DOCSLIB.ORG

Elements #53, Issue 4

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Elements #53, Issue 4 BIOCATALYSIS: MORE BIO REACTION TECHNOLOGY: IN PRODUCTION NETWORKS GOING MOBILE WITH MICRO ELEMENTSDECEMBER 2015 # 53 DATA STREAMS: BIG DATA MEANS BIG BUSINESS * ELEMENTS #53 DECEMBER 2015 THE INNOVATION MAGAZINE www.evonik.com Our experts on the future are masters of the yoga of ideas: in 58 exercises to the best solution. Evonik is the creative industrial group from Germany. Our impassioned experts draw on their know-how to develop solutions for tomorrow – from lightweight construction to medical devices. Creavis, our strategic innovation unit, is a driving force that opens up new markets for our customers, paving the way for a successful, lasting partnership. Visit us in the future at www.creavis.com. 14359-02-452-1-3 | Kunde: Evonik | Motiv: Creavis, Ideen Yoga, englisch, weltweit | Format: 230 x 300 mm | Beschnitt: 3 mm Farbprofil: ISO Coated v2-300 (ECI) (CMYK) | Titel: Evonik Magazin, U2, englische Ausgabe, 3 mm Bundzugabe rechts | Bearbeitet: marcoreuke | Stand: 02.02.2015 EDITORIAL www.evonik.com Fundamental Undertake more partnerships, communicate Process optimization through openly—according to an innovation study com- Big Data Page 04 missioned by VCI, these are the key elements that Dr. Ulrich Küsthardt pave the way to innovation. This is based on the Chief Innovation knowledge that innovation is a complex process Officer, CONTENTS Evonik Industries AG that runs in parallel, interrelated steps. Above all, ulrich.kuesthardt optimizing the process also means dealing with @evonik.com 04 Digital Intelligence Big Data analysis is the interface between business and science. This a new tool for process is why we seek to work closely with universities, optimization research institutes, and industry partners: to 12 Biocatalysis reach the goal faster together. Some examples in- New enzyme system enables clude our collaboration with Fraunhofer ICT-IMM access to 1-alkenes in Mainz (starting on p. 22) and our latest venture 15 Guest Commentary capital investment in Airborne Oil & Gas (p. 30). Prof. Harald Gröger on the potential of biocatalysis for Such partnerships also include open dialogue. basic and bulk chemicals Thirteen years ago, we launched the elements 16 Acetone from Waste Gas magazine to keep the scientific community, in How bacteria convert CO2 particular, up to date on our innovation activ- into valuable raw materials ities and support our dialogue with scientists. 22 Small Production Plants The offer was well received, as our reader survey Small-scale chemistry from fall 2014 revealed. The positive results of the 03 opens up the potential of microreaction technology survey encouraged us to continue to refine the content and, especially, the look of elements. 26 Catalyzing Change Changing energy markets The central mission of the magazine, the pre- offer new opportunities for sentation of our innovation projects, has not catalyst development changed. But we have added a few new features, 34 Evonik Innovation Award including the guest commentary, where we in- 2015 vite university researchers to present their views The finalists on research trends. 10 Data Mining The finished product raises the same sort of Smart processes question as a new development: Will it persuade 20 Corporate Foresight the market—or, in this case, the reader? Tell us Soft robotics what you think. Let us know what you especially Our experts on the future are 29 CompanyNews 32 Professionals Dr. Jens Busse like or do not like at all. This is the only way we masters of the yoga of ideas: 38 Wishlist can improve ourselves and the magazine, and in 58 exercises to the best solution. Prof. Renée Schroeder have a dialogue with you. For us, that is funda- 39 Book Tips / Masthead mental. Evonik is the creative industrial group from Germany. Our impassioned experts draw on their know-how to develop solutions for tomorrow – from lightweight construction to medical devices. Creavis, our strategic innovation unit, is a driving force that opens up new markets for our customers, paving the way for a successful, lasting partnership. Visit us in the future at www.creavis.com. Feedback Tell us your Dr. Jens Busse keeps entering new opinion of the territory—it’s his job. Page 32 new elements: Cover and back cover: Maximus Chatsky Photography: Dirk Bannert / Evonik, Stefan Wildhirt Bannert Dirk Stefan / Evonik / Evonik, Chatsky Maximus Photography: cover: and back Cover [email protected] ELEMENTS #53 THE EVONIK INNOVATION MAGAZINE 14359-02-452-1-3 | Kunde: Evonik | Motiv: Creavis, Ideen Yoga, englisch, weltweit | Format: 230 x 300 mm | Beschnitt: 3 mm Farbprofil: ISO Coated v2-300 (ECI) (CMYK) | Titel: Evonik Magazin, U2, englische Ausgabe, 3 mm Bundzugabe rechts | Bearbeitet: marcoreuke | Stand: 02.02.2015 GLOBAL CHALLENGES: BIG DATA 04 Illustration: Maximus Chatsky Maximus Illustration: ELEMENTS #53 THE EVONIK INNOVATION MAGAZINE GLOBAL CHALLENGES: BIG DATA BIG DATA MEANS BIG BUSINESS Data are the crude oil of the 21st century—but only if they are saved across the board and used productively. An interdisciplinary Evonik team has begun tapping into big data as a new digital process optimization tool. 05 Dr. Kai Dadhe ardly anyone would contest mation. The importance of big data simply the notion that everything cannot be emphasized enough. that can be digitized will be Most companies are fully aware of the digitized. And sooner or lat- significance and potential of digitization. er, that will cause the degree The actual challenge here is to make selec- of digitization to increase in tive use of this wealth of data for the classic the manufacturing sector. This applies both purposes of a manufacturing organization: Hto the horizontal supply chain between sup- for increasing productivity, optimizing pliers, production, and customers, as well as processes, and becoming more efficient. to the vertical supply chain along the vari- Even though the flow of data is constantly ous divisions within a company, from Pro- growing in many companies, only a small curement and Logistics to Sales and Mar- portion of that data is actually used. keting. Digitization is likewise in its infancy in Digital intelligence is everywhere to- the chemical industry. The reason is that Plants create a continuously day—every component, device, and module developing and improving processes and growing data stream. If they are used in the right way, it is yields more data than its predecessor, and methods is necessarily slower in the pro- possible to manage processes company employees and processes generate cessing industry, where cycle times are even more efficiently. a steadily growing wealth of digital infor- far longer than they are in the IT, tele- ELEMENTS #53 THE EVONIK INNOVATION MAGAZINE GLOBAL CHALLENGES: BIG DATA Digital information is a new, rich resource for future process optimization. Nevertheless, experience and expertise will remain as important as ever. By comparing digital information with expert knowledge, pure data is turned into a profitable tool. communications, and service sectors. ply chains unless we see the puzzle in its individual piece of equipment. Managing Nevertheless, given changing markets, entirety. and analyzing operating conditions foster growing customer expectations, and rising The future of the chemical industry will reliability and transparency. Digital intel- energy and raw materials costs, the chem- not include big business unless we optimize ligence also benefits areas outside of pro- ical industry simply cannot avoid the job of our use of digital intelligence. The words duction: Big data can be used, for instance, utilizing big data. “big data,” however, are often met with res- for simulating profit margins as a function Even before the era of fast-paced digitiza- ervations or even fear. Does this mean peo- of the cost of raw materials. And analyzing tion, chemical companies had always sought ple will become irrelevant? Are computers databases intelligently allows companies to keep their production state-of-the-art. taking over? What does big data actually to accelerate patent and market research, Evonik has been continuously optimizing its mean for production? estimate the volatility of individual mar- methods and processes and adapting them kets more accurately, and react to market to new demands for a very long time. Cost Big data couples human changes more quickly. and energy efficiency are among the most and digital intelligence important goals of each individual plant, Big numbers like terabytes, petabytes, and Turning data and innovations form a solid foundation for exabytes are not the issue here. Big data into practical tools 06 competitive, sustainable operations. does