reduction targets are 
aimed at reducing transition risks and ensuring  
we stay ahead of potential risk impacts. 
OPPORTUNITIES
The transition to a low-carbon economy 
presents an opportunity for Stella-Jones.  
By nature, our products are renewable and store 
significantly more carbon than they emit over 
their lifetime, helping our customers to achieve 
their own sustainable development objectives. 
See the Product Life-Cycle Management 
section of this report to read more about the 
carbon storage potential of our products.  
In the transition to clean energy grids and the 
increased use of electrification, we expect to 
see heightened demand from our utility pole 
customers. The increase in frequency and 
intensity of natural disasters is also expected 
to lead to higher need for our products and 
technologies, including our intumescent fire-
resistant pole wrap for our customers located 
in fire-prone areas. In addition, we see potential 
for increased demand for our products as utility 
and rail customers seek to build resiliency into 
their infrastructure, including more frequent 
maintenance and replacement.
Our People 
Extreme heat poses a risk to our people engaged in outdoor work at 
our facilities. We are already seeing the effects of extreme heat and 
are taking steps to mitigate against the impact on employees through 
increased breaks, cool-down stations, and shade coverings in outdoor 
work areas where possible. The impact of increased days of extreme 
heat may result in more downtime and require additional costs to be 
incurred to help mitigate the effects of extreme heat on our workforce.
Our Facilities
The impact of climate-related weather events on our facilities relates 
to the potential loss of inventory and assets. As part of our business 
continuity planning, we are progressively assessing the financial 
impact of this risk as well as the extent of insurance coverage as a 
mitigation measure.
Our Forest Supply Chain
The increase in frequency and intensity of natural weather events 
has a significant impact on forests, which we rely on for the main 
component of our products, wood fibre. Wildfire, precipitation stress 
and the spread of pests and disease are all exacerbated by climate 
change and can lead to reduced fibre supply, more challenging 
harvest conditions, and increased harvest costs. We continue to 
monitor and participate in the development and implementation of 
regulations and practices in our supply chain to help improve forest 
resiliency and support sustainable forest management practices. 
As Stella-Jones evolves  
to meet the demands  
of our customers and  
other stakeholders,  
we have committed 
to disclose qualitative 
climate-related risks 
and opportunities 
aligning with the TCFD 
recommendations.
Read more about our 
TCFD aligned disclosures 
in the Appendix.
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Solar Power Installation in Alabama 
Our first solar power installation at our Clanton, Alabama facility 
features more than 2,100 panels on two rooftops and was designed 
to cover 70% of the facility’s electricity needs. This energy savings 
is equivalent to 92,000 gallons of diesel* consumed annually and 
marks a meaningful step on our journey to decarbonization.
Electric Kilns at Gatineau, Quebec
Our utility pole treatment facility in Gatineau, Quebec, replaced 
three gas fired kilns with new electric kilns in 2020. The new kilns 
are 15% to 20% more efficient than steam or natural gas-powered 
units. 2022 was the first year of full operation and due to the lower 
carbon hydro-electric grid in Quebec, these kilns have reduced 
the total scope 1 and scope 2 GHG emissions for the site by 70%.
Our facility was proud 
to be chosen for the 
inaugural solar power 
installation. We look 
forward to seeing the 
GHG reduction impact 
and reduced rates on 
our electrical utility 
statements.
JEFF JORDAN 
Plant Manager,  
Clanton, Alabama
*Calculated using the U.S. EPA’s Greenhouse Gas Equivalencies Calculator.
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Environmental Compliance
Maintaining compliance with all applicable laws and regulations is critical for our ongoing 
success. Our team of dedicated EHS staff support our facilities in ensuring compliance  
and staying abreast of changes in regulations.
Environmental Management
We strive to minimize the environmental impacts related to 
our operating activities which includes preventing chemical and 
hydrocarbon spills, minimizing emissions to air including emissions 
from the combustion of fuels, responsibly managing waste collection 
and disposal, and the safe treatment and processing of stormwater.
Our Company maintains an Environmental Management System 
(“EMS”) aligned with the ISO14001 standard at every facility. 
The system maintains legal obligations related to environmental 
permitting and reporting, identifies and ranks environmental 
aspects, and requires facility-level continuous improvement plans 
for the control and mitigation of environmental risks. Our EMS is 
guided by our Environmental, Health and Safety Policy. 
2022 Environmental  
Compliance Performance
Our reported sulphur oxide (SOx) and nitrogen oxide (NOx) 
emissions both increased in 2022 compared to prior years due to the 
inclusion of our on-road trucking fleet in the calculation for the first 
time. The reported SOx and NOx emissions only relate to emissions 
from fuel combusted in our road trucks and mobile and stationary 
equipment at our facilities. We recognize that SOx and NOx, as 
well as volatile organic compound (VOC) emissions occur during 
our treatment processes and we are working on capturing the data 
to report on this more accurately in the future. In 2022, we had six 
instances of environmental noncompliance and two that resulted 
in regulatory fines. All incidents were thoroughly investigated and 
corrective actions were put in place to avoid reoccurrence. There 
were no further actions required by the regulating authorities. 
Air Quality Permits
Our Air Quality Program applies to all Stella-Jones 
treating facilities and ensures we remain compliant 
with applicable regulations and emissions standards. 
Our sites must comply with Federal, State, Provincial, 
and local air quality regulations and where applicable, 
maintain an air quality permit that specifies 
emissions limits and reporting requirements. We 
seek to maintain an open dialogue and collaborate 
with our stakeholders on the topic of air quality and 
effectively address any concerns as they arise. Our 
Management of Change (MOC) process ensures 
that any changes to equipment that may result in 
a change or modification to a permit, are flagged for 
review by our environmental team. Annually, facility-
level EHS team members are trained on our Air 
Quality Program and the importance of maintaining 
compliance with our permits.
Performance Data
102
7
68
6
128
6
125
Not previously reported
106
126
7
SOX eEmissions  
(MT)
Environmental  
Non-Compliance*
NOx Emissions  
(MT)
Value of Fines  
($ Thousand CAD)
2020
2021
2022
*Non-compliances relate to those issued by a regulating authority.
Land Remediation
At Stella-Jones, we participate in voluntary land remediation programs 
as part of our commitment to act as environmental stewards in 
our local communities. Contamination generally occurs prior to 
Stella-Jones acquiring a site and often originates from periods 
before the development of environmental regulations for the 
treatment industry. Annually, Stella-Jones works with a third-party 
to evaluate the financial impact of the remediation projects. In 
2022, the Company spent $2 million to support on-going voluntary 
land remediation programs in partnership with local regulatory 
authorities, and the provision at the end of 2022 was $18 million.
In 2022, our Research and Development team received funding 
grants to explore new remedial methods for historical soil 
contamination. The team is exploring more effective and lower 
cost remediation solutions in a large-scale soil treatment test 
supported by the Natural Sciences and Engineering Research 
Council of Canada (“NSERC”) in partnership with Dalhousie 
University. The testing is expected to conclude during 2023  
and the findings will be made public with the intention of helping 
to inform future voluntary land remediation programs.
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Water & Waste Management
The responsible management of wastewater and production waste is important for our 
environmental compliance obligations and to achieve our goal of recycling and repurposing 
waste, wastewater, and residual materials.
