Sustainability
Report 2021

Table of Contents
Our management approach����������������������������������������������������������������������������������������������������� 3

Our values and Code of Conduct����������������������������������������������������������������� 18

Introduction����������������������������������������������������������������������������������������������������������������������������������� 3

Non-hazardous waste������������������������������������������������������������������������������������������� 34

Our Ethics and Compliance Program������������������������������������������������������� 18

Production waste, waste target and recovery rate������������������� 35

International sustainability principles,

Organizational structure for ethics and compliance���������������� 18

Significant spills�������������������������������������������������������������������������������������������������������� 36

Commitments and Ratings��������������������������������������������������������������������������������� 3

Integrity Index��������������������������������������������������������������������������������������������������������������� 18

Materiality��������������������������������������������������������������������������������������������������������������������������������������� 3

Mechanisms for seeking ethics advice

Transport of hazardous waste���������������������������������������������������������������������� 36
Biodiversity��������������������������������������������������������������������������������������������������������������������������������� 36

Stakeholder expectations����������������������������������������������������������������������������������� 3

and reporting concerns���������������������������������������������������������������������������������������� 18

Environmental compliance������������������������������������������������������������������������������������������ 38

Stakeholder engagement������������������������������������������������������������������������������������� 4

Economic Performance������������������������������������������������������������������������������������������������������������ 20

Social performance���������������������������������������������������������������������������������������������������������������������� 39

Materiality matrix�������������������������������������������������������������������������������������������������������� 6

Anti-corruption�������������������������������������������������������������������������������������������������������������������������� 21

Information on employees�������������������������������������������������������������������������������������������� 39

Sustainability governance������������������������������������������������������������������������������������������������ 7

Anti-competitive behavior �������������������������������������������������������������������������������������������� 22

Employment������������������������������������������������������������������������������������������������������������������������������� 40

Sustainability priorities������������������������������������������������������������������������������������������� 7

Environmental performance������������������������������������������������������������������������������������������������ 23

Labor/Management relations������������������������������������������������������������������������������������� 41

Focus areas and performance indicators��������������������������������������������� 8

Products and solutions����������������������������������������������������������������������������������������������������� 23

Occupational health and safety�������������������������������������������������������������������������������� 41

Sustainability governance���������������������������������������������������������������������������������� 9

Materials���������������������������������������������������������������������������������������������������������������������������������������� 24

Training and education����������������������������������������������������������������������������������������������������� 45

Policies���������������������������������������������������������������������������������������������������������������������������������� 9

Energy���������������������������������������������������������������������������������������������������������������������������������������������� 24

Diversity and equal opportunity�������������������������������������������������������������������������������47

Integrated management system������������������������������������������������������������������������������ 10

Energy consumption and management����������������������������������������������� 24

Freedom of association and collective bargaining�������������������������������� 49

Product design for sustainability���������������������������������������������������������������������������� 13

Energy Efficiency Enhancement program - E3plus�������������������� 25

Human rights assessment�������������������������������������������������������������������������������������������� 49

Product stewardship����������������������������������������������������������������������������������������������������������� 13

Energy consumption outside of the organization���������������������� 26

Public policy������������������������������������������������������������������������������������������������������������������������������� 50

Product regulatory compliance�������������������������������������������������������������������� 14

Kemira energy efficiency index�������������������������������������������������������������������� 26

Customer health and safety���������������������������������������������������������������������������������������� 50

Product lifecycle management��������������������������������������������������������������������� 14

Greenhouse Gas (GHG) Emissions�������������������������������������������������������������������������� 27

Marketing and labeling������������������������������������������������������������������������������������������������������ 51

Priority substance management����������������������������������������������������������������� 15

Direct and indirect emissions sources�������������������������������������������������� 27

Socioeconomic compliance����������������������������������������������������������������������������������������� 51

Climate target�������������������������������������������������������������������������������������������������������������� 29

Reporting practice������������������������������������������������������������������������������������������������������������������������� 52

palm oil supply�������������������������������������������������������������������������������������������������������������� 15

Other emissions to air������������������������������������������������������������������������������������������������������� 29

Reporting scope and content������������������������������������������������������������������������������������ 52

Workplace safety�������������������������������������������������������������������������������������������������������������������� 15

Water������������������������������������������������������������������������������������������������������������������������������������������������� 29

Prioritization process of material topics��������������������������������������������������������� 54

Supplier management�������������������������������������������������������������������������������������������������������� 15

Water risk assessment����������������������������������������������������������������������������������������� 30

Report profile���������������������������������������������������������������������������������������������������������������������������� 55

Commitment to animal welfare and sustainable

Code of Conduct for Business Partners (CoC-BP)������������������������ 17

Water withdrawal, consumption and discharge trends��������� 30

Assurance report����������������������������������������������������������������������������������������������������������������������������� 56

Sustainability assessments and audits of suppliers����������������� 17

Waste������������������������������������������������������������������������������������������������������������������������������������������������ 33

Independent accountant’s assurance report��������������������������������������������� 56

Integrity������������������������������������������������������������������������������������������������������������������������������������������� 18

Hazardous waste������������������������������������������������������������������������������������������������������� 33

GRI Content index��������������������������������������������������������������������������������������������������������������������������� 58

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2Our Management Approach
Introduction

Materiality

GRI 103-2: The management approach and its components

Responsible Care® is a voluntary commitment by the global

S TA K E H O L D E R E X P E C TAT I O N S

GRI 103-3: Evaluation of the management approachchemical industry to drive continuous improvement andOur key stakeholders include our customers, shareholders,

achieve excellence in environmental, health and safety andlenders, employees and suppliers. Other relevant stakeholder

Sustainability is now a strategic choice at Kemira. Our

security performance. Through Responsible Care®, global

groups include the local communities where Kemira operates,

sustainability work takes into consideration all aspects

chemical manufacturers commit to pursue an ethic ofregulatory bodies, trade associations, decision makers andof sustainability; environmental, social and economical.

safe chemicals management and performance excellence

opinion leaders.

Our work is guided by the United Nations Sustainable

worldwide. This helps to enhance public confidence and• A significant share of our investors practice ESG Investing

Development Goals (SDGs) and thus contribute to the global

trust in the industry’s dedication to safely manage chemicals(Environmental, Social, and Governance). These ESG

sustainability agenda. Our commitments to the Code ofthroughout their lifecycle while ensuring that chemistry caninvestor signatories represent 33% of the ownership of

Conduct, internationally defined sustainability principles, andcontinue to contribute to a healthier environment, improved

Kemira shares.

stakeholder expectations, as seen in our strategy, corporate

living standards and a better quality of life for all. Kemira• Many of our customers are sustainability leaders in theirpolicies and integrated management system, shows thatis committed to operate according to the principles ofrespective industrial sectors. Kemira plays a role in theirsustainability is at the center of our business.

Responsible Care .

value chains, and we are expected to demonstrate the

I N T E R N AT I O N A L S U S TA I N A B I L I T Y P R I N C I P L E S ,External rating surveys. Our stakeholders are interested in

C O M M I T M E N T S A N D R AT I N G S

our sustainability performance and thus Kemira is actively• Our employees see sustainable business conduct as an

The United Nations Global Compact has been signed byreporting to external rating offices. The most important

important factor behind their engagement with Kemira,

Kemira Oyj as our commitment to its 10 principles, to respect

reporting platforms in 2021 have been CDP Climate Change

according to our employee surveys.

and promote human rights, implement decent work practices,

and CDP Water Security and EcoVadis and from investor

reduce our environmental impact and combat corruption.

platforms ISS ESG, Sustainalytics and MSCI. In the majority of

Our approach to stakeholder engagement includes activities

Furthermore Kemira works by the United Nations Guiding

the surveys, Kemira is an average or above average performer

ranging from information sharing to active dialogue andPrinciples which require companies to conduct due diligencecompared to chemical industry peers.

collaboration on issues of mutual interest. We regularly review®

same strong commitment to sustainable business as ourto protect and respect human rights.

customers.

our stakeholders expectations and potential concerns. The
latest materiality assessment was performed in 2021.

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3S TA K E H O L D E R E N G A G E M E N T
GRI 102-40 List of stakeholder groups
GRI 102-42 Identifying and selecting stakeholders
GRI 102-43 Approach to stakeholder engagement
GRI 102-44 Key topics and concerns raised

List of stakeholder
groupsIdentifying andselecting stakeholders

Approach to
stakeholder engagement

Key topics andconcerns raised

Kemira's
response(Why is this stakeholder
important to us as a company?)(How do we normally engage
with this stakeholder?)(What are their key concerns?
3 year horizon)(What are our key mechanismsthat help us address these concerns?)

Customers• Our customers are Kemira’s main sourceof value creation• Our customers’ expectations and needs
drive our product portfolio and offerings• Direct customer contacts• Customer webinars, events andnewsletters• Customer satisfaction measure• Key drivers in customer satisfaction
are the technical service, speed andproactivity, as well as our ability to offer
new and sustainable solutions• Communication to customers aboutsustainability of products and Kemira’s
supply chain• Transparency and reporting ofsustainability efforts: performanceand targets (incl. data collection andmanagement), traceability of products• Offer support to customers to become
more sustainable, innovative products
and services, partnerships• Reliable production flow
• Value beyond the tangible products eg.
services• R&D project portfolio management• Sustainability development in ProductDevelopment (e.g. circularity, whichmeans an increase in recycled andrenewable solutions in product portfolio)• Product lifecycle management for all
aspects of product safety• Improve understanding of customer
needs beyond current offerings• Sustainability performance datasubmitted on request

Shareholders andlenders• Regulatory financial communications:• Share of our value creation throughfinancial reporting and stock exchange
dividends and interest payments• Expectations for return on investment,
communication
good corporate governance practices and • Regular events like roadshows,conference calls and one-to-one
sustainability performancemeetings• Overall management approach tosustainability issues - sustainability
strategy and concrete measures andefforts supporting the agenda (such as
science-based targets, transparency,transforming business portfolio)• Sustainable profitability and long-term
returns• Governance (diversity & inclusion)• Controversy management• Transparent and regular reporting anddisclosure according to the GRI standard• Participation in CDP Climate Change and
CDP Water Security programs• Responding to rating company andinvestor questionnaires

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List of stakeholder
groupsIdentifying andselecting stakeholders

Employees

Approach to
stakeholder engagement

Key topics andconcerns raised

Kemira's
response• Our employees’ engagement, safety and• Performance management andwell-being, integrity and competencies
development process
impact our value creation, operational and • Regular Town hall meetings globallysustainability performance• Co-operation with employee
representatives• Continuous listening and employee
feedback• Ethics and Compliance hotline andtrainings• Local wellbeing programs in all regions• Understanding Kemira’s sustainability
strategy and future direction• Clearer and concrete proof of actions inthe sustainability agenda, especially in
mitigating climate change and carbon
dioxide (CO2) reductions (targets,
progress, KPIs)• Ways of developing and maintaining
competences for the future andmitigating cost increases (inflation,energy scarcity)• Product innovations• Company and management diversity• Health & safety (incl. well-being; mental
health)• Strategy and purpose communication andaction planning• Performance and development
discussions• Future leadership principles
implementation• Systematic competence development• Team engagements on sustainability• Rewarding and recognition

Suppliers• Share of our value creation through• Working closely with key suppliers
to help them meet our sustainability
payments for goods and services
performance expectations, and take
• Suppliers’ sustainability performance
may impact our operational efficiency andcorrective actions if neededbusiness risks• Safety remains important• Environmental impacts needs to be
managed properly• Labor & human rights issues• Ethics in value chain• Sustainable products and services• Suppliers are asked to commit to Kemira
Code of Conduct for Business Partners• Supplier sustainability assessments andaudits• Sourcing sustainable raw materials

Local communities• Share of our value creation in the form oftax payments and employment• Safety and environmental performance
may impact the acceptance of our local
presence• Dialogue and collaboration with local
communities at major sites to ensure weunderstand and address their concerns• Collaboration with schools anduniversities• Exposure to safety and environmental
risks• Employment opportunities• Environmental aspects and impacts and
EHSQ risk assessments• Regular and open dialogue with local
communities (e.g. open-door days)

Regulatory bodies,
trade associations,decision makers andopinion leaders• These stakeholders have the capability
to influence or make political decisions
on legislation with an impact on ouroperations and business• Memberships in industrial tradeassociations• Subject-specific dialogue with regulatory
bodies on national and EU level• Resource efficiency• Chemicals safety• Climate change mitigation• Actively participating in dialogue on EU
directive proposals on sustainability andthe chemical industry• Participation in CEFIC• Participation in the Chemical Industry
Federation of Finland

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5M AT E R I A L I T Y M AT R I X

M AT E R I A L I T Y M AT R I X B A S E D O N K E M I R A' S 5 S U S TA I N A B I L I T Y P I L L A R S

In 2021 Kemira performed a materiality assessment to verify
and update most important material sustainability topics.

CrucialCarbonfootprint &environmental
impact

The previous update to the assessment was done in 2019. The
Supporting
customers to
become moresustainable*

Use of renewable &biobased materials

Carbonhandprint

Water &
wastewater

Importance to all stakeholders

Critical incident risk
management

Climate & renewableenergyResponsible
packaging*

Innovation &partnerships

Product design& lifecycle
management

were compiled to a list. Utilizing the list, stakeholder feedback
with pre-identified key internal and external stakeholders,involving investors, customers and Kemira employees andprocess, 21 most important sustainability topics were identified.
The result of the analysis is visualized in a materiality matrix.
crucial, which highlights that only important topics have beentaken into consideration. The topics were then linked to theKemira sustainability pillars (safety, people, circularity, water,

Materials sourcing& efficiency

climate), to showcase how the topics link to the existing focus
areas.

Tackling plastic
waste challenge

Significant

most relevant environmental, social and economical topics that

The topics have been evaluated on a scale from significant toDiversity inleadership*

Employee D&I

sustainability topics. The process started with identification of

top management. Based on the results from the assessment
Hazardous
materials

R&D*
Supply chain &procurement

prioritization and eventually integration of most material

was collected through questionnaires and in-depth interviews
Health & safety

Circular economy

assessment process was built on identification, evaluation,

The results of the analysis reflect well Kemira's business
operations as well as strategic ambitions in advancing

Biodiversity

sustainability. Water, renewable raw materials, health and safety,

New digital and analytics technology*

climate and circular economy are all subjects, that are identified
as having importance by external stakeholders as well as by
Significant

Impact on Kemira

CrucialKemira. These are also subjects where Kemira can have an
impact and towards which Kemira has already developed

SafetyPeopleWater

Circularity

Climate* Emerging topics in the assessment are defined as topics that are considered emerging in industry
reports, but peers and customers had not yet taken those into consideration

long term targets. The results from this assessment will befurther analyzed in 2022 and used to further develop Kemira's
sustainability focus areas.

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6Sustainability governanceS U S TA I N A B I L I T Y P R I O R I T I E S

Our priorities

Top material topics identified in the materiality assessment

Management Board champion

Sustainability is an integral part of our strategy and how

SAFET Y

• Critical incident risk management• Hazardous materials• Health & safety• EVP, Operational Excellence& Sustainability

PEOPLE• Health & safety• Diversity in leadership• Employee D&I• EVP, Human Resources• Group General Cousel

W AT E R••••

Supporting customers in sustainability
Water & wastewater
R&D
Innovation and partnerships• Segment Presidents• EVP, Operational Excellence& Sustainability• Chief Technology Officer

CIRCULARITY

•
•
•
•
•
•

Supporting customers in sustainability
Circular economy
Use of renewable & bio-based raw materials
Carbon handprint
R&D
Innovation & partnerships• Segment Presidents• EVP, Operational Excellence& Sustainability• Chief Technology Officer

C L I M AT E

•
•
•
•
•
•

Supporting customers in sustainability
Carbon footprint & environmental impact
Climate and renewable energy
Carbon handprint
R&D
Innovation & partnerships• Segment Presidents• EVP, Operational Excellence& Sustainability• Chief Technology Officer

we manage our own operations and create value for ourcustomers. We also expect our partners to commit tosustainable operations. We want to use our chemistry
expertise to find solutions and contribute to a sustainable
and prosperous society. Our sustainability priorities are basedon the most material impact of our business model, on theincreasing expectations of our customers, investors and otherstakeholders, and on our commitment to the Kemira Code of
Conduct and internationally defined sustainability principles.
The global shared ambition to build a sustainable world
is articulated in the UN Sustainable Development Goals(SDGs). These offer us a common framework through whichto evaluate how Kemira currently contributes to these goals
and how we can further develop to make even bigger impact
in the future. We have chosen four SDGs to focus on. SDG
number 8; Decent Work and Economic Growth, represents
our focus on social and economical sustainability. Three of
the SDGs describe our focus on important environmental
sustainability topics, these are SDG number 6; Clean Waterand Sanitation, SDG number 12; Responsible Consumption
and Production and SDG number 13; Climate Action.
We have chosen to prioritize five themes to best match ourbusinesses and customer segments. These are also the fivethemes where we can make the biggest difference: either
by reducing our impacts or maximizing our contributions toachieving the UN SDGs. These five themes are: Safety, People,
Circularity, Water and Climate.

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F O C U S A R E A S A N D P E R F O R M A N C E I N D I C AT O R S
SDG

Focus area

KPIs and targets

SAFET Y
We prove that a safe businessis a sustainable business.
Safety of people, products andprocesses is the foundation of
everything we do.

KPI: TRIF = total recordable injury frequency per million hours,
Kemira + contractors.
Target: TRIF* 1.5 by 2025 and 1.1 by 2030.

PEOPLE
Our employees drive oursustainability transformation.
A diverse and inclusive culture
enables us all to bring our best
selves to work every day.

KPI: Diversity & Inclusion index compared to top 10%
cross-industry norm.
Target: Reach top 10% cross-industry normfor diversity & inclusion by 2025.

W AT E R
We believe in clean water andsanitation for all. Our actions
set the example for world classwater management.

KPI: Freshwater use intensity.
Target: Continuously improve freshwater use intensity.

CIRCULARITY
We set sustainability at thecenter of every design. Oursustainable chemistry anddigital solutions accelerate thecircular- and bio-economies.

C L I M AT E
We reduce our climate impact
throughout our value chain.
Clean energy and processes
will support our ambition to becarbon neutral by 2045.

Performance
TRIF
3.9

4

3.5

0

2017

2018

KPI: Disposed production waste intensity.
Target: Reduce disposed production waste intensity by 15% by 2030.
Baseline is 2019 at 4.6 metric tonnes of waste per thousand metrictonnes of production and target is 3.9 by 2030.
KPI: Biobased products revenue
Target: Revenue from biobased products >500 million EUR by 2030.

KPI: Scopes 1 & 2 emissions.
Target: -30% from 2018 Scope 1 and Scope 2 emissions by 2030.
2018 baseline 930 kt CO2 equivalents (CO2e)
Ambition: to become carbon neutral in scope 1 & 2 emissions by 2045.

2019

Target
1.5

2020

2021

1.1

2025

2030

DIVERSIT Y AND INCLUSION
Top 25%
Top 10%KemiraACTUAL 2021

We have developed a new improved target for upcoming years.
More information in Water chapter.

2.7

2.2

2.1

2

TARGET 2025

W AT E R U S E I N T E N S I T Y
2.0

1.5

1.5

2019

2020

1.3

1.0
0

2021

WASTE INTENSIT Y
REFERENCE YEAR 2019
5.0

4.6

4.2

4.3

2019

2020

2021

Target
-15%

2.5
0

2030

GHG EMISSIONS*REFERENCE YEAR 2018
1.000

930

918

886

856

Target
-30%

500
0

2018

2019

2020

2021

2030

* Figures in thousand of tonnes

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8S U S TA I N A B I L I T Y G O V E R N A N C E

N E W S U S TA I N A B I L I T Y G O V E R N A N C E T O G O F R O M S T R AT E G Y

Kemira measures progress in the sustainability priority areas through group-level key

TO INCREASED ACTION

performance indicators (KPI) and targets that are approved by the Board of Directors.
Responsibility for individual corporate sustainability targets is shared between themembers of the Management Board.
BOARD OF DIRECTORSThe Director of Sustainability is responsible for ensuring that relevant management
processes relating to material corporate sustainability topics are being developed

CEO
MANAGEMENT BOARD

and implemented as part of our strategy and integrated management system. The
Sustainability Steering Team has members from all relevant functions and businesssegments. It acts as a collaboration forum to drive sustainability from the strategiclevel to increased action. It ensures the development, implementation and follow-up of

S U S TA I N A B I L I T Y S T E E R I N G T E A M

sustainability as part of daily business operations.

