Stora Enso’s impact on its stakeholders’ economic capacity can be transmitted in various ways.
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Monetary flows are the most direct pathways for impacts, and provide an indication of the scale of the relationship between Stora Enso and various stakeholders.
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Stora Enso’s operations also have many more intangible impacts, such as increased knowledge and networking.
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Other economic performance indicators include measures related to impacts on the economic risk levels of stakeholders.
Stora Enso creates value for its stakeholders in different forms. The value added distribution statement shows how value added by Stora Enso is generated and distributed between various stakeholders.
Distribution of added value among stakeholders
| Generation of value added |
2004
EUR
million |
% of
net
sales |
2003
EUR
million |
% of
net
sales |
| Customers |
+ Sales |
12 395.8 |
100 |
12 172.3 |
100 |
| Suppliers |
- Purchases |
8 580.4 |
69 |
8 202.9 |
67 |
| |
= Value added |
3 815.4 |
31 |
3 969.4 |
33 |
| Distribution of value added |
| Employees |
- Personnel expenses |
1 937.3 |
16 |
2 297.6 |
19 |
| Shareholders |
- Dividends paid |
375.7 |
3 |
387.7 |
3 |
| Creditors |
- Net financial items |
106.0 |
1 |
237.7 |
2 |
| Public sector |
- Taxes |
-108.8 |
-1 |
67.0 |
1 |
| |
= Retained earnings |
1 505.2 |
12 |
979.4 |
8 |
