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Cover
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Editorial Office/imprint
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Table of Content
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LANXESS worldwide
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Three questions for Graham Smith
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Focus: Change of Perspective
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Focus:Its Keen Eye Doesn't Miss a Thing!
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The Future Shines Bright in Krefeld-Uerdingen
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Grow And Improve
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LANXESS Even Helps Keep Utopia Cool!
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"We Produce Highly Efficiently While Using Very Little Energy!"
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Puzzles & Competitions
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Let's Celebrate Together!
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Quality Works: Let The Beer Flow – While The Head Stays Clear!
MAGAZINE FOR EMPLOYEES 03/2024 | English Edition Reimagined The IPG BU is making its iron oxides suitable for LFP batteries. PAGE 12 FULLY INSPECTED The Operational Excellence Site Diagnostics team left no stone unturned at the Mannheim plant – and came up with a few suggestions for improvement. Now it’s on to implementation. PAGE 6 Looking Ahead How AI will help prevent downtime at our plants in the future. PAGE 10
CONTENTS LETTER FROM THE EDITOR Publishing Information SHARE YOUR LANXESS STORY! DEAR COLLEAGUES, The editorial team for this issue spent a lot of time on the road recently. My coworkers celebrated the 75th anniver- sary of Mesamoll in Krefeld-Uerdingen, they looked at what the Rhein Chemie team implemented at their plant in Mannheim after the Operational Excellence Site Diagnostics team paid a visit (page 6), and they were on hand for the Inorganic Pigments business unit’s first Innovation Day at the Krefeld-Uerdingen site (from page 12 onward). The editorial staff was thrilled to be right in the thick of things again and to see and hear firsthand what all of you are doing for the company in these economically challenging times. With its innovations in the major field of LFP batteries, the research team at IPG, led by Murat Gürsoy, radiated a great deal of optimism for the future. It is your dedication that has carried us through the last 20 years and helped us overcome many obstacles. Next year, we want to celebrate this – including in Xpress. That’s why we’re taking the 20th anniversary of the com- pany’s IPO as an opportunity to ask you about your own personal LANXESS story. We look forward to receiving lots of submissions. You can read more about this on page 23. HAPPY READING! MIRKA STEIN, HEAD OF INTERNAL RELATIONS Every edition of Xpress can also be found on the web here. The next issue of Xpress will be published in December. Please send your ideas for topics or your feedback to: xpress@lanxess.com 02 Xpress | 03/2024 Published by: LANXESS AG, Corporate Communications Responsible under German press law: Claus Zemke | Cor- porate Communications | 50569 Cologne Editorial staff: Mirka Stein, Kathrin Achenbach, Annette Westhoff Layout and production: Westhoff Corporate Publishing, Bonn Printing: Küpper Druck GmbH & Co. KG, Cologne Photos: LANXESS, Adobe Stock Xpress editorial office, LXS-COM-ICOM, Kennedyplatz 1, 50969 Cologne, Phone +49-221-8885-2587, Fax +49-221-8885-6022, xpress@lanxess.com Xpress is printed on 100-percent recycled paper; only mineral oil-free inks are used. reflecting forward-looking statements: Forward-looking for- This magazine contains ward-looking in- statements cluding assumptions and opin- ions of the company as well as statements the assumptions and opinions of third parties. Various known and unknown risks, uncertainties, and other factors could lead to material differences between the actual future results, financial sit- uation, or business performance of LANXESS AG and the expec- tations expressed or implied by these state- ments. LANXESS AG does not guarantee that the assumptions underlying such forward-looking statements are free from errors, nor does it accept any responsi- bility for the future accuracy of the opinions expressed in this statement or the actual occur- rence of the forecast develop- ments. LANXESS AG does not as- sume any liability (either directly or indirectly) for the information, estimates, target expectations, and/or opinions stated herein, nor should readers rely on them. Furthermore, LANXESS AG does not assume any responsibility for any errors, omissions, or in- correct statements in this publi- cation. Accordingly, no represen- tative of LANXESS AG, any of its group companies, or any of their respective bodies accepts any responsibility whatsoever arising directly or indirectly from the use of this document.