Head of Product Stewardshipand Regulatory Affairs

SafetyTrade compliance policy

Head of Product Stewardshipand Regulatory Affairs

SafetyIntellectual Property Rights policy Chief Technology Officer

Water, Circularity and Climate

Sustainability and EHSQ policy(including Energy policy)*

EVP, Operational Excellence & Safety, People, Water,
Sustainability
Circularity and Climate

Sourcing andprocurement policy

EVP, Operational Excellence &Sustainability

Safety, Water, Circularity
and Climate

Logistics and transportation
policyHead of Global Supply Chain
Management

Safety and Climate

Recruitment policy
Compensation policy

EVP, Human Resources

PeopleGlobal competition law
compliance policyGroup General Counsel

PeopleGifts, entertainment andanti-bribery policyGroup General Counsel

PeopleC L I M AT E

Product stewardship policy

CIRCULARITY

Link to priorities
People, Safety

W AT E R

Policy ownerGroup General Counsel

PEOPLE

Key policies
Code of Conduct

SAFET YPOLICIES*EHSQ policy has been upgraded and combined more comprehensively with Sustainability subjects in 2021.

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9Integrated management system
Globally, we aim to bring together all of our operations under the
Kemira Integrated Management System. The Kemira Integrated

I N T E G R AT E D M A N A G E M E N T S Y S T E M

Operational
environment

Responsible operations

Outcomes

Management System defines the way our organization is working
through the set of policies, standards, procedures and processes.
It also defines the requirements and accountabilities at each levelof the organization.

Opportunities

Conformance to Integrated Management System and complianceto regulatory requirements are ensured by regularly monitoring theperformance indicators and by conducting internal and external
audits and management reviews. In 2021 all internal and external
audits were completed fully and in timely manner.
The management reviews are performed at all levels of theorganization from manufacturing to regional management and theManagement Board.

Risks/
hazards

Stakeholder
requirements

Businessplanning

Operations

Economic performance→ effective use of our assets→ customer and otherstakeholders' satisfaction
Environmental impact→ minimized negative impacts
on the environment

Strategy
LeadershipSocial impact→ engaged people andbusiness partners

Audits andbusiness
reviews

Continuous
improvement anddevelopment

Kemira has a principle that all operations under our Integrated
Management System meet the international standards
ISO 9001:2015 for Quality, ISO 14001:2015 for Environment,
and ISO 45001:2018 for Occupational Health and Safety. All 3
R&D sites (Atlanta, Espoo and Shanghai) are ISO 9001:2015,

N U M B E R O F L O C AT I O N S ( M A N U FA C T U R I N G S I T E S , M A I N O F F I C E S A N D R & D) C E R T I F I E D I N 2 0 2 1 :ISO 14001:2015, and ISO 45001:2018 certified. Kemira's Energy

EMEA

AMERICAS

APAC

Total*

ISO 9001:2015

37

18

9

64 (86%)

ISO 14001:2015

37

17

9

63 (85%)

had sixty-nine (69) internal and external audits (Management

ISO 45001:2018

37

18

9

64 (86%)

Systems, Process Safety, Energy, Transportation, EHS Legal

ISO 50001:2018**

6

Management System is certified according to ISO 50001:2018
for selected EMEA sites. Our Integrated Management System isexternally audited through a three-year audit cycle. In 2021, weCompliance, Sustainability), including manufacturing sites, major
office locations and R&D centers. Despite Covid-19 challenges, allplanned audits were conducted, mainly using virtual tools.

*Kemira has 63 manufacturing sites in total, 3 main offices and 3 R&D centers.
**ISO 50 001 certification is only for selected EMEA sites.

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10K E M I R A' S M A N A G E M E N T A P P R O A C H T O N O N - F I N A N C I A L M AT T E R S
Environmental andclimate-related matters

Social andemployment-related matters

Internationalframeworks covering
all topics

Respect for human rights

Anti-corruption and bribery

United Nations Sustainable Development Goals (SDGs)
United Nations Global Compact
United Nations Guiding Principles on Business and Human Rights
Responsible Care ®

Code of conduct

Code of Conduct
Code of Conduct for Business Partners

Policies andstandards

Sustainability and EHSQ policy
EHSQ standards and processes
Logistics and transportation policy and processes
Sourcing and procurement policy• Product stewardship policy

•
•
•
•

Product stewardship policy
Trade compliance policy
Recruitment and compensation policy
People and HR processes• Recruitment and compensation policy• Statement for slavery and humantrafficking• Statement on conflict minerals• Investigation procedure• Audit Committee charter

•
•
•
•
•

Global competition law compliance policy
Gifts, entertainment and anti-bribery policy
Trade compliance policy
Investigation procedure
Audit Committee Charter

Hazards and Risks• Indirect GHG emissions (scope 2&3), water withdrawal, disposed waste and spills and• Potential violations of human and laborchemical releases.
rights and unethical business practices• Non-compliance with legislation and regulations may result in fines, creating reputational
can impact Kemira’s reputation and thus
and business risks.
financial position.
• Reputational or financial risk if products are not proven to be safe or guidance for safe
• Main human rights risks relate touse is not communicated or if employment and engagement poorly managed.
production and raw material sourcing• Ability to meet new environmental expectations with products and services.
of suppliers and supply chain partners,• People related health and safety hazards and work related incidents, illnesses andhealth and safety at own sites and thewell-being.
impacts of utilizing fossil fuels.
• Competences related to chemical risks (physical and chemical), own work processes.

• Risk that Kemira internal organization
engages in bribery or other forms ofcorruption.
• Risk that third parties acting on behalf ofKemira engage in bribery or other formsof corruption. A third party is anyone
with whom Kemira interacts and who
sells, resells or assists Kemira in selling
Kemira’s products to customers.

Risk / hazard
management• Risk are effectively managed through existing integrated management system and continuous risk identification and mitigation
processes. Environmental, health and safety and quality activities are documented and managed in line with ISO 9001, 14 001 and 45001
standards including certification of majority of the activities. Incident and crises management –systems.
• Compliance with the chemical regulations is ensured by complying with PSRA processes incl. priority substance management.
• Performance and development process (PDD) conducted and documented for all employees.
• Continuous listening and employee feedback with MyVoices Pulse surveys in place.
• Kemira’s New Product Development NPD) and product lifecycle management processes are followed.
• Ethics and compliance Hotline for raising a concern or reporting potential misconduct.
• Supplier sustainability assessment and audits globally. Mandatory Code of Conduct and Human Rights for Business trainings and anticorruption training. Supplier segmentation & prioritization by value/criticality/risk.
• Behavior based safety program.
• Reporting system in place for violations of Code of Conduct.
• Human Rights impact assessment carried out, latest in 2021.

• Continuous communication and trainingof Kemira’s policies.
• Due diligence in reviewing and selecting
third parties who act on behalf Kemira.
• Requirement that third parties commit
to Kemira’s Business Partner Code of
Conduct.
• Screening of all business partners to
identify denied and blocked persons• Ethics & Compliance Hotline and email
for reporting suspected breaches of law
or Kemira’s Code of Conduct internallyor externally. Reported allegations are
subject to confidential and impartial
internal investigation.

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11Environmental andclimate-related matters

Social andemployment-related matters

Respect for human rights

Anti-corruption and bribery

Due diligenceprocesses• Compliance verification against existing Kemira, legal and other EHSQ requirements and talent development are managed through• We review and vet all new agents anddistributors who will act as third parties
Global internal and external auditing and annual Global reporting processes. Audits and identified nonconformities are registered,assessed and managed in a global system ensuring also the Global visibility and compliance assurance.
for Kemira. The review and vetting are• Compliance with the chemical regulations followed / audited by external authorities.
based on a risk level assessment which
determines which diligence activities are• Kemira’s New Product Development (NPD) process and individual NPD projects as well as short-term technical assistance request (TAR)
process are managed by global internal and external auditing. Audits and identified non-conformities are registered and managed in arequired when selecting and onboarding
a new third party. After the due diligence
global system.
• In human rights issues, reporting to Audit Committee of Board of Directors.
activities, new third parties are subject toapproval according to a risk level-based• Suppliers are required to accept Kemira's Code of Conduct to business partners. Kemira also constantly monitors, assesses and audits
its supplier base by performing periodic checks either through routine processes or annual internal audits by competent sourcing
approval matrix.
• Kemira’s Ethics & Compliance Committee
members. Based on conducted assessments prioritized supplier are invited to take more detailed assessment or audit.
coordinates investigations of internallyor externally reported alleged violationsof antibribery and anticorruption laws.
The Committee may escalate a matter tothe President & CEO, and the Committee
reports to the Audit Committee of theBoard of Directors.

Outcomes of policies
and due diligenceprocesses• Operations meet legal requirements. Company is ready to meet global existing and foreseen challenges.
• New products with smaller environmental footprint, better safety profile and providing customers with resource efficiency improving
properties.
• Sustainability long term targets to 2025–2030 relating to water, waste, emissions, energy, diversity and inclusion and growing therenewable raw materials based products portfolio.
• Health and safety program to reach zero harm to people. Reduced risks on human health and environment.
• Competences Development Program for key target groups and statutory and role-based on-the-job learning for employees on
professional and leadership development.
• Human Rights issues identified and mitigated in own operations and value chain. Meeting on group level the EU Taxonomy minimum
safeguards of most recognized human rights guidelines and guiding principles.
• Sourcing & Procurement policy, processes and procedures mitigate and prevent supplier's violations related to any type of non-legal
practices, they also ensure that suppliers are operating at or above the levels required by Kemira from the economical, environmental,social and human rights point of view.

• There have been no confirmed cases ofbribery or corruption involving Kemira or
its third parties.
• Kemira is compliant with anti-bribery andanti-corruption laws applicable to it.

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12Product design for sustainability

S U S TA I N A B I L I T Y E VA L U AT I O N T H R O U G H O U T T H E N E W P R O D U C T D E V E L O P M E N T P R O J E C T S

Kemira’s New Product Development (NPD) process follows astage-gate model. Successful projects must demonstrate both

Evaluation criteria
applied for two perspectives:
Kemira and our customers

improved sustainability and business benefits at each decisiongate to justify the project’s continuation, and ultimately the

Benefits to both Kemiraand our customers

product launch. Our sustainability evaluations examine theeconomic, environmental and social impact of any new productand solution developed, both in Kemira’s and in our customers’
operations.

Economic impact

Improved economic value bothto Kemira and our customers

Environmental impact

More efficient use of energy,
water and raw materials

Social impact

Improved safety and regulatory complianceof products and safety of operations

In R&D we consider and avoid the use of hazardous substances
when selecting raw materials for product development. In
cooperation with PSRA, R&D also makes plans to replace raw
materials with concerns or risks in product recipes. These

Sustainability
evaluation in
NPD projects

actions improve the safety in transportation, storing and usage
and in disposal of materials from our manufacturing processes.
NPD projects also aim to identify and evaluate moresustainable and renewable alternatives for raw materials, interms of sources, and use in the whole product life cycle.

Product stewardshipKemira’s Product Stewardship Policy defines the minimum
requirements for our operations to ensure that our products
can be safely used by our stakeholders and that chemicalrisks and their impact are incorporated in decision-making
relating to our business. Our customers have their own
health, safety and environmental requirements for their
input materials and they typically follow several voluntary
certification schemes, including eco-labeling schemes, which

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13set further expectations on our product offerings. Chemical

PRODUCT STEWARDSHIP MANAGEMENT APPROACH

hazard assessments are not only prepared for products but
also for raw materials, process aids and intermediates; andthe Responsible Care® program and involves the proactive
management of the health, safety and environmental aspectsof a product throughout its lifecycle. Product stewardshipprovides a platform that helps us to identify concerns relating
and manage those risks along the value chain to fulfill the
expectations of different stakeholders.
P R O D U C T R E G U L AT O R Y C O M P L I A N C E
The manufacturing and sale of chemicals are widely regulatedaround the world. Continuous follow-up of the regulatory
development activities is the prerequisite for businesscompliance and plays a key role in ensuring product safety forcustomers, value chain and stakeholders.
PRODUCT LIFECYCLE MANAGEMENT
All of our products, handled raw materials and intermediates
need to comply with all applicable chemical regulatory
requirements in the countries where we manufacture
and/or sell chemicals. Assessments examining regulatorycompliance, human health impact, safety issues andenvironmental protection aspects all form part of our
Product Lifecycle Management process from conception

Value from product stewardshipto specific chemicals and their hazards at an early stage

Base level for chemical industry to operate

their full lifecycle. Product stewardship is the key pillar in

Fulfill the customer specific needs

are incorporated in change management process during
Compliance withapplication specificregulations
Industry sector specificrequirements (for example,
food contact materials,
drinking water quality,
offshore chemicals,
biocides)Proactive
management of potential
product risks andsafety issues
Priority substance identificationand management
Product safety issues
throughout
the life cycle

Compliance withchemical productregulations

Compliancewith voluntarycommitments

Product registrations

Responsible Care initiative(ICCA) to continuously improve theEHS performance of our products
and processes

Product authorizations
Safety data sheets
Product labels

Compliance to Eco-label
schemes of our customers

Compliance with regulations

Voluntary initiatives

and development to manufacturing and sales, and finally to
product elimination. All data related to chemical products
and substances including raw materials is managed inEnterprise Resource Planning system and is linked to Product
Lifecycle Management tool/process.

Chemical risk and impact evaluation

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14

Workplace safety

Supplier management

are subject to future regulatory restrictions or associatedHigh-performing Environmental, Health, Safety and Quality

Our Sourcing function is globally responsible for strategic

with particular concerns and prepare management plans(EHSQ) management is crucial to our business. We are

spend management, while our Supply Chain Management

for these substances. Our priority substance management

committed to ensuring safe and responsible working

function provides supply chain related services on a regional

plan aims to define the specific risks associated with eachconditions for everyone working for and with Kemira. Ourlevel to our business segments.

substance, examine options for managing these specificapproach is to manufacture and deliver our products andrisks, and formulate action plans for the preferred options.

services safely, and to protect communities nearby. We are

Our Sourcing activities cover the identification and selection

These options to mitigate risks may include, for example,

building an interdependent safety culture which is headingof suppliers, the consequent negotiations and contract

substitution, phase-out or limiting exposure.

us towards zero harm in all of our activities. Our goal is to

management, and the management of supplier relationships.

P R I O R I T Y S U B S TA N C E M A N A G E M E N T
We actively track our portfolio for priority substances that

continuously improve our ways of working and to ensure

Our supplier selection criteria are based on costC O M M I T M E N T T O A N I M A L W E L FA R E A N D

safety improvements in our working environments. All thiscompetitiveness, short-term operational excellence, longterm business stability as well as sustainability performance.

S U S TA I N A B L E PA L M O I L S U P P LY

work is guided by regulations and external requirements, ourKemira is committed to reducing, refining and replacing

updated Sustainability and EHSQ policy, respective standards

animal testing wherever possible. Kemira does not itself

and operating practices.

Our Supply Chain Management activities cover all supply
chain related services to our business segments once theperform any animal experimentation in-house. All animal
testing commissioned by Kemira is done to the highest of

Safety is the foundation for all of our operations, and includes

supplier relationship has been established by our Sourcing

animal welfare standards following national and international

all aspects; people safety, environmental safety, processfunction. Supply Chain Management services include

legislation on the protection of animals and only if specificallysafety, chemical safety, transportation safety and asset

Customer Service, Logistics, Supply Chain Planning, andrequired by legislation or for product safety purposes.

integrity. With competent employees and contractors we takeProcurement. The Supply Chain Management function has

effective measures to eliminate hazards, reduce risks andregional units that each provide all the services needed within

Kemira is a member of the Roundtable on Sustainableprevent incidents. We communicate openly and honestly, andtheir respective regions.

Palm Oil (RSPO) supply chain standard for sustainablepromote participation and involvement of employees and key

palm oil. However, RSPO certified palm oil currently has

stakeholders.

and "indirect goods and services", amounted to about

limited availability and Kemira is also forced to use palm oil
derivatives without certification.

The total spend of the Sourcing categories "direct materials"

We are well aware that incidents in our operations may have

EUR 2.127 billion in 2021. The direct materials cover all raw

negative consequences for our people, environment and thirdmaterials, packaging and energy while indirect goods andparties working for us at Kemira sites, or locations whereservices include all non-raw material related spending, for

Kemira is present if we fail to manage risks linked to our

example, on equipment, services, and logistics.

operations.

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15Supplier management and supplier risk and compliance

SUPPLIER RISK AND COMPLIANCE MANAGEMENT

management are cornerstones of our sustainable sourcing
roadmap that ensure responsibility in our supply chain.
performance, anticipating risk and initiating approaches with
suppliers that are responsible and innovative. It is describedin three main processes: Supplier Segmentation, Supplier
Performance Evaluations (SPE) and Vendor Value Program.

Supplier segmentation and prioritization
Supplier
management

Our Supplier Management focus is on improving economic

Supplier Performance Evaluations (SPE)Vendor Value Program / Awarding the best performing supplier

Our suppliers are segmented into four categories: strategic,
critical, volume and base suppliers, and prioritized based
suppliers and plan actions for necessary risk mitigation.
The SPE program collects and provides regular feedback to
our suppliers both on their operational and sustainability
performance. The majority of our strategic, critical and volume
suppliers are part of regular supplier reviews.
Our Vendor Value Program is aimed at developing capabilities
that will enable us to identify, partner with, and manage those
suppliers, along the various value chains associated with

Risk and compliancemanagementon multi-factor risk criteria to help us better manage ourCode of Conduct for
Business Partners (CoC-BP)

Requirement to do business with Kemira

Low-risk – opportunity for value creation
Sustainability
Assessments and Audits

Med-risk – recommended corrective action

High-risk – corrective action

Kemira’s product lines.
Our supplier risk and compliance management define therequirements for suppliers to do business with Kemira,
as well as provides tools and processes for mitigating
the sustainability risk with our suppliers (sustainability
assessments and audits).

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16C O D E O F C O N D U C T F O R B U S I N E S S PA R T N E R S (C O C - B P)

Quality audits of suppliers: Direct material large spend suppliers also undergo quality audits,

All of our suppliers must follow our Code of Conduct for Business Partners (CoC-BP) in relation

which include management systems, workplace health and safety standards, production

to all of their dealings with Kemira. Our CoC-BP is communicated to all suppliers through thequality and supply security. In 2021, 14 quality audits were conducted.

ordering process as part of Kemira terms and conditions.
Supplier assessments and audits are part of sourcing processes and Sourcing function target
Supplier adherence to these principles is controlled in different stages of our Sourcing

setting and are monitored on monthly basis. In 2021, we were not able to conduct targeted

processes starting from the new supplier screening/new vendor creation process, tonumber of audits mainly due to Covid-19 and related restrictions.

contracting where the commitment to our CoC-BP is integrated in the contract templates.
Finally, we have continuous monitoring in place for those contracts exceeding certain spend

S U P P L I E R S U S TA I N A B I L I T Y A S S E S S M E N T S A N D A U D I T S

thresholds to make sure we are reasonably covered (GRI 308-1: Supplier Environmental
assessment; GRI 414-1: Supplier social assessment).
S U S TA I N A B I L I T Y A S S E S S M E N T S A N D A U D I T S O F S U P P L I E R S
We continued enrolling new suppliers into our Sustainability program by assessing them

2021

2020

348

291

Corporate Social Responsibility audit

1

1

Quality audit

14

12

EcoVadis assessment

through EcoVadis , conducting Corporate Social Responsibility audits and Quality audits.
EcoVadis assessment: In 2021, 57 new suppliers were assessed and a total of 348 suppliers
have now gone through the assessment and have recorded an average score of 55, which is

S T R U C T U R E O F K E M I R A’ S S U P P L I E R B A S E

higher than industry average on assessed average on the platform. Results with low scores
were reviewed together with suppliers and improvement plans were made accordingly. In mostcases, low scores were due to lack of supporting documentation provided by the vendor to theassessment company. Around 61% of the 271 reassessed suppliers were able to improve theirscore.
Corporate Social Responsibility audits of direct material suppliers: In 2021, we conducted one
Corporate Social Responsibility audit with no business stopping results. Audit results are being

Direct materials

Indirect goods and services

Number of suppliers, approximately

1,650

12,350

EMEA

800

6,950

Americas

550

3,800

APAC

300

1,600

Percentage of suppliers that form 80% of
the category spend

10%

7%

reviewed together with supplier and improvement plans created and followed up accordingly
as part of our supplier management practices.

