International Paper Company produces and distributes paper products. The Company offers uncoated printing and writing papers, pulp, and fiber-based packaging products. International Paper serves Employees: 49K International Paper Co. engages in the manufacture of paper and packaging products. It operates through the following segments: Industrial Packaging, Global Cellulose Fibers, and Printing Papers International Paper Company Culture. Overall Culture. C+. 75/ CEO Rating. D. 63/ Compensation. C+. 72/ Learn more on Comparably. Report incorrect company information. International Paper News and Updates. February 25, International Paper acquires Berkley Molded Fiber division. LOS ANGELES, Feb. 24, /PRNewswire/ -- International Paper has acquired Berkley International /5
International Paper Company (IP) Stock Price, News, Quote & History - Yahoo Finance
learn how over 7, companies got started! International Paper Company IP is the world's largest producer of paper, packaging, and forest products.
Within specific industry segments, the firm is the world's leading producer of printing and writing papers and of bleached packaging board, as well as the second largest maker of containerboard in the United States.
IP owns or manages about 12 million acres of forestlands in the United States, primarily in the South, and owns, manages, or has an interest in nearly 11 million acres in other countries. The company holds majority ownership of Auckland, New Zealand-based Carter Holt Harvey, one of the largest forest-products companies in the Southern Hemisphere. IP also operates a distribution business--operating in North America as xpedx and in Europe as Paperteries de France, Scaldia Netherlandsand Impap Poland --which distributes printing paper, packaging, and graphic arts products to industrial wholesalers and end users.
Nearly 80 percent of the products distributed are made by other companies. International Paper began as a major player in its core industry and expanded through mergers, acquisitions, and product development. By the early 21st century, IP had operations in nearly 50 countries and was exporting its products to more than nations.
Established on January 31,the firm resulted from a merger of 17 pulp and paper mills located throughout five northeastern states. The new company had one million acres of timberlands, with the properties ranging as far north as Canada, and streams running through international paper company properties were used to run the mills with hydroelectric power.
Bythe mills provided 60 international paper company of U. Inin order to enhance its research and development efforts, the company opened the Central Test Bureau in Glens Falls, New York. The company's power interests played a dominant role in its early years. As household electricity demand grew in the s, the firm established large hydroelectric plants and power companies. At one time, it produced enough electricity to light all of New England and most of Quebec and Ontario.
In the United States passed the Public Utility Holdings Act, making it illegal for an organization to run both an industrial firm and a power company. The law signified the end of International Paper's involvement in the energy and power business. Instead, the company began to focus on key areas such as paper and packaging. The company expanded into the southern United States in the s and s, primarily because trees could be grown more quickly international paper company in greater volume than they international paper company in the North.
It also maximized its use of the trees through the kraft process, international paper company involved use of a very strong pulp to manufacture packaging materials. The new parent company was named International Paper Company to reflect the change from a paper and power company to a manufacturer devoted solely to paper.
During World War II, International Paper did what it could to support the war effort. Its contributions included the development of nitrate international paper company for use in explosives and the development of a waterproof board called V-board--victory board--which was used to make boxes to send food and other supplies to the troops.
The new technology, along with the wartime inventions of other manufacturers, international paper company, led to increased competition after the war. As a result, IP began to invest more capital in research and development, international paper company.
Shortly after the war, it established the Erling Riis Research Laboratory in Mobile, Alabama. An emphasis on packaging products also characterized the firm's progress in the s. In International paper company it acquired the Agor Manufacturing Company, which included three subsidiaries and four container plants in Illinois, Kansas, Massachusetts, and New Jersey. In June IP merged the Southern Kraft Corporation with its main business. Previously a subsidiary, international paper company, Southern Kraft owned eight kraft board and paper mills in the southern United States.
IP also bought the assets of a shipping-container maker, the Scharff-Koken Manufacturing Company. In IP merged with Single Service Containers Inc. IP acquired the capital stock of a specialty coated paper manufacturer, A.
Collins Manufacturing Company, of Philadelphia, in In the latter merged with IP, international paper company. In IP bought Lord Baltimore Press, Inc.
IP's Canadian subsidiary, Canadian International Paper Company, also made its share of acquisitions in the s. These included Brown Corporation in ; Hygrade Containers Ltd. in ; and Anglo American Paper Company, Mid-West Paper Ltd.
During the following decade, international paper company, new technology improved both product design and manufacturing processes. Infor example, IP began using computers to control paper machines at its mill in Georgetown, South Carolina, international paper company. A year later, it introduced polyethylene-coated milk cartons, international paper company. In addition to new products, the s presented IP with challenges, including development of new production and management techniques.
Since IP had been headed by the Hinman family; John Hinman was chief executive from toand his son, Edward B. Hinman, held the post from to Various associates appointed by the elder Hinman ran the company from to During the s IP continued to grow internally and took giant leaps toward diversification--many of them in haste--and learned that bigger is not always better.
