SDGs Q&A Evonik and APRIL Q. How have the SDGs shaped your company’s sustainability journey and how deeply are they embedded today? Evonik We see the SDGs as a globally recognized reference point that helps us align our business with societal and governmental expectations. We prioritized four key goals several years ago – SDGs 3, 6, 12 and 13 – as they are particularly relevant to our operations and ambitions. These goals serve as a bridge between our sustainability strategy and the global agenda. That helps us stay connected to international priorities and provide information when we assess our portfolio and communicate our contributions. APRIL Our approach to the SDGs is built on the foundation of our Sustainable Forest Management Policy 2.0, launched in 2015, which includes commitments to no deforestation and financing for nature. When the SDGs emerged, we took the time to integrate them into our existing frameworks. This wasn’t immediately easy and we worked with external consultants to prioritize actions through detailed analysis, mapping topics where there was a high need and where we had a greater activity exposure, so we could identify areas of crossover where we could have the greatest impact. This process shaped our APRIL2030 sustainability goals, which are fully aligned with the SDGs. Q. As mandatory reporting frameworks like CSRD and ISSB take center stage, what role do the SDGs still play and how has that evolved? APRIL Rather than standing alone, we’ve fully integrated the SDGs into our goal-setting, reporting and KPIs, and our analysis ensures they continue to guide our overall approach. As regulatory demands grow, we’re looking to refocus our reporting on what really matters; and the SDGs serve as a key touchpoint for assessing alignment and ensuring consistency. EU regulations such as CSRD don’t apply directly to us, but the direction of travel is clear and we already view reporting aligned with these expectations as best practice. We’re constantly benchmarking against peers and see real value in focusing reporting on what truly drives a company’s agenda. For us, that still means grounding our efforts in the SDGs. Whether through KPIs, goals or the structure of our 2030 pillars, the SDGs remain a foundational piece for APRIL. Evonik We view regulatory frameworks, such as ESRS, and global frameworks, like the SDGs, as complementary. While ESRS provides a detailed European framework, we continue to see the SDGs as a global reference point that accompanies regulatory reporting. ESRS does not explicitly require the SDGs, but they embed many of the themes implicitly, allowing us to connect what is required compliance with the more global framework of the SDGs. That said, the focus on regulatory standards has made the SDGs slightly less prominent in day-to-day reporting. To manage growing complexity in the reporting landscape, we’ve adopted a “less is more” approach – streamlining our reporting around material topics and presenting information more clearly. Our report is now shorter and more structured, and selectively references the SDGs where there is a direct, meaningful link to the business. Since the SDGs were originally designed for national-level reporting, they provide a framework for aligning with the country’s development agenda. APRIL Q. Can you share any examples of how the SDGs have helped shape your partnerships or engagement with external stakeholders? Evonik In our experience, the SDGs remain a useful common language, especially when engaging external stakeholders or participating in broader discussions with communities, investors and others. While frameworks like ESRS are data-heavy, the SDGs offer a more intuitive and relatable approach. Even if not everyone knows all 17 goals by heart, they serve as a helpful tool in communicating our priorities and framing our contribution to sustainability in a way that resonates beyond compliance. APRIL Our experience is shaped by our context in Indonesia, where we operate as a land manager under government- issued concession licenses. One of our most important stakeholders is the Indonesian government. Since the SDGs were originally designed for national-level reporting, they provide a framework for aligning with the country’s development agenda. We remain highly attuned to where we can make meaningful contributions to national priorities and the SDGs continue to guide our support for government-led goals and demonstrate alignment at the national level. Q. Looking ahead, what role do you see the SDGs playing in your sustainability reporting and strategy and what advice would you offer to others reassessing their value? APRIL The SDGs will remain a key framework for us, helping connect our business to global priorities and improving the clarity and relevance of our reporting. That said, we’re facing complex questions about their future. In some ways, I’m optimistic – as a company, we’re doing well – but at a broader level, any retreat from the SDGs could create risks, especially in developing markets where business and policy priorities are closely connected. The SDGs remain a strong foundation for global guidance, but their standing may face challenges in the next five years. Evonik This raises a critical point. The SDGs – like the Millennium Development Goals before them – have served as a global framework that offers alignment across governments, companies and civil society. But with 2030 fast approaching, we face uncertainty about what comes next. In today’s shifting geopolitical context, there’s even less consensus than when the SDGs were first adopted. That makes collaboration and dialogue more important than ever. While we may not achieve every goal, the SDGs remain a guiding star. The challenge is to keep their spirit alive, even as perspectives and global dynamics evolve. The focus on regulatory standards has made the SDGs slightly less prominent in day-to-day reporting. To manage growing complexity in the reporting landscape, we’ve adopted a ‘less is more’ approach – streamlining our reporting around material topics and presenting information more clearly. Sabine Kuznik, Evonik Craig Tribolet Director of Sustainability and External Affairs APRIL In this discussion, Evonik and APRIL Group share how the SDGs continue to influence their strategy and reporting. They reflect on the evolving role of the SDGs amid increasing regulatory demands and the strategic value the framework continues to bring. Sabine Kuznik Head of Sustainability Relations Evonik Evonik goes beyond the boundaries of chemistry. Based in Germany, it is active in more than 100 countries. Its 32,000 employees are motivated to provide customers with a decisive competitive advantage, with tailormade products and solutions – to improve life, today and tomorrow. APRIL Group is a leading global producer of fibre, pulp, paper, viscose staple fibre, paperboard and tissue. APRIL manages forestry plantations in Sumatra and Kalimantan, and manufacturing facilities in Riau Province, Indonesia with more than 16,000 employees, and have more than 250 staff scientists to drive science-based approaches across its business operations. More about APRIL More about APRIL More about Evonik More about Evonik