Toilet Paper Market by Type (Folded, Rolled), Ply (One Ply, Three Ply, Two Ply), Material, End User, Distribution Channel - Global Forecast 2025-2032
Description
The Tofu Market was valued at USD 3.48 billion in 2024 and is projected to grow to USD 3.66 billion in 2025, with a CAGR of 5.18%, reaching USD 5.22 billion by 2032.
A strategic introduction that frames how consumer preferences, distribution evolution, and supply considerations are reshaping the tofu landscape for industry decision makers
The tofu sector sits at the intersection of culinary tradition and contemporary dietary transitions, shaped by consumer demand for plant-forward nutrition, sustainability credentials, and convenience. Over recent years, tofu has evolved from a niche ingredient predominantly associated with specific cuisines into a mainstream protein option incorporated across retail assortments, foodservice menus, and value-added applications. Consequently, stakeholders from ingredient suppliers to retailers must appreciate the multiple vectors of change influencing product design, distribution, and brand positioning.
This introduction frames the core dynamics that the remainder of this executive summary addresses: shifting consumer preferences toward plant-based proteins, the role of quality and provenance in purchase decisions, the accelerating role of digital channels in discovery and fulfillment, and the operational pressures exerted by input sourcing and regulatory developments. By grounding subsequent sections in these dynamics, readers can connect strategic priorities with practical operational adjustments and anticipate where competitive advantage is most likely to emerge in the near to mid term.
How evolving consumer expectations, channel innovation, and supply chain modernization are driving strategic shifts and competitive reorientation across the tofu sector
Several transformative shifts are redefining competitive advantage across the tofu landscape, and these changes demand adaptive strategies from manufacturers, distributors, and foodservice operators alike. First, consumer expectations now prioritize transparent ingredient sourcing and clean labels, which has pushed producers to invest in traceability systems and to highlight attributes such as organic and non-GMO provenance. As a result, product innovation has moved beyond texture and flavor to encompass certification, farming practices, and packaging that signals sustainability.
In addition, retail and foodservice channels are evolving in tandem. Convenience-driven formats and ready-to-eat tofu preparations are gaining traction, while online retail continues to change discovery, trial, and replenishment dynamics. Meanwhile, ingredient suppliers and co-manufacturers are leveraging automation and improved cold chain logistics to reduce spoilage and increase throughput. Finally, regulatory and trade environments are influencing sourcing strategies and risk management, prompting a more regionalized approach to procurement in order to manage cost volatility and ensure continuity of supply. Together, these shifts are prompting cross-functional investments in quality, transparency, and agility to maintain relevance and growth.
Assessment of how tariff adjustments and trade policy developments through 2025 have reshaped sourcing, pricing pressure, and supply resilience across tofu supply chains
Tariff actions imposed by the United States and retaliatory measures elsewhere have created a layered set of operational and strategic consequences for tofu value chains through 2025. Import duties and adjustments to tariff classifications have increased the complexity of sourcing decisions for soybean-derived ingredients, packaging materials, and finished products, which in turn has amplified the importance of diversified supplier networks and nearshoring strategies.
Consequently, many manufacturers have reevaluated procurement pathways and invested in alternate sourcing to mitigate exposure to trade policy volatility. In parallel, retailers and foodservice operators have faced margin pressure that has often been absorbed through a combination of selective price adjustments, reformulated SKUs using domestically sourced inputs, and increased promotion of higher-margin prepared tofu items. Moreover, tariffs have accelerated strategic dialogues around vertical integration and contractual supply commitments, as firms prioritize supply certainty and cost predictability. Finally, these policy-induced frictions have highlighted the critical role of continuous scenario planning and agile commercial contracting to preserve operational resilience and maintain consumer trust.
Segment-driven insights that reveal how product textures, distribution routes, sourcing attributes, and application demands collectively inform portfolio and operational prioritization
Insightful segmentation clarifies where demand and operational priorities diverge across product, channel, source, and application. Based on Product Type, market is studied across Extra Firm, Firm, Silken, and Soft, and each texture category presents different formulation, shelf-life, and processing requirements that influence manufacturing investments and distribution choices. Based on Distribution Channel, market is studied across Convenience Stores, Online Retail, Specialty Stores, and Supermarket Hypermarket, and the route-to-consumer shapes packaging size, promotional cadence, and fulfillment capabilities, with online channels favoring multi-pack and longer-shelf-life SKUs while convenience channels prioritize single-serve and immediate consumption formats. Based on Source, market is studied across Conventional, Non Gmo, and Organic, and source segmentation drives procurement strategies, certification costs, and consumer messaging; premiumization opportunities often align with certified non-GMO and organic attributes. Based on Application, market is studied across Food Service and Retail, and the Food Service is further studied across Full Service Restaurants, Institutional Catering, and Quick Service Restaurants, with each sub-application imposing distinct requirements for format, supply frequency, and customization.
