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Global paper and paperboard consumption 2021-2032

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Responding to productivity improvement challenges in pulp and paper

Productivity in the paper industry 1 Productivity is defined as volume produced relative to resources used. peaked in 2018 and has swiftly declined in the following years (Exhibit 1). Even with various improvements in 2021, productivity is still 8 percent lower than it was in 2016. Therefore, it is crucial for pulp and paper companies to track the main drivers of productivity for their assets and focus on initiatives to increase sustainable productivity increases over the long term.

The PaperLens Index (PLI) offers insights into the industry’s main productivity drivers. The index gathers data from the latest public company reports and websites of 59 major global players in the pulp and paper industry, which is then supplemented by proprietary data sources. 2 The PLI used Fastmarket RISI and Fisher International as sources. The index uses this data to analyze how material of different grades is produced and with what level of resources. Resources include property, plant, and equipment (PP&E) capital; operating expenditures; and human resources. These factors are weighted based on their importance. As a result, the index not only minimizes the influence of grades and product prices by excluding revenues but also considers the cost inflation that pulp and paper companies are facing.

It is crucial for pulp and paper companies to track the main drivers of productivity for their assets and focus on initiatives to increase sustainable productivity increases over the long term.

Using analysis from the PLI, the productivity peak in 2018 can be explained by a combination of reduced PP&E companies value and a constant increase in the total material produced. After 2018 and until 2020, substantial increases in capital, operational expenditures, and human resources have not resulted in a proportional increase in production (Exhibit 2). This means additional tonnage increases are arriving at disproportionally high capital and operating costs.

In 2021, pulp and paper players slightly increased productivity despite lower production by keeping both PP&E and operational expenditures under control. However, growth in the workforce has limited a larger increase in productivity.

Although the PLI shows a general decline in productivity of 8 percent since 2016, 19 companies among the 59 analyzed increased their PLI scores in this time frame (Exhibit 3). These 19 companies can be categorized within two groups:

• Group one includes companies that have newer technology in their mills as well as production volume growth alongside unit cost decreases. These companies benefit from the latest digital manufacturing technologies, which translate into higher productivity performance.
• Group two includes companies that have less advanced technology in their mills. In these companies, production volume is stable or decreasing (sometimes through asset divestments) while both unit and total costs are reducing. For companies in this group, initiatives in operational excellence and cost control help maintain a high level of productivity.

Looking at the different grades, we see that levels of productivity are following the general trend of decline in the industry (Exhibit 4). However, although grades such as specialties paper have experienced significantly larger decreases, others, such as containerboard, have seen productivity shrink by as little as 1 percent.

Industry leaders can address the challenge of improving productivity in ways other than simply adding new production lines. On this point, three critical areas of focus can help address the root causes of productivity decline:

• Prioritizing operational excellence. Solutions for tight cost control often arise during lean transformations. Companies that have successfully implemented operational excellence programs were able to achieve as much as 10 percent in additional overall equipment effectiveness. Increased asset availability is typically realized through improved machine reliability and preventive maintenance. Faster machine speeds and more operating time comes from SKU-specific speed targets and new standard operating procedures. Finally, production capacity can be debottlenecked by deploying systems to measure, analyze, and improve the progress of KPIs over time.

Sustaining innovation and enabling digital technologies. Digital technologies, research-based recommendations, and other innovations can enable productivity gains. In our experience, three domains matter:

Process digitalization. Digitalize business processes to centralize the flow of information and the proliferation of data.

Advanced analytics. Use new analytical methods and control strategies to support autonomous piloting and enable real-time decision making.

Robotics and automation. Give staff members the opportunities to expand productivity through automated material handling and reduce the risk of working in hazardous environments.

Companies that have successfully achieved a digital transformation were able to unlock an additional 5 to 17 percent in EBITDA.

• Increasing capital productivity by selecting the best projects for sustaining and growing capital expenditures. This can be done by providing guidance related to how much to spend and what constitutes a good project. Business case reviews can be conducted to evaluate potential projects, and fact-based evaluations relying on value-based metrics can enable apples-to-apples comparisons. Rankings and trade-off discussions can help prioritize projects. Finally, project value improvement can optimize scope and procurement and enable sound execution during the construction phase, while lean management can shorten the ramp-up phase.

Companies that have successfully implemented operational excellence programs were able to achieve as much as 10 percent in additional overall equipment effectiveness.

