Staying Ahead: How the Chemical Industry Can Remain Competitive Beyond 2030

In this article, industry leaders from LanzaTech, BASF, Evonik, Dow, DuPont, Syensqo, Arkema, PPG, Cabot and more share what it takes to lead in a decarbonized, digital future.

The chemical industry is undergoing one of the most significant transformations in its history. To remain competitive beyond 2030, companies must fundamentally rethink how they operate, innovate, and deliver value in a rapidly evolving global economy.

Sustainability, circularity, digitalization, and talent development are no longer optional—they are the engines of growth and resilience. We asked thought leaders from across the industry who will participate in CIEX 2025 to share the critical capabilities that will define tomorrow’s winners.

Their responses make one thing clear: future competitiveness requires bold reinvention, not cautious optimization.

Circularity Is the New Value Driver

For decades, the industry has focused on linear models of production—extract, produce, dispose. This model is no longer viable in a world demanding sustainability and accountability.

“One of the most critical capabilities chemical companies must develop to remain competitive is the integration of circular supply chain principles,” says Jennifer Holmgren, CEO of LanzaTech. LanzaTech’s technology turns waste carbon into raw material, effectively giving emissions a second life. This isn’t just a climate solution—it’s a business opportunity. “This isn’t circularity for circularity’s sake,” Holmgren continues. “There is profit to be made in using our waste to create more product. Companies that invest early can capture more of the value chain, gaining a strategic edge and driving higher margins in a premium segment of the energy market.”

Jean Vincent, Head of RD&I Americas at Evonik, agrees: “The world is changing at a drastic pace. Companies must fully embrace not just the concept of sustainability, but also ways to bring it to reality while maintaining competitiveness.”

Peter Votruba-Drzal, VP Global Sustainability at PPG, reinforces this view: “We don’t have a sustainability strategy—we have a business strategy rooted in sustainability and operational excellence. Collaboration with customers and suppliers is essential to create value through sustainability.”

Sustainability Must Be Embedded in Strategy

To thrive in a low-carbon economy, companies need to embed sustainability into every level of their operations—from raw materials sourcing to manufacturing and product development. “Mastering a circular economy, sustainable renewable sourcing of raw materials, and low-carbon emission processes—along with digital and AI-driven innovation—are imperatives,” says Arthur Martin, VP R&D North America at Arkema. Peter Votruba-Drzal illustrates how this plays out in practice: “We define sustainably advantaged products through a rigorous methodology aligned with the UN Sustainable Development Goals. This approach transforms value creation and is embedded throughout the product development process.”

This approach goes far beyond compliance. Forward-thinking companies are treating sustainability as a competitive advantage, unlocking growth in new markets while aligning with the evolving expectations of regulators, customers, and investors.

A New Mindset for a New Era

For global chemical companies like BASF, the key to navigating future challenges lies in entrepreneurial thinking. “We need to sense how the world is changing and adapt quickly,” says Dr. Amit Gokhale, Director of Process and Chemical Engineering R&D at BASF. “That means adopting new technologies, building new business models, and increasing our tolerance for risk.” He emphasizes that collaboration—between companies, suppliers, customers, and even competitors—will be essential for reducing investment risk and accelerating the scale-up of next-gen solutions.

Patricia Hubbard, SVP and CTO at Cabot, agrees and stresses the importance of adaptability: “Companies must actively seek new information and design systems to evolve under uncertainty to stay competitive.” The CIEX 2025 conference will provide a great opporunity to hear successful case studies, find collaborators and develop new ideas.

The Digital Leap: AI as a Strategic Capability

In the race to stay ahead, artificial intelligence (AI) and digital technologies are emerging as transformative tools—not just for productivity but for discovery, decision-making, and engagement. “Chemical companies need to adopt AI and build an AI culture,” says Mike Finelli, Chief Technology & Innovation Officer at Syensqo. “This includes leveraging AI for process optimization, accelerated discovery, and customer engagement. It’s imperative to remain competitive in an increasingly digital market.” AI allows R&D teams to reduce trial-and-error in labs, optimize supply chains, and customize products faster and more precisely than ever before.

“The tools available for understanding the science and evaluating the impact of materials are advancing at an unprecedented pace,” adds A.N. Sreeram, CTO and SVP of R&D at Dow. “Companies must stay at the forefront of rigorous analysis while being as nimble and responsive as possible.”

Talent, Trade-Offs, and the Innovation Engine

Technology alone won’t deliver transformation—people will. That means building a workforce ready to lead across sustainability, science, digital, and systems thinking. “Innovators will need to balance often conflicting trade-offs—performance, sustainability, resilience—with an increasing focus on speed,” says Marty DeGroot, VP Technology at DuPont. He emphasizes that innovation must now consider the full value chain and how decisions reverberate across complex ecosystems. “This will require access to modern capabilities and a strong emphasis on talent development and upskilling to use these capabilities effectively.”

Patricia Hubbard adds a crucial lens on timing innovation: “Timing is the hardest aspect of scaling innovation. The best practice is to keep options open, build flexible assets, and invest when customers are ready to scale. This approach helps de-risk growth while aligning with business goals.”

Reinventing the Future—Now

What does it truly mean to be competitive beyond 2030? It means developing low-carbon technologies and circular models—not as side projects, but as core business strategies. It means using AI not just to automate, but to accelerate invention. And it means empowering people across the organization to lead with curiosity, courage, and collaboration. “Chemical companies that invest early,” says Jennifer Holmgren, “can capture more of the value chain from feedstock to final product.”

The challenge ahead is clear—but so is the opportunity. The companies that act boldly today will not just survive tomorrow. They will lead it.

Powering the Future of Chemical Industry at CIEX 2025 Summit

CIEX is the leading platform for senior-level R&D, innovation, and sustainability professionals from the consumer, industrial, and specialty chemical sectors. Now in its 11th edition, CIEX is focused on creating value by bringing together the right people, fostering synergies, and actively facilitating connections among potential partners.

Join us on September 17 & 18, 2025, in Indianapolis, U.S.A. and get exclusive access to the community powering the future of chemistry — digital, sustainable and collaborative!

🎟Register today to secure your spot!

Rethinking R&D in Specialty Chemicals: Insights from Arkema

R&D in Specialty Chemicals: How Arkema Is Driving Innovation

Editor’s Note: Arthur Martin is Vice President of R&D North America at Arkema, leading innovation in Advanced Materials, Specialty Adhesives, and Coatings. With over 25 years of experience and 22 U.S. patents, he brings deep expertise in specialty materials and product commercialization.

Arthur W. Martin, VP R&D North America, Arkema

Arthur will speak at CIEX 2025, held on September 17–18 in Indianapolis, U.S.A., alongside leaders from Dow, 3M, BASF, DuPont, and more. Below is a preview of the insights he’ll share at the summit.

