Look, every new product we make needs to be more circular, functional and convenient than the existing product that it’s replacing. This is nuanced too. I mean there are certain things from a material science standpoint that obviously have to be met. But it’s also pretty simple in many ways. I’ve yet to ever have a customer say, “Hey, thanks for making that product that’s less sustainable, less convenient or functional.” They just won’t do it. They won’t put their customers into that. So that’s kind of the lens we put against and all these things are iterative to help us get better over time. And then the last one that I will put out there is that our multigenerational portfolio is really iterative to. And what I mean by that is if you think about things like KeelClip as an example, that product started over in Europe with carbonated soft drink.
And then it moved quickly to beer. And it also went to some food applications. And each time we did one of those, we learned some things different. In that particular case, we also made the machines that went into both those applications. Our Boardio product, which you saw out there started with infant formula. And now it’s gone to confectionery, gum, you see the Mentos out there as well as well as coffee. And again, Maggie will take you through that. And that’s really important. That iterative learning that we get there. And why it’s so important we have a big business in Europe and in the U.S. because those trends go back and forth, and we take that knowledge and we can do that a lot faster. And that’s what a leading consumer packaging company does, and that’s the company we have built.
Culture. Look, to be a leader in innovation, I can’t overemphasize the importance of culture. We’ve got an incredible team and we’ve done some really good work. But to stay the best, we’re going to have to continue to focus on our culture of safety, inclusion and take our customer focus to a whole new level. This is among my highest priorities as the CEO. We’ve set forward targets for this one as well. Zero life injuries is up first. Look, I’m proud of the safety record our company has. It’s by far one of the best in the industry, but we need to make it better. And that really starts with me and my executive leadership team and the tone and tenor we set from the top. We invest in well-run facilities. What we do is incredibly important, but it’s never important enough for someone not to go home hole at the end of the day.
That’s something we take real seriously. And as an investor in Graphic Packaging, you can rest assured that we do it the right way there. We also won’t really need — second bullet point here, 75% engagement score. So you say why is that important? It really comes down to the fact that, again, those 24,000 employees that we have, we have to have their very best every day. They come with ideas. We need them. We need them to get better. We need them to get better on safety. We need them to get better in terms of productivity. We need to get better in terms of innovation. And when we harness all of that and we can kind of bring that forward, they’re proud of what they do. They bring that energy to work. They’re part of a winning company and it’s infectious, and it really helps us drive our results.
So driving that is something that Elizabeth Spence, who is right there in the purple, who leads our HR organization. She and I work on all the time. So the other part of that, that I’ll also say is women in leadership is something that is really important for us at Graphic Packaging. Right now, our women leadership is around 25%. We’re going to take it up over 35% over this next 7 years. It’s an important element for us. We get a lot of — you think about what that’s like in my staff room, we have a staff meeting, and it’s kind of funny, and I joke about this sometimes is you look at women in terms of many family units out there. They’re the largest population in terms of making decisions around purchasing decisions as well as provisioning for families and they’re — the people that are part of their family.
And I’ll be railing on something I joke about and I say, this is — and I’ll look over and Elizabeth and Lauren and Maggie might be laughing like you really don’t work that way. And that’s important for me to know, and it’s important for all of our business to have insight like that because it helps us get better. It helps us stay very close to the consumer, and that’s insight that helps us drive our innovation. So it’s a big goal for us. Our ethnic diversity, we want to make sure that, that’s representative of what we see in the U.S. around 40%. And, we’ve made good progress on that over the last few years. We have more work to do. Some of our locations are harder than others, but this is an important goal. We want a very inclusive company and it’s one that, again, when we have that level of inclusivity and that diversity, we get better insights into what is going on in the marketplace and what we can do to take advantage of it to service customers better.
Last bullet point here is really enhancing the communities we operate in. This is really important. We’ve got 100 facilities around the globe. And what we want is that logo to mean something in each one of those towns. Of course, our employees are proud to work there. We want the community to be glad that Graphic Packaging is there. That — it’s seen and has a reputation as a safe, sustainable company that invests in its employees and in its facility. When we have a job opening, we want many people to apply because that’s a place where ultimately we want to — where they want to work. So that’s a key focus for us. We’ve made progress in this regard. We’re going to make more as part of our Vision 2030. Transitioning a little bit here to planet.
