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Product cover image for UPM’s -30 by 30: Tracing Its Scope 3 Reduction Journey

UPM’s -30 by 30: Tracing Its Scope 3 Reduction Journey

Jacqueline Pereira Mundkur, Kishore Gangwani

Product #:W47722
Supplier:MDI/Ivey
Discipline:Marketing, Strategy
Setting:Finland, 2024
Details:Case (PDF) • 16 pages • 2026-03-18

Subjects:

Sales and marketingStrategyMarketingEnvironmental sustainability

Industries:

Fabrication and manufacturing

Geography:

FinlandEurope
Your Price:$10.54

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UPM-Kymmene Corporation (UPM), headquartered in Helsinki, Finland, established the -30 by 30 program, which targeted a 30 per cent reduction in scope 3 emissions by 2030. In December 2024, Kimmo Ståhlberg, director of supplier quality and sustainability, was conscious that the halfway mark to 2030 had passed. While UPM’s six business areas (BAs) had embraced its scopes 1 and 2 emissions-reduction programs, motivating them to commit to the -30 by 30 program was more complex. The BAs needed to achieve consistency across suppliers and proactively take operational ownership to enable UPM’s team to concentrate on supporting a more strategic future-fit framework. Ståhlberg considered how UPM could further motivate stakeholders, build momentum, and achieve program goals.

Learning Objectives

This case study can be taught in various ways depending on the instructor’s chosen pedagogical approach. It can be used in an undergraduate or first-year master of business administration (MBA) program’s strategy courses or marketing strategies in both the Core MBA or Executive MBA programs. It will enhance student understanding of how strategic vision is translated on the ground, particularly in less-influenceable contexts; the need for a planned approach; how creative solutioning can be deployed; and how not every effort may necessarily be reflected in outcomes. The case can also be used to highlight that influencing internal and external stakeholders requires different approaches. It draws attention to the challenges and opportunities in UPM’s global model and its potential to deliver on climate-related expectations.

By working through the case and assignment questions, students will have the opportunity to do the following:
  • Understand how operating teams’ experiences mould motivations and influence their subsequent approaches to adopting strategic and centrally driven sustainability programs, and the managerial implications that result.
  • Evaluate how the application of Rogers’s (1962) diffusion of innovations theory could support a better understanding of the implementation challenges associated with scope 3 emissions-reduction programs.
  • Assimilate and analyze the early-stage outcomes of the scope 3 emissions-reduction programs to identify and develop new areas of opportunity.
  • Evaluate how companies could use their environmentally conscious actions and investments to build positive opinions and potentially enhance brand equity and buy-in in the eyes of its external stakeholders, such as customers and suppliers.
  • Synthesize options available to companies at a strategic level to propel the program in the future toward the achievement of goals and deep-rooted transformation.
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Case Study: UPM’s -30 by 30: Tracing Its Scope 3 Reduction Journey (English version) | Ivey Publishing