Pulp & Paper Canada July/August 2014 by Annex Business Media

PULP& PAPER CANADA

TOLKO’S SAFETY STRATEGY CHANGES AT PORT HAWKESBURY CONFERENCES: EAST & WEST

OVER 100 YEARS OF SERVING THE INDUSTRY

JULY/AUGUST 2014

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Who’s going to run our

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PULP& PAPER

July/August 2014 Vol. 115, No. 4 A Business Information Group Publication PRINT EDITION ISSN 0316-4004 ON-LINE EDITION ISSN 1923-3515

CANADA

OVER 100 YEARS OF SERVING THE INDUSTRY

COVER STORY

Who Will Run our Machines?

As the industry changes its hiring and training practices to cope with a wave of retirements, mills are finding that workers move up through the ranks more quickly, gathering less experience than ever before.

FEATURES

Making Paper in the Maritimes

Showing typical East Coast hospitality, the PAPTAC Atlantic Branch Conference seemed like a roundtable discussion of problems and solutions.

Port Hawkesbury Paper Gets Creative to Cut Costs

We’re all familiar with the farmer’s adage, “Make hay while the sun shines.” Port Hawkesbury Paper has its own mantra: “Make pulp while the power’s cheap.”

Tolko’s Safety Culture Shift

PacWest Conference Review

The Option of Indirect Measurement

Employees at Tolko’s kraft paper mill have embraced the “Courage to Care” safety program, and watched their injury rate go down.

Highlights from the annual gathering in Western Canada.

Parametric and predictive emissions monitoring systems (PEMS) are gaining acceptance as an alternative to continuous emissions monitoring systems (CEMS). Contributed by SNC-Lavalin Inc.

IN EVERY ISSUE

4 Editorial 5 News 8 Opinion: PAPTAC 24 9 Opinion: FPAC 9 Opinion: FPInnovations 20 18 Technology News 20 Technology News: Paper Machine Clothing 21 Classified Ads 22 Bio-Economy MISSION STATEMENT: To promote the pulp and paper industry in Canada by publishing news of its people and their innovations in research, technology, management and financing, as well as forecasts of future trends. Serving the industry since 1903.

For breaking news, visit www.pulpandpapercanada.com Cover image: Courtesy of Andritz Pulp & Paper.

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July/August 2014 PULP & PAPER CANADA

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Editorial

The transformation is here W

ith three new announcements of pulp and paper companies investing in bio-products in recent weeks, it’s become clear the so-called transformation of the industry is not just wishful thinking on the part of our industry associations. In a win-win scenario for the Canadian industry, West Fraser is planning to invest in commercial-scale lignin production at Hinton, using the Canadian technology developed by FPInnovations and Noram Engineering. Kruger Products has started up production of cellulose filament on a demonstration scale at its TroisRivières mill, again using Canadian technology. Mercer International and Resolute Forest Products have formed a joint venture to develop markets for the new product category of cellulose filament. Cindy Macdonald Editor All three of these stories have developed as I’ve been preparing to send this issue of Pulp & Paper Canada to the printer, so they have been covered on our web site, but not yet made it into the pages of the magazine. If you haven’t yet heard the details, look them up at www.pulpandpapercanada.com. It will make you proud. Not all of the changes in the industry have been so dramatic. I’ve travelled to quite a few mills and events during this spring conference season, and the truth is, there are significant changes happening in day-to-day production, maintenance and training. In this month’s cover story, you’ll read how Canfor and West Fraser have quickly and effectively responded to the challenge of workforce renewal. You can also read about Port Hawkesbury Paper achieving profitability by re-purposing some assets and constantly tweaking its operation. I visited Alberta Newsprint in May, which is creatively using its industrial assets to find revenue streams outside of the pulp and paper industry. In the same town, Whitecourt Pulp is investing in a biogas-to-electricity technology. There is transformation and renewal going on at all levels of this industry, from multi-million dollar capital investments in new technology to $300 GoPro cameras mounted on hardhats for training videos.

Editor CINDY MACDONALD 416-510-6755 cindy@pulpandpapercanada.com Publisher JIM BUSSIERE 416-442-5600 ext. 3606 jim@pulpandpapercanada.com President, Business Information Group BRUCE CREIGHTON Vice President, Publishing ALEX PAPANOU Executive Publisher, Manufacturing TIM DIMOPOULOS

ADVISORY BOARD Richard Foucault Greg Hay Dr. Richard Kerekes Barbara van Lierop Dr. David McDonald Dennis McNinch Dr. Yonghao Ni Bryant Prosser Dr. Paul Stuart Ross Williams EDITORIAL/SALES OFFICES 80 Valleybrook Dr., Toronto, ON M3B 2S9 Phone: 416-442-5600. Toll Free: c da 800-268-7742; usa 800-387-0273

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CLARIFICATION I would like to clarify some statements from the PaperWeek Canada review in the March/April issue. In the section of the article that discussed bio-products, it was not clear that some of the speakers were presenting at the International Forest Biorefinery Symposim, not at PaperWeek Canada. These were: Maria Wellisch, Donald Smith, Gerd Unkelbach and Warren Mabee. The Symposium is held in conjunction with PaperWeek Canada but is organized by a separate committee which works hard to put together a high quality event and its effort should be recognized.

PULP & PAPER CANADA July/August 2014

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A Business Information Group Publication Print edition ISSN 0316-4004 On-line edition ISSN 1923-3515

Sustaining member, Pulp and Paper Technical Association of Canada; Member, Canadian Business Press and Audit Bureau of Circulation.

“We acknowledge the financial support of the Government of Canada through the Canada Periodical Fund of the Department of Canadian Heritage.”

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Illustration: Rackam

Industry News

Cascades turns to solar power at Kingsey Falls mills Cascades will install a powerful, 1,490 m2 concentrated solar power (CSP) system to reduce the consumption of natural gas used to produce hot water for the company’s complex of tissue and board mills in Kingsey Falls, Que. This will be the first time the CSP technology is used in the paper industry. The solar power technology will be sourced from Rackam, a Quebec-based

developer of solar thermal processes. A ceremonial groundbreaking for the solar power plant project was held on June 9. Financing for the $1.1 million project comes in part from a $463,500 grant from Quebec’s department of energy and natural resources. Gaz Métro is also contributing $76,000 to the project through its Innovation program.

Blockade at Northern Pulp ends with promise to close waste treatment facility After a week-long blockade at the site of a pulp mill effluent spill, the Nova Scotia government acceded to the demands of the Pictou Landing First Nation to shut down the waste water treatment facility used by Northern Pulp Nova Scotia. Provincial officials met with the protest leaders and agreed to introduce legislation by this time next year that will facilitate discussions with the Pictou Landing First Nation to eventually close the Boat Harbour effluent treatment facility. Effluent from the Northern Pulp NBSK pulp mill in Abercrombie Point, N.S., is treated off-site at the Boat Harbour facility, which is owned by the provincial government but managed by Northern Pulp. A leak in the pipe which carries effluent from the mill to the treatment facility was found on June 10. The mill immediately ceased production. The neighboring First Nation band blockaded the site, allowing clean-up crews and equipment on the site, but not permitting the repair of the broken pipe. The pipeline carries about 70,000 cubic metres of waste water per day from the mill to the treatment site. It was announced on June 16 that the band had reached an agreement with the government about the replacement or relocation of the effluent treatment plant. The mill re-started production on June 24, following repairs to the effluent pipe. David MacKenzie, communications manager for Northern Pulp, told the Chronicle Herald newspaper on June 16: “We’re

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“We are proud to launch such a large project in collaboration with Cascades,” said Mathieu Chagnon, president of Rackam. “This is the first solar power installation in Quebec that uses our new generation of S20 collectors. These collectors are twice as big as the ones we used in previous projects, and much more efficient.” When complete, the installation will produce 4,440 GJ/year that will be used to raise the temperature of pressurized water from 106°C to 118°C, and will generate savings of 139,700 m3 of natural gas. Rackam’s technology employs parabolic trough collectors that increase the intensity of the sun’s rays by concentrating them on a central tube filled with a circulating heat transfer fluid which absorbs thermal energy. The captured heat can be transported to a thermal battery or directly to an industrial process.