Taken together, these segmentation lenses enable firms to tailor product portfolios, operational footprints, and go-to-market plays. For example, firms prioritizing the Extra Firm category for institutional catering will emphasize cost-effective bulk packaging and stable texture under extended holding conditions, whereas brands targeting Silken variants for online retail will prioritize protective packaging and clear preparation guidance. In turn, source-based positioning-conventional versus non-GMO or organic-helps signal quality and justify price differentials to distinct consumer cohorts. Therefore, a multidimensional segmentation strategy helps managers allocate capital and marketing focus where product attributes align with channel mechanics and end-use requirements.
A regional analysis highlighting how consumer behavior, regulatory regimes, and logistics realities vary across the Americas, Europe Middle East and Africa, and Asia Pacific and shape strategic choices
Regional dynamics vary significantly and shape both commercial strategies and supply logistics across the Americas, Europe, Middle East & Africa, and Asia-Pacific. In the Americas, consumption patterns are increasingly influenced by mainstreaming of plant-forward diets, growth in prepared convenience foods, and retailers’ willingness to support private-label tofu innovations, which in turn calls for localized supply resilience and strong retail partnerships. Conversely, Europe, Middle East & Africa exhibits pronounced regulatory emphasis on labeling and provenance combined with growing demand for organic and non-GMO products; manufacturers operating here must navigate diverse regulatory regimes while leveraging regional processing hubs to serve differentiated consumer segments.
Meanwhile, Asia-Pacific remains the most mature demand center for traditional formats and also the fastest adopter of novel tofu-based convenience formats; this region therefore acts both as a manufacturing base and an innovation incubator. Across regions, logistical considerations such as cold-chain capacity, packaging waste regulations, and tariff exposure determine where companies choose to locate processing and packaging assets. Consequently, regional strategies that balance local consumer preferences with supply chain pragmatism and regulatory compliance are essential for sustained commercial performance.
How top-tier manufacturers, co-manufacturers, and channel partners are structuring innovation, sourcing, and partnership strategies to secure advantage and mitigate operational risk
Leading companies in the tofu value chain are pursuing differentiated approaches to capture value and mitigate operational risk. Some manufacturers emphasize product innovation through texture engineering and flavor extensions to expand applicability beyond traditional recipes, while others focus on premium sourcing claims such as organic and non-GMO to command trust among health-conscious consumers. In parallel, certain players are investing in scale efficiencies and cold-chain modernization to reduce unit costs and achieve consistent quality across broader geographies.
Partnerships with retailers and foodservice operators have become another critical lever; strategic alliances enable quicker placement of new formats into test-and-learn programs and facilitate joint merchandising investments that amplify trial. Additionally, contract manufacturing and private-label arrangements have expanded as retailers seek agility and cost control. Finally, the most resilient organizations implement integrated risk management practices that marry procurement diversification with scenario-based commercial planning, thereby protecting margins and ensuring continuity in the face of supply disruptions or policy shifts.
Actionable recommendations for executives to strengthen provenance, align portfolios with channel dynamics, diversify sourcing, and embed agile planning across functions
Industry leaders should pursue a set of coordinated actions that strengthen resilience while unlocking growth opportunities. First, prioritize provenance and certification pathways for ingredients to meet consumer demands for transparency; this entails formalizing supplier audits and investing in traceability technologies that can be communicated clearly at point of sale. Second, advance product portfolio segmentation so that texture, format, and source attributes align precisely with channel mechanics; this will reduce waste, improve margins, and accelerate adoption in targeted channels.
Third, diversify sourcing geographically and consider nearshoring options to reduce exposure to trade policy swings, while also negotiating flexible contracts that allow volume rebalancing. Fourth, accelerate digital commerce capabilities including direct-to-consumer fulfillment and data-driven assortment optimization to capture trial and repeat purchase behavior. Fifth, engage foodservice partners with co-developed formats and service-level agreements that reflect high-frequency replenishment needs. Finally, embed continuous scenario planning and cross-functional decision frameworks so that procurement, operations, and commercial teams can act swiftly when external conditions shift, thereby preserving both supply continuity and customer trust.
