PAPER TECHNOLOGY INTERNATIONAL 2026 - What stands in the way becomes the way: The pulp and paper industry’s path through a hard global economy Jori Ringman, Director General, Cepi - Paper Technology International 2026 - Book - Page 17

PAPER TECHNOLOGY INTERNATIONAL 2026 - What stands in the way becomes the way: The pulp and paper industry’s path through a hard global economy Jori Ringman, Director General, Cepi

PAPERTECHNOLOGYINTERNATIONAL
The Industry’s Proven Ability to Adapt
If the past decade has taught us anything, it is that the pulp
and paper industry does not shy away from change—it drives it.
Digitalisation
When digital media reduced demand for certain paper
grades, our industry did not falter. It diversified. Packaging grades
surged. Specialty papers evolved. New markets opened. Innovation
accelerated. The sector adapted faster than many expected.
Decarbonisation
We are among Europe’s most decarbonised industrial
sectors, and on track to reduce emissions further through energy
efficiency, electrification, biomass innovation, and circular
production.
Circularity
We created the blueprint for the circular economy long
before it became the political mantra it is today. Recycling rates for
paper products in Europe remain world-leading.
Bio-based innovation
Companies have developed breakthroughs in:
•
fiber-based packaging replacing plastics,
•
nanocellulose,
•
textile alternatives to fast-fashion synthetics,
•
bio-based chemicals and composites,
•
advanced recycling technologies.
Adaptation is not a choice for us—it is a defining feature of
who we are. And in a world seeking sustainable, circular, low-carbon
materials, this adaptability is our most valuable currency.
The Challenge: A Hard Winter for Investment
Yet optimism must be grounded in realism. The current
environment is difficult not only for production, but for investment—
and investment is the lifeblood of industrial transformation.
•
High interest rates make capital-intensive projects
harder to justify.
•
Uncertainty in energy prices complicates long-term
planning.
•
Policy instability—rapid regulatory changes without
adequate implementation time—creates hesitancy.
•
Global competition accelerates faster than Europe’s
ability to match it.
This tension is real. It cannot be ignored.
But Europe has something many competitors do not:
•
a deep pool of technological expertise,
•
a skilled and dedicated workforce,
•
high-quality raw materials,
•
and an industrial ecosystem capable of delivering a
climate-neutral bioeconomy.
If policymakers match this with stability, predictability, and
support for competitive industrial conditions, the sector’s investment
capacity will not only recover—it will expand.
The future bioeconomy will not be built elsewhere if Europe
chooses to build it here.
The Opportunity: Turning Obstacles Into Pathways
Marcus Aurelius wrote:“The impediment to action advances
action. What stands in the way becomes the way.” This should be
the motto of every European manufacturer in 2026.
What stands in the way? Energy volatility.
The way forward? Our shift toward electrification, onsite
renewable generation, heat recovery, and advanced biomass
solutions.
What stands in the way? Policy complexity and uncertainty.
The way forward? Enhanced collaboration between industry
and policymakers to deliver evidence-based, implementable
regulation supporting a circular, climate-neutral economy.
What stands in the way? Global competition.
The way forward? Differentiation through sustainability,
quality, innovation, and circularity—areas where European 昀椀bre
products are already world-leading.
What stands in the way? Market contraction.
The way forward? Expanding into new bio-based markets,
from textiles to chemicals to next-generation packaging.
What stands in the way? Labour shortages and skills gaps.
The way forward? Investing in new talent pipelines, training,
automation, and digital transformation to make the sector even more
attractive for the next generation.
The obstacle is not the end of the path.
The obstacle is the path.
A Personal Reflection: Leadership During Hard Seasons
Leadership in times of growth is simple. Leadership in times
of uncertainty—when decisions carry weight, when the path ahead
is unclear, when people look to you for direction—is a different
challenge altogether.
I have visited mills during downturns. I have spoken with
workers concerned about their future, with managers navigating
impossible trade-offs, with entrepreneurs struggling to maintain
momentum. These conversations stay with me.
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