Program for North American Mobility in Higher
Education
Introducing Process Integration for Environmental
Control in Engineering Curricula
Module 3: Environmental Challenges –
Pulp & Paper Industry
Caroline Gaudreault
Created at:
École Polytechnique de Montréal &
Texas A&M University, 2003
LEGEND
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2
Tier II:
Case Study Applications
Tier II: Statement of Intent
Tier II: Statement of Intent
The purpose of this module is to demonstrate
the application of the minimum manufacturing
concepts using the Thunder Bay and LouisianaPacific case studies, and introduces the
concepts of BAT and strategic planning.
Tier II also includes some selected readings, to
help the student acquire a deeper
understanding of this subject.
4
Tier II: Content
Tier II is broken into four sections:
2.1 The Thunder Bay case study
2.2 The Louisiana Pacific Samoa case study
2.3 Strategic long-term planning for kraft mills,
technology roadmaps, and MIM metrics
2.4 Best Available Technologies for the kraft
processes
At the end of Tier II, there is a short multipleanswer quiz
5
2.1 REVIEW OF THE CLOSE-CYCLE
OPERATING EXPERIENCE at
GREAT LAKES FOREST
PRODUCT LIMITED
(Thunder Bay Mill)
A Little Bit of History
In 1974, Great Lakes Forest Products Limited (GLFP)
decided to build a second kraft line (kraft mill B) in their
mill located in Thunder Bay, Ontario. As a result of this,
the Ontario Ministry of the Environment (OMOE) asked
them to construct a secondary treatment of the effluent in
order to reduce BOD5, toxic elements and suspended
solids discharged to the river. GLFP considered aerated
lagoons but there was no close available space to
accommodate it. This is why they began to discussed
with Howard Rapson
at the University of Toronto
about the “Closed-Cycle Mill” concept. They endorsed
the concept and submitted the project to the OMOE in
place of secondary treatment.
7
A Little Bit of History (Cont’d)
The OMOE gave the approval for the construction of the “closecycle” kraft mill B, but with the provision than by March 1978, GLFP
proves that:



The system to be operational;
To be as efficient as secondary treatment and,
Following this, GLFP propose to install the “close-cycle” system to
the other kraft line (kraft mill A).
The B mill began its operations in 1976 but the “close-cycle”
operations were initiated only in 1977 after the salt recovery plant
was completed.
From 1977 to 1985, the “close-cycle” system was developed
continuously in collaboration with the University of Toronto as well
than with other players.
8
A Little Bit of History (Cont’d)
Pitch deposits and scaling problems severely limited
close-cycle operations, and more particulary during
hardwood processing.
In 1985, the close-cycle operations were discontinued
for a lot of reasons including:



9
It was possible to obtain an equivalent BOD5 reduction only
by increasing evaporator condensate use and recovery;
Operating costs were high. These costs include increased
bleaching chemical costs and high energy costs for the salt
recovery plant;
Heat exchangers in the salt recovery plant were corroded
and it would have been very expensive to replace/upgrade
them.
Information about Kraft Mill B
 Bleached pulp production of 250 000
ton/year
 First Canadian “effluent-free” pulp and
paper mill
 World’s first application of the RapsonReeve closed cycle concept
10
Bleach Plant Description
 A blend of spruce and jackpine chips was fed Kamyr
continuous digester.
 The pulp was washed in a two-stage washer.
 The bleach plant consist in 5 stages DCEDED:




11
DC: use of chlorine dioxide and elementary chlorine
sequentially in the same stage, using ClO2 in large quantity
prior to chlorine in the first stage will allow for an overall
bleach chemical reduction, an increased yield and a
preserved pulp resistance;
E: alkaline extraction (dissolution of reaction product with
NaOH);
D: chlorine dioxide (reaction with ClO2 in acidic medium)
Whitewater is used to wash the pulp counter-currently.
Salt Recovery Process Description
 Clarified white liquor from the recausticizing
department was concentrated in an evaporator to
increase the alkali content.
 Precipitated sodium carbonate and burkeite
(2Na2SO4.NACO3) were removed by clarification and
cyclone separation system.
 The clarified concentrated liquor was reconcentrated
in an other evaporator to recover more
2Na2SO4.NACO3.
 The recovered salt was treated with sodium
hypochlorite to oxidize organic impurities.
 Finally, after a sand filtration, the salt was used in the
chlorine dioxide generators.
12
Key Features of the “Close-Cycle”
System installed in Great Lakes Mill
The main characteristics of the system were:
13
 Dry drum debarkers;
 Pressure (closed) primary knotters and screens;
 Use of pulp dryer vacuum pump seal water in the wet end of the dryer
and use of excess white water on the final D stage bleach plant
washer;
 Full countercurrent washing in the bleach plant;
 A new salt removal process (SRP) based on evaporation of the white
liquor in two stages to produce crystalline sodium chloride;
 Use of excess filtrate from the E1 washer to dilute concentrated white
liquor and to wash the unbleached pulp;
 Use of excess DC filtrate after neutralization with caustic or white
liquor for brown pulp washing and in the lime kiln scrubber, and
subsequently for smelt dissolving;
 70% chlorine dioxide substitution for chlorine in the first stage to
minimize chloride load to the recovery system;
 An extensive spill collection and recovery system;
 A stripping column to clean the foul condensates.
Overview of Water Recovery
Water
DC Filtrate
ClO2 Solution
Bleach Plant
E1 Filtrate
Brownstock Washers
Digesters
Evaporators
Recovery Furnace
Concentrated
White Liquor
Smelt Dissolver
White Liquor
Causticizer
SRP Process
14
Condensate
Salt
(Adapted from Springer & al., 2001)
Expected Benefits from the
Close-Cycle Mill
 Lower steam consumption
 Greater steam production
 Decrease of 1% fiber losses from screening,
washing, etc.
 Increase of 1% in bleached pulp mill
 Lower consumption of bleach chemicals, and
reduced salt cake and defoamer use
 Elimination of external waste treatment
 Reduction in kraft mill odor
 Substantial annual operating cost savings
15
Impact on Pulp Mill Operations
The Bleach Plant
Corrosion:
High temperature and chloride levels
will increase the potential for corrosion
in the close-cycle system. Even in
bleaching plant equipment building
material was carefully selected. Early
evidence of corrosion was noted.
16
Deposits:
Hardwood runs were characterized by
deposits from wood extractives,
residues from defoamers and other
sources which caused a lot of
problems: pitch, scale, defoamer
residues and talc/pitch deposits
plugged washer fabrics and wires,
washer nozzles and filtrate lines.
Because of that, some filtrate recycle
streams were discontinued during
hardwood runs.
Initial Design Problems:
A bad design of some of the bleaching
tanks occasioned brightness problems
and an increase in bleaching chemical
consumption.
Air separation devices for the washers
was not well conceived. This caused
foaming problem during the washing
stages.
The generation capacity of ClO2 was
insufficient to meet the target of 70%
substitution in the chlorination stage.
The substitution averaged 50%. The
capacity was increased.
There was no purge stream in the
system.
This resulted in an
accumulation of Ca and so, in severe
scaling problems.
Etc….
Impact on Pulp Mill Operations
The Bleach Plant
D  C Closure:
E1 Closure:
 Prior to be recycled, the  E1 filtrate was recycled to the
brown decker which resulted
filtrate from this stage was
in poor washing efficiency and
neutralized with NaOH which
carryover to the D  C stage
result in a Ca/lignin/pitch
with
incresed
chemical
precipitation that deposited
consumption.
on fabric and wire and in a  This was corrected by
recycling the E1 filtrate to
impaired drainage.
These
washer where the solids
deposit were removed using
content matched more the
acid which result in corrosion.
dissolved solids in the filtrate.
 Also, because of the high  Availability of the SRP,
organic content in the recycle
pluggage, pitch and scale had
stream,
there
was
an
also severely hampered E1
closure.
increase
in
chemical
consumption for this stage.
17
Impact on Pulp Mill Operations
Monitoring and Control
 Maintaining water balances was difficult
during startups, shutdowns, upsets and
disturbances.
 Because of they were upsetting the
water balances, spill recovery was not
very successful.
18
Impact on Pulp Mill Operations
The Digester
 No noticeable effect on the digester
operations.
19
Impact on Pulp Mill Operations
The Black Liquor Evaporators
 Advanced corrosion in the black liquor
evaporators reduced their life-time from
25 to 5 years.
 The pulp mill operations were restricted
due to a limited evaporator capacity.
The later was increased but the spills
were never effectively recclaimed.
 50% of total BOD5 of the kraft mill B
was attributable to the evaporators
condensate.
20
Impact on Pulp Mill Operations
Recovery Boiler
 Recovery boiler corrosion caused
significant production losses and other
costs.
21
Impact on Pulp Mill Operations
Recausticizing and Lime Kilnb
 Neutralized D  C filtrate was used in the lime kiln
scrubber. The filtrate ended up in the weak wash,
green liquor, and white liquor.
 The filtrate hampered dregs settling in the green
liquor clarifier and lime mud settling in the white liquor
clarifier.
 A high dust loading reduced the kiln capacity by 10 to
15%.
 The organic content of the filtrate had as
consequence to form a yellow unreactive lime with
variable slaking efficiency. Because of this higher
temperatures were needed which result in higher fuel
costs.
22
Impact on Pulp Mill Operations
The Salt Recovery Plant
Corrosion:
Low Availability:
Design:
Heater Fouling:
original
liquor
 Salt-falls
in
the  The
solids removal system
evaporators
caused
(thickeners and vacuum
corrosion.
filters)
were
not
 Some pitting corrosion
effective in handling
occurred on the vapor
large
crystal
size
distributions.
It was
side of the crystallizer
replaced by a cyclone.
heat exchanger.
 The SRP experienced  Scale occurred in the
evaporators
that
poor steam econokmy
needed
frequent
and high energy costs.
washes.
23
Obstacles to Increased Mill Closure
1.
SRP reliability
It was poor.
After equipment and process modification the
availability was adequate for 50% closure if the pulp mill uses 50%
hardwood and 50% softwood.
2.
Water balance problems
The problems occurred during startups and shutdowns and there
were problems recovering excess filtrates generated during upsets.
3.
4.
Equipment and process restrictions
During the SRP shutdowns, there was no capacity to store and
recover E1 filtrate used to dilute the SRP white liquor.
Pitch problems
These occurred particularly with hardwood pulping and bleaching.
5.
Recovery boiler corrosion
Chloride input to the recovery cycle was restricted to reduce the
potential for more corrosion.
24
Sucesses and Benefits
 Change in the operating philosophy to one minimizing water
inputs and controlling effluent discharges.
 Low volume of effluent discharged from the bleach plant.
 Some successful recycle of bleach plant filtrates to the chemical
recovery.
 Successful salt removal from the white liquor.
 Use of removed salt in the chlorine dioxide generators.
 High chlorine dioxide substitution  pulp with not detectable
levels of dioxines and furans.
 Development of techniques to minimize impact of wood
extractives.
 During they operate in close-cycle, they assess secondary
treatment for all their operations. They finally installed an
oxygen activated sludge treatment instead of an aerated lagoon.
25
How Could Thunder Bay Have
Beneficiated from PI
 Process Simulation:
Process simulation will have give more insight on the process and the
potential build-up of contaminant. This way, interception equipment
could have been put in place in order to avoid corrosion and other
troubles due to contaminant build-up.
 Mass Integration:
The first advantage of mass integration is to target what is possible in
terms of water reduction. Knowing the target helps in achieving the
reduction. Furthermore, mass integration will have allow to implement
the best trade-off between water reduction and cost.
 Life Cycle Assessment:
The main objective of the project was to avoid the secondary treatment.
LCA could have help in evaluating the solution in term of environmental
impact and convince the Ministry of Environment that a total closing of
the water loop was not necessary.
26
References
 DONNOVAN, D.A. A Review of the Closed-
Cycle Operating Experience at Great Lakes
Forest Products Limited 1977 – 1985. Tappi
94 Annual Meeting, Atlanta, US.
 PATTYSON, G. RAE, R.G. REEVE, D.W.
RAPSON, W.H. Bleaching in the Closed
Cycle Mill at Great Lakes Forest Products
Ltd. Pulp and Paper Canada, 82(6), 1991,
p.212-220.
 Great Lakes Paper Launches First ClosedCycle Kraft Pulp Mill. Paper Trade Journal.
March 15, 1977, p.29-34.
27
2.2 CLOSED-CYCLE TOTALLY
CHLORINE FREE BLEACHED
KRAFT PULP PRODUCTION at
LOUISIANA PACIFIC’S SAMOA
PULP MILL
Background
 According to the US Clean Water Act, it was a national goal that
the discharge of pollutants into the navigable waters be
eliminated.
 As a result of that, the kraft pulp industry had to develop pulping
and bleaching technologies that can achieve this goal.
 The most polluting wastewater was generated during the
bleaching process. Chlorine, BOD, COD, color, toxicity, and
dissolved organics was the major preoccupations.
 Because they had exhausted many end-of-pipe pollution
controls pulp and paper industry tried to innovate process
changes that would improve wastewater quality from which the
more promising were:


29
Find substitutes for elemental chlorine and hypochlorite bleaching
agents
Reduce or eliminate bleach plant effluent
Background
 Two bleached technologies had evolved to achieve
the previous objectives:


Total Chlorine Free (TCF):
Bleaching process that uses no chlorine compounds.
Elementary Chlorine Free (ECF):
Bleaching process that uses chlorine dioxide.
 These alternative bleaching technologies, more
specifically TCF had made energy, process water
and bleaching chemical recovery a possible
approach to pollution prevention.
 The European pulp and paper industry had first
developed closed-cycle technologies, but in North
America little progress has been achieved before
Louisiana-Pacific's (L.-P.) project.
30
L.-P. Samoa Pulp Mill Plant Overview
 Samoa bleached pulp mill is owned by
L.-P. and located in a environmentally
sensible area of the northern California
coast.
 The mill had a capacity of approximately
700
ton/day
of
bleached
and
unbleached pulp.
 The next slide gives an overview of the
process.
31
Samoa Mill Process Overview
Fresh Water
Fresh Water
Chips
Bleaching
Pulping
Fresh Water
Pulp
Processing
Recycle
Water
Bleached
Pulp
White Liquor
Evaporators
Green
Liquor
Recovery
Boiler
Weak
Wash
Recausticizer
Fresh Water
32
Wastewater
Discharge
(Adapted from Louisiana-Pacific, 2000)
A Little Bit of History
 In 1989, a lawsuit forced L.-P. to development a long-term plan for
environmental improvement. Because of its location, a conventional
secondary treatment was not considered appropriate by the EPA for
the Samoa mill. Furthermore, building an secondary treatment was not
an option for the Samoa mill because it was located in a costal dune
habitat with endangered plant species.
 In 1989, L.-P. implemented oxygen delignification and build a new
recovery boiler.
 In 1990, L.-P. proposed to eliminate the chlorine usage and to recycle
part of the wastewater, but at this time only a few Scandinavian mills
had implemented TCF (the environmental benefits were substantial but
not well documented ). They removed all chlorine and chlorine dioxide
facilities, added peroxide storage and distribution piping, and a stripper
for condensates.
 In 1994, Samoa became the first North American kraft mill to used
completely TCF bleaching. They used peroxide and oxygen as
alternative bleaching agents.
 In 2000, Samoa was still the only North American mill to use TCF and
successfully produced 5000 tons of TCF pulp
33
Positive Impacts of the TCF Process
 The use of oxygen and peroxide facilitated the
recycling of wastewater because they were less
corrosive.
 The use of oxygen delignification, the recovery of
bleaching chemicals and the recycling of wastewater
had the following benefits:







34
Cut bleach-plant effluent by 71%
Cut bleach-plant water usage by 50%
Cut mill process water usage by 31%
Reduced bleach-plant steam usage by 17%
Improved the wastewater clarity
Eliminated discharge of chlorinated organics into the ocean
Reduced plant odor
Negative Impacts of the TCF Process
 Pulp brightness was reduced. However
it proved with operator's experience of
the TCF process.
 The TCF process reduced the pulp
production by 16%.
35
Close-Cycle Opportunities Offered by the
TCF Process
 L.-P. saw a need to increase TCF costefficiency, and a desire to cut
wastewater discharge and continue
reducing environmental impacts.
 They also wanted to promote the TCF
process in order to gain a competitive
advantage over the competitors.
 In 1995, they initiated a close cycle TCF
(CC-TCF) with full bleach recycle
(FBR).
36
Close-Cycle Upgrade:
Project Objective
 The goal was to commercialize the first
strong, bright and cost-efficient kraft pulp mill
in the world with a zero-effluent bleach plant
 The first plant upgrades, which were
completed in the late 1980s and early 1990s,
allowed a reduction of about 71% of the
effluent. The expectations were that the
close-cycle plant modifications will allow for a
nearly discharge free bleach plant.
37
Close-Cycle Upgrade:
Project Approach
 Adopting close-cycle posed the following problems:




Mineral buildup within the system;
Spills and overflow during start-up, normal operation, and
shutdown;
Hydraulic control of internal process waste-water flows;
Control of transition metals that impact peroxide efficiency.
 The project approach consisted in using existing mill data and
computer simulations to evaluate alternative system
configurations. Optimal alternatives were also tested using mill
trials. The design process included new equipment, process
synthesis, computer simulation, and trial-and-error to minimize
capital cost.
 The following technologies were added to enable to close-cycle
operations: advanced green liquor filtration, extended digester
cooking, and modified filtrate-recycle configuration.
38
Main Issues
 The project took longer than expected
because it was a trial-and-error process and
the lack of demand for the TCF product.
 A build-up of non-process elements such as
potassium, chloride, magnesium and calcium
necessitated the implementation of an
advanced green liquor filtration system in
order to increase the their purge capability.
They also purged recovery boiler precipitator
dust.
39
Close-Cycle Upgrade:
Results and Benefits
 Benefits of the CC-TCF process are summarized in the following
table (these are additional to the ones due to the implementation
of the other previous plant modifications):
40
Bleach plant steam use
Reduction of 43%
Lime-Kiln gas use
Reduction of 5%
Bleach plant effluent
Reduction of 13%
Mill effluent
Reduction of 31&
Mill process water use
Reduction of 19%
Pulp production
Increase of 5%
Mill electricity use
No difference
(Excludes part of cooling water and non-contact process water)
 The CC-TCF had some negative impacts on pulp quality
(strength) but they were negligible.
Close-Cycle Upgrade:
Environmental Benefits
 Reduction in wastewater discharge and
energy savings were not the only
environmental benefits. The CC-TCF
process also resulted in the following
improvements:


41
Improved effluent color;
Lower BOD and COD loadings.
Close-Cycle Upgrade:
Lessons
 Staff dedication, persistence, and creativity
are very important to the success of such a
project.
 Modifying plant processes is a more costeffective approah to pollution prevention thant
“end-of-the-pipe” wastewater treatment.
 There is a lot to learn from others. L.-P. has
inspired itself from the Scandinavian pulp
plants which pioneered TCF pulp processes.
 We must constantly re-evaluate the plant
processes to seek improvement.
42
Continuous Improvement at L.-P.
After the CC-TCF project, L.-P. as identified an approach to
further reduce wastewater by 38% in combination with heat
recovery from the wastewater flows.
Next step will be:

1.
2.