A methodological overview explaining the integrated primary and secondary approach, segmentation inquiry, regional validation, and quality controls used to derive actionable industry insights
The research underpinning this executive summary combined qualitative and quantitative techniques to ensure a balanced and verifiable view of industry dynamics. Primary interviews with industry participants, including manufacturers, co-packers, retail buyers, and foodservice operators, provided firsthand perspectives on operational constraints and commercial priorities, while secondary analysis of trade publications, regulatory documentation, and logistics datasets informed contextual validation and trend identification. Data triangulation across these sources helped reconcile anecdotal insights with observable shifts in channel behavior and procurement patterns.
In addition, the approach included segmentation-based inquiry to assess how product type, distribution channel, source, and application influence strategy and operations. Regional analyses incorporated logistical and regulatory variables to explain differences in commercial tactics. Finally, quality controls included expert review and internal consistency checks to verify that findings are actionable and grounded in verifiable industry practices rather than conjecture.
A concluding synthesis that underscores the imperative to align product differentiation, proven sourcing, and channel strategies to secure durable competitive advantage across the tofu value chain
In conclusion, the tofu sector is entering a phase in which product differentiation, transparent sourcing, and channel-aligned packaging will determine competitive positioning. While consumer demand for plant-based proteins creates broad opportunity, the specific pathways to success depend on a firm’s ability to match product attributes with distribution mechanics and to manage sourcing risk proactively. Moreover, trade policy dynamics and evolving logistics demands mean that agility and diversified procurement will remain central to operational resilience.
Consequently, stakeholders that invest in traceability, pursue targeted portfolio segmentation, and strengthen partnerships across retail and foodservice channels are best positioned to capture sustainable value. By synthesizing product, channel, source, and regional considerations into a coherent strategic plan, firms can convert current market dynamics into long-term advantage and ensure readiness for evolving consumer and regulatory expectations.
Note: PDF & Excel + Online Access - 1 Year
A strategic introduction that frames how consumer preferences, distribution evolution, and supply considerations are reshaping the tofu landscape for industry decision makers
The tofu sector sits at the intersection of culinary tradition and contemporary dietary transitions, shaped by consumer demand for plant-forward nutrition, sustainability credentials, and convenience. Over recent years, tofu has evolved from a niche ingredient predominantly associated with specific cuisines into a mainstream protein option incorporated across retail assortments, foodservice menus, and value-added applications. Consequently, stakeholders from ingredient suppliers to retailers must appreciate the multiple vectors of change influencing product design, distribution, and brand positioning.
This introduction frames the core dynamics that the remainder of this executive summary addresses: shifting consumer preferences toward plant-based proteins, the role of quality and provenance in purchase decisions, the accelerating role of digital channels in discovery and fulfillment, and the operational pressures exerted by input sourcing and regulatory developments. By grounding subsequent sections in these dynamics, readers can connect strategic priorities with practical operational adjustments and anticipate where competitive advantage is most likely to emerge in the near to mid term.
How evolving consumer expectations, channel innovation, and supply chain modernization are driving strategic shifts and competitive reorientation across the tofu sector
Several transformative shifts are redefining competitive advantage across the tofu landscape, and these changes demand adaptive strategies from manufacturers, distributors, and foodservice operators alike. First, consumer expectations now prioritize transparent ingredient sourcing and clean labels, which has pushed producers to invest in traceability systems and to highlight attributes such as organic and non-GMO provenance. As a result, product innovation has moved beyond texture and flavor to encompass certification, farming practices, and packaging that signals sustainability.
In addition, retail and foodservice channels are evolving in tandem. Convenience-driven formats and ready-to-eat tofu preparations are gaining traction, while online retail continues to change discovery, trial, and replenishment dynamics. Meanwhile, ingredient suppliers and co-manufacturers are leveraging automation and improved cold chain logistics to reduce spoilage and increase throughput. Finally, regulatory and trade environments are influencing sourcing strategies and risk management, prompting a more regionalized approach to procurement in order to manage cost volatility and ensure continuity of supply. Together, these shifts are prompting cross-functional investments in quality, transparency, and agility to maintain relevance and growth.