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17Integrity
O U R VA L U E S A N D C O D E O F C O N D U C T

OUR ETHICS AND COMPLIANCE PROGRAM

INTEGRIT Y INDEXOur management approach to integrity and responsible

Our Ethics and Compliance Program aims to enhance

Integrity Index has been measured based on employee

business practices is based on our corporate values andcompliance management at Kemira on a continuous basis.

perception of integrity using the internal MyVoice Pulse

our Code of Conduct. These principles demonstrate our

The program addresses all of the following measures taken to

survey. We use the question ‘Speak My Mind’ phrased as 'I

commitment to conduct our business in compliance withmanage ethics and compliance risks:

can report unethical behavior or practices without fear of

all applicable laws and regulations and according to ethical• Prevention: measures that help us proactively prevent

retaliation at Kemira' as a single-item index.

standards.

ethics and compliance risks from materializing• Detection: measures that help us detect where ethics andOur Code of Conducts set the minimum standards of
expected behavior for our employees and business partners.
Our internal policies and procedures provide more detailed

compliance risks have materialized or may arise• Responding: measures that help us investigate andIn 2021 the Integrity Index was 78 points, 8 points above
manufacturing industry benchmark (80 in 2020) and theparticipation rate in the survey 80% (81% in 2020).

respond to potential ethics and compliance breaches
MECHANISMS FOR SEEKING ETHICS

guidance to steer our daily work and decision-making.
O R G A N I Z AT I O N A L S T R U C T U R E

ADVICE AND REPORTING CONCERNS

Kemira’s Code of Conduct was reviewed, updated andFOR ETHICS AND COMPLIANCE

We promote a culture that encourages our employees

approved by the Board of Directors in 2017, followed by an

Our Ethics and Compliance function is responsible forto speak freely. We actively encourage our employees

extensive global campaign during 2017–2018 and thereafter

overseeing the effective implementation of Kemira’s Ethics

to contact their managers, local HR, Legal or Ethics andcontinuing yearly trainings and communications. Every

and Compliance program. The status of the program is also

Compliance function to express their concerns and ask

employee is expected to comply with Kemira’s Code ofreported directly to the Audit Committee on a regular basis.

questions.

for implementing the Code within their teams. Since 2013,

The Compliance Committee oversees the management

All of our employees also have access to an externally

we have required all of our employees to regularly completeof compliance allegations to ensure fair and sufficient

hosted Ethics and Compliance hotline, which is a 24/7

the Code of Conduct training, which is currently available

investigation, remediation and consistent disciplinary action

service enabling them to report potential violations of ourin 21 languages. We also train selected employee groups

across our organization. The committee consists of Group

Code of Conduct or other ethical concerns. All employees

on more specific compliance matters, such as anti-bribery,

General Counsel, EVP Human Resources, Head of Internal

can anonymously submit such reports in their own

competition compliance and insider information.

Audit, and Director, Ethics and Compliance.

languages, by phone or through a web form, which can be

Conduct. All people managers and leaders are responsible

accessed through Kemira’s intranet, wherever such channels
We expect our business partners to follow our Code of

Our Local Ethics and Compliance Officer Network consists ofare not restricted by local legislation. Information about theConduct for Business Partners (CoC-BP) in their businessemployees across the organization based in different regions,availability of the Ethics and Compliance hotline is sharedactivities. Both of these Code of Conduct documents, as well

who support our regional ethics and compliance communication,

to all employees on Kemira’s intranet. We provide regularas our corporate values can be found at www.kemira.com.

activities and overall awareness as part of their work.

training and communications to our employees on all of our

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18available channels to report concerns and to assure the anonymity of the report, as well as no

C A S E S C L O S E D W I T H M E R I T B Y I S S U E C AT E G O R Y

retaliation. The hotline system and the process of handling the reports are managed by the

Number of cases

Ethics and Compliance function.

Corruption and bribery0

Code of Conduct (incl. Conflict of Interest / Safety)

10

misconduct relating to Kemira or our business partners. This information is available on our

Employee relations fair treatment1

website and in Kemira’s Code of Conduct for Business Partners.

Harassment

8

Transactions and company records

0Grand Total

19

There is an email address that can be used by third parties to report cases of potential

All allegations of potential violations of our Code of Conduct made in good faith will receive
a fair and comprehensive investigation utilizing internal and/or external assistance. Any
reporting of potential Code violations is treated as strictly confidential and anonymous to the

GRI 406-1: Incidents of discrimination and corrective actions taken

fullest extent and without fear of retaliation.

During 2021, 19 incidents were reported to the Ethics & Compliance function alleging potential
C O N C E R N S O F A L L E G AT I O N S O F P O T E N T I A L C O D E O F C O N D U C T V I O L AT I O N

violations to the Code of Conduct. All cases were investigated (4 of them are still under

REPORTED IN 2021

investigation), 8 of the cases were closed with merit and remediated during 2021. No incident
Number ofcases

Cases closedwith merit

Cases closed
without merit

Open cases as
at dec 31, 2021

Cases reported via hotline

1

1

0

0

Cases reported via other channels

18

7

7

4

Total number of cases

19

8

7

4

was concluded as being a case of discrimination.

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19Economic performanceGRI 201-1: Direct economic value generated and distributed

E C O N O M I C VA L U E , C A S H F L O W B A S E D

Kemira generates economic value from expertise, products and sustainable solutions,enabling our customers to improve their resource-efficiency.

Stakeholder

Economic Value,
EUR million

2021

2020

2019

2589

2443

2687

Direct economic value generated: Revenues

Kemira distributes the generated economic value to various stakeholders. This includes

Customers

suppliers and service providers through payments for raw materials and services, employees
through compensation and benefits, capital providers through dividends and interest
payments, public sector through taxes, and society through local community projects,
sponsorship and donations. Taxes have a significant impact on our businesses, financing andgrowth opportunities.
Kemira’s approach to tax is to support responsible business performance in a sustainable way.
A separate tax footprint report is available at www.kemira.com > Company > Investors.

Income from customers on thebasis of products and services sold,and financial income

Direct economic value distributed
Suppliers

Payments to suppliers of raw
materials, goods and services

1922

1630

1861

Employees

Employee wages and benefits

371

373

366

Investors & Lenders

Dividends, interests paid andfinancial expenses

127

121

122

Government & Public sector Corporate income taxes

44

36

39

Economic value retained

125

283

299

The economic value retained is reinvested in the company for capital investments, R&D andtechnology development. The economic value retained decreased to EUR 125 million in 2021
(283 in 2020).

KEMIRA 2021|

S U S TA I N A B I L I T Y|

20Anti-corruption
GRI 205-1: Operations assessed for risks related to corruption

ANTI-CORRUPTION TRAINING PERFORMANCE

In 2020 Kemira conducted a global ethics and compliance risk assessment, covering key
Number of permanent
employees, not absent

Number of permanent
employees, received
training on anticorruption% of employees
received training
on anti-corruption

Americas White collars

835

818

98%

Blue collars

6500White collars

465

457

Blue collars

4550White collars

1,577

1,544

Blue collars

898

04,880.00

2,819.00

business operations and functions in all regions. Anti-corruption was one of the key focus
areas in the assessment. In 2021 the assessment results have been utilized in Kemira’s ethics
and compliance and internal audits. No significant risks related to corruption have been
identified through ethics and compliance activities or internal audits in 2021.
APAC

GRI 205-2: Communication and training about anti-corruption policies and procedures
Kemira’s principles for anti-corruption are included in the Kemira Code of Conduct and in the

EMEA

Kemira Group Gifts, Entertainment and Anti-Bribery Policy. Both documents are available toall employees on Kemira’s intranet, and the Code of Conduct is also publicly available atwww.kemira.com.

Total

98%

98%

58%

Kemira’s Code of Conduct has been approved by the Board of Directors, and as part of

We expect our suppliers and other business partners to conduct their business with integrity

our mandatory and regular Code of Conduct training our anti-corruption principles are

and commit to Kemira’s Code of Conduct for Business Partners in their business activities

communicated to all of our employee groups and regions on a regular basis. All members ofwith Kemira. According to the CoC-BP, Kemira expects our Business Partners to ensure that

Kemira’s Board of Directors have been trained on our anti-corruption principles.

they, and third parties acting on their behalf, do not offer, give or accept improper or corrupt
payments, and that they will not engage in any form of bribery. We aim to communicate theKemira provides mandatory anti-corruption training to its white-collar employees, who need to

CoC-BP to all of our suppliers, agents and distributors. All of our suppliers (engaged with anhave a comprehensive understanding of Kemira’s anti-corruption principles. The table below

SAP Purchase Order) receive a written reference to Kemira’s CoC-BP as part of the Kemira

demonstrates the scope of the training, with a breakdown by employee category and regions.

general terms of purchase on the back of the Purchase Order.

KEMIRA 2021|

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21

GRI 205-2: Total number and percentage of suppliers that our anti-corruption policy has
been communicated toAnti-competitive behavior
GRI 206-1: Legal actions for anti-competitive behavior, anti-trust, and monopoly practices

Total numberof suppliers*

Total number of suppliers* that
our anti-corruption principles
have been communicated to% of suppliers* that ouranti-corruption principles havebeen communicated toAmericas

4,350

4,350

100%

APAC

1,900

1,900

100%

concerned claims assigned to CDC based on which CDC claimed compensation for alleged

EMEA

7,750

7,750

100%

damages relating to the alleged old infringement of competition law in the sodium chlorite

Total

14,00014,000100%

business during 1994–2000 by Finnish Chemicals Oy. Kemira Oyj acquired Finnish Chemicals

Region*The numbers include suppliers engaged with an SAP Purchase Order. In addition to SAP transactions, some smallpurchases are processed via the travel claim process.

On July 8, 2021, Kemira announced that Kemira Chemicals Oy, a fully owned subsidiary of
Kemira Oyj, had reached a settlement with CDC Project 13 SA and CDC Holding SA (together“CDC”) in the damage claim litigation in Amsterdam, the Netherlands. The settlement

Oy (now Kemira Chemicals Oy) in 2005. Kemira Chemicals Oy agreed to pay compensation andcosts to CDC in the amount of EUR 22.75 million.

GRI 205-3: Confirmed incidents of corruption and actions taken

In 2021 Kemira had no other pending or completed legal actions initiated under national or

There were no confirmed incidents of corruption or public legal cases regarding corruption

international laws designed for regulating anti-competitive behavior, anti-trust, or monopoly

in 2021.

practices.

KEMIRA 2021|

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22Environmental Performance
Products and solutions
Kemira is offering sustainable chemical solutions for water intensive industries and isKemira New Product Development (NPD) process, described in section Product Design

providing best suited products, services and expertise to improve our customers’ end productfor Sustainability, is also a big contributor in development of the sustainable products andquality, process and resource efficiency. Kemira's products can help in reducing the need ofsolutions portfolio. During 2021, we started 12 new product development projects, all ofenergy and water, cut the amount of waste and emissions and optimize raw material use inthem aiming to improve customers' resource efficiency. At the same time, Kemira started

customers' processes. Besides increasing resource efficiency, our aim is to develop products

commercialization of two new product development projects both targeting to improveand solutions that improve recycleability and biodegradability, to help customers accelerateresource efficiency at customer processes. In addition, in 2021 Kemira initiated patenting of

circularity and meet their sustainability targets.

36 inventions (2020: 37), and at the end of 2021, Kemira had 382 (2020: 367) patent families,
including 1,972 (2020: 1,726) granted patents, and 996 (2020: 964) pending applications.

To better understand the impact, we calculate how large part of our product revenue isimproving resource efficiency in customers' applications. Our KPI is described as the share ofTransition to renewable resources is one core element in Kemira`s product portfolio strategy.

revenue from products sold for use-phase resource efficiency. The calculation is performed byThis is advanced through our biobased focus and biobased products revenue target by 2030.

identifying and mapping Kemira’s product groups that improve resource efficiency in different

Replacing fossil raw materials with more sustainable ones is advanced in many ways. The

customer applications, and calculating the revenue of these products and comparing thatmass balance concept, which enables quick expansion towards bio-based and sustainable

to the entire revenue. The target is to ensure that at least 50% of our revenue is generated

products, having significantly lower carbon footprints compared to traditional products, isthrough products improving customers’ resource efficiency. We have been able to improve

one of our approaches. This means that renewable raw materials can be utilized in existingfrom baseline 49% in 2016 to 54% in 2021.

production infrastructures creating identical product quality and performance in making
conventional products. In 2021 Kemira has selected ISCC PLUS* certification system for

Year

2021

2020

2019

2018

2017

2016

Share of revenue fromproducts sold improving
customer resource
efficiency

54%

52%

53%

51%

50%

49%

the mass-balance accreditation, because it is the globally widely recognized system and isalso adopted by our suppliers and specific customers. Kemira produces certified biobased
products in ISCC accredited manufacturing facilities in Italy and the UK, and globally supplies
them to customers in water-intensive industries.

* ISCC PLUS is a sustainability certification program for bio-based and circular (recycled) raw materials for all markets
and sectors without existing regulation.

KEMIRA 2021|

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23Materials

EnergyGRI 301-1: Materials used by weight or volume

GRI 302-1: Energy consumption within the organization

GRI 301-2 Recycled input materials used

GRI 302-2: Energy consumption outside of the organization

The renewable materials used include mainly starches, tall oil, and fatty acid derivatives.

GRI 302-3: Energy intensity
GRI 302-4: Reduction of energy consumption

The recycled input materials are industrial by-products and recycled materials from external
partners. These materials include mainly inorganic materials such as scrap iron, ferrous sulphate

ENERGY CONSUMPTION AND MANAGEMENT

and spent pickling liquor bath. Industrial by-products are mainly from smelters, as well as steel

Energy costs amount to approximately 9% (11% in 2020) of our total sourcing spend. By

and metal manufacturing. Inorganic byproducts and recycled materials are mainly used in thecontinually improving energy efficiency at manufacturing sites, we are consistently reducing

production of inorganic coagulants, which are used in water treatment.

our energy usage, emissions and associated costs.

Materials

GRI Disclosure

2021

2020

2019

In 2021, our operations in Finland accounted for 42% of our total energy consumption. The USA

Total raw materials used,million tonnes

301-1

2.51

2.21

2.29

accounted for 30%, and other countries accounted for the remaining 28%.

Renewable raw materials, %

301-1

3.6

3.6

2.3

intensive sites, which include seven sodium chlorate manufacturing plants in Finland, USA,

Renewable raw materials as a shareof carbon-containing raw materials, %

301-1

21.3

15.8

13.0

Uruguay and Brazil. Electricity is our most important energy source, accounting for 71% of the

Recycled raw materials, %301-2

A substantial portion of our energy management activities is focused on the most energy-

total energy input. Sodium chlorate plants purchase 90% of the electricity, which is the main
raw material in the chlorate manufacturing electrolysis process.

Carbon-containing raw materials, %

37.7*

28.0

27.1

17.0

23.1

17.4

*Recycled materials % for the year of 2021 is higher than previous years due to that more volume of spent pickling liquor
bath is being reported

Kemira has its most significant energy consuming European sites certified (Äetsä, Joutseno
and Helsingborg) according to the ISO 50001:2018 standard. Additionally the sites in San
Giorgio and Fredrikstad are certified.
As an energy-intensive company, we strive to reduce our climate and environmental impact
in energy purchases. Our most important measures in mitigating our climate impact can befound in the climate target section.

KEMIRA 2021|

S U S TA I N A B I L I T Y|

24

ENERGY EFFICIENCYE N E R G Y B A L A N C E , GWh
GRI Disclosure
Total fuel and purchased energy input
Consumed fuel as energy source

2021

2020

2019

ENHANCEMENT PROGRAM – E3PLUS

4,932

4,692

4,859

During 2021 we continued implementing our E3plus (Energy

831

743

756

Efficiency Enhancement) program established in 2010. The

Non-renewable

302-1a

831

743

756

Renewable

302-1b000302-1c

3,517

3,301

3,454

Non-renewable

2,502

2,477

2,575

Renewable

1,014

825

879

584

648

649

Non-renewable

310

283

281

Renewable

274

364

368

Purchased electricity

Purchased heat and steam

302-1c

E3plus program aims to reduce the overall specific energy
consumption, measured as kWh per tonne of product, at each ofour manufacturing sites.
The key focus areas of the E3plus program are:• Continuing the global alignment of energy efficiency
management across all Kemira sites• Focused and thorough E3 Energy Reviews to identify
improvement projects and support their implementation at
our manufacturing sites

Total fuel and purchased energy input by source

302-1a, b

4,932

4,692

4,859

Non-renewable

3,644

3,503

3,612

Renewable

1,288

1,189

1,247

535

471

495

Total energy sold/delivered off-site• Technical and economic evaluation of investment projects toimprove energy efficiency• Further development of the Kemira energy efficiency
management system, improving energy management, andobtaining and maintaining ISO 50001:2018 certification in 5
selected sites

Heat1 sold off-site/delivered off-site

302-1d

453

390

414

Electricity sold off-site/delivered off-site

302-1d82

81

81

Total energy consumption2

302-1e

4,397

4,221

4,364

Members of the EMT represent the top management of ourChange in total energy consumption3

302-4

176

-142

-68

manufacturing sites, as well as our global energy sourcing

5,517

4,946

5,108

0.80

0.85

0.85

Our global Energy Management Team (EMT) coordinates, steers
and supports energy management activities across all regions.

Production volume, 1,000 tonnes
Energy intensity, GWh per 1,000 tonnes of production4

302-3

management.

1. Sum of steam, district heat, condensate, and other heat delivered off-site.
2. The amount of fuel consumed plus purchased electricity and heat minus heat and electricity sold.
3. Comparison of total energy consumption to the previous year.
4. Kemira has calculated the energy intensity by dividing total energy consumption with the annual production volume.
Energy intensity is strongly dependent on the types of production mix.

KEMIRA 2021|

S U S TA I N A B I L I T Y|

25Kemira participates in the voluntary national Energy Efficiency Agreement in Finland

H Y D R O G E N C O N S U M P T I O N O U T S I D E O F K E M I R A , GWh(”Energiatehokkuussopimus”) for the period 2017–2025. This Agreement is a part of Finland’snational ratification of the EU’s response to the Paris Climate Agreement. The total savings
reported to the National Energy Authority in Finland ("Energiavirasto") since 2017 are 67 GWh/a

Hydrogen consumption outside of Kemira, GWh

2021

2020

2019

189

249

253

equivalent to approximately 2.2 MEur/year.
KEMIRA ENERGY EFFICIENCY INDEXOur energy efficiency measures and activities focus on sites which have the highest energy

The Kemira Energy Efficiency Index measures the ratio of energy use to production volumes

consumption. There are 15 sites that consume approximately 90% of the energy in Kemira,

normalized to a 2012 benchmark for our 15 large manufacturing sites covering approximately

and contribute approximately 85% of the company Scope 1 and Scope 2 emissions. Site-

90% of energy consumption. The index is not affected by changes in production volumes but

specific energy efficiency targets are defined for the largest energy consuming sites, based on

may be affected by the product mix.

energy consumption baseline data, the findings of E3 Energy Reviews, and the availability ofresources.
During 2021 energy savings were additionally achieved through the implementation of 41 (26 in2020) projects across Kemira’s operations, saving a total of 28,228 (23,557 in 2020) MWh/a of

KEMIRA ENERGY EFFICIENCY INDEX PERFORMANCE
2021

2020

2019

2018

2017

2016

2015

2014

2013

2012

96.7

97.2

96.5

97.1

97.4

96.9

97.7

99.1

98.9

100

KEMIRA 2021|

energy, equivalent to EUR 1.2 (1.0 in 2020) million savings. The cumulative cost savings of morethan 550 projects implemented since the start of the E3plus program in 2010, now totals EUR
13.2 million (12.1 in 2020).
E N E R G Y C O N S U M P T I O N O U T S I D E O F T H E O R G A N I Z AT I O NSome of our sodium chlorate manufacturing sites provide energy in the form of byproductfuel (hydrogen) to third-party organizations that use the fuel for manufacturing processes andenergy generation activities. The downstream hydrogen consumption by the organizations
outside of Kemira offsets the use of carbon-containing fuels for their industrial and energy
generating activities, and therefore, offers potential for CO2e emissions reductions for thoseorganizations. Since the use of the hydrogen by the organizations does not result in CO2eemissions, Kemira reports 0 for its Scope 3, Category 11 emissions. A summary of the energy
consumed outside of Kemira is provided below.