Water Management
Water is an essential resource for people, communities, and the 
environment. It is also a critical input in our water-based treatment 
processes. We work to protect water quality downstream of our 
facilities through our process water and stormwater management 
processes and improve water use efficiency in water-scarce regions 
where we operate. Our EMS includes specific guidelines and 
objectives for the management of water at our sites:
	x Process Water: Identify opportunities to capture and recycle 
water used during treatment processes.
	x Stormwater: Protecting water quality by implementing stormwater 
monitoring and treatment programs and ensuring compliance with 
applicable permits. Some sites can treat stormwater to meet the 
quality required for treatment processes.
To further minimize the potential for stormwater contamination 
at our sites, our teams ensure freshly treated wood is stored on 
impervious surfaces and under a roof where possible. Equipment 
maintenance and vehicle fueling is also conducted in covered areas, 
wherever possible, to minimize the impact of potential spills.
2022 Water Performance at our  
High-risk Facilities
There are three Stella-Jones facilities with water-based treatment 
processes that are within regions with high or extremely high 
baseline water stress levels according to the World Resource 
Institute (WRI) Aqueduct Water Risk Atlas. The teams at these 
facilities are actively working on water saving initiatives and have 
collectively reduced water consumption intensity by 23% since 
2020, calculated as gallons consumed per cubic foot of production. 
In 2022, our Eloy, Arizona facility reduced water withdrawn from 
public sources by 13%, due to increased rain events. The site has a 
rainwater capture and re-use process and recycles stormwater for 
use in the treatment process. Conversely, our Carseland, Alberta 
facility had an increase in water consumption of 15% due to an 
increase in production intensity, but maintains their overall efficient 
water use as a ratio of production. Looking forward, we will continue 
to monitor water consumption and seek innovative solutions to 
reduce and reuse water wherever possible.
Water Intensity of Production at High Water 
Risk Locations (Gallons / FT3 of Production)
1.78
1.97
1.34
1.68
1.21
1.56
0.32
0.28
0.35
Eloy,  
Arizona
Whitemire,  
South Carolina
Carseland,  
Alberta
2020
2021
2022
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Waste Management
In pursuit of circular economy principles, where 
products are re-used, re-manufactured, and 
recycled, we seek opportunities to find new and 
meaningful uses for our by-products. The re-use 
and repurposing of wood by-product is a focus for 
all facilities, with the preferred method of re-use 
being to repurpose untreated wood by-products 
as biomass in our boilers, helping reduce the need 
for fossil fuels to generate steam in our production 
processes. The use of biomass helps reduce our 
GHG emissions due to the renewable carbon 
positive characteristics of wood.
2022 Waste Performance
Due to updates made in our data collection process in 2021, we now 
have more granular insights into the type of waste being generated 
and disposed of at each of our facilities. In 2022, we recorded 
waste sent for recycling for the first time and are pleased to report 
we recycled a total of 4,922 MT, which is equivalent to 18% of the 
total waste generated by Stella-Jones in the same period. We look 
forward to increasing this percentage year-over-year and finding 
meaningful ways to give our waste a second life. Our landfill waste 
increased significantly, partly due to capital projects that generated 
non-recyclable construction waste. One of those projects was the 
construction of a stormwater drain at our facility in Gormley, Ontario. 
The drain was built adjacent to the facility to prevent water flowing 
from nearby fields and roads into the lumber yard. The disposal of 
displaced soil accounted for 20% of the total waste to landfill in 2022.
Performance Data
9,391
6,258
21,456
0.1
0.11
0.26
Waste to Landfill 
(MT)
Waste Intensity 
by Production 
(MT/1000 FT3)
2020
2021
2022
18%
OF OUR TOTAL WASTE 
WAS RECYCLED
Stormwater  
Management
Collecting and treating stormwater  
for use in our processes is an 
important part of our water 
management program. The captured 
stormwater can be treated for use 
in the wood preservation and dust 
suppression processes at sites.
In 2022, our Shelburne, Ontario 
residential lumber facility completed 
the installation of a rainwater pond 
to capture and use the water in their 
production processes.
1.5M
GALLONS
in the nine months of 
2022 since installation.
The rainwater pond has reduced  
the use of municipal and well water 
by approximately
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PRODUCT 
STEWARDSHIP
06
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Objective
We partner with responsible local suppliers to ensure the 
long-term sustainability of our wood supply.
SUSTAINABLE FORESTRY 
Support forest health, wildfire resiliency and responsible 
harvesting initiatives along our value chain.
SUPPLIER ENGAGEMENT 
Engage in open dialogue with our suppliers to understand  
our joint ESG priorities.
PROMOTE FOREST EDUCATION 
Educate the public and policy makers about responsible  
Forest Stewardship.
Strategy
Targets
Responsible Supply Chain
Wood fibre is the primary material used in our products, making sustainable forest management essential to  
our business. Responsible supply chain management at Stella-Jones focuses on compliance with applicable 
laws and supporting sustainable forestry practices across North America. 
Maintain third-party sustainability certification 
of 80% or higher for lumber purchases.
2022 PROGRESS & RESULTS:
In 2022, 81% of the lumber procured by Stella-Jones came from  
a location or supplier with third-party sustainability certification.
Complete an ESG due diligence assessment  
for 25% of Tier 1* suppliers by 2027.
2022 PROGRESS & RESULTS:
Planning for the assessment, including scoping and design, 
will begin in 2023.
Launch a supplier seedling program by 2024.
2022 PROGRESS & RESULTS:
Program design will begin in 2023. 
ACHIEVED
ON TRACK
ON TRACK
Return to  
Our ESG Strategy 
*Tier 1 is defined as 80% of total procurement spend.
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Sustainable Forest Management
Sustainable forest management means recognizing the 
interconnection between the environment, the economy and 
social well-being so that the needs and expectations of all  
forest users can be met today and into the future. Responsibly 
managed working forests are a key component of forest resiliency 
and are critical to ensure our forests can continue to support  
the ecosystems we rely on today.
North America is recognized as a global leader when it comes 
to managing forests. Numerous laws and regulations at the 
State, Provincial, and Territory-levels govern the management of 
forests. Stella-Jones and our suppliers comply with the following 
sustainable management principles and requirements:
	x Forests harvested on public lands must be regenerated, which 
means replanting for every single tree harvested.
	x Allowable harvest volume is calculated based on forest growth 
and is less than 1% of areas designated for harvesting per year.
	x Forest management plans on public lands in Canada involve the 
consultation and participation of Indigenous Peoples and are 
approved before harvesting starts. 
CLIMATE CHANGE AND OUR FORESTS
Forests play a key role in regulating global and local climates and are 
a natural solution in the fight against climate change. Forests are well 
adapted to natural disturbances, but climate change is adding to the 
pressure through the increased frequency and severity of natural 
disturbances. A warming climate results in more intense weather 
events such as wildfire, floods, and tornadoes and facilitates the 
migration of forest pests and disease. When combined, these factors 
put additional stress on our forests. 
In 2022, wildfires impacted 4.7 million hectares of forest across North 
America. Compounding the impact is the continued spread of invasive 
insects and pests, which affect timber supply and increase fire risk 
across the region. Proactive approaches to wildfire management 
include reducing fuels available to burn through tree harvesting, 
including clear-cutting as well as thinning, removing deadwood, 
and conducting planned burns. As part of our strategy to promote 
Sustainable Forest Management, Stella-Jones will continue to seek 
ways to support wildfire mitigation measures along our fibre supply 
chain and engage policy makers to promote responsible harvesting 
that ensures the ecological needs of local landscapes are met. 
