DOCSLIB.ORG

Critical Aspects of the Innovation Management in Terms of Structure, Strategy and Processes of Innovation of the Natura and Oxiteno Companies

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Critical Aspects of the Innovation Management in Terms of Structure, Strategy and Processes of Innovation of the Natura and Oxiteno Companies International Journal of Innovation ISSN: 2318-9975 [email protected] Universidade Nove de Julho Brasil Silva, Sheila Serafim da; Gondim de Vasconcellos, Eduardo Pinheiro; Oliveira, Murilo Alvarenga; Spers, Renata Giovinazzo ASPECTOS CRÍTICOS DA GESTÃO DA INOVAÇÃO: OS CASOS NATURA E OXITENO International Journal of Innovation, vol. 5, núm. 1, 2017, -, pp. 1-19 Universidade Nove de Julho Brasil Disponível em: https://www.redalyc.org/articulo.oa?id=499151081001 Como citar este artigo Número completo Sistema de Informação Científica Redalyc Mais informações do artigo Rede de Revistas Científicas da América Latina e do Caribe, Espanha e Portugal Site da revista em redalyc.org Sem fins lucrativos acadêmica projeto, desenvolvido no âmbito da iniciativa acesso aberto Received on June 28, 2016 / Approved on November 14, 2016 Responsible Editor: Leonel Cezar Rodrigues, Ph.D. Evaluation Process: Double Blind Review E-ISSN: 2318-9975 10.5585/iji.v5i1.138 RITICAL ASPECTS OF THE INNOVATION MANAGEMENT: THE CASES NATURA AND OXITENO C 1Sheila Serafim da Silva 2Eduardo Pinheiro Gondim de Vasconcellos 3Murilo Alvarenga Oliveira 4Renata Giovinazzo Spers ABSTRACT This study has as its objective to analyze the critical aspects of the innovation management in terms of structure, strategy and processes of innovation of the Natura and Oxiteno companies. In order to do so, the study reviewed the literature about innovation management, strategies and processes of innovation. A multiple case study was adopted for the Natura and Oxiteno cases. As their data, instrument documents were obtained and interviews were made with managers and researchers working with innovation in both companies. A qualitative approach for the proposed problem was also utilized. The result highlighted similarities and differences within the structures and strategies of how innovation is developed inside and outside each company and their own innovation processes. In the case of Natura, the innovation funnel and technology funnel were used, whereas, in the case of Oxiteno, the innovation funnel and technology silos. Natura was distinguished for their model of open innovation, within the network, and for its sustainability culture. On the other hand, Oxiteno stood out for the freedom it gave to researchers to propose innovation projects. The study presented contributions to the organizations and academia by indicating some limitations in their development processes, as well as suggestions for further studies. Keywords: Innovation Management; Innovation capabilities; Innovation Process; Technology. 1 PhD Student of the Faculty of Economics, Administration and Accounting (FEA-USP), University of São Paulo, São Paulo (Brazil). [[email protected]] 2 Professor of the FEA-University of São Paulo (USP) and FIA, Administration Department, São Paulo (Brazil). [[email protected]] 3 Professor of the Postgraduate Program in Administration (PPGA) of Federal Fluminense University, Rio de Janeiro (Brazil). Doctor in Administration at University of São Paulo (FEA/USP), São Paulo (Brazil). [[email protected]] 4 Professor of the Administration Department of the FEA-University of São Paulo (USP) and she is coordinator at Administration Department (FIA), São Paulo (Brazil). [[email protected]] _____________________________________________________________________________ International Journal of Innovation (IJI Journal), São Paulo, v. 5, n. 1, pp. 01-19, Jan/April. 2017. 