Overall, new capabilities can help companies shift from risk-focused decisions to risk-, value-, and sustainability-based trade-offs.

For more info on PaperLens, contact us at [email protected] .

Joseph Allott is a consultant in McKinsey’s Luxembourg office, Felix Grünewald is an associate partner in the Zurich office, and Ludwig Luyeye is a consultant in the Brussels office.

The authors wish to thank Henrique Cassano, Christer Gerdin, Stepan Sofoyan, and Gregory Vainberg for their contributions to this commentary.

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Global Dynamics of the Pulp and Paper Industry

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Pulp and paper are manufactured from raw materials containing cellulose fi bers, generally wood, recycled paper, and agricultural residues. In developing countries, about 60% of cellulose fi bers originate from nonwood raw materials such as bagasse, cereal straw, bamboo, reeds, esparto grass, jute, fl ax, and sisal (Gullichsen 2000). The main steps in pulp and paper manufacturing are: Raw material preparation and handling, Pulp manufacturing, Pulp Washing and Screening, Chemical recovery, Bleaching, Stock Preparation, and Papermaking. Pulp mills and paper mills may exist separately or as integrated operations. An integrated mill is one that conducts pulp manufacturing on-site. Nonintegrated mills have no capacity for pulping but must bring pulp to the mill from an outside source. Integrated mills have the advantage of using common auxiliary systems for both pulping and papermaking such as steam, electric generation, and wastewater treatment. Transportation cost is also reduced. Nonintegrated mills require less land, energy, and water than integrated mills. Their location can, therefore, be in a more open setting where they are closer to large work force populations and perhaps to their customers. A paper mill can house a single paper machine or several machines. Each machine can make a single grade of paper or a variety of papers. A dedicated machine usually manufactures a commodity grade paper such as liner board or tissue. Machines designed to make specialty grades typically have more operating fl exibility and will manufacture many types of paper. The basic process of paper-making remains the same despite the type of paper manufactured or the size of the machine.

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The consumption of paper and paperboard products are a yardstick of development of a society or a country and their use is absolutely indispensable in our daily life. The challenge involved in paper making is to remove lignin from middle lamella and cell walls so as to separate the pulp fibers and make them flexible. This paper presents a concise overview of Indian pulp and paper industry, importance of pulping, bleaching and refining of fibers for paper making. Significance of chemical constituents of biomass such as lignin, cellulose, hemicellulose, extractives, ash, for papermaking is explained. Status of different types of raw material used in Indian pulp and paper industry is presented. Reflections on different types of pulping processes such as Kraft pulping, Mechanical pulping, Chemical thermal mechanical pulping along with the necessary reactions have been provided. Also, Elemental chlorine free and Total chlorine free bleaching sequences are presented which yields a brightn...

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THE INDIAN PAPER INDUSTRY - PowerPoint PPT Presentation

THE INDIAN PAPER INDUSTRY

One of india's large paper companies. integrated pulp and paper ... investment in a 5 mw multi-fuel boiler to increase flexibility to switch to cheapest fuel. ... – powerpoint ppt presentation.

