GREVEN23-gesamt--EN--web

PETER GREVEN
100 YEARS OF
COMPANY HISTORY
1923-2023

PETER GREVEN
100 YEARS OF COMPANY HISTORY
1923-2023

2

3

For reasons of better readability, the masculine form is mainly used for personal designations and
personal nouns in this book. Corresponding terms generally apply to all genders in terms of equal
treatment. The shortened form of language is for editorial reasons only and does not include any
rating.
Introduction Imprint:
© 2023 Peter Greven GmbH & Co.KG
Peter-Greven-Str. 20-30
D-53902 Bad Münstereifel
Production: Westkreuz-Verlag GmbH
12309 Berlin
This work is protected by copyright. Any use outside the limits of the copyright law is illegal and
punishable by law without permission from Peter Greven GmbH & Co.KG. This applies in particular
to reproductions, translations, microfilming and storage and processing in electronic systems.
Translation from German to English by Sue Manderfeld – „English Rose, English with a smile!“
and Kern AG, Bonn

CONTENTS
FOREWORD 7
THE 1920s FOUNDATION PHASE 11
THE 1930s START OF FATTY ACID PRODUCTION 21
THE 1940s TRANSITION FROM THE SOAP FACTORY TO OLEOCHEMICALS 29
EXCURSUS OILS AND FATS 30
THE 1950s START OF METALLIC SOAPS PRODUCTION 39
THE 1960s THE 2ND GENERATION TAKES OVER THE LEADERSHIP 53
EXCURSUS SOAPS AND METALLIC SOAPS PRODUCTION 58
THE 1970s EXTENDED CAPACITY 67
THE 1980s ARRIVAL OF AUTOMATION 77
EXCURSUS THE DEVELOPMENT OF PROFESSIONAL SKIN PROTECTION 78
THE 1990s NEW TECHNOLOGIES 89
EXCURSUS APPLICATION OF METALLIC SOAPS & ESTERS 92
THE 2000s INTERNATIONALISATION 105
THE 2010s COMPANY’S DEVELOPMENT INTO THE US 117
EXCURSUS CATASTROPHIC FIRE AT PETER GREVEN ASIA 122
EXCURSUS FOCUS ON ESTERS 128
THE 2020s OUTLOOK 131
EXCURSUS FLOOD DISASTER IN JULY 2021 132
EXCURSUS PETER GREVEN GROUP AS AN EMPLOYER 138
GLOSSARY 161

FOREWORD
The Peter Greven company was formed by my
grandfather 100 years ago, in 1923, as a ‘soap
and glycerine factory’. Many companies, even
those considered to be modern and innovative,
enjoy success only for a limited period of time
and often survive for only a few years. As with
many mid-sized, family-owned businesses –
which are especially important for growth and
job security in the overall economy, especially in
Germany – we have also managed to survive a
number of difficult periods and crises over the
last few decades.
Why is it that family-run companies often manage
to hold out (and stay independent) for longer
than large, listed corporations? As I see it, two
aspects are particularly relevant here.
Firstly, family-run businesses are almost always
oriented towards the long term. Management
rarely obsesses over quarterly results and even
annual figures are not considered critical as
long as medium- and long-term development is
proceeding smoothly towards company targets.
Many studies have shown that this is a reason
why family-run businesses are often more successful
in the long term. And it was certainly very
far-sighted of our management to decide to start
production of metallic soaps in the 1950s, thereby
opening up an entirely new business segment
for the company. Although our major source of
Peter Greven
income until that time, bar soap manufacturing
is now no longer relevant – with metallic soap
production being far and away our most important
segment worldwide.
Secondly, company management and company
ownership are normally one and the same thing
at family-run businesses. This avoids a number
of typical problems from the outset. Company
founders must always weigh up opportunities
7

and risks very carefully, since their entire capital
will be on the line in the event of a miscalculation.
During the 1950s and 1960s, our company
could certainly have experienced rapid growth
if we had decided to concentrate on only a
few major customers and industries. However,
this would have run counter to the principle of
spreading risk – which is why my father and my
uncle decided at the time to focus on a slower
rate of growth with fewer risks. In a large corporation,
where managers typically spend only
a few years in top-level positions, are not personally
liable and are largely shielded from risk,
a quite different decision would probably have
been made. In the past, this separation of entrepreneurial
risk and personal liability has led
to a number of cases of extraordinary business
misconduct.
On the other hand, family-run businesses also
have their disadvantages and unique sets of
problems. The biggest disadvantage is that conflicts
within the family can have a direct and
far-reaching impact on the business itself. Fortunately,
our family members and shareholders
have always been able to see eye to eye with
one another in the past, and able to agree on a
solution quickly and without rancour. Decisions
have almost always been unanimous on issues
put to the vote in the shareholders’ meetings I
have attended. Where conflicts have arisen, everyone
has focused on the well-being of the company
first and foremost, and been able to prioritise
finding an amicable solution over personal
interests. We have now formulated these kinds
of ideas in our official Family Charter, which codifies
the principles that guide the actions of our
shareholders and our entire family, with the aim
of ensuring the continuation of our business in
the future.
In this timeline, we have tried to record the most
important developments in the company from its
formation to the present day. In putting together
this information, we have noted major transformations
in technologies and production facilities,
markets and competition, customers and suppliers,
laws and general conditions, and much more
besides. Yet despite these changes, the underlying
principles of our corporate governance and
teamwork remain the same, even today.
We hope you enjoy reading about our company!
Peter Greven
8

Partners’ Meeting 2019

THE 1920s
THE FOUNDATION PHASE
Enthusiasm for the company, holding on to visions
and appreciation of employees are now,
as then, the pillars of the family business, which
enables us now to look back on 100 years of
company history.
Peter Greven must have also had this enthusiasm
and vision when, in 1923, at the age of 37 he
saw more than a ruin in the remains of a small
wood-shavings factory by the river Erft in Bad
Münstereifel-Iversheim. Here, ropes, wood shavings
and other products had been produced since
1883.
Also the ideal location at the river Erft as an important
source of raw materials led Peter Greven
to put forward his request to the mayor, to set up
a chemical plant, as, the area at the Erft included
the water rights - which were very important to
his plans - and the location provided space for
future expansion.
Iversheim had been an independent municipality
since 1816 however with municipal reorganisation
in 1969 it joined Münstereifel, which since
1967 was called Bad Münstereifel.
through self-study and as a guest student and
intern at the chemical-technical Institute of the
RWTH Aachen University. Here he studied, as
well as other things, organic chemistry and the
methods of lipolysis, glycerin extraction, hydrogenation
and distillation.
Peter Greven was born in Eschweiler near Aachen
in 1886. He completed his commercial apprenticeship
at the age of 17 with distinction. The
Dalli company in Stolberg near Aachen was his
employer for the next 20 years.
Peter Greven increased his knowledge of the science
of chemistry and its industrial applications
Company founder Peter Greven
In his role in operational management at Dalli
in Stolberg he could be a part of the company
transition, from a craft business to an industrial
company. For this reason, he was well prepared
for starting his own business.
11

Letter from the company Mäurer & Wirtz from 1913
12

The first hand-drawn map of the factory from 1923
13

14
The foundation
application from
1923

THE 1920s
On the 30th June 1923, the official day of foundation
of the family business, Peter Greven applied
for the establishment of a „soap and glycerin factory.“
On 23rd December 1924 concessions for its
construction were granted.
The family had purchased the land with the
buildings and other pieces of land. Cauldrons,
compactors and all the equipment that Greven
required for the production were transported by
hand winches and pulleys and erected by hand.
The cauldron was heated with anthracite coal
and was initially filled by means of a shovel.
Job offers were available, throughout the country,
experienced, „diligent and unmarried“ soap makers
and master soap makers were sought. These
professionals were also sought after abroad.
After several renovations and additions, soap
and glycerin production began.
It often smelt of Seef (Eifel dialect for „soap“)
now, in Iversheim. And the residents called out
Seefe – Pitter, to the chemist, businessman and
factory owner Peter Greven when he was riding
his bicycle. The front of which had a bicycle rack
with a crate attached where Peter Greven kept
his product samples for sale across the country.
Initially, a few employees produced curd soap,
household soap, soda and simple washing powder
from animal fat in Iversheim.
The fats were boiled with sodium hydroxide solution
to curd soap and glycerin was created as
Elisabeth and Peter Greven
a byproduct. The fully cooked soap mass was
pumped in to shallow tubs on a frame, which
could be cooled. After cooling, the plates were
taken as soap components out of the tubs. These
were about eighty centimetres square in size,
four inches thick and were cut into small pieces
with thin wires. The pieces were pressed into
shape in hand presses – this was mainly done
by women.
Also, Peter Greven’s wife Elisabeth, whom he
married on 14th May 1912 in Stolberg, worked in
the fine soap department or helped with the bicycle
for the soap deliveries. Until then, she had
worked as a teacher in the city.
Jakobus was born in 1913, the first of six children,
followed by Marie-Louise in 1914, Heinz in 1916,
Marianne in 1917, Günther in 1918 and Gisela in
1921.
Elisabeth Greven was known by her family to
have a very strong personality. Many years later
15

THE 1920s
one remembers a saying that makes her stance
clear: At that time the production was fraught
with strong odours. Often it was said that it
“stinks again!” But she replied that it would be
better if it would stink a little more. More odour
meant more production which was a sign for her
that the business was successful.
The product range was continuously extended
and was soon supplemented by toilet soap, special
soaps for various applications, washing powder
and detergent.
Greven didn’t sell the finished products directly
to end users, but to dealers and shops that were
supplied in the local area with the hand cart or
Family Greven
Above - from left to right: Peter Greven, Gisela, Günther
Below – from left to right: Marie-Louise, Heinz, Marianne, Elisabeth Greven,
Jakobus
Elisabeth
Greven
16

icycle. For transport further away, a horse and
cart was specially purchased.
Soon the excellent quality of the soap and detergent
became well known far beyond the Eifel
region, customers from Cologne, Aachen, and
Trier sent their orders. Multi-day delivery trips
sometimes heading to Leipzig or Dresden were
soon on the agenda.
The proximity to the mining area and the Ruhr
district turned out to be advantageous, as the
workers had an agreed entitlement to a bar of
soap per day, which Greven enjoyed delivering.
In order to be able to spend more time with his
family, Peter Greven built a house on the company
grounds, on which the office was also located.
He strengthened his interest in his homeland
through membership in various clubs and always
had very good relations with his neighbours.
On the company premises there was also a large
garden with a small pond. On an extensive fifty
acre site, Peter Greven invested in a fish pond.
The family kept chickens and had a greenhouse.
The purchased fatty acid which was essential
for the production, caused strong odours during
processing, therefore the understanding of the
population in the immediate vicinity was of major
importance.
The family home on the company grounds
Environmental protection and concern for the
welfare of employees and the neighbourhood,
were then and remain to the present day the
principles of the company.
In 1928 Peter Greven was personally invited by
the mayor to ensure that when waste water from
the „chemical plant“ returns to the Erft that it is
completely treated and harmless.
With increasing demand, production in the „soap
and glycerin factory“ grew continually, technical
development and increased mobility made possi-
17