04 LANXESS Worldwide FOCUS 06 Change of Perspective Operational Excellence began with the Site Diagnostics team at the Mannheim plant. Their holistic approach provided new insights – and suggestions. Now the site is implementing them. 10 Combating Downtime with AI In the future, artificial intelligence will be used to help monitor the most critical production systems at LANXESS. PRODUCTS & QUALITY 12 Innovation Up Close and Personal The IPG BU team held its first Innova- tion Day, providing insights into how its flagship product will be at the core of LFP batteries in the future. 16 City of the Future Climate change is causing city dwellers to sweat more and more. LANXESS offers solutions to stop urban areas from heat- ing up. 18 Trafford Park on the Up and Up The PLA BU team in England is now really hitting the ground running with its new product Uniplex 214®. 22 Lancer/Success 22 Puzzles and Competitions PEOPLE & TEAMWORK 14 Grow and Improve What’s the right way and time to offer feed- back? And what’s the right way to take feed- back? Two HR experts provide tips on how to handle feedback properly. JOIN IN WIN& 23 LANXESS is Turning 20 – Celebrate with Us! In January, we’ll celebrate LANXESS’s IPO – which took place exactly 20 years ago. Share your memories with us. 24 Quality Works Nagardo® now also ensures that nonalcoholic beer is always on tap. 03/2024 | Xpress 03
04 LANXESS WORLDWIDE India Raking in Awards New Delhi/India. Hard work and dedication pays off – the Indian team won not one, but two awards from the renowned Global Environment and Energy Foun- dation (GEEF): the Global Safety Award in Platinum category and the Global Water Tech Award in the “Sustainable Water Management“ category for the year 2024. Both awards recognize the outstanding achievements of LANXESS India – on the one hand for adhering to the highest safety standards in the chemical industry, and on the other for its innovative approach to sustainable water management. Namitesh Roy Choudhury, CEO of LANXESS India, said: “We’re truly honored to receive the GEEF Global Awards. We remain committed to promoting sustainable practices that benefit not only our organization, but also the communities we serve and the environment in general. These recognitions motivate us to push the boundaries further and lead by example in the industry.“ Balaram Khot, Director and Head of PTSE, (2nd from left) and Bharat Meesala, Senior Manager, PTSE (1st from right), accepted the awards at a gala event in New Delhi. “Our goal is to become a company that is customer-centric and market-oriented, financially viable, competitive, and entrepreneurial. I am confident that our Excellence program, coupled with a new focus on innovation, will be the key factors in realizing this new vision.” Chairman of the Board of Management Matthias Zachert at this year’s GLC in Seefeld, Tyrol. PERSUASIVE COMMUNICATION Worldwide. Every two years, LANXESS conducts a major customer satisfaction survey. Fortunately, the latest survey once again revealed that customers rate LANXESS products as very good to excellent across all business units. “There’s hardly any room for improvement in this area,” notes Lars Geh- ring, Customer Relationship & Projects, DEV GF, and head of the project. So with these results, shouldn’t LANXESS be inundated with orders? It’s not that simple, he says. “For our customers, this high level of quality just goes without saying – a bit like someone who purchases an Apple product. They also assume that it meets the highest standards.” After analyzing the results of the com- prehensive survey, Gehring suspects that service is what makes the difference. For example, the LPT BU truly impresses cus- tomers with its technical service. “This is an aspect that really stands out. LPT has always performed extremely well in this area.“ Alexander Scheffler, Global Business Development, Applications & Innovation, LPT BU, adds: “We believe our technical ex- pertise is the key to our success. It’s what differentiates us from the low-price com- petition.“ When it comes to sales, another its focus is sustainability. Specifically, LANXESS asked what customers think of the Prod- uct Carbon Footprint Engine (PCFE). “Many emphasized importance,“ Gehring explains. However, the very same respon- dents also rated LANXESS’s commitment to sustainability only slightly better than that of its competitors. How can that be? Geh- ring’s explanation: “I suspect we need to be more vocal about the fact that we’re the only ones on the market that offers a ser- vice like the PCFE – the word doesn’t seem to have gotten around yet.” S S E X N A L : s o t o h P 04 Xpress | 03/2024
ROUGHLY 2,000 RAW MATERIALS primarily in the small- volume range are the subject of a large-scale call for tenders as part of Procurement Excellence. The expected objective: 20 million euros in savings. RENEGOTIATED Germany. Good news for the plant’s 50 or so employees: the Krefeld-Uerding- en site will continue producing chro- mium oxide pigments! The business is not being sold. “After long and inten- sive negotiations, we have secured a long-term supply of raw materials for the plant. In addition, we were able to identify further optimization potential along the entire value chain. This has improved the underlying conditions for the chromium oxide business, en- abling us to continue operations,” said CEO Matthias Zachert. “I’m particularly pleased that we have been able to retain the site’s employees.” THREE QUESTIONS FOR GRAHAM SMITH, Site Manager Widnes, Business Unit F&F “Success through qualification” Mr. Smith, the Widnes site that you manage has been through challenging times: a slump in demand, high cost pressure and restructuring as part of “FORWARD”. How did you manage to overcome these challenges? Graham Smith: Quite clearly, thanks to the expertise and flexibility of our employees. It is thanks to them that we were able to implement the measures within a very short space of time without jeopardizing the quality of our products or safety at the site. However, we have certainly also benefited from the fact that we have been placing a strong focus on personnel develop- ment for several years now. Our internal Competence Manage- ment System (CMS) has already successfully passed several audits and only recently won the prestigious Skills Award*. Congratulations on this! Can you tell us a little more about the project? We started in production in 2019 as we knew a lot of experienced colleagues in this area would be retiring in the following five years. So we were looking for a way to pass on knowledge in a systematic and structured way. The needs of our customers have also changed, which in turn brings with it new requirements for our work. In order to adapt to this, we have developed a fixed training and education program that is precisely tailored to the needs of our location. Our Com- petence Management System now covers all departments at the site. This enables us not only to implement efficient training and succession planning, but also to support our employees in their individual career planning. How have your colleagues responded to the program? As a way out of the crisis and an opportunity for their own personal development. We have clearly defined which tasks, knowledge and responsibilities a particular role entails and which qualification and further training measures must be demonstrat- ed. This transparency enables us to support new colleagues during their induction, for exam- ple. In Widnes, we have estab- lished a learning culture that in- volves each and every individual at the site. We are proud of this and we can certainly continue to build on this in the future. *About the awards The UK Chemical Industry Association (CIA) Skills Award recognizes companies that are committed to the development of their workforce. LANXESS was up against strong competitors such as Dow Chemical, ExxonMobil, GSK, Eastman and Veolia 03/2024 | Xpress 05
