"Сясьский ЦБК" активно продолжает набирать обороты - Google Chrome

"Сясьский ЦБК" активно продолжает набирать обороты
10.02.2012

В феврале 2012 г. осуществляется пуск БДМ №2. Новая высокотехнологическая линия конвертинга для производства туалетной бумаги и полотенец «Gambini» 4 так же начинает свою работу в феврале 2012 г.

«Инвестиции в предприятие за последние годы составили более 3 млрд. руб. в ближайшем будущем мы так же планируем значительные вложения в модернизацию производства», - сообщил заместитель генерального директора Рогаль К.В.

Сейчас «Сясьский ЦБК» использует самые передовые технологии в переработке сырья и является одним из ведущих игроков на рынке бумаги основы.

Почти весь объем выпускаемой бумаги основы предприятием будет перерабатываться на новых линиях конвертинга в готовую продукцию. Сясьский ЦБК планирует выйти в 2012 г. на месячные объемы в 60 млн. рул. туалетной бумаги и полотенец под ТМ «Мягкий знак», принадлежащей Сясьскому ЦБК.

По словам директора по маркетингу Никитина М.В, доля ТМ «Мягкий знак» на российском рынке тишью после проведения данных модернизаций составит около 25%. Сясьский ЦБК активно расширяет свою продуктовую линейку. В конце 2011 г. на рынок выпущена не имеющая аналогов на рынке тишью туалетная бумага с добавлением натуральных волокон хлопка под названием «Мягкий знак» Fouette.

Unipack.Ru

По данным Росстата оборот предприятий ЦБП в 2011 г. увеличился на 15,8%

Источник: Бумпром.Ру

http://www.gipp.ru/opennews.php?id=39737 

В 2011 г. в России оборот организаций, занимающихся обработкой древесины и производством изделий из дерева, составил 281,8 млрд. руб.  Это на 15,6% больше, чем в 2010 г.

За январь-декабрь 2011 г. оборот предприятий ЦБП увеличился к 2010 г. на 13,6%. В декабре 2011 года оборот этих предприятий составил 65,7 млрд. руб. 

	2011 г., млрд. рублей	В % к 2010 г.	Декабрь 2011 г., млрд. рублей
обработка древесины и производство изделий из дерева	281,8	115,6	24,8
целлюлозно-бумажное производство; издательская и полиграфическая деятельность	724,8	113,6	65,7
в том числе: производство целлюлозы, древесной массы, бумаги, картона и изделий из них	433,5	115,8	37,1
издательская и полиграфическая деятельность, тиражирование записанных носителей информации	291,3	110,4	28,6

Rottneros to increase price for CTMP grades

From Pulpapernews.com
Rottneros to increase price for CTMP grades | Pulp & Paper

Swedish market pulp producer Rottneros said that it will increase its price for all CTMP (chemi-thermomechanical pulp) grades by 30 Euro per tonne for all deliveries as of March 1, 2012.

Rottneros said the increased sales price for CTMP is a result of good demand, particularly in Asia, and this has encouraged Rottneros to increase its prices in Europe as well.

In addition to the good demand for CTMP, there has been a considerable reduction in global stock levels of Eucalyptus Kraft and prices have improved since December 2011, which also supports the decision to increase the price for CTMP grades, the company noted.

Closing mills we close to the Future?

All of us from the paper world remember Bill Gates’ prediction regarding end of paper era. We were arguing with it but financial crisis and electronic revolution made some of such forecasts realistic. Let’s look at facts and figures.

“The paper industry faces severe challenges due to high raw material, energy and logistics costs, and considerable overcapacity. The profitability of our paper business is clearly below the level required to run long-term sustainable operations. The planned restructuring would further strengthen the cost competitiveness of UPM’s paper operations and reduce the future need for major maintenance investments”, says UPM’s president and chief executive Jussi Pesonen.

The demand for printing paper is going down. Producers around the world have to reduce prices in order to sell their paper. The results are widely known – minus in P&L account, cost reduction plans, mass layoffs and finally bankruptcy case.

Some big players that are financially strong and have low-cost mills can idle machines or shut down mills if necessary to keep the market in balance. Small producers have to think of permanent close and diversifications.

Paper maker UPM-Kymmene permanently removes 1.2 million tonnes of magazine paper capacities in Finland, Germany and France, and 110,000 of newsprint capacity in Germany as part of moves to cut its production capacity by the end of Y2011.

The planned measures include:

• permanent closure of the UPM Myllykoski mill in Kouvola in Finland
• permanent closure of the UPM Albbruck mill in Germany
• permanent closure of the paper machine 3  at the UPM Ettringen mill in Germany
• transfer of the sheeting lines from UPM Albbruck mill to UPM Plattling mill in Germany
• sale or other exit of the UPM Stracel paper mill from UPM Paper Business Group (to be completed within 12 months)
• restructuring of overlapping paper sales and supply chain network as well as global functions.