43
Oxygen Delignification Retrofit
Conversion of the existing single-stage oxygen delignification
system to a two-stage oxygen delignification unit in order to
increase the degree of delignification achieved from the current
48% to 65%.
New Pulp Presses
Installation of 2 new pulp wash presses to improve the washing
capacity (removal of most of the water from the pulp mat).
Recycling of the filtrate in previous wash stages.
This will allow for a lignin removal by the washing significantly
greater .than that removed by the existing vacuum and improve
the performance of the oxygen delignification stage and bleaching
process.
Continuous Improvement at L.-P.
Next step will be (cont’d):
3.
4.
5.
44
Pressurized Peroxide Bleaching System
Changing of the peroxide bleaching system for a
pressurized one in order to reduce chemical consumption
while improving pulp brightness.
Replacement of Bleached Pulp Cleaners
Replacement of the current 35-year-old pulp cleaning
system with one of a more modern design that will will be
more efficient dirt removal from the pulp and may include
additional processing capability to remove lighter particles
such as plastics.
Focusing on solid wastes
Usage of solid waste from green liquor filtration as a lime
replacement in agricultural applications.
The EPA’s Cluster Rule
 L.-P. experience with TCF process has
been reviewed by the EPA and their
research was integrated in the Cluster
Rule’s development.
45
Characteristics of Candidate for ClosedCycle TCF Process
 Confronted with a necessary reduction and/or
improvement in wastewater discharge and/or
air emissions (for instance new regulation);
 Confronted with an increase of water supply
costs;
 Confronted with an increase of wastewater
treatment costs;
 Lost of valuable by-products in wastewater
streams;
 Have completed some modernization.
46
How Could L.-P. Have Beneficiated from
PI
 Process Simulation & Mass Integration:
L.-P. is already a success story. However, the do had some
problems with NPEs and maybe their final water network is not
optimal in terms of water/reduction and costs incurred. A
combined process simulation and mass integration approach
will have ensure them optimality or at least they will know they
are not.
 Life Cycle Assessment:
The most advantages L.-P. can have come from LCA. They are
opportunist and think in terms of competitive advantage. LCA
will have enable to communicate their environmental
friendliness.
47
References
 Louisiana Pacific Corporation. Closed-
Cycle Totally Chlorine Free Bleached
Kraft Pulp Production at Louisiana
Pacific’s Samoa Pulp Mill - Analysis of
Business, Environmental, and Energy
Issues, 2000, 54 pages.
48
2.3 STRATEGIC LONG-TERM
PLANNING FOR KRAFT MILLS,
TECHNOLOGY ROADMAPS,
AND MIM METRICS
Strategic Planning
Definition
Long-term
decisionmaking process by which
an enterprise determines
its strategic choices and
the
action
programs
aiming
at
the
implementation of these
choice.
(Grand
Dictionnaire
Terminologique, 2004)
50
Strategic Planning Issues
 Strategic planning is an complex process that must involve the
highest levels of the organization. It should be guided by an
impartial party that knows the industrial sector.
 “Ultimately, strategic planning facilitates making modifications to
manufacturing operations in consideration of legal,
environmental, financial, and logistical concerns.” (Watson and
Sapp, 1991)
 Statistics showed that 90% of strategic plans fail. One of the
reason behind this is that technical, engineering and design are
over looked in the process.
 Engineers usually have the understanding of the economic
tradeoffs of invested capital versus operating, production, safety,
and environmental requirements.
51
Strategic Planning Process
(adapted from QuickMBA, 2004)
Likely
future
trends/
events
52
MISSION AND OBJECTIVES
ENVIRONMENTAL SCANNING
STRATEGY FORMULATION
STRATEGY IMPLEMENTATION
EVALUATION & CONTROL
To learn more on the strategic planning process click on the step boxes
Examples of Strategic Planning
 The implementation of close-cycle process by GLFP
at the Thunder Bay mill was only a reactive response
to governmental pressures and lack of place to
implement a secondary treatment. It was not thought
in order to have a competitive advantage in the
future. For this reason, this project can not be
considered as strategic planning.
 One of the reasons why L.-P. strives to further close
their operations and implement more environmental
actions is to gain a competitive advantage on its
competitors. This is a form of strategic planning.
53
Competitiveness and Environment
“Consumer demand dictates the mix of production. Manufacturers
of each product compete for market share by making better
products at lower cost. Technology is the tool that adds value to
products and boosts the efficiency of the manufacturing process.”
(Burke, 1997)
Competitiveness is not longer as simple as make better products at
lower costs but issues such as sustainable development,
environmental stewardship and global competition are more and
more important.
“Added-value” that was originally defined as higher product quality
and better process efficiency, now includes notions such as
sustainable production and minimum impact on the environment.
As a result of this, technology must no longer only enhance product
and process efficiency, but also be more sustainable.
54
Competitiveness and Environment
Over the last decades, technological leadership in the
pulp and paper industry has switched from the U.S. to
the Canada and Scandinavian countries.
Fiber supply, pollution prevention, energy consumption,
water usage and capital effectiveness are key
challenges facing the industry. Some people think that
the use of recycle fibers may become an economical
issue more than a political issue.
There is a consensus that legislations will be more and
more stringent over the next 25 years.
55
Competitiveness and Environment
International Paper’s Five Principles
I.P. believes that it should manage its facilities and water and fiber
resources by the degree of environmental stewardship required by
the society:
 Continually improve our performance in sustainable forestry and in
our manufacturing processes as we strive toward a goal of minimal
to no impact on the environment.
 Share with the public, and the news media, our actions toward
those goals by welcoming visitors into our forests, mills, and plants
to meet our people, observe our practices, and decide for
themselves whether we are good neighbors and worthy of their
trust.
 Establish partnerships with mainstream environmentalists, elected
officials, and regulators with whom we share the goal of protecting
the environment.
 Work together as an industry to resolve internal differences and
address common issues that are of concern to the public.
 Participate aggressively in the public policy arena.
56
Corporate Sustainability
“Corporate Sustainability is a business approach
that creates long-term shareholder value by
embracing opportunities and managing risks
deriving from economic, environmental and
social developments. Corporate sustainability
leaders achieve long-term shareholder value by
gearing their strategies and management to
harness the market's potential for sustainability
products and services while at the same time
successfully reducing and avoiding sustainability
costs and risks.” (DSJI, 2003)
57
Corporate Sustainability
Global & Industry Challenges
Companies that show leadership in sustainability are very
competent in dealing with the following global and industry
challenges:

Strategy:
“Integrating long-term economic, environmental and social aspects
in their business strategies while maintaining global
competitiveness and brand reputation.”

Financial:
“Meeting shareholders' demands for sound financial returns, long-
term economic growth, open communication and transparent
financial accounting.”

Customer & Product:
“Fostering loyalty by investing in customer relationship
management and product and service innovation that focuses on
technologies and systems, which use financial, natural and social
resources in an efficient, effective and economic manner over the
long-term.”
58
Corporate Sustainability
Global & Industry Challenges
Global and industry challenges (Cont’d):

Goverance & Stakeholder:
“Setting the highest standards of corporate governance and
stakeholder engagement, including corporate codes of
conduct and public reporting.”