not mean that digital intelligence will Integrating digital intelligence is compara- Yet the tools we have been using for opti- one day be making decisions about process- ble to a technological evolutionary process mizing processes and increasing efficiency es and work sequences, or that each indi- in which certain basic prerequisites must are reaching their limits. There are several vidual employee will be his or her own IT be met. The company needs a certain infra- reasons for this. For one thing, improve- and statistics expert. Digital information structure, for example, if it is going to make ments traditionally focus on an individual instead represents a rich new resource for use of all of the available data. What is help- process step or subprocess. The way these future process optimization. ful here is that the large amounts of memory relate to upstream and
Load more

Recommended publications
  • Press Release
    DECHEMA e.V. Theodor-Heuss-Allee 25 D-60486 Frankfurt am Main Press Release Telefon (069) 7564-0 Telefax (069) 7564-201 Presse-Information z Information de presse E-Mail: [email protected] www.dechema.de January 2007 Kontakt/Contact: AchemAsia 2007 Dr. Christina Hirche Tel. +49 (0) 69 / 75 64 - 2 77 7th International Exhibition-Congress on Fax +49 (0) 69 / 75 64 - 2 72 Chemical Engineering and Biotechnology E-Mail: [email protected] Beijing / PR China, 14 - 18 May 2007 Trend Report No. 1: Growth of the Chinese chemical industry Non-stop growth of the Chinese chemical industry • China ranks 3rd in worldwide chemical sales • Chemical parks attract record investments • Focus on sustainable economy and integrated product facilities The development of the chemical industry and the process industries in general is always an indicator of a country's economic growth. In China the chemical industry has long been on the fast track – and it is here that the best international know-how on technologies and equipment is in huge demand. For this reason some 500 exhibitors and 20,000 visitors from 25 different countries will be at the 7th AchemAsia International Exhibition-Congress on Chemical Engineering and Biotechnology from 14 to 18 May 2007 in Beijing, PR China, to exchange their ideas and experience and to extend their networks. The chemical industry in the People’s Republic of China had a turnover of 166 billion (thousand million) euros in 2005a. The country is now number three in the world rankings behind the US (448 billion euros) and Japan (217 billion euros).
    [Show full text]
  • Clusters Results of the EPCA Think Tank Sessions Organized and Sponsored by EPCA
    A Paradigm Shift : Supply Chain Collaboration and Competition in and between Europe’s Chemical Clusters Results of the EPCA Think Tank Sessions organized and sponsored by EPCA With contribution of the INSEAD team, Technology and Operations Management, Fontainebleau, France • Prof. Luk Van Wassenhove • Baptiste Lebreton • Paolo Letizia and the Editorial Committee Luk Van Wassenhove, INSEAD • Frank Andreesen, Bayer • Philip Browitt, Agility Logistics Solutions • Cathy Demeestere, EPCA • Fred du Plessis, European Chemical Site Promotion Platform • Paul Gooch, The Logical Group THE EUROPEAN PETROCHEMICAL ASSOCIATION August 2007 DISCLAIMER : All information contained in the report was collected from the participants and EPCA does not guarantee the accuracy thereof nor can it be held liable in case it is not. Participants have guaranteed that information relating to cases summarised in the report was in the public domain and did not consist in sensitive business information. EPCA did not check the individual compliance with competition rules of cases summarised nor can it be held liable if all or part thereof would violate competition rules. Competition law compliance is the individual responsibility of the individual companies concerned. 2 INDEX Note on Competition Law 6 1. Management Summary 9 2. Introduction 13 2.1 European Chemical Industry – A Major Force under Threat? 13 2.2 Clusters & Competitiveness 14 2.3 The EPCA Study 15 3. Presentation of the ARRR and Tarragona chemical clusters 17 3.1 Definition of chemical clusters 17 3.2 Presentation of the ARRR and Tarragona clusters 20 3.2.1 ARRR Cluster 20 3.2.1.1 Antwerp subcluster 22 3.2.1.2 Rotterdam subcluster 24 3.2.1.3 Rhine Ruhr subcluster 27 3.2.1.4 Rhine Main subcluster 30 3.2.2 Tarragona cluster 30 4.
