Forest Stewardship Council®
Global Strategy
2021–2026
Demonstrating the value and benefits of forest stewardship

Forest Stewardship Council®

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About this document
The essence of an effective strategy is to consolidate big ideas while building common ground around a
vision of what success would look like in years to come. Based on this understanding, we chose the name
Global Strategy instead of Global Strategic Plan as it was called for the period 2015-2020. The strategy
outlined in this document aims to provide the direction for FSC to build specific plans and projects toachieve the ambition we have set. These specific plans will be further guided by motions approved by theGeneral Assemblies and policies and other decisions made by the board.

Acknowledgements
This document would not have been possible without the members and global staff of FSC, including
network partners, who have enormously contributed to its contents. This has happened despite all thechallenges that the year 2020 put in front of us all. Through responses to two public consultations andparticipation in virtual dialogues and webinars, these groups have contributed to making the Global
Strategy what it is, and for this we are extremely grateful.
A number of people have taken a deeper role in strategy development, and we would like to acknowledge
their contributions. As elected representatives of the membership, the FSC Board of Directors took theleadership role in developing The Global Strategy 2021-2026 with the support of the Board Strategic
Planning Committee (BSPC), and the strategy team at FSC International.
We are also grateful for the inspiration and outside perspective provided by our external advisors, including
the Boston Consulting Group, Torsten Kurth, Dr Robert Nasi, Dr Nancy Bocken, Marshall Perry, Darrel Weber, Minnie Degawan, Dr Chris Elliott, Dr Jeannette Gurung, Anita Normark, Enrica Porcari, Cecile Ndjebet,
John Laidlow and Caren Holzman.

Forest Stewardship Council®

1Foreword
This new Global Strategy has taken its point of departure from the previous Global Strategic Plan 20152020, and the overall ambition of the organization and its vision for 2050 are unchanged. At the same time,
however, new ideas from membership and staff have been incorporated in many places, and as a result,
we believe the strategy is fresh, inspiring and much improved in clarity and precision.
In the six years covered by The Global Strategic Plan 2015-2020, FSC surpassed the plan’s “20 by 2020”
objective. With about a quarter of the global industrial roundwood volumes originating in FSC-certified
forests, FSC has become a force for responsible forest management. We take pride in this success, but we
acknowledge that we have not yet overcome the core challenge identified in our 2015-2020 Global Strategic Plan: Incentives for forest destruction still outweigh the incentives for forest stewardship in many parts of
the world. Achieving our mission and the future we want – Forests for All Forever – still requires substantial
effort and renewed energy.
The Global Strategy 2021-2026 has many new elements such as a strong focus on provision of impact dataas part of FSC’s value proposition to certificate holders and stakeholders. It also puts additional emphasison the use of modern technology to support the integrity of the FSC system. It points out that FSC can leadsolutions development to global forest-related agendas like the fight against climate change and the lossof biodiversity, through the creation of partnerships and alliances with like-minded organizations. On thisbasis, we can work with governments, forest managers, stakeholders and others to deliver solutions withreal impact on the ground.
As the basis for taking on these new strategic directions, The Global Strategy 2021-2026 reaches back into
the roots of who FSC is as an organization. It reconfirms our commitment to promoting forest stewardship as
the way to enable resilient forests that create environmental, social and economic value and benefits. The
strategy takes pride in FSC’s multi-stakeholder governance system and the global network of partners. It
identifies FSC’s core strength of being a community for co-creation: we convene members and other partners from diverse interests to set global benchmarks for forest stewardship and deliver significant results forthe forests and the people who depend on them.
We are excited and proud to present this new Global Strategy 2021-2026 to our members andstakeholders, and we look forward to work with them to deliver solutions that matter for people and nature
all over the world.

