Vision of Chemicals

Chemical companies are a major lifeblood of society. Business operations in this sector have been undergoing major changes for many years, and these will continue and become even more radical in the coming decades.

The changes that companies struggle with every day raise questions. Is it going far enough? Is everyone on board? Can we survive and cope with all the changes? Have we overlooked anything?

What’s more, in order to remain relevant and viable, we must prepare for these changes and implement them in the foreseeable future. With increasing pressure on margins, the chemical sector faces an unprecedented challenge.

SDGs and and the chemical sector 

In line with the Sustainable Development Goals of the United Nations, Been Management Consulting is committed to helping the chemical sector accelerate these changes. Our mission is to help businesses remain relevant and viable and to make a positive contribution to the quality of life of everyone in society. We turn that small dot on the horizon into reality and help translate this successfully into new solutions and working methods in daily practice.

  1. The chemical sector must go all out to achieve the energy transition faster (SDG 7 and 13)

  • The sector must contribute to reducing CO2 emissions according to the agreements made during the climate summit in Paris. Emissions must fall by 80 to 95 per cent compared to 1995 levels
  • Innovation in renewable energy and cooperation with other chemical companies and the energy sector are indispensable. After all, expertise and knowledge of the best solutions are a growing source of inspiration
  • The innovation required is expensive and almost certainly cannot be achieved within the set time frame without government measures
  1. Growing opportunities created by digitisation must be used to stay ahead of the game (SDG 9)

  • Businesses are faced with the challenge of achieving ‘industry 4.0’ in order to maintain their competitive position. Some 5 per cent of annual turnover will be earmarked in the coming five years for digitising the most important processes
  • Digital solutions demand a rethink of existing processes, management systems and structures. Robotisation and computerisation will radically change business operations and jobs
  • The product portfolio will be improved by adding new digital functionalities and data-based services
  • The speed with which the change must be achieved places demands on the knowledge and expertise of businesses and their people, as well as their ability to adapt 
  1. Growing social pressure for corporate social responsibility and minimising the negative impact on society (SDG 3 and 12)

  • Around the world, more and more pressure is being put on chemical companies to make significant improvements to their impact on the environment and to take ownership of a healthier future
  • Outside pressure translates into more regulations, and this increases the pressure on margins, faster innovation, and organisational transformation
  • Chemical companies must develop a responsible approach towards both input and output (also further along in the product life cycles) and their activities 
  1. Fluctuating and changing needs demand predictability and the flexibility to respond to this (SDG 8 and 9)

  • Macro-economic developments and globalisation make products vulnerable to unpredictable demand
  • Product innovations in the chemical sector follow one another in ever faster succession, resulting in greater operational complexity. Flexible upscaling and downscaling of volume is not easy in view of the technological nature of the production process
  • Flexible upscaling and downscaling of personnel is made more difficult by the often knowledge-intensive demands placed on the production process
  • In order to operate more cost-efficiently, the mindset must change from production-driven to demand-driven
  • Guaranteeing safety remains an important value at all times. The way in which you adapt your measures fast and effectively to changing circumstances must be top of mind 
  1. Crises (such as the coronavirus crisis) force chemical companies to make changes, but also offer opportunities to adapt to the new normal (SDG 3, 8 and 9)

  • Government restrictions and a collapse in demand lead to standstills in factories, while demand increases for other raw materials
  • Operational work must be organised differently, and faster, while still maintaining safety, production quality and security of supply
  • The impact of a crisis is often felt for many years in this sector. Both short-term and long-term visions are needed, translated into concrete solutions and working practices
  • Every crisis increases the pressure on employees to perform even better in uncertain circumstances. Maintaining a good team spirit as well as safeguarding output is a balance that needs to be found to ensure the business is future-proof 
  1. The sector has to contend with an ageing population, labour shortages and the changing need for knowledge, skills and leadership (SDG 8)

  • Attracting and retaining people with the right attitude and skills is becoming more complex, with businesses competing with each other for good workers
  • People with specific knowledge and experience leave before they have reached retirement age. Competent successors are not always ready in time to take the reins
  • Managers play an important role in the performance, development, and retention of employees. This demands, besides knowledge of the subject, good interpersonal skills and a feel for the higher objective

Chemistry with head and heart

The changes facing the sector demand a clear direction and a firm focus on the road ahead. To achieve success, the transformations of both the hard elements (systems, processes, IT, and operations) and the soft skills (knowledge and behaviour, leadership) of change objectives must go hand in hand with a clear, long-term approach.

At Been Management Consulting we specialise in guiding these change processes. We help you translate your strategic objectives into a concrete, feasible plan. In implementing that plan, we supervise and monitor both the hard and soft elements of the transformation, making adjustments where necessary. That’s how we help you achieve the transformation faster while remaining financially strong. We call this changing with head and heart.



How Been Management Consulting helps

Been Management Consulting works with clients to help them sustainably implement their change processes. We support leaders in implementing change processes in effective organisations, processes, skills, and behaviour. We do this in three areas: Performance Excellence, Organisation & Knowledge development, and Supply Chain Excellence.

Performance Excellence

The aim is to be ready for the future. Aiming for efficiency and quality demands standardised indicators, but above all people who can perform their roles in measuring, monitoring, improving, and learning in a coordinated way. In short, they must master the PDCA cycle.

How we can help you:

  • Raising the efficiency and effectiveness of operations, processes, attitude, and behaviour to improve business performance.
  • Continual improvement and maximum embedding of ownership among employees by integrating insights gained from an improvement strategy in the daily routine. This includes identifying recurring inefficiencies, an in-depth analysis of cause and effect, and reducing waste to a minimum

Organisation & knowledge development: people power

The challenge for the chemical sector is to secure its knowledge and experience. Many employees are reaching retirement age and it is difficult to attract and retain young talent. This demands an innovative approach and working method. Examples are managing the transfer of knowledge, creating challenging prospects and adapting to the expectations of individuals and stakeholders. These aspects need a proactive approach.

How we can help:

  • Team development and team coaching: increasing quality and cooperation and reducing the risk of losing talent too fast
  • Cultural issues and guiding transformation from undesirable to desirable conduct: leaving behind old, restricting behaviour and incorporating desirable behaviour in deeds and thoughts, based on core values and goals of teams and the organisation
  • Planning the follow-up to critical, unique, and specialist roles
  • Capacity planning, including contractor management
  • Competence assessment and development: bringing balance between technical aspects, management aspects and leadership aspects

Supply Chain Excellence

Just as in other sectors, coordinating supply and demand is a major daily challenge. Product supply, a company’s own production and delivery of goods are constantly changing in response to macro- and micro-economic developments, seasons, trends, and suchlike.  Making these changes more predictable and the ability to respond to them in an agile and proactive way is an important factor for successful and sustainable business operations.

How we can help:

  • Making logistic processes more efficient, such as by integrated planning (S&OP) and more effective cooperation with clients and other partners in the chain
  • Securing cooperation by making the use of data and systems transparent and synchronised

Our background

Been Management Consulting stands for sustainable change. We know the sector well and quickly familiarise ourselves with these highly dynamic businesses in the chemical sector. Below are some of our consultants’ past and present clients.

The Chemours CompanyLOGO

Overview of cases

Below are some examples of our cases. Filter them by sector and type of service.

Ralph Lodder - Been Management Consulting

Curious to find out what we can do for you?

Please use the contact form below. Or call Ralph Lodder on +31 (0)6 24 95 48 29 or send an email to

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