Search

Sustainability initiatives are being adopted across industries due to strict government regulations, coupled with increasing consumer awareness regarding environmental degradation. The coating industries, like printing ink and adhesives, which accounts for a high share of air pollution, is also adopting sustainability measures in its various functions, including manufacturing and procurement. Today, sustainability aspects are routinely considered when performing most business operations, often on a daily basis. The focus has expanded well beyond reducing volatile organic compounds (VOCs) to include energy and resource conservation, waste minimization, process efficiency enhancement, use of renewable materials, and much more. The goal is to develop sustainable products and solutions, reduce the carbon footprint of our own operations, and support our customers to meet new regulations and achieve their sustainability goals. The approach is to minimize the environmental impact across the value chain, from sourcing raw materials and manufacturing to distribution, reuse, and recycling. Document the environmental impact of products by using the Life Cycle Analysis as the main tool, along with other sustainability assessment approaches. The efforts to reach the goals involve everyone - the manufacturer, strong partners and devoted customers. Only together can we create a truly sustainable and circular economy. Business plays a crucial role in creating a sustainable society. Three elements define sustainable thinking: health, climate change, and circularity. They translate into the following sustainability drivers for printing ink and adhesive industries - elimination of toxic ingredients, reduction of VOCs to improve and protect indoor and outdoor air quality, reduction of carbon footprint, and an increased use of bio-based ingredients. This article focuses on sustainability, green policy on chemical industries, measurement criteria and regulation obligations on printing inks, adhesives and coatings etc. [ABSTRACT FROM AUTHOR]

Borouge Plc, the largest chemicals producer in the United Arab Emirates, is looking for opportunities to expand internationally while also pursuing a merger with OMV AG's chemical producer Borealis AG. The state-owned Abu Dhabi National Oil Co., which controls Borouge, is seeking international growth through various ventures, including the potential acquisition of Germany's Covestro AG and negotiations with a Brazilian chemicals company. Borouge is also considering expansion in key Asian markets such as India and China. The company's CEO, Hazeem Sultan Al Suwaidi, stated that petrochemicals will play a significant role in Adnoc's expansion plans. The completion of the Borouge 4 project by the end of 2025 will increase the company's production capacity to 6.4 million tons per year. Despite the challenging chemical market conditions, Borouge aims to maintain its dividend payout and rely on a diverse customer base for sales support. [Extracted from the article]

Two days before Thanksgiving 2010, Kullman got a call from the CEO of Danisco, a Denmark-based leader in industrial biotechnology and nutritional ingredients, letting her know that his company was for sale. Danisco had been on DuPont’s M&A radar screen for several years, but now Kullman had only six weeks to make an offer. DuPont’s due diligence teams pushed tirelessly to understand Danisco’s two core science-based businesses. On January 7, the day the final bids were due, Kullman and her CFO got a final briefing from all key parties. They made sure no information or opinions had been held back, and then settled on an offer, which Danisco accepted. Then began a long process: Regulatory approvals were needed from more than 10 countries, including the U.S., the European Commission, and China. Meanwhile, hedge funds were trying to drive up the stock price. DuPont also needed agreement from 90% of shareholders to absorb Danisco and delist it from the Copenhagen Stock Exchange. Finally DuPont raised its price and got the deal done. The story offers lessons for any company involved in M&A: First, be prepared to strike, but make sure you don’t fall in love with the deal before you have all the data. Stay open to every opinion, be flexible, and plan the integration even as you’re working on the transaction. DuPont will achieve its initial target of $130 million in cost savings a year ahead of schedule. [ABSTRACT FROM AUTHOR]

The chemicals industry has been slow to innovate compared to other industries, but now is the time for collaboration to spark innovation. The industry needs to address the challenges of rapidly changing global communities and technological development. A survey of senior leaders in the North American chemicals industry revealed a need for greater collaboration to foster innovation. The industry faces disruptors such as increasing demands for ecological sustainability, decarbonization efforts, and supply chain disruptions. Industry leaders, start-ups, and investors have complementary strengths that can help overcome obstacles to collaboration and drive innovation. Key actions for industry leaders, start-ups, and investors include signaling strategic interests, setting realistic goals, and acting as bridges to facilitate collaboration. By overcoming barriers and working together, the chemicals industry can play a meaningful role in addressing global challenges and realizing growth value. [Extracted from the article]