CIEX: Without giving too much away – what is the core message of your talk and what would you like delegates to remember?

Arthur: There has been a continuous reduction in R&D spending as a percentage of revenue by most specialty companies over the last 20-30 years. Currently, most specialty companies spend approximately 2.7% on average across the three (3) horizons of innovation. This is a reduction from 10-15% previously spent in prior years. Therefore, it is incumbent for innovation leaders and executives to be creative in how they prioritize, select and valuate R&D technology programs in their innovation portfolio.

Elasticity in innovation gives an R&D organization the flexibility to adapt and respond quickly to changes in technology, market demand, and competitive pressure. Specifically, it enables the organization to shift resources dynamically to allocate talent, R&D investment, and tools more efficiently to high-potential projects or pivot when needed to scale innovation efforts by ramping up or scaling down R&D activities based on opportunities, risk, or performance feedback without major disruption.

In Arkema, accelerating the time-to-market by responding faster to emerging trends or customer needs gives us a competitive advantage. Empowerment of our R&D scientists to experiment more freely and take innovative risk can provide unexpected results that provide significant value. Supporting a culture of rapid prototyping and learning allows multiple innovative pathways to be explored in parallel and finally resilience to failure to absorb setbacks and reallocate efforts without derailing the overall innovation agenda remains critical to the innovation process.

In short, elasticity empowers an R&D organization to remain agile, resilient, and competitive in a fast-changing environment.

CIEX: What motivates you to join CIEX this year?

Arthur: I’m motivated to join CIEX because they offer a unique space to collaborate with forward-thinking innovation leaders who are passionate about solving complex problems and shaping the future. CIEX is not just about generating new ideas and discussing new concepts in the innovation space, they’re about turning those ideas into real, scalable impact. I’m driven by the opportunity to learn from both other strategic and visionary leaders and contribute my own perspective to meaningful, future-focused initiatives. Being part of such a community helps me grow as a leader, stay ahead of trends, and continuously challenge myself to think creatively and lead with purpose.

CIEX: In what ways have emerging technologies most significantly transformed your R&D process over the past few years – and what impact has this had on speed to market?

Arthur: I have recently created an Emerging Technologies department over the past year. I am already experiencing a positive impact. I have developed a fail-fast mechanism and open innovation while having closer connection with the business units. The new technology platforms within Arkema utilize existing assets and are market and customer-focused, leading to faster time-to-market, better product-market fit, and smarter decision-making.

I have created technology enablers through digital transformation and open innovation to shift from the linear process of execution to a more agile approach, faster iteration loops between teams (R&D, product, commercial), parallel development and testing rather than sequential handoffs, more customer focused, and market need approach to technology development delivering more value to the businesses.

This approach has resulted in shortened development timelines and better alignment with changing business needs.

CIEX: What are the biggest challenges – and best practices- you´ve seen in scaling innovation from lab to market while staying aligned with business objectives?

Arthur: In my 25+ years of experience, I would not say I have seen it all, but I have experienced enough to view challenges from the landscape of opportunities. Here are some of my perspectives on the opportunities we have to create solutions: The gap between a promising prototype and a viable, scalable product often lacks funding, sponsorship, or a clear path forward, misalignment with core business goals: Innovations may be technically brilliant but not aligned with strategy, customer needs, or revenue models.

I have also experienced siloed operations in R&D, product, marketing, and commercial teams, often operating independently, leading to disconnects and delays.

Sometimes, technologists are overly optimistic to the challenges of scalability and not identifying risk and threats in the timely and intuitive manner they should, therefore, underestimating scale-up complexity where technical challenges, regulatory hurdles, supply chain issues, and customer adoption are often more complex than anticipated.

Let’s not forget the cultural impedance, resulting in Internal resistance to change or fear of cannibalizing existing products can kill innovation before it takes off.

Also, from company to company or business unit to business unit within one company, the lack of a repeatable process becomes the Achilles heel too often for organizations. They still rely on ad hoc innovation rather than a structured process for scaling from lab to market. The best practices such as stage gate process, agile innovation, design thinking and other innovation processes are often ignored.

CIEX: Open innovation, customer responsiveness, and integrated supply chains are gaining traction. What partnerships or collaborations have been most impactful in driving sustainable growth for your business?

Arthur: Open innovation, customer intimacy, and integrated supply chains are indeed critical to sustainable growth. In our business, the most impactful partnerships have been those that combined cross-industry collaboration with shared innovation goals. For example, we’ve worked closely with custom toll synthesis providers to develop novel material solutions that enhance supply chain agility. We’ve also partnered with key customers to co-create products tailored to adjacent and evolving market needs, allowing for faster feedback loops and improved customer satisfaction. Additionally, strategic alliances with sustainability-focused organizations have helped us reduce our environmental footprint while aligning with global ESG standards. These collaborations have not only strengthened our market position but also embedded long-term resilience into our business model.

CIEX: Looking ahead, what do you see as the most critical capability chemical companies must develop to remain competitive in the next decade?

Arthur: Looking toward the future, I think there are several critical capabilities that must be realized or exemplified to have a competitive edge. They are mastering a circular economy, sustainable, renewable sourcing of raw materials and low carbon emission processes, digital and AI-driven innovation and ecosystem collaboration are imperatives. These are essential parameters to remain on the competitive path.

CIEX: Thank you so much, Arthur! We look forward to hearing more from you at CIEX 2025!

Powering the Future of Chemical Industry at CIEX 2025 Summit

Join us on September 17 & 18, 2025, in Indianapolis, U.S.A. and get exclusive access to the community powering the future of chemistry — digital, sustainable and collaborative!

🎟Register today to secure your spot!

Driving Sustainable Innovation in Chemicals: DuPont’s vision

Driving Sustainable Innovation in Chemicals: DuPont on Decarbonization, Customer-Centric R&D, and the Next Generation of Innovators

Editor’s Note: Marty DeGroot is Vice President of Technology at DuPont, where he leads innovation across high-performance industries including healthcare, aerospace, electronics, and automotive. Marty will speak at CIEX 2025, held on September 17–18, 2025 in Indianapolis, U.S.A., alongside senior executives from 3M, BASF, Sumitomo Chemical, Arkema, Eastman, Syensqo, and more. Below is a preview of the insights he’ll share at the summit.

Marty DeGroot, VP Technology, DuPont

CIEX: Without giving too much away – what is the core message of your talk and what would you like delegates to remember?

Marty: At DuPont, we believe that our greatest impact on the world stems from our innovations, and that scientific advancement is essential for tackling the most pressing global challenges. Sustainable innovation is a core aspect of our philosophy as we work to provide products and applications that solve complex problems while also delivering meaningful sustainability benefits that align with customer expectations.