Kruger Products acquires Metro Paper’s tissue converting assets Kruger Products L.P. has completed the acquisition of all of Metro Paper Industries Inc.’s Canadian tissue converting assets,

happy to hear that an agreement has been reached. It was a long week for our workers and our families.” The shutdown affected 260 workers in the mill and hundreds of others in the woodlands and at local sawmills. The Chronicle Herald explains that the provincial government built the effluent facility next to the Pictou Landing First Nation in 1967 and continues to own it. In 1995, the owner of the pulp mill took over management, but not ownership, of the waste treatment plant.

Northern Pulp to invest $21 million in precipitator Northern Pulp Nova Scotia will proceed this year with a $21-million project to install a new precipitator at the Abercrombie Point, N.S., NBSK pulp mill. David MacKenzie, a Northern Pulp spokesman, expects the new equipment to be operational in the spring of 2015. Clyde Bergemann Power Group Americas of New Jersey was awarded the turnkey contract for design, fabrication and installation of the system. “The existing precipitator has reached its limit for dust removal and this new precipitator is being built to replace it,” said a Northern Pulp news release. “The new precipitator will lead to a vast reduction of dust in air emissions and enhance environmental performance significantly.” The Chronicle Herald reports that part of the cost of the precipitator will be paid from a $17.2-million loan announced last year by the former NDP Nova Scotia government.

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Industry News located in Trenton, Ont., and Scarborough, Ont., for a total cash consideration of $23.5 million. The deal includes Metro’s entire North American Away-From-Home (AFH) customer base as well as a noncompete agreement. Metro’s revenues in 2013 were approximately $65 million, split equally between the U.S. and Canada. “We are excited about the opportunity to add the complementary product lines to our growing AFH business and this acquisition will immediately provide much needed additional capacity,” said Mario Gosselin, CEO, Kruger Products.

Fortress to cut employees in dissolving pulp segment Fortress Paper Ltd. has approved an employee reduction plan that will result in a reduction of approximately 16% of the salaried staff in the company’s dissolving pulp segment, including senior management, middle management and clerical staff. The impact in cost savings is estimated at approximately $2.2 million per year. These layoffs are part of a comprehensive cost reduction initiative undertaken in response to the challenging dissolving pulp market. The company operates its dissolving pulp business at the Fortress Specialty Cellulose Mill located in Thurso, Que. Lesprom Network reported mid-May that Alain Dubuc has been appointed as chief operating officer of Fortress Specialty Cellulose. Most recently, Dubuc was senior vice-president of operations at Pinnacle Renewable Energy, where he oversaw six forestry-related mills across British Columbia.

Resolute employees accept contract that will set pattern for Eastern mills Unionized employees of Resolute Forest Products have voted to support the collective agreement negotiated by the company with Unifor. “We are pleased to see that our employees and their union leaders appreciate the nature of the issues and challenges facing our company, such as accessing forest resources, controlling costs and challenging market dynamics for some of our end-use paper products,” said president and CEO Richard Garneau. An agreement in principle was entered into between Unifor and the company on 6

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May 8, 2014, to renew the collective agreements for a four-year period. This agreement was submitted and accepted by a strong majority of union members during the ratification process. This agreement covers nearly 2,000 employees across 11 Resolute pulp and paper mills. It will set the pattern for 8,000 workers represented by Unifor in the primary pulp and paper sector east of the Manitoba border. In a press release, Unifor said the union “did not agree to any economic concessions, and the issues of outside contracting and economic improvements were all key parts of this agreement.” At the time that the agreement in principle was announced, Garneau commented: “This agreement allows Resolute to continue productivity improvements and also to offer our employees good working conditions.” According to Resolute, the agreement in principle provided for wage increases in each of the four years it covers and continues the partnership with the union on efficiency and employee safety.

Canadian forest sector shows strong productivity gains The Canadian forest products industry has achieved strong advances in labour productivity even while facing one of its worse downturns. But productivity in paper mills lags behind the performance of the rest of the sector. A detailed analysis of productivity trends in the Canadian forest products sector was undertaken by the Centre for the Study of Living Standards (CSLS) for the Forest Products Association of Canada (FPAC). The independent study shows that between 2000 and 2012 the labour productivity of the Canadian forest products industry grew at a compound annual rate of 2.5%, well above the overall Canadian business sector growth of 0.7%. The recession slowed labour productivity gains in the Canadian forest products industry to just 0.3%, but some segments continued to stand out, according to FPAC’s 2014 Productivity Report Card. “From 2008 to 2012, forestry and logging outstripped labour productivity gains in the broader economy by a wide margin, with annual average gains of 2.6%. Meanwhile, labour productivity in wood product manufacturing grew at an annual average

Briefly • A call for papers has been issued for PaperWeek Canada, the major Canadian gathering for the pulp and paper industry. The conference takes place February 2-5, 2015, in Montreal. The deadline for abstracts is Sept. 29, 2014. Send the abstract to paperweek@paptac.ca. • Nominations are now open for PAPTAC’s 2015 National Business Awards for the Canadian pulp and paper industry. The three award categories are: Mill Manager of the Year; Safety Leadership; and Environmental Strategy of the Year. Submission can be made on-line at www.paptac.ca. The entry deadline is Dec. 1, 2014. •P aul Whittaker took over as president and CEO of the Alberta Forest Products Association on June 2. • Four pulp and paper companies have been named to Corporate Knights’ Best 50 Corporate Citizens List for 2014. These are: Domtar, Cascades, Catalyst Paper, and Resolute Forest Products. • Dr. Trevor Stuthridge joined FPInnovations as executive vice-president. He is responsible for leading the operations divisions of the forest products research and innovation organization. rate of 1.7%. But labour productivity losses in paper manufacturing, at -2.3% per year, held the overall sector back.”

Andritz, Stora at odds over Montes del Plata mill An Andritz subsidiary has launched arbitration proceedings against the owners of the Montes del Plata pulp mill in Uruguay. The 1.3 million tons/yr bleached eucalyptus kraft (BEK) mill began production in early June. The mill is a joint venture of Stora Enso and Arauco. In early June, Stora Enso reported that Andritz had begun arbitration proceedings related to contracts for the delivery, construction, installation, commissioning and completion by Andritz of major www.pulpandpapercanada.com

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Handling a World of Materials

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Opinion

Tackling the Workforce Renewal Challenge Head-On By Cristina Murciano, development lead, PAPTAC

orkforce renewal is definitely a global concern. In Canada, as in most industrialized countries, the workforce is aging, and quickly. Young workers are becoming a rare species. According to Statistics Canada, ten years from now, there may not be enough young people entering the workforce to replace those retiring. PAPTAC, as the Canadian technical association serving the pulp and paper sector and representing the industry’s workers, is very aware of this situation and the decline of the current labour force. As a result PAPTAC is organizing and participating in events at which students and researchers are given an opportunity to show, via presentations, posters and other activities, how they are preparing themselves to enter the job market and supplement the current workforce. The FIBRE Conference held in Vancouver last May was, among other things, an occasion to discuss the changing of the workforce in the private and public sectors, and specifically in the pulp and paper industry. A student workshop entitled “Where are the jobs and how do I get one?” gave students and post docs a chance to debate the question by talking to industry leaders, developing key networking relationships, and improving their presentation skills. In particular, some perspectives were components of the Montes del Plata pulp mill project in Uruguay. Celulosa y Energia Punta Pereira S.A., a joint-venture company in the Montes del Plata group formed by Stora Enso and Arauco, disputes the claims brought by Andritz and will also actively pursue claims of its own for breach by Andritz of its obligations under the contracts. The Andritz claim is for EUR 200 million.