Britain's Imperial Chemical Industries (ICI), founded in 1926, was for decades the dominant producer in its home market, covering almost the entire range of chemical processes. As early as the 1940s, the board wondered whether a company so big and diverse was manageable, but ICI kept growing. During the 1980s, the company sought new sources of growth to offset sluggish sales of older products. The result was increased complexity of an already hard-to-manage portfolio. Hindsight reveals that ICI should have been narrowing its focus. The stock price failed to reflect the value of many of ICI's businesses, and a takeover threatened the company in 1991. A company task force, aided by outsiders, discovered that ICI's businesses could be divided into two clusters. Synergy existed within each of the clusters but not across them. Each group needed its own style of corporate parenting, and ICI could not parent both of them effectively. In 1992, ICI announced a demerger. It spun off its pharmaceuticals, agrochemicals, and specialty chemicals into a second company called Zeneca. So far, the demerger has been a financial success. Zeneca focuses on innovative products. ICI's businesses, which are less dependent on research, concentrate on achieving world leadership in the areas in which they already have a technological advantage. Their need is to reduce overhead, to improve utilization of assets, and to raise manufacturing efficiency. ICI's story shows how parenting skills that are developed in one phase of an industry's evolution may become less relevant in the next. The challenge for managers of multibusiness companies is to recognize the shift--and act on it before a crisis. [ABSTRACT FROM AUTHOR]

The article reports on the merger of steel and chemical maker Ugine Kuhlmann SA and non-ferrous metals producer Pechiney SA in Paris, France. The two companies have merged to form a giant metals conglomerate which has a consolidated annual sales of 2.7-billion dollars. According to Pierre Grézel of Ugine-Kuhlmann and Pierre Jouven of Pechiney, the merger means more muscle to compete in world markets and greater diversity to protect against a slump in a single product line.

Focuses on the merger between Monsanto Chemical Co. and American Home Products (AHP) Corp. Value of the company; Earnings of AHP and Monsanto in 1997; AHP scandal over the health impacts of its diet drugs.

The article discusses developments in the business sector in the U.S. as of August 1955. It reveals that the Schlesinger family's controlling interest in a movie chain of 150 theaters from Kenya to Capetown was acquired by Twentieth Century-Fox Film Corp. It also mentions the number of computer sold by Britain's Ferranti Ltd. to Amsterdam's Royal Dutch Petroleum. A rumored merger between American Viscose and Monsanto Chemical is cited.

The article explores the shifting character and methods of mergers and acquisitions. Trends visible in mergers and acquisitions include the return of cash, more buyers picking up parts of companies, deals becoming more difficult to make, and more blue chips buying. Industries demonstrating gains in mergers involve chemicals, primary metals, and apparel. Diversification is still the most vital motive for an acquisition.

The article presents a profile of U.S. agrochemical and agricultural biotechnology company Monsanto. Through seed technological advancements, Monsanto has tried to raise farm yields. However, the company has been criticized for creating a sense of crisis in the agricultural industry. German pharmaceutical and chemical company Bayer has made an offer to acquire Monsanto in May 2016. Monsanto's revenues, profits and total return to shareholders in 2015 are provided.

The article offers information on risks caused by growing number of mergers and acquistions (M&A) in the U.S. Topics discussed include rise in number of mergers in 2015 such as chemical firms Dow Chemical and Du Pont merger, effects of this on the stock market, increased chances of Economic bubbles and statistics regarding total number of business deals in the U.S.

The article reports on lack of interest of the U.S. companies for investing in the research and development (R&D) sector. Topics discussed include merger of chemical industries Dow Chemical and DuPont, views of DuPont Chief Executive Officer (CEO) Ellen Kullman regarding budget spending on R&D and decline in scientific research publications by companies in 2015, according to a report published by economists Ashish Arora, Sharon Belenzon and Andrea Patacconi.

The article focuses on the laws for regulating transactions related to acquisitions and mergers of chemical industries. Topics discussed include the role of due diligence in regulating environmental, health, and safety laws, relationship of cross-border transactions with mergers and acquisition of chemical industries, and the importance of mergers of corporations in economic globalization.

The article informs that weak domestic prospects in Japan and market shocks like the coronavirus disease 2019, the sharp decline in energy prices, and geopolitical risks have heightened efforts by Japanese chemical makers to build more defensive portfolios. It mentions that Producers continue to focus on higher-growth and higher-margin segments that address environmental, societal, and sustainability challenges; maintain innovation and R&D strength; and embrace digital transformation.

