New product developments
with sales starting
in 2021.
Patents filed in
over 30 countries.
Trademarks registered
all over the world.
Of employees
assigned to RD.
In a scenario where change is the only constant, adapting is not a question of choice, it is about survival. The world is evolving, and so are we.
For us, adapting does not mean changing our essence, it means evolving our way of being and doing. It is reimagining chemistry so that together we can create a better world.
To this end, we look at our goals with a new perspective. We look through the lens of innovation.
Innovation that goes beyond the limits of new product development, is present in our culture, is in our DNA.
Transforming chemistry into value for society and the environment s our way. There is no alternative.
We drive relationships with clients and partners and lead our business towards more innovative and sustainable development.
After all, for us, innovation is thinking of a different way of being, doing, and building our future.
As part of Indovinya’s organizational culture, innovation has been enhanced year after year to generate value for the company, suppliers, clients, society, and the environment.
The evolution of this mindset led to the creation of the Innovation area, in 2017, a structure with dedicated innovation and project management teams.
OUR INNOVATION JOURNEY:
Indovinya’s Innovation area guides our efforts towards the co-creation of opportunities, risk and cost reduction, process improvements, and productivity gains. It conducts internal projects and seeks collaboration from external sources, such as clients, suppliers, companies with an innovative vision,
startups, scholarship holders, research institutes, and universities.
The area is structured in two divisions: project management (PMO) and innovation management (IMO), get to know:
Open innovation is a model that integrates expertise in a decentralized and collaborative manner. It stems from partnerships with other organizations, such as startups, universities, and associations. For us, at Indovinya, this model is nothing new. It began with the foundation of the company and helps us to offer a differential and generate more value for client products.
Always seeking a unique way of doing chemistry, we do not limit ourselves to new ideas and knowledge. We practice open innovation, developing solutions in a more participatory way, in co-creation with clients, suppliers, science and technology institutes, universities, and startups, in Brazil and internationally
PRODUCT COMPLIANCE ANALYSIS
Innovation project adds agility,
security, and sustainability
to the process.
SOCIAL INNOVATION AND ENTREPRENEURSHIP
The initiative supports and rewards
solutions that have positive social
and environmental impacts.
INNOVATION IN LOGISTICS
Indovinya proposes an innovative
and sustainable solution for
truck sanitization.
Discover our strategic relationships with important players in the industry
2024 Copyright @ Indorama Ventures Public Company Limited. All rights reserved.
The trailers that transport Indovinya products are sanitized for each shipment. This decontamination process is usually carried out manually, takes six hours, and uses a lot of water.
In an innovation project in partnership with startup Aurratech, Indovinya implemented a new mechanized sanitization model that reduced the process to just 30 minutes and three liters of water per vehicle.
The new model also doubled the validity period of the service and resulted in significant gains in cost reduction, improved sustainability, safety at work, and availability of the fleet.
Indovinya believes in innovation as a tool to transform society. It invests in Open Innovation to develop projects that strengthen the community and minimize social adversities. In 2022, it launched the first edition of the Social Innovation and Entrepreneurship Challenge.
The Challenge, in partnership with the external innovation ecosystem (startups, companies, associations, or universities), aims to evaluate and implement solutions in the communities surrounding Indovinya, focusing on one of the four causes the company supports: the combating of hunger; entrepreneurship; the generation of jobs and income, or education.
In 2022, the winning solution was proposed by Toca, a company that specializes in the development of social and environmental programs and projects in the Northeast of Brazil.
The chemical industry complies with a series of protocols to result in excellence and safety. Every minute is important in all the processes, for example in product conformity analysis.
The challenge in this project was to test the reliability of a new tool that promised real-time product compliance analysis, without the need to take samples and analyze them in the laboratory. This would save time in manufacturing, increase productivity, and reduce operating costs.
After several tests, adjustments, and a successful proof of concept, the project validated the reliability of in line and online analysis by comparing digital images with the reference data from the final product. The new method maintains the reliability of the results and has the potential to reduce production time for one of our products by about 12%.
In addition, the technology makes the process more sustainable, reducing energy consumption, and increasing safety, since there is no longer a need for an operator to extract the material manually, or perform laboratory tests.
Indovinya uses several tools to foster innovation, one of which is the Inova Talent Program, created by the Euvaldo Lodi Institute (IEL) in 2013 in partnership with the National Council for Scientific and Technological Development (CNPq) to bring together companies in research, development, and innovation, with recent graduates of the academy.
This young talent gets a professional opportunity, with scholarships in innovation lasting up to two years funded by the program.
Since 2016, Indovinya has received more than 40 scholarship holders in different areas and has hired around 67% of the participants.