Zellstoff Celgar improves its testing capabilities Zellstoff Celgar is installing a next-generation automatic pulp laboratory from Metso. With the new equipment, the pulp mill in Castlegar, B.C., will be able to improve its pulp testing capabilities and will have significantly faster testing capabilities. “We were convinced by Metso’s proven technology and ability to support us locally with their North American service teams,” says Scott Spencer, manager, strategic development, Zellstoff Celgar. Metso will supply a Pulp Expert automatic pulp laboratory with consistency, freeness, tensile, dirt, brightness and high8

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offered by Cascades, Noram Engineering and UBC. The PacWest conference held in Jasper at the end of May was another great platform to talk about the future of “human capital.” Students in pulp and paper and engineering programs presented their technical/research papers to delegates at a dedicated student session and actively took part in the conference program. A total of six research students from UBC presented their technical papers and practical projects focusing on the conference theme of “Improving Mill Results.” Within PaperWeek Canada, a new component called Career Fair was organized to help create and strengthen ties between industry and student members, the educational community and the workplace. This is a unique environment to gather employers and future talent under the same roof. In addition, in order to respond to the growing need for the renewal of the industry’s workforce, PAPTAC set up a national student community to promote networking and help develop students’ future careers. You can follow the PAPTAC Student Community on Facebook. PAPTAC is increasingly involved in the workforce renewal challenge, and will assist future workers and employers during the transition by providing career programs and organizing training initiatives. PPC

definition fiber and shive measurements. Metso Pulp Expert is significantly faster than a traditional laboratory. The reliable, immediately-available quality measurements are related to laboratory standards and provide pulp mills with a full picture of total pulp quality, says the supplier. Zellstoff Celgar, part of Mercer International Group, is one of the largest and most modern single line kraft pulp mills in North America. It produces approximately 520,000 ADMT annually.

Paper Excellence puts $50 million into Chetwynd upgrade The new owners of the pulp mill in Chetwynd, B.C., are investing $50 million to upgrade the mill prior to restarting the operation, Business in Vancouver reported on May 8. Paper Excellence purchased the mill from Tembec in March 2014. It has been idle since September 2012. Jessica Ko, legal counsel for Paper Excellence, told Business in Vancouver the mill could be restarted as early as July. The Chetwynd mill had an annual production capacity of 240,000 tonnes

of bleached chemi-thermomechanical (BCTMP) hardwood pulp.

Idled Fort Frances mill will be permanently closed Resolute Forest Products Inc. has announced the permanent closure of its previously idled pulp and paper mill in Fort Frances, Ont. The company announced an extended period of market-related outage on Fort Frances’ remaining paper machine in January. The kraft pulp mill and another paper machine have been idled since November of 2012. The mill produced commercial printing papers. “We tried hard to find a way to reposition these assets, particularly the pulp mill. But unfortunately, due to end-product markets, the mill’s operational configuration and its cost position, we’ve concluded that there was no economically viable option for the pulp and paper operations at Fort Frances,” said Richard Garneau, president and chief executive officer. Resolute says it is exploring opportunities to continue to operate the biomass boiler and steam turbine for electricity. PPC www.pulpandpapercanada.com

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Opinion

Partnering for Progress Towards Vision2020 By David Lindsay, president and CEO, Forest Products Association of Canada

he Canadian forest products industry is making progress towards the strategic roadmap called Vision2020 and its three ambitious goals. Vision2020 was launched in May 2012 as a ten-year journey to help the forest sector reach its potential. It had the aim of refreshing the workforce with an additional 60,000 new employees; improving environmental performance by a further 35%; and generating an additional $20 billion in economic activity from new products and markets, all by the end of the decade. The Forest Products Association of Canada (FPAC) released in June Pathways to Prosperity, the first Vision2020 report card covering the baseline year of 2010 to 2012. The report shows that after a period of downsizing, the sector started hiring again and recruited 8,000 workers between 2010 and 2012. The pace of hiring is expected to increase as the industry transforms. The progressive environmental record of Canada’s forest sector is widely recognized. A recent international market survey showed Canada is considered the best forest products supplier in the world in terms of environmental reputation. The report card shows further headway. The industry’s envi-

ronmental credentials improved by 6% over the two years, based on 12 parameters. These include lower water and air emissions, reduced energy use and less waste to landfill. The Canadian industry saw only a modest increase in economic activity of $0.5 billion. However, this does not tell the whole picture. The report card reflects a time when the industry was stabilizing after the downturn yet also making strategic investments for future growth. Adopting new innovative products and entering new markets does not happen overnight, so the results do not yet capture the full extent of the effort being made by the industry and its partners. More recent figures reflect stronger growth – for example, in 2013, wood exports went up 27% and the GDP of Canada’s forest industry grew by 3.4%, faster than the 2% of the overall economy. So, progress is being made, thanks to the joint effort involving many partners, but more must be done. Realizing Vision2020 will continue to require a collective effort, bold thinking and determination. The industry must continue to work with governments, policy thinkers, communities, academics and others to find the best technological, social, environmental and economic pathways to progress. Together we can ensure our forest products industry remains a world-leading dynamic and innovative forest sector creating jobs and prosperity for Canada. PPC

The Importance of Innovation throughout the Value Chain Jennifer Ellson, Senior Communications Specialist, FPInnovations

uring the spring conference season FPInnovations’ president and CEO Pierre Lapointe mmade the rounds, speaking at conferences and trade shows across Canada, with one very clear message: innovation is crucial throughout the value chain and that collaboration is key to innovation. As the industry adapts to the rapid pace of this scientific and technological change, more than ever, the need for innovation and strategic alignment is crucial to our industry’s continued success. According to Lapointe, the forest innovation ecosystem has become a reality and Canada now has a collaborative approach to forest sector research. FPInnovations is very excited to be the catalyst that fosters alliances between organizations having complementary objectives. Working together, we can achieve faster progress and FPInnovations is proud of its strategic partnerships with industries, colleges and universities, governments and research institutions. These partnerships facilitate pooling of resources and providing complementary expertise to ensure efficient and cost effective research within each organization. “Further, through the National Research Advisory Committee, FPInnovations acts as a catalyst for all players in the forest innovation system, enabling them to continuously examine ways to make the system more effective and responsive www.pulpandpapercanada.com

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to sectorial objectives,” Lapointe said. “Our coordinated efforts with partnering colleges and university networks are proving to be effective in enticing students to delve into our industry. We must continue to show them that we are world leaders in innovating and delivering stateof-the-art solutions for every area of the sector’s value chain,” Lapointe added. FPInnovations was built on a foundation of collaborative thinking and our unique culture of working together delivers the best solutions from across Canada. By building an effective connection between organizations for targeted research, and even providing linkage to sectors outside the traditional avenues, including the oil and gas and transportation industries, interests and expertise become aligned, resulting in more innovation. Critical linkages between the FIBRE networks, research colleges and universities, research institutes, governments, and industry have been key to moving beyond discovery through applications and commercialization while providing students an opportunity to study and develop their expertise within the sector. Future opportunities provided by advancements in nanotechnology, genomics, and biotechnology will only be realized through an aligned forest innovation system, one that includes all stakeholders, promotes collaboration, and places a premium on great ideas that lead to extraordinary innovations. PPC July/August 2014 PULP & PAPER CANADA

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Conference Review

Making Paper in the Maritimes With typical East Coast hospitality, the PAPTAC Atlantic Branch Conference seemed like a roundtable discussion of problems and solutions. By Cindy Macdonald, editor

small group of people from local mills and a handful of supplier representatives met on Cape Breton in May for the PAPTAC Atlantic Branch conference. With about 50 attendees, the meeting had the feel of a roundtable session, with peers frankly discussing challenges and solutions related to mechanical pulping and papermaking. The Atlantic event is gaining a following again after a hiatus of a few years during the worst of the industry’s slowdown. This year’s event was held at the Dundee Resort in Nova Scotia, from May 14-16. It opened with a golf tournament and a welcome reception. Next was a full day of conference sessions and a formal dinner. The last day consisted of a mill tour of Port Hawkesbury Paper, in nearby Port Hawkesbury, N.S. Several of the conference presentations also drew on experiences at Port Hawkesbury Paper. Reza Amira of FPInnovations explained that his organization has done numerous audits and analyses on the process at the Port Hawkesbury mill. Since the restart in 2012, FPInnovations has been asked to analyze the new operations strategy, in which the mainline refiners run intermittently to take advantage of off-peak power rates. Amira noted that there has been a decrease in the specific energy of the mainline refining, and the total mass reject rate and tonnage to reject refining have increased. There has been no decrease in pulp quality, he determined. “Reject refining is more efficient in this case. It has decreased energy demand by 2.5 MW.” The advice Jason Spears of Port Hawkesbury Paper has for maintenance workers is simple: “If you filter to less than 10

As the host mill, Port Hawkesbury Paper had a large contingent at the Atlantic Branch conference.