International paper company had emphasized production efficiency as a means of increasing output for most of the century, international paper company. IP's production muscle came at international paper company expense of marketing expertise, which lagged. The production emphasis led to overexpansion of paper plants, which in turn resulted in low profit margins. To increase profitability, IP diversified, with little success, into areas as far ranging as residential construction, prefabricated housing, international paper company, nonwoven fabrics, consumer facial tissue, and disposable diapers.
It also moved into lumber and plywood but found equally little success in those areas. White paper, paperboard, and pulp still accounted for more than half of the company's sales during the early s; converted paper products comprised one-third; lumber, plywood, and other building products totaled 9 percent; and the remaining sales came from real estate, packaging systems, and nonwoven fabrics.
When Edward Hinman took over inthe company's greatest asset was its large share of real estate, including eight million acres that it owned and The two ran the company together, but after earnings declined by 30 international paper company inKappel and a team of outside directors replaced Hinman the following year with Paul A. Gorman faced the challenge of returning the company to profitability. In he also sold most of Donald L. Bren Co. The company also sold its interest in C.
Bard, Inc, international paper company. During the early s the paper industry headed toward cyclical recession. IP laid off 7 percent of its employees, international paper company. Gorman felt that the firm needed more financial control and saw to it that decisions made by the company's manufacturing groups were reviewed from a financial, marketing, and manufacturing perspective.
In addition, all projects had to show a minimum after-tax profit of 10 percent. Ailing plants were improved, sold, or shut down. Gorman also reorganized international operations on a product line basis. His efforts were successful. In J. Stanford Smith joined IP as vice-chairman. Previously a senior vice-president with General Electric, Smith eventually would replace Gorman as chairman. Smith felt that one way to increase profitability was to develop natural resources on the company's land.
The business was unsuccessful, however, international paper company, in locating major oil or gas deposits on IP's land. Between andIP's operating profits were mediocre. Again it turned to new management for help, and in Edwin Gee stepped in as chairman. A chemical engineer, Gee recognized that many of the company's 16 pulp and paper mills--all built in the s and s--were wasting labor and energy. Gee's goal was to turn the world's largest paper company into one of the lowest-cost producers of white paper and packaging materials, thus making it one of the most profitable papermakers as well.
Bodcaw added a highly efficient linerboard mill in Pineville, Louisiana, andinternational paper company, acres of prime international paper company. In addition, Gee increased the research-and-development budget and reduced IP's labor force by 20 percent.
In April IP unveiled a new southern pine plywood and lumber manufacturing plant in Springhill, international paper company, Louisiana. In the same year, John Georges became chief international paper company officer.
His solution to IP's production problems was not to build new plants but to remodel existing facilities, international paper company. Instead of brown linerboard, a cyclical product, part of the plant was set up to make white papers, international paper company.
The white paper business international paper company to offer a faster-growing and more stable market, international paper company. The year-old facility, which housed the company's last remaining newsprint machine, was also remodeled to produce white international paper company inthus marking the end of the company's longstanding newsprint business.
Innewsprint prices began a steady decline. A recession in the early s meant further delays but the investments began to bear fruit in the mids. As a result of new automation, IP's production costs decreased 11 percent between and and its mills were able to use 25 percent international paper company energy.
Georges was named chairman insucceeding Gee. The appointment had been preceded in by a decline in linerboard and pulp prices and a year low in earnings. The white-paper market seemed to be one of the few that was profitable, so Georges hired a team of scientists and technicians to promote business in that area. Their work led to a major acquisition in Hammermill Paper Company.
Georges also reduced the number of salaried employees from 12, in to 9, inand streamlined management. Under his leadership, the firm also acquired Anitec Image Technology Corporation, maker of photographic film, papers, and darkroom chemicals; Avery Corporation, a Chicago-based envelope manufacturer; and Kendall Company's nonwoven fabrics division.
IP also purchased Masonite Corporation, maker of composite wood products, in As a result, profits improved in and set a record in In addition to the company's recovery, however, it also weathered several crises. The facility reopened in international paper company being equipped to produce oriented-strand board. Into protest inadequate wages and benefits, 2, workers went on strike at paper mills in Alabama, Maine, Mississippi, and Wisconsin.
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, time: 1:50International Paper Company | History, Headquarters, & Products | Britannica
International Paper Company (IP) is the world's largest producer of paper, packaging, and forest products. Within specific industry segments, the firm is the world's leading producer of printing and writing papers and of bleached packaging board, as well as the second largest maker of containerboard in the United States. IP owns or manages about 12 million acres of forestlands in the United International Paper Co. engages in the manufacture of paper and packaging products. It operates through the following segments: Industrial Packaging, Global Cellulose Fibers, and Printing Papers International Paper Company, major American manufacturer of pulp and paper products, including printing paper, specialty paper products, packaging materials, lumber, and manufactured construction materials. It also is one of the world’s largest private owners of timberland, with millions of acres of forest holdings in the United States, Canada, Russia, New Zealand, and Brazil
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