Human:
“Managing human resources to maintain workforce
capabilities and employee satisfaction through best-in-class
organizational learning and knowledge management
practices and remuneration and benefit programs.”
According
to
Dow
Jones,
corporate
sustainability is an investable concept.
59
Corporate Sustainability
Benefits
 Today’s instant market reaction related to integrity,
ethics or reputation of a company can lead to direct
financial consequences. Not managing these issues
can lead to reputation damage, share price
discounts, loss of sales, higher cost of capital, greater
regulatory incidents and fines, and increased cost of
compliance.
 Companies moving toward sustainable development
before it is mandatory will be
rewarded by
shareholders, stakeholders, regulators.
(Source: PWC, 2003)
60
Corporate Sustainability
Sustainable Investment
Two factors drive the investment in companies
that sets the industry-wide sustainable best
practices:
1. Investing in corporate sustainability is
attractive to the investors because it is a
concept that strives to increase long-term
shareholder’s value.
2. Sustainability leaders are increasingly
expected to show superior performance
and favorable risk/return profiles
61
Corporate Sustainability
Dow Jones Sustainability Indexes
DJSI: Dow Jones Sustainability Indexes
The DJSI are the first first global indexes
tracking the financial performance of the
leading
sustainability-driven
companies
worldwide. They were launched in 1999 in
response to investor’s needs to quantity
corporate sustainability. They provide asset
managers
with
reliable
and
objective
benchmarks to manage sustainability issues.
There are currently 51 licenses in 14
countries including a large variety of
industries.
62
Corporate Sustainability
Assessment Criteria - Economic
 Codes of Conduct / Compliance /
Corruption&Bribery
 Corporate Governance
 Customer Relationship Management
 Financial Robustness
 Investor Relations
 Risk & Crisis Management
 Scorecards / Measurement Systems
 Strategic Planning
 Industry Specific Criteria
63
Corporate Sustainability
Assessment Criteria - Environment
 Environmental Policy / Management
 Environmental Performance
 Environmental Reporting
 Industry Specific Criteria
64
Corporate Sustainability
Assessment Criteria - Social









65
Corporate Citizenship/ Philanthropy
Stakeholders Engagement
Labor Practice Indicators
Human Capital Development
Knowledge Management/ Organizational
Learning
Social Reporting
Talent Attraction & Retention
Standards for Suppliers
Industry Specific Criteria
Corporate Sustainability
Pulp & Paper Companies & DJSI
 Only 3 pulp and paper companies are
member of the DJSI:



66
UPM-Kymmene;
Stora-Enso;
Domtar.
Corporate Sustainability
Domtar Subscription to the DJSI
Domtar is the only Canadian Pulp & Paper company to
be a member of the DJSI. In 2000, Domtar was the
sustainability leader among the paper products
companies.
Only companies that consider ethical, environmental
and social aspects in their decision-making process can
be member in the DJSI. Domtar is proud of its inclusion
in the index, and intends to continue improving
sustainability.
Domtar promotes its membership to the DJSI in order to
gain a competitive advantage over competitors.
67
Corporate Sustainability
Global Reporting Initiative (GRI)
 The GRI is a long-term, international, multistakeholder that has for mission the development and
dissemination of globally applicable voluntary
Sustainability Reporting Guidelines.
 It is a response to:






Expanding globalization;
New forms of global governance;
Reform of corporate governance;
Global role of emerging economies;
Rising visibility of and expectations for organizations;
Measurement of progress toward sustainable development.
 More specifically, the GRI guidelines are a framework
for reporting on an organization’s economic,
environment, and social performance.
68
Corporate Sustainability
Global Reporting Initiative (GRI)
17 Forest & Paper products companies are GRI members:
 Coilte (Ireland)
 Crown Van Gelder
(Netherlands)
 Georgia-Pacific (USA)
 Graham & Brown (UK)
 International Paper (USA)
 MeadWestVaco Corporation
(USA)
 Mondi Paper (South Africa)
 North-West Timber
Company (Russia)
69
 Österreichische
Bundesforste (Austria)
 Siam Kraft Industry
(Thailand)
 Stora Enso (Sweden)
 SCA (Sweden)
 Terranova (Chile)
 Tetra Pak (Spain)
 UPM-Kymmene (Finland)
 Visy Industries (Australia)
 Weyerhaeuser (USA)
Corporate Sustainability
Global Reporting Initiative (GRI)
Georgia-Pacific Case study
Georgia-Pacific recognizers its success is
dependent on the community it touches. They
have reported their financial, environmental and
social performance since years but now sees
the benefits it putting all this information
together.
This way, their progress toward
sustainable environment, giving back to the
communities where we live and work, operating
safely, and promoting an innovative and
inclusive work environment can be appreciated.
70
Corporate Sustainability
Global Reporting Initiative (GRI)
Georgia-Pacific Case study
They choose internet
as the best media for
reporting on their corporate citizenship which
consists in the following 4 key areas:




71
Community;
Environment;
People;
Safety.
Technology
Main Characteristic of technology:
Technology is an applied knowledge focusing on the “know-how” of
an organization.
Technology management:
"Technology management addresses the effective Identification,
selection, acquisition, development, exploitation and protection of
technologies (product, process and infrastructural) needed to
maintain a market position and business performance in
accordance with the company’s objectives“ (European Institute of
Technology Management)
Technology has important role to play in delivering
companies value and competitive advantage.
72
A tool for Strategic Planning:
Technology Roadmaps (TRM)
Definitions:
“Technology roadmapping is a planning process that gives decision-makers
a means to identify, evaluate and select among strategic alternatives for
achieving technological objectives.” (Industry Canada, 2004)
“Roadmapping is a key technology
management tool that enables
companies to link their technological
capability to product and business
plans so that strategy and
technology development go hand-inhand. Technology roadmaps
provide a graphical framework for
exploring and communicating
strategic plans. They comprise a
layered, time-based chart, linking
market, product and technology
information, enabling market
opportunities and technology gaps
to be identified.” (Cambridge
73
University, 2002)
Time
Business /
Market
Product /
Service
Technology
Schematic technology roadmap,
showing how technology can be
aligned to product and service
developments, business strategy, and
market opportunities.
(EIRMA, 1997)
Technology Roadmaps:
Main Characteristics
 Technological innovations are considered as
necessary if they can served anticipated future
markets (it is not driven by technology push).
 It is build on the vision of where a company want to
go and what technologies are needed to get there.
 It provides a route for achieving the vision, going from
today to tomorrow, by helping companies or
organizations identify, select and develop the right
technology alternatives needed to create the right
products for future markets.
74
Technology Roadmaps:
Purposes
 Product planning:
Insertion of technology into
manufactured products.
 Service/capability planning:
Focus on the support of
organizational capability by
technology.
 Strategic planning:
Supports the evaluation of
opportunities and threats and
focuses on the development of a
vision of the future of the
organization.
 Long-range planning:
Extends the time horizon and is
usually applied on a national
level.
75
 Knowledge asset planning:
Aligning knowledge assets and
knowledge management initiatives
with business objectives.
 Program planning:
Implementation of strategy, and more
directly relates to project planning
 Process planning:
Supports the management of
knowledge, focusing on a particular
process area
 Integration planning:
Integration and/or evolution of
technology, in terms of how different
technologies combine within products
and systems, or to form new
technologies
Content in a Technology Roadmap
 A technology roadmap document presents the
industry’s consensus on a number of topics:





