Topics Filter

Results

Operating an
Integrated
Business Model

Scroll to explore

Creating long-term
value for all stakeholders

Clariant’s business model shows how the company creates long-term value for all stakeholders – customers, employees, shareholders, and the environment. It offers a detailed overview of the company’s multidimensional approach to value creation, covering both tangible and intangible, financial and nonfinancial aspects of the business.

Business Model

Click to explore the business model in detail

External
Environment Stakeholder Engagement Brand Values
&
Capital Types Input Five-Pillar Strategy Overall Objectives and
Financial Targets Leadership Core Processes for Value Creation Business Areas Output Impact

    • External environment

      Clariant’s integrated business model provides a strong foundation for the company to successfully navigate the current market dynamics in the specialty chemicals market, including the challenges posed by COVID-19.

    • Stakeholder engagement

      Continuous dialog with key stakeholders allows Clariant to stay attuned to their needs and gain insight into changing market requirements, future trends, and global developments. This helps Clariant understand the value stakeholders are seeking and respond quickly with corresponding solutions.

    • Input (Continuing operations)

      Clariant draws upon a variety of resources and relationships for its business activities. For each of the six types of capital, Clariant identified key performance indicators to monitor its performance.

      • Performance

        • 1901
          R&D spend in CHF m
        • > 320
          Active innovation projects
        • 72
          Production facilities
        • 1 479
          Raw material procurement in CHF m
        • > 1001
          Scientific collaborations
        • 2.69
          Raw material procured in m t

      • People

        • 802
          New employees hired
        • 1322
          Client interviews
        • 101 758
          Training hours
        • 86%
          Raw material supply base by spend covered by sustainability evaluation

      • Planet

        • 2 512
          Energy consumption in m kWh
        • 24.1
          Water consumption in m m3

    • Five-pillar strategy for ambitious objectives and targets

      Based on a clear vision, mission, and strong corporate values, Clariant fulfills its five-pillar strategy to achieve ambitious corporate objectives and financial targets.

    • Leadership

      Strong leadership and a commitment to continuous professional development, a collaborative workplace, and a culture of appreciation drive value creation at Clariant.

Back to Overview

  • Core Processes for Value Creation

    Three key value-creation processes lie at the core of Clariant’s business model: Idea to Market, Market to Customer, and Customer to Cash. Underpinned by Clariant’s Innovation Excellence, Commercial Excellence, and Operational Excellence initiatives, these processes turn customer needs into innovative and sustainable solutions that create value for all stakeholders.

    • Idea to Market

      This process involves scouting global trends, identifying business opportunities, exploring unmet customer needs, developing products, and commercializing and monitoring business performance. It is essential for developing a well-filled product and service pipeline that delivers marketable innovations.

    • Market to Customer

      This process includes assessing market attractiveness, developing clear value propositions, and capturing the value created through the relationship-building and sales processes. To achieve a seamless customer experience, these steps are well connected and focused on customer needs.

    • Customer to Cash

      This process balances supply and demand, optimizing sourcing for spend effectiveness, monitoring production effciency, and delivering finished goods to customers on-time and in-full in order to achieve safe, reliable, and efficient operations that support profitable growth.

  • Value Creation in
    the Business Areas

    By following the three value-creation processes – Idea to Market, Market to Customer, and Customer to Cash – Clariant’s Business Areas ensure excellence in execution throughout all business activities and create customer-oriented products and solutions that enhance the company’s growth and profitability.

    • Care Chemicals

      is a leading provider of specialty chemicals and application solutions for consumer care and industrial markets.

    • Catalysis

      focuses on innovation, proximity to customers, and digital approaches to offer high-performing catalytic and biofuel solutions.

    • Natural Resources

      offers high-performing products and customer-tailored solutions for mineral, foundry, oil, and gas extraction businesses, as well as for food, plastics, coatings, adhesives, and inks applications.

Back to Overview

Impact on global sustainable development

Clariant evaluates the impact of its business activities in relation to the United Nations by reviewing the positive and negative impacts of its products and services, operations, value chain, corporate citizenship activities, and collaborations.

While Clariant contributes to all 17 SDGs in varying degrees, six priority SDGs were identified. Four of the relevant goals are paired (SDG 3 and SDG 12; SDG 7 and SDG 13), as their relevance to Clariant cannot be evaluated independent of the other.

Six Priority Sustainable Development Goals

    • 7
    • 9
    • 13
    • 17
    Moving Towards the Global Hydrogen Economy
    • 3
    • 12
    • 17
    The Challenge with Plastics
    The Promise in Chemistry
    • 3
    • 12
    • 17
    Accepting Challenges
    Shaping the New Normal
Back to Overview
Financial Capital

The pool of funds available to the company for use in the production of goods or the provision of services. This can include funds obtained through financing, such as debt, equity, or grants, and funds generated by the company, for example through sales or investments. View entire glossary

Intellectual Capital

Knowledge-based intangibles used and created by the company, often in collaboration with partners. This can include intellectual property, such as patents, trademarks, copyrights, software, rights, and licenses, and »organizational capital« such as tacit knowledge, systems, procedures, and protocols. View entire glossary

Manufactured Capital

Manufactured physical objects such as buildings, equipment, and products. These can include objects that are available to the company for use in the production of goods or the provision of services, or that the company produces for sale to customers or for its own use. View entire glossary

Human Capital

The company’s staff and its composition, competencies, capabilities, experience, and motivation to innovate. This can include employees’ alignment with corporate values and their ability to understand and implement the company’s strategy. View entire glossary

Relationship Capital

Key relationships, including those with significant groups of stakeholders and other networks. This can include shared values, the trust and willingness to engage, and related intangibles associated with the company’s brand and reputation. View entire glossary

Natural Capital

Renewable and nonrenewable environmental resources and processes that support the past, current, or future prosperity of the company or are affected by it. Examples can include resources related to air, water, and land that are utilized or impacted by emissions. View entire glossary

FURTHER READING