S U S TA I N A B I L I T Y|

26Greenhouse gas (GHG) emissions

Other indirect (Scope 3) GHG emissions are a consequence of Kemira’s business activities but
occur from sources not owned or controlled by our company.

GRI 305-1: Direct (Scope 1) GHG emissions
GRI 305-2: Energy indirect (Scope 2) GHG emissions
GRI 305-3: Other indirect (Scope 3) GHG emissions
GRI 305-4: GHG emissions intensity
GRI 305-5: Reduction of GHG emissions

G R E E N H O U S E G A S E M I S S I O N S (1 ,0 0 0 T O N N E S CO2eq ) F R O M M A N U FA C T U R I N G S I T E S
GRI Disclosure
Total GHG emissions

1

2021

2020

2019

5,197

5,321*

5.993*

Direct (Scope 1) GHG emissions

305-1

160

136

134

Biogenic Direct (Scope 1) GHG emissions2b

305-1c000Kemira’s GHG emissions are primarily CO2, and negligible emissions of methane (CH4) and

Energy indirect (Scope 2) emissions:market-based3

305-2

696

749

783

not specifically estimate and report mass emissions of CH4 and N2O since CO2 comprises over

Energy indirect (Scope 2) emissions:location-based

808

845

896*

DIRECT AND INDIRECT EMISSIONS SOURCES
nitrous oxide (N2O). Kemira estimates GHG emissions using factors in terms of CO2e and does

99% of CO2e emissions.

The majority of the electricity used at our Kemira manufacturing sites is obtained from external
providers. Many Kemira facilities consume steam and heat generated on-site.
Direct (Scope 1) GHG emissions from Kemira’s manufacturing sites are from the following
sources:• Generation of steam, heat and electricity: these Scope 1 emissions result from the
combustion of fuels such as natural gas, propane, and diesel fuel in boilers and internal
combustion engines, as well as mobile sources such as forklifts• Our sodium chlorate sites use byproduct hydrogen gas in their boilers to offset the use ofcarbon-containing fuels• Emissions from physical or chemical processing of carbon-containing feedstock, rawmaterials and chemicals such as sodium and calcium carbonate• Emissions from our transportation fleet in North America
Indirect (Scope 2) GHG emissions consist of the CO2e from the generation of purchased or

2aOther indirect emissions: Scope 34

305-3a4,341

4,436*

5,076*

Other indirect emissions: Scope 3
Biogenic emissions

305-3c000Change in total GHG emissions

305-5

-124

-672

-274

5,517

4,946

5,108

0.94

1.08*

1.17*

Production volume, 1,000 tonnes
GHG emissions intensity, tCO2e per
tonnes of production5

305-4* Updates to data were provided by sites during 2021 data collection.
1. Scope1 + Scope 2 market-based + Scope 3.
2a. GHG emissions from sources that are owned or controlled by Kemira (Scope 1 of the WRI/WBCSD GHG Protocol).
GHG emissions are calculated as CO2e which includes CO2, CH4, N2O, HFCs, PFCs, SF6, NF3.
2b. GRI Standard specifies reporting of biogenic emissions reported starting in 2017.
3. GHG emissions from the generation of purchased electricity, steam and heat that is consumed by Kemira (revised
Scope 2 of the WRI/WBCSD GHG Protocol). Market-based emissions are used for target setting and following progress.
Location-based emissions are also shown, but these are not used for other indicators. The sources for the emission
factors used are the IEA, the UK government's Department for Environment, Food and Rural Affairs (DEFRA), Motiva
Ltd. and energy utility companies.
4. GHG emissions from Kemira's value chain (Scope 3 of WRI/ WBCSD GHG Protocol). Scope 3 emissions have changed
due to an improvement in the calculation method for purchased goods and services. Kemira has implemented a
volume-based approach for Categories 1 and 2 where factors are available.
5. Kemira has calculated the GHG emissions intensity as the ratio of total GHG emissions per production volume. Direct
GHG emissions (Scope 1), indirect GHG emissions from energy consumption (Scope 2 market-based) and other indirect
GHG emissions (Scope 3) are included.

acquired electricity, heating, cooling, and steam consumed by an organization. Our sites

purchase or acquire electricity, heating, cooling, and steam resources from either the local

Kemira operates a transportation fleet in North America to deliver products to customers andmunicipal authority or private company, or from a separate manufacturing facility locatedraw materials to our manufacturing sites. The GHG emissions associated with the fleet are notwithin the same industrial complex.

included in the table above or in our climate target for our manufacturing sites. Beginning in

KEMIRA 2021|

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272019, Kemira obtained reliable fuel consumption data from our suppliers to estimate Scope 1

O T H E R I N D I R E C T ( S C O P E 3) G H G E M I S S I O N S B Y C AT E G O R I E S ( 1 , 0 0 0 T O N N E S CO2eq)

emissions related to our North America transportation fleet. The table below summarizes theemissions estimated since 2019. Kemira will continue to report these Scope 1 emissions in

GRI Disclosure

2021

2020

2019

305-3d4,341

4,436^^

5,076^^

3,550

3,620^^

4,170^^***

3. Fuel and energy related activities

270

200

^

230

^

Total Scope 3 emissions

addition to the Scope 1 emissions from our manufacturing operations.

1. Purchased goods and services
2. Capital goods*

G R E E N H O U S E G A S E M I S S I O N S ( 1 , 0 0 0 T O N N E S CO2eq ) F R O M
N O R T H A M E R I C A T R A N S P O R TAT I O N F L E E T

4. Upstream transportation and distribution

310

260

290

5. Waste generated in operations

25

100

90

6. Business travel

5**

5**

5**

7. Employee commuting

10**

10**

10**

GRI-305-3: Other indirect (Scope 3) GHG emissions

8. Upstream leased assets (leased offices)

10**

10**

10**

Purchased goods and services (including capital goods) cover 80% (80%), and transportation

9. Downstream transportation and distribution

160

230

270

Greenhouse gas emissions (1,000 tonnes CO2e)

2021

2020

2019

11.5

18.1

11.4

and distribution emissions (upstream and downstream) 10% (10%) of our Scope 3 emissions.

11. Use of sold products

0

0

0

Fuel and energy related activities are 5% (5%) of overall Scope 3 emissions.

12. End-of-life treatment of sold products

1

1

1

In 2021, Kemira revised its methodology to estimate emissions from purchased goods andservices. Prior to 2021, Kemira used a spend-based approach to estimate emissions frompurchased goods and services. In 2021, Kemira used a volume-based approach for those
goods and services with published emission factors. Spend-based emission factors wereused for goods and services without volume-based emission factors. This hybrid approach isconsidered to be more representative of our emissions profiles because the influence of raw
material costs fluctuations is eliminated and Scope 3 emissions are associated with the actual
amounts of goods and services used in our production processes. Furthermore, this approachaligns with our ongoing collaboration with our value chain partners to obtain product-specificcarbon footprints and life cycle assessments that are based on material consumption. Thischange in methodology also was applied to 2018 through 2020. Although the overall magnitudeof Scope 3 emissions has increased, the change in the methodology for purchased goods andservices results in more directly measurable actual opportunities to reduce emissions.

* Emissions of Category 2: Capital goods are included in Category 1: Purchased goods and services.
** Categories 6–8 historically contribute less than 2% each year. 2018 - 2020 were assumed to be at the same level ashistorical years despite actual emissions likely to be lower due to changes in work practices related to COVID-19.
^ Calculation methodology for this category has been updated to include the GLEC framework methodology fordownstream and internal movements paid by Kemira. Other logistics scenarios are calculated using the priormethodology.
^^ Calculation methodology for Categories 1 and 2 changed as described above, which results in changes to the total
emissions.
Category 11 emissions were estimated to be zero or close to zero, as Kemira does not sell combustible fuels, products thatform GHG emissions during use, or products that contain GHG. Category 12 covers all products sold. If a product is notknown to have a new lifecycle, it is classified as waste.
The calculation is based on the GHG Protocol Corporate Value Chain (Scope 3) Accounting and Reporting Standard anda supporting guidance document Guidance for Accounting & Reporting Corporate GHG Emissions in the Chemical Sector
Value Chain. Scope 3 emissions have been calculated since 2012. GHG emission are calculated as CO2e. The sources forthe emission factors used include the guidance document for the Chemical Sector, the DEFRA, the IEA, Ecoinvent, CEFIC
and ECTA. Data covers all of Kemira's production sites according to Kemira consolidation rules. The margin of error for
Scope 3 calculations is +/- 20%.
NOTE: Category 10 Processing of sold products is not calculated because it cannot be reasonably tracked; Category 13
Downstream leased assets is not relevant to chemical sector; Category 14 Franchises is not relevant to chemical sector;
Category 15 Investments: No information available.

Kemira has continued improvements to our transportation and distribution data collectionand emissions methodologies, and has increased our collaboration with our business partners
to improve the accuracy of the Scope 3 emissions estimates.

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28C L I M AT E TA R G E T

Other emissions to air

In 2019, Kemira set a target to reduce combined Scope 1 and Scope 2 market-based GHG
emissions from our manufacturing sites by 30% by 2030 compared to a 2018 baseline of

GRI 305-6: Emissions of ozone-depleting substances (ODS)

930 thousand tons CO2e. In aligning Kemira’s climate target with the expectations of our

GRI 305-7: Nitrogen oxides (NOx), sulfur oxides (SOx), and other significant air emissions

market-based GHG emissions. This target shows that Kemira supports the ambition of theKemira almost exclusively uses hydrogen and natural gas for its on-site steam and heat

UNFCCC Paris Agreement and that we recognize our contribution to the collaboration needed

requirements. Mobile equipment such as fork trucks use fuels such as natural gas, propane,

across sectors and stakeholders to ensure the implementation of solutions.

and low-sulfur diesel fuel. Therefore, Kemira's releases into air of NOx, carbon monoxide,stakeholders, our ambition is to be carbon neutral by 2045 for combined Scope 1 and Scope 2

and SOx from combustion processes are not a material topic for Kemira. Kemira’s emissions
Kemira’s Scope 1 and Scope 2 market-based GHG emissions in 2021 were 856 thousand tonsof dust, acid gases, and volatile organic compounds (VOC) are associated with its material

CO2e. Assuming a linear decrease from the 2018 baseline of 930 thousand tons CO2e to thehandling and manufacturing processes. These releases also are not a material topic fortargeted emission rate of 650 thousand tons CO2e 2030, Scope 1 and Scope 2 market-based

Kemira. Kemira continues to calculate these releases to review materiality on a periodic basis.

emissions in 2021 would be approximately 860 thousand tons CO2e (-0.5% difference actual

2021 emissions and the projected 2021 emissions). Kemira’s emissions in 2021 are at the level
expected to meet the 2030 climate target. Kemira has ongoing near-term projects which are

Water

expected to further reduce our emissions.
GRI 303-1: Interactions with water as a shared resource
During 2021 our climate action has focused on several different ways of implementing

GRI 303-2: Management of water discharge-related impacts

concrete reduction measures but also building up competences to mitigate emissions more
effectively. For Scope 1, our initial focus has been projects to find zero-carbon replacements

Through our Sustainability and EHSQ Policy and our water management program, we strive tofor natural gas use at our largest consuming sites. For Scope 2 the main focus has beenminimize water consumption and minimize the negative impact of water discharge activities

on energy efficiency measures. For more information see Energy Efficiency Enhancementon the quality of receiving water bodies. Kemira’s manufacturing processes require water

Program - E3plus section. We have continued to implement our low/zero-carbon sourced

primarily for use as cooling water and process water.

electricity strategy for cleaner energy utilization. As a results of this we made a wind power
related 5MW power purchase agreement in the beginning of 2021. In scope 3 we have

We are continuously evaluating opportunities to decrease water withdrawal, consumption,

continued to improve our competences in supply chain emission calculations by implementing

discharge, and associated impacts through water recycling and reuse, and process redesign and

the GLEC framework. We have also developed and made available an updated set of productoptimization projects in our upgraded and new production line projects. Where possible, water iscarbon footprints (PCFs) in the EMEA region to provide our customers with up-to-date productrecycled and/or reused at our sites to reduce water withdrawal, consumption, and discharge.

climate impact information. We will continue the work in other regions. In 2022, we will increase
our engagement with our suppliers through lifecycle assessments and PCF questionnaires to

Wastewater and cooling water discharges at the manufacturing sites are subject to chemical

improve the quality of our Scope 3 emissions estimates and to identify opportunities to further

sector regulations and local discharge requirements (permitting and effluent quality), including

reduce our emissions.

the profile of the receiving waterbody.

KEMIRA 2021|

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29Wastewater generated from Kemira’s manufacturing processes are primarily treated in third-

Water-related risks with potential to have significant (>1 M€) financial or strategic impact inparty wastewater treatment plants prior to discharge to a waterbody. Cooling water does notsite's business (3 to 6 years into the future) have been identified at some manufacturing sites.

usually require treatment prior to discharge.

Site specific water risk assessments including more detailed assessment of the risk potential
will be performed in Spring 2022 at the these sites and results will be reported in Kemira's

Kemira uses EcoVadis platform to assess sustainability of its suppliers. Water management

2022 CDP Water Security disclosure.

is included as one criteria in EcoVadis platform. In EcoVadis, suppliers are requested tomeet certain standards and continuously improve in the area of environment including

W AT E R W I T H D R A W A L , C O N S U M P T I O N A N D D I S C H A R G E T R E N D S

environmental compliance, waste, air emissions, climate change, water and groundwater,
wastewater, energy, nuisance (noise and odour), land use & biodiversity, soil and hazardous

GRI 303-3: Water withdrawal

chemicals. Scope and results of 2021 EcoVadis assessment are presented in chapter

GRI 303-4: Water discharge

Sustainability Assessments and Audits of Suppliers earlier in this report.

GRI 303-5: Water consumption

W AT E R R I S K A S S E S S M E N T

Total water withdrawal increased 4% compared to 2020 and 2019. The total water consumption

In 2021, there were no significant fines or non-conformities with regards to environmental laws

remained at the approximately same level as in 2020 and 2019. The water withdrawal intensity

or regulations or claims from external wastewater treatment plant authorities against Kemira.

(m3 per tonnes of production) remained at the same level as in 2020 and 2019. Most of the water
withdrawal is used for cooling water purposes (92%). The total water discharges increased 4 %In late 2021, Kemira updated its water risk assessment. At site level, identification, assessment

compared to 2020 and 2019. Most of the water discharge is cooling water and other water thatand responding to water risks is included in the sites' EHSQ Risk Assessment process. Siterequires no treatment (97%). Water withdrawal and discharges increased mostly due to need forspecific EHSQ Risk Assessments are audited on regular basis internally by Kemira's Global

more cooling water in hot summer in Europe in 2021 and also due to increase in production.

EHSQ function and externally by accredited ISO 14001 auditors. Environmental impacts
and risks including water related impacts and risks have also been initially assessed as

Freshwater use intensity has decreased by approximately 10% from 2020 and the baseline

part of the Environmental Impact Assessments performed as part of the environmental

year 2019 due to process improvements and a decrease in the proportion of water intensive

permitting process of the sites. Permit compliance is supervised and controlled by the

products. Fresh water use intensity is defined as m3 water withdrawn minus use of cooling water,

local environmental authorities by regular inspections and regular environmental reporting

rainwater and produced water per ton of production.

to the authorities. Environmental permits are revised and updated as required by local
legislation and regulators. At global level, water related risks are included in the Global level

Kemira has new water target to improve our water management to Leadership level based on

Environmental Aspects and Impacts Assessment and EHSQ Risk Assessment which are

CDP Water Security scoring methodology by 2025. Kemira answered to CDP’s Water Security full

updated and reviewed minimum every three years. Water-related risks are further assessed

questionnaire for the first time in 2021 and achieved score B (Management level).

by Global EHSQ function annually using WRI’s Aqueduct tool and WWF Risk Filter (operationalrisk at manufacturing sites located in areas of water stress). Kemira has 9 sites (14 % of thesites) located within water stressed areas (areas of “High” or “Extremely High” water stress- that is, areas in which more than 40% of available water is used by industry, household andagriculture).

KEMIRA 2021|

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30Wastewater generated from Kemira’s manufacturing processes are primarily treated in third-

W AT E R W I T H D R A W A L A N D F R E S H W AT E R U S E ( M E G A L I T E R S )
2021

2020

2019

Process water withdrawal, total

7,001

7,147

7,204

Surface water withdrawal - Process

644

664

678

Groundwater withdrawal - Process

273

285

269

Seawater withdrawal - Process

0

0

0

Produced water - Process

75

67

44

5,987

6,042

6,139

22

90

75

Cooling water withdrawal, total

83,454

79,974

79,767

Surface water withdrawal -Cooling

61,00660,29459,759

Third party water withdrawal - Process
Rain water - Process

Groundwater withdrawal - Cooling

2,193

1,935

1,984

Seawater withdrawal - Cooling

19,113

16,667

16,893

85

77

0

1,058

1,001

1,131

Rainwater - Cooling

0

0

0

Other water, total

420

348

415

Produced water - Cooling
Third party water withdrawal - CoolingSurface water withdrawal - Other

12

12

13

Groundwater withdrawal - Other

108

68

113

Seawater withdrawal - Other

0

0

0

Produced water - Other

0

0

0

291

204

227

Rainwater - Other

9

65

63

Water withdrawal intensity, m3 per tonne ofproduction

16

18

17

7,315

7,275

7,438

Freshwater use intensity, m3 per tonne ofproduction

1.3

1.5

1.5

Production volumes, thousands of tonnes

5,517

4,946

5,108

Third party water withdrawal - Other

Freshwater use, m3

Fresh water use intensity is defined as m3 water withdrawn minus use of cooling water, rainwater and produced water
per ton of production, i.e. surface water (process and other), groundwater (process and other) and third-party withdrawal(process and other) is included in the calculation of water use.
Other water includes water used in ancillary operations such as water used as potable water, sanitary water and cleaning
and washing of premises used for ancillary operations such as outdoor areas outside of production, workshops, offices andtoilets.
The values presented in Kemira's 2020 report for fresh water intensity in 2020 and 2019 have changed from 1.9 m3 to 1.5 m3
due to correction of systematic error in freshwater reporting at one site and other minor changes in historical data.

party wastewater treatment plants. 82% of Kemira's wastewater that is required to be treated istreated in third-party wastewater treatment plants with no data available on direct effluent towater bodies. 18% of treated water is treated in own treatment plants. Kemira's most significant
direct emissions to waterbodies include COD and suspended solid discharges that are primarily
related to the biological wastewater treatment plant at one manufacturing site and overall
discharges are minor at Kemira. Therefore, wastewater discharges by quality (including COD
and suspended solids) are not a material topic for Kemira for GRI reporting purposes. However,Kemira continues to review GRI requirements and materiality on a periodic basis.