New types of products (or services)that markets will require
in the future;
Enabling technologies to create those products;
Feasibility of creating the needed technologies;
Technological alternatives for achieving the needed
technologies;
How to address these technology needs through R&D.
 It addresses the role of an industry’s suppliers in
creating the desired future, human resources needs,
governmental and non-governmental barriers, and
other topics.
76
Mass Integration and Technology
Target
High cost process
modifications
Interception
Mixing & Recycling
Low cost process modifications
Segregation
77
An Example of Technology Roadmap
AFPA’s Agenda 2020
 AGENDA 2020: A Technology Vision and Research
Agenda for America's Forest, Wood and Paper
Industry.
 The Agenda 2020 document presents:



Current (1994) state of the industry;
Desired state for the future (25 years);
The technology-related issues that must be addressed to
accomplish the industry's vision of the future.
 This technology roadmap has long-range planning as
purpose. It can be used as inspiration for a specific
American pulp and paper mill that wants to establish
is own roadmap for strategic planning purposes.
78
An Example of Technology Roadmap
AFPA’s Agenda 2020
Current State of Industry
In 1994, there were 425 member companies of
the AFPA which represents more than 90% of
the industry. These companies grow, harvest,
and process wood and wood fiber; manufacture
pulp, paper, and paperboard products from both
virgin and recovered fiber; and produce solid
wood products. In 1994, the industry production
was more than $200 billion by year and was
employing 1.4 million people directly and
ranked as one of the top 10 manufacturing
industries in 46 out of 50 states.
79
An Example of Technology Roadmap
AFPA’s Agenda 2020
Global Competiveness Issues
The U.S. forest, wood and paper industry was one of the most competitive
in the world in 1994. However to stay competitive, the industry must be
more efficient in raw material supply, compete effectively with the threat of
new materials, operate in harmony with the environment, and strengthen
its image as a good investment with its stakeholders and as a good
corporate citizen with the public.
Developing countries are more and more low costs producer of forest
wood and paper products and lesser developed countries with a lot of
resources will join them in the future. Canada and Scandinavian countries
are strong competitors to the U.S. and will continue to be. Also these
countries have taken the leadership concerning technical issues related to
pulp and paper science, processes and equipment manufacture.
U.S. industry cash flow was significantly reduced due to capital investment
required during the 1980s to build and maintain the industry's global
competitiveness and increasingly large environmental expenditures.
80
An Example of Technology Roadmap
AFPA’s Agenda 2020
Industry’s Vision for the Future






81
The U. S. forest, wood and paper industry will continue to be
the global leader in providing safe and essential products
based on forest resources.
It must be financially healthy and attractive not only to the
investment community but also to the society.
It will use its raw materials in a sustainable way and its
manufacturing activities will be in harmony with the
environment and the communities.
Process will be more energy-efficient and so, the industry will
be more energy-sufficient.
Productivity will be much higher and costs much lower.
Highly skilled and motivated employees will operate the
industry's automated manufacturing facilities.
An Example of Technology Roadmap
AFPA’s Agenda 2020
Technology Program
The comparison of future expectations with current state of the
industry, it is possible to point out several strategic planning issues
which drive the following technology program:







82
Become more competitive with developing countries in wood and fiber
production;
Anticipate and understand public expectations associated with its
woodlands and manufacturing operations;
Establish a position of increased energy efficiency;
Improve capital effectiveness;
Enable the collection and use of materials generated by non-traditional
sources of recovered fiber;
Increase product flexibility and reduce cycle time for new product
introduction;
Maintain leading-edge, low-cost manufacturing facilities for producing
high quality products.
An Example of Technology Roadmap
AFPA’s Agenda 2020
Research Areas to Fulfill the Vision






83
Sustainable Forest Management
Environmental Performance
Energy Performance
Improved Capital Effectiveness
Recycling
Sensors and Control
MIM & BATs in Bleached Kraft Mills
 MIM technologies, more specifically those related with bleached
kraft pulping area, are developing rapidly. These technologies
mainly aims at reducing wastewater discharges through internal
recycling. Bleaching has also been improved by oxygen
delignification and the use of ECF and TCF processes.
 Closing of the bleach plant have been fully illustrated using
GLFP anf L.-P. case study.
 There are a lot a technologies that will allow a reduction of
environmental impacts. Using the right combination offers the
opportunity to the mills to achieve both good environmental and
economic performance at the same time.
 Since pulp and paper mills are usually highly integrated, the
most of the opportunities are process-integrated measures.
 An overview of best available techniques in kraft pulping and
their impact on the environment and the mill performance
respectively can be found in the following document. IPPC
 Only some consideration will be presented here.
84
General Measures
 Staff and operators must be trained, educated and
motivated of staff and operators.
 Improved process control will reduce different
pollutants simultaneously and maintain low
emissions.
 Technical units of pulp mills and the associated
abatement techniques must be highly efficient.
 An environmental management system which clearly
defines the responsibilities for environmentally
relevant aspects in a mill will raise awareness and fix
the goals and measures for environmental
improvement.
85
Reduction of Water Emissions
 Dry debarking of wood
 Modified cooking either in batch or continuous
system
 Highly efficient brown stock washing and closed cycle
brown stock screening
 Oxygen delignification
 ECF or TCF final bleaching and some, mainly
alkaline, process water recycling in the bleach plant
 Purification and reuse of condensates
 Effective spill monitoring, containment, and recovery
system
86
Reduction of Water Emissions
 Sufficient black liquor evaporation plant and recovery
boiler to cope with the additional liquor and dry solids
loads due to collection of spills, bleach plant effluents
etc.
 Collection and reuse of clean cooling waters
 Provision of sufficiently large buffer tanks for storage
of spilled cooking and recovery liquors and dirty
condensates to prevent sudden peaks of loading and
occasional upsets in the external effluent treatment
plant
 Primary treatment of wastewater
 External biological wastewater treatment
87
Reduction of Air Emissions
 Collection and incineration of concentrated malodorous gases
from the fibre line, cooking plant, evaporation plant, condensate
stripper, and control of the resulting SO2. The recovery boiler,
the lime kiln or a separate NOx can be used to burn the strong
gases. The gases emitted by the, which have a high
concentration of SO2 must be scrubbed.
 Diluted malodorous gases from the fiber line, various sources as
tanks, chip bins, smelt dissolver etc. must be collected and
incinerated. The weak malodorous gases can be burnt in e.g.
the recovery boiler mixed with combustion air or in an auxiliary
boiler depending on the volume.
 Stringent control of the combustion in the recovery boiler and
control of excess oxygen using low S-fuel and control of the
residual soluble sodium from the lime mud fed in the case of the
lime kiln will reduce TRS emissions.
88
Reduction of Air Emissions
 Feeding high dry solids contents liquor to the
recovery boiler and/or using a flue gas scrubber will
allow the mitigation of SO2 emissions.
 NOx emissions from the recovery boilers, auxiliary
boilers and lime kiln can be reduced by controlling
the firing conditions and by ensuring proper mixing
and division of air in the boiler, and for new or altered
installations also by appropriate design.
 Using bark, gas and low sulphur oil and coal or using
a scrubber will reduce SO2 emissions from auxiliary
boilers.
 Cleaning of the recovery boilers, auxiliary boilers and
lime kiln flue gases with efficient electrostatic
precipitators to mitigate dust emissions.
89
Solid Wastes Minimization
 Minimization of solid waste generation and recover,
re-cycle and re-use these materials when possible.
 Collection of waste different fractions must be
separated at source and, if necessary
residuals/waste must be temporarily stored to make
possible an appropriate handling of remaining waste
products.
 All non-hazardous organic material (bark, wood
waste, effluent sludge, etc.) can be incinerated in an
auxiliary boiler, specially designed for burning of
moist, low calorific value fuels (as e.g. fluidised bed
boilers).
 Residuals/waste can be used, when possible, as
substitutes in forestry, agriculture or other industries.
90
Energy Reduction
The following is a list of measures to reduce the
consumption of fresh steam and electric power, and to
increase the generation of steam and electric power
internally.
1.
High heat recovery and a low heat consumption