FOCUS CHANGE OF PERSPEC A lot was going on in Mannheim in early summer. First, the Global Technology team from the RCH BU analyzed the Rhein Chemie site, and then the Site Diagnostics team from Operational Excellence visited for four weeks. The goal of the efforts was to optimize production un- der the current conditions. The preliminary result is that, if all the identified proposals are implemented, manu- facturing costs would likely drop significantly. The team is now in the process of implementing them. It looks more like a leisurely stroll when Plant manager Dirk Kaempfer walks around the grounds and through the production halls of the Rhein Chemie plant in Mannheim. In the old days, peo- ple would have said: “The boss is making sure everything’s in order.” But Kaempfer can only laugh at such phrases. “I consider it my responsibility to ensure that my team has the best possible conditions to do their work. And that means I have to be visible and approachable to them, too.” It also means that he always knows what’s going on. He’s close to the action – to his employ- ees and the production process. When the weather turned hot this summer, Kaempfer was glad that he had provided his employ- ees with cooling vests, thanks to the com- pany health management initiative. They are simply worn under a work jacket and consist of individual small cooling pads. As he walks, he mulls things over in his mind. The staging area in front of one of the buildings was always a thorn in his side. The pallets of raw materials piled up there. But why? Shift foreman Sven Müller provided the answer: “Our logistics colleagues have to empty their trucks quickly and aren’t in- tegrated into our processes in such a way that they know where each raw material belongs. They can’t put them where they go. That creates a lot of work for us.” In times when every worker has a precisely planned day, such a delay in the process can lead to production stoppages. This problem has now been eliminated under the item “raw material supply production logistics.” 06 Xpress | 03/2024 The Operational Excellence Site Diagnos- tics (OESD) and Global Technology teams recognized in their process analyses that such delays have a greater impact than the layman would suspect. An agreement was reached with the logistics specialists that they would now deliver their pallets direct- ly to the right spot. This alone can increase production by up to 300 tons per year. As a result of these analyses, campaign lengths have now also been changed to increase efficiency. This refers to how much of which product is produced in one go. “We are now manufacturing for stockpil- ing, too – even if it’s not much,” explains Kaempfer. This is an advantage, because the systems have to be cleaned and sani- tized every time the product is changed –
OF PERSPECTIVE Process engineer Uwe Kling in a conversation with production employee Andreas Ger- bershagen. Even though the recipe suggestions were already extremely precise, they still need to be adapted for everyday use. Photo on the left: The now empty staging area. The pallets of raw materials are now transported directly to the elevator by forklift and placed in the production area (photo on the right, below). This saves the employ- ees a lot of work. The team is still in the transition phase and the logistics colleagues still have to practice this process. But Dirk Kaempfer can already see some progress: “Just looking at the empty staging area in front of the building lifts my spirits.“ SPOTLIGHT ON THE PLANTS The team of experts from Operational Excellence Site Diagnostics (OESD) analyzes and optimizes production at key LANXESS sites. Dirk Müller, head of the OESD team: “Our analyses essentially revolve around two key questions: On the one hand, do we have the right plant structure in place at our locations to meet customer re- quirements in the best possible way? And on the other hand, are we oper- ating our plants optimally, i.e., with maximum efficiency? Getting to the bottom of these questions enables us to develop new solutions for our production areas that will increase our competitiveness.“ In this process, one thing is clear to him: “We can only find the best solutions by working closely with our colleagues in the respective business units. And that’s exactly what happened in Mannheim during our pilot project with Rhein Chemie.” 03/2024 | Xpress 07
FOCUS 08 Xpress | 03/2024 a process that takes hours. “Now instead of producing a single product for eight hours on three different days, we run the pro- cess for 24 hours straight. This eliminates several cleaning steps.” Which the team is happy about. After all, who likes to clean? But couldn’t this have been done earlier? “Theoretically yes, but we were always pressed for time – including with the other products.” The OESD team gave them the backing they needed to talk to customers and break the cycle, even if it meant that a particular product would then have a lon- ger delivery time, albeit for a short period. “We’re extremely happy about this change.” The issue of increasing the filler content, which was also one of the measures to emerge from the two teams’ analyses, was immediately addressed by the Mannheim team. In the past, for reasons of simplicity and speed, the raw material was only add- ed to the mixing units in full sacks. Now they also use half-sacks. This has increased productivity – by an estimated ten percent. Having said that, the process is somewhat tricky, as the temperature, speed, and time
thick of things every day. The eight-mem- ber team spent the entire month of June analyzing Rhein Chemie, sometimes on site and sometimes digitally via Teams. There was a lot to do, and Kaempfer and his team gathered all the information they need- ed. “Everyone involved worked together extremely well,” says Kaempfer. Project manager Gerald John explains the goal of the OESD team: “The key to success is to fully exploit the potential of digital tech- nologies. This starts with systematic data analysis and extends to the use of artificial intelligence. So it’s hardly surprising that data analysis techniques used in Mannheim were also able to identify opportunities for optimizing batch production processes. In addition, the focus was also on process management and automation.” The OESD team also embraced the propos- als previously put forward by the Global Technology team. “We’re testing all of the suggestions. After all, it is ultimately in all our interests to operate our plant in the best possible way and to produce as efficiently as possible,” says Kaempfer. In the coming months, the OESD team will pay the plant another visit. Then the agenda will include the analysis of the site services and the LAB BU production area. The goal is to contin- ue pressing ahead with the optimization of the site as a whole. Since LAB and RCH have close business relationships with each other and the site shares many services, this could lead to further improvements. Cur- rently, Dirk Müller’s team is at the LANXESS site in El Dorado, Arkansas, USA, together with employees from the PLA business unit. The OESD team is confident that the plant’s manufacturing costs can be significantly reduced when the measures are imple- mented in Mannheim. “We want to make it happen,” says Kaempfer. Especially because they are all sensible measures and, to some extent, make the local employees’ jobs eas- ier. This shows just how much a view of the big picture combined with an eye for detail can achieve – quite a lot. 03/2024 | Xpress 09 in the unit all change with the increased fill quantity. This is where process engineer Uwe Kling comes in. He adapted the reci- pes. After about 20 production trials, pro- ductivity has actually been increased by slightly more than ten percent. All in all, the teams came up with eleven improvement measures for the plant. These will, of course, also be applied worldwide as far as possible. India has also got off to a successful start with the increase in filling quantity. Dirk Kaempfer welcomed the visit by the analysis teams: “The OESD team drew on our analyses and came up with additional measures. The great thing about the OESD team was that they really looked at every- thing. Meaning not only at the production process itself, but also at our service pro- viders, suppliers, and even our accounting processes. “ The OESD team took a bird’s eye view and had everything in their sights – a view that’s easier to take when you aren’t in the Plant manager Dirk Kaempfer (left) in a conversa- tion with production employee Werner Strittmatter. The production processes were reorganized, and the fully automatic packaging system is now being used to its full potential – resulting in a noticeable increase in productivity. The other photos show the powder mixing line. The team is testing new processes here that should ultimately also increase productivity. A more than 10% increase in production was achieved simply by increasing the fill level. Initial positive results have also been seen at other plants around the world. For example, India has already reported successes.