Barbara Bramble
Board Chair

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FSC® Global Strategy 2021–2026

Al Thorne
BSPC Chair

Table of contents
About this document								

1Acknowledgments									
			Foreword											

1Fostering forest stewardship							

4The 2050 vision: The world FSC will be part of creating		

5

FSC’s core strength: Anchored in membership			engagement and a global network of partners

8

Growing our reach: FSC’s 2026 objective 				

10Overview of The FSC Global Strategy 2021–2026			

11

Three strategies, twelve goals and twenty-four			intended outcomes

12

Strategy 1. Co-create and implement forest solutions		

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Strategy 2. Transform markets							

16Strategy 3. Catalyse change							

18Implementing the strategy based on multi-year operational
planning and measurable indicators					

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2Forest Stewardship Council®

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Fostering forest stewardship

We are at a defining moment for the world’s
forests, and for our organization. Global agendas increasingly recognize the role of forests inenabling and maintaining life. Without healthy
and resilient forests, we will lose the fight against
climate change and against the alarming lossof biodiversity. In addition, we will be unable tocontribute to the transformation to a circular andbio-based low-carbon economy with responsibly
produced goods and services. We know this,but forest conversion and degradation continue,
extraordinary forest fire events occur all over theworld, major social issues related to the rights ofIndigenous Peoples and workers are daily
challenges, and discrimination based on genderand ethnicity continues. While this situation may
appear overwhelming, we know that forest
stewardship, including sound efforts towards
protection, conservation and restoration as wellas active management for forest products andservices, can be an important factor in addressing these challenges by making forests more
resilient.
Over the years, FSC has enabled multi-stakeholder processes globally and nationally to define responsible forest management standards
that are implemented by certificate holders anddrive change on the ground. FSC’s standards
promote accountability and yield positive impacts.
This is an important contribution, but we are
missing solid data on the social, environmental
and economic impact of forest certification, andthe value of forest stewardship is not yet sufficiently recognized. Growth in certified area is too
slow, and most of the world’s forests are still notcertified according to FSC’s standards. We needto increase our efforts for certification of tropicalforests, forests managed by smallholders andcommunities and other forests around the worldthat have significant potential to create value
and benefits and contribute to addressing global
challenges.

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FSC® Global Strategy 2021–2026

We strongly believe that forest certification has
been – and remains – a powerful solution, but
it cannot stand alone. Efforts to keep forests asforests are needed from many actors in society. FSC has a role in such efforts, and we will
increasingly work in alliances with other actors
with similar goals to augment and spread oursolutions and achieve the necessary results.

The 2050 vision: The world FSC will
be part of creating
To achieve our 2050 vision of resilient forests
sustaining life on Earth, the world’s forests mustbe treasured for the value and benefits they
provide. They are vital ecosystems housing mostof the world’s terrestrial biodiversity, they are thelife-support systems for hundreds of millions of
Indigenous Peoples and local communities, andthey are a crucial basis for the necessary shift tobio-based and low-carbon circular economies.

Resilient forests embody the true economic,
social and environmental value of forests. Thisvalue is holistic and evolves over time. For FSC,
true value is captured in forests managed in accordance with our Principles & Criteria (P&C) forforest stewardship. The P&C express the meaning of forest stewardship to ensure that forests
are managed in ways that are socially beneficial,environmentally appropriate, and economically
viable.

The true value of forests is reflected in our understandingof forest stewardship, which is based on the knowledge
and experience of the different interests in our membershipand of our network and staff around the world. Recognizing
the true value of forests enables the holistic notion of forest
stewardship, where the world’s forests are used, cared forand protected.
The figure on next page summarises our reflections on how we can use the next strategy period
to build our path towards the 2050 vision.

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The 2050 vision:
Resilient forests sustain life on Earth
A new forest paradigm is realized, where the true value of forests is recognized and fully incorporated
into society worldwide.

S2

Growing
our reach

TRANSFORM
MARKETS
Solutions adopted
by markets

S1

S3

CATALYSECHANGE
Solutions adopted bydiverse organizations
and actors

CO-CREATEAND IMPLEMENTFOREST
SOLUTIONS

Verification &Integrity
Policies &Standards

The Global Benchmark
for Forest Stewardship

Environmental

Economic

A co-creation community
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FSC® Global Strategy 2021–2026

SocialAchieving our 2050 vision
As a community for co-creation, FSC brings
together diverse stakeholders from economic,
environmental and social perspectives in abalanced organizational structure to define a
global benchmark for forest stewardship. Thisbenchmark is expressed in our Principles &Criteria (P&C), from which we derive forest solutions attracting markets and diverse organizations and actors to adopt them and thereby growthe reach of FSC.
Forest certification – based on policies and standards and the verification and integrity mechanisms we have created – has been the leading
solution derived from the P&C. It has enabledmarket recognition of the value and benefits encapsulated in wood from responsible forestry.
Recently, FSC has added other dimensions byenabling claims for the provision of ecosystem services. By 2026, FSC will have further
spread these forest solutions and been part ofdeveloping new ones that express the value
and benefits of forest stewardship in terms
that can be adopted and supported bysociety.
Growing the reach of FSC through enhanced
forest certification and other solutions will enable
recognition of the true value of forests and its
incorporation into society. This will support thefollowing long-term outcomes towards our 2050
vision:•enhanced relevance of market mechanisms,
products and services that work in favour offorests and the landscapes they are part of;•

improved integration and leverage of forest
stewardship by forest governance systems,
policy and regulation; and•increased actions reflecting a sound understanding from people and institutions of how
their lives are interlinked with the world’s
forests.

