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Shaping Digital Sustainable Development in Chemical Companies
Practitioner’s Section
Shaping Digital Sustainable Development in
Chemical Companies
Wolfram Keller* and Nadine Bette**
* CHEM4CHEM, Vösendorfring 44, 64380 Roßdorf, Germany, wkeller@chem-4-chem.com
** CHEM4CHEM, Vösendorfring 44, 64380 Roßdorf, Germany, nbette@chem-4-chem.com
DOI: 10.17879/22139568338; URN: urn:nbn:de:hbz:6-22139569180
Both, digitalization and sustainable development are two megatrends with signifi-
cant impact on the chemical industry in Germany through to 2025, according to a
recent survey among 60 chemists. Digitalization is as seen a driver for sustainable
development, even though there is no quantitative correlation in the importance
of the two megatrends. When implementing Corporate Digital Sustainable Re-
sponsibility (CDSR) chemical companies need to find the right balance between
business, technology, society, responsibility and mindset-related facets that chem-
ical practitioners refer to when arguing in favor of digitalization being a driver for
sustainability or against it.
1 Introduction 2 Progress of sustainable development
in the chemical industry
Germany’s chemical industry has taken a
leading role in Responsible Care (VCI, 2011) – The origin of sustainability is closely con-
nowadays referred to as Sustainable Develop- nected to major accidents, e.g. at Seveso
ment (Sachs, 2015) – since about 25 years. Digi- (Kramer et al., 2019), Bhopal (Eckerman and
talization, a second, steeply evolving mega- Børsen, 2018), Houston Chemical Complex (U.S.
trend, is not new either. However, its break- Department of Labor, 1990) and Exxon Valdez
through in the chemical industry has begun (Cohen, 1995) in the 1970s and 1980s. In the mid
only recently, marking the beginning of Digital -1980s, the global chemical industry took coun-
Sustainable Development (DSD) (RNE, 2018). An ter action in response to these disasters and to
empirical survey among 60 chemists identifies gain back its ruined trustworthiness. Today,
some preconditions and obstacles for sustainability is subject of numerous multi-
“Corporate Digital Sustainable Responsibility”, stakeholder initiatives like Responsible Care
the extended corporate governance (Werder, (VCI, 2019, I, II; Delmas and Montiel, 2008; King
2018), Digital Sustainable Development, the and Lenox, 2000), Together for Sustainability
process to make it happen, and ultimately the (TfS, 2019), Chemie3 (Chemie3, 2019), Platform
desired Sustainable Development Goals (United for Accelerating the Circular Economy (PACE,
Nations, 2015). 2019) and Alliance to End Plastic Waste (AEPW,
2019), and an integral element of the strategy
of many big chemical companies (BASF, 2019;
Clariant, 2019; Evonik, 2019; Linde, 2019; Wack-
er, 2019, I). In this decade, chemists and chemi-
Journal of Business Chemistry 2020 (1) 1 © Journal of Business ChemistryWolfram Keller and Nadine Bette
cal engineers have developed first technically mical industry can be defined “an embryonic
and – at least partially - economically feasible concept aiming at seamlessly integrating the
industrial-scale approaches for product rede- two time-shifted and often independently ma-
sign, reuse, mechanical and chemical recycling naged approaches of CSR and CDR in order to
(Werner and Mertz, 2016; Johnson, 2018; Stark, resolve de facto and potential conflicts of inte-
2019; Stephan, 2019; Strathmann, 2019). The rest to achieve a company’s SDGs”. Here are
chemical industry is on a good way to achieve some examples of these conflicts:
the desired Sustainable Development Goals A blockchain system negates the risk of
and by 2050 will likely be able to be carbon trusting a single organization through dis-
neutral (VCI, 2019, III). tributed ledgers and reduces overall costs
and fees of all kind of transactions by cut-
3 Progress of digitalization in the ting out intermediaries and third parties.
chemical industry However, its required resources have signifi-
cantly increased in the last few years. It cur-
rently consumes more energy than many
Unlike Sustainable Development, digitaliza-
countries, such as Denmark, Ireland, and
tion in the chemical industry is still in its early
Nigeria (Binance Academy, 2019).
