- building of the News-line - rebuild of PM3 to magazine paper - building of power plant 1
1977 Start-up of the first 1937 Start-up PM2 for the production of Newsprint
deinking plant Recycling capacity: 120 ton/day
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Collection collection center
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De-inking rejects
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De-inking rejects
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De-inking
flotation cells
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De-inking pulp
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Paper making paper machine 4
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Paper making Press section
Dry section
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Production Power Plant 1 • 55 MWth output 60-65 MWth input • Incineration – Own: sludge of deinking and water treatment – External: waste wood • Energy production: – 60% need for steam – 15% need for electricity
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Production Power Plant 2 • 125 MWth output 140 MWth input • Diversity of fuels: – Waste wood – Bio fuel • Energy production mid 2010: 2 power plants: – 100% need for steam – 65% need for electricity
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Number of accidents with work delay
5 3 1
maximum target
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March 22, 2012
Jul/ 12 A ug /12 S ep /12 Oc t /12 Nov /12 Dec /12
May /12 J un /12
/12 Apr
/12 M ar
F eb / 12
/12 J an
YTD
previous years
201 2
0 201 1
200 7
200 9
0 200 8
0 200 6
2
201 0
3
200 5
200 4
4
monthly cumul
18
Enjoy the mill tour! • This is a production site!
• Be careful at all times!
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It should be noted that certain statements herein which are not historical facts. including. without limitation those regarding expectations for market growth and developments; expectations for growth and profitability; and statements preceded by “believes”. “expects”. “anticipates”. “foresees”. or similar expressions. are forwardlooking statements within the meaning of the United States Private Securities Litigation Reform Act of 1995. Since these statements are based on current plans. estimates and projections. they involve risks and uncertainties which may cause actual results to materially differ from those expressed in such forward-looking statements. Such factors include. but are not limited to: (1) operating factors such as continued success of manufacturing activities and the achievement of efficiencies therein. continued success of product development. acceptance of new products or services by the Group’s targeted customers. success of the existing and future collaboration arrangements. changes in business strategy or development plans or targets. changes in the degree of protection created by the Group’s patents and other intellectual property rights. the availability of capital on acceptable terms; (2) industry conditions. such as strength of product demand. intensity of competition. prevailing and future global market prices for the Group’s products and the pricing pressures thereto. price fluctuations in raw materials. financial condition of the customers and the competitors of the Group. the potential introduction of competing products and technologies by competitors; and (3) general economic conditions. such as rates of economic growth in the Group’s principal geographic markets or fluctuations in exchange and interest rates.