*All statistics are from Natural Resources Canada, The State of Canada’s Forests Annual Report 2022.
CANADA FOREST FACTS
of Canada’s forests are 
harvested annually. 
of total forest area 
burned (2021).
from the atmosphere from managed forests 
and wood products harvested from them.
from agriculture, mining, and urban development.
0.2%
1.19%
0.01%
5.3M
SEQUESTERED
MT CO2e
area deforested in 2022
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Third Party Certification
We navigate a complex system for certification and ensure 
compliance with applicable national and local regulations, including 
industry-specific environmental regulations that promote harvesting 
timber at maximum sustained yield and biological maturity. In 2022, 
approximately 81% of our residential lumber was procured from third-
party certified sources such as Forest Stewardship Council® (FSC®) 
or Sustainable Forest Initiative® (SFI®).
Supplier Profile
Utility Poles: Harvest or purchase from forest tenures, timber  
sale programs or private woodland owners.
Railway Ties: Purchase pre-cut from over 850 sawmills, many of 
which are small, family-owned businesses.
Residential Lumber: Purchase from a variety of small, medium  
and large lumber producers.
Forest Management Tenure
We manage 28,000 hectares of forest land over four different areas 
across B.C. Each year, we harvest 135,000 cubic metres (m³) of timber, 
equivalent to 1.6% of our managed land area. These managed areas 
are harvested on a five-year plan, planting approximately 750,000 
trees annually. Tenure management practices include planning, 
developing, harvesting, silviculture, and stand tending. All foresters 
working on our tenures are Registered Forestry Professionals, which is 
a requirement for all foresters practicing in B.C. Our forest stewardship 
plans comply with the Forest and Range Practices Act.
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Product Life Cycle Management
Our products contribute to the sustainable development of clean energy networks, low-carbon 
rail transport and sustainable construction projects. By using Stella-Jones products, our customers 
are lowering the embodied carbon of their businesses and projects and are helping to support the 
transition to the low-carbon economy of tomorrow. Our approach to life-cycle management starts 
in the forest and extends all the way to re-purposing products at the end of their useful life. 
Low-Carbon Products
The long-term storage of carbon from harvested wood products is 
an effective climate change mitigation tool. Forests act as a carbon 
sink, helping to remove GHG from the atmosphere. When trees are 
harvested to produce wood products, the sequestered carbon is 
stored for the lifetime of the product. In the case of Stella-Jones, our 
products are considered to provide long-term carbon storage, often 
decades after initial harvest. The typical lifespan of our products is 
between 10 - 60 years and can be extended through re-purposing 
at the end of the in-service life. 
Each year we calculate the carbon stored in our annual production 
through a third-party carbon sequestration tool developed 
specifically for Stella-Jones based on our supply profile, operational 
processes, and customer use and disposal. In 2022, Stella-Jones 
sequestered approximately 2.62 million MT of carbon through our 
treated wood products. This is more than 18 times the scope 1 
and scope 2 carbon emissions from our operations. 
Quality Assurance
Stella-Jones takes pride in the quality of our products. We work hard 
to provide our customers with exceptional products that meet all 
required specifications. The wood preservation process is governed 
by different standards in North America depending on location, 
tree species, and product use.
	x Utility Poles: In the United States, utility poles must meet the 
American Wood Protection Association (AWPA) standard and 
ANSI O5.1 Wood Pole specifications and dimensions. In Canada, 
the Canada Standards Association (CSA) Wood Preservation, 
and Wood Poles and Reinforcing Stubs standards govern our 
production processes.
	x Railway Ties: All our tie treating facilities are AAR M-1003 
certified. We follow AWPA and American Railway Engineering and 
Maintenance-of-Way Association (AREMA) specifications for sizes, 
inspections and treating, unless otherwise required by a customer.
All Stella-Jones treatment facilities have third-party or in-house  
quality control. Products are assessed for defects to meet specification 
requirements, and from a treatment retention perspective to verify 
the chemical content of the finished product.
sequestered and stored  
in our products in 2022.
sequestered than 
emitted in 2022.
2.6M
18X
MT of CO2
more 
carbon
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Treatment Preservatives
Treating wood with preservatives protects it from pests and decay, 
extending the useful life of our products. Our process for selecting 
preservatives is a balance between performance, tree species 
characteristics, the products intended use, customer requirements, 
and environmental impacts. Stella-Jones continually seeks options 
for improved environmental performance of treatment preservatives 
whilst maintaining product quality and longevity.
With the global production termination of Pentachlorphenol (“Penta”) 
by the sole producer in December of 2021, Stella-Jones has been at 
the forefront of transitioning to an alternate preservative solution. 
To prepare for this transition, we worked closely with a skilled 
supplier to introduce Dichloro-octoyl-isothiazolinone (“DCOI”) into 
the market for utility poles. DCOI is the first oil borne preservative 
to be approved for wood poles in the United States in over a decade 
and requires less preservative per treatment for the same product 
durability as existing preservatives. In 2022, we continued the 
expansion of DCOI use through capital investments to convert our 
pole treating facilities to DCOI. As of publication, DCOI treated utility 
poles are now produced at seven U.S locations across our network. 
The storage, handling and use of preservatives is managed in a 
risk-based approach based on the specific hazard information and 
exposure of each individual product. Safety Data Sheets (SDSs) are 
provided to all our customers and are accessible to all employees. 
This important information outlines the proper handling to ensure 
the health and safety of workers and use of treated wood for 
minimal environmental impact. SDSs can also be found on our 
Safety Data Sheets webpage.
Product End-of-Life
What happens to a railway tie or utility pole at the end of its 
useful service life is an important part of the product life cycle. 
Our treated wood products store the carbon sequestered during 
tree growth and ensuring that carbon remains sequestered 
at end-of-life depends on the disposal and re-use methods 
taken. The challenge for repurposing or reusing our products is 
largely related to the limited options available and freight costs 
for transporting products that have reached the end of their 
useful life. Railway ties and utility poles are dispersed across 
geographies and bringing them to a centralized point for re-use 
can be costly. We work with our customers to find cost effective, 
local solutions for end-of-life products. In Ontario and Quebec, 
we’ve been working with customers to recycle ties and poles 
for use as biomass in co-generation energy production. The co-
generation facility removes all metal components in the product 
and chips the wood to use as biomass fuel in the co-generation 
plant to produce sustainable energy that is resold to the grid.  
In other locations across the network, we help customers recycle 
products with third-party contractors that find options to reuse 
the wood in landscaping, fencing and reuse as wood boards.
6,439 MT
of end-of-life product was recycled or used  
in co-generation power plants, in 2022.
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Innovation
Stella-Jones’ research and 
development (R&D) initiatives are 
designed to provide solutions to 
the challenges that our customers 
and the wood preservation 
industry face today and into the 
future. Our R&D program focuses 
on innovative solutions to enhance 
product quality and longevity, 
reduce environmental impacts 
of products and processes, and 
continually seek ways to increase 
safety. Collaboration across the 
Company, and with external 
partners such as governments 
and universities, is the key to 
successful innovation programs.
DONATION OF A TREATMENT TEST CYLINDER  
TO OREGON STATE UNIVERSITY
In 2022, we donated an experimental treatment cylinder to Oregon 
State University to support their work in wood preservative research. 