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31O V E R V I E W O F W AT E R F L O W S ( M E G A L I T E R S )GRI Disclosure

2021

2021

2020

2020

All areas

Areas withwater stress

All areas

Areas withwater stress

90,875515

87,470528

87,386

Surface water

61,693061,125060,587Ground water

2,573

228

2,288

166

2,366

Seawater

19,113

0

16,6670

16,893

160

85

144

77

44

7,336

201

7,247

285

7,497

Surface water

N/A

139

N/A

149

N/A

Groundwater

N/A

62

N/A

136

N/A

Seawater

N/A

0

N/A

0

N/A

Water withdrawal by sources, Total

303-3

Produced water
Total third-party water
Third- party water by source

Water dicharges by destination, Total

303-4

2019

84,360294

80,869142

80,853

Surface water

62,869N/A

61,880N/A

61,593Ground water

0

N/A

0

N/A

0

Seawater

19,296

N/A

16,869N/A

17,014

Total third-party water

2,194

N/A

2,121

N/A

2,245

Third-party water sent for use to other organizations
Water discharge by treatment

No treatment (mainly cooling water)
Own treatment

Water consumption

303-5

3

N/A

2

N/A

278

81,688N/A

78,286

N/A

78,115

478

N/A

463

N/A

492

6,515

386

6,601

321

6,534

Kemira has changed reporting of water withdrawal and water discharges compared to 2020 and earlier sustainability reports by exclusion of water intake and outlet at sites where site is connected to closed cooling water circuit in industrial parks with
off-site cooling towers managed by other company.
In addition, limited updates were done to historic figures compared to the total volumes by sites during 2021 data collection. Figures reported in 2020 and earlier are presented in Kemira’s 2020 and earlier sustainability reports. Water discharges in areas
with water stress increased from 2020 to 2021 due to increased production at one site and wastewater treatment of other companies' wastewater in water treatment plant operated by Kemira. A breakdown of volumes by freshwater (<1,000 mg/L Total
Dissolved Solids) and seawater (>1,000 mg/L Total Dissolved Solids) is not provided since only one site uses seawater as cooling water and discharges the cooling water back to seawater after cooling.
Produced water as defined in GRI 303 is generated mostly in Kemira’s two tall oil plants in which water is extracted from raw material in process. Water as steam condensate also is categorized as produced water.
Water consumption consists of the water withdrawn and incorporated into products, evaporated, consumed by humans, or otherwise unusable by others such that it is not released back to surface water, groundwater, seawater, or a third-party
Water storage is not a significant water-related impact at our manufacturing sites and therefore, is not reported in our disclosure.

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32WasteGRI 306-1: Waste generation and significant waste-related impacts

Kemira's products are most often a small fraction of customers' products and some of

GRI 306-2: Management of significant waste-related impacts

Kemira's products are disposed or recovered as waste with customer waste. In I&W sector,
Kemira's water treatment products are disposed or recovered after use depending on theThrough our Sustainability and EHSQ Policy and waste management program, Kemira strives

client's application. In P&P sector, Kemira's products are mostly used in paper and cardboard

to minimize the amount of industrial and municipal waste generated through consistentproducts. Paper and cardboard waste is generally mostly recovered, either recycled ormaterial flow management processes and improvements to the efficiency of manufacturingincinerated with energy recovery. Approximately 90% of Kemira's products transportation

processes. Waste in Kemira is disposed or recovered in compliance with statutory

to customers is bulk transportation with in practice no packaging waste generated.

requirements.

Approximately 5% of products are transported to customers in Intermediate Bulk Containers(IBCs) that are mostly recycled. Approximately 5% of products are transported to customers

Kemira's GRI inventory of direct wastes include seven waste categories. Most significant waste

in other packaging such as drums, bags and other packaging that are assumed to be mostly

categories include chemical waste and wastewater. Some wastewater streams are defined as

recovered, either recycled or incinerated with energy recovery, but no data on recovery andwaste in local environmental permits and reported as waste to local environmental authorities

disposal method is available.

and therefore also reported as waste as part of Kemira's sustainability reporting. Kemira iscontinuously working internally and together with its waste handling companies to decrease

GRI 306-3 Waste generated

amount of waste directed to disposal by process optimization and finding recovery options for

GRI 306-4 Waste diverted from disposal

waste streams that are directed to disposal with focus on waste that is disposed on landfills

GRI 306-5 Waste directed to disposal

and incinerated with no energy recovery. Wastewater classified as waste is mostly recoveredby combination of wastewater treatment and incineration with energy recovery. Kemira has

Waste data is collected by seven composition categories including chemical waste (filter cake,no own waste disposal, e.g. own active landfills. All waste is collected by third party waste

disposed products and other chemical waste), sludge, metallic waste, mineral waste fromhandling companies that have permits to receive and manage waste. All waste is managed byconstruction and demolition and other mineral waste, soils, wastewater and other waste. In

third party companies in compliance with local regulations. This is ensured as part of sourcing

recovery and disposal method definitions, Kemira follows local environmental permits.

of waste management services.
Total waste generated in Kemira in 2021 was 117.0 thousand tonnes that is 22% less than in
Significant waste generated upstream in Kemira's value chain include waste generated by raw

2020 (150.2 thousand tonnes) and 23% less than in 2019 (152.3 thousand tonnes).

material suppliers. Kemira uses EcoVadis platform to assess sustainability of its suppliers.
Waste management is included as one criteria in EcoVadis platform. Scope and results of

HAZARDOUS WASTE

2021 EcoVadis assessment are presented in chapter Sustainability Assessments and Audits ofApproximately 22% of Kemira's waste is hazardous waste. Volume of hazardous waste reduced

Supplier earlier in this report.

significantly by approximately 45% compared to 2020 and by approximately 55% compared
to 2019. The main reason for reduction is cease of operation in December 2020 at a site that

Waste generated downstream in Kemira's value chain include mostly products disposed of

accounted for 47% of total hazardous waste generated in 2020 due to disposal of stormwaterby Kemira's customers and packaging waste. Kemira operates in B2B business environment.

potentially impacted by acrylamide. Disposal of stormwater at the site as hazardous waste

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33was done in accordance with local legislation and regulations. Approximately 32% of Kemira's

W A S T E D I V E R T E D F R O M D I S P O S A L B Y R E C O V E R Y O P E R AT I O N ( T H O U S A N D T O N N E S )hazardous waste is diverted from disposal and approximately 68% is directed to disposal.
NON-HAZARDOUS WASTE
Approximately 78% of Kemira's waste is non-hazardous waste. The total amount of nonhazardous waste decreased by approximately 11% from 2020. This is primarily due to less nonproduction related demolition and soil waste. Approximately 35% of Kemira's non-hazardous
waste is diverted from disposal and approximately 65% is directed to disposal.

Wastegenerated

Waste diverted
from disposal

Waste directed
to disposal

117.0

40.5

76.5

Chemical waste

33.6

8.8

24.9

Filter cake

19.6

5.2

14.4

Weight of waste, Total

306-3

2021

2020

2019

306-4c

40.5

44.1

58.7

Hazardous waste

306-4b

8.3

4.7

11.3

Preparation for reuse

0.0

0.0

0.0

Recycling

7.2

3.9

10.4

Other recovery operations

1.0

0.7

0.9

32.3

39.4

47.4

Preparation for reuse

0.2

6.2

5.9

Recycling

27.7

7.1

5.6

Other recovery operations

4.3

26.1

36.0

Non-hazardous waste

WASTE COMPOSITION (THOUSAND TONNES)
GRI
Disclosure

GRI Disclosure
Weight of waste diverted from disposal, Total

306-4dW A S T E D I R E C T E D T O D I S P O S A L B Y D I S P O S A L O P E R AT I O N ( T H O U S A N D T O N N E S )Disposed products

0.8

0.2

0.6

GRI Disclosure

2021

2020

2019

Other chemical waste

13.2

3.3

9.9

Weight of waste directed to disposal, Total

306-5c

76.5

106.1

93.6

Sludges

5.7

4.0

1.6

Hazardous waste

306-4b

17.5

42.9

45.8

Metallic waste

0.4

0.4

0.0

Incineration (with energy recovery)

4.9

9.3

2.4

Mineral waste from construction
and demolition

1.6

1.6

0.0

Incineration (without energy recovery)

0.8

1.4

1.0

Soils

5.9

1.1

4.7

Wastewater

62.4

21.8

40.6

Other waste

7.4

2.7

4.6

Wastes reported for the first time in accordance with GRI 306: Waste 2020 in 2021 and therefore waste composition notavailable for reference years 2020 and 2019.

Landfilling

1.6

1.8

1.4

Other disposal operations

10.3

30.5

40.9

59.0

63.2

47.8

Incineration (with energy recovery)

41.4

35.9

28.7

Incineration (without energy recovery)

0.2

0.2

0.2

Landfilling

13.4

23.1

14.1

Other disposal operations

4.1

3.8

4.9

Non-hazardous waste

306-4dLimited updates compared to the total volumes were provided by sites during 2021 data collection.
Figures reported in 2020 and earlier are presented in Kemira’s 2020 and earlier sustainability reports.
Waste disposal method was determined based on information in environmental permits and provided by waste disposal
contractors.
All waste presented in tables above is either diverted from disposal or directed to disposal off-site.
There was no onsite disposal in Kemira in 2021.

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34

P R O D U C T I O N W A S T E , W A S T E TA R G E T A N D R E C O V E R Y R AT E

therefore reported as waste in accordance with GRI standards. Calculation of recovery rate of

Most of Kemira’s waste is production waste. Other waste categories are non-production waste

production waste is presented in the table below.

and disposed products that are defined as follows:• Non-production waste:

PRODUCTION WASTE BY T YPE AND DISPOSAL METHOD (THOUSAND TONNES),• Expired or outdated raw materials

W A S T E TA R G E T A N D R E C O V E R Y R AT E

• Contaminated soil or debris from a spill• Construction and demolition waste, including waste (reusable and non-reusableassociated with plant or site closures• Biomass from gardening and pruning activities• Laboratory/warehouse cleanouts• Non-routine tank/railcar cleaning wastes• Disposed products:• Kemira's products that have been disposed or recovered by third-party disposal company
W A S T E C AT E G O R I E S ( T H O U S A N D T O N N E S )Production waste
Non-production waste
Disposed Products

2021

2020

2019

20.7

42.1

48.4

Preparation for reuse

0.0

0.0

0.0

Recycling

6.9

3.8

8.6

Other recovery operations

1.0

0.7

0.9

Hazardous waste

Incineration (with energy recovery)

4.8

8.9

2.0

Incineration (without energy recovery)

0.7

1.3

0.8

Landfilling

1.5

0.8

0.9

Other disposal operations

5.8

26.6

3

35.13

82.4

86.7

93.8

Preparation for reuse

0.2

6.2

5.9

Non-hazardous waste

2021

2020

2019

103.1 (88%)

128.8 (86%)

142.2 (93%)

13.1 (11%)

19.7 (13%)

9.0 (8%)Recycling

26.4

3.9

5.2

1.1 (1%)Other recovery operations

2.8

26.0

36.0

Incineration (with energy recovery)

37.4

35.9

28.7

Incineration (without energy recovery)

0.1

0.1

0.2

Landfilling

11.5

10.7

12.9

0.8 (1%)

1.7 (1%)

Kemira’s target is to reduce disposed production waste intensity by 15% by 2030. In the target
we measure disposed production waste. It includes both hazardous and non-hazardous waste. It
excludes waste that is recovered, e.g. via recycling, reuse and incineration with energy recovery.
It is expressed as an intensity, metric tons of waste per thousand metric tons of production.

Other disposal operations
Grand Total

Baseline is 2019 at 4.6 and target is 3.9 by 2030. The intensity in 2021 was 4.3, that is slightly

Total disposed production waste3

more compared to 4.2 in 2020. The increase is due to first year of full production at one site with

Recovery rate of production waste, %significant disposed waste generation. Calculation of the target is presented in the table below.

Disposed production waste intensity (Kemira waste target)
tonnes per tonnes of production 1,3

Kemira is following recovery rate of production waste. Recovery rate of the production waste

Production volumes, thousands of tons

was decreased slightly from 2020 due to decrease of the most significant recovered waste
fraction at one site. One waste stream at this site (sulfuric water recovered at adjacent papermill) comprised 34% of all Kemira's total production waste and 43% of production related
non-hazardous waste. The stream is classified as waste in the site's environmental permit and

2,3

3.9

3.8

4.9

103.1

128.8

142.2

23.6

20.9

23.5

77

80

79

4.3

4.2

4.6

5,517

4,946

5,108

1. Incineration (without energy recovery), Landfilling and Other disposal operations are included in calculation of the waste
target (disposed production waste intensity). Incineration (with energy recovery) is considered as recovery operation in
the target calculation and is therefore not included in the calculation.
2. Preparation for reuse, Recycling, Other recovery operations and Incineration (with energy recovery) are considered as
recovery operations in calculation of recovery rate of production waste.
3. The target calculation and recovery rate calculation excludes disposed waste at Fortier site that was closed in late
2020. Exclusions are 22.4 kt in 2020 and 31.3 kt in 2019. At the time of setting the target it was known that the site will
be closed and therefore decided to be excluded from the target.
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35

SIGNIFICANT SPILLS

Biodiversity

Kemira’s definition of a significant spill includes a spill resulting in one or more of the following:• A spill or leak of more than 1,000 kg of a hazardous chemical (those chemicals identified as

GRI 304-1: Operational sites owned, leased, managed in, or adjacent to, protected areas andhazardous or dangerous by federal, provincial, state or local regulations, or by internationallyareas of high biodiversity value outside protected areas

recognized protocols such as, United Nations dangerous goods classification or assigned a

GRI 304-2: Significant impacts of activities, products, and services on biodiversity

reportable quantity if spilled) outside of secondary containment or to the atmosphere

GRI 304-3: Habitats protected or restored• Requirement for immediate reporting of an environmental release/spill to a regulatory
agencyGRI 304-4: IUCN Red List species and national conservation list species with habitats inareas affected by operations• Substantial negative publicity
In 2021, Kemira collected relevant information for a biodiversity assessment from all our
In 2021 there were 2 significant spills compared to 4 in 2020.

manufacturing sites (62). In addition, the Integrated Biodiversity Assessment Tool (IBAT) was• Manufacturing incidents accounted for 2 significant spills. All occurred at ourused to review Kemira's manufacturing sites locations in relation to protected areas and areas

manufacturing sites. The total volume of the significant spills at manufacturing plants wereof biodiversity importance.

approximately 8 tonnes
We identified that the majority of Kemira's manufacturing sites (53) are not located
The significant spills did not have a permanent or significant impact on the environmentin, or adjacent to, protected areas or areas of biodiversity importance. Kemira has two

beyond the remediated material. These spills were not reported in Kemira’s Financial

manufacturing sites located within important biodiversity areas and one site containing aStatements.

portion of an important biodiversity area. In addition, seven manufacturing sites are adjacentto protected areas or important biodiversity areas. The sites in, containing portions, or

TRANSPORT OF HAZARDOUS WASTE

adjacent to, protected areas and key biodiversity areas are presented in the table on the next

In 2021, approximately 23,000 tonnes of hazardous waste were transported by, or on behalf

page.

of Kemira, to external suppliers not owned by Kemira. Hazardous waste was not imported ortreated by Kemira in 2021.

Kemira’s manufacturing sites are located in industrial zones and have environmental permits.
Based on the environmental impact assessments conducted as part of environmental

One of our sites in South America does not have a treatment or disposal option within thepermitting of the sites, Kemira’s manufacturing sites do not have direct significant impacts on

country for some of its hazardous wastes. Therefore, it must be shipped to the EU for disposal.

biodiversity that adversely affect the integrity of a geographic area or change its ecological

In 2021, there were approximately 17 tonnes of hazardous waste exported from South America

features and functions, and are not considered to have impact on the IUCN Red List of

to Europe for disposal and 6 tonnes of hazardous waste between EU countries. In total, lessThreatened Species. We continue to assess possible indirect impacts of our operations onthan 1% of the hazardous waste generated in 2021 (less than 1% in 2020) by Kemira was shippedbiodiversity throughout the value chain.

internationally.

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36Kemira monitors impacts of its manufacturing sites on

T H E M A N U FA C T U R I N G S I T E S I N R E L AT I O N T O P R O T E C T E D A R E A S O R A R E A S O F H I G H B I O D I V E R S I T Y VA L U E

biodiversity in accordance with monitoring programs
assigned by local environmental authorities. In addition,
Kemira partnered with the local county government in
Baltimore, Maryland USA on a shoreline stabilization program
along Bear Creek. One of the primary purposes of the programis to reduce and control nutrient runoff into the creek. The
program aims to stabilize 460 m of eroding shoreline andGeographic
location

Type ofoperation

Position in relation to theprotected area or area ofhigh biodiversity value

Size ofoperationalsite, haBiodiversity value of theprotected area or area of highbiodiversity value

Fray Bentos, Uruguay

Manufacturing

In the area1

7.00

Important Bird and Biodiversity Area Terrestrial, Freshwater

Vancouver, Canada

Manufacturing

In the area

0.49

Important Bird and Biodiversity Area Terrestrial, Marine

Pori, Finland

Manufacturing

1) Contains portions22) Adjacent3

54.901) Important Bird and Biodiversity Area Terrestrial, Marine2) S pecial Protection Area (Birds Directive) Marine

Krems, Austria

Manufacturing

Adjacent

2.18

1) Important Bird and Biodiversity Area Terrestrial2) S pecial Protection Area (Birds Directive) Terrestrial

Ostroleka, Poland

Manufacturing

Adjacent

0.411) I mportand Bird and Biodiversity Area Terrestrial2) S pecial Protection Area (Birds Directive) Terrestrial

Police, Poland

Manufacturing

Adjacent

2.97

Site of Community Importance (Habitats
Directive) - Terrestrial

Teesport, UK

Manufacturing

Adjacent

8.09

1) Special Protection Area (Birds Directive) Marine
2) S ite Of Special Scientific Interest (Gb) Marine

Washougal, USA

Manufacturing

Adjacent

4.45

National Wildlife Refuge - Terrestrial

Wroclaw, Poland

Manufacturing

Adjacent

4.66

Site of Community Importance (Habitats
Directive) - Terrestrial

create about 0.47 ha of new marsh vegetation and habitat.
Final construction of the project was completed in July
2021. Kemira's funding for the project will include ongoing
maintenance of the property for up to 12 years.

1) "In the area" means the whole area of the manufacturing site is within the protected area or area of high biodiversity value.
2) "Contains portions" means some part of the protected area or area of high biodiversity value lies in the area of the manufacturing site.
3) "Adjacent" is defined by Kemira as a maximum distance of 300 meters from the manufacturing site. The definition is subject to modification in accordance withthe updated GRI guidelines.

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37Environmental compliance
GRI 307-1: Non-compliance with environmental laws and regulations
Kemira’s integrated EHSQ management system is a set of standards, procedures, andpractices to achieve environmental goals through continual planning, implementation,
evaluation, and review of environmental performance. One of the primary environmental
goals of Kemira’s EHSQ management system is compliance with legal requirements. Kemira
has identified its legal compliance obligations and implements an Auditing Standard toverify conformance. Kemira regularly conducts EHSQ compliance audits at manufacturing
sites, research and development laboratories, and offices. Management system audits are
performed on a periodic cycle (typically every 3 years) by Kemira’s independent internal
auditing team and external bodies. The audits focus on certain elements within the
management system based on the risks and opportunities impacting the site, businesssegment, or Kemira as a whole at the time of the audit. To supplement this audit sampling
approach, verification of legal compliance is provided annually as part of the data collection
and reporting processes. Kemira’s robust integrated EHSQ management system requires all
sites to report non-compliance to the group’s Global EHSQ Team using our incident reporting
program (Synergi Life).
Kemira did not receive significant fines or non-monetary sanctions for non-compliance withenvironmental laws and/or regulations in 2021.
A non-governmental organization (NGO) filed a complaint against a local environmental
authority and a Kemira site in the United States alleging violations of a permit issued under
the Clean Water Act. Kemira expressly denied all allegations in the NGO's complaint. Kemira
entered into a settlement agreement with the NGO to resolve the dispute without further
litigation. As part of the settlement agreement, the NGO dismissed its complaint and waived
claims against Kemira. The settlement agreement included a payment of USD 130,000, in
which a party to the NGO received USD 70,000 be used directly for projects benefiting water
quality or aquatic habitat in the local river basin. The balance covered attorney’s fees andcosts for the NGO.

KEMIRA 2021|

S U S TA I N A B I L I T Y|

38Social Performance
Information on employees

GRI 102-8b: Total number of employees by employment contract (permanent and temporary),
by region

GRI 102-8: Information on employees and other workers
Total number of employees

Total number of employees
Total number of employees*
Female, %Americas

2021

2020

%, 2021%, 2020

4,926

4,921

1,487

1,467

30.2%

29.8%

2021

2020

2019

APAC

923

924

18.7%

18.8%

4,926

4,921

5,062

EMEA

2,516

2,530

51.1%

51.4%

26%

26%

26%

Permanent total

4,846

4,819

98.4%

97.9%

1,486

1,462

30.7%

30.3%

Male, %

74%

74%

74%

AmericasWhite collar, %

59%

59%

59%

APAC

923

924

19.0%

19.2%

Blue collar; %

41%

41%

41%

EMEA

2,437

2,433

50.3%

50.5%

* At year end. Workers who are legally recognized as self-employed, or individuals other than the ones in Kemira’s payroll
are not counted on these numbers.