    [Show full text]
  • Germany's Chemical and Related Process Industry 2011
    Germany’s Chemical and Related Process Industry 2011 A Profile of Selected Investment Sites Industry Brochure DENMARK Germany’s Chemical and Related Process Industry DENMARK Selected Investment Sites Site Name Location Page 1 Bayer Industrial Park Brunsbüttel Brunsbüttel 18 2 ChemCoast Park Brunsbüttel Brunsbüttel 20 3 CoastSite Wilhelmshaven Wilhelmshaven 22 POD LAN 4 Dow ValuePark® Stade Stade 24 5 IndustriePark Lingen Lingen 26 6 Industriepark Walsrode Walsrode-Bomlitz 28 T HE NETHERLANDS 7 Honeywell Specialty Chemicals Seelze Seelze 30 8 Baltic Industrial Park Schwerin Schwerin 32 9 Industrial Park Schwedt Schwedt 34 10 Chemical Site Schwarzheide Schwarzheide 36 11 Industrie- und Gewerbepark Altmark Arneburg 38 12 Agro-Chemie Park Piesteritz Wittenberg-Piesteritz 40 13 ChemiePark Bitterfeld Wolfen Bitterfeld Wolfen 42 14 Dow ValuePark® Schkopau 44 15 Chemical Site Leuna Leuna 46 16 Industriepark Schwarze Pumpe Spremberg 48 17 Marl Chemical Park Marl 50 18 Dorsten-Marl Industrial Park Dorsten/Marl 52 19 Chemical Park RÜTGERS Castrop-Rauxel 54 20 Gelsenkirchen Site Gelsenkirchen 56 BELM GIU 21 Deutsche Gasrußwerke Dortmund 58 22 Chemiepark Bayer Schering Pharma Bergkamen 60 23 CHEMPARK Krefeld-Uerdingen Krefeld-Uerdingen 62 24 Bayer Schering Pharma AG Wuppertal Elberfeld 64 LUXEM- National Borders BOURG CZECH REPUBLIC 25 Industriepark Oberbruch Heinsberg 66 Major Railways 26 CHEMPARK Dormagen Dormagen 68 Major Autobahns 27 CHEMPARK Leverkusen Leverkusen 70 28 Chemical Industrial Park Knapsack Knapsack-Hürth 72 SelectedNavigable Sites
    [Show full text]
  • Here We Are! Sustainability Report 2013
    SUSTAINABILITY REPORT 2013 HERE WE ARE! SUSTAINABILITY REPORT 2013 Business Employees Environment Society The company at a glance C01 Corporate structure Evonik Consumer, Segments Resource Efficiency Specialty Materials Services Health & Nutrition Business Consumer Health & Inorganic Coatings & Performance Advanced Units Specialties Nutrition Materials Additives Polymers Intermediates T03 Employees a 2012 2013 Number of different nationalities represented at Evonik Not reported 94 Average age of employees 41.3 41.3 Percentage of female employees approx. 24 approx. 24 Employees hired from the labor market 2,539 2,218 Vocational training ratio in Germany in % approx. 9 approx. 9 a Continuing operations. T04 Safety and health protection 2012 2013 Accident safety a Number of work-related accidents involving Evonik employees and contractors’ employees under the direct supervision of Evonik per 1 million hours worked 1.4 0.9 Incident frequency Number of incidents per 1 million working hours in the production facilities operated by the business units, taking 2008 as the reference year (reference base = 100 points). 46 50 a Continuing operations. T05 Status of our environmental targets Target for Change in % compared with 2012 2012 2013 2020 Specific greenhouse gas emissions 100 94 a 88 Specific water consumption 100 95 a 90 a Temporary effects in the energy supply area as a result of production shutdowns and portfolio adjustment effects. C02 Sustainability management at Evonik Executive Board Overall responsibility for sustainability Responsible
    [Show full text]
  • GET H2 Nukleus
    Kickoff for the H2 Economy in Germany 1 GET H2 Nukleus The first dedicated H2 infrastructure with non-discriminatory access 2 GET H2 Nukleus Reflection of the entire H2 value chain Transport of hydrogen via this Production of green 1 3 infrastructure to the Evonik hydrogen at the RWE power chemical park in Marl and BP plant site in Lingen using an refineries in Lingen and electrolyzer with a capacity Gelsenkirchen. of at least 100 MW. 2 4 Conversion of existing gas Use of the green hydrogen in the pipelines of Evonik, Nowega and existing production processes and OGE to the transport of 100% as a result significant hydrogen, additionally partial reduction of CO2 emissions. new construction of Evonik. 