In addition, UPM says it plans to temporarily close the paper machine 2 producing uncoated fine paper at UPM Nordland Papier in Germany and streamline operations in Pietarsaari pulp and paper mills in Finland.

Norske Skog is talking to work councils about a deal to sell its Parenco mill and Reparco Group recovered paper business in the Netherlands. If an agreement with the potential buyer is reached, the mill will be converted out of publication paper after 2012.

Parenco has a total publication paper capacity of 265 000 tonnes.

After unsuccessful search for an investor, Norwegian specialty paper manufacturer Hunsfos Fabrikker is to be liquidated. Production at the mill in Vennesla has been idle since 22 September this year when the commencement of the insolvency proceedings was announced.

By the end of 2012, it is estimated that about 400,000 to 600,000 tons will be shut down in North America in order to balance supply and demand.

In October, Verso Paper Corp said it will shut down three paper machines permanently to reduce its annual production capacity by 11 percent.

Wausau Paper will permanently close its Brokaw paper mill in Wisconsin by end of QTR1 Y2012, cut 450 jobs and exit its print and color business by selling the brands it owned to Neenah Paper Inc.

NewPage, which is under Chapter 11 bankruptcy protection, making it nearly impossible to shut down a machine or mill in the short run. Besides, NewPage claims it has already mothballed all its high-cost machines.

Last year, Canadian paper maker Catalyst Paper Corp permanently shut the 58-year-old Elk Falls paper mill and paper recycling operation in Coquitlam.

Russian producer of packaging paper – Segezha Pulp and Paper Mill – has stopped production in December because of the recent weakening in demand

Raw materials

According to the mills’ official statements all these decisions were driven by dramatic and irreversible market demand decline and rising costs of key raw materials and energy. Such words leave a hope that the situation will be better when e.g. pulp prices go down. But according to some analytics prices of pulp are at the bottom today. In response to weakened demand for pulp Norwegian pulp producer Södra stopped three pulp mills in November: at Södra Cell Tofte pulp mill, at Södra Cell Folla and Södra Cell Mörrum in Blekinge.

Is there any way for paper mills to prevent the prices from collapsing next year?

Cause of the World Crisis

My friend sent me this funny bedtime story:

Chapter I
Helga is the proprietor of a bar. She realizes that virtually all of her customers are unemployed alcoholics and, as such, can no longer afford to patronize her bar. To solve this problem, she comes up with a new marketing plan that allows her customers to drink now, but pay later. Helga keeps track of the drinks consumed on a ledger (thereby granting the customers’ loans).

 

Chapter II
Word gets around about Helga’s “drink now, pay later” marketing strategy and, as a result, increasing numbers of customers flood into Helga’s bar. Soon she has the largest sales volume for any bar in town. By providing her customers freedom from immediate payment demands, Helga gets no resistance when, at regular intervals, she substantially increases her prices for wine and beer, the most consumed beverages. Consequently, Helga’s gross sales volume increases massively.

 

Chapter III
A young and dynamic vice-president at the local bank recognizes that these customer debts constitute valuable future assets and increases Helga’s borrowing limit. He sees no reason for any undue concern, since he has the debts of the unemployed alcoholics as collateral!!!

 

Chapter IV
At the bank’s corporate headquarters, expert traders figure a way to make huge commissions, and transform these customer loans into DRINKBONDS. These “securities” then are bundled and traded on international securities markets. Naive investors don’t really understand that the securities being sold to them as “AA” “Secured Bonds” really are debts of unemployed alcoholics. Nevertheless, the bond prices continuously climb!!!, and the securities soon become the hottest-selling items for some of the nation’s leading brokerage houses.

 

Chapter V
One day, even though the bond prices still are climbing, a risk manager at the original local bank decides that the time has come to demand payment on the debts incurred by the drinkers at Helga’s bar. He so informs Helga. Helga then demands payment from her alcoholic patrons, but being unemployed alcoholics they cannot pay back their drinking debts. Since Helga cannot fulfil her loan obligations she is forced into bankruptcy. The bar closes and Helga’s 11 employees lose their jobs.

 

Chapter VI
Overnight, DRINKBOND prices drop by 90%. The collapsed bond asset value destroys the local bank’s liquidity and prevents it from issuing new loans, thus freezing credit and economic activity in the community.

 

Chapter VII
The suppliers of Helga’s bar had granted her generous payment extensions and had invested their firms’ pension funds in the BOND securities. They find they are now faced with having to write off her bad debt and with losing over 90% of the presumed value of the bonds. Her wine supplier also claims bankruptcy, closing the doors on a family business that had endured for three generations, her beer supplier is taken over by a competitor, who immediately closes the local plant and lays off 150 workers.

 

Chapter VIII

Fortunately though, the bank, the brokerage houses and their respective executives are saved and bailed out by a multibillion dollar no-strings attached cash infusion from the government. The funds required for this bailout are obtained by new taxes levied on employed, middle-class, non-drinkers who have never been in Helga’s bar.