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Justin Charron of Irving Paper presented the best technical paper of the event, “Understanding Future Wood Supply Impacts on TMP Operation & SC Paper Quality.”

microns, your life improves exponentially.” He believes that even new lube must be filtered, so the mill has invested in clean oil tanks that dispense into sealed containers with micron-rate breathers. Spears is also a fan of bottom sediment and water glasses. “These are the most effective $50 you can spend on a piece of equipment,” he says. They are standard on all pumps and on all hydraulic units with a cooler at Port Hawkesbury Paper.

Meanwhile, in New Brunswick Justin Charron of Irving Paper described the challenges his mill is facing due to variations in the species and age of incoming chips. He has studied the impact of variation in the amount of fir, bark and juvenile wood. While there’s little the mill can do about the chip supply, Charron explains that simply being more aware of the variations has been helpful. Mill personnel now hold bi-weekly planning meetings with the woodlands operations staff. Reports in the process control system now show what chip feed is expected from Irving’s various sawmills, so that the mill personnel can see species trends, bark and brightness trends, and the daily delivery schedule. The new communication tools are working, says Charron. “We’re seeing gains, and we’re dampening variations at the paper mill.” Charron won an award for best technical presentation of the conference. Suzanne Hohmann of Irving Paper discussed her mill’s experience with perifeeders on TMP line 3. The goal for the project was to stabilize the specific energy of this line, to increase throughput and to reduce energy consumption. She explained that the stability target is being met, the production increase is being maintained, and work on energy reduction remains in progress. One intermittent issue that hasn’t yet been resolved is high load on start-up. Hohmann is also chair of the PAPTAC Atlantic Branch, and led the brief matters of business pertaining to the group’s annual general meeting. She thanked Mark Frith, Mark Dube, Mike Hartery, Denise Thompson, Les Urquhart and Jenna Hazelton for their work in organizing the event. PPC

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Case History

TMP Line 3 is Port Hawkesbury Paper’s most energy-efficient line, and does most of the mill’s pulping.

capacities in the world (800 t/d). It was installed in 2004. Since the restart, the mill has modified the process flow so that the final storage for TMP Line 3 can be used as unbleached pulp storage. “This allows us the flexibility for on/off-peak load balancing,” says Bevin Lock, power manager. Line 3’s final storage capacity is 6000 m3.

This change allows the mill to do most of its pulping at night, when off-peak electricity rates are in effect. During peak hours, the TMP lines are shut down, and the supercalendered paper machine runs off of stored pulp. Payback period for the new process flow? About 10 days, says Mark Frith, pul production manager. “We’ve stored potential energy as pulp,” he explains. Line 3 is the preferred line in terms of electrical efficiency. Port Hawkesbury Paper is constantly seeking ways to improve the process. The mill hosts about two trials per month. With the current management, there’s a willingness to try new things, and the mill can quickly implement new changes. Frith says about $2 million worth of projects are going on now to debottleneck bleaching and reject refining areas. The other change since the restart is “our positive, engaged workforce,” says Lock. “There’s less rigor on the programs, more emphasis on people.” As of May, the mill had logged over 600 days without a lost time accident. PPC

Automatic vertical shelving units are linked to the maintenance CMMS.

The bright and airy parts department has storage for 31000 SKUs.

Make pulp while the power’s cheap By Cindy Macdonald, editor

We’re all familiar with the farmer’s adage, “Make hay while the sun shines.” Port Hawkesbury Paper has its own mantra: “Make pulp while the power’s cheap.”

alking to employees at Port Hawkesbury Paper in Nova Scotia, many statements begin, “Since the restart…” There’s a strong message that things are different under the new owner. There’s more local decision-making, there have been substantial changes to the operation of the mill, and there’s a noticeable change in attitude too. The pulp and paper mill was closed for about a year, after declaring bankruptcy in 2011. It was purchased by Pacific West Commercial, which also owns Alberta Newsprint, and reopened in October 2012. News stories at the time of the bankruptcy placed substantial blame for the mill’s demise on the high cost of electricity. The new owners negotiated better electricity rates, and changed the operating structure to circumvent “peak” hours. The newsprint machine was closed down, and the three TMP lines reconfigured to make the most of off-peak electricity rates. Port Hawkesbury Paper has three refining lines. Lines 1 and 2 are Andritz refiners dating from 1998, with capacity of 600 and 400 t/d, respectively. Line 3, at 86 MW, has one of the highest production www.pulpandpapercanada.com

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Case History

Tolko’s Safety Culture Shift Employees at Tolko’s kraft paper mill have embraced the “Courage to Care” safety program, and watched their injury rate go down. By Joe Weltner, RLG International

gain support and buy-in from those who would need to lead the change effort. The leadership team focused on the need for change under the banner “Courage to Care” and established a goal of zero incidents for 2013. This challenge resonated with all employees and helped create ownership and buy-in to a safe work environment. The results of the increased awareness and focus were outstanding. The recordable injury rate (RIR) improved by 65% from 2012 to 2013 and concurrently lost time injuries (LTI) improved by 67%. The mill recently received a Tolko corporate award for its safety improvement in 2013. In addition, on May 8, 2014, the Manitoba Minister of Labor and Immigration presented the SAFE Work Manitoba improvement award to the employees of TMKP. “I really believe in the basic principles of leadership, employee engagement and showing the Courage to Care, all of which are underpinning what we are doing,” says Terry Hamilton, general manager, TMKP. “The results so far are very encouraging and I am looking forward to further improve-

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ment and to developing a strong sustainable culture.” With any focused improvement effort, you don’t want other areas to slide. In this case, the safety performance improved and, at the same time, the mill surpassed the previous production record for tonnes produced. This really made a lot of people beam with pride at all levels of the organization. History has shown time and time again, that with improved safe work practices you will see productivity gains as well.

Proactive program is the secret to success The mill personnel developed a process called “Good Catch,” whereby employees and supervisors were asked to identify potential hazards or behaviours before someone might get injured. “To have a significant impact on the safety performance we knew we needed to find a way to get engagement from our employees. The new “Good Catch” program was created by getting input from the employees, which made implementation more successful. The focus

All photos: Joe Weltner

afety practices and performance remain a priority for pulp and paper mills across Canada. But even at sites where safety is of paramount importance, the number of injuries can take an upward turn. To achieve safety success, leadership teams know that they need to maintain a daily focus on safety. Tolko Manitoba Kraft Paper (TMKP) in The Pas, Man., added a new dimension to its safety focus when management decided that the key to success was to spread the safety focus across every single employee in the mill. Partnering with RLG International, TMKP decided to conduct an assessment of the effectiveness of their current safety program. The results of the assessment were communicated to everyone from the site leadership team to the front-line employees. It highlighted areas of improvement with respect to proactive safety practices. The first step of the project was to engage the managers and supervisors and ask for their input on the approach that was needed to change the safety and performance culture. This really helped to

www.pulpandpapercanada.com

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Case History

All photos: Joe Weltner

Brianne Bates and Laura Petit show off the Good Catch shirts.

is for everyone to participate to ensure we are all safe,” explains Andre Murphy, maintenance manager and chair of the safety committee. This proactive program identifies hazards before a “near miss” may have occurred. It could actually be referred to as “near miss prevention.” Leaders rolled out the process within every department with training materials and “Good Catch” forms, both hard copies and online. The Good Catches were then logged into a database, and categorized by department and supervisor. Some examples of Good Catches are: • A hose left on the floor in the steam and recovery boiler room – a potential tripping hazard; • A sharp metal edge on the wall coming into the warehouse area – a potential cutting surface; • The homemade knife for cutting the end roll was not deemed safe – potential hand cut; • The valve leaking in the basement – potential slip/fall or steam burn; • Workers were not wearing their safety glasses in the winder area – potential eye injury. There were more than 575 Good Catches submitted during the period from April to December 2013. Almost all (85%) of the Good Catches were corrected either immediately or through the routine maintenance work order system. This process was a big contributor to the safety culture and statistics improvement. The tag line “Courage to Care” means having the courage to speak up and identify potential hazards and www.pulpandpapercanada.com

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to talk to fellow employees about safe or unsafe behaviours. At the end of the day, the most important thing is for everyone to return home safe and in good health.