Focus ITS KEEN EYE DOESN’T It’s clear that artificial intelligence is extremely powerful. There’s no doubt about that. But can it also see into the future to prevent problems? Yes, say the experts from Digital Production at LANXESS. They are currently working on the launch of a new tool designed to prevent unplanned downtime and the resulting damage to our systems. Bastian Jana: We are training the AI with the values from our OSI PI system, the cen- tral archive for all of our production data. As a result, it learns what the sensor data normally looks like when the production line is running well. It then monitors all of the parameters in real time and sounds the alarm as soon as it detects deviations. This may indicate a component that is develop- ing a defect. Together with the employees at the plant, we can then take a close look at the relevant area of the system – and verify whether our suspicions are confirmed. We are currently in the process of setting up the models for the first plant sections. To this end, we have set up a project team under the direction of PTSE Central Maintenance. For the time being, the project involves a lot of extra work. But we’re absolutely sure that the effort will pay off. Are there other possible applications for AI in production besides maintenance? Recker: Yes, by using it not for the equip- ment, but to improve the process. The aim here may be, for example, to use fewer raw materials, achieve a higher degree of purity in the finished product, or reduce energy consumption. The AI can use historical data from the production process to determine the best settings for a given situation. We’ve already been very successful with this in Kallo, and have identified potential savings. The field of predictive analytics is still in its infancy, however. We have to carefully con- sider what additional value a tool like this would offer us. Because ultimately, more data also means we need more experts who can evaluate and analyze it. SEBASTIAN RECKER Head of Digitalization Production & Assets, GF PTSE Mr. Recker, artificial intelligence is cur- rently being touted as a panacea for every problem. What opportunities do you think the use of AI will bring for our production lines at LANXESS? Sebastian Recker: We do indeed see a great deal of potential here. We’ve been explor- ing the possibilities of AI-supported tools for quite some time and are currently con- ducting pilot projects at several plants – the results so far have been quite promising. In fact, we’re now already moving ahead with the implementation of the first measures – in the next three years, we want to be able to monitor the 1,000 most critical plant com- ponents at LANXESS with the help of AI. This includes vital components and machines, such as our exhaust gas incinerators, whose failure would result in a production stand- still. Through what is known as predictive maintenance, we will be able to minimize unplanned downtime and the associated production losses, high costs, and damage to our systems. Can you explain how this will work in more detail? Sounds exciting. But are there limits to what AI can do? S S E X N A L : s o t o h P 10 Xpress | 03/2024 BASTIAN JANA: Head of Production Supporting Solutions, GF IT Jana: Yes, AI has its limitations, especially in situations with many changing products and where new processes are constantly being introduced, as is the case, for exam- ple, in the business of our Saltigo BU. In the case of standardized processes that always remain the same, AI can certainly be a driver in maintaining a consistently high level of quality. What it can’t do, however, is to set up a new process from scratch. This still re- quires our operational experts’ know-how. Recker: Thanks to the data-driven approach that we at LANXESS have paved the way for through extensive digitalization in recent years, we are definitely in an ideal position to use AI. There are sure to be many more advances in this field in the years to come. That said, we will be carefully scrutinizing every step we take. This is because our aim is to support our employees in their work with our tools, not overwhelm them with ever-new dashboards. The work of our Digi- tal Working Group Production, an interdisci- plinary team that manages digital activities in production at LANXESS, also plays an im- portant role in this regard.