 

Who is the most guilty? [rank 0-10: 0=not guildy at all; 10=the most guilty) 

a) Helga - for being stupid

b) The unemployed alcoholics - for being unemployed alcoholics

c) Helga's suppliers - for being stupid

d) The local bank VP - for being stupid

e) The local bank's headquarters' invstment bankers - for being investment bankers

f) The local bank's headquarters' top management - for being greedy and stupid

g) Global bond investors - for being stupid

h) S&P and Moody's - for being asleep, again

I) The Federal Reserve - for creating too much liquidity and no place to put it

j) The Securities & Exchange Commission - for being asleep

Dr.Deming and Prof.Maslow Commandments

Abraham Maslow created the Hierarchy of Needs, a pyramid depicting the levels of human needs, psychological and physical. At the bottom of the pyramid are the “Basic needs or Physiological needs” of a human being, food and water and sex. The next level is “Safety Needs: Security, Order, and Stability.”
Management mistakes and world crisis (because of the first) downed people to these two levels of the Pyramid making questionable the physical survival of a person.

William Edwards Deming warned business society pointing out Seven Deadly Diseases. Either managers forgot how to read and learn or they just stopped thinking: six out of seven Deadly Diseases were made:

• Emphasis on short-term profits
• Evaluation by performance, merit rating, or annual review of performance
• Mobility of management
• Running a company on visible figures alone
• Excessive medical costs
• Excessive costs of warranty, fueled by lawyers who work for contingency fees

He did not expect excessive management fees. If he would, he would put it on the first place. Unbelievable, but according to CreativeConflictsWisdom’s Blog  posted on October 7, 2011, the ratio of Big Company Average CEO pay to that of the Average worker in USA is 475 comparing with 11 in Japan and 12 in Germany.

Another "A Lesser Category of Obstacles" offered by Dr.Deming includes:

• Relying on technology to solve problems
• Placing blame on workforces who are only responsible for 15% of mistakes where the system designed by management is responsible for 85% of the unintended consequences

It is really strange that business forgot all these lessons...

HR and a Company Goals

Eleanor Bloxham, CEO of The Value Alliance and Corporate Governance Alliance wrote interesting article Looking-for-biz-leaders-in-all-the-wrong-places

Main point of it is the following: shall we ask Where are the business leaders we need? or maybe we are simply looking for leadership in the wrong places.

I would add one more question: Maybe we are using wrong methods looking for business leaders?

All procedures and methods used by HR are well known, well described and we can find many articles with advice how job seekers should behave at interview, what should be mentioned in CV, etc. The whole process is computerized and formalized. You can be new Bill Gates or Steve Jobs but with a couple of «wrong» replies (wrong by HR point of view) you are out of consideration. In Men In Black movie, future Agent J takes part in the examination together with the «best-of-the best» candidates and wins the competition by his non-standard methods of thinking. In reality he would be filtered out by "standard" HR at the very beginning...

On my point of view we see the worst breaking of process management principles – independence of HR from business process and misunderstanding of HR Dept. its critical role in business development and playing as a company guard instead of workforce selective breeding. That is the reason why a job applicant is prepared to say or do anything to please HR and get a job (regardless of actual abilities).

The whole interview is based on Results which tell us nothing about how the employee achieved them. I met a lot of sales managers who consistently exceeded their quotas by encouraging customers to over-order, and later allowed them to return the excess merchandise. I met purchase managers buying excess - and sometimes not needed - merchandise saying that it is responsibility of sales or promotion departments to distribute it. Senior executives only saw their top-level records and paid bonuses and promoted such people. Definitely it is possible in any firm where owners/top-managers don't use process management.

Real manager should have a unique set of skills which is quite rare. How to assess ability to diagnose performance problems, coaching skills, planning skills, organizational skills, integrity, cooperation, teamwork, conscientiousness, caring about subordinates, giving clear direction, etc. by “standard” methodology?

The result of such methods is well known: only 20-30 percent of people holding management positions are skilled managers. Looking for candidates to fill key positions in my companies I usually asked HR to invite me to some interview and talk to job applicants myself. Mistakes in key positions can be very expensive.

At the beginning of my career I thought low performance could be fixed by sending people to special courses, workshops and seminars.

This belief was supported by various theories and Carlo Collodi's Pinocchio. I forgot that the last transformation was possible only by means of magic and very strong desire of the wooden puppet to be a real boy.

Without these two prerequisites we can not expect transformation of incompetent person into a competent one. Training can improve a skill the candidate already has, but it cannot graft a skill where none existed earlier.

Real managers know their role is to set objectives, coach subordinates, and get them the resources necessary to do the job. Real HR managers know their role is looking for, finding and breeding candidates able to be trained use existing resources and fulfill the company objectives.