While there are overarching themes—such as reducing harmful substances and decarbonizing—expectations and opportunities vary by industry. Therefore, engagement with our customers is essential to ensure we meet their unique needs. Innovators face a paradigm shift as they must now consider conventional value drivers (such as cost and performance) alongside a clearer articulation and quantification of those factors that enhance customer sustainability impact as part of the overall value proposition.

A comprehensive understanding of the impacts of decisions in new product and process development—and how these decisions assist customers in reaching their goals—is a crucial role for the modern innovator. Our recent focus on carbon fluency exemplifies this mindset. We have several examples across sectors like water, healthcare, automotive, and aerospace, where innovation has led to new solutions that meet stringent performance requirements while simultaneously creating a significant positive impact aligned with customer goals.

CIEX: What motivates you to join CIEX this year?

Marty: The rapid changes brought about by disruptive technologies, supply chain volatility, and the need for sustainable solutions have made innovation essential in addressing the complex challenges we face to ensure a thriving world. The CIEX event offers a valuable opportunity to engage with senior innovation leaders about various shared obstacles and challenges. It provides a platform to foster connections, learn from one another, and explore collaborations that can speed up the development of practical solutions.

CIEX: In what ways have emerging technologies most significantly transformed your R&D process over the past few years – and what impact has this had on speed to market?

Marty: The emergence and ongoing expansion of digital innovation capabilities are rapidly transforming how innovators tackle challenges. A connected lab infrastructure has been essential for enhancing data accessibility and facilitating the use of tools like machine learning and predictive analytics. These tools increase speed and productivity, allowing innovators to dedicate more time to high-value work. One of the most significant benefits has been enabling our formulators to use these tools to minimize the number of iterations needed to quickly arrive at viable solutions for customer end-use applications.

CIEX: What are the biggest challenges – and best practices- you’ve seen in scaling innovation from lab to market while staying aligned with business objectives?

Marty: One of the biggest challenges in innovation today is the increasing need to shorten innovation cycles to keep up with rapid changes and support customer roadmaps. As a company focused primarily on innovations close to the end user, we have observed a shift in the importance of speed as a crucial factor in helping customers implement solutions and maintain competitiveness.

The greatest challenge in delivering quickly lies in early-stage innovation, where uncertainty is high. Best practices involve using lean innovation tools that facilitate rapid experimentation, allowing us to quickly reduce risk and ambiguity. In early-stage innovation, the most critical “experiments” often focus on customer desirability to ensure that innovation addresses the most significant and valuable challenges.

Marty: In today’s complex innovation landscape, building partnerships is essential for fostering speed and resilience in developing innovative solutions. Our most critical partnerships are with our customers, and some of our most recent investments focus on delivering first rapid prototypes that help to engage customers more quickly. This approach increases the likelihood of iterative cycles that ultimately lead to scalable solutions. By starting with a minimum viable product and involving customers in the development process, we enhance engagement and collaboration, which in turn helps us deliver resilient solutions.

CIEX: Looking ahead, what do you see as the most critical capability chemical companies must develop to remain competitive in the next decade?

Marty: Next-generation innovators will need to navigate multiple themes and balance the challenges of developing solutions while managing often conflicting trade-offs, such as performance, sustainability, and resilience, all with an increasing focus on speed.

To effectively address these challenges, innovators must consider how their decisions impact the entire supply chain and value chain. This means understanding and analyzing the interconnectedness of various processes and stakeholders involved. By doing so, they can drive innovation while ensuring that their operations are aligned with the broader economic and environmental considerations that influence their industry. This will require a significant focus on enabling access to modern capabilities and a strong emphasis on talent development and upskilling to utilize these capabilities and achieve impactful solutions effectively.

CIEX: Thank you so much, Marty! We look forward to hearing more from you at CIEX 2025!

Powering the Future of Chemical Industry at CIEX 2025 Summit

Join us on September 17 & 18, 2025, in Indianapolis, U.S.A. and get exclusive access to the community powering the future of chemistry — digital, sustainable and collaborative!

🎟Register before 3rd July and save $400 with early-bird pricing!

Future of the Chemical Industry: Syensqo on AI, Quantum Computing & Robotics

Mike Finelli, Chief Technology & Innovation Officer and Chief North America Officer, Syensqo

Editor’s Note: Mike Finelli is Chief Technology & Innovation Officer and Chief North America Officer at Syensqo. With over 30 years of experience in the chemical industry and more than 15 years in executive leadership roles, he leads strategic innovation across key platforms including battery materials, green hydrogen, thermoplastic composites, and renewable materials. Mike will be speaking at our upcoming CIEX 2025 Summit, taking place on September 17–18, 2025, in Indianapolis, U.S.A. He will be joined by CXOs and VPs of innovation and R&D from 3M, BASF, Sumitomo Chemical, Arkema, DuPont, Evonik, Eastman, and many more. Below is a preview of the key insights Mike will share at the summit.

CIEX: Without giving too much away – what is the core message of your talk and what would you like delegates to remember?

Mike: My keynote address will explore the transformative future of the chemical industry. It will highlight the industry’s exciting potential driven by the convergence of technologies like artificial intelligence (AI), quantum computing and robotics. I hope it will inspire attendees to embrace these technological advancements and seize the opportunity to pioneer the future of the chemical industry.

CIEX: What motivates you to join CIEX this year?

Mike: I’m inspired because everything that makes our lives better starts with chemistry. We create the future. And I am even more excited about our future than ever, thanks to the convergence of amazing technologies such as generative AI, huge advances in quantum computing and how the combination of these two technologies with advanced robotics will change the world. When I think about the next 10 years, I think we will accomplish more than we have done in the last 50 years! That’s why it’s so important to embrace these technologies together and exchange ideas.

CIEX: In what ways have emerging technologies most significantly transformed your R&D process over the past few years – and what impact has this had on speed to market?

Mike: The most impactful emerging technologies are Gen AI and agentic systems. These technologies are allowing us to innovate faster through significantly accelerated R&D processes by enhancing data analysis, predictive modeling and material discovery and reduce the number of experiments needed. Our teams have actually discovered new polymers with unique properties by generating hypothetical polymers from a pool of millions of molecules using AI. This reduced the time usually required for such a discovery by a factor of 3 or more! We are now extending the approach to other material discoveries, targeting other performance criteria. It’s amazing to think of what we can achieve.

CIEX: What are the biggest challenges – and best practices- you´ve seen in scaling innovation from lab to market while staying aligned with business objectives?