THE 1920s
ble the development of a growing sales territory.
The world economic crisis also hit the Eifel at
the end of the 20s. It was increasingly difficult to
obtain sufficient raw materials of good quality at
good prices. Indeed, fatty acid as the main raw
material was still available in sufficient quantities,
but was more expensive.
To avert economic damage to the company, to
remain independent of market conditions and
to ensure the production site in Iversheim, Peter
Greven made the decisive and visionary decision
to build its own fat hydrolysis plant, in order, in
the future, to be able to produce the main raw
material for soaps, fatty acid itself.
18

THE 1930s
THE START OF FATTY ACID PRODUCTION
Putting this plant into operation in 1934 for the
extraction of fat hydrolysis and glycerin is still
regarded today as one of the milestones in the
company‘s history.
In Iversheim many oils and fats were processed
from both animal and vegetable origin: beef fat,
whale oil, palm oil, castor oil, soybean oil, peanut
oil, and others. The raw materials were tested
in the laboratory and analysed after arrival,
subjected to a cleaning process in the factory,
and a little later split under pressure and high
temperatures into fatty acid and glycerin.
The byproduct glycerin was refined and used for
industrial purposes or resold as a raw material.
Originating from fatty acid and after saponification
with sodium hydroxide solution, depending
on the additives and the type of further processing,
toilet soap, curd soap or industrial soap were
created. In toilet soaps various additives, including
colours and fragrances and the soap dough
were added. The final composition was the shaping
of the material by soap mills and extrusion
presses. The soaps shape and imprint varied according
to the type, purpose and requirements
of the recipient country – as did the packaging,
which completed the manufacturing process.
In addition to the above mentioned soaps, washing
powder, scouring powder, washing soda,
head washing powder and liquid soap were also
produced. Also here, the filling and packing of
cartons, cans or bottles made up a significant
share of the production work.
The growing demand for fatty acids for the production
could now be operated continuously and
the operation also achieved greater independence
from national and international commodity
markets.
Production and trade expanded and the raw fatty
acid and glycerin could not only be used by the
company but was now for sale.
With Germany‘s economic development after
overcoming the global economic crisis, the demand
for washing powders and soaps of all kinds
increased, and the need for soap grew continually,
especially in the mining regions.
In 1936, LIGA and LIGANA toilet soap bars were
Peter Greven’s first legally protected brand
names. The broad product range now also included
household and industrial soaps of all
kinds, soap powder, detergent and fatty acid,
glycerin, soda and chemical-technical products.
21

Application for a licence from 1927
22

23

Building planning is determined today, as in the past, by the river Erft, as an important source of water
24

THE 1930s
The company also benefited from scientific advances
in the field of chemistry for detergents
and the ever-increasing sales of glycerin.
Peter Greven continued to invest in his company
and paved the way for innovation. New steam
boilers could be purchased and the necessary
expansion of the soap works could be tackled.
Ensuring the water rights from the Erft running
through the plant was confirmed by the district
president by obtaining new water drainage and
sewage discharge rights on 23rd September
1939.
The first coal-fired steam boiler
The beginning of World War II on 1st September
1939 had initially no effect on the production and
business activities of Peter Greven in Iversheim.
Nevertheless, an air-raid shelter had to be built
on the premises, parallel to extensions and conversions
of production plants.
At the time, Peter Greven, now 53 years old, was
also concerned with the question of succession
in the company directorship, and this he wanted
to keep in the family.
The first-born son Jakobus held a degree in economics
was devoted to scientific work at the University
and achieved his doctorate in 1936. His
dissertation, „The dynamic monetary theory of
A view of the soap works with a boiler in the background
25

THE 1930s
The plan for the construction of an air -raid shelter on the company grounds
26

Soap bar production at the end of the 1930s
mercantilism. A study of John Law” was cited in
1971 and even 1989. But he did not return to the
family business.
Instead, Dr. Jakobus Greven joined the executive
board at the Frankfurter Metallgesellschaft. This
later became a major customer, and belonged to
the Metallgesellschaft subsidiary company Lurgi,
which was a major technology supplier.
At the end of the 30s, Peter Greven’s two sons
Heinz and Günther Greven were ready to move
on to the executive board to succeed their father,
after successfully completing practical training
in various companies in the chemical industry.
Their knowledge and experience gained would
be of great benefit for further development of
the paternal company.
27

THE 1940s
THE TRANSITION FROM THE SOAP FACTORY
TO OLEOCHEMICALS
Some of the Peter Greven company products
were well known during the war, such as, the
washing powder and scouring agent LIGA BLITZ.
A sand soap was produced according to the rationing
measures which was suitable for cleaning
the hands in order to remove tough dirt stains
and heavy soiling.
Over time the raw materials became scarcer.
Even animal fats that were actually substandard
and were not used in normal times for human
consumption were now coveted food stuffs.
Peter Greven has always been a staunch opponent
of the measure, „the German fat gap“, that
is, due to the lack of suitable fats for human consumption
to produce coal-derived butter.
As „the German fat gap“ was promoted, Peter
Greven immediately began to fight against the
thesis “butter produced from coal.” He was of
the opinion that this „butter“ was very dangerous
for public health and the oxidation products
obtained from coal should only be used as fatty
acids for technical purposes.
After 1945 Peter Greven even wrote a treatise
on the subject and submitted his explanation to
various committees. He proved that the „butter
produced from coal“ was an economic and nutritional
failure and that there wasn’t even enough
glycerin available for its production.
After the end of the war in 1945 Germany and
the world lay in ruins, and economic life were
virtually at a standstill. Iversheim was now in the
British occupation zone.
As like everywhere else, mainly women worked
in the Peter Greven factory, as so many men had
been killed, were missing or still in captivity.
People were cold and hungry and there just
wasn’t enough of anything. The black market
flourished, and everyone had to somehow provide
for themselves and their family. For Peter
Greven it was also difficult to resume production
in full.
Despite this, Peter Greven additionally devoted
himself to the management of the company and
many public functions.
As the community and district mayor, and member
of the county council and official to the head
of the maintenance community of the upper Erft
committee, as well as the reallocation committee,
he assumed a lot of influence on institutions
of public welfare in the region. He was also a
member of the Advisory Board of the Association
of German Soap Manufacturers. For several dec-
29

EXCURSUS
FOCUS ON OILS AND FATS
We are all very familiar with the natural oils and fats present
in our food. The oils most commonly encountered
here are sunflower, soybean, rapeseed and olive oil, although
more unusual oils such as linseed oil, nut oils or
pumpkin seed oil are now increasingly used. Apart from
butter, fats of animal origin do not tend to play much of
a role as food products any more – although fans of lard
(whether used as a spread or for frying, for example) and
beef tallow (traditionally used on French fries in Belgium)
can still be found.
In contrast to their use as foods, the use of natural oils
and fats in chemical or technical processes is not so wellknown,
although large volumes of these substances have
been used in this way for many years. Their use here is now
becoming more important due to the trend towards the
use of renewable raw materials. In the chemicals industry,
tallow and palm oil are important raw materials.
While the production of tallow as a meat industry by-product
has remained virtually constant for many years, palm
oil production has expanded rapidly:
As in the food sector, technical processes also depend
heavily on the difference between saturated and unsaturated
fatty acids, since this strongly affects the properties
of the oil or fat in question. While unsaturated fatty acids
and oils with a high proportion of unsaturated fatty acids
are liquid at room temperature, saturated fats and fatty
acids are solid. Although extremely popular for food use,
unsaturated and polyunsaturated fatty acids in technical
applications often have the disadvantage of tending
towards discolouration or even decomposition when exposed
to heat. Saturated fatty acids are more stable in this
respect. To obtain these stable, saturated fatty acids, fats
or fatty acids are commonly hydrogenated (hardened). This
process – which is a matter of some concern from a nutritional
point of view and therefore often
the subject of heated debate (regarding
trans fatty acids), is very useful and often
indispensable for technical applications.
Quelle: https://de.statista.com/infografik/19707/entwicklung-des-weltweiten-palmoel-konsums/
Alongside the distinction between saturated
and unsaturated fatty acids, chain
length (i.e. the number of carbon atoms)
is another decisive criterion. As the chain
length increases, the melting point rises.
As a result, long-chain fatty acids tend to
have better lubricating properties, while
short-chain fatty acids tend to exhibit better
solubility. The correct distribution of
fatty acids can therefore be determined
for the specific application. The overview
shows the most important fatty acids and
their origin.
30

Most oils and fats are found only in certain regions of the
world, since their cultivation requires specific climatic conditions.
The world map shown below offers a rough guide
to the most important production regions:
31

The demand for natural oils and fats has risen continuously
over the last few years. The primary reasons for this
include:
– Rapidly increasing demand for food products in Asia’s
fast-growing national economies, especially China and India
– Rapid expansion of the biofuels sector
While the proportion of biofuels is relatively low on a
global scale, biofuel manufacturers are already the biggest
buyers of palm oil in Germany, for example:
In Western Europe, the rapidly expanding cultivation of
palm oil – especially in Indonesia and Malaysia – and
its associated negative environmental impact is now attracting
increasing criticism. A palm oil boycott would not
help the environment, however, since all other oils require
significantly more land per litre of oil. Replacing palm oil
with other oils would therefore require even more land
for cultivation – thereby generating new environmental
problems.
Source: WWF study from 2016
32

A better approach ist to use sustainably grown palm oil.
RSPO (Roundtable of Sustainable Palm Oil) is the leading
certification system here. We have been member of RSPO
for many years now, and we support the use of certified
palm oil and its intermediate products. This certification
ensures that rainforest is not cleared or wetlands drained,
for example, and that human rights are not abused during
palm oil production.
There are many challenges involved in the transition to a
carbon-neutral economy and the associated switch from
fossil to renewable raw materials. However, these challenges
can indeed be overcome if the sustainability criteria
for all raw materials are fully documented and priced
accordingly.
33