The article reports on diversification as well as the mergers and acquisition (M&A) in the chemical industry in the Middle East. It mentions the planned acquisition of SABIC and Saudi Aramco which is considered a significant producer of chemicals in the country. An overview of the U.S. President Donald Trump's postponement of their nuclear agreement with Iran is also presented.

The article offers chemical industry news briefs as of March 2, 2018. Topics discussed include the acquisition of Phoenix Chemical by Polymer Solutions Group, the announcement of corporate brand names for its three divisions by chemical company DowDuPont, and the plans of chemical company Agilyx to start up a plant to convert polystyrene (PS) into styrene oil.

The article offers chemical industry news briefs. Topics discussed include the acquisition of plastics compounds manufacturer A. Schulman by chemical company LyondellBasell, the agreement between tyre manufacturer Bridgestone and Italy-based chemical company Versalis to develop new rubber based from guayule plant, and the infrastructure plan of U.S. President Donald Trump which will fund the chemical infrastructure.

The article offers news briefs related to the chemical industry in Central and South East Europe. It notes the reorganization in the Polish chemical industry for the creation of synergies and cost reduction across the board. It states that ZA Pulawy, Anwil SA, and Synthos Group increased their profits due to the improved sales of their chemical products. BorsodChem constructs a toluene diisocyanate (TDI) plant which is expected to commission in June 2011.

"The key question will be cost and chemicals synergies, as many DuPont products stray from Celanese's tightly integrated acetyls chain", Miner said. (Bloomberg) -- Celanese Corp. agreed to buy the majority of DuPont de Nemours Inc.'s mobility and materials arm for $11 billion in cash, the company's biggest-ever acquisition. [Extracted from the article]

(Bloomberg) -- Celanese Corp. is nearing a deal to buy DuPont de Nemours Inc.'s mobility and materials arm in an agreement that could be announced as soon as Friday, according to people familiar with the matter. An $11 billion transaction would rank as one of the five biggest year-to-date and the largest chemicals deal since 2020, according to data compiled by Bloomberg. [Extracted from the article]

Keywords: APO; CE; CG; DD; DOW; ROG; BASIC; BUSINESS; CHM; COS; FIN; GLOBALMACR; INDUSTRIAL; INDUSTRIES; MANU; NORTHAM; US; WORLD EN APO CE CG DD DOW ROG BASIC BUSINESS CHM COS FIN GLOBALMACR INDUSTRIAL INDUSTRIES MANU NORTHAM US WORLD (Bloomberg) -- Celanese Corp. is nearing a deal to buy DuPont de Nemours Inc.'s mobility and materials arm in an agreement that could be announced as soon as Friday, according to people familiar with the matter. (Updates with Celanese share gain in fifth paragraph) ©2022 Bloomberg L.P. [Extracted from the article]

Copyright of Chemie Technik is the property of Hüthig GmbH and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Mergers with substantial business overlap face a barrier to speedy integration: Antitrust regulations limit the information companies can share before a deal closes. But as Dow Chemical and Union Carbide found, premerger planning by "clean teams" of former employees can help merging companies hit the ground running. [ABSTRACT FROM AUTHOR]

The article discusses mergers and acquisitions (M&A) activity in chemical industry as of November 2017, role played by high demand for assets and transaction valuations in M&A deals, and its outlook for 2018. Topics include continued interest in M&A activity due to cheap and available financing, and need to acquire assets for earnings gains; views of Mario Toukan, of KeyBanc Capital Markets, on the issue; and valuations for deals like H.B. Fuller's acquisition of Royal Adhesives & Sealants.

The article highlights how Greece's chemical industry is working towards innovation and supporting other sectors of the Greek economy. It highlight the industry aims to restore competitiveness and increase exports through business models that boost sustainability after facing a challenging year in 2022. It mentions the HAC! plans to step up efforts to support its members against the "overregulation" coming from the EU in 2023 and to continue investing in innovation to tackle climate change.

The article informs about the mergers and acquisition from China, for the need of state-owned enterprise reform in China. Topics discussed include merger between chemicals and fertilizer manufacturer SinoChem Group and China National Chemical Corp.; need of reform in state-owned enterprise in China by politician Zhu Rongji's; and views of Francis Cheung, head of China strategy at Credit Lyonnais Securities Asia, on the problems private sector facing while entering into state-owned enterprise.