The experimental cylinder is a ‘bench scale’ test cylinder that 
simulates the vacuum, pressure and temperature conditions of the 
wood preservation process and will be used in collaborative projects 
with Stella-Jones testing different oils, treatability of solutions, 
sludge testing, and stress testing of different preservatives. It will 
also allow for pilot scale testing of new preservative chemistries 
for efficacy testing. The donation is part of the construction of a 
new pressure treating lab for the Utility Pole Research Cooperative 
and the Environmental Performance of Treated Wood Research 
Cooperative, two preservative-treated wood cooperatives housed 
in the University’s College of Forestry. These cooperatives are 
collaborations with utility customers, chemical suppliers and 
producers that evaluate the efficacy of the standardized products 
and support new innovations in the industry.
DALHOUSIE UNIVERSITY GRADUATE STUDENT  
RESEARCH PROGRAM
Stella-Jones has a long-standing relationship with Dalhousie 
University’s Faculty of Agriculture and has funded graduate research 
for many years. In 2022, we funded five graduate research students 
and their studies into preservative performance. The research 
explored residue chemistry, the interaction of preservatives with 
specific vegetation, testing new lasers for particle size analysis as 
well as different options for mixing and agitating the preservative. 
The results of the research are important inputs for Stella-Jones 
and our decisions related to treatment preservatives and continual 
improvement to treatment processes. 
PRODUCT DONATION TO THE UNIVERSITY OF KENTUCKY
Stella-Jones donated wood cross ties and timbers to researchers 
at the University of Kentucky. The research is exploring the 
use of recycled materials in asphalt pavements to improve the 
environmental impact. This research has the potential to provide 
further options for re-use of pressure-treated wood products at 
end of life, a key focus of Stella-Jones and our sustainability vision.
Contributing to Fire Safety Research
The California Canyon Fire experiment conducted in 2022  
is the largest extreme fire behaviour experiment performed to 
date and will help provide invaluable data to improve canyon 
fire models and prediction accuracy. Stella-Jones is proud to 
have contributed to this groundbreaking research through the 
provision of eight transmission poles double wrapped with our 
fire-resistant pole wrap. Our fire-resistant wrap had previously 
undergone significant laboratory testing, but this was the first 
study simulating wildfire conditions and allowed important 
data to be gathered on how to best combat canyon wildfires. 
The controlled burn temperatures reached as high as  
1,100 degrees Celsius for periods of time up to 10 minutes. 
The research team measured the temperature inside and 
outside the pole under the wrap, and found the wrap reduced 
the fire temperatures by 84%. This protection preserved 
the poles which showed no damage, superficial charring 
or change in appearance when the wrap was removed. 
By protecting utility poles from fire damage, they remain 
vertical and allow for access and egress to the fire-impacted 
communities. This allows residents to evacuate and emergency 
responders access to the area, both of which can save lives. 
We are extremely proud to support this ground-breaking 
research and promote our innovative solution that helps 
protect critical infrastructure and can save lives during wildfires.
Our intumescent fire-wrap helps save lives by 
keeping the utility poles standing and allowing 
resident to evacuate during fire events.
JEREMY MEYER 
Vice President, Utility Poles Sales
Intumescent fire wrap 
reduces wildfire heat by 84%
California Wildfire Tests  
Fire-resistant Pole Wrap 
Since 2019, we have been offering our fire-resistant pole wrap 
to utility customers and have seen a growth in demand as 
customers in wildfire prone areas seek to build resiliency into their 
infrastructure. In 2022, the wrap was tested as the ‘Mosquito Fire’ 
burnt through 64,000 acres across California. Within the impacted 
area, the intumescent wrap on the in-service poles was fully 
activated, preserving the pole integrity. We are proud to offer this 
innovative product that protects against fire damage and helps 
our customers to mitigate the risk associated with wildfires across 
electricity distribution networks. 
University Partnerships
Stella-Jones takes pride in our strong partnerships with universities 
across North America. These partnerships not only help us progress 
important research, but they also help equip and develop the next 
generation of leaders in our industry. Our partnerships take on 
many different forms, including joint research studies, sponsorship 
and donations, and hands-on experience at our facilities. Read 
below for some of the university partnership highlights from 2022.
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07
GOVERNANCE 
PRINCIPLES
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Objective
We empower our people to make informed and responsible 
decisions and deliver results through clear guidelines, 
disciplined processes and accountability.
PRIORITY RISK MANAGEMENT
Prioritize resources for the control and management of our 
priority risks, including climate risk, cybersecurity, business 
resiliency, workforce and raw material supply.
STRONG GOVERNANCE AS OUR FOUNDATION 
Maintain well-defined ownership, maintenance and effective 
communication of Company policies.
SIMPLIFY COMPLIANCE
Ensure compliance by staying abreast of changing regulations  
and equip employees with the right knowledge and resources.
Strategy
Targets
ESG Risk Governance
Risk management is central to achieving our strategic objectives as it helps us protect and create value. 
We continue to build upon our risk management processes, integrating risk into decision-making, strategy 
development and our Company culture.
100% of salaried employees to 
complete the new Digital Annual Policy 
Acknowledgment by 2024.
2022 PROGRESS & RESULTS:
In 2022, our IT department explored the 
solutions available to migrate our Annual Policy 
Acknowledgement to a digital solution.
Launch digital onboarding training within 
one year of the new training module 
implementation.
2022 PROGRESS & RESULTS:
The commencement of this target relies on the 
successful implementation of other priority modules  
in our IWMS.
ON TRACK
ON TRACK
Return to  
Our ESG Strategy 
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How We Manage Risk
Our Enterprise Risk Management (“ERM”) framework is 
maintained through a continuous process of risk identification, 
assessment, implementation of controls, and incorporation of 
risk insights into strategic planning. This process culminates in a 
Board level review of the Company’s top risks on an annual basis, 
ensuring effective oversight.
RISK IDENTIFICATION
The risk management team aids functional business leaders 
and Company subject matter experts in identifying threats and 
opportunities to our strategic objectives. Risks are assigned to 
a risk owner who are accountable for implementation and the 
quality of controls. 
RISK ASSESSMENT
The risk management team collects measurements surrounding 
the likelihood and financial, regulatory and reputational impact 
of identified risks from functional business leaders and Company 
subject matter experts to help prioritize organizational risks.
RISK CONTROLS
Controls are identified to avoid, transfer, prevent, mitigate, and/or 
detect the impact of identified risks and are assigned to individuals or 
teams for implementation. Ultimately, the risk owner is accountable 
for the effectiveness of all controls associated with an assigned risk.
MONITORING AND REVIEW 
Our Internal Audit team performs ad hoc reviews with the risk 
owner for any changes or updates to the risk along with the 
effectiveness of any control measures. The Board of Directors 
reviews enterprise risks annually.
STRATEGIC PLANNING
Stella-Jones’ strategic objectives reflect our understanding of 
both our willingness to take risks and our risk-bearing capacity. 
The strategic planning process considers controls which reduce 
the likelihood of the risk occurring and whether they are within 
our risk bearing capacity, which enables the Company to capture 
value from opportunities beyond forecast.