A temporary (fixed-term) employment contract is a type of employment used mainly in EMEA,
atypical for Americas and APAC. In 2021 there were 80 employees (1,6%) with temporary

GRI 102-8a: Total number of employees by employment contract (permanent and temporary),

contract (102; 2.1% in 2020).

by gender
2021

2020

2019

Total number of employees

4,926

4,921

5,062

Total permanent

4,846

4,819

4,940

Total fixed-term*

80

102

122

1,291

1,280

1,295

Permanent

1,257

1,228

1,237

Fixed term*

34

52

58

3,635

3,641

3,767

Permanent

3,589

3,591

3,703

Fixed term*

46

50

64

Female total

Male total*Fixed term meaning temporary employment contract

GRI 102-8c: Total number of employees by employment type (full-time and part-time), by gender2021
Total employees

2020

2019

4,926

4,921

5,062

Total full-time

4,845

4,832

4,980

Total part-time

81

89

82

1,291

1,280

1,295

Full-time

1,230

1,215

1,240

Part-time

61

65

55

Female total

Male total

3,635

3,641

3,767

Full-time

3,615

3,617

3,740

Part-time

20

24

27

KEMIRA 2021|

S U S TA I N A B I L I T Y|

39

GRI 102-41: Collective bargaining agreements

GRI 401-1 b: Total number and rate of employee turnover during the reporting period, by age

The collective bargaining agreements are measured for ‘significant locations of operations’group, gender and region

referring to countries with 10 or more employees. In Kemira’s case there are 25 such countries

Number of new hires

and altogether these countries represent 99% of all employees.

2021

2020

2019

2021

2020

2019

403

429

489

8.2%

8.7%

9.7%

-

-

-

-

-

-

<30

58

50

83

12.4%

10.0%

14.6%

30–50

200

193

253

6.8%

6.6%

8.5%

>50

145

186

153

9.4%

12.5%

10.2%

Turnover by gender

403

429

489

-

-

-

Females

90

95

123

7.0%

7.4%

9.5%

Males

313

334

366

8.6%

9.2%

9.7%

Turnover by region

403

429

489

-

-

-

Total turnoverIn 2021, 2366 (48%) of Kemira employees globally were covered by collective bargaining

Turnover by age groupagreements (2120; 44% in 2020).

Employment
GRI 401-1: New employee hires and employee turnover
GRI 401-1 a: Total number and rate of new employee hires during the reporting period,by age group, gender and region
Number of new hires% of new hires

2021

2020

2019

526

411

751

-

-

-

-

-

-

<30

220

184

289

42%

45%

38%

30–50

247

177

396

47%

43%

53%

>50

59

50

66

11%

12%

9%

New hires by gender

526

411

751

-

-

-

Females

146

131

208

28%

32%

28%

Males

380

280

543

72%

68%

72%

New hires by region

526

411

751

-

-

-

Total new hires
New hires by age group

2021

2020

2019

APAC

56

28

233

11%

7%

31%

EMEA

275

255

335

52%

62%

45%

Americas

195

128

183

37%

31%

24%

Turnover, %

APAC

56

53

63

6.1%

5.7%

6.7%

EMEA

173

145

254

6.9%

5.7%

10.0%

Americas

174

231

172

11.7%

15.7%

11.0%

The total turnover is based on permanent workforce.

KEMIRA 2021|

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40

Labor/Management relations

Occupational health and safety(2.2). The overall ratio of contractors’ TRIs to total number of
TRIs remained quite consistent with the 2020 level. During

GRI 401-2: Benefits provided to full-time employees that are

GRI 403-2: Hazard identification, risk assessment, andthe first 4 months we saw an increasing trend with contractor

not provided to temporary or part-time employees

incident investigation

incidents. In response, a Contractor Safety Management

GRI 403-4: Worker participation, consultation, andproject was launched and consequently achieved 5

The benefit programs at Kemira differ depending on regional

communication on occupational health and safety

consecutive contractor injury free months. It is expected

and country specific practices and the programs have been

GRI 403-5: Worker training on occupational health andthat all planned project actions will be implemented by thestable across recent years without major changes to thesafetyend 2022. Although above our 2021 TRIF target of 1.9, safety

practices. In most countries, the same benefits are offered

GRI 403-9 Work-related injuries

performance has stabilized and compares to equivalent

to full-time and part-time employees and for temporary

industrial safety performance levels. To achieve a world classemployees hired directly by Kemira, if the temporary contract

Kemira reports its occupational safety performance indicatortarget (<2.0) Kemira will further enhance our focus on safety

exceeds a certain length.

as Total Recordable Injuries (TRI) which includes permanentawareness, people behavior and contractor management.

injuries and fatalities, lost time incidents, restricted work

We look forward to meeting our 2022 target of TRIF 1.9 and

Benefit practices are country specific and typically do notcases and medical treatment cases covering Kemira

beyond.

vary between locations and operations. Some exceptions

employees and contractors working at Kemira sites. TRI

apply, for example some countries offer additional insurance

Frequency (TRIF) is measured as Total Recordable Injuries per

and/or retirement benefits for permanent full-time

million working hours.

employees.
Kemira uses external service providers (contractors) which

OUR SAFET Y PERFORMANCE(TRIF)GRI 402-1: Minimum notice periods regarding operational

work at Kemira locations. These services cover for example

changesmaintenance, repair, turnaround, major renovation or

As stated in our Code of Conduct, all sites are obliged to

specialty work at a Kemira site. We follow the contractor

follow local legislation, regulations and other agreements

hours as this information is included in the workplace

regarding labor practices, including notice periods. Minimum

safety indicator TRIF. Third party transportation companies,

notice periods are defined in laws or in collective agreements,

whether onsite or offsite, are excluded. In 2021, there wereand are followed in each country accordingly. The time period

approximately 2.2 million hours which equals to about 1,180

for the consultation process relating to operational changes

FTE (Full Time Equivalents) when assuming 7.5 hours per day

varies by country and region, starting from 14 days for smallerand 250 working days per year.

1.0

major changes, varying between one to two months in most

There was a setback in our health and safety performance in0countries.

2021 compared with the performance in 2019 and 2020. Total

4.0

3.9
3.5

3.0

2.7
2.1

2.0

2.2

Target1.5changes to up to six months in some countries and fornumber of TRIs in 2021 (2020) was 36 (31) and TRIF was 2.7

2017

2018

2019

2020

2021

2025

TRIF: Total Recordable Injury Frequency per million hours

KEMIRA 2021|

S U S TA I N A B I L I T Y|

41

No fatalities have occurred with Kemira employees orIncident classification Definition

contractors since 2005. We saw a slight increase in the

Permanent injury

A work-related injury leads to damage that will indefinitely restrict the employment or other normal
activities of an individual

Lost Time Incidents(LTI)

A work-related injury or illness, suffered by a Kemira employee or contractor resulting in at least one fullday of time away from work (this does not to include the day of the injury), as determined by a physician orother licensed health care professional

Medical Treatment
Case (MTC)

Any work-related injury or illness that requires professional medical treatment or a prescription
medication. Medical Treatment means beyond first aid level medical attention

Restricted Work
Case (RWC)

A work-related injury or illness that requires the employee to have restricted work, or transfer to anotherjob for at least one full day, as determined by a physician or other licensed health care professional

Total Recordable
Injury (TRI)

TRI is the sum of Fatalities, LTI, RWC, and MTCFirst Aid Case
(FAC)

First aid refers to a work related minor injury or illness which can be treated by a first responder or
equivalent and does not require a professional physician or paramedic medical attention

Near Miss

An undesired event in the work environment that under different circumstances could have resulted inharm to people

Hazardous Condition/
Activity

Leading safety indicator reflecting environmental or behavior related hazards at the workplacenumber of Lost Time Incidents (LTIs). Unfortunately, we had
one permanent finger incident with one of our contractors.
He was carrying out maintenance activities with an air
actuated spring return valve. While he was trying to lock out
the energy stored in the spring the valve accidentally hit his
finger causing partial finger loss. The contractor was working
according to their own work process in a Kemira workshop.
The incident was reported to authorities by the contractor’s
employer and Kemira.
Kemira continued to put effort in protecting our employees,
contractors, drivers and their families from the COVID-19
pandemic. We have followed a Careful Return approach
globally and we have systematically transitioned fromglobal COVID-19 management to regional and local COVID-19
management. We will continue this work into next year,

P E R S O N A L I N J U R I E S P Y R A M I D 2 0 2 1 ( 2 0 2 0)

ensuring the health of our employees and business continuity.
We continued our Behavior Based Safety (BBS) program in

1 (0)Fatalities/Permanent injuries

individual BBS observations included in 15,118 surveys.

TRI

2021. In 2021, Kemira employees performed over 337,000
21 (19)LTI

14 (12)

MTC/RWC

99 (124)FAC

546 (681)

Near misses

20.601 (21.055)

Hazardous condition/activity

at-risk behaviors is a good achievement in the middle ofIncidents

This level of engagement and proactive identification ofa pandemic. We had a plan to refresh our BBS program,
however this was delayed because of extensive remote work.
Nevertheless, we were able to start a project for further
digitized tools for supporting and improving Sustainability &EHSQ Management. This also includes the refreshment of ourexisting Behavior Based Safety (BBS) program. We strongly
believe the BBS is the key to improve our ways of working andto achieve our future challenging safety targets.

KEMIRA 2021|

S U S TA I N A B I L I T Y|

42Kemira employs a large number of Commercial Sales

a common understanding of our main risk management

performance. New safety programs (e.g. Global Load

Representatives, which may perform a variety of activities

vocabulary and available tools and methods to use.

Securement Standard, & Chemical Storage of Samples) haveat customer locations. Depending on the product line

been established to assist in improving performance. Ongoingand customer requirements our Commercial Sales

As a part of continuous improvements, we continued the work

initiatives, including continued support for the sites, new

Representatives can perform tasks such as equipment

on updating our site's EHSQ Assessments with migration toprocedures e.g. Proposed Global Sample Shipping Procedure

upkeeping, process sampling and inventory management

the unified format in alignment with ISO 45001 requirements,

targeting transportation related activities is currently underat the customer facility. In 2021, Kemira continued

which will support our digitalization of risk assessments,

way to achieve our goals for 2022.

implementation of health and safety requirements.

ensuring we cover the same risks across all of our sites.

Commercial Sales Representatives have now completed morethan 1,700 job hazard assessments in a mobile application.

The number of Near Misses (546) which under different

Also internal Standard Operating Procedures and other risk

circumstances could have resulted in harm to people wasassessment are further developed.

a bit lower level compared with previous year (681). It is still
believed that number of Near Misses decreased due to

In 2021, Kemira continued systematically reporting processintensive remote activity, however their number is expectedsafety incidents (RPSI) based on the ICCA definition.

to increase when all Near Miss cases are reviewed, classified

Additionally, we expanded our formal root cause analysis andand closed. Based on 2020 a 10 % increase is expected in theinvestigation process to include major RPSI in all regions. The

final 2021 Near Miss total.

work on generic PHA’s initiated in 2019 to improve the process
safety for our coagulant business was completed. Our PSM

Hazardous Conditions/Activities reporting is a leading

standard was updated according to a 3-year revision cycle,

safety indicator reflecting environmental or behavior related

and as part of this work a few key Process Safety Procedures

hazards at the workplace. The number of reported Hazardous(PSI, PHA, LOPA, PSSR) were renewed. Training of the new

Conditions/Activities remained at a good level. The outcome

procedures was conducted with a focus on Process Hazard

was 20,601 in 2021 which equals to 4.2 per Kemira employee.

Analysis (PHA). Kemira's Global PHA templates were updated

The proactive identification of Hazardous Conditions/to new requirements in our global process risk assessment

Activities not only allows us to avoid incidents but also

software, and refresher trainings conducted.

improves our operations and work methods.

As part of our competence development program an EHSQ

Transportation safety overall has improved compared to

Learning path for Manufacturing was launched via Kemiralast year. Our transportation incident KPI rate is currently

internal learning system, MyKem covering EHSQ Culture,<(1.6) Kemira Global Target. Proactive communication to the

Risk Management and Root Cause Analysis. The goal ofsites, ongoing transportation safety audits, and support

the trainings was to strengthen our core values and getfrom Regional Transport Safety have contributed to better

KEMIRA 2021|

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43

T O TA L R E C O R D A B L E I N J U R I E SLOST TIME INCIDENTS
2021

2020

2019

36

31*

30

Kemira employees

28

21

21

Contractors working at Kemira site

8

10

9

Total TRI

Regional TRI
APAC

2021

2020

2019

22

19

15

Kemira employees

17

14

11

Contractors working at Kemira site

5

5

4

Total LTI

Regional LTI
3

1

2

APAC

0

0

1

EMEA

21

15

19

EMEA

16

12

11

Americas

12

14

9

Americas

6

7

3

1.6

1.4

1.1

TRI Frequency

LTI Frequency

Global TRIF

2.7

2.2

2.1

Global LTI

Kemira employees

2.5

1.9

1.9

Regional LTI

Contractors working at Kemira site

3.6

3.3

2.9

APAC

0.0

0.0

0.3

EMEA

3.0

2.1

2

Americas

1.6

1.7

0.8

Regional TRIF
APAC

1.0

0.3

0.6

EMEA

4.0

2.6

3.5

Americas

3.3

3.4

2.3

*Global Functions 1 TRI

KEMIRA 2021|

S U S TA I N A B I L I T Y|

44Training and education
GRI 404-1: Average hours of learning per year per employee

GRI 404-2: Programs for upgrading employee skills and transition assistance programs

Kemira continued in 2021 to advance towards its aims to capture all training, education

Kemira provides each employee with access to the relevant competence development

and employee development related hours in the learning management system (LMS). So

programs and structured learning opportunities to support upgrading of employee skills

far, leadership development activities, regional and global competence development andthrough on-the-job learning programs (including generic and job-specific competence

vocational training programs and many local programs are recorded in the LMS. However,development), buddy/coaching/mentoring programs and traditional methods like classroom

some remaining training and development activities are still recorded locally.

and digital learning.

LEARNING HOURS REGISTERED IN THE SYSTEM FOR L ARGER

The scope includes:• Future competency programs, sustainability and data & analytics, EHSQ / safety culture

COUNTRIES IN 2021 ARE
Country

2021

2020

• Leadership development (internal and external) programs

Finland

6,427

8,268

• Professional & technical competence development programs up-skilling and re-skilling

UK

4,719

5,831

• Statutory or compliance related programs

Sweden

4,327

5,014

USA

7,444

8,775

All of these programs are available based on the position, skills/competence level and career

Netherlands

4,565

4,039

aspirations. With the exception of leadership development programs and other external cost-China

31,57822,899based programs (pre-approval required), employees can typically enroll and complete the self-

Poland

3,838

5,050

paced learning programs available through our LMS (Learning Management System).
Examples of global and regional programs offered during 2021 are listed below:

There were variations in some of the biggest countries. The increase in learning hours
recorded in China is due to multi-skilling for blue collars and well-being initiatives for all
employees. This was balanced by stable learning hours globally and a notable decrease in
Finland, UK and Poland.

• Code of Conduct, Anti-corruption, Speak Up, Information Security Awareness and othercompliance programs delivered mainly through eLearning• Data & analytics and digitalization: Introduction to Data & Analytics at Kemira, Kemira as a
Data-Driven Company, Case Studies of Digital Products and Services• Sustainability: Introduction to Sustainability at Kemira, Kemira as a Sustainability-Focused

The globally registered average hours of learning for employees do not differ significantly bygender and have improved in favor of blue collar employees in 2021.

Company• Learning Solutions for Commercial and Manufacturing roles as part of professional
competence development included Value Selling, Negotiation, Insight, Innovation &Creativity, Adaptability, Strategic Thinking, Account Development and Ownership delivered
as co-created self-paced eLearning and virtually

KEMIRA 2021|

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45• EHSQ related programs including EHSQ Policy and Vision, EHSQ Life Saving Rules and

GRI 404-3a: Percentage of total employees by gender and by employee category who

standards and competence development with EHSQ Culture, Risk Management and Rootreceived a regular performance and career development review during the reporting period

Cause Analysis

Performance andDevelopment Discussion
(PDD)

2021

2020

2019

Total permanent
employees not absent*

4,827

4,757

4,771

Employees covered in
Global PDD process

4,567

4,383

Kemira also provides transition assistance programs where relevant, with bigger changes

Female1,189

to facilitate the continued employability and management of career endings resulting fromMale

retirements or termination of employment. These have included:• Project Management Fundamentals and Agile & Scrum Fundamentals• Leadership training programs incl. awareness training for all people managers and HR
community on the new Leadership Principles• Talent Development Journey Programs for identified talents• Up-skills training for those intending to continue working with Kemira• Severance pay• Career planning and out-placement/job placement services

Number

%
2021

2020

2019

4,593

95%

92%

96%

1,129

1,142

98%

97%

98%

3,378

3,254

3,464

93%

91%

96%

White collars

2,771

2,701

2,748

98%

99%

98%

Blue

1,796

1,682

1,845

90%

83%

94%

*All permanent employees, who are not absent for an extended time period, because of leaves, for example, are coveredby global performance and development discussion process.

GRI 404-3: Percentage of employees receiving regular performance and careerdevelopment reviews
Our global performance and development discussion (PDD) process covers all permanent
employees, both white collar and blue collar, who are not absent for an extended time period
because of leave, for example. Temporary employees' inclusion in the PDD process is evaluatedcase-by-case, depending on the length of the contract. During 2020–2021 the PDD process
has been fully digitalized for blue collars in 30/37 countries. This has enabled better employee
experience and follow-up of the PDD.

KEMIRA 2021|

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46

Diversity and equal opportunity
In Kemira we aspire to build a team and culture that fosters diversity and inclusion. We believe

GRI 405-1a: Percentage of individuals within the organization’s governance bodies in eachthat diversity is one of the greatest contributors to our success. A truly diverse and inclusiveof the following diversity categories: Gender, age group, other indicators of diversity where

culture builds our value as an employer of choice and as the first choice for our customers.

relevant
Total

In 2021, we set ourselves a diversity and inclusion target measured as the employee
perception of diversity & inclusion. Our target is to reach top 10% cross industry norm fordiversity & inclusion by 2025. To move us closer to our target, in 2021 we assessed the current
state of diversity & inclusion and based on the assessment planned a diversity & inclusion

2021

2020

2019

8

8

8

Female

1

1

1

Male

7

7

0

0

2021

2020

2019

-

-

13%

13%

13%

7

88%

88%

88%

0

0%

0%

0%

Management Board
Total

roadmap for the upcoming years.
GRI 405-1: Diversity of governance bodies and employees%

By age group
<30
30–50

1

1

1

13%

13%

13%

We at Kemira define ‘diversity’ as all the unique characteristics that make up each of us:

>50

7

7

7

88%

88%

88%

personality, lifestyle, work experience, ethnicity, religion, gender, sexual orientation, age,

Board of Directors

national origin, ability and other characteristics. We focus our efforts to attract, develop and

Total

7

7

6

-

-

Female

1

3

3

14%

43%

50%

Male

6

4

3

86%

57%

50%

-

-

As stated in our Code of Conduct, we respect the diversity, talent and abilities of others.

retain a workforce that is diverse, and to ensure an inclusive work environment that embraces
the strength of our differences. We do not discriminate or treat employees or job applicants
unfairly in matters that involve recruiting, hiring, training, promoting, compensation or any
other term or condition of employment.
The number of females in executive positions was 31% in 2021, (Directors and above) and has
remained on the same level as in 2020 (31%).