Consumers want more sustainable, functional and convenient packaging. I talked a little bit about that. And our brand owners and retailers know that we can deliver it, and so they’re coming to us more and more. Our commitment to you and to our customers is. And all our stakeholders is to steadily and measurably improve our environmental footprint of our consumer packaging. And really, as I said earlier, why is this so important? Because it’s not just the reductions that we’re driving in our business, but ultimately, what our customers need in order to hit their objectives and our goals our packaging helps them accomplish their goals and the commitments they’ve made out there. And that’s what a true consumer packaging company does that’s in a leadership position.
So a responsibility we take for — it’s a responsibility we take very seriously, and we’ve got a high level of confidence that we can hit the plans and targets when we roll out to you today. We have 4 targets for our footprint. First one up is the hit our SBTI targets. And you’re going to see Michelle take you through a very detailed look around exactly how we’re going to do that. And a big part of that for Graphic Packaging is the decarbonization effort of our wood manufacturing facilities. It’s about 75% of all the electricity that we make, as an example, comes from those operations. Right now, — that particular part of the business is around 67% we make our own. We’re going to take that number up over to 90%. And all that’s reflected the investment that’s required to do, that’s all reflected in the targets you’re going to see today.
We’re really excited about that. Again, that helps our customers hit their objectives. And as all of you know, the materials that we make tend to be some of the most recyclable out there. They start with trees, they go through our wood manufacturing facilities and then we’re able to recapture them anywhere between 5 and 10x. So it’s a circular loop that truly does have a sitting at the prominent spot on a circular economy, and that’s exciting. The remaining electricity that we don’t generate ourselves, we’re going to find ways, which is kind of a hedge, more than anything else, to buy renewable energy. There’s a lot of ways you can do that. We’re going to do it in Europe. We’re going to do it in the U.S., too. But the big part of it, I want you to walk away from Michelle will walk you through this is just how we’re going to do this ourselves with our biggest spend, which is at our wood fiber manufacturing mills.
We’re also going to ensure that 100% of all the fiber that we use is — goes through a sustainably sourced methodology. This one, I’ve got a lot of passion around. I actually sit on the sustainable forestry initiative or SFI. Some of you are familiar with that. I’ve been the Chair of that for last couple of years. Making sure that we can ensure and represent and certify to all of our customers that you can use our material, you can feel good about it and your end-use consumer can really feel good about what they’re doing is critical for our business. We’re very passionate around that, and it’s something that we’re really not only for ourselves but for the entire industry, take a leadership role in to make sure that they can feel good about them because it’s a great story.
We need to make sure no one tarnishes it, and that’s what we’re all about at Graphic. Okay. Talk a little bit about results. What I can tell you about this is that with Vision 2030, we’re going to bring the full force of what we built here to be able to — whether it’s innovation capabilities, our manufacturing capabilities, our execution capabilities to bear for customers. And ultimately, the end-use consumers that use them. And I believe we can actually compete with the very best consumer packaging companies in the world, for sure. For our shareholders, and Steve will talk about some of the specific financial goals, what you can count on from us is that through all economic cycles, you can expect strong financial results. I think the last few years have really demonstrated our ability to be able to do that.
The moves we’re making, we announced last night, and we’ll go forward here today. We’ll further build on that. And again, our portfolio will move with the consumer, and so it will reflect that balance and that consistency of the results. So if one side of the business is down, the other side of the business is performing well, that’s the balance we sought. That’s the companies we built the company we built, and it will be reflected in our results. That again is what it means to be a true consumer packaging company and a leader in that market. Finally, we’re going to prioritize our people and our investment in our people because that’s how we’ll stay on top. We have the company we need today to run it is here. And we’re going to bring out some of these investments we’re making in people and our sustainability and innovation process in a way that I think will give you more confidence that we can really do all the things that we’re saying and hit this ambitious set of targets that we’ve rolled out as part of Vision 2030.