In 2022, three ESG issues were assessed  
as among our top risks. These are:
Cybersecurity and Data Privacy
Stella-Jones employees undertake compulsory multistage 
cybersecurity training to implement best practices in their 
working environment and safeguard against threats that pose a 
cyber risk to individual employees and the Company. In 2022, the 
mandate of the Audit Committee of the Board of Directors was 
expanded to include oversight of cybersecurity. The Committee 
regularly receives comprehensive, detailed reports on the status 
of IT security initiatives, including reports from independent third 
parties on matters such as cybersecurity maturity assessments. 
Climate Change:
The physical risk of the changing climate  
at our facilities and in our supply chain, 
as well as the transitional costs to our 
business from the switch to clean energy.
Raw Material Availability & Cost:
Increased demand for certain timber species 
and sizes, putting a strain on availability  
and leading to higher product input costs.
ESG Reputation:
Managing the accuracy of information  
used in the fragmented and complex  
ESG rating industry.
1
2
3
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Corporate Governance
Strong governance foundations are critical to achieve our long-term sustainability goals. We 
are committed to the continuous improvement of corporate governance, and work to ensure 
transparency and accountability at every level of the organization. 
ESG Governance Structure
Stella-Jones ensures that our structure and key teams support 
the execution of the Company’s ESG Strategy “Connecting our 
Sustainable Future”. The Senior Director of ESG coordinates  
the ESG Strategy and supports the various teams in moving 
projects and priorities forward. In 2022, we established the 
following new ESG governance structures:
ESG MANAGEMENT COMMITTEE
The ESG Management Committee, composed of senior leaders 
from all business units, approves the ESG vision and targets for 
Stella-Jones’ ESG Strategy. The Committee is responsible for 
monitoring the action plans for all defined goals and targets and 
reviewing performance annually, or more frequently if needed.
ESG WORKING GROUPS
Six ESG working groups have been established, one for each 
of the strategic ESG areas. These teams are responsible for the 
implementation of the operations-related projects and action 
plans. The groups will monitor performance against targets and 
ensure alignment with the overall ESG Strategy.
New ESG Targets in the Short-Term 
Incentive Plan
The Board recognizes that the long-term interests of  
the Company require responsibly addressing the concerns of 
our many stakeholders. To help further embed ESG priorities 
into the corporate culture at Stella-Jones, the Board has 
approved the addition of company-wide ESG initiatives in the 
Short Term Incentive Plan (“STIP”) for senior management 
in 2023. By linking performance to ESG Strategy, we 
demonstrate the importance of sustainable value creation 
for all stakeholders and ensure we remain focused on the 
achievement of our annual ESG performance goals. 
ESG MANAGEMENT COMMITTEE  
(including the Chief Executive Officer)
THE ENVIRONMENTAL HEALTH &  
SAFETY COMMITTEE OF THE BOARD
ESG WORKING GROUPS  
(led by the Senior Director, ESG)
STELLA-JONES  
BOARD OF DIRECTORS
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Board Oversight:
The Board
The Board of Directors has the responsibility to oversee management’s 
establishment and execution of the strategic and operational direction 
of the Company. Our Board mandate is reviewed annually and updated 
as required.
In 2022, the Board welcomed Sara O’Brien who brings capital markets 
experience and a shareholder’s perspective. Of our nine independent 
board members, six are new in the last five years, including Ms. O’Brien. 
For nominations to the Board, the Governance and Nomination 
Committee reviews the Board’s current composition considering 
its skill matrix and creates a candidate profile by outlining the 
desired skillsets that would meet identified needs and strengthen 
the collective competencies and experiences of the sitting Board. 
BOARD DIVERSITY
Our Board Diversity and Composition Policy targets that at least  
30% of our Board members are gender diverse. In 2022, we continued 
to surpass this target with our Board including four out of ten 
directors who are women (40%). Further bolstering our commitment 
to the target, is both the Chair of the Board and the Chair of the 
Audit Committee are women. Our goal is to continue to explore 
opportunities to increase diverse representation on our Board. 
BOARD SKILLS ASSESSMENT
To further enhance our Board composition’s review and assessment 
process, we map the essential skills and proficiency levels needed 
amongst current directors and future nominees of the Board. The 
resulting skills and competency matrix assesses the Board’s overall 
strength and diversity of expertise and is used when seeking future 
candidates. The inaugural skills matrix was published in the March 
2022 Management Information Circular and showed that the Board 
fared well with respect to its breadth and depth of skills. We will 
continue to review and refine our Board skills matrix on an annual 
basis and provide shareholders with this information every year.
KEY AREAS RELATED TO ESG
FULL BOARD
	x Oversees the Company’s approach to  
ESG matters relating to the long-term 
health and sustainability of the Company.
	x Oversees reviewing and approving the 
Company’s ESG Strategy, its program,  
and the annual ESG Report.
	x Reviews the annual Enterprise Risk Review, 
which covers climate-related risks and 
opportunities.
REMUNERATION COMMITTEE
	x Responsible for all employee compensation 
policies and programs including oversight  
of ESG-related initiatives in the STIP for 
senior management.
ENVIRONMENTAL, HEALTH &  
SAFETY COMMITTEE
	x Monitors and advises on the ESG Strategy, 
targets and objectives, as well as reporting  
to the Board on performance and progress.
AUDIT COMMITTEE
	x Oversees financial reporting systems and 
internal controls including the monitoring 
and planning for future mandatory ESG 
reporting requirements. 
	x Oversees cybersecurity and data privacy.
1
3
2
4
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Business Ethics
Everyone who works for Stella-Jones is accountable for upholding our Company values and 
high standards of conduct. We know transparency around our performance both internally 
and externally is essential to building trust with our stakeholders.
Code of Business Conduct and Ethics
Our Code of Business Conduct and Ethics (“the Code”) is the 
foundation of our commitment to ethics and compliance. The Code 
outlines the standard of ethical behaviour and corporate conduct 
that we expect from our people and those working on our behalf. The 
Code incorporates Anti-Hedging and Anti-Bribery Policies as well as 
our commitments to compliance with applicable laws and regulations. 
All employees joining Stella-Jones are provided with the Code in their 
employee handbooks, it is distributed quarterly to all staff, and is also 
on display at every facility. The Code is an important part of living our 
value of integrity and ensuring we act with honesty in all interactions 
with employees, clients, suppliers, and the public, and adhere to 
the highest standards of professional behaviour and ethics.
Whistleblowing
Stella-Jones’ Whistle Blowing Procedures outline the avenues available 
to all stakeholders to report any complaints, concerns or violations 
to applicable laws or company policies. Reports can be made through 
an online anonymous third-party portal or hotline without fear of 
retaliation or intimidation. The procedure ensures all concerns and 
complaints are promptly and effectively addressed, with any report 
regarding accounting, internal controls or auditing matters reported 
to our Audit Committee Chair. 
In 2022, 10 complaints were received through whistleblowing channels. 
All of the complaints were reported to the Audit Committee and 
followed up with internal or third-party investigation as appropriate.
More information on our various corporate policies can be found 
in the Corporate Governance section of our website.
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APPENDICES
I: Caution Regarding Forward-Looking Statements
II: ESG Performance Data
III: GRI, SASB, and TCFD Content Index
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APPENDIX I
Caution Regarding  
Forward-Looking Statements
This Report contains statements that are forward-looking in nature. The words "may", "could", 
"should", "would", "assumptions", "plan", "strategy", "believe", "anticipate", "estimate", "expect", 
"intend", "objective", the use of the future and conditional tenses, and words and expressions  
of similar nature are intended to identify forward-looking statements.
