26 



In fact, we were and are, because that is where we make our living 

 and we live there. That point that you made, I think, was really 

 important. 



But I wondered, when the Sierra Club came out about, what, two 

 months ago, I do not know if you saw that, the "cut no tree" policy, 

 "We do not want another tree cut in the Northwest," that was the 

 Sierra's vote, did you come out publicly against that? Did you all 

 make a statement, because your 2,000 voices there are what will 

 make policy change. Do you remember if you made a statement on 

 that? 



Mr. Olson. I think the Pulp and Paper Resource Council made 

 a statement here on the Hill, I think, after that. 



Mrs. Smith of Washington. You think that they did publicly? 



Mr. Olson. Yes. 



Mrs. Smith of Washington. I will take a look for that, because 

 I am kind of getting beaten up by them as being anti-environ- 

 mentalists because I went against that statement. 



The other thing that I would like you to just speak about briefly, 

 and you are the only one I am going to ask a question of, so you 

 do have some time, is the interrelationship between these mills. I 

 do not think a lot of people realize that when they take down one 

 mill, let us say the James River plant goes down at Camus, you 

 are going to have one heck of a time getting supply at your mill. 



Mr. Olson. Yes. 



Mrs. Smith of Washington. Can you talk about the inter- 

 relationship, that if we cannot get supply, what happens and how 

 you use the product, because I think when it translates clear back 

 here, they look and they go, oh, Morton loses a mill, or Aberdeen 

 loses a mill, or Vancouver or somewhere, and they go, oh, just 200 

 jobs or 1,000 jobs. They do not have a clue that it has a spin-out 

 effect to other plants because you supply to each other. Can you 

 talk about that briefly? 



Mr. Olson. Basically, it is a ripple effect, like if one facility loses 

 a product, loses an amount of jobs, loses customers, loses paper 

 supply, whatever, then whoever they do business for, the next 

 plant, then it rips into them. So if Camus all of a sudden one day 

 could not produce half of the paper that they produce now to go to 

 our facility, then at my plant in North Portland, we would basically 

 have to find paper from some other facility and it would cost more 

 money. The paper would have to come from farther away. There 

 would be more shipping charges. 



Mrs. Smith of Washington. You do refine paper off of rough 

 product out of Camus? 



Mr. Olson. Yes. 



Mrs. Smith of Washington. They make the paper and then you 

 make it into something useful? 



Mr. Olson. Yes. We process it, put the polyethylene on it and 

 stuff. So basically, it is a ripple. Then we would lose jobs because 

 what would eventually happen is that our suppliers getting our 

 product, the raw product, would be so expensive that our competi- 

 tors would have an edge then. They would get things at a cheaper 

 cost and then we would lose that market, and that is what hap- 

 pened basically in my facility. We lost out on the film market and 

 some of the paper market, so James River decided on a business 



