365 days of operation and a trajectory that stands out for its excellent performance. One year after the start of activities for the first paper machine (PM) of the Puma II Project - the biggest investment in Klabin's history, which includes the construction of two paper machines with integrated pulp production -, the MP27 surpassed the mark of 330 thousand tons of Eukaliner® and Eukaliner White® produced and sold to the domestic and foreign markets, reinforcing the Company's vocation for the development of sustainable and innovative solutions in paper and paper packaging in Brazil. The machine, which has the capacity to produce 450,000 tons per year, surpassed the learning curve expected for the period. Developed and patented by Klabin, the Eukaliner® product range, produced at MP27, is the first in the world with kraftliner paper made 100% from eucalyptus fiber, which guarantees advantages such as the optimization of the forest area necessary for its production. (less resource for manufacturing the same volume of paper), in addition to properties such as a more robust structure, which allows for a reduction in the weight of corrugated cardboard packaging with increased resistance and better printing quality.

As a result of the weakening world economic outlook as well as the COVID-19 related restrictive measures and their consequences, the uncertainty in UPM’s market environment continues. To ensure future competitiveness, UPM keeps taking action to decrease fixed and variable costs in its businesses and functions. UPM’s label materials business UPM Raflatac plans to simplify its organisation and increase efficiency in operations and distribution. If implemented, the plans would reduce approximately 100 positions in UPM Raflatac’s global organisation, mainly in Europe. In addition, UPM aims to increase efficiency of its global functions by reorganising and streamlining the functions’ operations in five countries. If implemented, the plans would decrease the number of positions in the functions by up to 70, mostly in Finland and in Germany.

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.