1 Sheila Serafim da Silva, Eduardo Pinheiro Gondim de Vasconcellos, Murilo Alvarenga Oliveira & Renata Giovinazzo Spers SPECTOS CRÍTICOS DA GESTÃO DA INOVAÇÃO: OS CASOS NATURA E OXITENO A RESUMO Esse estudo tem como objetivo analisar os aspectos críticos da gestão da inovação em termos de estrutura, estratégia e processos de inovação nas empresas Natura e Oxiteno. O estudo revisou a literatura sobre gestão da inovação, estratégia e processos de inovação. Adotou-se um estudo de caso múltiplo dos casos Natura e Oxiteno. Os dados foram coletados por meio de entrevistas estruturadas com gestores e pesquisadores na área de inovação nas duas empresas. A pesquisa qualitativa foi escolhida para responder ao problema de pesquisa proposto. Os resultados identificaram similaridades e diferenças na estrutura da área de inovação e nas estratégias de como a inovação é desenvolvida nessas empresas e em seus processos de inovação. No caso Natura, usa-se o modelo de funil de inovação e funil de tecnologia, enquanto no caso Oxiteno usa-se funil de inovação e silos de tecnologia. A Natura diferenciou-se por seu modelo de inovação aberta e cultura de redes e sustentabilidade. Por outro lado, a Oxiteno destacou-se pela liberdade dada aos seus pesquisadores para propor projetos de inovação. O estudo apresentou contribuições para as organizações e para a academia, indicando algumas limitações em seus processos de desenvolvimento, bem como sugestões para estudos futuros. Palavras-chave: Gestão da inovação; Capacidades de inovação; Processos de inovação; Tecnologia. _________________________________________________________________________________ International Journal of Innovation (IJI Journal), São Paulo, v. 5, n. 1, pp. 01-19, Jan/April. 2017. 2 Critical Aspects of the Innovation Management: the cases Natura and Oxiteno INTRODUCTION Companies are increasingly focused on management in companies, to obtain sustainable innovation, which in turn raises the performance competitive advantage, the proposal studies how barriers considerably high (Lawson & Samson, 2001). innovation management occurs with a focus on For authors, such as Lawson and Samson, high levels structure and how innovation processes seem to be of commitment to innovation are simply required for coherent alternatives to the understanding of remaining in place, and even more for improving the innovation in multiple cases. competitive position of companies. In the long run, a Innovative companies should combine a number company’s success is much more associated with its of elements, among them, the strategy, the structure management of innovation, rather than with its and the processes of innovation (Davila; Epstein & operational excellence, technological advances and Shelton, 2007). For the authors, the structure of an business models (Hamel & Green, 2007). innovative organization should vary according to the A company can only outperform its competitors if innovation strategies adopted, there being no single it develops technological capability that enables it to standard structure that is suitable for all kinds of create new products that are innovative (Tello- innovation, as defended by Burns and Stalker (1960), Gamarra & Zawislak, 2011). However, this is not in a general context. Companies must consider the always possible. Product or technological innovation organizational structure of the area of innovation as is crucial for the survival of businesses and to obtain an important element and one that reflects in the competitive advantage in an increasingly dynamic performance of the enterprise (Hao; Kasper & market (Rush et al., 2007). Muehlbacher, 2012). As analyzed by Teece (1986), Patel and Pavitt The strategies guide the efforts of innovation (1997) and others, Zawislak et al. (2012; 2013) while the structure grounds the process of studies suggest that companies must complement innovation. However, even if the strategy and their innovation capabilities, moving beyond structure are aligned, innovation can fail if the technological capability. systems of innovation are not adequate (Davila; The capabilities of technological innovations are Epstein & Shelton, 2007). Thus, the importance of acquisitions, introductions or uses of new companies to be aware of the processes of technologies for the production or distribution of innovation is to be emphasized. The classic model of products or services to the market (Schumpeter, the innovation funnel by Clark & Wheelwright (1992) 1934) even though companies don't always has been used to explain the logic of projects in open concentrate their efforts on their technological innovation systems (Silva et al., 2013), which will be capacities (Zawislak et al., 2014). Even though the introduced further on. innovation in the product is considered to be the In this study, we chose to compare critical aspects front line of innovation in the market, innovation in of the innovation management between two major the process should also be considered, since it plays Brazilian companies: Natura and Oxiteno, both from a very important strategic role (Tidd & Bessant, Ultrapar group. The