THE 1940s
ades he served as advisory and assembly member
with the Chamber of Commerce and Industry
of Bonn, in 1958 he was made an honorary
member.
After Heinz and Günther Greven had returned
from the war, they began their work in the factory
and soon took over the running of the company.
Günther Greven was a classic businessman and
his focus was always based on cost reduction,
productivity, profitability and growth for the
benefit of the family business.
However, Heinz Greven had an enormous amount
of chemical- technical knowledge and practical
skills, including abilities in the field of pneumatics
and conveyor technology. This was of great
benefit, especially with the constant construction
and expansion of production facilities, also
new facilities could be assembled using cheaper
individual components which they assembled
themselves. The combination of the two brothers’
widely differing abilities secured the company’s
dynamic and stable development.
Elisabeth Greven with her sons Heinz, Jakobus and
Günther (left to right)
Nevertheless, this classic constellation with a
commercial and a technical leader at the helm
also resulted in some conflict during its decades
of joint management. In their discussions with
opposing viewpoints Heinz and Günther Greven
would always agree on one point: both thought
and acted in the interest of the company. On
this basis, the brothers always found a common
path and a satisfactory solution for the company.
34

„We all live from the company. We need to maintain and cultivate it
and then we will always have work.“
Quote: Heinz Greven, late 1940s
35

THE 1940s
Every now and then Jakobus Greven also helped
either from Frankfurt or directly in Iversheim to
balance the different interests and conflicts of
his younger brothers. This defined the second
generation within the company. Günther and
Heinz Greven always did what they could - for
the company and for their employees. But even
later Heinz Greven is cited by a former employee.
During his speech at the Christmas party, the
technical director regretted not being able to
give a lot of Christmas money – but hoped that
the situation would soon improve.
With the currency reform of 1948, the German
Mark was introduced in the three western zones
of Germany on 21st June 1948. This was one of
the most important economic policies in postwar
German history. In the middle of the fiscal
year, the Peter Greven company had to create a
conversion balance sheet in which all company
assets had to be converted into the new currency.
A conversion balance
sheet to mark the currency
reform of 1948
36

THE 1950s
THE START OF METALLIC SOAP PRODUCTION
Delivery of raw materials in the 1950s
39

THE 1950s
After the war, the economic situation improved
slowly.
Many of the 300 soap factories in Germany were
shut down or taken over by corporations. Major
efforts and rationalisation were also necessary at
Peter Greven if it wanted to operate successfully
as a medium-sized business against the threat of
competition from international corporations.
As before, the focus was on the production of
high quality soap and detergents. The products
sold under the brand names LIGA and LIGANA
had achieved nationwide reputation. The proportion
of alkali soaps at the time made up 50 %
of the total company sales.
The in-house laboratory not only analysed the
raw materials and finished products, but also
mixed fragrances and other essences. Some
combinations of essential oils from around the
world are a closely guarded trade secret.
Through experimentation, new recipes have
been developed and tested. Our own formulations
were tailored to customer needs and were
stored individually for production.
In addition to the soaps for major customers in
the mining industry, the all-purpose and industrial
soaps, which as technical soaps represented
special products, increasingly gained in importance,
for example, as a base for grinding pastes,
a dry lubricant in metal forming or as a stabiliser
in the chemical industry.
In the mid-fifties the foundations were laid for
the realignment of the family business: the transition
from being purely a soap factory to a producer
of oleochemical additives and derivatives
was completed. At the same time, on July 1st
1955 the individual enterprise became a limited
partnership.
In the now increasingly important plastics industry
a need for metallic soaps developed, and
here the Peter Greven Company, rightly, as it
later turned out – saw an interesting and new
business opportunity. However, the beginning of
the metallic soap production was not easy and
A view of the laboratory of the 1950s
40

Article from the Frankfurter Allgemeine newspaper from 19.01.1954
41

THE 1950s
not achievable in the short term because the development
of a completely new production technology
was necessary. The product properties of
the metallic soaps, e.g. calcium, magnesium, zinc
and aluminum were different from those of previously
produced sodium and potassium soaps,
since they are not water-soluble and tend to
have a waxy character.
Therefore in 1955, the Greven brothers were in
search of more knowledge than was available in
the company itself. Barely five weeks after the
job vacancy from 5th July was placed in a chemist
newspaper, the engineer/chemist Erwin Elsner
got in touch.
He presided at the time over a larger production
department with a number of inorganic and organic
products, had extensive knowledge in the
field of metallic soaps and textile facilities and
was very knowledgeable in the production of
physically varying measured qualities.
This was compatible with the Peter Greven company
and its new goals. The man wanted change
and was looking for a lifetime post - but Erwin
Eisner was still working in a nationally owned
enterprise (GDR), a chemical plant Greiz- Döhlau,
he lived in the German Democratic Republic
(GDR). Here, they were more intensively involved
in the production of metallic soaps and already
had gained expertise in various processes.
Due to the political conditions however, contact
between East and West needed to remain secret,
just the job application could be dangerous for
the sender and his family.
Decades later, the conspiratorial plans on both
sides were still spoken about with respect and
acknowledgement, as the engineers escape from
the GDR to Iversheim was known as a cloak and
dagger operation.
The Greven family then helped him to settle in
West Germany and later to be joined by his family.
Together with Heinz Greven they developed the
new production technology and soon the first
production line went into operation.
The importance of this step is obvious from a
strategic perspective when one is aware that
metallic soap is the fastest growing segment of
the last decades and the company’s most dominant
business division to this day.
Realisation that plastics would greatly expand
in the future came from Dr. Jakobus Greven from
the Board of the Metallgesellschaft in Frankfurt
a company that was already, at that time preoccupied
with the production of stabilisers for
PVC processing. Metallic soaps, in those days
predominantly stearate, were required for their
production.
42

In 1956 metallic soaps production began in Iversheim.
The first product was made using improvised
production at existing facilities and was mainly
sold to the Metallgesellschaft. The metallic
soaps production initially developed slowly and
in the 50s only represented a small share of the
total production volume. Nevertheless, the development
of new products and production technologies
was a landmark for the company.
The tranquil location on the Erft soon lacked sufficient
space for necessary expansion.
In 1956 they started to open up and build on the
neighbouring area. In 1957, the new plant for
stearate was built.
Stearate was produced by the so-called melting
process, i.e. in a stirred reactor stearic acid and
lead oxide were converted into a molten mass.
Thereafter, the product would be sprayed in order
to bring it to the desired powder form.
During the search for additional components
for expansion, Heinz and Günther Greven found
what they were looking for in neighbouring Holland,
where they bought a used spray system for
the production of lead stearate. Two fitters from
Heinz Greven cut the plant there into transportable
individual parts. These were welded back
together again in Iversheim, and the plant was
constructed.
More and more factories were built, most of
them second hand. Their adaptation and modernisation
was carried out according to their own
plans and under their own direction.
Later, alongside stearate, zinc, calcium and magnesium
stearate were produced. These were
then produced using the so-called precipitation
process, i.e. stearic acid, sodium hydroxide and a
large amount of water are converted into sodium
stearate, and then precipitated in a second step
with the addition of the appropriate metal salts
Administration in the late 1950s
43

Registration of the trademark from 1954
44

View of the company’s premises in the early 1950s
45

46
The first brochure for the
new hand cleaning agent
business in the late 1950s

THE 1950s
such as calcium chloride in an agitator tank. This
costly and energy-intensive method is still widely
used today where it depends on special metallic
soaps properties, such as achieving a very
high specific surface area. By way of example the
use of zinc stearate is used for a water-repellent
effect on external rendering.
Another new development was the so-called
drawing agent for producing (the „drawing „) of
steel wires. Also, these products, based on soap
or metallic soaps fit well to the Peter Greven
program. Small pilot plants were built for the
production of drawing agents. Production was
manual and had little to do at that time with
modern chemical production. The products were
„baked“ in pans with lids and the finished „cake“
was crushed and ground. The products were
brought to the respective wire-drawing factory
and tinkered and experimented with to achieve
the best recipe.
The drawing agent proved itself in the application,
the demand grew and larger facilities had
to be built. The stearate was melted in a copper
pot and poured into a sheet metal trough to
cool. These chunks of stearate were crushed and
ground for use.
The plants took on a more complex structure
and were supplemented by automatic extractions
and silo stockpiling.
The original business, skin cleansing products
had not been forgotten about. In addition to
the expansion of the stearate plant, from 1958
onwards systematic development of a modern
skin cleanser in a dosing dispenser, soap-based
and with wood-flour as an abrasive agent took
place. These products cleaned more effectively
than soap and could be used sparingly. In the industrial
sector the bar of soap was increasingly
replaced by a cleanser in a dosing dispenser.
On 2nd November 1958 the company Peter Greven,
the Metallgesellschaft in Frankfurt and Borax
Consolidated in London founded a joint venture,
the chemical factory Iversheim. As the skin
cleansing agent previously used in the industry
was mostly sand hand washing pastes, among
other things, this had the disadvantage of blocking
the factory drains due to their high sand content.
A new development was required.
Borax, a water-soluble mineral that was mined
in the opencast mine of the Borax-Consolidated
London company was sold by the Metallgesellschaft
Frankfurt and was the key to producing
47

THE 1950s
View into the soap works of the 1950s
Soft soap filling
water-soluble skin cleanser for industrial use in
Iversheim.
The products were later marketed under the
brand name IVRAXO ®.
Parallel to the expansion of production they proceeded
to sell skin cleansers and dispenser products
only directly to the industry.
From this point in time the way was paved for
withdrawal from the sale of soap to the end consumer,
this represented a major decision. There
were still plenty of soap factories, which had to
discontinue at some point or were bought because
the large corporations marketed with such
extensive advertising budgets that smaller producers
could no longer withstand the economic
pressure in the end consumer field.
48

Elizabeth and Peter Greven (below, centre) at a company party
49

50

At the meeting of the Shareholders’ Committee in 1956, the important decision to expand the business in the direction
of fatty acid and metallic soaps production was established here, a milestone in the company history
51

THE 1960s
THE 2ND GENERATION TAKES OVER
THE LEADERSHIP
The second generation of owners also lived, at
the outset, very closely linked with the company
– they lived and worked under one roof for many
years.
Günther Greven, for example, still lived in this
house until he got married and then moved to
the Alte Landstraße, where Heinz Greven also
lived. But that was only a few hundred metres
from the farm on the other side of the street.
Until this time, the employees could hear when
he got up from the breakfast table and walked
down the wooden stairs. That was the sign for
them to work extra hard.
Development opportunities within the company
were everywhere: Collaboration was more about
existing knowledge and proven skills and less
about certificates and diplomas. It wasn’t unusual
for an assistant to work as a foreman. People
Heinz and Günther Greven
53