’T MISS A THING! DIGITAL PRODUCTION AT LANXESS • • • • LANXESS has been hard at work digitalizing its production systems since 2016. All the tools defined for the roll-out, such as OSI Pi as a central archive for all production data, TrendMiner for data analysis, and FINITO as a digital shift log, are now available at all plants worldwide. In addition, other tools are currently being rolled out, such as COMOS for digital system documentation or Mobil Worker for digital checklists in production and maintenance. The OSI Pi system archives the readings from more than 600,000 sensors in LANXESS production lines. More than 1,000 employees worldwide are already using LANXESS’s TrendMiner server. For more information, visit the Xnet page entitled “Digital Production.” 03/2024 | Xpress 11
PRODUCTS AND QUALITY THE FUTURE SHINES BRIGHT IN KREFELD- UERDINGEN Iron oxides have been the mainstay of the business in Krefeld-Uerdingen for roughly 100 years. To make sure it stays that way, the Inorganic Pigments BU’s Innovation Department is committed to making them fit for brand new business areas. At the first IPG Innovation Day, the team shared insights into its work. Throughout history, there have been countless instances where a single individual’s courage and determi- nation to create something new has secured the economic livelihood of many people, sometimes for generations to come. One example of this is the entrepreneur Ju- lius Laux. He invented the process for pro- ducing pigmented iron oxide, for example, which the Inorganic Pigments BU still uses to generate revenue today. Laux also tried to develop a new chemical process to produce chromium oxide, but it simply wouldn’t work. This is also normal – not every idea is an instant hit. It often takes time and pa- tience. But on a Monday afternoon – Laux’s nerves were probably already somewhat fried – he is said to have called out: “We’ll give it one last try, but if it doesn’t work, we’ll give up.” But it worked. And IPG still benefits from Laux’s ingenuity today – 98 years later. Customer-Driven Innovations But the business unit wasn’t satisfied with the status quo. “Laux laid the foundation, but we didn’t stop there. We continued to develop new products, adapting them to customer requirements and modifying the process to do so,” said Wolfgang Oehlert, Head of Global Technical Operations, IPG BU, in his welcoming speech at the first IPG Innovation Day in Krefeld-Uerdingen at the beginning of September. As a result, the laboratories on the Lower Rhine repeatedly produced innovative products such as Col- ortherm®, the heat-stable yellow pigments developed specially for use in plastics, and the adsorber materials Bayoxide E33®, used in drinking water treatment. To this day, IPG is the world’s largest produc- er of iron oxide pigments. Battery-Grade Iron Oxides The founder’s ingenuity and courage still permeate the laboratories and offices of IPG. Murat Gürsoy, Head of Innovation, IPG BU, remains in constant contact with universi- ties and technical colleges, has established partnerships, and finances students’ mas- ter’s theses. Of course, always with one ques- tion in mind: where else can we use our iron oxides in a meaningful and profitable way? Which areas of business can IPG tap into in the future? He and his team also have their sights set on the fast-growing electric vehi- cle market. “Thanks to our decades of experi- ence with iron oxides, we have a competitive edge in this field when it comes to expertise.” Initial talks with potential customers have been encouraging. “We offer our iron oxides as what we call Bayoxide battery grades. They have to fulfill certain requirements, such as defined particle size distributions LITHIUM IRON PHOSPHATE BATTERIES VERSUS LITHIUM ION BATTERIES Automotive batteries with LFP cathodes are increasingly being used worldwide. This is mainly due to the cost advantage of the cathode material, which accounts for over 60 percent of the cell costs alone. In contrast, the extraction of NMC (nickel, manganese, cobalt) or NCA (nickel, cobalt, aluminum) for lithium-ion batteries is expensive and, in some cases, critical from a geopolitical point of view. Iron phosphate-based technologies offer significant advantages here. In addition, LFP batteries are less flammable and therefore safer, have a longer lifespan, and offer a very high number of charging cycles. 12 Xpress | 03/2024
nese manufacturers utilize ferrous sulfate, a process that produces highly saline waste- water. This leads to environmental issues. Should the EU decide that iron phosphates produced in this way can no longer be im- ported, IPG would be ready with its environ- mentally friendly alternative. “It wouldn’t be easy for Chinese manufacturers to adapt our process. Our many years of experience and wealth of expertise ensure that we can dis- pose of the exhaust gases safely and in an environmentally friendly manner,” says Gür- soy. This is yet another compelling reason for Western cell and battery manufacturers to set up their own production line. But Gürsoy is also a scientist and emphasiz- es: “The evolution of the battery is far from over. Battery technologies and the cathode materials used have developed rapidly. We always have to keep our finger on the pulse in this area.” But there was a bright spot at IPG Innovation Day: the battery from the 3D printer glowed perfectly in Gürsoy’s arm – it contained button cells with iron oxides from IPG. and degrees of purity, and we adapt them to the individual needs of our customers. They are also already field-tested.” So far, the entire market for LFP cathode materials and the iron phosphate used for LFP synthesis for the growing electric vehi- cle market is in Asian, particularly Chinese, hands. IPG is now doing something about this – and has received the prestigious 2024 ICIS Innovation Award for the development of its high-quality iron oxides. The award is in the category of “Best Product Innovation from a Large Company” and recognizes the BU’s outstanding contribution to the de- velopment of LFP value chains in western regions. Environmentally Friendly Iron Phosphate In addition to iron oxides, iron phosphates can also be used as a raw material for LFP cathode active materials. “We could pro- duce iron phosphate with little investment in our existing production lines at the Krefeld-Uerdingen site,” says Gürsoy. In con- trast to the current leading producer, China, his team is focusing on an environmentally friendly process that extracts iron phos- phate directly from iron and phosphoric acid. This method does not produce any en- vironmentally harmful waste materials. Chi- INNOVATIONS AS GROWTH DRIVERS The Innovation Excellence Stream promotes innovation activities at LANXESS and encourages every BU to make their own activities visible to employees. “IPG did an exemplary job of this,” says Chris- tian Sturm, head of the Corporate Development GF, who also took part in the IPG Innovation Day in Krefeld-Uerdingen and is respon- sible for the Innovation Stream. In saying this, he wasn’t only referring to the day itself, but also to the successful innovations that the BU had already achieved. “We see outstanding opportunities for organic growth at IPG through innovation, and this is where we are focusing our efforts.” LANX- ESS is laser-focused on growing organically in the years ahead. “In this context, innovations will be the growth drivers.” At the first IPG Innovation Day, Murat Gürsoy and Wolfgang Oehlert looked towards the fu- ture with optimism. IPG is working on products for many new areas of business. S S E X N A L : s o t o h P 03/2024 | Xpress 13