two companies were listed 1997). among the 500 largest in the world by Fortune Innovations need to be managed in order for magazine, in the year 2014. Natura is a major player success to be achieved. Companies need to think in the sector of personal hygiene, perfumery and about the strategies that involve the development cosmetics (HPPC), its country, Brazil, being the third and implementation of innovations and thus make largest consumer of HPPC products in the world. In the innovation management achieve or maintain a the case of Oxiteno, it is the largest company in Latin competitive advantage. The strategies and structures America and the second largest company in the world in the area of innovation belong to management, as in the production of surfactants and chemical well as, the way their processes are organized. specialties for various markets. Innovation is still seen as a critical economic Both companies are known for their innovations performance boost
Load more

Recommended publications
  • Specialty Chemicals - Distribution - Logistics 50
    Economy - Petrochemicals - Specialty Chemicals - Distribution - Logistics 50. Food and Personal Care Overview BACK TO BASICS Industry The Giant of South America 52. Interview with ITW Chemicals MARCELO PUPO NOGUEIRA, GENERAL DIRECTOR Interviews 8. An Introduction to Brazil 54. Interview with Dow Corning Exclusive interviews with major chemical A BRIEF OVERVIEW OF THE COUNTRY AND ANGELO BIANCHINI, REGIONAL PRESIDENT LATIN manufacturers such as Petrom, Oxiteno, ECONOMY AMERICA AND MARCO JORDÃO, COMMERCIAL 10. Interview with the Ministry of Development, DIRECTOR BASF, Dow Corning, Evonik and Linde 56. Interview with Evonik South America Gases reveal the true opportunities and Industry and Foreign Trade DR. FERNANDO PIMENTEL, MINISTER OF WEBER PORTO, PRESIDENT challenges of Brazil. 58. Interview with Taminco DEVELOPMENT, INDUSTRY AND FOREIGN TRADE 11. Chemicals in Brazil JEAN-MICHEL DENIS, REGIONAL VICE PRESIDENT LATIN AMERICA; PEDRO MAURO PITA, SALES AND A BUMP IN THE ROAD TO GROWTH 13. Interview with Associação Brasileira da MARKETING DIRECTOR SOUTH AMERICA; AND Indústria Química (ABIQUIM) WERNER GURTNER, SALES AND MARKETING MANAGER SOUTH AMERICA FERNANDO FIGUEIREDO, EXECUTIVE PRESIDENT 18, 26, 41, 54, 56, 63 59. Pulp and Paper ORGANIC GROWTH 60. Interview with Peroxidos do Brasil Analysis Processing BRUNO JESTIN 61. Industrial Gases Viewpoints from the GBR on-the- Hydrocarbons SAFETY IN NUMBER OF MARKETS SERVED ground team on the subjects of mining Petrochemicals and Biofuels 63. Interview with Linde Gases opportunities in Mexico and security MAGNUS KARLSON, GENERAL MANAGER concerns affecting operations in the in Brazil 64. Interview with Air Liquide MARCELO FIORANELLI, GENERAL DIRECTOR country, taken from our weekly newsletter 65. Interview with Air Products the GBRoundup.
    [Show full text]
  • Alkonat® L 18
    ALKONAT® L 18 DESCRIPTION ALKONAT® L 18 is a polyoxyethylene (1.8) lauryl alcohol ether PHYSICAL PROPERTIES¹ CHARACTERISTICS AND BENEFITS Appearance (25°C) 1 Liquid • Versatile surfactant for water in oil emulsificaton Active Content, wt% 2 100% • Oil Soluble Moles of EO 3 1.8 • Feedstock for sulfation Hydroxyl Number 4 203 mgKOH/g • Compatible with cationic, anionic and other nonionic surfactants HLB 5 5.8 Flash Point 0 6 150 °C Melting Point 7 5°C pH (1 wt%, IPA:Water 1:1) 8 7.0 STORAGE AND HANDLING Viscosity (25°C) 9 32 mPa.s The product should be stored in Use in a well-ventilated area, away Density (25°C) 10 0.910 g/cm³ from sunlight and sources of heat or open flames. Keep containers Color (Pt-Co, 25°C) 11 30 (max) tightly closed when not in use. For more information, consult the 12 Safety Data Sheet (SDS). 13 14 15 16 SHELF LIFE 17 24 Months from manufacturing date 18 19 STANDARD PACKAGING 20 Totes (metric ton) Samples Drums(407 lbs, 185 kg) Bulk ADDITIONAL INFORMATION REGULATORY Sourcing 1 Oleo/Synthetic CAS Registry No.² 1 68551-12-2 Percent Renewable Content 2 71% USA (TSCA) 2 Listed INCI Name 3 Not applicable Canada (DSL) 3 Listed Non-GMO 4 Not applicable Australia (AICS) 4 Listed 5 China (IECSC) 5 Listed 6 Korea (ECL) 6 Listed 7 New Zealand (NZIoC) 7 Listed 8 Philippines (PICCS) 8 Listed 9 EU (EINECS) 9 Listed 10 EU (ELINCS) 10 Listed 11 Yes US DOT 11 Not classified in bulk 12 0 12 13 General 13 14 0 14 15 15 ¹The physical properties described in the table are only for informational purposes and may be changed without notice.