Making safety visible In addition to the leading indicator of Good Catches, some of the other contributing factors to Tolko’s successful safety program are: making safety visible, accountability and modeling, and an employee/ management partnership. Safety performance communication boards were posted in every department within the mill. These display perfor-

mance graphs, the safety pyramid, and pie charts with injury statistics of types, body parts and results trends. There are weekly and monthly safety topics distributed and discussed with all work crews. Each and every meeting is started with a safety and recognition moment. Safety has become a topic of regular conversation on an hourly and individual task basis. For maintenance, a pre-risk job assessment is attached to each work order. The person performing that work takes the time to identify the potential risks and hazards associated with the job. There is a huge focus on communication with regular and meaningful conversations throughout the day. It is referred to “shining a light” on safety in a positive way. “I am very pleased at how the employees have been looking out for each other and focusing on creating a safe work environment day in and day out,” says Gary Fenner, safety committee co-chair. Front-line supervisors are critical to the successful roll out of the Good Catch program. Each supervisor was accountable to submit Good Catches, start meetings with safety moments, use hazard audits, model PPE, and immediately investigate any and all incidents – from a report to a first aid or potential hazard. They also followed up on Good Catches to ensure they were mitigated if this had not already been done on the spot. They held themselves accountable

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Case History for these behaviours, but most importantly held those on their teams accountable for safe work practices.

Leading the way

a champion and leader. The mill’s maintenance manager, Andre Murphy, has been the project champion and coach for this major culture shift. He is also the co-chair of the workplace health and safety committee and oversees the site safety and plant protection departments. He was honoured by SAFE Work Manitoba with the Safety and Health Professional/Educator Award in May 2014.

The supervisors and managers have been developing their daily, weekly and monthly processes that drive the safety culture message. They communicate with the leadership team and employees by presenting the safety results from the performance boards at what is termed a “board walk”. The goal Celebrating improvements of this activity is to have the managers and The key to driving behaviour change is employees stand up and gather around one to recognize the desired behaviours when of the safety performance boards located they occur. TMKP leadership embraced in every department in the mill. At the board walk they discuss the results and performance trends, bring up any concerns they might have, and develop action logs or plans for improvement. Another tool that is used for communicating and improving performance is regular onepage reports done by many of the managers and supervisors to highlight their team’s performance. These are used The mill hosts barbeques to celebrate at their morning crew talks to important safety milestones. share the results of the teams’ performance. The Plant Protection and this simple idea of Security team distributes a report for recognition. After the every incident that is reported; first aids employees at the mill and anything more severe are distributed submitted more than twice daily. Every incident is reviewed by 250 Good Catches, the supervisors and follow-up is done to and achieved 90 days prevent a similar incident from happening without a recordable to someone else. incident, a recognition The workplace health and safety com- barbeque was held to mittee has been a huge part of the success- celebrate the achievements in safety perful turnaround at the mill. The partnership formance. This sent a very positive message between the unionized membership and to all of the employees and reinforced how the management team over the past year important it was for everyone to work safe has been a significant factor in the safety and look out for each other. It was a huge improvements. The unionized safety com- success. mittee representatives have been engaged Upon reaching six months of zero in incident investigation training and shut- recordable injuries, TMKP leadership celdown hazard audits, and have presented at ebrated with another barbeque and distribvarious leadership team business reviews. uted “Courage to Care” Good Catch t-shirts Gary Fenner, the union safety commit- to everyone, including vendors and outside tee representative, saw an opportunity contractors. and stepped up to help lead the charge In addition, the managers and superto make a significant impact on the safety visors provided team and individual recperformance. ognition through the use of handwritten With any successful culture change and thank-you notes, posted in the work areas performance improvement, there needs to and given to the person in public or private. 14

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Along with the notes they also have “Tim cards” and other recognition items, such as a Good Catch coins, to distribute when desirable performance is observed.

Sustainability is the key In order to keep the momentum and process in place long after the initial energy or managers move on, there must be consistent regular routines established that take place no matter who is on site. “It is imperative to keep the momentum going forward and not let off the focus and attention to creating a Courage to Care culture and a safe work environment.We must now focus on the behavioural side of safety observations and peer coaching in order to add some glue to keep this all together as a way of life,” states Blair Rydberg, mill manager. TMKP focused on creating a daily “drum beat” of regular communication and focus on performance. Safety is discussed at every opportunity, which reduces risks and increases job focus. Other continuous improvement teams have been formed to address safety indoctrination, safety communication, handling of hazardous materials, 5S housekeeping and locking out equipment to continue to move safety performance forward. TMKP has demonstrated that safety needs to be first in every aspect of what we do at work and at home. It is the key to any successful business environment, and you can never say you have done all you can do to improve it. It is a part of the continuous improvement journey to making TMKP as safe as possible and productive and efficient at the same time. PPC Tolko Industries Ltd. is a privately-owned Canadian forest products company based in Vernon, B.C. The TMKP mill produces sack kraft and unbleached kraft paper. RLG International is a Vancouver-based performance improvement firm serving clients worldwide since 1983. Joe Weltner, RLG International, is a performance coach with 31 years of experience in coaching teams to succeed. www.pulpandpapercanada.com

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Conference Review

PacWest in Review The 2014 PacWest Conference had 234 delegates taking in a program densely packed with business and technical information. Technical sessions focused on process control, mechanical pulping, papermaking, kraft pulping, and asset reliability. There were also two panel discussions of topical issues: bio-pathways and the transfer of knowledge. (See this month’s cover story, Who Will Run our Machines?, on page 16, for commentary from the knowledge transfer session.) New this year was a technical session dedicated to presentations by students at University of British Columbia. The H.R. MacMillan Annual Memorial Award for the best technical paper presented at the conference was granted to Olaf Stark, Canfor Pulp, Northwood, for Risk Considerations for Construction Contracts Jennifer Fowler of West Fraser, Hinton Pulp, was honored for the best technical presentation by a novice, for Identification of Key Odour Sources and Abatement Strategies Implemented at Hinton Pulp. The award for best supplier paper was presented to Jeff Butler, Metso North America, for Online Recovery Boiler Reduction Degree – Data Review. The conference is organized by the Pacific and Western branches of PAPTAC and IBMP, a group of suppliers to the pulp and paper industry. Next year’s event will be held June 10-13 at Whistler, B.C. PPC

These UBC students presented their work to the PacWest audience.

Olaf Stark holds the H.R. MacMillan trophy for best technical paper, flanked by Brian Grantham and Stew Gibson.

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Conference chair Brian Grantham, with keynote speaker Jim Bottomley, and co-chair Che-Man Lee . www.pulpandpapercanada.com

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Cover Story

Who will run our machines? As the industry changes its hiring and training practices to cope with a wave of retirements, mills are finding that workers move up through the ranks more quickly, gathering less experience than ever before. hat is colloquially known as the skills gap, referring to the lack of available of skilled trades workers, is also a knowledge gap and an experience gap for pulp and paper companies. The large number of retiring workers means that, for all positions within the mill, employees are moving up through the ranks more quickly than ever before. At Canfor Pulp, human resources manager Twyla Hurley cites the example of chip handlers. An employee used to spend an average of 11 years in this position; now, it is about six months before the chip handler gets a promotion. Mills have come up with various training strategies to combat the lack of experience and general mill knowledge. They perform more extensive orientations about company culture and mill processes. They tap into the expertise of retiring workers before they leave. And, in some cases, they rely more heavily on equipment suppliers for monitoring, analysis and specialized knowledge. Speaking at the 2014 PacWest conference, Pam Woyciehouski said, “A lot of us are taking a look at how we deliver training on safety, skills, etc.” Woyciehouski is the maintenance manager at Canfor Pulp. Her situation is typical of the rapid turnover now happening in the industry. She was promoted into her position within the past year, and since then she’s hired three new team leaders and 10 maintenance supervisors and planners. But, along with the challenges come opportunities, said Woyciehouski. “It’s an opportunity for culture change, for engagement of the workforce.”