THE 1960s
Acquisition of the new steam boiler 1 with heavy fuel oil operation
were pleased with the good collaboration with
their bosses and were proud to have been part
of the company’s development – for some it was
over forty or even fifty years.
Also in this second generation of the family business
they worked according to fixed principles.
These proven principles hardly changed over the
decades and they still remained the guideline for
decision-making and the standard of conduct.
With hard work, solid product- management and
ingenuity the foundation for lasting economic
success could be recognised.
The Peter Greven Company was and remained
a family business, which always appraised all
its possibilities realistically and decisions were
made together.
While the technical director Heinz Greven cared
mainly for the construction and renovation of
production facilities, Günther Greven as the commercial
director kept his eye on the finances. His
motto was: Only buy what you can directly pay for.
Together they were mindful of independence and
autonomy, measured the development stages of
the operation so that all investment was without
credit, debt or even external owners. Instead, a
high proportion of the profits were always reinvested
in the company.
There were always opportunities for cooperation
with large companies and corporations. But
there was a lot of skepticism, even against the
banks.
54

larger competitors maintained its independence
with confidence.
Construction of the autoclave splitting
The family unit, however, has always preferred to
develop the operation gradually and slowly, and
to keep everything in their own hands.
With this clear policy of consistently taking small
logical steps the continuity of the solid Iversheimer
soap and glycerin factory was ensured.
The company faced attempted takeovers by
In the meantime, Germany‘s economy grew rapidly.
More new products were invented for the
affluent society, technological progress favoured
consumption and short-lived products. More and
more plastics came on the market, new technologies
also made the use of metal or alkaline
soaps necessary in other industries.
During the 1960s and 1970s there was a lot of
construction work in Germany. Due to their water-repellant
qualities, zinc and calcium stearates
opened new opportunities in the field of building
materials, building facades could now be better
protected against external moisture and thus
also against frost damage and loss of energy.
The need for materials from the Greven Company
grew steadily during this period, also because
the applications covered a lot of different
industries. Metallic soaps were not only used in
the paper industry as lubricants and separating
agents, but also for use in the construction industry.
Fatty acids -based collector chemicals of
waste paper were introduced in the processing
and de-inking of waste paper.
Metal stearates were used in the production of
lubricants, and in the rubber industry.
On 16th June 1962 Peter Greven died at the age
of 76. All his life, his employees had respected
him and held him in high esteem and affection,
55

THE 1960s
as an individual as well as an employer. Before
his funeral, he was laid out in front of the new fat
splitting plant, so that all the employees could
say goodbye.
This era was also shaped by a more fundamental
change:
In 1962, a new fat splitting plant was built and
the first from 1934 was simultaneously shut
down, because they had to give way to the new,
more powerful high-pressure splitting plant
for fatty acid extraction. Now, more and more
glycerin water was being produced, which was
pumped into large containers and then sold. But
they didn’t want to confine themselves to the
sale of glycerin water. For further processing
Heinz Greven bought a used evaporation plant
in the Netherlands for the production of highly
concentrated glycerin.
Unlike the large-scale chemical industry it
wasn’t possible to rely on existing large-scale
systems and processes in order to produce the
oleochemical products that were considered specialties.
One had to rely on product know-how
and their in-house production processes. Many
of the individual appliances or process steps
were also introduced in other related industries,
such as the food industry, the pharmaceutical industry
and dairy processing. Therefore, this deep
knowledge of processes, methods and apparatus
technology was essential for the economic suc-
Peter Greven, † 16.6.1962
cess of the company. So we repeatedly reverted
to the various components, as they were used in
the industries, and used them to build our own
customised production facilities.
In 1964, „Peter Greven soap and glycerine“
changed under the leadership of Heinz and
56

Works outing in the 1960s
The new autoclave splitting
57

EXCURSUS
SOAPS AND METALLIC SOAPS
Soaps are one of the oldest chemical compounds to be
manufactured by humans. Soaps are thought to have
been invented by the Sumerians and date back to the 4th
millennium BC. As later practised in Arab countries, the
Sumerians boiled plant ash with natural fats to make their
soap. What is not so clear is how these soaps were used
– these early products were probably not used for cleaning
but for medical purposes instead. Only in the second
century AD are the Romans known to have used soap for
washing clothing and for bodily hygiene. Today, this use of
soap is an indispensable part of our day-to-day activities.
Things are a little different with metallic soaps. While we
do make use of their properties in many aspects of our
daily lives, we don’t realise that we do so directly. Used
in the exterior render of our residential buildings, they
have a water-repellent effect and therefore help to save
energy. Metallic soaps also give greases their consistency,
and their chemical and mechanical stability. They are an
indispensable part of paper manufacturing as well, and are
also used in the production of wire and piping. Metallic
soaps ensure plastic window frames stay weather-resistant,
while their pharmaceutical qualities are fundamental
to the rapid production of tablets.
Metallic soaps are not only less familiar in terms of their
product categories, they are also very different to everyday
soaps in terms of their chemical and physical behaviours.
Metallic soaps are insoluble in water, waxy and have good
properties as release agents and lubricants, while standard
soaps are water-soluble and good surfactants. The two
types do have one thing in common: their oleochemicals
raw material base.
Raw materials
Both, soaps and metallic soaps, use natural oils and fats
as their starter materials. The primary materials used are
tallow or palm oil, with castor oil also playing an impor-
Direct process Precipitation process Fusion process COAD ® process
Reactor Reactor Reactor Dosing
Downstream agitator
Buffer
Reactor
Filtration/washing Flaking/spraying Spraying
Drying
Grinding Grinding Grinding or Shaping Grinding
Siloing Siloing Siloing Siloing
Filling Filling Filling Filling
58
Flow diagram for metallic soap production

Nachmischer
Downstream agitator
Puffer
Buffer
Mill
Mühle
tant role here. Occasionally, other vegetable oils such as
rapeseed, sunflower, olive or soybean oil will also be used.
During processing, the fats and oils are split into their
fatty acid and glycerine components (see page 30–33,
‘FOCUS ON oils and fats’ ). The fatty acids thereby obtained,
such as tallow or palm oil fatty acid, are commonly
used in standard soap production. To use the fatty acids
as a raw material for metallic soaps, they are typically hydrogenated,
which transforms an unsaturated fatty acid
into a saturated fatty acid. The hydrogenation process is
also used to manufacture margarine, for example, so as
to turn a liquid vegetable oil into the spreadable consistency
required for this food product. At the same time however,
this also increases the chemical and physical stability
of the products, which offers additional benefits for the
technical applications in which metallic soaps are used.
The primary component within the saturated fatty acids
is stearic acid, which is also used to manufacture stearin
wax candles.
Alongside fatty acids, alkaline reaction partners in the
form of metals are also used for the production of soaps
and metallic soaps. Water-soluble standard soaps are obtained
by combination with metals such as sodium or potassium,
although other alkaline substances such as ammonia
may also be used. For the manufacture of metallic
soaps, metals such as calcium, zinc, magnesium, aluminium
or lithium are used.
Manufacturing process
Soaps have been made from fats or oils for many hundreds
of years. Early on, simple substances such as washing soda
were boiled up into a soap product, with caustic soda or
potash being used later. After several hours of boiling, this
reaction produced a pearly-coloured emulsion, also known
as glycerine soap. The next step is to add common salt:
this separates the emulsion out into a solid and liquid part.
The solid part – termed curd soap – can then be formed
into soap bars and used as toilet soap. In many cases, additives
such as perfumes and colourings will be added –
these products are then known as fine soaps.
59

Soap production from fatty acids was also dominated for
many years by conventional batch production in open
boiling kettles. The term ‘batch production’ refers to the
processing of a specific quantity of material in a single
reaction process. The boiling kettles used are typically
equipped with an agitator system, and are heated by
steam to temperatures between 60 °C and 95 °C. To manufacture
a soap product, water and lye are piped into this
vessel. The fatty acid is then added step-by-step, so as to
induce the saponification process. Water content must be
kept above 35%, because the soap mass would otherwise
become too viscous for the agitator system. Following the
reaction, chemical and physical parameters are configured
precisely and other additives are dosed in as necessary.
Liquid or semi-solid soaps can then be decanted directly
from the boiling kettle. Solid soaps, which may be used in
powdered laundry detergents, for example, must first be
dried and transformed into their corresponding physical
state. Since the drying process involves an additional input
of energy, boiling kettles are now primarily used for the
production of liquid or semi-solid products.
Modern, continuous production methods facilitate the
significantly more efficient manufacturing of solid soaps.
The centrepiece of a continuous production facility is the
reactor: this is pressurised and heated to temperatures of
over 110 °C. Dosing pumps are then used to feed raw materials,
lyes and fatty acids continuously into this reactor.
Since raw materials continue to be fed into the reactor,
new saponification reactions are also initiated. As a result
of the high temperatures used, the reaction proceeds more
quickly and the soap itself is more liquid, so that less water
is required. While a downstream drying step is still necessary,
the continuous method offers further advantages
for this last process step, in addition to the reduced water
content: the product energy and the heat released during
the reaction can be utilised for drying, which results in additional
savings on energy consumption.
For the production of metallic soaps, four important largescale
industrial methods are used:
• Precipitation process
• Direct process
• Fusion process
• COAD® process
The precipitation process – also known as double decomposition
– is the oldest method used for manufacturing
metallic soaps. As a first step, water, caustic soda and fatty
acids are mixed together in a reactor at around 60 °C to
80 °C. The caustic soda and the fatty acid react to form
a conventional soap solution, and the water serves as a
diluting agent that keeps the mixture liquid. The second
step is then to add a metal salt solution. A chemical re-
60

action takes place that causes the metal component to
form a compound with the fatty acid. This creates a metallic
soap that precipitates out as a solid and is deposited
on the floor of the reactor. This is then filtered out and
washed by a filter press, so as to remove residues of other
reaction components. The next step is to dry the metallic
soap, so as to remove any moisture still present in the
solid. Typically, parallel-flow drying will be used, whereby
the warm air and the product both flow in the same direction.
This type of drying takes just a few seconds. The last
step in the process is product pulverisation. Precipitated
metallic soaps are typically characterised by their extreme
fineness. However, they still undergo a final pulverisation
step, so as to break up any product clumps. The precipitation
process produces very fine and effective products.
Compared with precipitation, the direct process consists
of just one reaction step rather than two. Here, the melted
fatty acids are brought directly into contact with the
metal component in a reaction mixer. Typically, only small
quantities of water are used to control the reaction. Unlike
precipitation, the drying step is not necessary in the direct
process. However, pulverisation is more important here,
since this step is required to give the product its required
degree of fineness. The direct process results in products
that are very easily dosed, which are primarily utilised in
plastics manufacturing.
The fusion process also starts with a liquid fatty acid, to
which the metallic component is added. The basic principle
is therefore the same as for the direct process, but no
additional water is present and the temperature at which
the reaction takes place is kept above the melting point of
the metallic soap. Some metallic soaps cannot be manufactured
using this process, however, since the metallic
soaps of some metals are too viscous when molten to be
properly processed by facility equipment. Yet this process
does offer certain advantages, since combined products
can be very easily manufactured in this molten (fused)
state. These combined products may consist either of two
separate metallic soaps or mixtures of metallic soaps and
other additives, such as waxes. The metallic soaps manufactured
using the fusion process typically exhibit good
dosing properties and a clear molten mass that indicates a
complete conversion.
As with standard alkaline soaps, modern continuous production
methods are also used for metallic soaps. Unlike
the variants required for making standard soaps, however,
the metals needed to produce metallic soaps are only present
as solids, which makes precise dosing in the reactor
as required by the formulation considerably more difficult.
The COAD® process developed and patented by our US
subsidiary resolves these difficulties, facilitating the highly
energy-efficient production of various types of metallic
soaps. In a similar way to the continuous process used for
standard soaps, the heat of reaction is used directly in the
process. The process is also characterised by a high conversion
rate as well as excellent facility output. Products
manufactured using the COAD® process are especially
suitable for use within specialist applications in plastic
manufacturing.
61