Mike:

1. One of the biggest challenges is ramping up to industrial scale without producing a pilot scale first. The best practice would be to go through the pilot stage but this stage can be very costly and time consuming. The challenge is, how do you skip this step without compromising quality and safety?
2. It can be difficult to align with business objectives while managing costs and sustainability. Best practices involve fostering a culture of open innovation, leveraging AI for predictive insights, and maintaining a robust feedback loop between R&D and market needs to ensure alignment with business goals.

Mike:

We see all our customers as key partners and innovators. In fact, we have several global Customer Innovation Centers that are hubs of co-creation! Here, we work alongside our customers to develop market-leading and sustainable solutions that meet their unique needs.
We have numerous key partnerships that advance sustainable solutions. To provide one example, we just announced a strategic partnership with Ardent to supply our high performance materials to help advance their carbon capture and olefin-paraffin separation solutions.
We are also working closely with our suppliers to reduce our Scope 3 environmental footprint, through our Climate Pledge – a mutual agreement with our top 70 suppliers, who account for 80% of the group’s GHG emissions from raw materials purchased. Our suppliers are committing to play a role in our decarbonization efforts by setting up a roadmap to reduce the carbon footprint of their products and operations.

CIEX: Looking ahead, what do you see as the most critical capability chemical companies must develop to remain competitive in the next decade?

Mike: Chemical companies need to adopt AI and build an AI culture in their companies. This includes leveraging AI for process optimization, accelerated discovery, and customer engagement. This is imperative to remain competitive in an increasingly digital market.

CIEX: Thank you so much, Mike. We look forward to hearing from you more at CIEX 2025!

Powering the Future of Chemical Industry at CIEX 2025 Summit

CIEX is designed for senior-level R&D, innovation, and sustainability professionals from the consumer, industrial, and specialty chemical sectors. Now in its 11th edition, CIEX is focused on creating value by bringing together the right people, fostering synergies, and actively facilitating connections among potential partners.

Join us on September 17 & 18, 2025, in Indianapolis, U.S.A. and get exclusive access to the community powering the future of chemistry — digital, sustainable and collaborative!

Chemical Industry Innovation: How Dow Uses AI and High-Throughput R&D to Transform Materials Science

Chemical Industry Innovation: Dow’s Use of AI and High-Throughput R&D to Transform Materials Science

Editor’s note: A.N. Sreeram is Chief Technology Officer and Senior VP of Research & Development (R&D) at Dow. Leading the chemical industry innovation in his organization, he will be speaking at our upcoming CIEX 2025 Summit on Sep 17-18, 2025, in Indianapolis, U.S.A. He will be joined by CXOs and VPs of innovation and R&D from 3M, BASF, Sumitomo Chemical, Arkema, DuPont, Evonik, Eastman and many more. Below is a preview of what he will talk about at the summit.

Sreeram leads an exceptional R&D organization focused on accelerating new product commercialization. Under Sreeram’s leadership, Dow transformed its innovation approach by growing high-throughput experimentation and analysis capabilities while establishing a strong connection to market signals and customers. Sreeram joined Dow in 2006 as VP of Core R&D and then served as VP of R&D for Advanced Materials. Prior to Dow, he held R&D leadership roles at DuPont, Cookson Electronics, and Sarnoff Corporation. Sreeram is a Henry F. Whalen Jr. Award recipient, holds 20 U.S. patents, and served on the President’s Council of Advisors on Science and Technology. He earned his PhD from Massachusetts Institute of Technology.

A.N. Sreeram, CTO and SVP R&D, Dow

CIEX: Without giving too much away – what is the core message of your talk, and what would you like delegates to remember?

A.N. Sreeram: Science and technology are advanced by well-trained researchers who rigorously apply the scientific method. Those equipped with the best tools will have the most impact by being able to develop and test hypothesis more creatively, quickly, and thoroughly. More of their time can be spent on the thinking about the actual science rather than on the execution of cumbersome tasks in the pursuit of scientific investigation. Each generation has had a new set of tools available. For example, in calculations, first there were counting stones, then mathematics, then the abacus, the slide rule, the calculator, and the computer.

At Dow, the Lab-of-the-Future is being realized for materials science through the combination of high throughput research, robotics, digital twins, data analytics, machine learning, and artificial intelligence.

CIEX: What motivates you to join CIEX this year?

A.N. Sreeram: The chemicals and materials science industry is absolutely critical in solving some of the world’s most pressing issues. CIEX has become an important forum to bring thought leaders together in a way that will accelerate the pace of innovation that is so urgently needed.

CIEX: In what ways have emerging technologies most significantly transformed your R&D process over the past few years – and what impact has this had on speed to market?

A.N. Sreeram: Dow has been a leader in High Throughput Research for decades, as well as multi-scale modeling and simulations, starting from first principles as much as possible. The recent breakthroughs in data science, computing power, and artificial intelligence have opened new frontiers in how to analyze, understand, and utilize our deep and broad data repository. Researchers now have the ability to more easily challenge existing paradigms by testing high reward hypotheses in a low risk, efficient way. The net impact is not only to expand the opportunity window but also to achieve the target goal expeditiously. R&D hits rates have measurably increased while development times have measurably decreased.

CIEX: What are the biggest challenges – and best practices- you´ve seen in scaling innovation from lab to market while staying aligned with business objectives?

A.N. Sreeram: The challenges in scaling innovation from lab to market, especially at world scale, remain the same as they have always been.

First, the technology readiness must be in sync with the market readiness. Numerous inventions fail to progress into innovations due to the absence of a critical market component, despite the readiness of the innovation for demonstration. Electric vehicles, hydrogen, and nuclear are all examples of technologies that have existed for a long time and are now seeing a renaissance since market dynamics have changed. This, in turn, is driving further innovation.

Second, scaling to world-scale is resource intensive, especially in manufacturing industries which are inherently capital intensive. As an example, Dow has just started up a state-of-the-art polyethylene plant. Such investments take billions of dollars and years of time to execute. Opportunities must be prioritised and full de-risked to make such commitments. All customers and suppliers’ priorities, incentives to commercialize and market demands must be aligned across the value chain.

A.N. Sreeram: The most successful, impactful innovations are collaborations across the value chain where everyone has an incentive to participate and benefits from success. Some of our most fruitful breakthroughs come after earning a seat at our customers’ design tables. It takes building trust and consistently delivering on a series of commitments for exceptional, reliable products that advance the goals of our customers. Paradigm shifts come from agreeing on what is possible after imagining what could be possible and then on executing shared plans.

For example, Dow and Under Armour have been collaborating for years behind-the-scenes to disrupt the status quo and deliver breakthrough innovations within the athletic shoe space. During one of their routine innovation days, Dow approached UA with a pioneering concept – rubber-less “unisole” shoes that were lightweight and could deliver unprecedented stability and flexibility. Initially, this unisole technology was designed for UA’s running shoes, but after testing prototypes in the gym of UA’s Portland campus with four-time NBA champion Stephen Curry, a new application was dreamed up – basketball shoes. The challenge then became mastering the unique specifications of the material in time to be launched as the inaugural product within the Curry Brand.