91
High dry solids content of black liquor and bark
High efficiency of steam boilers
Effective secondary heating system
Well closed-up water system
Relatively well closed-up bleaching plant
High pulp concentration
Pre-drying of lime
Use of secondary heat to heat buildings
Good process control
Energy Reduction
2. Low consumption of electric power




As high pulp consistency as possible in screening and
cleaning
Speed control of various large motors
Efficient vacuum pumps
Proper sizing of pipes, pumps and fans
3. High generation of electric power




92

High boiler pressure
Outlet steam pressure in the back-pressure turbine as low
technically feasible
Condensing turbine for power production from excess
steam
High turbine efficiency
Preheating of air and fuel charged to boilers
BATs for MIM and Strategic Planning
For all the previous measures, several technologies a
currently available and some better ones will emerge in the
future. Choosing with ones to implement and in which order
is not obvious. Choices must be justified not only
environmentally but also economically.
Strategic planning through roadmap can lighten the choice of
the technologies to implement and made this choice
becoming a competitive advantage for the company in the
future. The choice of technologies is important in achieving
the company’s vision and must take into consideration the
probable state of the entire industry in the future.
Unfortunately, nobody can accurately predict what will
happen in the future so technology roadmaps must be
revisited and updated on a regular basis as the situation
evolves.
93
MIM Metrics
 Be environmentally friendly is one thing, be able to
show it to the others is another. In order to take
advantage of an environmental action, a company
must be able to demonstrate its environmental
performance.
 Weyerhauser MIM metrics, which have been
described in tier I Go to Tier I , can help in achieving
this objective. However, these metrics have to major
weaknesses:


They are not very understandable for a non initiated public;
They are too often limited to the facility’s operations.
Product stewardship can enhance the competitive
advantage.
 LCA can be a interesting solution to these problems
because of its life cycle impact approach.
94
Examples of LCA-MIM Metrics





95
Global warming
Ozone depletion
Smog formation
Acidification
Eutrophication
 Ecotoxicity
 Human toxicity
 Virgin fiber
consumption
 Water consumption
 Energy consumption
An Example:
Veracel’s Vision of Sustainability
Veracel Mill
Veracel is a Stora Enso’s mill that will be located in Eunapolis Brazil.
Its construction has been announced in May 2003. It will produce
900 000 t/year of Eucalyptus pulp. will be the largest single-line
bleached eucalyptus pulp mill in the world. The construction of this
mill has raised a lot of concerns due to its use of Rainforest
resources.
Veracel
Mill
96
An Example:
Veracel’s Vision of Sustainability
Veracel’s History
1991:
1992:
1997:
1998:
1999:
2000:
2001:
2002:
2003:
97
2005:
The Veracruz plantation project established; first lands
acquired.
Planting begins.
Stora acquires a stake in the project.
Merger between Stora and Enso.
Veracruz becomes Veracel.
Aracruz acquires a stake in the project.
First harvests cut in the plantations; barge terminal
construction begins.
Barge operations begin; decision made to build the Veracel
pulp mill.
Ownership of Veracel finalised with Stora Enso owning
50% and Aracruz owning 50%. Pulp mill construction
announced and commenced.
Pulp production due to start.
An Example:
Veracel’s Vision of Sustainability
The Vision
Veracel aims to become the leading pulp mill and
plantation concept in the world by:






98
Adopting best environmental practices in plantations;
Adopting best environmental practices in the pulp mill;
Showing strong social commitment;
Maintaining active dialogue with stakeholders;
Making sure the project has a positive economic impact in
the region;
Maintaining the competitiveness of operations.
An Example:
Veracel’s Vision of Sustainability
The Actions: Local Welfare Generations
 Local employees and suppliers will be
prioritized.
 5 500 people for the construction of the mill,
plus 280 people (45% of whom are women)
to operate the mill will be trained.
99
An Example:
Veracel’s Vision of Sustainability
The Actions: Employee Welfare
Core labor rights in contractors’ and suppliers’
operations as well as internally will be
addressed
100
An Example:
Veracel’s Vision of Sustainability
The Actions: Support for Education and
Health Care
A total of USD 8 million will be invested in social
infrastructure programs during the period 2003–
2005.
101
An Example:
Veracel’s Vision of Sustainability
The Actions: Commitment to Global
Models for Plantation
Plantations are already ISO 14001 certified and
are preparing for other forest certifications (e.g.
CERFLOR
).
The Atlantic Rainforest Program
will be
fostered and the active regeneration of natural
rainforest accelerated(400 hectares in 2004).
102
An Example:
Veracel’s Vision of Sustainability
The Actions: Minimizing Environmental
Impact of the Mill
Veracel will use the best available technologies
in planning and construction.
It also has a commitment to certified
environmental management system.
103
An Example:
Veracel’s Vision of Sustainability
Stora Enzo has recognized that, in order
to stay competitive, this mill as to be built
and operated in harmony with the
environment and the local community.
They will be regularly audited by an
independent firm and they will submit a
sustainable report every year.
104
References