• One of Indias large paper companies.
• Integrated pulp and paper manufacturer .
• Manufacturer of industrial/ writing/ printing paper.
• Production of 71106 tonnes in 2004-5.
• Located in Saharanpur, UP.
• The highest pre-interest margin among the leading paper companies in India.
• The second highest RONW among the leading paper companies in India.
• Cash flow of Rs 28.52 cr, 2004-5.
• Market capitalisation of Rs 107 cr (closing price Rs.71, Mumbai Stock Exchange, 4 June 2005).
• Cash flow discounted around a mere 4 times.
• Net earnings discounted a little over 5 times for 2004-5 results.
• Lower than peer discounting on retrospective results.
• Almost half the industry P/E of 11 (source Capital Market, 11 April 2005).
• Positive EVA for two years leading to 2004-5.
• Increasing ROCE for each of three years leading to 2004-5.
• 44 per cent of cash flow ploughed back into assets, 11 per cent paid out as dividend.
• Payout ratio of 17.5 per cent in 2004-5, a balance between reinvestment and payout.
• 60 per cent of industrial paper output sold within a radius of 250 kms.
• Flexibility in production capability between industrial and writing-printing paper varieties in response to demand situation.
• Dominant presence all over India for virgin kraft and industrial posters.
• Large number of stocking points even in B and C grade cities in North India, enabling the company to serve even small customers.
• One of the few Indian paper companies to have established a web-enabled indenting and web-enabled order processing system.
• Retail customers serviced through 50 nationwide distributors, Stars primary customers 8 increase in dealer throughput in 2004-5.
• Presence in 13 Indian states through the dealer network.
• 85 per cent of the companys distributors have been the companys channel partners for at least 10 years.
• Some distributors represent the fourth generation working with the company.
• Increasing output every single year for the last seven years through capacity de-bottlenecking, equipment balancing and technology upgradation.
• Output of 71106 MT in 2004-5, the highest in the companys history.
• A swing capacity, enabling the company to make a variety of grades on more than one machine.
• Investment of Rs 39cr in capex in the last three years
• A decline in raw material cost as a proportion of turnover from 26 in 2001-2 to 16.6 in 2003-4 to 15.7 in 2004-5.
• The development of clones in the RD center with the objective to increase productivity by nearly 100, enhancing farmer income and sustainable availability of raw material.      
• Decline in energy consumption per ton of production from 1310 kwh in 2001-2 to 1202 kwh in 2004-5.
• Use of agro-residues as an alternative to coal in power generation from 1.95 of fuel used in 2003-4 to 10.2 in 2004-5.
• Awarded a certificate of merit in January 2005 by the Indian Paper Manufacturers Association for prudent energy management.
• Rated as the most energy efficient mill by Centre for Science and Environment.
• Highest free energy generation from by products in the industry.
• Replacement of bank borrowings for working capital with internal accruals from Rs 12.6 cr in 2002-3 to Rs 3.6 cr in 2004-5.
• Reduction in fixed deposits and other unsecured loans from Rs 12 cr in 1999-2000 to Rs 0.70 cr in 2005.
• Reduction in net current assets from Rs 39 cr in 1999-2000 to Rs 27 cr in 2004-5 in the face of a rising turnover.
• Productivity increased by 24 in 2004-5 in comparison to 2002-03.
• Team working approach comprising 17 quality circles of seven members each across departments, aggregating all points of view in speedy problem-solving.
• The workmen are involved in several quality circles and the team has won awards in regional presentations.
• At 28.06, among the highest ROCE in Indias paper industry (2004-5).
• A plough back of 44 per cent of the cash flow in debt repayment.
• Decline in debt from Rs 99 cr in 2001-2 to Rs 45 cr in 2004-5.
• Decrease in working capital, in spite of an increase in raw material inventory.
• Decline in interest as a proportion of turnover from 6.25 per cent in 2001-2 to 2.97 per cent in 2004-5.
• Increase in EBIDTA margin from 13.68 per cent in 2001-2 to 21.19 per cent in 2004-5.
• Increase in net margin from 3.81 per cent in 2001-2 to 9.52 per cent in 2004-5.
• Declining cost of debt coupled with an increasing ROCE resulting in a better fiscal position.
• Investment of Rs 85-cr in asset modernization, de-bottlenecking and co-generation.
• Investment in an increase in installed capacity from 71,350 TPA to 75,000 TPA.
• Investment in a 5 MW multi-fuel boiler to increase flexibility to switch to cheapest fuel.
• Investments dovetailed with a complete cash payback within about four years(approx).
• Phase One of these projects will be fully commissioned by July 2005, and the rest in phases by the end of 2006.
• Brief interruptions to integrate the projects staggered performance in the last quarter of 2004-5 and first quarter of 2005-6.
• CREP impact likely to result in capacity decline due to a number of small players unable to meet the new environment regulations.
• Increase in brownfield capacity to be offset by the projected decline in capacity as a result of the CREP impact.
• Low capacity investments and the emergence of a demand gap to lead to increased realisations.
• One of the few truly demand recession-neutral industries.
• Consistent year-on-year demand growth.
• Influenced by price variations, but no significant demand variations.
• Speedy demand growth even in the face of emergence of substitutes from time to time.
• Increase in literacy level in India from 52.21 in 1991 to 65.38 in 2001(taken from Census) now expected to accelerate as a result of the levy of 2 as education cess.
• Low capacity additions.
• Effective backward linkages with farmers to secure increasing raw material availability.
• Prudent positioning in the industrial grades due to relatively low regional competition only major paper mill in India in these grades.
• Industrial grades a strong proxy of the growing consumer and industry boom in India.
• Largely compliant with CREP requirements (2008), so no large capex foreseen on this account.
• Demonstrated a resistance to industry cyclicality through a profit increase in every single year across the last four years.
• Modernisation cum expansion programme to reduce costs in a significant way and enhance production to 75,000 TPA from the second quarter of 2005-6.
• Erstwhile cash flow allocation towards debt reduction to be increasingly allocated towards capacity building and cost reduction.
• Prospect of attractive growth in 2004-5 on account of three reasons higher production, increased realisations. (increase announced in April and June 2005) and decline in production costs as a result of the modernisation.
• Prospect of sustained profit growth over the foreseeable future.