Forward-looking statements in this report include, but are not 
limited to, statements relating to: our ESG strategy and goals, 
including short-term and long-term targets and commitments. 
Such statements are based on a number of estimates, projections, 
beliefs and assumptions that the management team believed to 
be reasonable as of the date of this report, though inherently 
uncertain and difficult to predict, including, but not limited to, 
expectations and assumptions concerning: the development, 
performance and effectiveness of technology, the ability to procure 
renewable energy and fuels on commercially reasonable terms, the 
ability to implement energy efficiency technologies and process 
change without impacting production objectives, and the ability 
to recruit, retain and develop a qualified workforce.  
Forward-looking statements involve known and unknown risks, 
uncertainties and other factors that may cause the actual results, 
performance, experience, or achievements of Stella-Jones to be 
APPENDIX II
ESG Performance Data
Stella-Jones is committed to disclosing our ESG metrics transparently.  
Our voluntary reporting is guided by the following frameworks:
	x The Sustainability Accounting Standards Board Building Products and Furnishings Standard - 2018.
	x The Global Reporting Initiative General Disclosures 2021 and other select GRI disclosure topics.
	x The Task Force on Climate-Related Financial Disclosures.
Stella-Jones discloses metrics that are relevant to the topics we identified through our materiality assessment 
process. We believe increased transparency around ESG metrics is key to sustainable business practices, and we 
hope that through comparable and credible data and disclosures, we will enhance our stakeholders’ trust, and 
elevate the ambitions and practices of our industry. 
DATA
MEASUREMENT
2022
2021
2020
STANDARD
Sales
$ million CAD
3,065
2,750
2,551
—
Annual Production
1'000 Cubic Feet (ft3)
107,549
102,931
108,335
000.A
2022 Activity Measures
materially different from those expressed or implied by forward-
looking statements. Risks and uncertainties that could influence 
the achievement of the ESG strategy and goals include, but are 
not limited to: general political, economic and business conditions, 
evolution in customer demand for the Company's products and 
services, availability and cost of raw materials, risks associated with 
the consequence of climate change, natural disasters and adverse 
weather conditions, changes in laws and governmental regulations, 
information security breaches or other cyber-security threats.
The forward-looking statements speak only as of the date of this 
report. Stella-Jones does not assume the obligation to revise or 
update these forward-looking statements after the date of this 
document or to revise them to reflect the occurrence of future 
unanticipated events, except as may be required under applicable 
securities laws.
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APPENDIX II
ESG Performance Data
ENVIRONMENT
CATEGORY
INDICATOR
UNIT
2022
2021
2020
STANDARD
Energy
Total energy consumed
Gigajoules (GJ)
2,513,974
2,045,663
2,619,490
GRI 302 -1, 
SASB 130a.1(1)
Total fuel consumed -  
non renewable
GJ
2,156,259
1,725,645
2,309,710
GRI 302-1
Total fuel consumed - 
renewable
GJ
868,128
1,082,448
Data not 
previously 
reported
GRI 302-1
Total electricity 
consumed
GJ
357,715
320,018
309,780
GRI 302-1
Energy intensity  
by production
GJ/1,000 FT3
23.4
19.9
24.2
GRI 302-3
Percentage grid 
electricity
%
14
16
12
SASB 130a.1(2)
Percentage renewable
%
26
35
Data not 
previously 
reported
SASB 130a.1(3)
Emissions
Scope 1 -  
GHG Emissions
MT CO2eq
119,903
95,886
118,529
GRI 305-1
Scope 2 -  
GHG Emissions
MT CO2eq
27,672
25,648
27,918
GRI 305-2
Biogenic  
GHG emissions
MT CO2eq
89,564
111,669
Data not 
previously 
reported
GRI 305-1
GHG intensity  
by production
MT CO2eq/ 
1,000 FT3
1.24
1.18
1.35
GRI 305-4
ENVIRONMENT
CATEGORY
INDICATOR
UNIT
2022
2021
2020
STANDARD
Emissions  
(Continued)
GHG intensity by sales
MT CO2eq/$ 
million 
revenue
48
44.2
57.4
GRI 305-4
Carbon stored in  
wood products
Million MT 
CO2eq
2.60
2.52
Data not 
previously 
reported
N/A
SOx emissions
MT
128
68
102
GRI 305-7
NOx emissions
MT
126
106
125
GRI 305-7
Water
Total water withdrawn
Megalitres
594
410
Data not 
previously 
reported
GRI 303-3
Water withdrawn -  
third party sources
Megalitres
494
294
GRI 303-3
Water withdrawn - 
Surface Water
Megalitres
8
Data not previously reported
GRI 303-3
Water withdrawn - 
Groundwater
Megalitres
93
GRI 303-3
Total water withdrawn 
(priority facilities -  
Eloy, Carseland, 
Whitmire)
Megalitres
24
23
27
GRI 303-3
Water withdrawn -  
third party sources 
(priority facilities)
Megalitres
4
Data not previously reported
GRI 303-3
Water withdrawn -  
site sources  
(priority facilities)
Megalitres
20
GRI 303-3
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ENVIRONMENT
CATEGORY
INDICATOR
UNIT
2022
2021
2020
STANDARD
Waste
Total waste generated
MT
27,893
11,673
10,949
GRI 306-3
Total hazardous waste
MT
1,559
839
1,794
GRI 306-3
Total non-hazardous 
waste
MT
26,334
10,834
9,155
GRI 306-3
Total recycled
MT
4,924
Data not previously reported
GRI 306-4
Total waste landfilled
MT
21,456
6,258
9,391
GRI 306-5
Waste intensity  
by production
MT/1000 FT3
0.3
0.1
0.1
N/A
Environmental 
Compliance
Environmental  
non-compliances
Number
6
6
7
GRI 2-27
Value of fines
$ Thousand 
CAD
7
Data not previously reported
GRI 2-27
SOCIAL
CATEGORY
INDICATOR
UNIT
2022
2021
2020
STANDARD
Health & Safety
Employee Fatalities
Number
0
0
0
GRI 403-9
DART cases
Number
65
81
70
GRI 403-9
DART frequency rate
per 200,000 
hours worked
2.6
3.3
3.1
GRI 403-9
TRR cases
Number
94
112
65
GRI 403-9
TRR frequency rate
per 200,000 
hours worked
3.6
4.6
3.7
GRI 403-9
Contractor Fatalities
Number
0
1
0
GRI 403-9
Employment
Total employees
Number
2,615
2,402
2,253
GRI 2-7
Total female employees
Number
449
383
366
GRI 2-7
Total male employees
Number
2,166
2,019
1,887
GRI 2-7
Total hourly employees
Number
1,918
Data not previously reported
GRI 2-7
Hourly female employees
Number
206
GRI 2-7
Hourly male employees
Number
1,712
GRI 2-7
Total unionized 
employees
Number
413
416
404
GRI 2-7
Female unionized 
employees
Number
18
Data not previously reported
GRI 2-7
Male unionized 
employees
Number
395
GRI 2-7
Total new hires
Number
854
713
480
GRI 401-1
APPENDIX II
ESG Performance Data
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SOCIAL
CATEGORY
INDICATOR
UNIT
2022
2021
2020
STANDARD
Employment 
(Continued)
Total female new hires
%
19
Data not previously reported
GRI 401-1
Total male new hires
%
81
GRI 401-1
New hires less than  
30 years old
%
35
Data not previously reported
GRI 401-1
New hires  
30-50 years old
%
48
GRI 401-1
New hires over  
50 years old
%
16
GRI 401-1
Total Turnover
Number
561
563
412
GRI 404-1
Total female turnover
%
17
Data not previously reported
GRI 404-1
Total male turnover
%
83
GRI 404-1
Turnover of employees 
less than 30 years old
%
30
GRI 404-1
Turnover of employees 
30-50 years old
%
43
GRI 404-1
Turnover of employees 
over 50 years old
%
27
GRI 404-1
Diversity
Women in workforce
%
17
16
16
GRI 405-1
Women in senior 
management team
%
8
10
8
GRI 405-1
Employees less than  
30 years old
%
15
15
15
GRI 405-1
SOCIAL
CATEGORY
INDICATOR
UNIT
2022
2021
2020
STANDARD
Diversity
(Continued)
Employees  
30-50 years old
%
44
46
46
GRI 405-1
Employees over  
50 years old
%
41
39
39
GRI 405-1
American Indian or 
Alaskan Native
% of U.S 
workforce
2
1
Data not 
previously 
reported
GRI 405-1
Asian
% of U.S 
workforce
0.5
0.5
GRI 405-1
Black or African 
American
% of U.S 
workforce
15
13
GRI 405-1
Hispanic or Latino
% of U.S 
workforce
6
5
GRI 405-1
Native Hawaiian or 
Other Pacific Islander
% of U.S 
workforce
0.4
0.4
GRI 405-1
Two or More Races
% of U.S 
workforce
2
3
GRI 405-1
White
% of U.S 
workforce
75
77
GRI 405-1
Employee with  
a Disability
% of U.S 
workforce
5
8
GRI 405-1
Veteran
% of U.S 
workforce
3
5
GRI 405-1
APPENDIX II
ESG Performance Data
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ESG Performance Data Accounting Methodologies
Reporting Period
Stella-Jones’ ESG performance data is from January 1 to  
December 31, 2022. 