PEOPLE & TEAMWORK GROW AND IMPR O Among friends, it’s easy to say “hey, you did a great job!” And everyone knows how motivating it is. But why isn’t this the case at work? HR employees Laura Schult and Miriam Rauen explain where problems can arise and offer tips on how to create a positive feedback culture. Important to note is that the performance review is only one component and by no means the only feedback session of the year. I want my presentation to spark their interest in my field. I don’t need all of these details and this much information. This is too complicated for me. 14 Xpress | 03/2024
LAURA SCHULT Head of Performance & Talent Management, HR GF MIRIAM RAUEN Senior Expert, HR GF IMPR OVE No one is an island – although we might all like to be sometimes. Af- ter all, the constant interacting, re- acting, and communicating can really be exhausting. But on the other hand, without a counterpart, we can’t grow and become aware of our own blind spots or the effect of our own behaviour on others. Recently, for example, a presentation didn’t go well at all. And yet everything seemed perfect: an exciting topic, lots of new information, an interested audience. But after ten min- utes, you could feel it – the audience began to lose interest. “You’re the expert, we’re not. It wasn’t always easy to follow you,“ said a coworker afterwards. The presenta- tion was too crammed with information and went too deep into the weeds. This was an important piece of feedback that I should adapt my presentation to suit the audience better. “We all need feedback. This is the only way for us to feel valued and learn how we can improve,“ says Laura Schult, Head of Perfor- mance & Talent Management, HR GF. Feed- back nourishes us and helps us grow. When something goes well, positive feedback motivates us. If it reveals small weaknesses, it helps us. “It’s important that feedback is given in a trusting environment. We need to be sure that the person providing the feedback has our best interests at heart,“ says Miriam Rauen, Senior Expert, HR GF. Laura Schult, together with her coworker Miriam Rauen, has compiled a list of ideas and practical tips on how to give and re- ceive feedback successfully. First let’s look at the person providing the feedback. Gather Facts, Describe Without Judg- ment What feedback would I like to give about the situation as I experienced it? One feed- back model is centered on four aspects: ob- servation, impact, switch, and wish. It helps you clearly analyze what you noticed in a specific situation, making it easier to de- scribe the situation as specifically and ob- jectively as possible when giving feedback. Perception: What are the facts? What be- haviour did I observe? Impact: What was I feeling and thinking at the time? How did this behaviour make me feel? What message did I receive? (Switch:) At this point, it often helps to switch your perspective. How did the per- son receiving the feedback perceive the sit- uation? How did they feel? Wish: What would I like to see in the future? What options, tips, or advice do I want to share in my feedback? What do we want to agree on – especially taking into account the perspective of the person receiving the feedback. • • • • • • • • WHEN IT’S TIME TO TALK... • It’s best not to allow too much time to pass between the situation and the feedback. In fact, it’s best to provide feedback immediately afterwards. Particularly critical feedback should only be given in private. If my goal is to get the other person to make a major behavioural change, it can be useful to offer help. Did I sufficiently engage with the indi- vidual situation of the person I’m pro- viding feedback to? Is the person I’m talking to very sur- prised by my feedback? This means you haven’t given them enough feed- back in the past. And always remember: feedback should motivate and help the other person to grow. RECEIVE FEEDBACK WITH AN OPEN MIND • When you receive feedback, you should bear in mind that it can help you better understand your own effect on others. It isn’t a criticism of you as a person. In fact, the opposite is true: it can reveal behaviour that you may not have even been aware of. Listen actively and attentively. Ask if anything is unclear. Take time to let the feedback sink in and do not respond immediately. Perhaps you knew what was coming and had already prepared yourself? Have the courage to be honest and say the things that are important to you. This way, you can openly ask for help or express criticism of a project. Trust that the other person also has only the best intentions. SPOTLIGHT ON THE PERFORMANCE REVIEW In Xnet, you’ll find the item Performance Management under the Human Resources Group Function. There you’ll learn why the performance review plays a key role in developing talent within the company and how it sup- ports you in your own personal and professional development. In addition, you’ll also find many helpful tips around the topic. 03/2024 | Xpress 15
PRODUCTS & QUALITY LANXESS EVEN HELPS KEEP Temperatures are rising, the climate is changing. LANXESS is combating climate change with self-imposed targets such as “climate neutral 2040.“ But we also supply crucial products so that the cities of the future can withstand the heat and people will feel comfortable in them. GREEN ROOF WITHOUT DAMAGE Concrete and asphalt – both reflect hardly any sunlight, but retain heat. This has consequenc- es: the temperature in dense urban areas is up to ten degrees Celsius higher than in rural areas with forests and fields. Plants cool their surroundings by evaporating water. But where should they go in a city? On the roof! Preventol B® from the MPP BU helps stop the root system from growing into the upper floor. The product offers long-lasting protection against root penetration of bituminous building materials, especially on roofs. SAFETY WITHOUT SPARKS Proper insulation keeps the heat out in summer and the cold out in winter. The insulation minimizes thermal conductivity. The draw- back is that insulating materials are often made of highly flammable polystyrene or polyurethane. The PLA BU manufactures various flame retardants that make insulation less flammable, thereby increasing safe- ty. Without these flame retardants, efficient thermal insulation would be impossible. 16 Xpress | 03/2024