Digital transformation goes beyond aggregating technologies and is a new mindset incorporated into the company’s way of being. And that is what has been happening at Indovinya. The company has taken giant steps in value generation, and one of the reasons is that it is always willing to learn something new and understand the diverse.
The great facilitator of this open environment through which digital transformation flows is innovation.
Over the years, the Innovation area has, with other sectors of the company, added an extensive portfolio of digital transformation applied to the company’s processes and procedures.
We believe that when we have the right people, working with purpose and on projects with consistent and relevant deliveries, we generate sustainability and innovation not only for our company but for society.
After all, innovation that is not sustainable cannot be innovation. This approach is the foundation of all Indovinya’s actions, whether in environmental, social, or governance spheres.
Dedicated to project and portfolio management. It also provides processes, tools, committees, and indicators to support good RD project management practices. Its mission is to enable the company to successfully launch new products, technologies, and solutions through a robust model of project governance and tools to support strategic decision-making in portfolio management.
Responsible for Innovation Management and Open Innovation. Its mission is to enable innovation in Indovinya through a robust management and culture system, enabling the integration of internal areas and the external ecosystem.
It catalyzes initiatives through technological intelligence and organizes resources to ensure innovation and the relevance of the company in the short-, medium- and long-term.
A lot has happened so far! We launched the Social Innovation and Entrepreneurship Challenge, moved forward in intellectual property protection strategy, and created an internal award to recognize the company’s innovation talent.
Completing the package of new innovation processes, we implemented Technology Readiness Level (TRL), raising the profile of the portfolio for leadership from the point of view of a technology development stage, and improving communication with external partners and fostering agencies.
In 2021 we started activities under the Advanced Research Platforms, a large, bold strategic plan focused on creating – new business models and entering new markets.
We stepped up our interaction with an important player in the innovation ecosystem, broadening our horizons with startups, participating in several matchmaking sessions in Brazil and abroad (Sweden, Finland, and France).
We also strengthened our partnership with the Euvaldo Lodi Institute (IEL), expanded the Inova Talents program, a partnership between the IEL, National Council for Scientific and Technological Development (CNPq), and Institute of Technological Research (IPT), placing graduates, masters and PhDs into the most radical innovation projects that required specific external expertise complementary to our team.
It has been a year full of interaction with the innovation ecosystem, reinforcing our commitment to leveraging the use of Open Innovation in our internal challenges.
Further progress was achieved this year with an emphasis on the adoption of a Technological and Competitive Intelligence strategy. We started to produce reports with a high technical value for the different businesses we operate in, mapping trends, identify moves by other companies, and mapping opportunities for focused performance.
We also launched the first open innovation challenge, motivated by the COVID-19 pandemic, in partnership with four other companies in the search for solutions for the resumption and maintenance of safer in-person activities.
Another key action was the implementation of a new knowledge development process, developed in partnership with the University of Sao Paulo (USP), to generate more radical innovation, resulting in sustainable products with greater added value for society.
This year was marked by strong evolution in the innovation and governance processes, including the creation of committees to evaluate the evolution of our innovation portfolio. We implemented improvements in intellectual property protection, created Innovation Day, focusing on promoting a culture of innovation among the leaders, and started to structure the interface with startups, through the lessons learned from the Brazilian Industrial Development Agency (ABDI).
We focused on three initial fronts: fostering innovation, managing partnerships for open innovation, and effective participation in the National Association for Research and Development of Innovative Companies (ANPEI).” The goal was to step up the company’s culture of innovation, take opportunities to foster innovation, and support researchers in structuring projects with partners, such as universities and institutes of science and technology.
The trailers that transport Indovinya products are sanitized for each shipment. This decontamination process is usually carried out manually, takes six hours, and uses a lot of water.
In an innovation project in partnership with startup Aurratech, Indovinya implemented a new mechanized sanitization model that reduced the process to just 30 minutes and three liters of water per vehicle.
The new model also doubled the validity period of the service and resulted in significant gains in cost reduction, improved sustainability, safety at work, and availability of the fleet.
Indovinya believes in innovation as a tool to transform society. It invests in Open Innovation to develop projects that strengthen the community and minimize social adversities. In 2022, it launched the first edition of the Social Innovation and Entrepreneurship Challenge.
The Challenge, in partnership with the external innovation ecosystem (startups, companies, associations, or universities), aims to evaluate and implement solutions in the communities surrounding Indovinya, focusing on one of the four causes the company supports: the combating of hunger; entrepreneurship; the generation of jobs and income, or education.
In 2022, the winning solution was proposed by Toca, a company that specializes in the development of social and environmental programs and projects in the Northeast of Brazil.
The chemical industry complies with a series of protocols to result in excellence and safety. Every minute is important in all the processes, for example in product conformity analysis.