This is the essence of The Global Strategy 20212026 and builds the basis of three underlying
strategies.

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FSC’s core strength: Anchored inmembership engagement and a
global network of partners
Working together across diverse interests and finding solutions that deliver change on the ground are FSC’score strength and the basis for our ability to help transform forest management. FSC has the ability to create great ideas and ensure they are implemented on the ground.

FSC’s core strength: Co-creation of solutions
We convene members and other partners from diverse
interests to set a global benchmark for forest stewardshipand deliver results that matter for the forests and thepeople who depend on them.

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FSC® Global Strategy 2021–2026

FSC’s General Assembly of Members is the organization’s ultimate decision-maker on defining
assets like the statutes and the Principles andCriteria. FSC’s members elect the international
Board of Directors to represent them in making
strategic decisions for the organization.
This strategy is based on the understanding thatto achieve our 2050 vision it is crucial to engage
and revitalize our membership at global, regionaland national levels. We will continue to:Priorities for FSC’s global, regional and national presences and associated investment andfundraising will be set based on where FSC canachieve the greatest impact towards the 2050
vision.
FSC will increase its focus in regions and countries that have:• significant areas of high conservation value
and Indigenous cultural landscapes;• work with members in the co-creation of FSC
solutions to complex forest-related issues;• high potential in mitigating climate change andprotecting biodiversity; and/or• promote effective and engaging dialogue andinformation-sharing with members; and• high potential to responsibly meet local andglobal demands for forest products.

• increase collaboration opportunities across themembership through a systematized approachwith discussion forums, virtual dialogues andnational, regional and global meetings.

Within these parameters, the main focus will beon regions and countries with the best potential
for impact in the short- or long-term through:For our member-based organization to function at local and global levels, FSC has built adecentralized network that enables us to co-create forest solutions all over the world. To enable
the achievement of the intended outcomes ofthis strategy, FSC will strengthen this network in
the coming years. The FSC network is a diverse
global community of individuals and organizations that work together to further the principles
of FSC and achieve our mission. It embraces
a bottom-up, voluntary and member-based
approach.

• certification for forest management withdemonstrated social, environmental andeconomic impact;• support for forest stewardship by Indigenous
Peoples, local communities and smallholders;• adoption of solutions to global environmental,social and economic challenges; and• creation and maintenance of market demandfor FSC products and services.

Forest Stewardship Council®

9Growing our reach:
FSC’s 2026 objective
FSC’s 2026 objective aims to create momentum towards the 2050 vision through certification and work inalliances to contribute solutions to the world’s major forest challenges.

Growing our reach: The value and benefits of forest
stewardship will be demonstrated in 300 million hectares of
FSC certified area, of which 50 million hectares are natural
tropical forests and areas managed by smallholders.

By 2026, from the current level of about 220 million hectares, 300 million hectares will be certified to FSC’s
standards, with systems in place to demonstrate the creation of social, environmental and economic value
and benefits and to ensure supply chain integrity. Inside this overall area, FSC will double the certification ofnatural tropical forests and areas managed by smallholders, communities and Indigenous Peoples to a totalof 50 million hectares.
These results will be augmented by FSC solutions developed to help halt deforestation, grow the world’s
forest area and improve its quality, including forest conservation as well as restoration of degraded orconverted areas to more natural conditions. In this way, FSC will contribute to addressing global goals andchallenges, including the UN Sustainable Development Goals, the Paris Agreement and the post-2020 Biodiversity Framework.

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FSC® Global Strategy 2021–2026

Overview of The FSC Global Strategy
2021–2026
OUR MISSION

Forest For All Forever

FSC will promote environmentally
appropriate, socially beneficial,and economically viable
management of the world forests.

