Home Care In Eastover, SC

Digital communications have already sifted away demand for printer and copier paper over the last couple decades. Coronavirus shuttering offices accelerated that trend.

For that reason, International Paper is slicing so-called free sheet paper production from its balance sheets in the second half of 2021, including the company’s Eastover Paper Mill near Columbia.

Eastover and several other mills will fall under a new spinoff company that will be run by International Paper’s senior vice president of industrial packaging. But beyond a boost for stockholders, major changes are unlikely at legacy paper giant’s largest mill.

International Paper will transfer shares of the new company to its stockholders and will retain its own ownership shares in the new, free-standing company, which it estimates will have $4 billion in annual sales.

The company said it is not planning any operational changes for the nearly 40-year-old mill that employs 700 workers in Richland County.

The company’s other South Carolina mill in Georgetown, which produces more specialized products, including the paper sticks used in cotton swabs and the paper backing to adhesive labels, will remain under the International Paper banner.

CEO Mark Sutton said on an investor call this month that turning the printing papers segment into a standalone company would create more value by keeping the company focused on cardboard and fluff pulp, the absorbent material used in diapers and other goods.

But the move had analysts speculating about the future of what International Paper calls SpinCo, the copy paper spinoff, with several saying the move makes it a more likely acquisition target. Mark Wilde, an analyst with Bank of Montreal, said he doesn’t know what will ultimately happen to SpinCo.

“But the Eastover Mill itself will probably be running for quite a while,” he said, even if it changes hands. That’s because the facility is International Paper’s largest and most cost-effective.

The pandemic has brought on declines up to 30 percent in the printing and writing paper segment. Before that competition was already heavy between manufacturers, said Patricia Marques, a paper industry consultant with Fisher International who also spent 15 years working for International Paper.

“Companies are playing the last man standing strategy,” Marques said. “The ones that survive are the ones that have very low cost.”

By Sutton’s estimates, Eastover is one of the top three free sheet mills in North America.

“Eastover is probably going to be one of the very last mills to make white paper,” Wilde said, estimating it will still be producing a decade from now, whether that’s for SpinCo or another owner.

In the United States, International Paper’s Georgetown, Selma, Ala., and Ticonderoga, N.Y., sites make similar products. Abroad, there are three more in Brazil and one each in France, Poland and Russia.

Georgetown County Economic Development Director Brian Tucker said, based on his conversations with International Paper, he expects the mill to operate well into the future. With about 750 employees, the mill is Georgetown County’s largest employer.

One analyst’s thoughts about the Georgetown mill are that it’s a bit more up in the air.

That’s because the bulk of production at Georgetown is in fluff pulp and it is possible International Paper could choose to exit that business, Wilde said. The company has struggled to make its large investment in the sector profitable despite a number of initiatives to improve performance.

All of the major paper companies — International Paper, Domtar and Packaging Corporation of America — are facing the same decline issues and are making similar decisions when it comes to adapting for the future. Most are turning to cardboard boxes used by e-retailers, like Amazon, an industry sector that the pandemic has sent booming.

Packaging Corp. has converted mills in Jackson, Ala., and Pensacola, Fla. to cardboard box production.

Domtar has opted to either close mills, like its million-ton Portland, Ala., operation, or convert mills, like its Bennettsville operation, to fluff pulp or container board.

Georgia Pacific, once the fourth-largest paper company, shuttered all of its paper operations in 2019.

“White paper is a shrinking market and over time there’s going to be more consolidation and more mill closures or conversions,” Wilde said.

And the pandemic is forcing decisions now rather than companies holding out a few more years.

“I think most companies assume, even as we get a vaccine, they’re probably not going to recover all the volume they’ve lost,” Wilde said. “That’s because, even when we go back to work, our habits probably changed quite a bit.”

Get all the latest industry happenings from the Midlands, plus exclusive development news and more in your inbox each week.

After months of construction and repairs, Eastover's water is finally safe to drink again.

EASTOVER, S.C. — A bit of relief for many in Eastover after months of concerns over their water quality.

Bruce Edwards, a resident of Eastover, describes the headache he faced when the town was having water issues in late 2022

"They were handing out flyers saying boil the water because something was wrong with the system, low pressure, sometimes the water was off, " he said.

According to Eastover Mayor Philip Gunter, during the colder months, the town saw around 20 different leaks on water mains in the town

"The system was kinda dirty, so we had to a lot of hydrant flushing, " said the mayor.

Those issues got SCDHEC attention.

An enforcement order from December claims a team from DHEC rated the town 'unsatisfactory' for drinking water and said it 'needed improvement' in areas such as protection from contamination and source quality.

Gunter says it's been a team effort trying to improve those scores.

In a Thursday DHEC board meeting, members touted a recent EPA survey that gave the agency good marks for South Carolina's water quality.

Gunter says the town's water quality is back to DHEC's standards.