THE 1960s
Start of the construction of the metallic soaps department
Günther Greven to „Peter Greven Fett-Chemie.“
At the time, already one hundred employees
worked for the company.
In order to serve customer needs even better on
site and to expand the service further, from 1964
in addition to the employees in the office there
were now five sales representatives travelling all
over Germany who sold both products from the
chemical factory Iversheim and from Peter Greven
Fett-Chemie.
In 1965, the offices were spread throughout the
entire company, because the building was used
as such. Elizabeth Greven also still lived on the
premises.
The purchasing department was located directly
above the entrance. From there you could always
see who arrived at the plant. Heinz Greven had
an office in the middle of the building, so that
the employees could always come directly to him
with their problems.
Where the commercial administration was located,
was later used for production. Therefore,
a new wing to the existing office building, the
former home of the family, was built. Until 2013
the entire commercial administration and technology
was in this building.
A former apprentice recalls the beginning of his
training in 1965: Günther Greven said to him that
from the two apprentices, he looked a bit more
of a commercial type and therefore should work
in the purchasing department. Thus, began the
two-pronged training course as an industrial
clerk in the HR department and the purchasing
department. That was varied work: writing orders,
filling pay packets and if necessary helping
out in production.
In 1967 all invoices were still typed using a typewriter,
the sales were transferred to accounts by
hand. A calculating device from Rheinmetall, a
62

kind of computer - precursor, calculated, a short
time later on its own. But printing an invoice
could take up to ten minutes.
It was a veritable revolution in the office when
in 1968 a system with magnetic accounts was
introduced from the company Kienzle. All data
was stored and imported at the end of the month
for the monthly ledger. This could often take up
to two days, but all monthly values could be
seen at one go.
Production planning took place on a DIN A5
sheet. Then in the evening all the orders of the
day were written down. In the morning the warehouse
was first checked to see what was available
from the goods ordered.
The department head was informed about anything
which was missing, he/she then took care
of the rest up to the delivery.
In 1968, the first esterification plant was built
at Peter Greven and thus the production of fatty
acid derivatives was expanded to include another
interesting group of substances, the esters.
Especially the increasing plastic and rubber
industry fields were target groups for the sale
of these esters. The products were also largely
made on the basis of their own fatty acids and
supplemented the sales of metallic soaps very
well, as, in the plastics industry they have, e.g.
been used as so-called lubricants for extrusion
of PVC profiles. Customers could be offered a
broader product portfolio from a single source.
Installation of a storage tank
63

View of the business premises at the end of the 1960s, where the building development follows the course of the river Erft
64

THE 1970s
THE EXPANSION OF CAPACITY
Despite the oil crisis, which in 1973 would put
the global economy to the test, for the Peter Greven
Company, this decade was especially characterised
by further diversification of the product
range.
The plastics industry continued to expand and
accounted from year to year for increased production.
Growth and expansion also earmarked
other industries - for example, mechanical engineering,
automotive, food, textile, paper and
cosmetics industries. This development resulted
in a continued high growth potential for the sale
of oleochemical products.
Whoever saw the company in Iversheim as a soap
and glycerin factory with an individual side production,
now had to recognise the fundamental
changes which would initially shape the 1970s
but also later the 1980s. Under the direction of
Heinz and Günther Greven the company finally
developed into a chemical engineering company
which flexibly met market demands and the individual
needs of the customers and thus was able
to stand out from most of the major providers of
that time.
They placed great value on the protection of inhouse
product development and quality control.
Also, products that were in use by various customers
were investigated in the company laboratory
at Iversheim. Quite often they were able
to amend specific qualities that resulted from
customer feedback.
The laboratory was housed in part of a production
plant. Five employees worked alternately
here, they also took care of the specialist technical
operation.
Heinz Greven led both, the laboratory work as
well as the technology and production plant.
An attempt with the least possible outlay, and
often with minimal initial quantities was made,
in order to inspect the technical requirements for
production on a larger scale. At the same time, it
was examined whether these newly developed
or adapted qualities could be reproduced on a
permanent basis.
Expansion of the metallic soaps production
67

The new laboratory
The administrative wing was attached to the existing house
68

THE 1970s
In addition, samples of metallic soaps were created
in the laboratory. These were used as samples
in the sales department for customer acquisition,
and, the field sales force were also able to
win over customer on-site.
A good example of this came from the paper industry,
where the otherwise mostly powdered
metallic soaps had been used in liquid form
(as a so-called dispersion) among other things,
as a coating agent for surface preparation and
smoothing of different kinds of paper.
In 1971 a suspension containing 50% water and
50% calcium stearate was successfully produced.
After positive results in the laboratory, the first
major tests in the plant and also later by the customer
were successfully carried out.
Of course, for such experiments, new apparatus
was not bought directly. Firstly, it was first tested
to discover, in which of the existing facilities
the suspension could be produced. Initially, production
took place in a plant where two stirring
tanks had just become free. The technical equipment
and the procedure were modified and then
the suspension was produced in these boilers.
These experiments and technical modifications
required a lot of handwritten records and calculations,
as calculators were not yet widespread.
Calculations took place either by using a slide
rule or with logarithm tables.
With the production of the dispersions, there
were now five production areas / departments
at Company Greven where further refinement of
their own fatty acid took place:
- Soap (also called alkaline soap)
- Metallic soaps
- Drawing agents
- Esters
- Dispersions
To this day, these five areas constitute the foundation
of production orientation.
The ever increasing production and expanding
delivery quantities in international markets attracted
increasing sales. Administrative tasks
were more extensive, the demand for office
space grew parallel to production.
In 1973 a new office building was planned and
built – a commercial department, sales, accounting,
marketing and HR department were now
working under one roof.
This new administrative building was built next
to the old house so that the offices which previously
were scattered throughout the plant could
now be centralised, this also simplified communication
between the individual departments. In
addition, the old office site was needed for further
production plants.
At the same time the chance arose to vacate the
packaging area in the warehouse for specific
soap packaging.
This was the opportunity to rebuild the building
and set up a larger and more modern laboratory.
69

THE 1970s
Construction of the first continuous lipolysis (tower splitting)
The experimental and analytical requirements in
this new laboratory adapted itself to the growing
needs in product development – as an almost
independent field within the company.
Innovative products were developed and researched
in the company and because this often
involved new areas of application, there was
mostly no experience here.
Also, product control was developed further.
During the manufacturing process, the intermediates,
finally the finished products were accurately
tested with different chemical and physical
processes to ensure consistent quality. The Peter
Greven Company was particularly well-regarded
for its meticulous, ongoing quality assurance and
thereby deserved its reputation as a supplier of
quality products.
On 12th March 1975 Elizabeth Greven, the senior
partner dies at the age of 88.
In 1975, the second major metallic soaps plant,
working according to the direct method was put
into operation. Thus, the company had a considerable
capacity for efficient production of high
quality stearate.
In order to meet the rising demand for fatty acids,
due to the ever growing metallic soaps production,
it was decided to completely renew the
fatty acid production.
The enormous investment in the factory with fat
splitting towers, distillation and hydrogenation
plants for several million Marks was primarily
funded from their own resources.
The splitting tower continuously operating as
a high pressure reactor since 1978 replaced the
70

previously used splitting autoclave system which
worked in batches and had a significantly lower
performance level. In this, 48 tons of fat per day by
adding water were continuously being split. During
the splitting process besides the fatty acid,
also glycerine water is obtained as a byproduct.
The glycerine water was concentrated („evaporated“)
and then through distillation and refining /
bleaching reaches the final product quality. Glycerine
is still an essential raw material for chemistry
and is also used in many products for daily
needs (e.g. in cosmetics as a humectant). The
cleaved fatty acid was first distilled (to remove
colour and odour compounds) and could then be
used either as a distillate fatty acid in the soap
area or was hydrogenated to stearic acid.
Due to the manufacturing of its own fatty acids
as a raw material for the production, independence
from the commodity markets was developed.
In addition, a consistent high quality raw
material was achieved and guaranteed.
For the constructive planning, the authorisation
process and the establishment of the financial
and technically very complex investment, two
years were required.
The rather complex infrastructure of the location
is supplemented by the characteristics of the
Erft to swell very quickly, as groundwater flow
during intense rainfall. This is enhanced by the
steady rise of mountains towards the Eifel, from
where the water is pushed down. The situation
Toilet soap production, bars of soap were cut from the soap strand here
View of the soap press
71

72
Delivery and installation of a fatty acid distillation

THE 1970s
improved radically, when in 1978, about eight
kilometers above the company, in Eicherscheid,
a rainwater retention basin with a volume of one
million cubic meters was built.
Determined by the river Erft on one side and the
mountain on the other, spatial extensions were
not possible. The only viable solution was the
expansion of the industrial area over the Erft.
The gardens that were there belonged to a large
number of local residents. Until the mid-1970s,
the Greven Company acquired these individual
plots for the planned expansion.
Another essential condition for building the extension
of the fat processing was the relocation
of the original soap factory, which was located
on the premises where the new fatty acid plant
should end up.
A technical challenge was the piping installation,
all parts had to be connected together and had
to be heated even when cold and frosty, when
73
The company’s premises in the 1970s

