1. Social Farm Forestry scale-up - During FY25 the programme planted and distributed 47.79 lakh seedlings across 13,240 hectares, and the company has since increased its Clonal Multiplication capacity to expand planting further. A larger, more secure captive wood-basket directly reduces fibre-cost volatility, which is the single largest input cost in an integrated paper mill.
2. PM-II Centri-Cleaner upgrade - A Voith medium-consistency centri-cleaner system was erected and commissioned on Paper Machine-II. The upgrade cuts fibre losses and power consumption on a running line, lifting throughput and trimming variable cost per tonne with no new-machine capex.
3. R&D-led premium-grade shift - The in-house DSIR-recognised R&D unit has already commercialised food-grade OGR paper, high-strength SS Ribbed Kraft Super, and specialty colour grades, with a future plan targeting more new varieties and process cost reduction. Each new specialty grade typically carries a higher margin than standard kraft, improving the product mix without adding paper-machine capacity.
4. Energy-cost reduction programme - Implemented and proposed energy-conservation projects totalled ₹166.77 lakh in FY25, including reducing un-burnt carbon in the Cheema Boiler ash from 7% to 5%. Sustained energy-efficiency gains flow directly to operating margin in a business where power is a material conversion cost.
5. Renewable energy viability study - The company is studying a renewable energy plant as an alternate power source. On-site renewable capacity would lower the cost of grid-purchased power and insulate the mill from tariff escalation over the investment horizon.
6. Efficiency and asset-life pipeline - Management states that projects to improve efficiency and extend asset life are in the pipeline, targeting lower production cost and technology improvement. Even modest success on cost take-out in a ₹44.9-crore EBITDA base can produce a meaningful earnings uplift.