    [Show full text]
  • Annual Report 2017
    Annual Report 2017 Introduction Welcome to the annual report of Ultra. This publication shows the activities, relationships and key results in 2017 for our businesses – Ipiranga, Oxiteno, Ultragaz, Ultracargo and Extrafarma. For the second year, we present a more complete vision of the Company with the inclusion of new socio-environmental information reinforcing the disclosure of our results. Our Sustainability Model comprises five pillars (Safety, the Environment, People, Products and Services and the Value Chain), which are incorporated in the management of each company. Respecting the segment and the context in which they operate, each one of Ultra’s businesses also has their own indicators. We are also mindful of the best reporting practices through the incorporation of the principles of the Global Reporting Initiative (GRI) and the International Integrated Reporting Council (IIRC). Institutional transparency for us is the way we can present a more comprehensive vision of the impact and the value that we generate for our stakeholders. The information related to our sustainability pillars considers the degree of maturity of the Company in the raising and monitoring of See our complete this information and its relevance to the stakeholders. performance at www.ultra.com.br/Ultra/ Good reading! relatorio/2017/en/ APRESENTAÇÃO 03 Message from the Management In 2017, we celebrated 80 years of Two events during the period demanded to react rapidly in order to continue history at Ultra – a period characterized flexibility and speed of reaction to allow serving clients and resellers with quality by the best practices of corporate us to proceed with our plans based on and differentiation.
    [Show full text]
  • Brazil 500 Years: Crossing Boundaries from Cabral to the Third Millennium (July 7-August 12, 2000)
    DOCUMENT RESUME ED 459 116 SO 033 295 TITLE Brazil 500 Years: Crossing Boundaries from Cabral to the Third Millennium (July 7-August 12, 2000). Fulbright-Hays Summer Seminars Abroad Program, 2000 (Brazil). SPONS AGENCY Center for International Education (ED), Washington, DC. PUB DATE 2001-00-00 NOTE 506p. AVAILABLE FROM Web site: http://www.info.lncc.br/Fulbright/. PUB TYPE Guides - Classroom - Teacher (052) EDRS PRICE MF02/PC21 Plus Postage. DESCRIPTORS *Curriculum Development; Educational Environment; Foreign Countries; Higher Education; *Humanities; *Latin American History; Secondary Education; *Social Studies IDENTIFIERS *Brazil; Global Issues ABSTRACT In the year 2000, Brazil celebrated the 500th anniversary Of its discovery by the Portuguese navigator, Pedro Alvares Cabral, and subsequent settlement by the Portuguese and African, Western, and Asian immigrants. The seminar commemorating these events was designed for U.S. secondary and post-secondary teachers and curriculum specialists of the social sciences and the humanities who seek to understand, teach, do research, and update their knowledge of Brazil. The participants have created curriculum units for this report. The seminar devoted special attention to contemporary issues, comparing the development of Brazil since early European colonization with the challenges of the globalized world of the next millennium. This report begins with the itinerary and a list of the participants. Curriculum projects in the report are: "The Scope of Privatization in Brazil" (Edward H. Allen); "The Changing Status of Women in Brazil: 1950-2000" (Rose-Marie Avin); "The Educational System and the Street Children of Brazil" (Timothy J. Bergen, Jr.); "Brazil 500 Years: Crossing Boundaries from Cabral to the Third Millennium" (Kathy Curnow); "Summer 2000 Fulbright-Hays Project.