HELPS KEEP UTOPIA COOL Cologne is getting quite green – and the Tower has been preserved, albeit in a different location, almost directly opposite the cathedral (front right). At least this is how our AI assistant Copilot sees the future of the city on the Rhine. A RELENTLESS BLOCKER The exteriors of our buildings can also help create a pleasant indoor climate in our living rooms. They just need to be the right color. This also applies to roof tiles. Bayferrox 303 T® is an innovative black pig- ment that the IPG BU developed specially for the construction industry. It reflects sunlight more than conventional black pigments, keeping the heat out. This makes it particularly suitable for black roof tiles or trendy dark facades. OASES AT EVERY TURN When the heat becomes unbear- able, everyone longs for a dip in a cool pool – or at least a foun- tain that dispenses cool drinking water. The cities of tomorrow will need more oases of calm like this, with water dispensers. To ensure that drinking water meets the highest standards, the ion exchangers from the LPT BU filter out iron and manganese, but also traces of pollutants such as arsenic and lead. 03/2024 | Xpress 17
PRODUCTS & QUALITY/SITE PROFILE „WE PRODUCE HIGHLY EFFICIENTLY S S E X N A L : s o t o h P 18 Xpress | 03/2024
EFFICIENTLY WHILE USING VERY LITTLE ENERGY” Since the beginning of the year, the Polymer Additives business unit has been producing the plasticizer Uniplex 214® at the Trafford Park site in northwest England. In this interview, Technical Plant Manager Steve Paschke explains the challenges they faced when introducing the new product. Steve Paschke has been techni- cal plant manag- er at the Trafford Park site since the beginning of 2022. Mr. Paschke, how is the production of Uniplex 214® going? Steve Paschke: Pretty good, we’ve been producing larger batches for our main cus- tomers since the beginning of the year and expect to be able to produce at full capacity by the end of the year. Why only at the end of the year? The chemical industry is very conservative when it comes to change. Even minimal deviations from the specification or modi- fications to the manufacturing process can have an impact on the finished products, the environment, and health – and some- times also elicit customer reactions. We took over the product from our former lo- cation in Greensboro, Arkansas, USA. This is an opportunity for us here! Taking over the production of Uniplex 214® not only makes us one of the largest manufacturers world- wide, but also allows us to directly serve our most important market: Europe. Initial- ly, customers tested in their laboratories whether we could manufacture the product here to the same standard of quality. Now we’re producing larger sample quantities. The customers are checking whether the 03/2024 | Xpress 19 Trafford Park is a plant with a long tra- dition. Unused production buildings are now being reactivated.
PRODUCTS & QUALITY/SITE PROFILE February 2022: A milestone for the plant – the new reactor was delivered and installed. material can be processed in exactly the same way and whether the final products are of the same quality. What exactly makes Uniplex 214®so de- sirable? It improves the flexibility of plastics at low temperatures. It also enhances processabil- ity. The additive is particularly used in the production of the high-performance plas- tics polyamide 11 and polyamide 12. Our customers recently invested in these appli- cations, and demand in this area is expected to remain stable or even grow. Polyamide 12 is often used as a substitute for steel in automotive and lightweight construction and is therefore also very well positioned in the field of electric vehicles. In addition, this high-performance plastic is also used in other cutting-edge technologies, such as 3D printing. Did you have to make any significant modifications or set up anything new in the plant for Uniplex 214®? Yes, with a total investment of approximate- ly 8 million euros, the project was one of the largest in recent decades for our location. Fortunately, we were able to use many ex- isting plant components, but we also had to invest in new piping, process control tech- nology, and a large new reactor. Around 50,000 working hours were required just for planning and assembling the new plant components. You are the technical plant manager. Did everything go smoothly? The conditions under which the project was planned and executed can certainly be described as challenging. For one thing, the planning phase began during the pan- demic in 2020. Due to the lockdown and the associated strict travel and contact restric- tions, we were only able to discuss many important questions with the relevant PTSE employees, engineers, and process experts online or via email. For a project of this size, in-person meetings and site visits are usual- ly mandatory. On the other hand, there have been chang- es in the areas of responsibility at the lo- cation, and some key employees have left the company. But in the end, everything worked out, and the project team and the site are proud of it. Why did the product represent such an opportunity for you? The production of Uniplex 214® plays an im- portant role in the plant’s capacity utilization. After the discontinuation of the production of water treatment chemicals for British Wa- ter, some of the plant components were de- commissioned. The production of this new plasticizer will enable us to significantly in- crease our production volume. Even though we were already producing cost-effectively before, the new product will secure the long- term future of the production site. Due to fur- ther investments in process control technol- ogy and the construction of a central control room, the new plant can be operated with the same number of shifts. Since we’re reus- ing existing plant components, an interest- ing business case is being implemented here. In addition, the manufacturing process is not very energy-intensive, meaning that the im- pact of rising energy prices on the total costs is relatively low compared to other products. 20 Xpress | 03/2024
AN INDUSTRIAL PARK WITH A LONG TRADITION Located in northwest England, Trafford Park was the world’s first purpose-built industrial park. The LANXESS site, which is around 6.5 hectares in size, is conve- niently located near Manchester and was established as “The Geigy Colour Company Limited“ on Christmas Eve 1939 within the 1,200-hectare industrial park. Since the acquisition of Chemtura, the site has been part of the Polymer Additives business unit and produces phosphorus-based flame retardants, which are used as additives for plastics in a variety of applications. The additives not only effectively protect against fires, but also ensure that the plastics in question can be easily processed and exhibit in- creased elasticity. Phosphoric acid esters are also found in additives for lubricants and hydraulic fluids, which are sold by the Lubricant Additives BU. They account for around 60 percent of total production. Contract manufacturing of water chem- icals for British Water was discontinued due to the acquisition of British Water by Italmatch. The latest product is the plasti- cizer Uniplex 214®, which was taken over from the site in Greensboro, Arkansas, USA that was sold. The Trafford Park plant operates in continuous shifts 24 hours a day, 7 days a week. A total of 155 employ- ees work at the site. 03/2024 | Xpress 21 The reactor is the centerpiece of the new plant. It is now in its final position for production.