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105
AMERICAN FOREST AND PAPER ASSOCIATION. 1994. AGENDA 2020: A Technology Vision and
Research Agenda for America's Forest, Wood and Paper Industry, 27 pages.
AMERICAN FOREST AND PAPER ASSOCIATION. 2004. Agenda 2020.
http://www.afandpa.org/Content/ContentGroups/Forestry1/Forest_Research/Agenda_2020/Agenda_2020.ht
m page consulted in 2004.
BURKE, Douglas J. 1997. 2020 Vision – Focus on the Future. Tappi Journal 80(2), p. 37-43.
EUROPEAN COMISSION. Integrated Pollution Prevention and Control (IPPC) – Reference Document on
Best Available Techniques in the Pulp and Paper Industry. 2001, 475 pages.
INDUSTRY CANADA. 2004. Understanding Technology Roadmapping.
http://strategis.ic.gc.ca/epic/internet/intrm-crt.nsf/vwGeneratedInterE/rm00057e.html, page consultated in
2004.
OFFICE QUEBECOIS DE LA LANGUE FRANÇAISE. Grand Dictionnaire Terminologique. 2004.
www.granddictionnaire.com, page consulted in 2004.
PHAAL, Robert, FARRUKH, Clare, PROBERT, David. Technology Roadmapping:Linking Technology
Resources to Business Objectives. Centre for Technology Management, University of Cambridge, 27
pages.
QUICKMBA. 2004. The Strategic Planning Process. http://www.quickmba.com/strategy/strategicplanning/, page consulted in 2004.
SPRINGER, Allan M. (ed.). Industrial Environmental Control. 3rd ed. Tappi Press, Atlanta, 2000, 711
pages
WATSON, Steven W., SAPP, Richard W. 1995. Engineering: The Missing Link in Strategic Planning.
Tappi Journal, January 1995, p. 73-76.
QUIZ
Question 1
Why does GLFP decided to implement
the Rapson-Reeve process?
a) They were unable to reach the effluent
limits with a conventional secondary effluent
treatment.
b) They wanted to have a competitive
advantage over competitors.
c) There was no sufficient space to build a
aerated lagoon.
d) It was less expensive than a lagoon.
107
Question 2
What is one of the major reason for the
failure of the Great Lakes process
closure?
a) Build-up of non-process elements was not
considered in the initial design.
b) It was to expensive to operate.
c) Maintenance was to expensive.
d) a, b & c.
108
Question 3
In the L.-P. case study, which of the
following was not a benefit of the CC-TCF
process implementation?
a)
b)
c)
d)
109
Improved pulp quality.
Reduction in energy consumption.
Improved color of the effluents.
Reduction of the chemical consumption.
Question 4
To which of the following mill will you most
recommend to implement closed-cycle bleach
process?
a) A modern mill in a place where water cost a lot
near a sensible water habitat.
b) A old mill in a place where water cost a lot
near a sensible water habitat.
c) A modern mill located near a very polluted
river.
d) A old mill located near a very polluted river.
110
Question 5
To which of the following mill will you most
recommend to implement closed-cycle bleach
process?
a) A modern mill in a place where water cost a lot
near a sensible water habitat.
b) A old mill in a place where water cost a lot
near a sensible water habitat.
c) A modern mill located near a very polluted
river.
d) A old mill located near a very polluted river.
111
Question 6
Which of the following can be considered
as a strategic planning action?
a) Scheduling of a paper machine for the
next week.
b) Production planning for a year.
c) Considering close-up of water system in
the future because of the competitive
advantage.
d) a & c
112
Question 7
If you build a technology roadmap to
supports the evaluation of opportunities
and threats and focuses on the
development of a vision of the future of
the organization, which purpose do you
want to achieve?
a)
b)
c)
d)
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Strategic planning.
Process planning.
Product planning.
Long-range planning.
Question 8
What is Agenda 2020?
a) The CO2 reduction objectives accroding
to the Kyoto protocol.
b) Weyerhauser’s environmental
objectives for the year 2020.
c) American Forest & Paper Products
Assocation technology roadmap.
d) Canadian Forest & Paper Products
Assocation technology roadmap.
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Question 9
Which one is not a general measure to
reduce environmental according to the
BATs?
a)
b)
c)
d)
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Trained and motivated staff and operators.
Improved process control.
Efficient technical units.
An annual environmental report.
Question 10
What does LCA can bring to the MIM
metrics?
a)
b)
c)
d)
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More data.
A life cycle approach.
A impact approach.
b & c.
Who Was Howard Rapson?
Achievement
Global authority on pulp
and paper chemistry
Birthdate
September 15, 1912
Birthplace
Toronto, Ontario
Date of Death
March 16, 1997
Place of Death
Toronto, Ontario
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Rapson was educated at the University of
Toronto (BASc, 1934; MASc, 1935; PhD,
1941). He became an expert in pulp and
paper chemistry which involves the
manufacture and purification of wood pulp
and cellulose for making paper. His particular
specialty was in the use of chlorite ion (ClO2)
pulping and bleaching which he developed
during World War II when the usual pulping
agent, sulfuric acid, was in short supply. He
holds 33 patents in 45 countries and has
received numerous awards.
Sources: Canadian Who’s Who 1993,
personal communication; photo from Pulp and
Paper Technical Association of Canada.
Return to history
Kamyr Digester
This cooking process is
characterized by low
initial alkali
concentration and low
final lignin
concentration. This
cooking process also
ensure good pulp
strength properties.
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Return to description
Mission and Objectives
The mission describes the organization’s business vision including:



Unchanging values;
Purpose of the organization;
Visionary goals.
From an organization’s point of view, it can be seen as the answer
to the following questions:




Who are we?
What is our business?
What needs can we satisfy?
What is our desired image?
Measurable financial (e.g. sales target, earning growth) and
strategic (e.g. business position, market share, reputation)
objectives will be defined based on the mission.
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Environmental Scanning
The followings components are included in the
environmental scanning:



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Internal firm analysis:
Identification of the firm’s strengths and
weaknesses.
Analysis of the firm industry:
Revelation of opportunities and threats.
External macro-environment:
Environment in which the firm operates that can
be described by political, economic, social and
technological factors.
Strategy Formulation
 The firm matches its strengths with the
identified opportunities while
addressing its weaknesses and
external threats.
 In order to maximize profitability, the
strategy formulation aims at developing
a competitive advantage (cost or
differentiation) over competitors.
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Strategy Implementation
 The implementation is done by:



Means of program;
Bugdet;
Procedures.
 Resources are organized and staff is
motivated to reach the objectives.
 Communication is a very important
factor in the success of the
implementation.
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Evaluation & Control
Monitoring and adjusting the strategy are very
important for its success. The steps in
evaluation and control are:
1.
2.
3.
4.
Definition of parameters to be measured;
Targeting;
Measure of the parameters;
Comparison of results with pre-defined
standards;
5. Implementation of necessary changes.
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CERFLOR
CERFLOR is a forest certification scheme
within the national standardization system
under the National Institute of Metrology,
Standardization and Industrial Quality’s
resposibility.
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The Atlantic Rainforest Program
The Atlantic Rainforest Program, launched in
1999, seeks to develop a number of farreaching initiatives at the national level.
Activities include monitoring the elaboration,
implementation and assessment of public
policies, of specific legislation and programs for
the preservation and sustainable use of the
Atlantic Rainforest’s resources.
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