Historically, shoe midsoles are formed of several components with rubber outsoles which require a more complex manufacturing process and more weight to achieve ideal performance. Together, a hand selected team of engineers from Dow and UA worked for three years to develop UA Flow – also known by UA as “unicorn foam”- the industry’s first “unisole” foam material that eliminates the need for rubber outsoles.

This depth of knowledge enabled the team to fine-tune the formulation for energy return, shock absorption and traction to enhance the court feel, cushioning and speed of movement without sacrificing durability.

The technical innovativeness and market impact of the Unisole technology were externally recognized by winning a Gold Edison Award.

CIEX: Looking ahead, what do you see as the most critical capability chemical companies must develop to remain competitive in the next decade?

A.N. Sreeram: More than any other industry, materials are the foundation of a safe, healthy, sustainable future. Chemical companies must stay grounded in science-based decision making. The data and the tools available for understanding the underlying science and evaluating the impact of materials are continuing to advance at an unprecedented pace. The industry must stay at the forefront of rigorous analysis, while also being as timely, nimble, and responsive as possible in a rapidly evolving world and stakeholder base.

CIEX: Thank you so much, Sreeram. We look forward to hearing more from you at CIEX 2025!

Powering the Future of Chemical Industry at CIEX 2025 Summit

Join us on September 17 & 18, 2025, in Indianapolis, U.S.A. and get exclusive access to the community powering the future of chemistry — digital, sustainable and collaborative!

Reimagining Carbon: How the Circular Carbon Economy Is Transforming the Chemical Industry

Editor’s note: Dr. Jennifer Holmgren is Chair & CEO of LanzaTech. She will be speaking at our upcoming CIEX 2025 Summit on Sep 17-18, 2025 in Indianapolis, U.S.A. She will be joined by CXOs and VPs of innovation and R&D from DOW, BASF, Sumitomo Chemical, Arkema, DuPont, Evonik, Eastman and many more. Below is a preview of what she will talk about at the summit.

Under Jennifer’s guidance, LanzaTech is developing a variety of platform chemicals and fuels, including the world’s first alternative jet fuel derived from industrial waste gases. She is also Chair of the LanzaJet Board of Directors. Prior to LanzaTech, Jennifer was the founding VP and General Manager of the Renewable Energy and Chemicals business unit at UOP, a Honeywell Company. Jennifer is a member of the National Academy of Engineering (NAE).

Jennifer Holmgren, CEO, LanzaTech

She sits on the Board of Directors of Nature’s Fynd and the U.S.-India Strategic Partnership Forum (USISPF), the Advisory Council for the Andlinger Center for Energy and Environment at Princeton University, the National Academies’ Board on Energy and Environmental Systems (BEES), the Halliburton Labs Advisory Board, and the Universiti Teknologi PETRONAS International Advisory Council. Jennifer holds a B.Sc. degree from Harvey Mudd College, a Ph.D. from the University of Illinois Urbana-Champaign, and an MBA from the University of Chicago.

CIEX: Without giving too much away – what is the core message of your talk and what would you like delegates to remember?

Jennifer: Carbon is in everything – we rely on it for countless aspects of our everyday lives. How we use carbon, how we transform it and how we dispose of it are all critical factors in establishing a profitable and circular carbon economy. LanzaTech’s technology has harnessed the power of biology and paired it with human innovation, revolutionizing what our carbon economy can look like. In my presentation, I will talk about how we can reimagine carbon not as something to get rid of, but as a tool to progress our everyday lives even more, deriving value and profit without the same wasteful side effects we see today.

CIEX: What motivates you to join CIEX this year?

Jennifer: We are at a perceived juxtaposition today: how do we create a more sustainable world while also progressing society and returning to our shareholders? I say perceived because we don’t have to choose – LanzaTech is one of many examples where carbon abatement solutions can also create value and be profitable (though one of few at commercial scale today.

I’m excited to join other thought leaders at CIEX to talk about how we can apply these solutions to the chemicals industry and beyond. Specifically, I’m excited to talk about the chemicals industry tie-in with Sustainable Aviation Fuel and how we can derive major value there. This year’s theme of “powering the future of chemistry” couldn’t come at a better time.

CIEX: In what ways have emerging technologies most significantly transformed your R&D process over the past few years – and what impact has this had on speed to market?

Jennifer: There are many emerging technologies that have empowered LanzaTech to optimize our production processes while maintaining a strong focus on sustainability and cost-efficiency. An example is the development of LanzaTech’s Biofoundry. A synergy of automation engineering, synthetic biology (SynBio) and artificial intelligence (AI), our Biofoundry enables accelerated research and development as well as faster time-to-market for new biotechnologies in three ways:

Automation: Automating repetitive lab processes, such as pipetting and sample analysis, has increased throughput and decreased the time needed for experimentation. This allows researchers to conduct more experiments simultaneously and gather data more quickly.
SynBio: Synthetic biology facilitates the design and construction of custom microbial strains. This capability accelerates the development of microbes tailored for specific industrial applications, shortening the time from concept to viable product.
AI: AI tools help in data analysis, enabling the rapid identification of promising avenues for microbial strain development and fermentation improvement. Machine learning models can predict outcomes and suggest optimizations, streamlining the R&D cycle. Currently the only biofoundry capable of anaerobic experimentation globally, this intersection of emerging technologies has been a game-changer for our carbon management solution’s development and eventual market deployment.

CIEX: What are the biggest challenges – and best practices- you’ve seen in scaling innovation from lab to market while staying aligned with business objectives?

Jennifer: There are many known challenges as you go from lab to market – technology scale up, regulatory environment, market conditions, resource allocation, financing, risk management, competition – I could go on. The one thing that has been absolutely crucial to LanzaTech’s success is finding the right partners at the beginning who are willing to take on the additional financial and technological risk of a first-of-a-kind (FOAK) project.

In LanzaTech’s case, we built our first demonstration facility with the same steel production partner as our first commercial scale plant. This meant we were able to go from a 100-thousand gallon a year plant to 30-million gallons a year because they understood the technology, it was derisked for their specific emissions stream as feedstock into our fermentation process.

How did we find this partner? We looked across the globe and chose a market that prioritized:

Industry expansion: most of the world was in a receding mode for steel, more focused on optimization and efficiencies than trying new things to grow the industry.
Infrastructure investment: While we licensed our technology and provided engineering services and manpower – our partner was able to provide the capital needed to build the first commercial scale facility. They were able to absorb the financial risk.
Carbon abatement: we needed a partner who was motivated to reduce their carbon footprint and wanted to be part of low carbon intensity product creation

Now, on the way to our FOAK partner, we heard “no” a lot! Another best practice would be to get comfortable with that word and be able to move onto the next. There is someone out there that will share your vision for the future and see the potential of your technology – it’s your job to find them.