"They did their job, they wanted us to do our job as well and let it be known that it's serious out there." He says, "The water is pretty good right now, we've had a lot of success with the water."

Gunter adds crews have been working hard since the winter to get back on track.

"Making sure the line pumps and different things like that are working properly. During the winter storm things like that burst and got destroyed, some parts got broken, pipes got broken, all inside the well. I can say we're about 90%, we still got some really small things that we got to work on that's going to take some outside help to come in," said the mayor.

Edwards admits he is still a bit weary of the tap water, but for Mayor Gunter, consuming the town's tap water is something he does daily.

"I trust the water, I drink the water."

The money comes as part of the American Rescue Plan Act supporting communities around the nation following the pandemic.

RICHLAND COUNTY, S.C. — More than $300,000 will go to the Town of Eastover as part of the American Rescue Plan Act (ARPA) supporting communities around the country.

Over the last few months, News19 has spotlighted how cities and towns are using their share of millions distributed around the country as part of the Act.

Like many communities, Mayor Phillip Gunter said Eastover has received half of its funds. The town is expecting roughly $330,000 in total.

"It means a lot for the town," Mayor Gunter said. "We really need it to uplift our water system for safer water for the community... also to help out with some of our infrastructure."

RELATED: Pot of money up for grabs for nonprofits, small businesses in Richland County

He says they've already started spending the money on water and sewer projects, including improvements to the town's water tower, but there's still a lot more to do to revitalize the rural community, which has fewer than 1,000 residents.

"We had everything when I was a little boy, you know?," Mayor Gunter said. "The video store, the bank was there then, the little grocery store we had.... So, I just want to see those things come back to Eastover."

They're petitioning the state for additional dollars to continue making improvements with a focus on downtown developments.

"We need that grocery store; we need a laundry mat," Gunter said. "So, those are the kind of things that I'm really trying to concentrate on.... Painting of buildings and those kinds of things."

RELATED: DHEC to study disaster response in Columbia's Lower Richland community

Mildred McMillian spent her life in Eastover and says she's excited for the opportunity to see the community improve.

"Just helping the town out, so it can be just like some of the other places around here... that this town become a little more beautified than it is," McMillian said. "It's just like a family over the whole town. Everybody getting along together....They're trying to do the best they can in this town."

The mayor says he's also working with Richland County to try to bring a new sheriff's department substation, strengthening available services for residents.

COLUMBIA, S.C. -- The South Carolina National Guard prepares its Basic Leader Course (BLC) at the 218th Regional Training Institute (RTI) at McCrady Training Center in Eastover, South Carolina, to transition from virtual classes back to residential courses in the upcoming fiscal year.

“We are planning for a phased approach to returning [back] to resident because it has been a year since we conducted a resident class,” states U.S. Army Command Sgt. Maj. Gabriel Brown, 218th RTI, 3rd Battalion Non-Commissioned Officer (NCO) Academy commandant.

In June 2020, the 218th RTI developed a virtual instructional platform to safely continue the mission of training Soldiers to become NCOs during the COVID-19 pandemic.

“We instantly immersed ourselves, brainstorming, developing [requests for information], proactively communicating with each other, using [after action reviews], building virtual classrooms, facilitating blocks of instruction, as well as conducting virtual evaluations,” said U.S. Army Staff Sgt. Keith Mallon, 218th RTI BLC facilitator. “All of that hard work and preparation aided in building the current [virtual] product that is currently being used by virtual BLC.”

Due to the restrictions and precautions demanded by COVID-19, the 218th had to adapt and adjust their instructional styles to help the Soldiers receive the same knowledge as they would if in a residential course.

“The virtual platform gave us the ability to be available well past [close of business],” stated U.S. Army Staff Sgt. Keith Mallon. “Myself and my partner, [U.S. Army] Staff Sgt. Ronald Brayboy, made it a point each cycle to emphasize that we were approachable after hours. Both of us noticed a distinct positive shift regarding the student’s understanding of the course material and evaluation performance steps.”

The staff and facilitators of the RTI are taking conservative measures to ensure the safety of Soldiers and staff as the program makes the transition back to residential.

“We are following the CDC guidelines and protocols in order to protect our staff, students, and faculty,” stated Brown. “This includes COVID-19 tests prior to arriving and another test upon arrival. Students will be required to wear masks in the classroom and barracks, and they will be advised to stay at least six feet away from one another at all times.”

As the 218th RTI makes this adjustment, there are challenges the program will have to overcome.

“The main challenge [is] determining how many Soldiers to bring back for a resident BLC, how many students to put in a classroom, and how to configure classrooms to accommodate social distancing,” stated U.S. Army Master Sgt. Larry Lawton, 218th RTI chief of training. “The staff developed several [courses of action] to determine the best outcome.”

Although this transition presents challenges, the staff and facilitators are preparing to overcome these obstacles.