Boundary Setting
The data provided in Stella-Jones’ ESG Performance includes 
all 43 wood treatment facilities, 13 pole peeling yards, our 
coal tar distillery, trucking operations, and management 
offices that are owned and operated by Stella-Jones, as well 
as employees directly employed with Stella-Jones. We have 
excluded leased office spaces and distribution or finished 
goods yards from the boundary. 
Changes Affecting ESG Performance 
Data in 2022
The following are the ESG disclosures that are new for 
Stella-Jones in 2022 or that have significant changes from 
prior reporting years. 
	x GRI 302-1 and SASB 130a.1(1) - Discloses energy consumption 
in gigajoules and includes percentage of renewable energy 
for the first time. Additionally, the consumption of fuel 
in Stella-Jones operated trucking fleet is included in the 
disclosure for the first time in 2022. 
	x GRI 303-3 - The 2022 data is now reported in megalitres 
as required by the standard and includes a more detailed 
breakdown by withdrawal source.
	x GRI 403-9 - Includes total recordable injuries and the total 
recordable injury rate for the first time. 
	x GRI 405-1 - The employment data includes the breakdown 
by gender and age for employment type and new hires for 
the first time.
	x SASB 410a.1 - This is the first year we have disclosed the 
percentage of certification by type. Currently, this is only 
for the Canadian market residential lumber. Read more 
about this metrics calculation methodology below.
	x SASB 410a.2 - This is the first year we have disclosed the 
weight of end-of-life material recovered. Read more about 
this metrics calculation methodology below.
Employment data for turnover by time with the Company 
and contract type are no longer reported as they have been 
removed from the GRI 2021 standard.
Activity Metrics
The activity metrics provide an important point of reference 
for the other ESG disclosures. Annual sales cover all products 
sold within the reporting year and production covers all 
pressure-treated wood products manufactured at Stella-Jones 
facilities in 2022.
APPENDIX II
ESG Performance Data
GOVERNANCE
CATEGORY
INDICATOR
UNIT
2022
2021
2020
STANDARD
Product
Weight of end-of-life 
material recovered
MT
6,439
Data not previously reported
SASB 410a.2(1)
Procurement from 
third-party certified 
forestlands
%
81
SASB 410a.1(2)
FSC certified - Canadian 
residential lumber
%
71
SASB 410a.1(3)
SFI certified - Canadian 
residential lumber
%
50
SASB 410a.1(3)
PEFC certified - 
Canadian residential 
lumber
%
50
SASB 410a.1(3)
CSA - Residential lumber
%
9
SASB 410a.1(4)
The Board of 
Directors
Board of Directors
Number
10
10
9
N/A
Independent members 
on the Board
Number
9
9
8
N/A
Women representation 
on the Board
%
40
40
33
GRI 405-1
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MATERIALITY
ENVIRONMENTAL COMMITMENT
PRODUCT STEWARDSHIP
GOVERNANCE PRINCIPLES
APPENDICES
SOCIAL IMPACT
INTRODUCTION

Environment
Energy
All energy metrics exclude the energy from wood biomass in the total 
and percentage calculations. 2022 was the first year of accurate wood 
biomass reporting and has been excluded to allow for comparison 
with prior years. Moving forward we intend to report wood biomass 
in the total energy consumed to align with the disclosure standards 
more accurately.
Emissions
Scope 1 biogenic emissions have been reported for the first time 
and directly relate to biomass consumed in onsite boilers and 
kilns. Biogenic emissions have been reported separately as per the 
guidance provided in the GHG protocol. Scope 2 emission factors 
use a state-based average sourced from U.S. Energy Information 
Administrations and Statistics Canada. All energy, mass and 
volume conversions are based on information from the World 
Resource Institute (“WRI”) and the World Business Council for 
Sustainable Development (“WBCSD”) calculation tools. Lastly, 
Stella-Jones uses an operational control approach for all  
GHG emissions reporting.
The SOx and NOx emissions reported relate only to emissions 
from fuel combusted in our road trucks, and mobile and stationary 
equipment at our facilities.
Social
Health & Safety
The data reported covers all Stella-Jones employees working  
on-site at Stella-Jones owned and operated facilities including 
any temporary employees. Stella-Jones does not report contractor 
DART cases as we do not have visibility into the medical care 
prescribed for third-party employees. 
Employment
The employment data including new hires and turnover disclosures, 
covers all employees directly employed by Stella-Jones and excludes 
temporary workers hired through agencies. The number for total 
employees in each category is calculated as of December 31, 2022.
Diversity
The gender and age diversity disclosures include Stella-Jones’ entire 
workforce. The disclosures for employees from underrepresented 
groups covers only the United States based employees. The definition 
of underrepresented at Stella-Jones includes employees that have 
self-identified as belonging to an underrepresented race or ethnicity, 
Indigenous people, U.S veterans, as well as people with disabilities. 
We currently do not track employees who are members of LGBTQ2+ 
communities. We are establishing new data governance processes to 
enable Stella-Jones to report diversity metrics for the entire workforce 
in future reports. 
Water
This year’s water reporting more closely aligns with GRI 303-3 for 
water withdrawal by source and in megalitres. In 2022, we included 
water consumption from our peeling facilities for the first time which 
helps explain the large increase in total withdrawal between 
years. Additionally, 2021 did not include a full year for Canadian 
facilities. To read more about our water management practices  
at the priority facilities please refer to the report section Water  
and Waste Management.