Assessment of how tariff adjustments and trade policy developments through 2025 have reshaped sourcing, pricing pressure, and supply resilience across tofu supply chains
Tariff actions imposed by the United States and retaliatory measures elsewhere have created a layered set of operational and strategic consequences for tofu value chains through 2025. Import duties and adjustments to tariff classifications have increased the complexity of sourcing decisions for soybean-derived ingredients, packaging materials, and finished products, which in turn has amplified the importance of diversified supplier networks and nearshoring strategies.
Consequently, many manufacturers have reevaluated procurement pathways and invested in alternate sourcing to mitigate exposure to trade policy volatility. In parallel, retailers and foodservice operators have faced margin pressure that has often been absorbed through a combination of selective price adjustments, reformulated SKUs using domestically sourced inputs, and increased promotion of higher-margin prepared tofu items. Moreover, tariffs have accelerated strategic dialogues around vertical integration and contractual supply commitments, as firms prioritize supply certainty and cost predictability. Finally, these policy-induced frictions have highlighted the critical role of continuous scenario planning and agile commercial contracting to preserve operational resilience and maintain consumer trust.
Segment-driven insights that reveal how product textures, distribution routes, sourcing attributes, and application demands collectively inform portfolio and operational prioritization
Insightful segmentation clarifies where demand and operational priorities diverge across product, channel, source, and application. Based on Product Type, market is studied across Extra Firm, Firm, Silken, and Soft, and each texture category presents different formulation, shelf-life, and processing requirements that influence manufacturing investments and distribution choices. Based on Distribution Channel, market is studied across Convenience Stores, Online Retail, Specialty Stores, and Supermarket Hypermarket, and the route-to-consumer shapes packaging size, promotional cadence, and fulfillment capabilities, with online channels favoring multi-pack and longer-shelf-life SKUs while convenience channels prioritize single-serve and immediate consumption formats. Based on Source, market is studied across Conventional, Non Gmo, and Organic, and source segmentation drives procurement strategies, certification costs, and consumer messaging; premiumization opportunities often align with certified non-GMO and organic attributes. Based on Application, market is studied across Food Service and Retail, and the Food Service is further studied across Full Service Restaurants, Institutional Catering, and Quick Service Restaurants, with each sub-application imposing distinct requirements for format, supply frequency, and customization.
Taken together, these segmentation lenses enable firms to tailor product portfolios, operational footprints, and go-to-market plays. For example, firms prioritizing the Extra Firm category for institutional catering will emphasize cost-effective bulk packaging and stable texture under extended holding conditions, whereas brands targeting Silken variants for online retail will prioritize protective packaging and clear preparation guidance. In turn, source-based positioning-conventional versus non-GMO or organic-helps signal quality and justify price differentials to distinct consumer cohorts. Therefore, a multidimensional segmentation strategy helps managers allocate capital and marketing focus where product attributes align with channel mechanics and end-use requirements.
A regional analysis highlighting how consumer behavior, regulatory regimes, and logistics realities vary across the Americas, Europe Middle East and Africa, and Asia Pacific and shape strategic choices
Regional dynamics vary significantly and shape both commercial strategies and supply logistics across the Americas, Europe, Middle East & Africa, and Asia-Pacific. In the Americas, consumption patterns are increasingly influenced by mainstreaming of plant-forward diets, growth in prepared convenience foods, and retailers’ willingness to support private-label tofu innovations, which in turn calls for localized supply resilience and strong retail partnerships. Conversely, Europe, Middle East & Africa exhibits pronounced regulatory emphasis on labeling and provenance combined with growing demand for organic and non-GMO products; manufacturers operating here must navigate diverse regulatory regimes while leveraging regional processing hubs to serve differentiated consumer segments.
Meanwhile, Asia-Pacific remains the most mature demand center for traditional formats and also the fastest adopter of novel tofu-based convenience formats; this region therefore acts both as a manufacturing base and an innovation incubator. Across regions, logistical considerations such as cold-chain capacity, packaging waste regulations, and tariff exposure determine where companies choose to locate processing and packaging assets. Consequently, regional strategies that balance local consumer preferences with supply chain pragmatism and regulatory compliance are essential for sustained commercial performance.