    [Show full text]
  • Effect of Low Voc Coalescents on Film Formation, Dirt Pickup Resistance and Surfactant Leaching of Waterborne Paints Agenda
    EFFECT OF LOW VOC COALESCENTS ON FILM FORMATION, DIRT PICKUP RESISTANCE AND SURFACTANT LEACHING OF WATERBORNE PAINTS AGENDA OXITENO TRENDS FOR ARCHITECTURAL COATINGS OBJECTIVES RESULTS CONCLUSIONS Invests continuously in technology Strives to provide the best service for our customers Expertise Flexible partner RECOGNIZED leading producer of surfactants Ethoxylator GLOBAL PRESENCE OXITENO # in the Americas 1 with full coverage in Americas Brussels BELGIUM Shangai Hattiesburg CHINA USA Houston Pasadena MEXICO Guadalajara San Juan del Rio Mexico City Santa Rita Coatzacoalcos Caracas COLOMBIA VENEZUELA Bogotá Tremembé BRAZIL Camaçari R&D Suzano 3 CENTERS PRESENCE Mauá São Paulo COMMERCIAL Buenos Aires URUGUAY 9 OFFICES ARGENTINA Triunfo INDUSTRIAL GLOBAL REACH AND 12 UNITS FULL COVERAGE IN Montevideo AMERICAS IMPORTANT TRENDS WATERBORNE ARCHITECTURAL COATINGS GHS VOC LOW APE-free Improve short-term and Deep Colors Compliance Reduction Odor long-term performances CHALLENGES FOR ARCHITECTURAL COATINGS HIGH VOC LOW VOC COALESCENT COALESCENT OBJECTIVE Develop a low VOC coalescent that alows... ↑ Hardness Evolution ↑ Manter propriedades Dirt Pickupimportantes ao longo da vida útil como cor, brilho e resistência á agua . OBJECTIVE Develop a low VOC coalescent that maximizes LATEX FILM FORMATION STAGE I STAGE II STAGE III MECHANICAL WATER WET SCRUB LEACHING PROPERTIES RESISTANCE RESISTANCE RESISTANCE QUESTIONS Can low VOC coalescents enhance final film formation ? Can low VOC coalescents generate paints with dirt pickup resistance as good as high
    [Show full text]
  • Asociación Argentina De Ingenieros Químicos
    EMPRESA / COMPANY CARGO / POSITION PAIS / COUNTRY AAIQ - ASOCIACIÓN ARGENTINA DE INGENIEROS QUÍMICOS OTRO / OTHER ARGENTINA AAIQ - ASOCIACIÓN ARGENTINA DE INGENIEROS QUÍMICOS PRESIDENT ARGENTINA ABICLOR / CLOROSUR OTRO / OTHER BRASIL ABIQUIM - ASSOCIAÇÃO BRASILEIRA DA INDÚSTRIA QUÍMICA INTERN BRASIL ADVANSIX INC. GERENTE / MANAGER BRASIL AGECOM PRODUTOS DE PETRÓLEO LTDA. PRESIDENTE / PRESIDENT BRASIL AGECOM PRODUTOS DE PETRÓLEO LTDA. PRESIDENTE / PRESIDENT BRASIL AGECOM PRODUTOS DE PETRÓLEO LTDA. DIRECTOR BRASIL AGRIPAC S.A. MANAGER ECUADOR AGRIPAC S.A. ADMINISTRATOR ECUADOR ALBACHEM S.R.L. CEO ITALIA ALBEMARLE CORPORATION REPRESENTATIVE USA ALBEMARLE CORPORATION DIRECTOR ESTADOS UNIDOS ALBEMARLE CORPORATION MANAGER USA ALBEMARLE CORPORATION MANAGER USA ALBEMARLE CORPORATION DIRECTOR ESTADOS UNIDOS ALBERTO GATTI OTRO / OTHER ARGENTINA ALBION CHARTERING LLC EXECUTIVE DIRECTOR / CEO USA ALTA PLÁSTICA S.A. VICE PRESIDENTE / VICE PRESIDENT ARGENTINA ALTA PLÁSTICA S.A. GERENTE / MANAGER