stages. Since about 5 to 10 years, bigger rather
Super computers offer a quantum leap in
than mid-size chemical companies have begun
computing power, e.g. 1 to 2 quadrillion floa-
to leverage information and communication
ting-point operations or 1 to 2 petaflops per
technology, electronics, and the experience of
second. However, its electricity consumption
automotive industries with digital technologies
at full capacity is approximately 600 kilo-
and applications (DECHEMA, 2016). Many of
watts, and the water-cooling system requi-
them have appointed Chief Digital Officer(s)
res up to 60,000 liters of water per hour
whose primary task is to define and execute
(BASF, 2018).
their company’s digital transformation road-
A simultaneous digital and sustainable
map (Schmidt-Stein, 2018; Wacker, 2019, II; Bu-
transformation impacts a chemical com-
sinessTech-Company, 2019, I to VI). Still, the
pany’s future revenue and profit, but also
emphasis of the digital transformation road-
public reputation, core values, culture, busi-
map is often on technical aspects. True Corpo-
ness model, technologies, products, services
rate Digital Responsibility (CDR) needs to go far
and employees, i.e. financial and non-
beyond, e.g. including compliance with legal
financial dimensions. If mainly financial key
obligations, digital ethics, interactions with
performance indicators, e.g. the Return on
society, chemical suppliers and customers, and
Investment (ROI) for the transformation and
the enablement of employees for chemical in-
the Return on Capital Employed (ROCE) for
dustry 4.0 with its modified jobs and compe-
the ongoing business, remain the bench-
tences (Keller, 2018; BAVC, 2018; Lade, 2019).
mark for investors and shareholders, busi-
ness cases are instrumental, however rarely
4 Corporate digital sustainable suitable to base not primarily financial deci-
responsibility, a feasible composite? sions on.
Can CDSR facilitate chemical companies to The authors have undertaken an empirical
exploit potential synergies between the two survey among 60 chemists in the chemical in-
megatrends, sustainability and digitalization, dustry in Germany to identify the relative im-
while striving to fulfill their Sustainable Develo- portance of sustainability and digitalization by
pment Goals? In this context CDSR in the che- 2025. They look at mutual interdependencies
Journal of Business Chemistry 2020 (1) 2 © Journal of Business ChemistryShaping Digital Sustainable Development in Chemical Companies
and potentially missing competences required In addition, 53 data sets including values for
to pursue CDSR . each of the three hypotheses were sorted in
Participants represent different levels of declining order choosing “Digitalization is a
education (Bachelor, Master, PhD), years on driver of sustainability” as lead parameter,
duty, company size (corporation, big, mid-size shown as solid line in Figure 2. The depending
and small company) and management level (1 parameters “importance of digitalization” and
through to 4). The survey is hypotheses-based, “importance of sustainability” are displayed as
with respondents indicating their degree of radar charts underneath. The heterogeneity of
agreement with each proposed hypothesis, u- the diagram corresponds well with poor corre-
sing a percentage scale. lation coefficients of -0.10 in case of digitalizati-
The first hypothesis “By 2025 Digitalization on and +0.07 regarding sustainability.
will play a major role for chemists and engine-
ers” achieves 83% level of agreement (sample
size 56). The distribution of responses is surpri-
singly homogenous. There is no trend between
the responses and the level of education, years
on duty, company size, and management level.
78% level of agreement (sample size 56) is a
clear indication that also “Sustainability will
play a major role by 2025 for chemists and engi-
neers”. The pattern of responses is almost iden-
tical with that of the role of digitalization by
2025.
The average level of agreement that
“Digitalization is a driver for Sustainable Deve-
lopment” scores at 70% (sample size 53, Figure
1). This view is very consistent within each and
across all clusters.
Figure 1 Degree of agreement to the hypothesis „Digitalization is a driver for SustainableDevelopment” depending
on the level of education, management level and company size (source: own representation, 2019).
