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PROFILE
BACKGROUND
PETROFLEX
1950s
In 1951, Brazil began the import of natural rubber from the Far East,
because of the growth of domestic demand for rubber, which was higher
than domestic production.
In June of 1958, Petrobras was in charge of the building of the rubber
plant (Fabor) in Brazil.
1960s
In March 1962, the Presidente Vargas Petrochemicals Complex (FABOR) came on-stream, a Petrobras operating unit with an annual production capacity of 40,000 tons of SBR rubber in emulsion. This rubber plant started up operations initially using imported raw materials.
In 1967, butadiene production began at a FABOR plant with an annual production with capacity of 33,000 tons.
When PETROQUISA was incorporated as a Petrobras subsidiary in 1968, the Presidente Vargas Petrochemicals Complex (FABOR) became an operating unit of this new petrochemicals company.
1970s
In 1977, the creation of Petroflex Indústria e Comércio
S.A., as a subsidiary of Petroquisa, was approved, and its objective would
be the production and trade of elastomeres and various chemical products,
their import and any other correlated activity. Fabor premises were transferred
to Petroflex.
In 1977, the estirene manufacturer unit started operating, with the capacity
for 60 thousand tons a year, and technology from Cdf Chimie.
1980s
In 1984, Petroflex installed an ethylbenzene manufacturer unit in Triunfo
petrochemical Complex (RS), with a production capacity of 140 thousand
tons a year.
In 1985, beside the ethylbenzene unit, in Triunfo, a plant of SBR rubber
in emulsion started operating, with the capacity for 40 thousand tons
a year, enlarged, later, to 60 thousand tons a year.
Also in 1985, the hydroxilled polybutadiene (PBLH) manufacturer unit started
operating in Duque de Caxias plant, with the capacity for 1,000 tons a
year.
In 1986, for economic reasons, butadiene production was discontinued.
1990s
In 1992, Petroflex was acquired by a private group
of the petrochemical sector (Suzano/Copene/Unipar), by institutional investors
(mainly pension funds), by employees and public.
In 1993, Petroflex became Coperbo's majority stockholder, first step of
a gradual process of operating and administrative integration between
the two companies.
Integration happened in 1996, when a domestic manufacturer, with international
potential, was generated, with three plants well located, in better conditions
to keep technologically updated.
1997s - Aranos, now called Petroflex Trading, is founded to assume responsability for the operation of most of the Company’s exports.
21st Century
2001s
Adoption of new client attendance strategy with the segmentation of business and joint operations in the sales, research and development, logistical and technical assistance areas in order to identify client needs. At the end of 2001, Petroflex produced more than 70 kinds of elastomers.
2003s
Approval given for the Strategic Plan 2003-2007 and the start of the Company’s international process, with the inauguration of a sales office in Europe(Rotterdam – the Netherlands).
2004s
Opening of sales offices in Hong Kong (China) to attend clients in Asia, the Middle East and Oceania, and in São Paulo for clients in Southern Cone. Final preparations made for the Wilmington unit (Delaware – United States) to start operations at the beginning of 2005. The capacity of the Cabo de Santo Agostinho plant is increased from 90,000 tons to 125,000 tons a year.
2005s
Start of operations by subsidiary in Delaware (United States). Integrated management system replaced by SAP platform.
2006s
Awarded ISO 22000 Certification for its Food Security Management Systems, acknowledging the importance of its quality processes.
The first petrochemicals company in Latin America to be listed on the Chicago Climate Exchange (CCX) for trading in carbon credits, demonstrating its alignment with sustainable development and reflecting its voluntary commitment to cut its carbon dioxide emissions by 6% through to 2010.
In 2006, the Company worked with a portfolio of seventy products. During the year, projects were completed that expanded the annual production capacity for high performance and specialty goods, up from 110,000 to 140,000 tons and boosting the total annual capacity from 410,000 to 442,000 tons.
2007s
On December 13, 2007, an Agreement of Intent for Purchase and Sale was signed with Lanxess by Petroflex controllers Braskem and Unipar.
2008s
On April 1, 2008, the control of Petroflex was transferred to Lanxess Participações Ltda through 17,102,002 common shares (72.38%) and 7,416,602 A Class preferred shares (64.16%), totaling 24,518,604 shares (69.68% of the equity capital).
COPERBO
1950s
In the end of 1959, Pernambuco State set up Companhia Pernambucana de
Borracha Sintética.
1960s
In 1965 Coperbo plant was inaugurated, with the capacity to produce 27.500
tons of polybutadiene a year, from 100 million liters of alcohol per year.
BNDES, backer and guarantor of foreign loans, became a stockholder and
Petroquisa, a subsidiary of Petrobras, took over the control of the company,
due to a financial resources provision, consolidating the State control
of Coperbo.
1970s
In 1971 the use of alcohol as raw material was abandoned, so Coperbo started
the import of petrochemical butadiene.
In 1976 Coperbo improved production capacity to 76.000 tons a year, producing,
besides polybutadiene, several kinds of elastomeres SSBR like (SBR in
solution).
In 1978, Copene started operating and supplying Coperbo.
1980s
The first National Privatization Program listed Coperbo among the State
companies to have their control disposed. Norquisa and Banco Econômico
took over the control of the company in 1982. Federal Government (through
Petroquisa) and State Government kept minority interest.
In 1983, the thermoplastic unit (TR) started operating, built with its
own technology, with the capacity for 2.000 tons a year.
In 1988 Coperbo opened the units of acetaldehyde and ethene from alcohol.
1990s
Coperbo concentrated again on the elastomeres business, expanding production
capacity of polybutadiene/SSBR and thermoplastic rubber.
Later, in 1996, Petroflex incorporated the company.
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