ARGENTINA ALTA PLÁSTICA S.A. PRESIDENTE / PRESIDENT ARGENTINA ALTIS GROUP INTERNATIONAL LLC OTRO / OTHER USA ALVEG DISTRIBUCIÓN QUÍMICA / DESARROLLO CORPORATIVO IDESA GERENTE / MANAGER MÉXICO ALVEG DISTRIBUCION QUÍMICA S.A. DIRECTOR MÉXICO AMERICAS STYRENICS EXECUTIVE DIRECTOR / CEO USA AMERICAS STYRENICS DIRECTOR USA AMERICAS STYRENICS GERENTE / MANAGER USA AMERICAS STYRENICS LLC VICE CHAIRMAN USA ANASTACIO OVERSEAS INC. OTRO / OTHER COLOMBIA ANASTACIO OVERSEAS INC. OTRO / OTHER BRASIL ANASTACIO OVERSEAS INC. DIRECTOR ARGENTINA ANASTACIO OVERSEAS INC. MANAGER COLOMBIA ANASTACIO OVERSEAS INC. CEO BRASIL ANASTACIO OVERSEAS INC. DIRECTOR BRASIL ANIQ - ASOCIACIÓN NACIONAL DE LA INDUSTRIA QUÍMICA DEPUTY DIRECTOR MEXICO ANNO CHEMICALS N.V. OTRO / OTHER BÉLGICA ANNO CHEMICALS N.V. PRESIDENTE / PRESIDENT BÉLGICA ARCHROMA GERENTE / MANAGER ARGENTINA ARCHROMA GERENTE / MANAGER MÉXICO ARGUS MEDIA VICE PRESIDENTE / VICE PRESIDENT USA ARGUS MEDIA OTRO / OTHER USA ARGUS MEDIA OTRO / OTHER USA ARGUS MEDIA INC.
    [Show full text]
  • Ultraric® Pe 104
    ULTRARIC® PE 104 DESCRIPTION ULTRARIC® PE 104 is a polymer of propylene oxide and ethylene oxide PHYSICAL PROPERTIES¹ CHARACTERISTICS AND BENEFITS Appearance (25°C) Paste • Excellent detergent properties Active Content, wt% 100% • Versatile surfactant for a wide variety of applications Moles of EO 49 • Emulsifier Hydroxyl Number 21 mgKOH/g • Compatible with cationic, anionic and other nonionic Cloud Point* 71 °C surfactants HLB 13 Flash Point (Closed Cup) >175 °C STORAGE AND HANDLING Melting Point 38 °C Store in a covered, well-ventilated area, away from sunlight and pH (1 wt% aqueous, 25°C) 7.0 away from sources of heat or open flame. Ensure that the Viscosity (25°C) 1030 cP storage locale has adequate control of temperature, pressure, Density (25°C) 1.0414 g/cm³ and humidity. Keep the containers hermetically sealed when Boiling Point > 150 °C not in use. For more information, consult the Safety Data Sheet Relative Vapor Pressure <0.01 KPa (SDS). SHELF LIFE 24 Months from manufacturing date STANDARD PACKAGING Bulk Samples *10 wt%. in a 25% BDG aqueous solution Column1 Column2Column3 ADDITIONAL INFORMATION REGULATORY Column1Column2Column3 Sourcing Synthetic CAS Registry No.² 4 9003-11-6 Percent Renewable Content 0% USA (TSCA) 5 Listed INCI Name Poloxamer-334 Canada (DSL) 6 Listed NF Compliant No Australia (AICS) 7 Listed FCC Compliant No China (IECSC) 8 Listed RSPO (Mass Balance) Not applicable Korea (ECL) 9 Listed Non-GMO Not applicable New Zealand (NZIoC) 10 Listed Philippines (PICCS) 11 Listed US DOT 12 Not classified US EPA Inert Ingredient 13 40 CFR 180.960 Y e 0 General 0 ¹The physical properties described in the table are only for informational purposes and may be changed without notice.