Developing a labour pool Gary Power, human resources manager at West Fraser’s Hinton Pulp mill, described for the PacWest conference his company’s concept of training incoming workers in groups to have an agile, available pool of entry-level workers. “Our feeder system has always been the [West Fraser] sawmill, but the sawmill hires for strong backs, not so much for brains,” he joked. At the pulp mill, two-thirds of the workforce is eligible to retire within the next 10 years. When those people leave, they take a lot of skills and knowledge with them. New people will be advancing up the lines of progression at an accelerated rate. 16

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Photo: Andritz Pulp & Paper

By Cindy Macdonald, editor

Power says traditional peer-to-peer training is not effective with this new generation of learners, and it doesn’t work if the person doing the training has bad habits and poor skills. To address the problem, Hinton Pulp wanted to: improve the skills of new workers; improve the quality of people coming in; increase consistency in training; and provide a broad view of the operation. The solution they came up with is a “labour pool” concept. “This gives us a fluctuating number of employees who are used to fill entry-level positions. When they are not moved up the line, they are available as helpers or for special projects,” Power explained. Prior to joining the labour pool, they undergo 6-8 weeks of classroom training. Labour pool training is grouped into three main categories: pulp mill and fibre line; power and recovery; and the catch-all – safety, cost, quality, mechanical and logic. Mill costs and their impact are discussed, as well as customer requirements and the role operators play in maintaining quality. Fundamentals such as physics, chemistry, pumps, valves, control systems, lubrication, electricity, and reading drawings are also covered. “We made it more challenging that just answering multiple choice questions,” Power commented. “There are essays to write, and labeling of drawings.” When in the field, students and trainers use headsets with microphones so they can communicate in noisy environments. As of May 2014, the first group of nine people had been through the labour pool training and had been absorbed into mill positions. “The supervisors say these guys have a much better skill set and much better fundamentals,” said Power. www.pulpandpapercanada.com

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Cover Story He plans to run this training several times a year, making a new group of employees available each time. “We think improving the feeder system will help us” to replace the 4565 years of knowledge that will be retiring in the next ten years, he said. “We think it will put us in a position of not suffering multiple catastrophes.”

Photo: Andritz Pulp & Paper

Canfor’s four-year window At Canfor Pulp, the workforce turnover problem seems to be a little more pressing than at most other companies. Twyla Hurley, human resources manager for the company, says by 2018 70% of the company’s tradespeople can retire, 54% of the salaried workers and 52% of the operators. “For us, this is a four-year window,” she told the PacWest crowd. In addition, the Canfor mills are all located in Prince George, B.C., so growth in the liquified natural gas sector will be a huge external pressure. Canfor has a tradition of using metrics for hiring, and outside of retirement, it has less than 1% turnover. The objective now is to create a pipeline of high performing employees, to ensure that every position has an abundance. Hurley’s top three knowledge transfer priorities are: • Leadership – used to transfer the culture of the organization; • Asset management – relating to capacity utilization; and •Operations training – historically this had been peer-to-peer training. For operations training, Canfor Pulp is using laptops and mobile devices to transfer knowledge. Employees contribute to making homegrown videos, sometimes using a GoPro camera on a hardhat. Hurley said Canfor uses subject-matter experts to guide video production, training guidelines, evaluator “We think it will put tools and measures. us in a position of not “We’re trying to knit different types of suffering multiple training together,” she catastrophes.” explained. – Gary Power, Hinton Pulp Hurley also uses the “foxes” within the mill. Foxes are the people who set trends among a group. “I tell them what we’re doing, and give them samples.” The foxes in turn get other people on board. “You cannot do this “to” people, you have to do it “with” people,” she noted. Hurley also believes project leaders are essential. “HR has no credibility. You need influencers on the management side. Look for someone with experience pushing a project through resistance.” This new HR environment has implications for mills’ collective agreements, and has policy implications as well, Hurley pointed out. In some cases you want employees using smart phones and mobile devices for training and reference, so there’s a need to develop appropriate policies.

Get new employees on board “The amount of people in our mills with less than four years of service is significant,” said Andrew Brooks, manager of skills development at Catalyst Paper. “Most new hires are 22 to 38 years old.” For new employees, “We have a great company orientation, www.pulpandpapercanada.com

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so they understand they are part of a big picture.” Then employees participate in a site orientation and a department orientation, Brooks told PacWest attendees. For technical training, Brooks noted that the training must be geared to adults. He prefers the information to be modular, with frequent “pats on the back.” Since technical training is a mix of knowledge and skill, Catalyst uses its subject matter experts “while they still work for us so we can capture their knowledge.”

New tools for the job The rapid turnover of workers being experienced at pulp and paper companies can require some new methodologies and tools. For example, Canfor’s Hurley noted that if you are hiring new people into supervisory roles, and they haven’t come up through the ranks, then less-experienced employees cannot turn to them for technical advice the way they used to when the supervisor was a former operator. Machinery and equipment suppliers may be able to help with this expertise gap. “It is expensive and difficult for a mill to have an expert on drives on-site,” says Brad MacDonald, DCS sales and marketing manager with ABB Canada. “We’re trying to put [our] expertise into overseeing operations.” With products such as ServicePort, ABB can monitor the health of various systems in the mill, and be alerted before a problem can cause a shut-down. For example, says MacDonald, if the torque on a paper machine drive is increasing, ABB can notify someone at the mill to look at it. Simulators are also emerging as a tool for training inexperienced operators. Many companies are opting for “high fidelity” simulation that allows them to connect to a real model of their own plant, explains MacDonald. This can be used for training and for testing new control strategies. With a real plant model, tied in to the automation system, operators could, for example, practice how to start-up systems, or how to react to a disturbance. The simulator can mimic how the process would react. Raymond Burelle of Valmet notes that mills are more reliable now, so disturbances and shut-downs happen less frequently. Simulations give operators an opportunity to practice this type of complex task so they are better prepared when it does occur. Valmet offers tailor-made training simulations based its broad knowledge of plant operations. The simulators are developed with advanced process models, graphics, and operational disruption scenarios to give the greatest possible training effect. In general, companies are aiming to have fewer operators, says ABB’s MacDonald. One mill in Canada restarted recently with a fraction of its former workers, he says. “But to do that, you have to give people the tools to manage tasks better.” And that is the crux of managing this current workforce changeover. To manage the skills gap, the experience gap and the bubble of retiring workers, pulp and paper companies need to determine the appropriate tools and training resources. Some companies are effectively using new digital technologies to capture the knowledge of experienced workers before they retire, and using advanced technology to tap the expertise of equipment suppliers. The influx of new hires creates a need for good, efficient orientation training to have these people rapidly integrate with the company culture. PPC July/August 2014 PULP & PAPER CANADA

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Technology News

Detailed assessment of MPC performance

Metso ExperTune PlantTriage software now includes a new capability: model predictive control monitoring. The new software performs continuous assessments of the performance of model predictive controls (MPC). These assessments are used to diagnose issues with disturbance variables (DVs), controlled variables (CVs), manipulated variables (MVs), and the MPC controller itself. There are more than 100 assessments of performance, which allows a high degree of specificity in the recommended corrective actions. Some of the new metrics include: effective controller on-time, controller health, time at constraints, model prediction error, and oscillation detection. In addition to a detailed assessment of MPC performance, Version 12 now presents the results in a new, more user-friendly browser interface. In response to client requests, the new interface is completely integrated with Metso ExperTune PlantTriage’s traditional monitoring of underlying regulatory control loops, allowing users to drill down directly from MPC monitoring to find root causes that may lie outside the MPC structure itself. George Buckbee, general manager, automation, says: “Our clients wanted a way to improve the performance of the whole control system, from advanced control all the way down to the individual instruments and valves. MPC Monitoring allows us to provide a complete solution, including world-class software and related services, to improve control performance across an entire plant.” Metso ExperTune PlantTriage software is the foundation for Metso’s Control Performance Business Solution. This customized service program pairs award-winning PlantTriage software with experienced control performance specialists, who collect and analyze real-time performance data, identify the root cause of underperforming loops, make and prioritize corrective action recommendations, and report progress. Metso announced acquisition of U.S. software company ExperTune Inc. in 2013. Metso, www.metso.com; www.ExperTune.com/PlantTriage