By age group
<30

0

0

0

0%

0%

0%

30–50

1

1

1

14%

14%

17%

>50

6

6

5

86%

86%

83%

KEMIRA 2021|

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47

GRI 405-1b: Percentage of employees per employee category in each of the following

Incentive payouts are based on measured achievement for pre-defined targets on thediversity categories: Gender, age group, other indicators of diversity where relevant

company, unit and individual levels. The Disclosure 405-2a describes the ratio of basic salary

Totalwhen considering country of employment and location and the job grade of the position. Other

%

2021

2020

2019

2021

2020

2019

Total employees

4,926

4,921

5,062

100%

100%

100%

<30

466

501

569

9%

10%

11%

30–50

2,924

2,930

2,989

59%

60%

59%

>50

1,536

1,490

1,504

31%

30%

30%

1,291

1,280

1,295

26%

26%

26%

<30

144

158

171

11%

12%

13%

30–50

870

851

858

67%

66%

66%

>50

277

271

266

21%

21%

21%

3,635

3,641

3,767

74%

74%

74%

<30

322

343

398

9%

9%

11%

30–50

2,054

2,079

2,131

57%

57%

57%

>50

1,259

1,219

1,238

35%

33%

33%

FemaleMaleremuneration elements are not recorded globally and thus not reported.
Disclosure 405-2a: Ratio of the basic salary and remuneration of women to men for each
employee category, by significant locations of operation
Women to men
pay ratio 2021

Women to men
pay ratio 2020

Women to men
pay ratio 2019

Austria

87%

87%

89%

49

Brazil

94%

91%

92%

130

Canada

89%

89%

90%

122

China

90%

90%

89%

290

Finland

91%

92%

90%

581

Germany

96%

97%

97%

79

Country

White collar
headcount 2021

Italy

92%

93%

93%

66

Netherlands

88%

88%

91%

87

Poland

98%

96%

97%

318

Spain

93%

91%

85%

52

Sweden

100%

95%

99%

140

GRI 405-2: Ratio of basic salary and remuneration of women to men

United Kingdom

95%

94%

92%

89

Kemira operates a global job structure that is applied to all white-collar employees. The job

United States

93%

92%

92%

545

structure describes job families and the respective job roles with required qualifications andTotal for largest countries

93%

92%

92%

2,548

main responsibilities. The job structure links to job grades, which define the salary range andthe incentive opportunity for a specific job role. The job grades and salary data information
allow Kemira to evaluate, analyze and implement equal remuneration. The main factors
impacting the base salary level are the country of employment and location, and the job gradeof the position. Other factors impacting include the experience, tenure and performance of theemployee as well as country-specific statutory increases and merit increase opportunities.

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Freedom of association and collective bargaining

Human rights assessment

GRI 407-1: Operations and suppliers in which the right to freedom of association and

GRI 412-1: Operations that have been subject to human rights reviews or impact

collective bargaining may be at risk

assessments

Kemira respects the freedom of association and collective bargaining as stated in our CodeA group level Human Rights Impact Assessment was updated in 2021 to identify human rights

of Conduct, and through our commitment to the United Nations Global Compact. We expect

impacts throughout Kemira operations and value chain. The assessment methodology was

our suppliers to respect these same principles and commit to the Code of Conduct forbased on the United Nations Guiding Principles on Business and Human Rights and the OECD

Business Partners. All of our Suppliers (engaged with an SAP Purchase Order) receive a written

Due Diligence Guidance.

reference to CoC-BP as part of the Kemira general terms of purchase on the back of thePurchase Order.

According to the assessment, Kemira meets on group level the EU Taxonomy minimum
safeguards of most recognized human rights guidelines and guiding principles.

To increase Kemira employees’ awareness of their rights regarding freedom of association andcollective bargaining, we provide regular training on our Code of Conduct.

Based on the assessment, Kemira has increased its knowledge and actions towards humanrights since the previous assessment (2014). The findings indicate that Kemira main positive

In 2021 Kemira did not identify any violations of freedom of association or collective

impact is on themes relating to health and wellbeing, freedom of association and speech, andbargaining in our own operations, and no evidence has been found to indicate that suppliers

driving the global sustainability transition through climate and water impacts. The potentiallywould be restricting their employees’ opportunities to exercise freedom of association andnegative risks relate to production and raw material sourcing of suppliers and supply chain

collective bargaining based on sustainability assessments of our key suppliers, representing

partners, health and safety at own sites and the impacts of utilizing fossil fuels. In early

approximately 45% of our total spend.

2022, Kemira will assess these findings and evaluate existing mitigating measures, assess
recommendations and implement the needed improvement actions.

For additional information, see the Integrity section for details of our Code of Conduct training
and Ethics and Compliance hotline. Details of the numbers of employees covered by collective

In the previous years, focus has been on increasing overall awareness of human rights relatedbargaining agreements are given under GRI 102-41.

themes throughout the organization and improving the management approach and due
diligence. Main means to increase awareness relate to regular and compulsory training on
the Code of Conduct for all employees and since 2015 a basic training on human rights forwhite collar employees responsible for business relationships. Since 2015 all new hires haveparticipated in this training as part of their induction program. Human rights are evaluated inscope of supplier ethical audits conducted by external audits (follow the SMETA protocol).

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49Customer health and safety
Key activities in 2021
• Continued the global 90-day onboarding program for new hires (white collars) thatGRI 416-1: Assessment of the health and safety impact of product and service categories

automatically assigns online courses on Code of Conduct and Human Rights and Business.

According to Kemira’s product stewardship policy, we are acting:

By the end of 2021, 66% of white collar new hires have completed the basic training on• to comply with all applicable chemical regulatory requirements in the countries where

Human rights and Business as part of their onboarding program• All relevant sales team members are trained on third party due diligence for potential new
business partners and a new process is introduced to further develop our third-party risk
management• Workplace safety – we further developed our safety culture through the Behavior Based
Safety Culture program, target setting, training and communications measure• Product safety – product lifecycle management. For more information, see section ProductStewardship• Supplier assessments and audits – For more information, see supplier Management
section• Diversity and inclusion roadmap buildup during 2021 to reach sustainability targets

we either manufacture and/or sell chemicals covering raw materials, intermediates,
processing aids and products• to make hazard assessments covering regulatory compliance, human health, and safety,
as well as environmental protection aspects, as part of the Product Lifecycle Management
processes throughout products’ lifecycle from development to termination• to maintain data related to chemical products and substances including raw materials ismanaged in ERP and is linked to Product Lifecycle Management tool/ process• to proactively identify and manage chemical risks and concerns to build management
action plans for the identified unacceptable risks to human health, safety or environment;
covering all substances from raw materials to products• to share information with our stakeholders about the health and safety aspects ofproducts and to ensure that our customers can safely use our products

Public policy

Kemira complies with all laws and regulations relating to chemicals and trade. Kemira does
not sell any banned products. We continuously screen substances that are covered by any

GRI 415-1: Political contributions

regulatory restrictions, or subject to substitution requirements imposed by non-regulatory

The Kemira Code of Conduct, Kemira Group Sponsorship and Donation policy and the Kemirastakeholders. We proactively work to mitigate health, safety, environmental and image-relatedGroup Gifts, Entertainment and Anti-bribery Policy, prohibit any financial support to politicians,risks (GRI 102-2: Activities, brands, products, and services).

political parties or political organizations. No financial or any in-kind political contributions
paid by Kemira have come to Kemira's attention during 2021.

GRI 416-1a: Percentage of significant product and service categories for which health andsafety impacts are assessed for improvement.
At the end of 2021, 100% (21 out of 21) of the identified 21 SVHC (Substances of Very High
Concern) substances had a management plan approved by the Operational Excellence board.
GRI 416-2: Incidents of non-compliance concerning the health and safety impact of
products and services
We are not aware of any fine, penalty or warning for noncompliance with regulations andvoluntary codes regarding our products or services in 2021.

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Marketing and labeling
GRI 417-1: Requirements for product and service information and labeling

Non-compliance related to product and service information usually refers to insufficient

Kemira’s product portfolio consists of seven major product lines and approximately 1340

information on the label.

different products. All of these products are duly documented and labeled according to legal
requirements, including the identification of their hazardous components and information on

During 2021, a total of 45 customer complaints were recorded relating to labeling or producttheir safe use. Kemira provides Safety Data Sheets (SDS) for all products, independent of theinformation, of which 29 cases were in the EMEA region, 8 in the Americas, and 8 in the

product safety classification, even if in most jurisdictions Safety Data Sheets are mandatory

APAC region. All cases have been investigated and needed corrective actions have been

only for hazardous products. Our IT system for Product Lifecycle Management enables us to

implemented.

prepare SDSs and labels in alignment with the latest regulatory data requirements and in theofficial languages of the countries where our products are manufactured, stored or sold. In EU

During 2021, no incidents of non-compliance with regulations resulting in any fine, penalty or

member states, the information requirements are stated under REACH regulations with regard

warning were reported within Kemira’s operations.

to substance properties, exposure, use and risk management measures, and the chemicalsafety assessment. Registered uses will also be communicated via the updated extended
SDSs for downstream users. In addition to the information provided on product labels

Socioeconomic complianceand Safety Data Sheets, more detailed information about products and their raw material
ingredients can be provided on request.

GRI 419-1: Non-compliance with laws and regulations in the social and economic area
We are not aware of any significant fine or non-monetary sanction for noncompliance with

In 2021, the Kemira Product Stewardship & Regulatory Affairs team responded to 6,721 (6,947

laws or regulations in the social and economic area in 2021.

in 2020) requests concerning product safety and/or regulatory. The response time for thoserequests is one of our internal key performance indicators (KPIs).

GRI 417-1: Product and service information provided
Topic

GRI 417-2: Incidents of non-compliance concerning product and service information andlabeling
Our customer complaints management process handles complaints by recording thecomplaint, investigation, root cause and corrective action determination and implementationand communication with the customers. During the process complaints are classified with acomplaint reason from a predefined list. The process and system in use can exclude thosecomplaints that Kemira has met the agreed requirements with the customers. All complaints

The sourcing of components of Only if requested by customers
the product or service
Content, particularly withregard to substancesthat might produce anenvironmental or social impact

As required by law, always in SDS and on the labels. Additional
information about chemicals in our products for voluntary
certification/compliance schemes such as eco-labeling is also
provided to customers upon request and when applicable

Safe use of the product orservice

Safe use of a product or service is communicated in the SDSs and on
the labels. Registered uses will be communicated via the extended
SDSs. Additional information about the use, dosage and application isprovided to customers when applicable

Disposal of the product andenvironmental/social impacts

When legally required, disposal of a product and environmental/social
impact are communicated in the SDSs and on the labels

are actively monitored, evaluated and corrected as required by the quality management
system in use at Kemira.

Product and service information provided by kemira

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Reporting practice
Reporting scope and content
GRI 102-10: Significant changes to the organization and its supply chain

Environmental impact: We have a positive environmental impact through our products andAt the end of the year 2021, Kemira had 63 (63 in 2020) manufacturing sites of which 63

solutions which enable our customers to improve their resource efficiency by reducing

were included in the environmental reporting scope, and 63 in the auditing scope of our

the use of water, the generation of waste, the need of energy or the use of raw materials

integrated management system. There were no significant changes in the company structure,in their processes. Our main environmental risks relate to carbon emissions from oursize or ownership. Kemira offices and other non-manufacturing sites are not included in theown manufacturing and in the value chain due to our purchasing activities, upstream

environmental reporting, as they do not represent a material share of our environmental

and downstream transportation, and to potential incidents through accidental release of

related processes.

chemicals or process safety deficiencies.

GRI 102-46: defining report content and topic boundaries

Social impact: Our main social impacts, and related risks, concern safety in the workplace,

When defining the relative importance of material topics for reporting purpose we have taken

safe use of our products along the value chain and human rights issues like non-complianceinto account our economic, environmental and social impact, stakeholder expectations,with responsible business practices in our own operations or those of our upstream businessour purpose and strategy, and our commitments to the Code of Conduct, United Nations

partners.

Global Compact, SDGs and Responsible Care®. program. According to the GRI 101 Foundation
standard, the principles for defining the report content were applied when assessing material
topics and boundaries.
The most significant economic, environmental and social impacts
Economic impact: We generate revenue by selling chemical products and solutions forindustrial uses in the pulp and paper, oil and gas, mining, and water treatment industries. We
have a direct economic impact on suppliers and service providers through the payments wemake for purchased goods and services, to employees through compensation and benefits,
to capital providers through dividends and interest payments, to the public sector throughtaxes, and to society through local community projects, sponsorship and donations. Unethicalbusiness behavior could impact Kemira’s reputation and thus financial position.

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I N D I R E C T I M PA C T

D I R E C T I M PA C T

I N D I R E C T I M PA C T

Production of input materials and energy

Upstream services

Kemira’s own operations

Downstream services

ECONOMICI M PA C T• Anti-corruption• Anti-competitive behavior• Anti-corruption• Anti-competitive behavior• Sustainable products andsolutions (own topic)• Economic performance*• Anti-corruption• Anti-competitive behavior• Anti-corruption• Anti-competitive behavior

E N V I R O N M E N TA LI M PA C T• Emissions (Scope 3)• Supplier performance for theirenvironmental impacts• Emissions (Scope 2 and Scope 3)• Supplier performance for theirenvironmental impacts

•
•
•
•
•
•

• Emissions (Scope 3)• Emissions (Scope 3)• Supplier performance for their • Sustainable products andenvironmental impacts
solutions (own topic)

SOCIALI M PA C T• Supplier performance for their social
impacts and ethical business behavior• Supplier performance for theirsocial impacts and ethicalbusiness behavior• Employment*, and LaborManagement relations*• Occupational health andsafety• Training and education• Diversity and equal
opportunity• Non-discrimination• Freedom of association andcollective bargaining• Human rights assessment• Public policy• Customer health and safety• Marketing & labelling• Socioeconomic compliance

Materials
EnergyWater and Effluents
Emissions (Scope 1)
Waste
Environmental compliance

Use of Kemira products• Supplier performance for theirsocial impacts and ethicalbusiness behavior

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53Prioritization process of material topics

Material topics

Topic boundaries

Kemira data collection practices

Economic Standard Series

I D E N T I F I C AT I O N

Economic performance

Kemira operations1)

Data is extracted from Kemira’s ERP system

Material topics relevant to Kemira have been identified based on their relative

Anti-corruption

Kemira operations1)

Data is collected from each region, from Kemira’s
legal archive, and through notifications from
Kemira’s Compliance and Ethics Hotline

Anti-competitive behavior

Kemira operations1)

Data is collected from each region, from Kemira’s
legal archive, and through notifications from
Kemira’s Compliance and Ethics Hotline

Sustainable products andsolutions (non GRI topic)*

Kemira operations1)

Product applications are manually linked to productcategories. Product sales data is
extracted from Kemira’s ERP system

Materials

Kemira operations ascovered by our ERP2)

Data is extracted from Kemira’s ERP system

EnergyKemira manufacturing Data is collected from each production site andsites3)
consolidated at the Group level

Greenhouse gas emissions

Kemira manufacturing Data is collected from each production site andconsolidated at the Group level. Scope 3 emissions
sites3)
data is collected from Kemira’s ERP system andthe relevant organizational units. Default data andassumptions are as in the WBCSD Guidance for
Accounting & Reporting Corporate GHG Emissions in
the Chemical Sector Value Chain.

magnitude of impact and respective concerns raised by our stakeholders.
The most recent materiality assessment was done in 2021. Representatives ofour key stakeholder groups were interviewed to identify their expectations ofKemira, a benchmark study on material disclosure topics was carried out andmajor sustainability related development trends were analyzed.
P R I O R I T I Z AT I O N
The identified topics were prioritized with reference to the relative importanceto stakeholders, and to the relevance to Kemira’s business and strategy, as
well as the significance of specific topics related to the global chemical sector.
Based on the prioritization, we have selected GRI disclosure topics. In addition
to these GRI topics we also disclose information and performance data on
sustainable products and product stewardship, which is material but notcovered by the GRI standards.

Environmental Standard Series

Other emissions to air

VA L I D AT I O N
Data compilation practices for the identified material topics were reviewed andWater and Effluents

Kemira manufacturing Data is collected from each production site andsites3)
consolidated at the Group level

Waste

Kemira manufacturing Data is collected from each production site andsites3)
consolidated at the Group level

REVIEW

Biodiversity

Kemira manufacturing Data is collected from each production site andconsolidated at the Group level.
sites3)

GRI 102-47: List of material topics

Environmental compliance

Kemira manufacturing Data is collected from each production site andsites3)
consolidated at the Group level

Supplier environmental
assessment

Kemira suppliers

Contract Management Tool used to track suppliers’
signing of Code of Conduct for BP. Assessment
data is stored on both external and internal service
platform

Kemira operations1)

HR data management systemdefined. Group level KPIs and targets are defined for the most material topics
which are reported as Corporate sustainability priorities.

GRI 103-1: Explanation of the material topic and its boundary
GRI 102-48: Restatements of information
Materials data (GRI 301) updated so that it includes both purchased and received
materials. Scope 3 data (GRI 305) reviewed and calculation method for purchased
goods and services (category 1) changed from spend-based to volume-based.

Social Standard Series
Employment*

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GRI 102-49: Changes in reporting

Material topics

Topic boundaries

Kemira data collection practices

This year GRI 304: Biodiversity was included as a material topic and reported.

Labor-Management relations*

Kemira operations1)

Data is collected from each region and combinedwith the HR data management system

Occupational health and safety

Kemira operations1)

Synergy data management system. Data covers also
contractors working at Kemira sites

Training and education

Kemira operations1)

HR data management system

Diversity and equal
opportunities

Kemira operations

HR data management system

Non-discrimination

Kemira operations1)

Data is collected from each region, from Kemira’s
legal archive, and through notifications from
Kemira’s Compliance and Ethics Hotline

Freedom of association andcollective bargaining

Kemira operations1)

Data is collected from each region, from Kemira’s
legal archive, and through notifications from
Kemira’s Compliance and Ethics Hotline

Human rights assessment

Kemira operations1)

A Human Rights Impact Assessment was conducted
in 2014

Supplier social assessment

Kemira suppliers

Contract Management Tool used to track suppliers’
signing of Code of Conduct for BP. Assessment
data is stored on both external and internal service
platform

Public policy

Kemira operations1)

Data is collected from each region, from Kemira’s
legal archive, and through notifications from
Kemira’s Compliance and Ethics Hotline

Customer health and safety

Kemira operations ascovered by our ERP2)

Data is extracted from Kemira’s ERP system andfrom R&D New Product Development process
documentation, and from Kemira’s legal archives

Marketing and labelling

Kemira operations ascovered by our ERP2)

Kemira operations as covered Data is extracted
from Kemira’s ERP system and from PSRA4)
documentation, and from Kemira’s legal archives

Socioeconomic compliance

Kemira operations1)

Data is collected from each region, from Kemira’s
legal archive, and through notifications from
Kemira’s Compliance and Ethics Hotline

Also GRI 306: Waste reporting was updated with latest standard from 2020.
Furthermore GRI 403: Occupational Health and Safety was reported according
to 2018 standard.

Report profile
GRI 102-50: Reporting period
The reporting period is from January 1 to December 31, 2021.
GRI 102-51: Date of most recent report

1)

Kemira's most recent Annual Review including non-financial information (GRI
disclosures) was published on February 19, 2021.
GRI 102-52: Reporting cycle
Kemira’s Annual Review is published yearly, by calendar year. The Annual
Review consists of Business Overview, Sustainability report , Corporate
Governance statement and Financial statements.
GRI 102-53: Contact point for questions regarding the report
The contact point for questions is Kemira Communications and Corporate
Sustainability. Contact details are available at www.kemira.com.
GRI 102-54: Claims of reporting in accordance with the GRI standards• The report is prepared in accordance with the GRI standards (2016): core
option. However, the updated versions of GRI 303: Water and Effluents(2018), GRI 306: Waste (2020) and GRI 403: Occupational Health and Safety(2018) were applied• Communication on Progress (COP) of the United Nations Global Compact at
Global Compact Active level by using the GRI-standards reporting principles*) Not material GRI topic but reported because considered useful based on continuity.
1) Kemira’s operations = All operations covered by Kemira’s consolidation rules.
2) Kemira’s operations covered by ERP = All operations covered by both Kemira’s consolidation rules
and the company’s Enterprise Resource Planning (ERP).
3) Kemira’s manufacturing sites = All manufacturing sites covered by Kemira’s consolidation rules.
4) PSRA Product Stewardship and Regulatory Affairs.