CIEX: Open innovation, customer responsiveness, and integrated supply chains are gaining traction. What partnerships or collaborations have been most impactful in driving sustainable growth for your business?

Jennifer: Partnerships play a crucial role in launching new technology into the market. This involves not only patient investors and enthusiastic advocates but also customers who share your vision. Successfully bringing new technology to market requires a collaborative effort, and we are fortunate to work with global leaders who are passionately dedicated to creating positive change and producing meaningful products.

This means that I can’t really pick one “most impactful” partnership – across our value chain we work with key stakeholders that are critical to our success. There is the visionary industry partner that provides their emissions as feedstock to our process; our brilliant EPC partners that build the facilities; expert distillation, transportation and certification providers; all the way to our sustainability-focused customers that purchase our recycled carbon fuels and products. Of course, I cannot forget our investors and financing partners who enable it all. We need every part of the machine to integrate and operate together for steady operations and sustainable growth.

CIEX: Looking ahead, what do you see as the most critical capability chemical companies must develop to remain competitive in the next decade?

Jennifer: One of the most critical capabilities chemical companies must develop to remain competitive is the integration of circular supply chain principles, particularly within the context of the circular carbon economy. As the industry moves towards sustainability, chemical companies will need to focus on recycling their waste and decarbonizing their supply chains, specifically their feedstock. LanzaTech can help by repurposing carbon emissions, turning waste into valuable raw materials for the industry and significantly lowering the carbon intensity of everyday products.

But this isn’t circularity for circularity’s sake – there is profit to be made in using our waste to create more product. As demand for sustainable fuels grows, chemical companies that invest early in this space can capture more of the value chain, from feedstock to final product, gaining a strategic edge and driving higher margins in a premium segment of the energy market.

By developing capabilities around these advanced processes, chemical companies will not only adhere to increasingly strict environmental regulations but also position themselves as leaders in innovation and efficiency over the coming decade.

CIEX: Thank you so much, Jennifer! We look forward to hearing more from you at CIEX 2025!

Powering the Future of Chemical Industry at CIEX 2025 Summit

Join us on September 17 & 18, 2025, in Indianapolis, U.S.A. and get exclusive access to the community powering the future of chemistry — digital, sustainable and collaborative!

Revolutionizing the Chemical Industry: How Dow Is Embracing Digital Transformation

Narayan Ramesh, Senior Core R&D Director, Dow

The 2024 CIEX North America conference in Indianapolis was an exceptional gathering of thought leaders, innovators, and professionals from the chemical industry. The conference fostered dynamic discussions on key trends and technologies shaping the future of chemical innovation, sustainability, and digital transformation. Among the standout sessions was a presentation by Narayan Ramesh, Senior Core R&D Director at Dow, who shared insights into how digital tools and data-driven strategies are revolutionizing Dow’s approach to materials science and sustainability.

In our 2024 recap, we’re excited to offer a summary of Narayan’s presentation. Read on or click the link below to listen to the full audio presentation.

Narayan Ramesh, Senior Core R&D Director, Dow

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Session Summary: Dow’s Strategy for Digital Transformation in the Chemical Industry

As industries around the world strive to reduce their environmental impact and enhance operational efficiency, the integration of digital technologies into traditional chemical processes is playing a critical role. At the core of Dow’s digital strategy is the use of AI and machine learning models to accelerate material innovation and process optimization.

Narayan explained that digital tools enable Dow to design and test materials at a much faster pace than traditional methods. “By using advanced algorithms and simulations, we can predict material properties and behaviors before they are even synthesized.” This approach not only accelerates the R&D process but also significantly reduces the cost and time needed for testing and prototyping. “We can predict material properties and behaviors before they are even synthesized.”

Through the use of high-throughput data analysis, Dow can now simulate and model entire product lifecycles, enabling the company to identify the most sustainable materials early in the design phase. This digital approach is transforming the way Dow develops and manufactures products, ensuring that sustainability is woven into the fabric of innovation from the outset.

AI and Big Data’s Role in Optimizing Chemical Production

One of the most impactful applications of digital transformation at Dow is in the optimization of chemical production processes. Narayan discussed how Dow is using big data and AI models to improve operational efficiencies in its manufacturing plants. Through real-time data collection and analysis, Dow can make instant adjustments to processes, ensuring maximum efficiency and minimal environmental impact.

He highlighted Dow’s use of predictive maintenance models, which analyze sensor data from equipment to predict failures before they occur. “By using AI-driven predictive models, we can anticipate potential breakdowns and proactively address them,” he explained. This not only reduces downtime and maintenance costs but also ensures that production processes are running smoothly and sustainably. “By using AI-driven predictive models, we can anticipate potential breakdowns and proactively address them.”

The Role of Digital Transformation in Sustainability Goals

Sustainability is a cornerstone of Dow’s innovation strategy, and digital transformation plays a key role in achieving the company’s sustainability goals. Narayan emphasized that through data analytics and digital tools, Dow is able to develop more sustainable materials and reduce its carbon footprint. For example, digital modeling allows Dow to create lighter, stronger materials that require fewer resources to produce, reducing energy consumption and emissions in the process. Narayan: “The ability to simulate the entire lifecycle of a product helps us make smarter decisions that lead to more sustainable outcomes.”

Regulatory Challenges and the Need for Collaborative Innovation

Despite the significant advancements Dow is making in digital transformation and sustainability, Narayan acknowledged the challenges that remain, particularly in terms of the regulatory landscape. The rapidly evolving landscape of sustainability regulations, especially around carbon emissions and material use, requires a flexible approach to innovation.

“Regulatory environments are changing quickly, and it’s important that industry leaders like Dow work collaboratively with regulators and other stakeholders to ensure that new technologies can be adopted and scaled.”

This collaboration will be essential in overcoming barriers and driving wider adoption of digital solutions in chemical production. Additionally, Narayan discussed the importance of industry-wide collaboration in tackling the sustainability challenges facing the sector. “Collaboration is key to driving meaningful change. By working together with our partners and customers, we can ensure that digital transformation delivers the greatest value for all,”

The Economic Case for Digital Transformation

One of the key takeaways from the presentation was the economic case for digital transformation in the chemical industry. The cost savings achieved through operational optimization, reduced energy consumption, and waste reduction are significant drivers of Dow’s digital strategy. Narayan highlighted that while digital technologies require upfront investment, the long-term savings and benefits far outweigh the costs. “Digital transformation is not just about improving efficiency; it’s about creating value. By reducing energy consumption, improving process reliability, and enhancing product performance, we can deliver economic benefits while also achieving our sustainability goals.”