Andritz starts up Mondi Štětí PM7

Andritz reports the successful start-up of PM7 paper machine at Mondi Štětí, Czech Republic. The machine will produce mostly packaging paper grades. Andritz supplied a new headbox (PrimeFlow SW) with PrimeProFiler dilution control. The supplier also provided a new shoe press module which was added in the press section to create a three-nip press with shoe press (PrimePress Trix) for efficient dewatering. A new micro-creping unit (PrimeUnit MC), a new PrimeCal X shoe calender for high smoothness, and a new rewinder were also installed by Andritz. The dryer section was split into a pre- and an afterdryer section, including a new complete hood. Andritz Pulp & Paper, www.andritz.com

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Injection pump permits higer filler content

Sulzer and Wetend Technologies are launching an innovative hygienic injection pump series with unique design features especially suited to the pulp and paper industry. The SHS pump series has a compact and light pump design that improves operational efficiency. The technology of the new hygienic injection pump is based on a joint development project with Wetend Technologies – a global leader in injection flash mixing technology (TrumpJet® Flash Mixing systems), Randax and John Crane. The new injection pump is an integral part of the Chemical Reactor development of Wetend for paper and board mill additives. The TrumpJet® Flash Mixing Reactor is a novel compact design for efficiently injecting several chemicals with a controlled and fast chaos pattern of mixing, located very close to the paper or board machine headbox. It cuts down the consumption of chemicals, can increase the paper filler content, improves formation and creates an opportunity to develop composite-type paper and board structures. The innovative design of the new hygienic injection pump series keeps the system clean and minimizes the total life cycle cost by reducing energy, installation, operation, maintenance, downtime, and environmental costs. Sulzer Pumps Canada 514-333-7760, www.sulzer.com

Kemira selected as sodium chlorate supplier

Kemira has been selected as a supplier of sodium chlorate to Klabin’s new 1.5-million-ton pulp mill in Paraná, Brazil. Sodium chlorate is used as a component in the bleaching process. Kemira will build, own and operate a sodium chlorate plant which is scheduled to begin production during the first half of 2016. “This project strengthens our capabilities to serve the growing demand for pulping chemicals in the South American market,” says Billy Ford, senior vice-president, paper, The Americas. Klabin operates 15 mills in Brazil and one in Argentina, targeting markets such as packaging paper and board, corrugated packaging, and producers of industrial bags. Kemira, www.kemira.com

Ergonomic design and improved display reduce operator fatigue

The Experion® Orion Console from Honeywell Process Solutions features an improved ergonomic design and better displays to simplify control system management, reduce operator fatigue and improve situational awareness. The console’s features include a large, flexible, ultra-high definition display that provides clear status assessments of process operations in a single glance for better and moreinformed management. The Orion console has a mobile tablet that reduces operator fatigue by allowing personnel to move about the control room more freely than before. When paired with wireless-enabled mobile technologies, the system also allows operators to view the same displays on hand-held devices in other areas of the plant. “Plants must be designed and built according to a company’s specific production needs, but the control rooms themselves should be built around the operators’ needs,” said Jason Urso, chief technology officer, Honeywell Process Solutions. “If you meet the operators’ needs, they can manage the plant more effectively and at optimum levels, which ultimately impacts plant safety, reliability and efficiency more than anything else.” Honeywell Process Solutions, www.honeywellprocess.com www.pulpandpapercanada.com

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Operations Sponsored Technical Paper

THE OPTION OF INDIRECT MEASUREMENT By Richard Urbanski, MBA, CHRP, and Roger Ord, MBA, P.Eng., SNC-Lavalin Inc.

he use of direct measurement instrumentation referred to as CEMS (Continuous Emission Monitoring System) can be a financial and management burden in obtaining process and environmental data. Do approaches exist that can provide comparable if not enhanced information? What are potential applications for Pulp & Paper facilities? A different approach that addresses CEMS inefficiencies uses software algorithms with typically readily available information to create parametric and predictive emissions monitoring systems called PEMS. Parametric and predictive systems can share a common functional relationship in evaluating emissions for environmental reasons or diagnostic reasons. The PEMS approach to emissions monitoring relies on input data from the process control systems and often ambient monitors, and generates emissions and diagnostics data without actually contacting the stack gas or analyzing its pollutant content in real-time. Parametric and predictive emissions monitoring systems share a common functional block diagram but can provide dramatically different results. A parametric system utilizes one to three key input parameters. Parametric systems utilizing three inputs or less are generally not very accurate and tend to over-predict the emissions. This includes the linear methods such as applying an emission factor which typically has a positive bias. The Neural Network approach contains complexity by design. It requires extensive upfront testing with specialized staff onsite in an iterative process. Accuracy is maintained when the unit is operated as it was in the initial setup or under similar ambient conditions. Multivariate analysis in the context of PEMS involves those analysis techniques that incorporate multivariate statistical calculations. Statistical Hybrid Methods PEMS can generate predictions with a variety of www.pulpandpapercanada.com

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inputs and can generate predictions with inputs that fail. It directly leverages the power and agility of the personal computer and a relational database containing paired historical emissions and process parameter data. Several issues have driven the growth of PEMS: 1. Software and sensor integration developments. 2. Increased familiarity and comfort as industry and local authorities become aware of efficiencies and capabilities of PEMS. 3. Monitoring of internal combustion technology for waste gasification, standby power, transportation, pipeline compression. 4. The ability to address trace organics, toxic compound and surrogate markers using PEMS technology. 5. The acceptance by the public of the use of a PEMS-like computer interface to pass/fail auto emissions. 6. The increasing need to provide more and better monitoring information from a broader set of sources as regulations increase.

Internationally, evolving regulations indicate the acceptance of PEMS. In Canada at least one jurisdiction has received regulatory approval to replace CEMS usage with a PEMS system. Eight countries have approved or are currently validating the use of PEMS: USA, Norway, France, United Kingdom, Netherlands, Italy, Saudi

Arabia, and the United Arab Emirates. In the United States, where PEMS use is codified in EPA national and state-level guidelines, 18 states have approved the use of PEMS. PEMS may be used based on selected EPA precedents for all gas or oil-fired boilers, ethanol plants, for gasfired heaters and simple or combined cycle turbines. Parametric PEMS or CEMS approaches can be used for all smaller units (< 100 mmBTU). The EPA has performance data showing a majority of PEMS can meet a 10% criterion on a repeated basis. If the source owner or operator intends to use a PEMS to show compliance with emissions limits under 40 CFR 60, 61, or 63, one uses the appropriate performance specification (PS).

Management Considerations While limited public information is available to identify management only (i.e. non-regulatory driven) PEMS applications, the concept of using PEMS implemented across a system as a cost effective tool to extend managementâ&#x20AC;&#x2122;s knowledge of areas of concern is worth considering. PEMS can be implemented simply at first (based on a few limited inputs) then scaled as necessary to meet compliance or management needs. PEMS could offer better operational and compliance management options for systems that span multiple jurisdictions given it is data-driven, rather than monitoring technologydriven and can be more readily formed to meet local reporting requirements. Given increasing and developing compliance systems (e.g. carbon related), more sophisticated and real-time reporting will be needed. Facility and corporate emission positions need to become real-time to avoid non-compliance and to allow more cost effective management. PEMS potentially offers an approach which can be built from existing data collection and compilation systems, and refined as data accuracy requirements grow. PPC

July/August 2014â&#x20AC;&#x192; PULP & PAPER CANADAâ&#x20AC;&#x192;

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Technology News PAPER MACHINE CLOTHING AND ROLLS

Press fabric provides high dewatering performance With Infinity, Voith has developed a new generation of endless and seam press fabrics containing a base structure that ensures the fabric will resist compaction during operation. The dewatering performance therefore remains consistent. The high-quality base fabric of Infinity is woven in an especially uniform method. The laminated structure retains its open volume during the entire running time due to a high level of compressibility and better rebound behaviour in comparison to conventional press fabrics. These characteristics increase the dewatering performance and reduce dirt deposits and fiber loss. Infinity rapidly

achieves optimal saturation, so the desired machine speed is quickly reached. The high number of contact points of the base fabric provides for uniform pressure distribution, increasing the dry content and the quality of the paper sheet. The new press fabric is also available with seams: the seam loops have an identical loop length, roundness and spacing, which makes the installation of the fabrics faster, simpler and safer. Voith Paper Fabrics and Roll Systems 613-632-9260, www.voith.com