Heinz & Günther Greven
the fats are processed and pumped through the
plant, the material needs to remain liquid.
The hall for soap production was built on the
other side of the Erft, the relocation of the soap
production. They needed a storage tank to keep
resources available in order to store intermediate
and final products before they were loaded into
tankers. Also, earlier no space had been available
in the old company.
A pipe bridge connected both operating parts for
the transport of energy, raw materials and consumables.
With the construction of a bridge over the Erft
it enabled the company to have good transport
connections from a second side. There was also
the possibility to reach the company via the
Bendenweg and the Peter-Greven-Straße.
74

THE 1970s
The first powder dispenser for
hand cleaning powder
LIGAFIX brochure from the 1970s
75

THE 1980s
THE ARRIVAL OF
AUTOMATION
In the 80s fundamental changes took place in
the managerial structure of the company.
In 1981, Ewald Beier – a very experienced and
long-time employee received the authority to
act as a (non-managing) director. Thereby, the
first authorised representative outside the Greven
family. He held joint procuration with the
former sales manager Alfred Lachnit, who was a
nephew of Günther and Heinz Greven.
On 31st December 1984 Heinz Greven resigned
as managing director of the company. But in the
years that followed he still worked in the company
in an advisory capacity.
After the departure of his brother, Günther Greven
had been sole director until 1986, until
Ewald Beier was named as the commercial director.
With Dr. Jochen Billecke there was also
an experienced manager from the industry – he
came from the Dalli-Werken – he was engaged
as the technical director. The company management
was completed by Alfred Lachnit .
In addition to expanding and further automation
of the fatty acid plants they also continued
working on the development of the second business
mainstay, industrial skin protection products,
although the developments were much
slower here and the production and sales volume
couldn’t reach anything like the products of
fat chemistry. Nevertheless, this was still a highly
lucrative business because the products were
View from the metallic soaps department to the splitting tower
less exposed to fluctuating commodity prices
and the broad product range brought some planning
certainty.
After the powder soap for heavy soiling of the
hands, for which Greven also offered a dispenser
system, liquid hand soaps and washing pastes
were developed. The materials contained in the
soap powder were not suitable for skin-friendly
washing of the hands.
The development and production of hand cleaning
cream on the basis of friction elements
equaled a revolution in industrial skin cleansing.
It enabled efficient but gentle cleansing.
A program with a variety of applications was also
offered for the liquid soap dispensers.
Ever more, bars of soap for everyday use disappeared
in the industry. But it was still produced
for the Ruhr Coal AG because they had no way
77

EXCURSUS
THE DEVELOPMENT OF PROFESSIONAL SKIN CARE
IN THE 20 TH CENTURY
Until the 30s
In the early days of industrialisation, most companies create
their hand cleaners themselves. Until well into the
30s, for example, soft soaps are mixed with sand, pumice
powder or crushed feldspar for this purpose. The single
criterion is quick and effective cleaning. Also, the first industrially-manufactured
products follow this principle and
use sand, pumice powder and feldspar as abrasives. Skin
protection or care products are used at most on private
initiative – there is no awareness of their necessity.
In addition, bars of soap (toilet soap) are mainly used in the
mining industry, where allocation is made on a person-byperson
basis. In the middle of the 1930s, the cumulation
of eczemas leads to the demand for soap-free products.
New surfactant-based soap-free cleaning lotions come on
the market.
The 50s
In the 50s, the idea of skin protection gains in popularity.
In addition to cleaning agents, protection and care products
are now used for the first time, to prevent occupa-
tional dermatitis. Skin protection products are applied before
and during work. Their purpose is to prevent the entry
of potentially harmful substances into the skin. Hand care
products are used after stressful work or cleaning. They
compensate for the loss of moisture and fat, the skin is
affected by being exposed to stress, water, detergents and
degreasing agents. Unlike protection products that are intended
to act as an external protective layer, care products
penetrate into the skin.
In the field of hand cleaning, the first dispensing systems
allow for an effective and user-friendly application. They
offer a decisive advantage, especially with regard to the
hygienic conditions in damp washrooms. Since individual
dosing from a closed dispenser prevents direct contact
with the cleaning agent, germs can be reduced.
The 60s
In the 60s, the demand for less skin-irritating and gentle
skin cleansers leads to an increased production of cleansing
products without mineral-oil-based solvents. Instead,
more skin-friendly solvents and surfactants are used. In
the field of abrasives, wood powder replaces the former,
highly-abrasive scrubbing agents. Wood powder is not
only more skin friendly, it also does not clog the drains.
However, in addition to the lower cleansing power, the
disadvantages of wood powder are a high allergenic potential
and severe restrictions for the formulation of skin
cleansers due to the risk of microbial contamination and
the swelling properties of wood.
From the 60s, the variety of products in the field of protection
and care products increases enormously. Reason
for this great variety is the assumption that the effect of
a product crucially depends on galenics. Therefore, a special
product is provided for each area of application, whose
carrier substances and excipients are adapted to exactly
78

the harmful substances, the user comes into contact with
during his work.
The 70s
Since the 70s, plastic scrubbing agents made of PE or PU
become more and more established as an alternative to
wood powder. They are characterised by simple processability
without formulation restrictions, as well as by low
abrasive effects, with a nevertheless good cleaning effect.
Thanks to modern sewage treatment plants, their limited
biodegradability does not pose a problem.
The 90s
From the 90s, the variety in the field of protection and care
products decreases, after realizing that galenics are not
crucial for the effect of a product. Emulsions break on the
skin and their ingredients work together with the horny
layer of the epidermis to provide protection. These findings
make it possible to combine preparations for numerous
application areas into a clearer product range. In addition,
progress and increasing automation have changed
the type and extent of occupational skin exposure. Extreme
and constant stress on the skin, which was common
in many professions in the 30s, is now only an exception.
Pearls® (ASP): wax pearls made of hydrogenated castor
oil, which are characterised by a soft, smooth surface.
ASP do not support the cleaning process like conventional
abrasives purely by mechanical abrasion, but primarily
through their lipophilic surface structure, which is able to
bind oily dirt particles.
The 2010s
Recent scientific research proves that free radicals play an
important role in the formation of irritant and allergic contact
dermatitis. In order to effectively counter aggressive
oxygen radicals, ingredients with antioxidant properties
are used. The patented flavonoid extract of reseda luteola
(luteolin) reduces the risk of inflammation, which is caused
by the formation of free radicals. The combination of luteolin
with the body’s own antioxidants vitamin E and coenzyme
Q10 is used exclusively by PGP in the innovative
skin protection cream PROTEXSAN®.
Natural scrubbing agents, such as walnut shell powder,
take the increasingly important environmental aspect into
account. Their production from renewable raw materials
and their complete biodegradability play a crucial role in
allowing the abrasives walnut shell powder and corncob
meal to gain acceptance, even though they impose restrictions
on the formulation of cleaning agents.
Since 2007
The demand for more skin-friendly products finally leads
to the use of waxes as “dirt-removing agents”. Peter Greven
Physioderm (PGP) develops the innovative Active Soft
79

As it is as friendly to the environment as it is gentle to
the user’s skin, in 2016, the cleansing lotion ECOSAN® is
awarded the EU Ecolabel. In the following year, the product
is the first rinse-off cosmetic product being awarded the
prestigious BLUE ANGEL environmental label. A further
step in the effort to create environmentally-friendly and
ecologically-compatible products is the definite replacement
of plastic abrasives (microplastics) by olive seed powder.
The renewable raw material - which is a waste-product
of olive-oil production - has some advantages, especially
in comparison with other alternatives: good biodegradability
and sufficient availability on the European market. In
the following years, further skin cleansing products with
and without abrasives are awarded the EU Ecolabel.
The 2020s
At the beginning of the decade, the rapidly spreading COV-
ID 19 pandemic leads to shortages in the supply of disinfectants,
which also affects PGP. However, those who want
to protect themselves in their professional environment
can do so without disinfectants - just by washing their
hands regularly and correctly. This leads to unprecedented
sales volumes and corresponding sales figures at PGP.
Digitization in the prevention of occupational skin diseases
is making progress in great strides. In addition to the introduction
of an online tool for the creation of hand-care
plans at the end of 2018, those responsible for skin care in
companies are provided with a further online tool for skin
care training in 2020. This means that training sessions no
longer have to be held in person, but can be passed individually
on a computer or mobile devices.
80

Five years after the inauguration of the new logistics center,
the production site in Euskirchen is further upgraded with
a new extension at the end of 2020. The complex, which
costs around two million euros and covers 825 square meters,
houses laboratory as well as washing, changing and
social rooms for the employees. The extension brings the
development department - previously located at the headquarters
of the Peter Greven Group in Bad Münstereifel -
closer to the sales and production departments.
Sustainability is a key aspect of the construction project.
For example, a very powerful photovoltaic system with
320 kWp (kilowatt peak) is setup on the roof of the existing
part of the building. The system produces 289,000 kWh
of electricity annually - equivalent to the average energy
consumption of around 72 four-person households. Among
other things, the electricity flows into 2 double charging
stations so that electric and hybrid company vehicles can
be charged in a completely CO2-neutral manner.
81

THE 1980s
Cleaning products alone were not enough for the
industrial applications range. The range was extended
to include numerous protection and care
products.
The administrative office in the late 1980s
The mid-eighties a competent partner, the
Penaten Company was found, with specific experience
in the areas of skin protection and skin
care. Penaten delivered two protective and two
care products which Peter Greven could sell
exclusively in the industrial sector. This ideally
complemented the self-produced cleaners. The
enormous popularity of the Penaten brand name
was also very helpful in developing a good market
position in skin protection and skin care.
of working with dispenser systems underground.
The Ruhr Coal AG received separate bars with
their own stamp: RAG. Miners who worked above
ground, received six bars of soap in cellophane
for a week, the miners working underground
received eleven bars. Quality Toilet soaps were
also commissioned by some well-known brands,
such as Fenjala and Eubos.
The company supplied a wide range of customers
the product range was designed deliberately
in this way and expanded with custom-made developments.
New technologies also entered the administration.
Many transactions were still dealt with by
telex. An order form was sent to the customer,
which he/she then signed and returned.
Although quite a few things were already done
by fax, the authenticity of the documents was
not considered safe as they darkened or the writing
faded when using thermal paper.
Initially, account cards with a magnetic strip were
still used in the office. In about 1989 electronic
data processing systems were increasingly being
introduced into the Peter Greven Company.
82

Range of toilet soaps in the 1980s
Dispenser for hand cleaning cream in cans
Bottling device for liquid and pasty hand cleaning agents
83

