Infineum products’ composition and production have impacts upstream with raw materials and suppliers, and downstream with customers and end-users through their performance and efficiency. We are committed to integrating sustainability into every part of our value chain, from the extraction of raw materials to how our products are treated at end-of-life. We work closely with suppliers, customers, and OEMs to improve the total impact profile from minimising destructive and efficiency reducing engine processes, such as oxidation, wear, and friction, and maximising beneficial properties such as cold flow properties, lubricity, cleanliness, and especially fuel economy. Central to our work on new product development is life cycle thinking, a holistic approach that will enable our technologists and product formulators to systematically work through a product’s impact from raw materials through to disposal or re-refining, covering technical and non-technical sustainability criteria, risks and opportunities. We have a target to integrate sustainability criteria into 100% of our product development by 2025 or earlier.


Action on life cycle thinking and product development includes:

  • Using Life Cycle thinking to guide product development: In 2020, we completed cradle-to-gate Life Cycle Assessments (LCAs) of our entire product portfolio, giving us new insights into the impacts of our current output and how we can improve performance in the future. The LCAs show the majority of our products’ footprint comes from the production of raw materials. We are investigating these processes further to better understand their impacts and how they can be mitigated, and now plan to extend our analysis to take into account the downstream impact of our products in use and disposal. This holistic approach will enable us to ensure that life cycle sustainability of new products can be designed in from the start. In 2021 we will enhance our product development process to further embed sustainability criteria. This will shape our decision making and strengthen the link of our innovation activities to our customer and market needs.
  • Accelerating idea to product. To improve the pace and effectiveness of our innovation processes we are developing faster and lower cost methods to demonstrate product performance, including investment in new digital tools and collaborating with external technology providers to match existing technology to new market applications.
  • Tracking KPIs to drive innovation. Between 2014 and 2019 in our largest business unit, Infineum increased its R&D spend on new capabilities by more than 50% and increased external collaborations in R&D by more than 300%. Our measurement of our 'Innovation Culture' within Lubes Marketing and Technology in 2018, using a net-promoter score (NPS) methodology, yielded an NPS* of 46, indicating we are ahead of external benchmark (32).

*Net Promoter score assesses to what extent a respondent would recommend a certain company, product or service to his/her friends, relatives or colleagues. This can be answered on a scale, ranging from 0 (not at all likely) to 10 (extremely likely). Three categories of people are distinguished: Promoters = respondents giving a 9 or 10 score Passives = respondents giving a 7 or 8 score Detractors = respondents giving a 0 to 6 score The NPS is calculated as: %Promoters - % Detractors

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