3 GET H2 Nukleus Key facts H2 demand* Existing gas pipelines • BP refinery Lingen: up to 50,000 m³/h • Converted for transport of 100% H2 • Marl Chemical Park, Evonik: up to 50,000 m³/h • Total length of 130 km • Connections to gas storage facility Epe and existing • Ruhr Oel Refinery Gelsenkirchen, BP: up to private H grid in Marl are possible 80,000 m³/h 2 Target date H2 H2 generation • Ready to operate in 2023 • RWE Lingen: 100 MW electrolyzer, initially 22,000 m³/h (~10 scfm), capacity increase possible with raising customer demand • Temporary backup from existing H2 production possible to stabilize the system (~80,000 m³/h / 38 scfm) 4 * according to Network Development Plan Scenario 2020 GET H2 Nukleus Necessary political support for the establishment of green hydrogen* Build-up of green hydrogen generation Expansion and conversion of
    [Show full text]
  • Hydrogen Has What It Takes to Fundamentally Transform Our Economic System
    COVER STORY: HYDROGEN A hot topic: Thyssenkrupp produces almost 12 million tons of crude steel in its plants every year. In the future, plans call for hydrogen instead of coal dust to generate the necessary operating temperature in the blast furnaces When it burns it only produces water, its supply is inexhaustible, and its applications are manifold: Hydrogen has what it takes to fundamentally transform our economic system. Evonik is working in many areas to help make this vision a reality n Duisburg-Bruckhausen, everything is gigantic. On krupp could reduce its emissions by more than three Ian area that is 22 times as big as the Vatican, Thys- million tons of CO2 per year—more than is caused by all senkrupp Steel Europe generates around one fourth of domestic flights in Germany. And that’s just the start. Germany’s total steel production—about 11.5 million The plan is that hydrogen will be the fuel of the future, tons a year. The plant’s blast furnaces tower more than in the steel sector and beyond. Business communities 100 meters into the sky. For decades, they have been and policymakers all over the world are intensively driv- spewing out hundreds of tons of glowing iron per hour. ing this development forward. According to the Euro- However, the first tiny and as yet invisible steps in a pean Union’s “Hydrogen Roadmap,” almost one fourth transition that will completely change this seemingly of the EU’s energy needs could be covered by hydrogen immovable giant have already begun. With support from by 2050.
    [Show full text]
  • (CO/CO2) Mixed and Pure Sources in Europe
    Carbon4PUR Ref. Ares(2019)6026573 - 27/09/2019 H2020-SPIRE-08-2017 Project-ID / GA no: 768919 www.carbon4pur.eu Grant Agreement no. 768919 “Carbon4PUR - Turning industrial waste gases (mixed CO/CO2 streams) into intermediates for polyurethane plastics for rigid foams/building insulation and coatings” Research and Innovation Action Topic: [SPIRE-08-2017] Carbon dioxide utilisation to produce added value chemicals Deliverable 7.1: Mapping of CO2/CO (CO/CO2) mixed and pure sources in Europe Due date of deliverable: 30 September 2019 Actual submission date: 27 September 2019 Dissemination level: Public Start date of project: 1st of October 2017 Duration: 36 months Organisation name of lead beneficiary for this DECHEMA e.V. deliverable: Dr. Oliver Hurtig (DECHEMA e.V.) Authors (organisation): Dr. Arturo Castillo Castillo (Imperial College) Reviewers (organisation): Carbon4PUR consortium Release no. 1 Carbon4PUR - Del. 7.1 Public 1 Page 1 Carbon4PUR H2020-SPIRE-08-2017 Project-ID / GA no: 768919 www.carbon4pur.eu Disclaimer This project has received funding from the European Union’s Horizon 2020 research and innovation programme under grant agreement No 768919. The information contained in this document has been prepared solely for the purpose of providing information about the Carbon4PUR consortium and its project. The document reflects only the Carbon4PUR consortium’s view and the European Commission is not responsible for any use that may be made of the information it contains. Carbon4PUR - Del. 7.1 Public 2 Page 2 Carbon4PUR H2020-SPIRE-08-2017 Project-ID / GA no: 768919 www.carbon4pur.eu The Carbon4PUR Consortium # Participant Legal Name Short Name Country Covestro Deutschland AG 1.