How top-tier manufacturers, co-manufacturers, and channel partners are structuring innovation, sourcing, and partnership strategies to secure advantage and mitigate operational risk
Leading companies in the tofu value chain are pursuing differentiated approaches to capture value and mitigate operational risk. Some manufacturers emphasize product innovation through texture engineering and flavor extensions to expand applicability beyond traditional recipes, while others focus on premium sourcing claims such as organic and non-GMO to command trust among health-conscious consumers. In parallel, certain players are investing in scale efficiencies and cold-chain modernization to reduce unit costs and achieve consistent quality across broader geographies.
Partnerships with retailers and foodservice operators have become another critical lever; strategic alliances enable quicker placement of new formats into test-and-learn programs and facilitate joint merchandising investments that amplify trial. Additionally, contract manufacturing and private-label arrangements have expanded as retailers seek agility and cost control. Finally, the most resilient organizations implement integrated risk management practices that marry procurement diversification with scenario-based commercial planning, thereby protecting margins and ensuring continuity in the face of supply disruptions or policy shifts.
Actionable recommendations for executives to strengthen provenance, align portfolios with channel dynamics, diversify sourcing, and embed agile planning across functions
Industry leaders should pursue a set of coordinated actions that strengthen resilience while unlocking growth opportunities. First, prioritize provenance and certification pathways for ingredients to meet consumer demands for transparency; this entails formalizing supplier audits and investing in traceability technologies that can be communicated clearly at point of sale. Second, advance product portfolio segmentation so that texture, format, and source attributes align precisely with channel mechanics; this will reduce waste, improve margins, and accelerate adoption in targeted channels.
Third, diversify sourcing geographically and consider nearshoring options to reduce exposure to trade policy swings, while also negotiating flexible contracts that allow volume rebalancing. Fourth, accelerate digital commerce capabilities including direct-to-consumer fulfillment and data-driven assortment optimization to capture trial and repeat purchase behavior. Fifth, engage foodservice partners with co-developed formats and service-level agreements that reflect high-frequency replenishment needs. Finally, embed continuous scenario planning and cross-functional decision frameworks so that procurement, operations, and commercial teams can act swiftly when external conditions shift, thereby preserving both supply continuity and customer trust.
A methodological overview explaining the integrated primary and secondary approach, segmentation inquiry, regional validation, and quality controls used to derive actionable industry insights
The research underpinning this executive summary combined qualitative and quantitative techniques to ensure a balanced and verifiable view of industry dynamics. Primary interviews with industry participants, including manufacturers, co-packers, retail buyers, and foodservice operators, provided firsthand perspectives on operational constraints and commercial priorities, while secondary analysis of trade publications, regulatory documentation, and logistics datasets informed contextual validation and trend identification. Data triangulation across these sources helped reconcile anecdotal insights with observable shifts in channel behavior and procurement patterns.
In addition, the approach included segmentation-based inquiry to assess how product type, distribution channel, source, and application influence strategy and operations. Regional analyses incorporated logistical and regulatory variables to explain differences in commercial tactics. Finally, quality controls included expert review and internal consistency checks to verify that findings are actionable and grounded in verifiable industry practices rather than conjecture.
A concluding synthesis that underscores the imperative to align product differentiation, proven sourcing, and channel strategies to secure durable competitive advantage across the tofu value chain
In conclusion, the tofu sector is entering a phase in which product differentiation, transparent sourcing, and channel-aligned packaging will determine competitive positioning. While consumer demand for plant-based proteins creates broad opportunity, the specific pathways to success depend on a firm’s ability to match product attributes with distribution mechanics and to manage sourcing risk proactively. Moreover, trade policy dynamics and evolving logistics demands mean that agility and diversified procurement will remain central to operational resilience.
Consequently, stakeholders that invest in traceability, pursue targeted portfolio segmentation, and strengthen partnerships across retail and foodservice channels are best positioned to capture sustainable value. By synthesizing product, channel, source, and regional considerations into a coherent strategic plan, firms can convert current market dynamics into long-term advantage and ensure readiness for evolving consumer and regulatory expectations.