OUR CORE CHALLENGE
Economic and governancesystems in many parts of the world
incentivize deforestation and forest
degradation, weakening the value
proposition of forest stewardship.

OUR 2050 VISION

Resilient Forests Sustain
Life on Earth
A new forest paradigm is realized,
where the true value of forests is
recognized and fully incorporated
into society worldwide.

OUR CORE STRENGTH
Co-creation of solutions

We convene members and otherpartners from diverse interests to
set a global benchmark for forest
stewardship and deliver resultsthat matter for the forests and thepeople who depend on them.

2026 OBJECTIVE
Growing our reach

The value and benefits of forest stewardship will be demonstrated in 300 million hectares of
FSC-certified area, of which 50 million hectares are natural tropical forests and areas
managed by smallholders.

S1

S2

S3

CO-CREATE AND
IMPLEMENTFOREST SOLUTIONS
Adapt our system toaddress global
challenges andexpand relevancy

TRANSFORM
MARKETSCATALYSECHANGE

Enhance the market
for forest products
and services

Work and engage
with key actors todrive FSC solutions

STRATEGIESForest Stewardship Council®

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Three strategies, twelve goals andtwenty-four intended outcomes
The Global Strategy 2021–2026 follows three approaches to ensure certification remains relevant and becomes available to a wider pool of stakeholders:• Unleash the potential of forest certification by improving user relevance and increasing the value andbenefits created to all those involved in forest stewardship. This includes both our current certificate holders
and those forest managers, smallholders and communities who are not currently certified.
To achieve this, we will invigorate certification to improve the value proposition of certification for timber
production and to complement it with incentives for certification of other forest products and services.
• Promote market uptake of products and services from forest stewardship by working withmarket actors to deepen the understanding of the value and benefits provided by the forests theseproducts and services come from.
• Develop alliances with other actors to integrate the value of forests more fully in land-use decisions anddeliver positive results on the ground that go beyond our normal management unit boundaries.
These three approaches are translated into three closely interlinked strategies, each with a set of four goals
setting the direction for FSC in the years to come. The 12 goals are fully complementary and work together
towards the 2026 objective.

S1

S2

S3

Strategy 1

Strategy 2Strategy 3

CO-CREATE AND
IMPLEMENTFOREST SOLUTIONSTRANSFORM
MARKETSCATALYSECHANGE

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FSC® Global Strategy 2021–2026

1.1 Engage members and stakeholders to drive change as acommunity for co-creation of solutions
1.2 Streamline policies and standards towards outcome orientation
1.3 Enhance verification and integrity
1.4 Expand the reach of FSC and its relevance in the fight against
climate change and loss of biodiversity

2.1 Advance FSC in value chains that have the highest potential forcontributing towards our 2050 vision
2.2 Accelerate the market uptake of FSC-certified products andecosystem services
2.3 Unleash the power of data to demonstrate positive outcomes

S1

Strategy 1
CO-CREATE AND
IMPLEMENTFOREST SOLUTIONSS2Strategy 2
TRANSFORM
MARKETS

2.4 Scale up benefits for Indigenous Peoples, communities,
smallholders and workers

3.1 Advance the mission through stronger alliances, coalitions andpartnerships
3.2 Increase FSC’s relevance for governments
3.3 Leverage sustainable finance/investment for forest stewardship
3.4 Accelerate awareness of the value of forests

S3

Strategy 3
CATALYSECHANGE

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Strategy 1
Co-create andimplement forest
solutionsS1

We will invigorate certification to drive the spread of forest stewardshipby making it attractive, usable and viable for potential users. We willprotect our credibility and demonstrate impact through using
modern technology, and together with our members and partners, wewill co-create solutions to forest-related challenges.

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FSC® Global Strategy 2021–2026

