UPM Pulp Matters 1/2023

response has been very positive and, according to our frequent surveys, the public perception has become even more positive along the way.” T he current, fourth, phase of the project involves ramping up the operations of the mill. The entire process is made up of numerous sub-processes, as production capacity is gradually increased step by step towards the full nominal capacity. Starting up a pulp mill isn’t simply a case of pushing a button and pressing a pedal. In the closing press conference for the project, Hakanen commented that besides the actual start-up date of the mill, “This is the day I have most been looking forward to”. He admits feeling pleased and relieved that the long and eventful project is finally coming to an end. “Something that has made a huge impression on me are the brilliant people we have – I’ve witnessed individuals really putting themselves on the line and building up their know-how in the process. It’s been inspiring to see how even people who haven’t previously worked together are able to form close-knit teams with a clear focus and can-do attitude,” Hakanen praises the team, noting that at the height of the project, up to 7,500 people – representing as many as 60 nationalities – were working on the mill site. T he one thing Hakanen regrets is not having the time to become fluent in the Spanish language during his stay. “I suppose you can’t have it all,” he smiles, adding that he is, however, one of the rare cases to have been granted a permanent residence permit in the country, due to his extended visit. What comes next for him career-wise is yet to be revealed. Perhaps another mega-sized project now that he’s developed a taste for it? “With the ending of this project, one door is closed for me personally, while perhaps another one opens. From a professional perspective, I’m lucky to have had this experience and gain an extensive network of new colleagues and friends. This is also the beginning of a new chapter for the local organisation that will take care of running the entire platform during normal operation from now on. I’m confident they will continue to do a great job,” Hakanen concludes.

As a consequence of the pandemic, unprecedented logistical challenges caused major delays and shortages of supplies. This required a lot of extra planning and adjusting schedules especially for a project that is so dependent on deliveries of equipment from all around the world. And the most recent development – Russia’s war of aggression in Ukraine – has naturally also had a knock-on effect on the project through impacts on the global economy. “However, we were able to adapt to the situation and create new operating models. I’ve previously compared the pandemic to hiking with a backpack weighing 30 kilos. Once you can take that extra weight off, hiking and working is much easier. All in all, I would say we made it through this project with a combination of Finnish Sisu and Uruguayan positivity,” Hakanen says, referring to the special brand of perseverance that is often considered an inseparable part of the national identity of Finns. L ooking back at the most memorable highlights and lessons learned along the way, Hakanen continues on the topic of logistical challenges. Since Paso de los Toros is located in the centre of the country, all large scale cargo and pieces of equipment were first delivered via waterway to Fray Bentos, where they were loaded into trucks. “The overweight transport required building several temporary bridges, new roads and bypasses, and moving power lines. Also, we had to set up a new ferry connection for taking heavy deliveries across to the southern bank of the Rio Negro River.” Hakanen says that heading a project is very much about issue management and problem-solving. As opposed to leading business operations, where certain changes in the operating environment can be favourable, projects typically deal with constant headwinds and minimising setbacks. Still, he considers learning new things and finding creative solutions as one of the best parts of the job. “One thing we have learned is the importance of communicating actively and transparently with the surrounding community and society, both locally and on a national level. We have arranged over 30 information sessions to keep the community updated on activities on the mill site and how the project is progressing. The

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