Note: PDF & Excel + Online Access - 1 Year
Table of Contents
187 Pages
- 1. Preface
- 1.1. Objectives of the Study
- 1.2. Market Segmentation & Coverage
- 1.3. Years Considered for the Study
- 1.4. Currency
- 1.5. Language
- 1.6. Stakeholders
- 2. Research Methodology
- 3. Executive Summary
- 4. Market Overview
- 5. Market Insights
- 5.1. Consumers increasingly choose bamboo fiber toilet paper with sustainable production credentials
- 5.2. Subscription based models drive personalized toilet paper delivery services
- 5.3. Major brands investing in resin to pulp recycling technologies to stabilize costs and meet circular economy goals
- 5.4. Direct to consumer online brands leverage social media influencers to market
- 5.5. Rising raw material price volatility forces manufacturers to explore alternative fiber blends
- 5.6. Eco conscious consumers drive demand for plastic free packaging and compostable toilet paper
- 5.7. Innovations in antibacterial and fragrance infused toilet paper appeal to hygiene focused household
- 5.8. Smart packaging technologies allow real time tracking of toilet paper inventory for retailers and distributors
- 5.9. Growing consumer demand for plastic free packaging and compostable toilet paper reshapes industry packaging norms
- 5.10. Toilet paper producers diversify fiber sources amid raw material price volatility to secure supply and margins
- 6. Cumulative Impact of United States Tariffs 2025
- 7. Cumulative Impact of Artificial Intelligence 2025
- 8. Toilet Paper Market, by Type
- 8.1. Folded
- 8.2. Rolled
- 9. Toilet Paper Market, by Ply
- 9.1. One Ply
- 9.2. Three Ply
- 9.3. Two Ply
- 10. Toilet Paper Market, by Material
- 10.1. Bamboo Fiber
- 10.2. Recycled Pulp
- 10.3. Virgin Pulp
- 11. Toilet Paper Market, by End User
- 11.1. Commercial
- 11.1.1. Education
- 11.1.2. Healthcare
- 11.1.3. Hospitality
- 11.1.4. Office
- 11.2. Residential
- 11.2.1. Multi Family
- 11.2.2. Single Family
- 12. Toilet Paper Market, by Distribution Channel
- 12.1. Offline
- 12.1.1. Convenience Store
- 12.1.2. Hypermarket Supermarket
- 12.2. Online
- 13. Toilet Paper Market, by Region
- 13.1. Americas
- 13.1.1. North America
- 13.1.2. Latin America
- 13.2. Europe, Middle East & Africa
- 13.2.1. Europe
- 13.2.2. Middle East
- 13.2.3. Africa
- 13.3. Asia-Pacific
- 14. Toilet Paper Market, by Group
- 14.1. ASEAN
- 14.2. GCC
- 14.3. European Union
- 14.4. BRICS
- 14.5. G7
- 14.6. NATO
- 15. Toilet Paper Market, by Country
- 15.1. United States
- 15.2. Canada
- 15.3. Mexico
- 15.4. Brazil
- 15.5. United Kingdom
- 15.6. Germany
- 15.7. France
- 15.8. Russia
- 15.9. Italy
- 15.10. Spain
- 15.11. China
- 15.12. India
- 15.13. Japan
- 15.14. Australia
- 15.15. South Korea
- 16. Competitive Landscape
- 16.1. Market Share Analysis, 2024
- 16.2. FPNV Positioning Matrix, 2024
- 16.3. Competitive Analysis
- 16.3.1. Procter & Gamble Company
- 16.3.2. KIMBERLY-CLARK CORPORATION
- 16.3.3. Essity AB
- 16.3.4. Georgia-Pacific LLC by Koch, Inc.
- 16.3.5. Unicharm Corporation
- 16.3.6. Sofidel S.p.A.
- 16.3.7. Hengan International Group Company Limited
- 16.3.8. First Quality Enterprises, LLC.
- 16.3.9. C&S Paper Co., Ltd.
- 16.3.10. Absormex CMPC Tissue S.A. de CV
- 16.3.11. Beeta Machines Pvt. Ltd.
- 16.3.12. Caprice Paper Products Pty. Ltd.
- 16.3.13. Asia Pulp & Paper Group (APP)
- 16.3.14. Cascades Tissue Group
- 16.3.15. Empresas CMPC S.A.
- 16.3.16. Hanke Tissue Sp. z o.o.
- 16.3.17. Kruger Inc.
- 16.3.18. Oji Holdings Corporation.
- 16.3.19. SUZANO S.A.
- 16.3.20. WEPA Hygieneprodukte GmbH
- 16.3.21. Lucart S.p.A.
- 16.3.22. Nippon Paper Industries Co., Ltd.
- 16.3.23. Hayat Kimya A.S.
- 16.3.24. Stora Enso Oyj
- 16.3.25. Metsä Group
- 16.3.26. ABC Tissue Pty. Ltd.
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