    [Show full text]
  • The Role of Clusters in the Chemical Industry Dr
    The Role of Clusters in the Chemical Industry Dr. Christian Ketels, Harvard Business School This document has been printed and made available by the courtesy of EPCA st at the occasion of its 41 Annual Meeting THE EUROPEAN PETROCHEMICAL ASSOCIATION The Role of Clusters in the Chemical Industry Photos cover : Top : Large platform, Antwerp, Katoen Natie, © Katoen Natie Middle : Pipe rack connection, Marl Chemical Park, ChemSite, © ChemSite Bottom : Mid-Europoort cluster, Port of Rotterdam, © Port of Rotterdam The financial support for this research by EPCA, the European Petrochemical Association, is gratefully acknowledged Page 2 of 55 (c) Christian Ketels, 2007 The Role of Clusters in the Chemical Industry Content 1. INTRODUCTION 5 2. THE ROLE OF CLUSTERS IN GLOBAL COMPETITION 7 2.1. Clusters and the microeconomic foundations of competitiveness 8 2.2. Globalization 11 2.3. Cluster initiatives 13 2.4. The emerging agenda for business leaders 16 3. CLUSTERS IN THE CHEMICAL INDUSTRY 19 3.1. The context for regional clusters in the chemical industry 20 General factors 20 Europe-specific factors 21 3.2. Mapping chemical clusters 22 Cluster Mapping 22 The chemical cluster category 24 Employment 26 Exports 37 3.3. Cluster initiatives 45 The chemical industry as a basis for cluster initiatives 45 Chemical cluster initiatives in Europe and Asia 47 4. CONCLUSIONS 53 Page 3 of 55 (c) Christian Ketels, 2007 The Role of Clusters in the Chemical Industry Page 4 of 55 (c) Christian Ketels, 2007 The Role of Clusters in the Chemical Industry 1. Introduction The European petrochemical industry is in transition.
    [Show full text]
  • Atlas Der Indusiriekultur Ruhrgehiet the Ruhrgebiet Industrial Heritage Atlas \Nha\T/Contents
    Atlas der Indusiriekultur Ruhrgehiet The Ruhrgebiet Industrial Heritage Atlas \nha\t/Contents Vorwort / Foreword 2 Panoramen der Industrielandschaft 32 Industrial Panorama Points Was ist die ,,Route der Industriekultur"? 4 What is the Industrial Heritage Trail? Bedeutende Siedlungen 36 Significant Housing Settlements Essen • Weltkulturerbe Zollverein 6 Zollverein World Heritage Site Themenrouten 39 Bochum • Jahrhunderthalle 7 Theme trails Bochum Hall of the Century Bochum • Deutsches Bergbau-Museum 8 Kartographischer Teil / Benutzerhinweise 90 German Mining Museum Maps / Instructions for use Recklinghausen • Umspannwerk 9 Recklinghausen Transformer Plant Karteniibersicht 91 Marl •ChemieparkMarl 10 Key to map pages Chemical Industry Estate Waltrop • Altes Schiffshebewerk Henrichenburg 11 Zeichenerklarung 93 Old Henrichenburg Shiplift Map symbols Dortmund • Zeche Zollern II/IV 12 Zollern II//IV Colliery Karten 94 Dortmund •Kokerei Hansa 13 Maps Hansa Coking Plant Dortmund • Deutsche Arbeitsschutzausstellung 14 Register 147 German Occupational Safety and Indexes Health Exhibition Hamm • Maximilianpark 15 Linienplan Schnellverkehr 2004 175 Maximilian Park Rapid transport network 2004 Unna • Lindenbrauerei 16 Linden Brewery Alles iiber die Route 178 Hagen • Hohenhof 17 The Trail - all you need to know Hohenhof Hagen • Westfalisches Freilichtmuseum Hagen 18 Die Route der Industriekultur per Rad 179 Westphalian Open-Air Museum The Industrial Heritage Trail by bike Witten - Zeche Nachtigall und das Muttental 19 Nightingale Colliery and the Mutten
    [Show full text]
  • The Exceptional
    CREATING the exceptional SUSTAINABILITY REPORT 2016 T01 Our sustainability targets 2016 This is an overview of the targets we set in our Sustainability Report 2015. Except where otherwise stated, the data refer to 2016. You can find more detailed information on target attainment in the relevant chapters of this report. Strategy Governance Employees Value chain The Safety and growth and compliance and products environment Target attainment Page no. Strategy and growth Step up dialogue with key stakeholder groups 24 Governance and compliance Update the Code of Conduct for Evonik’s employees by 2017 33 Employees Develop and introduce a Group-wide HR KPI system 39 Ongoing development of Group-wide master policies on remuneration and fringe benefits 41 Value chain and products Continue to analyze potential risk suppliers through the TfS initiative annual target a 50 Renewed review of suppliers assessed in 2012 and 2013 a 50 Conduct at least 20 initial supplier sustainability audits through TfS annual target a 50 Continue follow-up of audits performed in 2015 a 50 Continue internal sustainability training for at least 60 percent of procurement staff affected by the TfS initiative annual target a 50 Total R&D expenses of over € 4 billion by 2025 b 53 Further structuring of the sustainability analysis of Evonik’s business, plus plans for external validation of the method c 56 RSPO certification of three further Evonik sites d 52 The environment Conduct at least 60 ESHQ audits annual target 59 Reduce specific greenhouse gas emissions by 12 percent by 2020 e 61 Reduce specific water intake by 10 percent by 2020 e 64 Safety Accident frequency indicator ≤ 1.3 annual target 71 Improvement in incident frequency indicator f (Cefic Process Safety Performance Indicator) in the manufacturing units ≤ 48 annual target 72 Follow-up on Employee Survey 2015: derive and implement safety-related measures by year-end 2017 g 70 Risk evaluation for at least 99 percent of all substances marketed in quantities exceeding 1 metric ton p.