    [Show full text]
  • R&D R&D Technical Service Chemist Oxiteno
    CASE STUDY: MARKET NICHE Cosmetic & Personal Care Ingredients POSITIONS NICHE R&D JOB TITLE R&D Technical Service Chemist CLIENT Oxiteno 850-983-4777 | www.ropella.co m COMPANY Oxiteno POSITION R&D Technical Service Chemist LOCATION Houston, TX For more information contact: Patrick Ropella Chairman & CEO Ropella 850-983-4997 [email protected] ROPELLATM GROWING GREAT COMPANIES 8100 Opportunity Drive, Milton, Florida 32583 850-983-4777 | www.ropella.com Oxiteno 2 R&D Technical Service Chemist Company Information Oxiteno More Information: www.oxiteno.com.br/eng Guided by innovation and sustainability, Oxiteno is a Brazilian chemical company that operates worldwide as a leading manufacturer of surfactants and specialty chemicals. Present in nine countries in the Americas, Europe and Asia, Oxiteno has 12 industrial units located in Brazil, United States, Mexico, Uruguay, and Venezuela and sales offices in Argentina, Belgium, Brazil, China, Colombia, United States, Mexico, Uruguay, and Venezuela. To believe in the future, envision business opportunities, and develop solutions that contribute to people’s quality of life and to the sustainable evolution of society and the world - this is the essence of Oxiteno’s business, which drives the development of technologies that meet the needs of their clients in different markets, such as Agrochemicals, HI&I, Oil & Gas, Paints & Coatings, and Personal Care, among others. Ropella | Executive Search and Consulting — Chemical and Allied Industries | www.ropella.com Oxiteno 3 R&D Technical Service Chemist Product Information Products & Markets Personal Care Oxiteno’s portfolio contains products based on renewable resources and reduced irritation. Included are anionic surfactants, mild co-surfactants, specialty ingredients, consistency agents, emulsifiers and emollients, pearlizing agents, humectants and solubilizers.
    [Show full text]
  • In 2011, the Strategy Adopted by Oxiteno Led the Company to an 8% EBITDA Growth Over the Previous Year, Besides Concluding an Important Expansion Cycle in the Period
    In 2011, the strategy adopted by Oxiteno led the company to an 8% EBITDA growth over the previous year, besides concluding an important expansion cycle in the period. Oxiteno is the only producer of ethylene oxide in Brazil and also the only company to produce fatty alcohols in Latin America. The company has grown in recent years at a rate higher than the growth of the Brazilian economy, due to the nature of the markets served by Oxiteno. Among these markets, cosmetics and detergents, pesticides, agribusiness, petroleum and paints and varnishes for the civil construction and automotive industries stand out. Considering the characteristics of the Brazilian economy and stage of development of the country, these markets have presented strong performance, growing quite above GDP growth, with very promising prospects. 48 49 Thanks to the internationalization process started in 2003, expand its production capacity, enabling an increase in sales Oxiteno has industrial plants and sales offices in Latin America, volume in coming years. The expanded ethylene oxide plant Europe and the United States. The company has industrial at the Camaçari unit provides significant improvement in its plants in Mexico and Venezuela, where it already enjoys competitiveness, due to higher selectivity of new catalysts in market leadership in specialty chemicals, and has sales offices the processing of raw materials. Like all Oxiteno’s processes in Argentina, Belgium and the United States. In 2011, Oxiteno and systems, sustainable practices were considered in the continued its internationalization, by strengthening its implementation of the new equipment, offering a significant commercial structure in Latin America through the opening reduction of CO2 emissions per ton produced.
    [Show full text]
  • Annual Report 2012 Annual Report 2012 Ultrapar
    ANNUAL REPORT 2012 ANNUAL REPORT 2012 ULTRAPAR REPORT ANNUAL Ultrapar Participações S. A. Av Brigadeiro Luís Antônio 1343 8th floor 01317-910 São Paulo SP Brazil Phone 55 11 3177 7014 Fax 55 11 3177 6107 [email protected] www.ultra.com.br A ANNUAL REPORT 2012 ANNUAL REPORT 2012 ULTRAPAR REPORT ANNUAL Ultrapar Participações S. A. Av Brigadeiro Luís Antônio 1343 8th floor 01317-910 São Paulo SP Brazil Phone 55 11 3177 7014 Fax 55 11 3177 6107 [email protected] www.ultra.com.br CONTENT ULTRAPAR 2 MESSAGE FROM THE MANAGEMENT 4 KEY INDICATORS AND HIGHLIGHTS 6 MANAGEMENT FUNDAMENTALS 12 CORPORATE GOVERNANCE 12 MANAGEMENT MODEL AND STRATEGY 18 RISK MANAGEMENT 24 INNOVATION 28 RELATIONSHIP WITH STAKEHOLDERS 32 SOCIAL AND ENVIRONMENTAL PHILOSOPHY AND SUSTAINABILITY 38 IPIRANGA 44 OXITENO 50 ULTRACARGO 56 ULTRAGAZ 60 RESULTS AND OUTLOOK 66 ANALYSIS OF FINANCIAL PERFORMANCE IN 2012 66 CAPITAL MARKETS 72 INVESTMENTS AND OUTLOOK 76 CORPORATE INFORMATION / CREDITS 80 1 UL TRAPAR In 2012, Ultrapar completed 75 years of history scale, maintaining the trajectory of robust and marked by the conduction of good businesses, consistent earnings growth. As a result of this with outstanding products and services to strategy, and supported by a corporate culture its customers, by the consistent planning based on continuous innovation, sustainability and execution of its strategy, by growth and of its businesses and a corporate governance development opportunities for its employees and designed to ensure the continuity of the company consequent value creation. Ultrapar holds leading and its growth, Ultrapar completed this year 26 positions in its markets: fuel distribution through consecutive quarters of EBITDA growth, attesting Ultragaz and Ipiranga, production of specialty the resilience and consistency of its growth.