Conclusion

Digital transformation in the chemical industry is reshaping the landscape, with companies like Dow leading the way in harnessing technology to drive innovation and sustainability. By leveraging AI, machine learning, and big data, Dow is transforming the way it designs, produces, and delivers materials. The integration of these digital tools allows Dow to not only improve its operational efficiency but also make meaningful strides toward achieving its environmental sustainability targets.

As the chemical industry continues to evolve, digital transformation will be a key enabler of future innovations. By fostering collaboration, embracing new technologies, and ensuring that sustainability remains at the core of its operations, Dow is poised to help shape the future of chemical production.

The CIEX conference is the place to establish new collaborations, connect with potential partners, and expand your network!

Join us at CIEX 2025 – Chemical Innovation Exchange Summit on September 17 & 18, 2025, to hear from and engage with industry leaders, global experts, and innovative thinkers from around the world.

CIEX is designed for C-level R&D, Innovation, and Sustainability experts from the consumer, industrial, and specialty chemical sectors. Keynote presentations, panel discussions, round tables, and one-on-one meetings give you every opportunity to connect with the chemical leaders of today and tomorrow.

Get your early-bird ticket today! Limited availability!

Advancing Sustainability: The Role of Carbon Capture and Utilization – CCU in the Chemical Industry

Advancing Sustainability: The Role of Carbon Capture and Utilization- CCU in the Chemical Industry

Insights from Celese’s Global Head of Sustainability

The 2024 CIEX North America conference in Indianapolis was a tremendous success, bringing together chemical leaders to share cutting-edge advancements, discuss real-world case studies from global players and build lasting professional connections. The event stood out by fostering meaningful synergies and creating opportunities for collaboration among potential partners.

To give you a glimpse of the insights shared, we are excited to feature an article based on one of the event presentations—delivered by Celanese’s Global Head of Sustainability, Kevin Norfleet. You can explore the session summary or listen to the full audio presentation below:

Kevin Norfleet, Global Head of Sustainability, Celanese

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Introduction

As industries worldwide seek sustainable solutions to reduce carbon emissions, Carbon Capture and Utilization (CCU) is emerging as a game-changer. One of its most promising applications is methanol production, a vital component in numerous industrial and consumer products. By adopting CCU, we can move toward a circular carbon economy, minimizing reliance on fossil resources and significantly lowering emissions.

Understanding CCU and Its Industrial Relevance

CCU technology plays a crucial role in reducing carbon emissions by capturing CO2 and converting it into valuable products. Kevin emphasizes that the chemical industry must move beyond theoretical discussions and take practical steps toward implementation. “We could talk about CCU till we’re blue in the face, but if we insist on the perfect solution—using only green hydrogen and direct air capture CO2—the costs will be so extraordinary that nothing’s ever going to happen,” he notes. Instead, he advocates for incremental advancements that align with current economic realities.

“We could talk about CCU till we’re blue in the face, but if we insist on the perfect solution—using only green hydrogen and direct air capture CO2—the costs will be so extraordinary that nothing’s ever going to happen.”

One of the key applications of CCU is the production of methanol, a versatile chemical that serves as a building block for numerous industrial processes. Kevin explains, “With methanol, we then make an incredible array of things… turning methanol into acetic acid, which then transforms into adhesives, construction materials, and other essential products.” By utilizing CO2-derived methanol, industries can significantly lower their carbon footprint while maintaining supply chain stability.

Regulatory Challenges and Market Adoption

Despite the clear environmental benefits of CCU, regulatory frameworks often lag behind technological advancements. Kevin Norfleet points out the inconsistencies in policy approaches, particularly in Europe. “Within the same regulatory environment, mass balance accounting is accepted for sustainable aviation fuel but rejected for building products,” he observes. This fragmentation makes it difficult for industries to scale sustainable innovations, despite growing consumer and corporate interest in carbon footprint reduction.

Another significant challenge is the disconnect between demand signals along the supply chain. Many large corporations have ambitious sustainability goals but struggle to translate them into actionable procurement strategies. “Oftentimes, demand signals are lost in long supply chains, where smaller intermediaries lack the resources to track and communicate carbon footprint data,” Kevin explains. To address this, he stresses the need for clearer commercial structures that integrate sustainability into pricing models and business agreements.

“Oftentimes, demand signals are lost in long supply chains, where smaller intermediaries lack the resources to track and communicate carbon footprint data.”

The Economic Case for CCU

One of the key takeaways from Norfleet’s presentation is the economic viability of CCU, particularly in industrial hubs like Houston, where CO2 emissions are abundant. “We don’t think there’s ever going to be a shortage of CO2,” he notes, underscoring the potential to harness these emissions for sustainable production. The challenge, however, lies in making the business case compelling enough for widespread adoption.

Celanese has taken a pragmatic approach by ensuring that CCU-derived methanol meets robust sustainability credentials while remaining commercially viable. Norfleet emphasizes that the ultimate goal is to demonstrate market demand: “What success looks like is if I can sell all of this CCU methanol we made and prove that there is a market—then we can go do more.”

Conclusion

CCU methanol represents a critical step toward a more sustainable industrial landscape. While challenges remain, the potential benefits—both environmental and economic—make it a worthwhile pursuit. By fostering collaboration, refining regulations, and creating commercial structures that reward sustainability, we can unlock the full potential of CCU and redefine the future of chemical production.

Are you a C-level professional seeking to establish new collaborations, connect with potential partners, and expand your network? Join us at CIEX 2025 – Chemical Innovation Exchange Summit to hear from and engage with industry leaders, global experts, and innovative thinkers from around the world.

After a celebrated first edition of CIEX North America at The Center in Indianapolis, we are happy to return on September 17&18 2025! Expect an expanded show floor, additional networking opportunities, side events and of course two days of high-level exchanges, networking and discussions.

CIEX is designed for C-level R&D, Innovation, and Sustainability experts from the consumer, industrial, and specialty chemical sectors. Keynote presentations, panel discussions, round tables as well as one-on-one meetings give you every opportunity to connect with the chemical leaders of today and tomorrow.

Get your early-bird ticket today—hurry before they sell out! Limited availability!

Exploring Digital Transformation’s Impact on Chemical Research with DOW

Exploring Digital Transformation’s Impact on Chemical Research with DOW. CIEX 2024 Speaker Interview with Rui Vogt Alves da Cruz, VP of Core R&D, Dow

Rui Vogt Alves da Cruz, VP Core R&D, Dow

Today, we interviewed Rui Vogt Alves da Cruz from Dow to discuss key insights ahead of his upcoming session at CIEX in Indianapolis this October.