Terahertz multi-layer solutions available for papermaking

The first web-scanning Time Domain Terahertz solution for plant floor deployment to measure basis weight, caliper, density and moisture on laminated and multi-layer composites is now available to industrial operations. Terahertz technology was previously limited to research facilities, military, aerospace and homeland security. The Advanced Photonix T-Gauge® solution offers a unique non-nucleonic, non-ionizing, non-contacting multi-function sensor. T-Gauge® expands your process capability with an inherent multi-layer visualization. Automation and Control Technology, Inc., www.autocontroltech.com

iRoll technology improves paper quality Valmet’s iRoll product family is a complete set of tools for controlling paper tension and nip profiles. The main benefit of the iRoll technology is its accurate online profile measurement and process control opportunity in press, sizer, coater, reel and winder applications. Valmet says the iRoll is the fastest and most sensitive online profile measurement tool in the industry. “After installing an iRoll, our customers have thanked us for 50% fewer wet end breaks per day, improved runnability, 100% longer grinding intervals and a 40% improvement in the coat weight 2-sigma value, just to name a few of the results iRoll has achieved,” says Samppa Ahmaniemi, director of roll covers at Valmet. In addition to nip load profile, iRoll also measures applicator rod load profile (sizer) and parent roll hardness profile (reel), as well as paper, board or tissue tension profiles in selected positions. IRoll can be connected to the machine automation system for closed loop process control. IRolls are now available for all main processes and positions in pulp, paper, board and tissue machines with the latest Valmet roll covers. Thanks to good market feedback, Valmet is expanding its iRoll manufacturing capability. By the end of June 2014, iRoll manufacturing was expected to cover Finland, France, the United States, Thailand and China. Valmet Ltd. 514-335-5426, www.valmet.com

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New functionality for smart roll covers

Smart® 5.0 technology for dynamic nip measurement is now available with new functionality for use in more positions and applications. Smart technology uses embedded sensors in roll covers to dynamically measure nip conditions across numerous sections of the machine, including: MD nip width, MD pressure profile, and CD pressure profile. Smart 5.0 has enhanced connectivity for DCS and PI systems, and supports simultaneous multi-nip positions. The expanded pressure range enables installations from lumpbreakers and soft press nips to high-intensity calender stacks. The technology is also able to perform shoe press nip measurements. In one application on a size press roll for uncoated freesheet, Smart 5.0 discovered abnormal roll cover behavior caused by a water cooling system failure. It also increased the grind interval from 12 to 18 weeks. Xerium 800-932-8399, www.xerium.com www.pulpandpapercanada.com

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PulP & PaPer Jobs Freeman Staffing, Inc. specializes in the placement of engineers (all disciplines), production type supervisors, managers, mill and/or plant managers and corporate executives in the pulp & paper industry, North America-wide. For specific current job searches call us or contact our web site. All resumes are treated with complete confidentiality.

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July/August 2014 PULP & PAPER CANADA

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Bleed

Trim

Bio-Economy

Live

he Gas Technology Institute (GTI) has completed a project with Haldor Topsoe, Inc., that successfully produced a highoctane, renewable “drop-in” gasoline from woody biomass using an integrated biorefinery. The lengthy project used some Andritz technology and wood fibre from UPM. The test campaigns took place at GTI’s state-of-the-art gasification campus in metro Chicago. First a GTI-based Andritz-Carbona biomass gasifier turned wood into syngas. That syngas was cleaned of tars and other contaminants in a reforming process jointly developed by Andritz-Carbona and Haldor Topsoe. Then the GTI Morphysorb® process removed carbon dioxide and sulfur gases in an acid gas removal (AGR) pilot unit. For the last step, the Haldor Topsoe Improved Gasoline Synthesis (TIGAS™) process converted the syngas into gasoline blendstock. Other partners included forest products company UPM, who provided the wood feedstock, and Phillips 66,

who assisted with design, supervised fuel testing, arranged fleet testing and provided funding. “For the first time, all the individual steps are now integrated into one plant to produce transportation fuel. In the future, biomass may be a significant feedstock source and the combination of technologies demonstrated in this project will be part of the solution to the future fuel supply,” notes Niels Udengaard, syngas technology manager and overall project lead, Haldor Topsoe. GTI is a research, development and training organization. Haldor Topsoe is a Danish company operating in the field of catalysis and related process technologies.

Eastern Canada ramping up wood pellet exports North America exported wood pellets valued at over US$650 million in 2013, according to data compiled by the North American Wood Fiber Review. The expansion in Canadian pellet exports has been less dramatic than that of the U.S., but 2013 volumes were still more than 50% higher than in 2011, with British Columbia shipping a majority of the volume. In Canada, there have been two recent developments of interest, reports WRI, the publisher of the North American Wood Fiber Review. One, the first regular shipments of pellets to South Korea started in the second half of 2013 and, two, exports from Eastern Canada (that is Quebec, Nova Scotia and New Brunswick) increased during this same time period. Eastern Canada will see additional pellet export volumes later in 2014 when Rentech begins production at its two pellet facilities in Ontario. As reported in the NAWFR, a pellet export facility under construction at the Port of Quebec is the first dedicated infrastructure for pellet exports along the St. Lawrence Seaway. Its presence will reduce the substantial entry barrier for a number of smaller pellet companies which are interested in the international market.

Richard Berry receives TAPPI nanotechnology award Dr. Richard Berry of CelluForce has been named the first recipient of the Technical Award bestowed by TAPPI’s International Nanotechnology Division. This award recognizes outstanding accomplishments or contributions which have advanced the production and use of renewable nanomaterials. Dr. Berry was presented with this award at TAPPI’s 2014 International Conference on Nanotechnology for Renewable Materials, held June 23-26 in Vancouver. “During a distinguished career covering almost four decades, Richard Berry’s dedication and hard work have made major contributions that have advanced the industry’s knowledge and understanding, and his contributions to the science of nanotechnology, including the development of cellulose nanocrystals, have contributed to the great strides made in this area in recent years,” says Larry N. Montague, TAPPI president and CEO. Berry is currently vice-president and chief technology officer for CelluForce. Prior to moving to CelluForce in 2011 he was principal scientist and leader of the nanotechnology initiative at FPInnovations.

O c V h

New million-tonne “bio-product” mill planned for Finland Metsä Fibre is planning to build a “next-generation bio-product mill” in Äänekoski, Finland, that will have annual pulp production of 1.3 million tonnes, and will produce a diverse range of bio-products. The approximately EUR 1.1 billion investment would be the largest ever investment in the forest industry in Finland. Metsä Fibre will launch the environmental audits and permit processes immediately. The final investment decision is planned to be made in early 2015, in which case the new mill would become operational during 2017. In addition to high-quality pulp, the mill will produce bio-energy and various bio-materials. A unique bio-economy ecosystem of companies will be built around pulp production, says Metsä Fibre. “Our new mill will be the most efficient and modern bio-product mill in the world. The global increase in the demand for high-quality softwood pulp is the most important driver for the investment, and our aim is to strengthen our leading position in this market,” says Kari Jordan, president and CEO of Metsä Group. The mill will not use any fossil-based fuels; all of the energy required by the mill will be generated from wood. The mill will increase the consumption of wood fibre in Finland by about 10% (by approximately 4 million cubic metres per year). PPC

Photo: Thinkstock

Group achieves pilot-scale production of gasoline from woody biomass

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www.pulpandpapercanada.com

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Make stronger, smarter, greener packaging at a lower total cost. Reinforce your packaging operation with Reinforce strength management from Buckman. Reinforce is a comprehensive suite of exclusive chemical and enzymatic strength and retention technologies that work together. So you can: • Improve drainage and retention • Reduce starch wet end chemistry use • Reduce water and energy consumption • Achieve greater strength at lower grammage • Depend on higher yields and fewer breaks • And do it all at a lower total cost.

Strength on the machine. And on the bottom line. Discover all the ways you can improve your packaging and your packaging operation with Reinforce from Buckman. Contact your Buckman representative, or visit buckman.com to learn more.

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