Laakirchen Papier continues to be committed to the production and sales of SC paper

While the merger of Domtar and Paper Excellence has been approved by the Competition Bureau of Canada, part of the approval means the Kamloops pulp mill must be sold to a third party. On May 11, 2021, Paper Excellence and Domtar, based on Montreal and Fort Mill, S.C., entered reached an agreement for Richmond-based Paper Excellence to purchase Domtar for $55.50 per share, a deal worth about $3 billion in United States currency.
The merger agreement had a provision that limited the obligation to divest assets to no greater than 410,000 dried metric tons of softwood kraft pulp. The Domtar pulp mill in kamloops has 408,000 tons of production and is the company’s only kraft pulp mill in B.C. that is part of the deal. The Competition Bureau of Canada has concluded that the merger would likely lessen competition substantially for the purchase of wood fibre — a key input in the manufacture of pulp — from the Thompson/Okanagan region.

Highlights • Robust financial performance with excellent cash generation ▪ Underlying EBITDA of €1,353 million, with margin of 20.3% ▪ Cash generated from operations of €1,485 million ▪ Strong balance sheet at 1.3x net debt to underlying EBITDA • Investing through-the-cycle with capital investment projects delivering growth, enhanced cost competitiveness and sustainability benefits • Delivered against our 2020 Growing Responsibly sustainability commitments and set new ones, the Mondi Action Plan 2030 (MAP2030) • Leveraging long-term trends of sustainability, e-commerce and enhancing our customers' brand value • Well-positioned with cost-advantaged asset base, strong balance sheet and unique portfolio of sustainable solutions

Deb Coduto runs plants that make paper towels. The town of Naheola, Ala., where she spends much of her time overseeing a Georgia-Pacific LLC paper-products factory, hadn’t yet felt the coronavirus when orders from retailers started rising in late February. Retailers ordered five times their normal amount of paper towels one week, and the next week 10 times more, Ms. Coduto recalls. She felt a sense of foreboding. She and the nearly 1,000 workers at the Georgia-Pacific plant, which makes Sparkle paper towels and was already running 24/7, began hunting for ways to increase output. With tactics such as cutting varieties to reduce line changeover time, they eventually managed to raise its production about 25%, still not enough to meet all the orders. Ms. Coduto was often at the plant from 5 a.m. to late evening.