Rui Cruz, vice president for Dow Core R&D, a global Research and Development organization which drives the long-term R&D vision for Dow. Prior to this role, Rui was the senior regional R&D director for the Europe, Middle East, and Africa region and Core R&D director for Europe. He joined Dow in Brazil in 2001, having worked in Human Resources, Customer Services, Technical Services, and Research and Development for several different businesses and technologies.

Read the short interview below to learn more about Rui’s session “Impact of Digital Transformation on Research and Development”.

CIEX: Without giving too much away – what is the core message of your talk and what would you like delegates to remember?

Rui: How the digital transformation is impacting and accelerating chemical and material science research.

CIEX: What motivates you to join CIEX this year?

Rui: The ability to meet and discuss industry challenges with other great leaders in the field. I had a great time participating in CIEX in Europe in my previous role.

CIEX: With deglobalization, circularity and the energy transition as key trends currently shaping the chemical industry, what are the challenges to overcome and opportunities to harness?

Rui: The industry can have a great impact to the overall sustainability challenges, both in terms of improving our own footprint and also providing our customers with products and technologies that will support decarbonization and circularity journeys.

CIEX: What is one project or initiative in the industry, outside of your own company and associations that really inspired you recently, and why?

Rui: Our overall decarbonize and growth strategy, and specifically our Path2Zero project with a carbon-neutral cracker and derivatives plant in Alberta, Canada is extremely exciting and demonstrates how technology addresses our sustainability challenges, meets customer and market needs and generates great business.

CIEX: Thank you so much, Rui! We look forward to seeing you at CIEX 2024!

The 10th Annual Chemical Innovation Exchange Summit (CIEX) is created for C-level R&D, Innovation and Sustainability experts from the consumer, industrial and speciality chemical sectors. This intimate event is about creating value – bringing the right people together, creating synergies, and actively connecting with potential partners. CIEX will take place in Indianapolis on October 23-24. Companies presenting include Dow, Ashland, Cargill, Huntsman, Monument Chemical, US DOE, BASF, The Heritage Group, and many more.

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Pioneering Sustainable Innovation: Ashland’s Strategy for a High-Tech, Low-Carbon Future

Pioneering Sustainable Innovation: Ashland’s Strategy for a High-Tech, Low-Carbon Future. Interview with CIEX NA speaker- Osama M. Musa, senior vice president and chief technology officer, Ashland

CIEX: Osama, thank you for joining the speaker panel for CIEX 2024! Without giving too much away – what is the core message of your talk and what would you like delegates to remember?

Ashland (NYSE: ASH) is a global, consumer market-focused additives and speciality ingredients company that is responsibly solving for a better world. Through science and a conscious and proactive mindset for sustainability, we invented “new to the world” technology for customers in pharmaceutical, personal care, architectural coatings, construction, energy, food and beverage.

CIEX: What motivates you to join CIEX this year?

Osama M. Musa, SVP & CTO, Ashland

Ashland has launched exciting, new technology platforms aligned to our core that extend to secondary markets with new and differentiated capabilities to unlock organic growth for us and for our customers worldwide. We believe our platform solutions are applicable to CIEX because they bring “new to the world”, sustainable innovations, offering choice to customers, prospects and consumers in personal care, pharma, coatings and more. These technology platforms enable users to reshape global megatrends and respond to various regulatory landscapes. If CIEX C-level R&D, Innovation, and Sustainability experts aren’t familiar with them, or the capabilities they can bring, they should contact us to meet and learn more.

CIEX: With deglobalization, circularity and the energy transition as key trends currently shaping the chemical industry, what are the challenges to overcome and opportunities to harness?

At Ashland, we are passionate, tenacious scientists who thrive on answering the most complex challenges. We view deglobalization, circularity and energy transition as opportunities and we consider environmental, social and governance (ESG) as part of our strategic business and operating plans.

Product design and lifecycle management – Ashland takes a holistic innovations approach with environmentally responsible, cradle to grave consideration, incorporating upcycling and circularity models that proactively help customers manage the lifecycle of their products. This includes inception through the engineering, design, and manufacture, through service and disposal, reuse, or biodegradability in the environment. We understand the desire that every product must be accounted for at every stage of its life.

Innovation and technology – Ashland is at the forefront of the design, synthesis and production of additives and specialty ingredients essential to everyday life and we take an innovative approach to answering our customers most complex challenges. This includes waste and hazardous materials management. As a responsible care company, we strive to mitigate and continuously reduce our manufacturing risk and we have robust management systems to help ensure we are operating responsibly and transparently.

Ashland is managing our environmental footprint by tracking and working towards science based targets to reduce our manufacturing footprint through renewable energy and energy efficiency projects. Our R&D, commercial and manufacturing teams are identifying creative solutions that drive towards lean manufacturing and continuous improvement.

CIEX: If the future of the chemical industry is high-tech, low carbon – what are 3 essential elements needed today, to realize this?

First, regarding climate change risks and management, Ashland has set near term science-based targets to help continue to reduce our emissions as a part of the broader global initiative to limit global warming to 1.5C. We are both assessing and responding to climate risk in our operations and supply chain because this is an important part of our long-term business continuity. As a global company with sites in many countries around the globe, moving to low-carbon manufacturing is complex yet essential to realizing our goals in the manufacture and delivery of safe products and solutions for customers and the environment.

This includes employing Good Manufacturing Practice principles in personal care and life sciences; minimizing quality risk through robust risk assessment and mitigation; increasing natural, nature derived, biodegradable and sustainable in use product solutions and eliminating or reducing hazardous chemicals through innovative processing and manufacturing of products.

The long-term success for Ashland as well as our customers also must include operating transparently. Credibility over time builds trust. And that trust only comes from clear transparency in everything we do. Therefore, as we solve, we take a steadfast adherence to core values to avoid conflicts of interest and consistently track and hone accounting practices. Our board of director members, committees and ESG work groups focus on ESG transparent management systems.

Second, Ashland’s business model resilience includes responsibly innovating which means high engagement with customers and industry ecosystems to customize, invest and explore new growth initiatives so we deliver consistent and reliable value for stakeholders. Ashland has a strong innovation culture and capabilities, and we have aligned our technology portfolio where environmental, social and governance (ESG) is a growth and innovation opportunity.

And third, ethical corporate behavior and safety is at the foundation of everything we do. We strive to be transparent and ethical in all that we do and have a robust system of ethics and compliance controls that ensure we operate in a legal and fully ethical manner.

Ashland has an effective and active governance structure and mechanisms where ESG is integrated into our board and senior leadership activities and oversight. Our employee and leadership compensation are tied to our sustainability performance to drive ownership, accountability, and continued success in our initiatives.

Secure your spot at the CIEX Summit and register today!