THE 1980s
Although some of the company departments
were already working with computers and a
central computer, an IBM/36-System. The first
computer systems were set up in the commercial
administration department. Gradually, each
department had established its own data processing
systems, as well as in the laboratory, for
example.
The conversion of the manually controlled systems
to computerised processes in the production
process characterises the 80s at Peter Greven.
Modern technology in the 1980s
In 1989 a fat purifier was built, in 1989/1990
the metal working shop and social rooms were
thoroughly renewed and planning began for a
new central warehouse. The existing warehouse
and logistics capacity was far from sufficient for
the sharp rise in production output. That had to
change.
It began with the construction of a computerised
high-bay warehouse. 3000 storage positions in
various sizes were now available for a variety of
packaging units - depending on the product, for
example, on pallets, drums or sacks.
84

The end of the 1980s planned central warehouse after completion
Due to increasing quantities, many raw materials
and products were now being transported
in tankers and silo-vehicles and no longer as
packed, palletised goods.
Technical progress in the form of automation resulted
between 1980 and 1989 in the construction
of eight silos in the metallic soap department,
the introduction of automatic packaging
machines (1987/88), robotic palletising (1988)
and an automatic film winding system, and the
establishment of modern big-bag filling (1985
to 1989) . Hence, the growing needs of the market
and the increasing diversity and quantity of
production were met. At the same time, the demand
for packaging materials was considerably
reduced, as well as the machining costs. For 20
years this technique would perform a reliable
service.
85

86
Peter Greven company brochures: In addition
to metallic soaps, which have become
the leading product segment, in the 1970s
and 1980s an extensive program of cleaning
agents was produced and distributed

THE 1990s
NEW TECHNOLOGIES
The construction of silo-trailer filling equipment
completed in 1992 to optimise the entire logistics
of the company Peter Greven.
At this time about 50 tons of metallic soaps in a
continuous shift operation were being produced
without the production volume from the dispersion
system and powder mixtures. The metallic
soaps processing plants produced on week days,
in the shifts around the clock, and at the weekend,
depending on orders.
It didn’t take long for the splitting tower with a
capacity of almost fifty tons daily could no longer
sufficiently meet the continuous needs of the
fatty acid production. In 1992, another plant was
built with a daily processing capacity of 100 tons
of tallow.
More fatty acid and glycerol from the splitting
required larger curing units, more powerful distillation
plants and much more, for the increasing
product amounts even more tank volume
was needed. Complete processing lines had to
be enlarged.
View of the plant in the 1990s
89

THE 1990s
As one of the first companies in the industry, the
family Peter Greven decided in 1992 to make the
switch from conventional batch saponification to
fully automatic continuous saponification.
With the previous method, in which also a drum
dryer was integrated, water repellents, de-inking
soaps and soaps for the detergent industry were
reliably and persistently produced, but not in sufficient
quantities. So part deliveries were common.
Since 1993, the fully automatic saponification
continuously processed a mixture of fatty acid
and suds. Up to twenty tons, around the clock,
seven days a week could now be produced daily.
The manufacture of bars of soap and liquid soaps
looks back on a centuries-long tradition. The
product knowledge, their production and raw
materials was compiled at a time when it was still
far away from the modern chemical industry with
its current quality standards. It was so much more
old craftsmanship. Soap making experts were responsible
for the preparation of the soaps, they
monitored their quality, and the craftsman’s techniques
were utilised. Thus, the transparency and
consistency of soft soap was assessed by spreading
on glass plates. It was scrupulously paid attention
to that during saponification not too
much excess solution was used. This was done by
so-called „tongue tapping” i.e., the soap making
expert tasted the soap, and his trained tongue
could perceive traces of excess water.
The continuous saponification plant
For each product there was a well-defined specification
with standardised test methods. From
now on, product clearance and quality management
was centrally responsible and analyses
were performed by trained laboratory technicians
and tested according to these accepted
test methods. This meant a huge change for
many of the long-established soap makers and
was initially met with skepticism. Here again employee
flexibility is illustrated. In the end, the
new methods and procedures were quickly and
completely adopted.
The extensive building work was financially well
planned and implemented entirely without debt.
Financial independence was important for the
executive board and was only possible on the
basis of sound economic management.
90

The executive board to Günther Greven was
supported from the other family members, who
since 1955 (founding of the limited commercial
partnership) as a general meeting and shareholders‘
committee in the areas of investment
and financing, co-determined the company’s financial
investments.
At the annual general meeting at that time, as
today, there is also a family reunion, the balance
sheets were discussed. Then the partners discussed
proposals for the appropriation of profits.
The need to release the generated money in a
meaningful manner for further investment in the
plant has been recognised and confirmed repeatedly
by the shareholders to this day. Through this
reinvestment of profits the company has generally
been able to refrain from borrowing. Another
important advantage of the structure of a family
business over corporations was thus that longterm
strategic planning was possible without
having to worry that with a change of management
the company‘s goals would be redefined.
consistently high quality of the products from
the beginning. Indeed, also the processing of
customer orders and compliance with specific
quality requirements was guaranteed, although
a common quality standard was required.
Therefore considerations started early to certify
the quality management of the company in accordance
with DIN ISO 9001.
Such a system was not only new for the company
but was not the norm for the production
Heinz Greven dies on 24th December 1993 at the
age of 77.
At the beginning of the nineties the introduction
of quality standards began, compliance with
which was soon stipulated by the customer. At
the Peter Greven Company, sophisticated, physical
and chemical laboratory tests guaranteed a
Heinz Greven, † 24. 12. 1993
91

EXCURSUS
TYPICAL APPLICATIONS FOR METALLIC SOAPS AND ESTERS
Since our products are based on renewable raw materials,
they are a very popular choice for use as natural additives
in all areas of manufacturing.
Metallic soaps and esters make up the majority of our
product portfolio. Metallic soaps in particular are highly
versatile materials, often referred to as ‘all-rounders’ for
this reason. In fact, many people are unaware that metallic
soaps are found in many everyday objects – so we actually
encounter them in various formats on a day-to-day basis.
The most common areas of application for our metallic
soaps and esters are as follows.
1. Plastics
Most of the applications for our products are to be found
in plastics: more than 25% of our revenue is earned here,
with the industry using our products in the manufacture
and processing of polyvinyl chloride (PVC), polypropylene
(PP), polyethylene (PE), polystyrene foam/expanded polystyrene
(EPS) and many other types of plastics.
Metallic soaps are probably one of the most important
stabilisers, as they not only offer outstanding stabilisation
but are also characterised by their good lubricating properties.
Accordingly, calcium and zinc stearates plus various
esters are utilised as stabilisers and lubricants for many
kinds of plastic mixtures.
92

One example that can be mentioned here is the use of our
products in PVC window frames.
A window frame is manufactured by extruding a mixture
made from PVC powder, impact modifiers, stabilisers, lubricants,
pigments and fillers (such as chalks, quartz or
limestone). The use of metallic soaps as special stabilisers
protects the window frame from degradation as a result of
exposure to heat or light, while using esters as lubricants
not only simplifies processing work but also optimises the
surface gloss and the surface finish of the final products.
Our products therefore improve the stability and the surface
gloss of your plastic window frames.
Alongside the PVC window frames mentioned above, our
products are also used in many other types of plastic mixtures,
which our customers then use to make items such as
drinking water and wastewater piping, CD sleeves, films,
plastic boxes, salad bowls, mobile phones and medical
products such as blood bags or syringes.
93

2. Construction
An exterior render is not only used to improve the appearance
of a building but also protects it from sun, rain, snow
and mould formation. To achieve this, the render must be
hydrophobic:
making a building material hydrophobic means ensuring
it is moisture-repellent or at least less able to absorb water.
This is where our products come into play: products
we make such as sodium oleate, zinc stearate or special
combined products achieve this water-repellent effect in a
wide variety of construction materials.
3. Lubricants
Greases and lubricating oils are solid, semi-solid or liquid
lubricants that are used to reduce friction and wear
at bearing and contact points on the one hand, while also
providing protection from corrosion, ensuring the dissipation
of heat and removing unwanted particles from the
friction point.
The lubricant products are then used for the lubrication of
chainsaws, machine parts like rolling and plain bearings,
conveyor chains and cables, and gearboxes.
Although mineral oil is one of the best-known lubricants,
94

we have developed a range of synthetic esters as alternatives
to mineral oil. These esters contain no solvents or
mineral oils and therefore offer an environmentally friendly
alternative for use as hydraulic fluids, gear oils, engine
oils, corrosion inhibitors and metalworking fluids. All of
our esters are based on naturally occurring, renewable
raw materials. Furthermore, these esters offer significantly
better properties than mineral oils in terms of lubrication,
viscosity, low-temperature behaviour, volatility and biodegradability,
and are therefore ideal as an environmentally
friendly option.
95

4. Pharmaceuticals
For the pharmaceutical industry, the plant-based magnesium
stearate from our production facility in Venlo is
indispensable: magnesium stearate is present in (almost)
every tablet that we swallow. The substance is used as
a lubricant, making the tablets themselves more stable
while also ensuring that the tablets are released from the
mould more easily during manufacturing, thereby achieving
a higher level of production output. We are the market
leader in magnesium stearate and supply it to all major
pharmaceutical manufacturers worldwide.
5. Food and feed
Plant-based stearates are also important additives for use
in the food industry. Our magnesium stearate is used as
a foaming agent and emulsifier in rusk and baking powder
products, and as a lubricant for the tabletisation of
pressed confectionary such as peppermint drops or glu-
96

cose tablets. Calcium stearate is similarly used as an emulsifier
and lubricant for almost every boiled sweet.
Our stearates are also used as flow additives to make
powdered food products such as spices easier to fill. They
make these products easier to fill into small packaging
units while also extending the product shelf life.
Alongside magnesium and calcium stearate, sodium stearate
also plays an important role in the food industry, offering
excellent properties as a coating agent, emulsifier,
anti-caking or gelling agent, and is used in chewing gum
base materials and baking aids, for example.
In the animal feed industry, sodium stearate is also used
to improve flowability, so as to ensure that chicken feed
(for example) does not clump together during production.
97

6. Cosmetics
Whether the sun is shining or it’s snowing outside, the use
of our aluminium stearate in creams such as the famous
Nivea cream in the blue tin ensures that these products
retain their desired consistency. We have been the primary
supplier of aluminium stearate to global cosmetic groups
such as Beiersdorf for many years now.
Nor is aluminium stearate the only product used in the cosmetics
industry.
Thanks to its outstanding gelling properties, sodium stearate
is used in the production of deodorant sticks, while
zinc stearate is indispensable for make-up, being used in
powders, mascaras and eyeshadows as a water-repellent
and protective agent.
These are, in a nutshell, the most important applications
in which our products are used. Thanks to their natural,
environmentally friendly origin and their special product
properties, our products are also a very popular choice as
additives for use in many other areas of manufacturing,
such as in paints and varnishes, textiles or seed and fertilisers.
And new applications are constantly being discovered
for our ‘all-rounders’.
98