The challenge in this project was to test the reliability of a new tool that promised real-time product compliance analysis, without the need to take samples and analyze them in the laboratory. This would save time in manufacturing, increase productivity, and reduce operating costs.
After several tests, adjustments, and a successful proof of concept, the project validated the reliability of in line and online analysis by comparing digital images with the reference data from the final product. The new method maintains the reliability of the results and has the potential to reduce production time for one of our products by about 12%.
In addition, the technology makes the process more sustainable, reducing energy consumption, and increasing safety, since there is no longer a need for an operator to extract the material manually, or perform laboratory tests.
Indovinya uses several tools to foster innovation, one of which is the Inova Talent Program, created by the Euvaldo Lodi Institute (IEL) in 2013 in partnership with the National Council for Scientific and Technological Development (CNPq) to bring together companies in research, development, and innovation, with recent graduates of the academy.
This young talent gets a professional opportunity, with scholarships in innovation lasting up to two years funded by the program.
Since 2016, Indovinya has received more than 40 scholarship holders in different areas and has hired around 67% of the participants.
Digital transformation goes beyond aggregating technologies and is a new mindset incorporated into the company’s way of being. And that is what has been happening at Indovinya. The company has taken giant steps in value generation, and one of the reasons is that it is always willing to learn something new and understand the diverse.
The great facilitator of this open environment through which digital transformation flows is innovation.
Over the years, the Innovation area has, with other sectors of the company, added an extensive portfolio of digital transformation applied to the company’s processes and procedures.
We believe that when we have the right people, working with purpose and on projects with consistent and relevant deliveries, we generate sustainability and innovation not only for our company but for society.
After all, innovation that is not sustainable cannot be innovation. This approach is the foundation of all Indovinya’s actions, whether in environmental, social, or governance spheres.
Dedicated to project and portfolio management. It also provides processes, tools, committees, and indicators to support good RD project management practices. Its mission is to enable the company to successfully launch new products, technologies, and solutions through a robust model of project governance and tools to support strategic decision-making in portfolio management.
Responsible for Innovation Management and Open Innovation. Its mission is to enable innovation in Indovinya through a robust management and culture system, enabling the integration of internal areas and the external ecosystem.
It catalyzes initiatives through technological intelligence and organizes resources to ensure innovation and the relevance of the company in the short-, medium- and long-term.
A lot has happened so far! We launched the Social Innovation and Entrepreneurship Challenge, moved forward in intellectual property protection strategy, and created an internal award to recognize the company’s innovation talent.
Completing the package of new innovation processes, we implemented Technology Readiness Level (TRL), raising the profile of the portfolio for leadership from the point of view of a technology development stage, and improving communication with external partners and fostering agencies.
In 2021 we started activities under the Advanced Research Platforms, a large, bold strategic plan focused on creating – new business models and entering new markets.
We stepped up our interaction with an important player in the innovation ecosystem, broadening our horizons with startups, participating in several matchmaking sessions in Brazil and abroad (Sweden, Finland, and France).
We also strengthened our partnership with the Euvaldo Lodi Institute (IEL), expanded the Inova Talents program, a partnership between the IEL, National Council for Scientific and Technological Development (CNPq), and Institute of Technological Research (IPT), placing graduates, masters and PhDs into the most radical innovation projects that required specific external expertise complementary to our team.
It has been a year full of interaction with the innovation ecosystem, reinforcing our commitment to leveraging the use of Open Innovation in our internal challenges.
Further progress was achieved this year with an emphasis on the adoption of a Technological and Competitive Intelligence strategy. We started to produce reports with a high technical value for the different businesses we operate in, mapping trends, identify moves by other companies, and mapping opportunities for focused performance.
We also launched the first open innovation challenge, motivated by the COVID-19 pandemic, in partnership with four other companies in the search for solutions for the resumption and maintenance of safer in-person activities.
Another key action was the implementation of a new knowledge development process, developed in partnership with the University of Sao Paulo (USP), to generate more radical innovation, resulting in sustainable products with greater added value for society.
This year was marked by strong evolution in the innovation and governance processes, including the creation of committees to evaluate the evolution of our innovation portfolio. We implemented improvements in intellectual property protection, created Innovation Day, focusing on promoting a culture of innovation among the leaders, and started to structure the interface with startups, through the lessons learned from the Brazilian Industrial Development Agency (ABDI).
We focused on three initial fronts: fostering innovation, managing partnerships for open innovation, and effective participation in the National Association for Research and Development of Innovative Companies (ANPEI).” The goal was to step up the company’s culture of innovation, take opportunities to foster innovation, and support researchers in structuring projects with partners, such as universities and institutes of science and technology.