“All students are required to report with a negative COVID-19 test result within 72 hours of the report date. Once they arrive, students and facilitators will be tested again by [South Carolina Department of Health and Environmental Control] personnel,” stated Lawton. “ Students are required to wear a face-covering at all times. Students' temperatures will be checked two times per day. Classrooms will be cleaned and sanitized each morning. Hand sanitizer will be provided in the classrooms and barracks. Student activities will be monitored, and facilitators will brief students daily on COVID-19 mitigation strategies during and after duty hours.”

The 218th RTI is working to fully have BLC back to a residential course.

“We have been directed to plan for normal operations beginning with the new fiscal year, bearing in mind that anything can happen between now and October,” stated Brown.

The decision to keep the virtual course as an option is unknown at this time.

“The latest information coming from [United States Army Training and Doctrine Command] and NCO [Leadership Center of Excellence] indicate that it will not remain an ongoing option, provided COVID-19 infections fall to levels that allow us to go back to full resident conduct,” stated Brown.

The South Carolina National Guard 218th RTI provides service members across the armed forces with exceptional training based on the conditions outlined by the National Guard Bureau for Army National Guard, U.S Army Reserve, and active components. The RTI also contributes to the training, administrative, operational, logistical, and supply management under the direction of the adjutant general.

COLUMBIA, S.C. -- The South Carolina National Guard prepares its Basic Leader Course (BLC) at the 218th Regional Training Institute (RTI) at McCrady Training Center in Eastover, South Carolina, to transition from virtual classes back to residential courses in the upcoming fiscal year.

“We are planning for a phased approach to returning [back] to resident because it has been a year since we conducted a resident class,” states U.S. Army Command Sgt. Maj. Gabriel Brown, 218th RTI, 3rd Battalion Non-Commissioned Officer (NCO) Academy commandant.

In June 2020, the 218th RTI developed a virtual instructional platform to safely continue the mission of training Soldiers to become NCOs during the COVID-19 pandemic.

“We instantly immersed ourselves, brainstorming, developing [requests for information], proactively communicating with each other, using [after action reviews], building virtual classrooms, facilitating blocks of instruction, as well as conducting virtual evaluations,” said U.S. Army Staff Sgt. Keith Mallon, 218th RTI BLC facilitator. “All of that hard work and preparation aided in building the current [virtual] product that is currently being used by virtual BLC.”

Due to the restrictions and precautions demanded by COVID-19, the 218th had to adapt and adjust their instructional styles to help the Soldiers receive the same knowledge as they would if in a residential course.

“The virtual platform gave us the ability to be available well past [close of business],” stated U.S. Army Staff Sgt. Keith Mallon. “Myself and my partner, [U.S. Army] Staff Sgt. Ronald Brayboy, made it a point each cycle to emphasize that we were approachable after hours. Both of us noticed a distinct positive shift regarding the student’s understanding of the course material and evaluation performance steps.”

The staff and facilitators of the RTI are taking conservative measures to ensure the safety of Soldiers and staff as the program makes the transition back to residential.

“We are following the CDC guidelines and protocols in order to protect our staff, students, and faculty,” stated Brown. “This includes COVID-19 tests prior to arriving and another test upon arrival. Students will be required to wear masks in the classroom and barracks, and they will be advised to stay at least six feet away from one another at all times.”

As the 218th RTI makes this adjustment, there are challenges the program will have to overcome.

“The main challenge [is] determining how many Soldiers to bring back for a resident BLC, how many students to put in a classroom, and how to configure classrooms to accommodate social distancing,” stated U.S. Army Master Sgt. Larry Lawton, 218th RTI chief of training. “The staff developed several [courses of action] to determine the best outcome.”

Although this transition presents challenges, the staff and facilitators are preparing to overcome these obstacles.

“All students are required to report with a negative COVID-19 test result within 72 hours of the report date. Once they arrive, students and facilitators will be tested again by [South Carolina Department of Health and Environmental Control] personnel,” stated Lawton. “ Students are required to wear a face-covering at all times. Students' temperatures will be checked two times per day. Classrooms will be cleaned and sanitized each morning. Hand sanitizer will be provided in the classrooms and barracks. Student activities will be monitored, and facilitators will brief students daily on COVID-19 mitigation strategies during and after duty hours.”

The 218th RTI is working to fully have BLC back to a residential course.

“We have been directed to plan for normal operations beginning with the new fiscal year, bearing in mind that anything can happen between now and October,” stated Brown.

The decision to keep the virtual course as an option is unknown at this time.

“The latest information coming from [United States Army Training and Doctrine Command] and NCO [Leadership Center of Excellence] indicate that it will not remain an ongoing option, provided COVID-19 infections fall to levels that allow us to go back to full resident conduct,” stated Brown.

The South Carolina National Guard 218th RTI provides service members across the armed forces with exceptional training based on the conditions outlined by the National Guard Bureau for Army National Guard, U.S Army Reserve, and active components. The RTI also contributes to the training, administrative, operational, logistical, and supply management under the direction of the adjutant general.