Strategy 1 Goals
1.1 Engage members and stakeholders to drivechange as a community for co-creation ofsolutionsInspire and be inspired by new and existing
members and partners to co-create local andglobal forest stewardship solutions to current
forest related challenges such as climatechange, biodiversity loss, gender inequity andviolation of the rights of workers, Indigenous
Peoples and local communities, while responsibly delivering forest products and services to theworld.
Intended outcomes:• Based on approved policies for membershipand network development, FSC’s membershipis increased, strategically revitalized and empowered as an agile and inspired community
to conceive forest stewardship solutions to key
issues that matter for forests and the people who
depend on them;• FSC members, network partners, staff, certificate
holders and external stakeholders are convened
in initiatives to co-create and implement local
forest stewardship solutions that drive changeon the ground while contributing to FSC’s global
mission.
1.2 Streamline policies and standards towards
outcome orientation
Streamline policies and standards to make themeasier to understand and implement consistently. Reduce complexity and reflect risk, while
ensuring credibility and enabling more focus
on desired outcomes delivered through good
performance. Streamlining includes enablingeasy access to FSC requirements for all, clarity
in requirements and their relevance to given
geographical and socio-economic conditions.
Intended outcomes:• FSC requirements are easily accessible to all
who need them through modern technology anddata management practices that enable all typesof stakeholders to retrieve and consult them at
any time;• New FSC policies and standards are based on
clear and consistent principles of streamlining
and outcome-orientation. They ensure highintegrity, credibility and balance global consistency with local adaptability. They are riskbased, clear, relevant, reliable, user-friendly andefficient, and demonstrate and communicate
positive changes.

1.3 Enhance verification and integrity
Use modern technologies and control mechanisms to provide sound data to ensure verification of outcomes and impacts and overall system
integrity.
Intended outcomes:• Enhanced verification, integrity and data mechanisms ensure high-quality forest management
assessments and strengthened supply chain
integrity;• FSC has implemented new ways to monitor
performance with reliable data at the forest andlandscape level. The data adds value to FSC
certification for certificate holders and provides
important and meaningful information to stakeholders.
1.4 Expand the reach of FSC and its relevance inthe fight against climate change and loss of
biodiversity
Work with FSC certificate holders, rights
holders and stakeholders to develop FSC solutions that are relevant for climate change andrelated global challenges in the landscape whenopportunities for success are favourable.
Intended outcomes:• FSC certification and the ecosystem services
procedure have been made directly relevantto the policy and market demand for climatechange and biodiversity solutions, enablingcertificate holders to demonstrate their climatechange performance and contribution to national
and international sustainability objectives;• Based on its current policies and standards, FSC
has contributed to the development of widelyused norms for forest landscape restoration andthe creation of connectivity in the landscapethat generate significant environmental benefits,
while adding value to certificate holders and to
Indigenous Peoples and local communities.

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Strategy 2
Transform
markets

S2

We will foster market uptake of FSC to drive outcomes on the groundand greater value to certificate holders, supporting the shift to biobased and low-carbon circular economies. Through improved dataand powerful communications, we will highlight the social, environmental and economic value and benefits of FSC-certified forests and theirproducts and services. We will work with market actors to enhance andsatisfy demand for certified products and services, focusing on sectors
with greatest opportunity for impact to achieve the 2050 vision.
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FSC® Global Strategy 2021–2026

Strategy 2 Goals
2.1 Advance FSC in value chains that have thehighest potential for contributing towards our
2050 vision
Remove market barriers and foster uptake of
FSC certification in value chains that are strategically important for short and long-term social,economic and environmental outcomes in forested areas globally.
Intended outcomes:• Value chains with the greatest potential for impact towards the 2050 vision are identified andprioritized for direct intervention to improve thevalue proposition of FSC for forest managers;• Uptake of FSC certification is increased in theprioritized value chains, particularly in tropicaland high conservation value forest regions.
2.2 Accelerate the market uptake of FSC-certified
products and ecosystem services

2.4 Scale up benefits for Indigenous Peoples,
communities, smallholders and workers
Work locally, regionally and globally to develop
market solutions that create direct social andeconomic benefit for Indigenous Peoples,
communities, smallholders and workers.
Intended outcomes:• FSC has created models for initiatives that increase access to markets or investments inforest products and services delivered by
Indigenous Peoples, local communities andsmallholders, and promoting gender equity anddiversity.
• Businesses deliver on their commitment to local
and global sustainability agendas by adhering to
FSC social values through certification, benefiting workers, Indigenous Peoples and local
communities, including gender and diversity
perspectives.

Strengthen local, regional and global markets for
FSC certified products and ecosystem services.
Intended outcomes:• Demand for FSC-certified products and ecosystem services is increased in high priority geographical areas and sectors through marketingand communications initiatives with key partners;• Value chains, including value chains for non-timber forest products, are developed throughmarketing and communications initiatives in
key sectors, incentivizing the implementation of
FSC solutions by smallholders and Indigenous
Peoples.
2.3 Unleash the power of data to demonstrate
positive outcomes
Generate and use verified impact data on thewell-being of FSC certified forests and the people who depend on them as well as the certified
businesses.
Intended outcomes:• Impact data is captured and translated intorobust data proof points that identify the environmental, social and economic value createdby FSC certification, focusing on strategic forest
regions.
• Based on data made available and accessible
by FSC, staff, network partners, certificate holders and consumers are engaged in initiatives toencourage uptake of FSC forest certification and
FSC certified products and ecosystem services.

