Strategy, business model and value chain

Heinzel Group’s value chain is divided into three parts: the upstream value chain, the group’s own operations, and the downstream value chain. In 2025, the company’s business model remained unchanged, with no significant structural changes. The company continues to focus on its core activities: the production and global trade of pulp, paper, and sawn timber. Within this framework, Europapier focused on diversifying its product portfolio, while heinzelsales explored expanding its geographic reach. These developments support the group’s long-term strategy without altering its fundamental business model.Most important partners (upstream value chain):Heinzel Group processes raw materials into pulp, packaging paper, and sawn timber at its production sites. The company reduces its use of primary raw materials and contributes to the circular economy by integrating recovered paper into its production process. Additionally, Heinzel Group generates renewable energy from its own plants to reduce dependence on external energy suppliers and strengthen supply security.Key customer segments (downstream value chain):The main customer segments include the paper and processing industries, such as converters, printers, and packaging manufacturers. By trading its own and third-party products, Heinzel Group increases its market presence and expands its product portfolio to meet a wide range of customer needs.End-of-life:Heinzel Group’s produced products are primarily uncoated packaging paper designed for high-quality recycling. Where adequate recycling infrastructure is not available, the kraft paper grades are also compostable (as subsequent converting steps may alter the characteristics of the base paper, the actual endoflife options can vary depending on the final product configuration).Further details about Heinzel Group’s business model can be found in the chapters Product Portfolio and Heinzel Group companies ; details about the strategy are described in the chapter Strategy 2030 .