Collaboration as the key to success

Sika uses megatrends to achieve above-average growth. How does the company manage to consistently identify new trends and customer needs early on and respond with innovative products? 

It is a combination of our leadership position on technology, our ability to innovate, and our deep understanding of our customers’ needs. By observing megatrends closely, we can identify developments at an early stage and align our innovation strategy accordingly. Another strategic approach is our decentralized organization. Our teams are located in close proximity to their customers, which enables them to pick up on local developments. 

Thanks to collaborations with partners, research institutions, and start-ups, Sika gains access to additional specialist knowledge as well as new ideas and technologies. We also have an impressive Research & Development (R&D) operation, whose teams are continuously working on new products and technologies at both a global and local level. Just like in any other area of the company, in R&D we attach considerable importance to sharing thoughts and ideas, as this gives rise to all sorts of synergies.

Innovation & Sustainability now form a combined pillar of Strategy 2028. Are we seeing a paradigm shift?   

I would not put it like that. Innovation and sustainability have always been closely linked for Sika. These two areas are now amalgamated even more consistently in our organization and in our processes. This is a logical development for us, as we have been committed to sustainable development for years and have set ourselves ambitious net zero targets. Solutions that are technologically advanced and sustainable really inspire our customers, and at the same time help both them and us achieve sustainability targets. As we see it, a proactive approach is crucial to make sure our products meet growing regulatory requirements.

Going forward, Sika will be validating all new developments based on Sustainability Portfolio Management (SPM). What does this mean for product development?  

The decision to validate all new developments based on SPM is of great importance for product development. Among other things, the systematic validation process involves segmentation and assessment based on twelve Sustainability Criteria and six Performance Criteria. This means that problems and challenges can be identified and mastered at an early stage, which in turn reduces the risk of expensive remedial work further down the line. What is more, the SPM concept optimizes our resource planning, as it ensures that funds are allocated to the projects that exhibit the greatest potential. 

And how does this benefit customers?  

For our customers the SPM validation process represents a key quality assurance measure. They can have confidence that our products are both high-performing and sustainable, and that the quality, effectiveness, and reliability of these products have been subject to a rigorous audit process. Furthermore, the SPM validation makes it easier for our customers to produce calculations in the areas of ESG and net zero, as it provides them with data and facts for evaluating their own sustainability.

How do customers measure the quality of Sika products nowadays? 

Performance criteria such as technical performance, longevity, simplicity of application, and flexible design options are more important than ever for our customers. In addition, the theme of sustainability has gained hugely in importance over the last few years. Customers expect products that are aligned with the more rigorous environmental requirements of the modern world. Specifically, they attach importance to environmental aspects, certifications, and adherence to their own net zero targets. At the same time, greater sustainability should never mean less in terms of performance. 

What is Sika currently focusing on in Research & Development?

We want to extend our range of product technologies with proven sustainability performance on a step-by-step basis. Every new solution has to be optimized in terms of performance and sustainability. Formulations using alternative, resource-saving raw materials will be of increasing importance. We are also committed to our "Use less, Use better, Enable" principle, which means our solutions will also stand out thanks to their optimized resource consumption and will result in less waste. 

We are increasingly applying life cycle analysis to ensure that our products are sustainable not just when they are produced, but throughout their entire lifespans. Over the medium term, we intend to contribute to a breakthrough for the circular economy – using circular concepts such as our reCO2ver® concrete recycling.

Each year, Sika brings around 1,000 new products and solutions onto the market. How can you maintain an overview as Chief Innovation & Sustainability Officer?  

For me it is our people, our teams that matter most here.  

Ceaseless communication and collaboration between the teams across national and functional boundaries is key to success. The use of technologies such as artificial intelligence (AI) for trend analyses likewise helps us to maintain an overview of the dynamic innovation pipeline. What is more, we have an integrated data management system that accompanies the digitalization of all processes in R&D. With a clear strategic orientation, the focus can be placed on key projects. 

What is of special importance to you as Chief Innovation & Sustainability Officer, and what kind of timelines have you set for achieving these?  

There is no doubt in my mind that each and every one of us has a role to play in decarbonization, and also that the time is now. The path to net zero emissions is key – for the climate and for generations to come. This is why I am fully committed to ensuring that Sika continues on its path to net zero, and fulfills the sustainability targets set forth in Strategy 2028. Aside from this, my focus is on using innovative solutions to not only enhance short-term profits, but also reduce environmental impact and create social value over the long term. To accelerate R&D processes and turn innovative ideas into a reality more rapidly, we will be increasingly focusing on digital technologies, artificial intelligence, and swarm intelligence. With the “nuage” project – the global digital Sika lab – we are on the road to digitalizing all R&D processes.  

The MBCC integration process is well underway. With its intention to become a joint champion of sustainability and innovation in the industry, Sika has set itself an ambitious target. How can this be achieved? 

Successfully integrating the employees in R&D requires the simultaneous pursuit of three key objectives. First, the teams need to be brought together through an open culture of communication and an inclusive working environment. Second, we want to optimally use the individual strengths and specialist knowledge of the acquired employees. 

The skillful combination of expertise produces a synergy effect that boosts the extended team’s capacity to innovate.

And third, we are focusing on the amalgamation of expertise and the corresponding portfolios. Overall, successful integration means creating synergies, allowing individual potential to flourish, and establishing a shared, future-focused orientation. Not only will this create a powerful R&D operation, it will also make a significant contribution to the long-term success of the company. 

Has the MBCC integration process already chalked up some success stories in the innovation sphere?  

Yes, there are many examples of this. In workshops and planning meetings, teams are already working on new, shared solutions – such as in the area of alternative raw materials. Last summer, experts from both Sika and the former MBCC teams presented various solutions in Lyon. This involved 50 people participating from the new Sika R&D sites at Trostberg and Augsburg (Germany) as well as Dubai (United Arab Emirates). The teams presented their innovations with a strong focus on sustainable technologies and products, as well as CO₂ reductions.