What is the role of Process Intensification in a front runner company like Bayer Technology Services? In this interview for Europic, Dr. H. Mothes, Chairman of the Strategic Advisory Board and Member of the Managment Committee of Bayer Technology Services, provides a valuable insight in the position of PI in Bayer’s R&D efforts.

MT. How large is the total R&D effort (financial and human resources) in your company?

HM: Bayer’s R&D efforts are more than 2 billion €/a currently. Since a majority is assigned to the development of new drugs and agro substances, it is difficult to estimate the amount dedicated towards process and product development.  Nevertheless a significant amount is applied to process and plant improvements. Process intensification could affect a relevant portion of these efforts.

MT. What part of the R&D effort is devoted to processes in comparison to products?

HM: Currently the majority of the PI activities is related towards process improvements.

MT. Can you give your personal definition of Process Intensification?

HM. Process Intensification aims at a dramatic, really disruptive improvement of the efficiency of processes and plants in the chemical and biotechnological industries leading to best-in-class, highly competitive processes and truly novel products. Interdisciplinary efforts form the core of process intensification pursuing a holistic approach to the horizontal value chain or the vertical chain from nano- and meso- to macro-scales.

MT. How large R&D effort in your company (financial and human resources) is devoted to Process Intensification? Could you say that PI represents an important element of your strategy?

HM. Process Intensification is an important element in BTS’ research and development strategy. In the past BTS has established various programs: The “Technology Initiative PI” (2005-2006) focused on Microtechnology, The “Smart Factory”-Program (2007-2009) shifted towards the structure of processes and plants applying PI. The current “F³-Project” will lead to demonstration of PI. BTS has assigned significant financial and human resources to these programs.

MT. Does your group perform a permanent scientific technology scouting in the field of PI?

HM: Process Intensification is covered by BTS following an Open Innovation approach. Open Innovation per se requires an intensive scouting for technological solutions and partners as well. The joint Research Center “INVITE” of BTS and the University of Dortmund is - as the name already indicates – is an invitation to potential partners. In other words scouting is the begin, collaboration the ultimate goal.

MT. Could you precise what is exactly expected from Process Intensification in the R&D strategy of your company? What are the major expected outcomes?

HM: Our innovation strategy with PI as an essential element has to strengthen Bayer’s competitive position. We need the most advanced production technologies for the future. For example, personalized medicine will require a flexible, modular production. Manufacturing of specialties needs low upfront investment with adaptable capacities. Bulk commodity polymers will only be efficiently produced, when standardized, process-intensified and modular concepts are available. PI has to deliver to these goals!

MT. Do you have any example of successful implementation of PI technologies or methodologies in your company? Which types of implementations?

HM: At the moment there are various small applications of PI in our “conventional” process under implementation. Others are currently successful demonstrated. The true benefit will only be realized when complete processes and plants will be converted to the new production paradigm. This, however, is an on-going effort requiring broad alliances between industry leaders and academia.

MT. Could you specify the nature of the benefits obtained?

HM: Process intensification has been used within Bayer up-to-now mainly in the area of process improvement – higher productivity in biologicals, more yield for agro- and drug ingredients, but also for the continuous production of nanomaterials..

MT: Could you say that PI plays yet a significant or satisfying role in the current development of your company?

HM: Process intensification has played a good role for process optimization and product quality improvement. The general objective of PI to reach a “new” quality of processes is still not accomplished.

MT. To your opinion, what are the major barriers to PI implementation in your company considering the whole aspects (technological, economical, educational, psychological, etc)?

HM: Process intensification encounters barriers caused by the traditional approach “batch  and stirred chemistry” and “large scale engineering” that has been very successful in the past, but will not sufficient to succeed in challenging environment of the future.

MT. What kind of actions do you plan in order to facilitate within the next 3-years the PI development in your company?

HM: BTS has established an internal structure strengthening PI. Ehrfeld BTS GmbH, INVITE GmbH and an organisational unit of BTS are providing hardware, services and consulting as part of an integrated approach in Bayer and for external customers as well. This will be organized as a self-sufficient, entrepreneurial unit exclusively dedicated towards PI and the new production paradigm: modular, standardized, process-intensified and continuous..

MT. What should be now added or improved in EUROPIC’s approach?

HM: EUROPIC already serves as a communication platform for companies interested in PI. EUROPIC could support PI even more by providing guidance with respect to new PI technologies and by supporting selected demonstration cases for PI. Training and education could also lead towards a better understanding of process integration.