PUZZLES & COMPETITIONS! 1. WHICH SHADOW MATCHES? Every key has a matching shadow. Which shadow goes with which key? 2. WHO WAS IN MANNHEIM WITH THE RCH BU? a. Our CEO Matthias Zachert? b. A group of chemistry students from the local school? c. The Operational Excellence Site Diagnostics team? 3. SPOT THE DIFFERENCE There are five differences between the two images. Can you find them? S S E X N A L : s o t o h P LANXESS MEANS... lancer Customer loyalty is crucial. That’s why the LPT business unit’s Technical Market- ing team is always coming up with new ideas. It also regularly performs extreme- ly well in the company’s large customer satisfaction survey. Last November, the team invited its most important customers and companies it hoped to acquire as customers to a series of talks in Cologne. The next day, they paid a visit to the laboratories in Leverkusen. The 36 participants were thrilled, even though they had to pay a fee. “In the end, we actually came out of the event with a slight profit,“ says Jenny Boettger, LPT BU. Because of its success, the BU is planning to repeat the event. success Fit for the future – LANXESS recently overhauled the database for its sus- tainability reporting on environmental issues. As part of the transition of various HSE tools to a globally standardized system, the group was able to successful- ly implement the ESG reporting module from Intelex. On May 1, the Intelex portal used to enter quarterly environmental performance indicators on metrics such as energy and waste went live. To collect the data for the first quarter of 2024, the team generated a total of around 500 data entry forms to capture the key figures from all plants worldwide. The final launch took place on August 15, when the KPIs that need to be collect- ed annually (e.g., CO2 emissions) were integrated. This step marked the end of the transition to the Intelex module. The PTSE and IT group functions worked closely together on the project. JOIN IN Do you want to enjoy ice-cold drinks for up to 48 hours? Then enter the sweepstakes for a chance to win a Stanley Quencher! Simply send an email to xpress@lanxess.com with the answer to the second question. Participation is only open to employees of LANXESS and its subsidiaries (excluding Corporate Communi- cations employees). Only one entry per participant allowed. All decisions are final. The solution will appear in the next edition of Xpress. The winner of the quiz in Xpress 02/2024 was Monty Van Bogaert, Belgium. The correct solution was “Stuttgart.” 22 Xpress | 03/2024
LANXESS IS TURNING 20 Let’s celebrate together! In January 2005, LANXESS went public – time to reflect. Share your memories and your hopes for the future of the group with us. We’re taking the birthday as an opportunity to share your personal experiences, memories, and congratulations in our internal media. Our colleague Julia Stanco started us off by baking a delicious butter cream cake with a chocolate and raspberry filling. Now it’s your turn! We look forward to read- ing your stories and hearing about your experiences! What’s your favourite LANXESS memory – the happiest, funniest, or strangest? Are you still sitting in the office with the same coworker from way back in the day, or does the mascot Lanny still adorn your desk? What has changed in recent years – and what profes- sional experience gained at LANXESS would you not want to do without? Tell us your personal story. What would you like to wish LANXESS for its birthday and for the next 20 years? Whether as a poem, a musical serenade, a painting, or a video message – let your creativity run free. The Tower recreated out of matches or the plant out of Lego bricks – DIY fans can also join in. Send us your content – whether in text, photo, audio, or video form – by email to xpress@lanxess.com. Entries can be submitted until December 15, 2024. A pair of Apple AirTags will be raffled off among all participants. “You simply can’t have a birthday without a cake. I styled the LANXESS cake in the simple colours of the group, which are also reflected in the Tower where I work. I also added a heart to the cake, because I have many kind and caring coworkers who are always willing to lend a helping hand. I can have a good laugh with them outside of work as well. It’s great to be part of a team like this!“ Julia Stanco, GPL GF, amateur baker and winner of second place place on the TV show Das große Backen (The Great Bake-off), Vox, 2021. 03/2024 | Xpress 23
QUALITYWORKS QUALITY WORKS. Let the Beer Flow – While the Head Stays Clear! The mild, slightly bitter taste, the different colours of the amber nectar, the consisten- cy of the foam – true beer lovers are sure to come up with many more aspects wor- thy of an evening out at the bar. But they don’t have a drinking problem. Otherwise, the sales figures for nonalcoholic beer wouldn’t be through the roof. According to Statista, this market generated total reve- nues of 37.2 billion US dollars in 2023, with a forecast growth rate of 7 percent annu- ally. Forecasts like these show how much the MPP BU, with its preservative Nagardo® produced naturally via fermentation, is in line with the trend. In addition to oth- er nonalcoholic beverages, Nagardo® has been preserving nonalcoholic beer in glass bottles and cans since 2022. This presented many breweries in the EU with the oppor- tunity to produce nonalcoholic beer them- selves for the first time. “Now we’re working with potential customers on the next step: nonalcoholic beer in kegs preserved with Nagardo®,“ says Monika Ebener, Head of Global Sales, MPP BU, Consumer Solutions Business Line. The road there was tricky, however, because the lack of alcohol, the yeasts, and the potential residual sugars are just a few of the reasons that make preser- vation challenging. “Kegs connected to dis- pensing systems are even more sensitive, as the protective atmosphere is lost the moment the keg is opened and connect- ed, and the system must remain stable for several days. This is where the long-lasting protection provided by Nagardo® comes in handy,“ says Ebener. But it isn’t enough just to preserve the beer; you also need to maintain its flavor, color, and consistency. “Despite this challenge, we’ve achieved excellent results with Nagardo®,” she says. It is now being put to the test in Europe, where at the same time in several coun- tries, nonalcoholic beer on tap is being of- fered in selected bars for the first time. And if it becomes a hit and conquers the world, manufacturers in one country – Germany – will be left behind or better said, high and dry. This is because although Nagardo® was developed here, it isn’t allowed to be added to beer due to the strict purity law.