    [Show full text]
  • Evonik Sustainability Report 2019
    SUSTAIN ABILITY REPORT 2019 Leading Beyond Chemistry 2 SUSTAINABILITY REPORT 2019 EVONIK INTERACTIVE PDF CONTENTS Optimized for use with Adobe Acrobat. 3 AT A GLANCE 3 Top 10 sustainability targets 4 Foreword 5 Short profile of Evonik 6 History of sustainability at Evonik 7 Our business model 8 Fiscal 2019 STRATEGY AND GROWTH 10 GOVERNANCE AND COMPLIANCE 24 VALUE CHAIN AND PRODUCTS 33 11 Our Sustainability Strategy 2020+ 25 Responsible corporate governance 34 Responsibility within the supply chain 12 How Evonik creates value for society and human rights 37 Research & development/innovation 17 UN Sustainable Development Goals 32 Our targets 39 Efficient use of scarce resources/ of relevance for Evonik circular economy 18 Engaging with our stakeholders 43 Sustainable products and 21 Our materiality analysis solutions for our customers 22 Our targets 45 Product stewardship 48 Our targets 77 COMMITMENT TO SOCIETY 80 BASIS OF REPORTING 80 Overview of sustainability indicators for the Evonik Group 81 Status of our sustainability targets for 2019 82 About this report 85 TCFD index THE ENVIRONMENT 49 EMPLOYEES 61 SAFETY 72 86 SDG index 87 GRI content index 50 Strategy and management 62 Strategy and management 73 Strategy and management 97 Independent practitioner’s 52 Climate change 63 Appeal as an employer 74 Occupational safety limited assurance report 56 Water management 66 Diversity and equal opportunity 74 Plant safety 58 Waste management 68 Vocational training and continuing 75 Transportation safety and logistics 99 FURTHER INFORMATION 59
    [Show full text]
  • Chemical Parks: Industry Landscaping a La Germany
    Global Outlook Chemical Parks: Industry Landscaping à la Germany Chemical parks are synergistic environments for the companies located there — thanks to integration of infrastructure and shared resources and distribution networks. In Europe, Germany’s central location and unique geography have contributed to the success of the chemical park concept. n offshoot of globalization and the subsequent In parallel, the chemical park model of Germany’s company and industry restructuring has been the chemical industry gave birth to new types of service Aemergence of chemical parks — a business model providers. Traditionally self-contained sites with internally that brings together raw material suppliers, chemical manu- connected structures (verbundstandorte) opened up and facturers, intermediates and specialty-chemicals producers, site operator companies formed. These local players, often infrastructure and service providers, and other companies at leveraging many decades of experience in the operation a single site. of chemical sites, were able to meet the needs of chemi- The advent of chemical parks coincided with the cal businesses at a common location — such as product restructuring of the German chemical industry, which con- transport and distribution, maintenance, training, utilities, tinues to this day. Within this restructuring, many compa- waste disposal, wastewater treatment, emergency response, nies merged, spun off corporate divisions, or sold business fire brigade, and liaison with authorities — efficiently and units. Over the past two decades, large conglomerates effectively. Site operator companies and their subsidiaries became numerous smaller businesses that now focus on provide the infrastructures needed for chemical production. their core competencies. From the wide range of services offered by the operators Alongside established German specialty-chemicals of chemical parks, chemical companies can choose what manufacturers, companies spun off from the conglomer- suits them best.
    [Show full text]