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55Assurance Report
GRI 102-56: External assurance

EY’S RESPONSIBILITIESThe corporate sustainability information presented in the Annual Report are externally

Our responsibility is to express a conclusion on the presentation of the Subject Matter based

assured by an independent third party. Information on the organization’s policy and current

on the evidence we have obtained.

practice with regard to external assurance can be found in the Assurance statement
We conducted our engagement in accordance with the International Standard for Assurance

Independent accountant’s assurance report

Engagements Other Than Audits or Reviews of Historical Financial Information (‘ISAE 3000’),
and the terms of reference for this engagement as agreed with Kemira on 26.8.2021. Thosestandards require that we plan and perform our engagement to obtain limited assurance

To the Management of Kemira Oyj.

about whether, in all material respects, the Subject Matter is presented in accordance with
the Criteria, and to issue a report. The nature, timing, and extent of the procedures selected

SCOPE

depend on our judgment, including an assessment of the risk of material misstatement,

We have been engaged by Kemira Oyj (hereafter Kemira) to perform a ‘limited assurance

whether due to fraud or error.

engagement’, as defined by International Standards on Assurance Engagements, hereafterreferred to as the engagement, to report on Kemira’s Annual Review 2021’s pages 21–38 andWe believe that the evidence obtained is sufficient and appropriate to provide a basis for our

Sustainability Report 2021 (the “Subject Matter”) for the period 1.1.–31.12.2021.

limited assurance conclusions.

CRITERIA APPLIED BY KEMIRAOUR INDEPENDENCE AND QUALIT Y CONTROLIn preparing the Subject Matter, Kemira applied the Global Reporting Initiative Sustainability

We have maintained our independence and confirm that we have met the requirements ofReporting Standards and Kemira’s own internal reporting principles (Criteria). As a result, thethe Code of Ethics for Professional Accountants issued by the International Ethics Standards

subject matter information may not be suitable for another purpose.

Board for Accountants, and have the required competencies and experience to conduct thisassurance engagement.

K E M I R A’ S R E S P O N S I B I L I T I E S
Kemira’s management is responsible for selecting the Criteria, and for presenting the Subject

EY also applies International Standard on Quality Control 1, Quality Control for Firms that

Matter in accordance with that Criteria, in all material respects. This responsibility includes

Perform Audits and Reviews of Financial Statements, and Other Assurance and Related

establishing and maintaining internal controls, maintaining adequate records and making

Services Engagements, and accordingly maintains a comprehensive system of quality

estimates that are relevant to the preparation of the subject matter, such that it is free fromcontrol including documented policies and procedures regarding compliance with ethicalmaterial misstatement, whether due to fraud or error.

requirements, professional standards and applicable legal and regulatory requirements.

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DESCRIPTION OF PROCEDURES PERFORMED
Procedures performed in a limited assurance engagement vary in nature and timing from,and are less in extent than for a reasonable assurance engagement. Consequently, the level

f. Performing recalculation of reported information and evaluating the correctness ofunderlying data and narrative disclosures,
g. Virtual visits to Fray Bentos and Tao sites where we assessed reporting practices.

of assurance obtained in a limited assurance engagement is substantially lower than theassurance that would have been obtained had a reasonable assurance engagement been

We also performed such other procedures as we considered necessary in the circumstances.

performed. Our procedures were designed to obtain a limited level of assurance on which tobase our conclusion and do not provide all the evidence that would be required to provide a

CONCLUSION

reasonable level of assurance

Based on our procedures and the evidence obtained, we are not aware of any material
modifications that should be made to Annual Review 2021’s pages 21–38 and Sustainability

Although we considered the effectiveness of management’s internal controls when

Report 2021 for the period 1.1–31.12.2021, in order for it to be in accordance with the Criteria.

determining the nature and extent of our procedures, our assurance engagement was notdesigned to provide assurance on internal controls. Our procedures did not include testing

RESTRICTED USE

controls or performing procedures relating to checking aggregation or calculation of data

This report is intended solely for the information and use of Kemira and is not intended to bewithin IT systems.

and should not be used by anyone other than Kemira.

A limited assurance engagement consists of making enquiries, primarily of persons
responsible for preparing the Annual Review 2021’s pages 21–38 and Sustainability Report 2021

Ernst & Young Oy

and related information, and applying analytical and other appropriate procedures.
14.2.2022
Our procedures included:

Helsinkia. An update of our knowledge and understanding of Kemira's material sustainability
reporting topics, organization and activities,
b. An assessment of suitability and application of the reporting principles regarding thestakeholders' needs for information,c. Interviews with senior management to understand Kemira's corporate responsibility

Mikko Rytilahti

Jani Alenius

Partner, Authorized Public Accountant

Leader of Climate Change and 								Sustainability Services, EY Finland

leadership,d. Interviews with personnel responsible for gathering and consolidation of the corporate
responsibility information to understand the systems, processes and controls related togathering and consolidating the information,e. Assessing corporate responsibility data from internal and external sources and checking
the data to reporting information on a sample basis to check the accuracy of the data,

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GRI Content Index

Abbreviations:
AR = Annual Review

SR = Sustainability report

CG = Corporate Governance

FS = Financial Statements

GRI 102-55

GRI Standard

Disclosure

Page number(s)Document

United Nations
Global Compact

GRI 101: Foundation 2016 General disclosures
GRI 102: General disclosures 2016

Organizational profile
102-1 Name of the organization

p. 6

AR

102-2 Activities, brands, products, and services

p. 6

AR

102-3 Location of headquarters

p. 6

AR

102-4 Location of operations

p. 6

AR

102-5 Ownership and legal form

FS102-6 Markets served

p. 6

AR

102-7 Scale of the organization

p. 6

AR

102-8 Information on employees and other workers

p. 6

AR

102-9 Supply chain

p. 15

SR

102-10 Significant changes to the organization and its supply chain

p. 52

SR

102-11 Precautionary Principle or approachn/a102-12 External initiatives

p. 6

102-13 Membership of associationsn/aPrinciple 8

SRStrategy102-14 Statement from senior decision-maker

p. 4–5AR

Commitment to
Global Compact

102-15 Key impacts, risks, and opportunities

p. 16–20

FS

102-16 Values, principles, standards, and norms of behavior

p. 18

SR

Principle 6, 8

102-17 Mechanisms for advice and concerns about ethics

p. 18

SR

Principle 1, 6, 8

Ethics and integrity

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GRI Standard

Disclosure

Page number(s)Document

102-18 Governance structure

p. 9

SR

102-19 Delegating authority

p. 9

SR

102-40 List of stakeholder groups

p. 4–5SR

102-41 Collective bargaining agreements

p. 49

SR

102-42 Identifying and selecting stakeholders

p. 4–5SR

102-43 Approach to stakeholder engagementp. 4–5SR

102-44 Key topics and concerns raised

p. 4–5SR

102-45 Entities included in the consolidated financial statements

p. 28–29

FS

102-46 Defining report content and topic Boundaries

p. 52, 54–55

SR

102-47 List of material topics

p. 54–55

SR

102-48 Restatements of information

p. 55

SR

102-49 Changes in reporting

p. 55

SR

102-50 Reporting period

p. 55

SR

102-51 Date of most recent report

p. 55

SR

102-52 Reporting cycle

p. 55

SR

102-53 Contact point for questions regarding the report

p. 55

SR

102-54 Claims of reporting in accordance with the GRI Standards

p. 55

SR

102-55 GRI content index

p. 58–67

SR

102-56 External assurance

p. 56–57

SR

United Nations
Global Compact

Governance

Stakeholder engagement

Principle 3

Reporting practice

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GRI Standard

Disclosure

Page number(s)Document

United Nations
Global Compact

Material Topics
Sustainable products and solutions

Own material topic

GRI 103: Management Approach 2016

103-1 Explanation of the material topic and its Boundary

p. 54–55

SR

103-2 The management approach and its components

p. 13

SR

103-3 Evaluation of the management approach

p. 13

SR

Product sustainability

p. 23

SR

103-1 Explanation of the material topic and its Boundary

p. 54–55

SR

103-2 The management approach and its components

p. 20

SR

103-3 Evaluation of the management approach

p. 20

SR

201-1 Direct economic value generated and distributed

p. 20

SR

201-3 Defined benefit plan obligations and other retirement plans

p. 18–19CG

201-4 Financial assistance received from governmentn/a

Own KPIGRI 200 Economic Standard Series
ECONOMIC PERFORMANCEGRI 103: Management Approach 2016

GRI 201: Economic Performance 2016

ANTI-CORRUPTIONGRI 103: Management Approach 2016

GRI 205: Anti-corruption 2016

103-1 Explanation of the material topic and its Boundary

p. 54–55

SR

103-2 The management approach and its components

p. 21

SR

103-3 Evaluation of the management approach

p. 21

SR

205-1 Operations assessed for risks related to corruption

p. 21

SR

Principle 10205-2 Communication and training about anti-corruption policies and proceduresp. 21–22

SR

Principle 10

205-3 Confirmed incidents of corruption and actions taken

p. 22

SR

Principle 10

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GRI Standard

Disclosure

United Nations
Global Compact

Page number(s)Document

103-1 Explanation of the material topic and its Boundary

p. 54–55

SR

103-2 The management approach and its components

p. 22

SR

103-3 Evaluation of the management approach

p. 22

SR

206-1 Legal actions for anti-competitive behavior, anti-trust, and monopoly practices

p. 22

SR

103-1 Explanation of the material topic and its Boundary

p. 54–55

SR

103-2 The management approach and its components

p. 24

SR

103-3 Evaluation of the management approach

p. 24

SR

301-1 Materials used by weight or volume

p. 24

SR

301-2 Recycled input materials used

p. 24

SR

103-1 Explanation of the material topic and its Boundary

p. 54–55

SR

103-2 The management approach and its components

p. 24–26

SR

103-3 Evaluation of the management approachp. 24–26

SR

302-1 Energy consumption within the organization

p. 24–26

SR

Principle 7, 8

302-3 Energy intensity

p. 24–26

SR

Principle 8302-4 Reduction of energy consumption

p. 24–26

SR

Principle 8, 9

103-1 Explanation of the material topic and its Boundary

p. 54–55

SR

103-2 The management approach and its components

p. 29–32

SR

A N T I - C O M P E T I T I V E B E H AV I O R
GRI 103: Management Approach 2016

GRI 206: Anti-competitive Behavior 2016

GRI 300 Environmental Standards Series
M AT E R I A L S
GRI 103: Management Approach 2016

GRI 301: Materials 2016

Principle 7, 8

E N E R GY
GRI 103: Management Approach 2016

GRI 302: Energy 2016

W AT E R
GRI 103: Management Approach 2016

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GRI Standard

GRI 303: Water 2018

Disclosure

United Nations
Global Compact

Page number(s)Document

103-3 Evaluation of the management approachp. 29–32

SR

303-1 Interactions with water as a shared resourcep. 29–32

SR

303-2 Management of water discharge-related impacts

p. 29–32

SR

303-3 Water withdrawal

p. 29–32

SR

Principle 7,8303-4 Water discharge

p. 29–32

SR

Principle 7,8303-3 Water consumption

p. 29–32

SR

Principle 8103-1 Explanation of the material topic and its Boundary

p. 54–55

SR

103-2 The management approach and its components

p. 36–37

SR

103-3 Evaluation of the management approachp. 36–37SR

304-1 Operational sites owned, leased, managed in, or adjacent to, protected areas and areas ofhigh biodiversity value outside protected areas

p. 36–37SR

304-2 Significant impacts of activities, products, and services on biodiversity

p. 36–37SR

304-3 Habitats protected or restored

p. 36–37SR

304-4 IUCN Red List species and national conservation list species with habitats
in areas affected by operations

p. 36–37

SR

103-1 Explanation of the material topic and its Boundary

p. 54–55

SR

103-2 The management approach and its components

p. 27–29

SR

103-3 Evaluation of the management approachp. 27–29SR

305-1 Direct (Scope 1) GHG emissions

p. 27–29

SR

Principle 7,8305-2 Energy indirect (Scope 2) GHG emissions

p. 27–29

SR

Principle 7,8305-3 Other indirect (Scope 3) GHG emissions

p. 27–29

SR

Principle 7,8305-4 GHG emissions intensity

p. 27–29

SR

Principle 8

Principle 7,8

BIODIVERSITY
GRI 103: Management Approach 2016

GRI 304 Biodiversity 2016

EMISSIONSGRI 103: Management Approach 2016

GRI 305: Emissions 2016

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GRI Standard

Page number(s)Document

United Nations
Global Compact

305-5 Reduction of GHG emissions

p. 27–29

SR

Principle 8, 9305-6 Emissions of ozone-depleting substances (ODS)

p. 27–29

SR

Principle 7,8305-7 Nitrogen oxides (NOX), sulfur oxides (SOX), and other significant air emissions

p. 27–29

SR

Principle 7,8103-1 Explanation of the material topic and its Boundary

p. 54–55

SR

103-2 The management approach and its components

p. 33–36

SR

103-3 Evaluation of the management approachp. 33–36SR

306-1 Waste generation and significant waste-related impacts

p. 33–36SR

306-2 Management of significant waste-related impacts

p. 33–36SR

306-3 Waste generated

p. 33–36SR

306-4 Waste diverted from disposal

p. 33–36SR

306-5 Waste directed to disposal

p. 33–36

SR

103-1 Explanation of the material topic and its Boundary

p. 54–55

SR

103-2 The management approach and its components

p. 38

SR

103-3 Evaluation of the management approach

p. 38

SR

307-1 Non-compliance with environmental laws and regulations

p. 38

SR

103-1 Explanation of the material topic and its Boundary

p. 54–55

SR

103-2 The management approach and its components

p. 15–17SR

103-3 Evaluation of the management approachp. 15–17

SR

Disclosure

WASTE
GRI 103: Management Approach 2016

GRI 306: Waste 2020

E N V I R O N M E N TA L C O M P L I A N C E
GRI 103: Management Approach 2016

GRI 307: Environmental Compliance 2016

Principle 8

S U P P L I E R E N V I R O N M E N TA L A S S E S S M E N T
GRI 103: Management Approach 2016

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GRI Standard
GRI 308: Supplier Environmental
Assessment 2016

Page number(s)Document

United Nations
Global Compact

p. 15–17

SR

Principle 8103-1 Explanation of the material topic and its Boundary

p. 54–55

SR

103-2 The management approach and its components

p. 40

SR

103-3 Evaluation of the management approach

p. 40

SR

401-1 New employee hires and employee turnover

p. 40

SR

401-2 Benefits provided to full-time employees that are not provided to temporary or part-time
employees

p. 41

SR

103-1 Explanation of the material topic and its Boundary

p. 54–55

SR

103-2 The management approach and its components

p. 41

SR

103-3 Evaluation of the management approach

p. 41

SR

402-1 Minimum notice periods regarding operational changes

p. 41

SR

103-1 Explanation of the material topic and its Boundary

p. 54–55

SR

103-2 The management approach and its components

p. 41–44SR

103-3 Evaluation of the management approachp. 41–44SR

403-2 Hazard identification, risk assessment, and incident investigation

p. 41–44SR

403-4 Worker participation, consultation, and communication on occupational health and safety

p. 41–44SR

403-5 Worker training on occupational health and safety

p. 41–44SR

403-9 Work-related injuries

p. 41–44

SR

Disclosure308-1 New suppliers that were screened using environmental criteria
GRI 400 Social Standards Series
E M P L OY M E N T

GRI 103: Management Approach 2016

GRI 401: Employment 2016

Principle 6

L A B O R - M A N A G E M E N T R E L AT I O N S
GRI 103: Management Approach 2016

GRI 402: Labor/Management Relations
2016

Principle 3

O C C U PAT I O N A L H E A LT H A N D S A F E T Y
GRI 103: Management Approach 2016

GRI 403: Occupational Health and
Safety 2016

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GRI Standard

Disclosure

United Nations
Global Compact

Page number(s)Document

103-1 Explanation of the material topic and its Boundary

p. 54–55

SR

103-2 The management approach and its components

p. 45–46SR

103-3 Evaluation of the management approachp. 45–46SR

404-1 Average hours of training per year per employee

p. 45–46SR

404-2 Programs for upgrading employee skills and transition assistance programsp. 45–46SR

404-3 Percentage of employees receiving regular performance and career development reviews

p. 45–46SR

103-1 Explanation of the material topic and its Boundary

p. 54–55

SR

103-2 The management approach and its components

p. 47–48

SR

103-3 Evaluation of the management approachp. 47–48SR

405-1 Diversity of governance bodies and employees

p. 47–48

SR

Principle 6405-2 Ratio of basic salary and remuneration of women to men

p. 47–48

SR

Principle 6103-1 Explanation of the material topic and its Boundary

p. 54–55

SR

103-2 The management approach and its components

p. 18–19SR

103-3 Evaluation of the management approachp. 18–19SR

406-1 Incidents of discrimination and corrective actions taken

p. 18–19SR

103-1 Explanation of the material topic and its Boundary

p. 54–55

SR

103-2 The management approach and its components

p. 49

SR

103-3 Evaluation of the management approach

p. 49

SR

T R A I N I N G A N D E D U C AT I O N
GRI 103: Management Approach 2016

GRI 404: Training and Education 2016

Principle 6

Principle 6

DIVERSIT Y AND EQUAL OPPORTUNIT Y
GRI 103: Management Approach 2016

GRI 405: diversity and Equal Opportunity
2016

N O N - D I S C R I M I N AT I O N
GRI 103: Management Approach 2016

GRI 406: Non-discrimination 2016

F R E E D O M O F A S S O C I AT I O N A N D C O L L E C T I V E B A R G A I N I N G
GRI 103: Management Approach 2016

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GRI Standard
GRI 407: Freedom of Association andCollective Bargaining 2016

Disclosure

Page number(s)Document

p. 49

SR

103-1 Explanation of the material topic and its Boundary

p. 54–55

SR

103-2 The management approach and its components

p. 49–50

SR

103-3 Evaluation of the management approachp. 49–50

SR

412-1 Operations that have been subject to human rights reviews or impact assessments

p. 49–50

SR

103-1 Explanation of the material topic and its Boundary

p. 54–55

SR

103-2 The management approach and its components

p. 15–17SR

103-3 Evaluation of the management approachp. 15–17SR

414-1 New suppliers that were screened using social criteria

p. 15–17SR

103-1 Explanation of the material topic and its Boundary

p. 54–55

SR

103-2 The management approach and its components

p. 50

SR

103-3 Evaluation of the management approach

p. 50

SR

415-1 Political contributions

p. 50

SR

103-1 Explanation of the material topic and its Boundary

p. 54–55

SR

103-2 The management approach and its components

p. 50

SR

103-3 Evaluation of the management approach

p. 50

SR

416-1 Assessment of the health and safety impacts of product and service categories

p. 50

SR

407-1 Operations and suppliers in which the right to freedom of association and collective
bargaining may be at risk

United Nations
Global Compact

HUMAN RIGHTS ASSESSMENTGRI 103: Management Approach 2016

GRI 412: Human Rights Assessment 2016

Principle 1

SUPPLIER SOCIAL ASSESSMENTGRI 103: Management Approach 2016

GRI 414: Supplier Social Assessment 2016

Principle 2

PUBLIC POLICYGRI 103: Management Approach 2016

GRI 415: Public Policy 2016

C U S T O M E R H E A LT H A N D S A F E T Y
GRI 103: Management Approach 2016

GRI 416: Customer Health and Safety 2016

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GRI Standard

Disclosure

Page number(s)Document

p. 50

SR

103-1 Explanation of the material topic and its Boundary

p. 54–55

SR

103-2 The management approach and its components

p. 51

SR

103-3 Evaluation of the management approach

p. 51

SR

417-1 Requirements for product and service information and labelling

p. 51

SR

417-2 Incidents of non-compliance concerning product and service information and labeling

p. 51

SR

103-1 Explanation of the material topic and its Boundary

p. 54–55

SR

103-2 The management approach and its components

p. 51

SR

103-3 Evaluation of the management approach

p. 51

SR

419-1 Non-compliance with laws and regulations in the social and economic area

p. 51

SR

416-2 Incidents of non-compliance concerning the health and safety impacts of products
and services

United Nations
Global Compact

MARKETING AND LABELINGGRI 103: Management Approach 2016

GRI 417: Marketing and Labeling 2016

SOCIOECONOMIC COMPLIANCE
GRI 103: Management Approach 2016

GRI 419: Socioeconomic compliance

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KEMIRA is a global leader in sustainable chemical solutions forwater intensive industries. We provide best suited products andexpertise to improve our customers’ product quality, process andresource efficiency. Our focus is on pulp & paper, water treatment
and energy industry. In 2021, Kemira had annual revenue of around
EUR 2.7 billion and around 5,000 employees. Kemira shares arelisted on the Nasdaq Helsinki Ltd.

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