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Strategy 3
CatalysechangeS3

Following up on increased efforts in the past few years, we will workwith diverse organizations and stakeholders to increase the recognitionof the value and benefits of forests and FSC’s role as the most credible
validation of forest stewardship. We will expand and invigorate our partnerships and alliances as efficient ways to contribute to global agendas
and boost results on the ground. We will deliver on our mission, create
results that matter to our members and partners, and seek opportunities
in the broader landscape where we can achieve results without increasing burden on the FSC system and our certificate holders.
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FSC® Global Strategy 2021–2026

Strategy 3 Goals
3.1 Advance the mission through stronger alliances, coalitions and partnerships
Create strategic alliances with like-minded organizations to achieve critical, mission-relevant results that deliver benefits to certificate holders, toforests and to the people who depend on them.
Intended outcomes:• FSC has engaged in visible alliances and partnerships to create impact by promoting forest
certification and forest landscape solutions that
protect the environment and respect the rights
and improve the livelihoods of people dependingon them. Partners may include governmental
and intergovernmental institutions, companies,
environmental and social NGOs, trade unions,gender equity organizations, Indigenous Peoples’ organizations, funders, investors andothers;• FSC has demonstrated impact through these alliances and partnerships in the form of improved
forest and landscape stewardship in priority
locations.
3.2 Increase FSC’s relevance for governments
Influence governments to advance their plansand policies through forest stewardship on the
ground.

Intended outcomes:• FSC provides verified impact data, including
data related to carbon, biodiversity and social
issues to the investment community. Forest
management certificate holders are rewarded forthe carbon sequestration and other benefits they
deliver;• FSC is recognized as the most credible validation of forest stewardship, and private and public
investors require the use of FSC certification andother FSC solutions in projects they finance.
3.4 Accelerate awareness of the value of forests
Work with partners to demonstrate the social, environmental and economic value of forests under
forest stewardship, and the value of products
and services from these forests.
Intended outcomes:• FSC’s label and brand are increasingly recognized for the outcomes demonstrated, and this ismeasurably reflected in the actions and behaviours of society as the way to protect the true
value of forests;• A holistic approach to forest stewardship is promoted in compelling narratives by opinion-makers using FSC certification and solutions as the
go-to example of success.

Intended outcomes:• Local or national governments choose to endorse and incorporate FSC in their policies,
strategies and plans for procurement of forest
products, enabling and supporting responsible
forest management;• Local or national governments incorporate FSC
solutions in their forest policies and territorialplanning, and use FSC certification in the management of forests under their control, in orderto achieve targets related to national or international agendas such as nationally-determined
contributions under the Paris Agreement, restoration and biodiversity commitments, and the UN
Sustainable Development Goals.
3.3 Leverage sustainable finance/investment forforest stewardship
Strengthen the links between FSC, certificate
holders and the investment community topromote FSC as a solutions provider to reduceclimate change and biodiversity loss and tostrengthen forest restoration and conservation.
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Implementing the strategy basedon multi-year operational planningand measurable indicators
The updated global strategy sets the direction and the intended outcomes for FSC until 2026 as agreed by
the board after a two-year long process, including two rounds of consultation and global dialogues with the
FSC membership.
In accordance with its mandate, the board will be responsible for overseeing the implementation of the
global strategy and the multi-year operational planning, annual priorities and corresponding budgets thatwill be developed. This oversight will include any re-prioritization needed to implement motions approved by
the General Assembly or necessitated by resource constraints, regulatory changes or market disruptions.
Accountability to the membership will be ensured through annual progress reporting from the secretariat
and the board against measurable indicators developed for the objective and the intended outcomes of the
global strategy.

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FSC® Global Strategy 2021–2026

Forest Stewardship Council®

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FSC A.C. © All Rights Reserved 2020
Forest Stewardship Council® FSC® Asociación Civil

www.fsc.org

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FSC® Global Strategy 2021–2026