Environmental Compliance
2022 is the first year we have reported the value of fines  
received from environmental noncompliance. The total amount of 
$7 thousand was from two separate incidents of noncompliance. 
This is a partial reporting of GRI 2-27(b), specific only to 
environmental noncompliance.
Governance
Product
SASB 410a.1 applies to residential lumber only. Third-party 
certifications are challenging for the small family-owned sawmills and 
forestland owners from which we procure our railway tie and utility 
pole fibre. Additionally, the certification breakdown by standard 
is applicable to our Canadian market lumber only. We are working 
with our U.S. based sawmills to have a complete disclosure in future 
reporting years. The percentages will not add to total 100% as most 
lumber procurement has multiple certifications.
SASB 410a.2 is a new disclosure this year. The weight of end-of-life 
product recycled covers only the products that Stella-Jones is directly 
engaged in contracting for end-of-life recycling solutions with the 
customer and third-party. Customers who also recycle their products 
independently are not captured in this data. 
The Board of Directors
There were no changes to the reporting of the Board of Directors 
disclosures in this year’s report.
APPENDIX II
ESG Performance Data
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MATERIALITY
ENVIRONMENTAL COMMITMENT
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GOVERNANCE PRINCIPLES
APPENDICES
SOCIAL IMPACT
INTRODUCTION

APPENDIX III
GRI, SASB, and TCFD Content Index
GRI 2: GENERAL DISCLOSURES 2021
DISCLOSURE
DESCRIPTION
2022 DISCLOSURE LOCATION AND NOTES
The Organization and its Reporting Practices
2-1
Organizational details
Our Business
2-2
Entities included in the organization's  
sustainability reporting
ESG Performance Data Accounting Methodologies
2-3
Reporting period, frequency, and contact point
ESG Performance Data Accounting Methodologies
2-4
Restatements of information
There were no restatements of information  
in this Report
2-5
External assurance
There was no external assurance provided for  
this Report
Activities and Workers
2-6
Activities, value chain and other business relationships
How we create value
2-7
Employees
Appendix II ESG Performance Data
2-8
Workers who are not employees
Stella-Jones employs temporary workers at our 
manufacturing sites. Data on temporary employees  
is not currently reported
Governance
2-9
Governance structure and composition
Board Oversight: Key Areas Related to ESG
2-10
Nomination and selection of the highest  
governance body
2023 Management Proxy Circular
2-11
Chair of the highest governance body
2023 Management Proxy Circular
GRI 2: GENERAL DISCLOSURES 2021
DISCLOSURE
DESCRIPTION
2022 DISCLOSURE LOCATION AND NOTES
Governance (Continued)
2-12
Role of the highest governance body in overseeing  
the management of impacts
Board Oversight: Key Areas Related to ESG
2-13
Delegation of responsibility for managing impacts
The Board
2-14
Role of the highest governance body in sustainability 
reporting
ESG Governance Structure
2-15
Conflicts of interest
2023 Management Proxy Circular
2-16
Communication of critical concerns
Whistleblowing 
2-17
Collective knowledge of the highest governance body
No measures were taken in 2022
2-18
Evaluation of the performance of the highest 
governance body
2023 Management Proxy Circular
2-19
Remuneration policies
2023 Management Proxy Circular
2-20
Process to determine remuneration
2023 Management Proxy Circular
2-21
Annual total compensation ratio
Not currently reported
Strategy, Policies and Practices
2-22
Statement on sustainable development strategy
Our ESG Strategy
2-23
Policy commitments
Code of Business Conduct and Ethics
2-24
Embedding policy commitments
Not currently reported
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MATERIALITY
ENVIRONMENTAL COMMITMENT
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APPENDICES
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INTRODUCTION

SUSTAINABILITY ACCOUNTING STANDARDS BOARD (« SASB ») 
SASB STANDARD
INDICATOR
2022 DISCLOSURE LOCATION AND NOTES
Energy Management in Manufacturing
CG-BF-130a.1
Total energy consumed, percentage grid electricity, 
percentage renewable
Appendix II ESG Performance Data
Management of Chemicals in Products
CG-BF-250a.1
Discussion of processes to assess and manage risks and/
or hazards associated with chemicals in products
Treatment Preservatives
CG-BF-250a.2
Percentage of eligible products meeting volatile organic 
compound (VOC) emissions and content standards
Not applicable to Stella-Jones products
Product Lifecycle Impacts
CG-BF-410a.1
Description of efforts to manage product lifecycle 
impacts and meet demand for sustainable products
Product Life-Cycle Management
CG-BF-410a.2
Weight of end-of-life material recovered, percentage  
of recovered materials recycled
Appendix II ESG Performance Data
Wood Supply Chain Management
CG-BF-430a.1
Total weight of wood fibre materials purchased, 
percentage from third-party certified forestland, 
percentage by standard, and percentage certified to 
other wood fibre standards, percentage by standard
Appendix II ESG Performance Data
APPENDIX III
GRI, SASB, and TCFD Content Index
GRI 2: GENERAL DISCLOSURES 2021
DISCLOSURE
DESCRIPTION
2022 DISCLOSURE LOCATION AND NOTES
Strategy, Policies and Practices (Continued)
2-25
Process to remediate negative impacts
Whistleblowing
2-26
Mechanisms for seeking advice and raising concerns
Whistleblowing
2-27
Compliance with laws and regulations
Appendix II ESG Performance Data
2-28
Membership associations
Industry associations where we hold governance 
positions include: • American Railway Engineering and 
Maintenance-Of-Way Association • American Wood 
Protection Association • Creosote Council • GoRail • 
Lake States Lumber Association • National Railroad 
Contractors Association • Pennsylvania Forest Products 
Association • Railway Tie Association • Real American 
Hardwood Promotion Coalition • Treated Wood Council
Stakeholder Engagement
2-29
Approach to stakeholder engagement
Approach to Materiality
2-30
Collective bargaining agreements
Not currently reported
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MATERIALITY
ENVIRONMENTAL COMMITMENT
PRODUCT STEWARDSHIP
GOVERNANCE PRINCIPLES
APPENDICES
SOCIAL IMPACT
INTRODUCTION

TASK FORCE ON CLIMATE-RELATED FINANCIAL DISCLOSURES
PILLAR
2022 DISCLOSURE LOCATION AND NOTES
Governance
Disclose the organization’s governance around climate-related 
risks and opportunities
Corporate Governance
Strategy
Disclose the actual and potential impacts of climate-related risks 
and opportunities on the organization’s businesses, strategy, and 
financial planning where such information is material
Climate Risk and Opportunity
Risk Management
Disclose how the organization identifies, assesses, and manages 
climate-related risks
How We Manage Risk
Metrics and Targets
Disclose the metrics and targets used to assess and manage 
relevant climate-related risks and opportunities where such 
information is material
Climate Change Strategy 
APPENDIX III
GRI, SASB, and TCFD Content Index
STELLA-JONES   |   2022 ESG REPORT     PAGE 59
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MATERIALITY
ENVIRONMENTAL COMMITMENT
PRODUCT STEWARDSHIP
GOVERNANCE PRINCIPLES
APPENDICES
SOCIAL IMPACT
INTRODUCTION

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