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Specialty Chemicals for the Paper Industry

Apr 10, 2013

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SPG. Suppliers to the Paper Industry. Specialty Chemicals for the Paper Industry. SPG. Suppliers to the Paper Industry. Felt. Scale. Conditioning. Control. Treatment . Wire. Passivators. Biological. Control. Pitch. Stickie. Control. Control . Boil-Out. Programs. Deinking .

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• paper industry felt conditioning
• small pitch particles
• batch cleaning
• washing systems
• out programs deinking

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SPG Suppliers to the Paper Industry Specialty Chemicalsfor thePaper Industry

SPG Suppliers to the Paper Industry Felt Scale Conditioning Control Treatment Wire Passivators Biological Control Pitch Stickie Control Control Boil-Out Programs Deinking Chemicals Yankee Roll Coating, Release Retention/ Defoamers Drainage Aids

SPG Suppliers to the Paper Industry Biological Deposit Control All Paper Production Chlorine for the incoming water Organic products for the stock systems Organic products for the additives

SPG Suppliers to the Paper Industry Retention Aids All Paper Production Generally polymeric agents to improve the retention of fiber and filler in the sheet.

SPG Suppliers to the Paper Industry Defoamers All Paper Production Defoamers and anti foamers Both have uses in Paper Production

SPG Suppliers to the Paper Industry Roll Treatment Recycled and Newsprint Production Mixture of surfactants, polymers and inorganic deposit control chemicals that maintain roll surfaces clean of stickies and pitch

SPG Suppliers to the Paper Industry Wire Passivators For all Paper production A mixture of cationic polymers with hydrophobic properties that is sprayed onto the forming fabric to prevent the permanent accumulation of stickies

SPG Suppliers to the Paper Industry - - - - - - - - - Anionic Sugar - - - - - - - Polymer Yarn – anionic-hydrophobic surface Wire Passivation Stickie H2O H2O H2O H2O H2O + + + + + + + + + + Cationic Polymer + + + + +

SPG Suppliers to the Paper Industry

SPG Suppliers to the Paper Industry Pitch Control Mostly Pulp production and Newsprint Mixtures of Polymers and dispersants that prevent the small pitch particles from accumulating and then fixing these small particles to the fiber

SPG Suppliers to the Paper Industry Stickie Control Recycled Paper Production Mixture of special surfactants and polymers that maintain stickies in a dispersed state and then affix these stickies to the surface of the fibers

SPG Suppliers to the Paper Industry Boil Out Programs For all Paper production Alkaline productions for most applications Acid Products for Carbonate scales Chelant mixtures for Barium scales

SPG Suppliers to the Paper Industry Felt Conditioning For all Paper production Batch cleaning and conditioning Generally alkaline based products with surfactants and solvents tailored to the contaminants

SPG Suppliers to the Paper Industry Felt Conditioning For all Paper production Continuous cleaning and conditioning Alkaline, neutral and acid products specially tailored for the PM and the contaminants

SPG Suppliers to the Paper Industry Yankee Coating and Release For Tissue production The coating sticks the sheet to the Yankee The release protects the Yankee from the continual pressure of the Creping Blade

SPG Suppliers to the Paper Industry Scale Control Geographically determined Chelant mixtures for simple systems Crystal modifiers for more complex systems and highly closed systems

SPG Suppliers to the Paper Industry Deinking Chemicals Recycled Printed Paper Products specially formulated for Washing systems and for Flotation Systems

SPG Suppliers to the Paper Industry Effluent Treatment All Paper Production (almost) Polymers for the removal of solids and color Odor removal chemicals

SPG Suppliers to the Paper Industry Process Water Clarification Recycled Paper Polymers and inorganic salts for SS removal so the water can be reused

SPG Suppliers to the Paper Industry Thank you

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