Frankfurt – November 10, 2026 -- Haltermann Carless, a specialty chemicals producer with roots dating to 1859, is restructuring its organization by separating individual business areas and cutting complexity. The aim is to withstand high energy costs, growing regulatory requirements and global competition, according to CEO Peter Friesenhahn.
Haltermann Carless separates business units and clarifies responsibilities
The restructuring combines the separation of individual business areas, a reduction in complexity and a clearer allocation of responsibilities. Resources are to go only where long-term growth is possible and where the company's own competencies create concrete value.
Friesenhahn argues that companies waiting for better framework conditions have already lost. He defines transformation as clear focus, fast decisions and a consistent orientation toward performance and customer value. He singles out the long-term backing of owner International Chemical Investors Group (ICIG) as a prerequisite.
Plants process fossil and renewable feedstocks alike
Haltermann Carless can use different raw-material pathways, so its production processes handle both fossil and renewable feedstocks. According to Friesenhahn, the plants are indifferent to the feedstock type. This allows the company to support customers who follow different technology pathways.
The company develops specialty products for technically demanding markets, from motorsport to aerospace, building on hydrocarbon chemistry expertise and close customer relationships.
CEO ties investment to speed of commercial conversion
Friesenhahn says Haltermann Carless invests where its capabilities make a difference and customers need new solutions. In his view, competitiveness will depend on how quickly new raw materials, processes and technologies become viable businesses. Innovation alone is not enough: new solutions must prove themselves in industrial operations, meet specific customer needs and remain profitable over the long term.