    [Show full text]
  • Informe De Sostenibilidad 2017
    ECONÓMICO • Récord de ventas: crecimiento de 7% del volumen • 19 patentes depositadas SOCIAL • 29 nuevos productos lanzados para atender y mejorar la vida de las personas • Incentivo a la educación de niños y adolescentes AMBIENTAL • 15% del agua industrial utilizada proviene de reúso • Meta de reducción de emisiones de CO2 hasta el 2020 alcanzada el 2017 INFORME DE SOSTENIBILIDAD 2017 Sumario Mensajes de liderazgo Sobre el 04 informe 08 11 Destaques del 2017 OXITENO 20 Gestión de excelencia 10 22 Premios y reconocimientos Gobernanza de la 28 GOBERNANZA sostenibilidad CORPORATIVA Ética y transparencia 34 24 40 Agroquímicos 42 Cuidados personales & Limpieza PRODUCTOS doméstica e institucional (HPC) Y SERVICIOS 43 Pinturas y revestimientos 36 44 Petróleo y gas Entrenamiento 54 45 Productos de performance PERSONAS y desarrollo 46 Atracción de 57 talentos 61 Energía MEDIO 62 Agua y efluentes AMBIENTE 58 65 Emisiones 67 Residuos Salud y seguridad 71 del trabajo SEGURIDAD Seguridad de 73 proceso 70 Seguridad del 73 producto 74 Clientes CADENA 75 Distribuidores DE VALOR 74 76 Proveedores 78 Desarrollo social Sumario de contenido de GRI 80 Declaración de aseguramiento 84 INFORME DE SOSTENIBILIDAD 2017 La planta de Pasadena (Texas) fortalece la presencia de Oxiteno en el mayor mercado de tensoactivos del mundo. Oxiteno contribuyó para el buen desempeño de Ultra con crecimiento récord de 7% en las ventas y en el ingreso neto. Parte del Grupo Ultra, Oxiteno prioriza en sus operaciones la seguridad, el medio ambiente, la calidad y la excelencia.
    [Show full text]
  • Annual Report 2007 Ultrapar | Focus on Growth Focus on Growth
    Annual Report 2007 Ultrapar | Focus on growth Focus on growth To expand, to grow, to outdo itself. The goal to evolve in a market share and brand awareness. Each new step brings continuous, sustainable and responsible manner. Ultrapar’s results, opportunities and benefits, as well as value. horizons are never ending. For over 70 years Ultrapar has built a path of solid leadership, productivity and efficiency. As innovation combines with expertise, creativity with A story of stealth and growth for Brazil. In line with the excellence, technology with talent and strategic vision with development of the country, every year new business future possibilities, the challenge of growth is taken further. levels are achieved. Planning, simplified processes and And the path to success will be trodden through the quest for new business growth improve the company’s recognition, perfection, determination, focus and confidence to proceed. 4 Ultrapar Annual Report 2007 Focus on growth For Ultrapar today, more than just a goal, the continuous pioneering, state of the art and agility. And so, with quest for perfection is an attitude, which becomes a renewed outlook, the company directs its activities commitment to each and every one of our stakeholders, towards better practices and the promotion of successful the community and the environment. This is what investment, management and value generation models. gives Ultrapar motivation and position as leaders. These achievements stem from a solid structure and from the pursue for operational excellence as well as Nowadays, every movement must be new, quick and from the relationships with society and professionals, vigorous. The market demands attention, and our who are completely committed to common objectives.
    [Show full text]