Journal of Business Chemistry 2020 (1) 3 © Journal of Business ChemistryWolfram Keller and Nadine Bette
Figure 2 Lacking correlation between the importance of digitalization as a driver for sustainability .
and the importance of digitalization and sustainability by 2025 (source: own representation, 2019).
To understand the full bandwidth of related Business cluster: Key arguments that
comments from 100% euphoria to 100% skepti- “Digitalization is a driver of sustainability” in-
cism, all comments made were classified in five clude the better control of sustainability-
clusters: business, technical, society, responsibi- related technical and management processes
lity and mindset. Within each cluster responses and energy management, all leading to higher
were distinguished by supporting and impe- technical and human resource efficiency and
ding notions. The number of comments in each bottom-line improvements. Major concerns
(sub-)cluster was divided by the total number address data availability, format, integrity, and
to calculate comments’ relative frequency. security and management decision-making
(Figure 3). timeliness and effectiveness.
Figure 3 Hypothesis “Digitalization is a driver of sustainability” Distribution of supporting and impeding arguments
by cluster and overall (source: own representation, 2019).
Journal of Business Chemistry 2020 (1) 4 © Journal of Business ChemistryShaping Digital Sustainable Development in Chemical Companies
Technical cluster: On the positive side, be- Mindset cluster: Only 12% of all comments
nefits through big data and artificial intelli- address the attitude of managers and
gence to drive sustainable processes, products employees. Leadership by example and indivi-
etc. dominate by far. Excessive energy con- dual freedom to act are seen instrumental for
sumption, high dependency on state-of-the-art DSD. The biggest concern addresses low wil-
IT infrastructure and the ability to handle giant lingness and readiness across all levels of the
quantities of data are the top concerns. company, from shop floor to C-level, to cope
Society cluster: Respondents are – with few with change associated with DSD.
exceptions - aware of the driving role of poli- In summary, regardless which role digitali-
tics, educational institutions and the chemical zation and sustainability will play by 2025, 58%
industry in defining and providing boundary of the participants (degree of agreement ≥
conditions for DSD. There is considerable skep- 67%) are strong believers that digitalization is a
ticism that educational institutions assume key enabler for DSD, 32% (agreement between
sufficient responsibility by not including digita- 34% and 66%) have mixed feelings, and 9%
lization and sustainability comprehensively (agreement ≤ 33%) see no or a limited driving
enough in their curricula. role of digitalization.
Responsibility cluster: Respondents consider DSD is significantly affecting chemists’ job
clear responsibilities instrumental for DSD. On- profiles, required skill sets and training needs.
ly 20% see their company in charge, not a clear Training needs in the context of digitalization
vote for “corporate responsibility”. The lack of (Keller, 2018; Gruß, 2018; Lade, 2019) and those
commitment to digitally enabled sustainable addressing sustainability (Keller and Knoll,
chemical and management processes and ma- 2020; ILO 2019; Graf and Reuter, 2017; ILO and
nagement’s hesitation to invest in required CEDEFOP, 2011) have been defined. Contrary to
training are the two main concerns. 80% of digitalization skills, respondents consistently
respondents believe DSD responsibility is pri- claim (degree of agreement between 48% and
marily with politics and educational organiza- 62%, Figure 4) that there is no single highest
tions. priority for sustainability-related training.
Instead, training covering requirements, specifi-
Figure 4 Hypothesis “This specific Sustainable Development area represents the highest training need”. Degree of
agreement in % for each individual answer, not additive (source: own representation, 2019).
Journal of Business Chemistry 2020 (1) 5 © Journal of Business ChemistryWolfram Keller and Nadine Bette
cations, methods, applications, attitude and https://bericht.basf.com/2018/de/
options to act for each area - society, company serviceseiten/downloads/files/
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5 Conclusions BAVC (2018): Mithalten durch Mitarbeiter,
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Journal of Business Chemistry 2020 (1) 9 © Journal of Business ChemistryWolfram Keller and Nadine Bette Appendix Table A1: Digitization and Sustainability questionnaire (source: own representation, 2019). Journal of Business Chemistry 2020 (1) 10 © Journal of Business Chemistry
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