The Executive Board in 1999: Ewald Beier, Günther Greven, Peter Greven, Alfred Lachnit (left to right)
and management of small and medium-sized
businesses in the chemical industry to undergo
such certification.
In 1994, system structures and standardised control
mechanisms were introduced at Peter Greven
Fett-Chemie in Iversheim. Of these, not only
the laboratory and production were affected, but
all departments, including purchasing and sales
now had to act according to established work
instructions. This also gave the Peter Greven
Company an advantage over competitors that
had not yet implemented this. Soon, many buyers
only accepted suppliers who could show appropriate
certification.
99

Through further production mechanisation the
employees job requirements changed quite considerably.
Now, among others, skilled chemical workers
with adequate training were needed, a trained
non-specialist employee was no longer sufficient
to control the complicated production processes.
Also, at the beginning of the nineties another
company tradition continued - the third generation
of the family joined the management team.
Peter Greven, born in 1966, took on the position
of executive assistant in Iversheim, directly after
successfully completing his studies of Business
Administration in Cologne.
Peter Greven was one of the first medium-sized companies
to receive certification according to DIN ISO 9001
He was familiar with the company as an intern
and later worked there as a student. Peter Greven
was thus well acquainted with all operations
and, like his father and uncle before him, grew
into the company.
Soon, he had acquired extensive knowledge in
product chemistry, marketing and sales. Thanks
to his keen technical interest and with the help
of experienced staff he acquired within a short
time, among other things, much knowledge in
application engineering which was advantageous
with the work with large customers.
100

THE 1990s
In 1993 Peter Greven became the managing director
of Peter Greven Fett-Chemie GmbH & Co
KG.
By mutual agreement, the technical director Dr.
Jochen Billecke retires from the company on 31st
December 1994. After which, in the following
years, the senior management consists of the
two managing partners Günther and Peter Greven,
a second CEO Ewald Beier and the authorised
representative Alfred Lachnit.
On an open day, two large halls on the premises
were cleared out and a stage and seating were
constructed. All the employees and visitors were
able to help themselves to food and drink at the
many stalls.
In 1996, a further step towards computer-assisted
processing of operations took place, with the introduction
of the electronic order processing and
production planning systems ProPlan and Pro-
Store. Orders could now be completely tracked
from their intake to production planning, warehouse
management, batch tracking and posting.
Every amount supplied to customers could now
be assigned easily and clearly to the production
batch and could be safely traced back to the raw
materials. Even closer networking of all departments
of the company was created.
In 1998, 75 years of Peter Greven in Iversheim
was celebrated in style with local residents, interested
parties, and business associates. Similarly,
the 80 year history of the company was
celebrated five years later.
Peter Greven
101

Dr. Ingo Wolf, at the time Chief Administrative Officer, later Minister of the Interior
NRW, presents Günther Greven with an application for a licence on the 75th company
anniversary
The company celebrations, organised since 1999
are another contribution to the healthy work environment:
Always alternating between a family
festival with football tournaments for all employees
and their family members held at the
Iversheimer sports field one year and a festival
held for the annual closure in the next.
After several failed attempts to integrate external
executives from other companies, there was
a change of ideas, in which young people were
sought out, straight from university or professionals
who were looking for their second position
were brought to the company.
Hildegund Greven, Alfred Lachnit and Günther Greven
For the first time, in 1999 three chemical technicians
began their apprenticeships. Since then,
many different professional groups, such as
industrial clerks, mechatronic technicians, industrial
mechanics, chemical technicians, electronics
technicians, laboratory assistants and
specialists in warehouse management have been
trained, together with the Rhein- Erft Academy,
which takes over part of the practical training,
where excellent results are achieved. Thus, trainees
from the company Peter Greven are already
the best in Germany.
102

Boiling plant
viewed from the
river Erft
103

THE 2000s
INTERNATIONALISATION
The transition into a new millennium was associated
with global speculation about possible
problems, especially concerning computer-controlled
processes. Thanks to good preparation
and monitoring of all processes the new millennium
proved to cause no problems at Peter Greven,
as with most companies.
The protection of people and the environment
was for the Peter Greven Company, since its inception,
a natural part of the work.
With considerable expertise and decades of experience,
safety precautions have been established,
which alongside regular security analyses should
exclude danger to employees and the neighborhood.
The location of the facility in the scenic surroundings
and proximity to the spa town of Bad Münstereifel
were the natural requirement for effective
safety and environmental management.
The environmental management system was certified
in 2000 according to DIN 14001 ISO, which
regulates the standards regarding the use of the
environment and its resources.
The environmental certification was essential as
was the implementation of quality standards according
to DIN ISO 9001 at the beginning of the
nineties, in order to demonstrate, at any time and
without doubt, the company expertise to the customer.
For many customers, this was a necessary
condition in order to survive as a supplier.
The environmental management system for all
processes in the technical operation and the
production is very extensive, with monitoring of
about fifty individual plants and their linkages.
Around the clock, seven days a week high temperatures
and high pressure are in operation.
Dust-like emissions, effluents, technical parameters
- everything must be checked and recorded.
With respect to the authorities, they must be
shown at all times that the allowable values are
observed.
A closely networked monitoring system checks
all parts of the given parameters, and records the
measurement data. For each plant, a process control
system registers all the essential parameters
of the technical operation as a visual system. At
the same time it functions as a control system. All
important data - such as temperature, pressure
or flow rates - are available to the operator to
ensure a trouble-free production process.
Completely unexpectedly Alfred Lachnit, who
had for decades led the sales department, and
had excellent contacts with all major customers,
died in 2000 at the age of 59. Mr. Lachnit was also
a member of the executive board, and as a member
of the family also a shareholder. His sudden
death left a big gap that could only gradually be
filled by internal personnel.
105

THE 2000s
Alfred Lachnit, † 02.03.2000
Mr. Werner Heiliger joins the company in 1999
and works as head of controlling and financial
accounting. On 26th July 2000 he is given procuration,
and at the same time joins the executive
board.
The new decade should be characterised by expansion
and transformation of the company. The
current strategy was no longer limited to the expansion
or upgrading at the traditional location.
An additional aim, internationalisation of the
company was now defined, which also required
building new sites.
Bovine spongiform encephalopathy (BSE) hit the
headlines in the late 1990s as „mad cow disease“
and was a much-debated public issue. The reason
was mainly the assumption that a new variant of
the fatal Creutzfeldt-Jakob disease caused BSE
when humans ate infected beef.
The domestic cattle prions, atypical proteins
were blamed for the disease, and as a processor
of beef tallow, Peter Greven also received many
inquiries and visits from concerned customers.
For the protection of consumers against this
pathogen in the soap, the company published a
double strategy: The company had to prove that
the raw materials were derived from BSE-free
cattle. Moreover, that if any pathogens were present
that they were killed during the processing
of beef tallow, under high temperatures and high
pressure.
But even if it was proved that no pathogen could
survive the production process in Bad Münstereifel,
many customers only wanted products
from plant materials.
For this, product manufacturing vegetable fatty acids
from a palm oil base from Asia were used. But
the questions and discussions didn’t end here. Because,
what if the installation had previously produced
a technical product made from animal fatty
acid: How often was the plant cleaned? How many
anticipated batches run that are not delivered?
106

Production site in Venlo, NL
Preparation area: Production in Venlo takes place under
GMP conditions in strictly separated production plants
107

THE 2000s
Assembly of a new storage tank for fatty acid
This connection revealed how important it was
for certain customer groups and sales regions to
have access to products from pure vegetable production.
Peter Greven Fettchemie recognised the
new needs as a promising new segment for the
product portfolio.
The first step was taken in the year 2000, when
Peter Greven took the opportunity to take over
operation of Akros Chemicals, a subsidiary of
Akzo in Venlo (NL).
Contrary to Bad Münstereifel where largely animal
raw materials were processed which did not
meet the quality requirements of several industries,
production in this concern was based exclusively
on vegetable raw materials. This was
the perfect complement to the existing product
range. The acquisition of new customers in previously
inaccessible sectors, such as the pharmaceutical
industry, was now made possible. The
site also had logistical advantages for the purchase
of raw materials and the shipment of the
products due to its proximity to Rotterdam and
Antwerp.
Another argument for the take-over decision was
the fact that the plant in Venlo which was integrated
in the company group under the name
Peter Greven Nederland CV was not too far from
the main operation and could thus be easily controlled.
With this site, Peter Greven is the world‘s leading
manufacturer of vegetable magnesium stearate
for the pharmaceutical industry. Its production
according to Good Manufacturing Practice Regulations
(GMP), serves as the basis for use in the
pharmaceutical, food and cosmetic industry. The
product is used in the pressing of tablets, so that
the tablet can be easily and quickly removed
from the mould after pressing.
A spin-off of processing exclusively vegetable
fatty acids also opened the opportunity to develop
critical markets because the products can
108

e prepared in kosher quality. This is guaranteed
by closed and separated production lines.
This seal of quality has developed far beyond
the religious aspect, a production standard for
sensitive applications and thus a sales angle has
developed.
Parallel, at its headquarters in Bad Münstereifel
reorganisation of the industrial skin protection
business followed. The „Chemical Factory Iversheim“
was renamed Peter Greven Hautschutz
GmbH & Co. KG.
In recent years, in addition to the demand for effective,
affordable skin care products for industry,
the health factor has increasingly become a
strong influence factor. Occupational physicians
and legislator developed skin protection programs
for industrial enterprises. Skin protection
plans where the use of products for each occupational
group was exactly stipulated had to be
created in collaboration with the customer.
The operation of these two independent divisions
was very demanding and there were even
thoughts of separating from the skin cleaning
business and focusing on oleochemicals.
Restructuring, combined with massive conversions
to the site, with the latest introduction of
GMP (Good Manufacturing Practice), which had
also become necessary in this area, as the production
plants were spatially very close to the
plants for technical soaps. Modern requirements
Dr. Manfred Matzel, Mayor Dr. Uwe Friedl and Peter Greven at the groundbreaking
ceremony of Peter Greven Hautschutz GmbH & Co. KG in Euskirchen 2005
109

THE 2000s
for cosmetic products can hardly be met in an
environment for chemical plants. Finally, the option
of selling the business was rejected.
Not least because as a mainstay in the course of
the company history, it had always had relatively
secure and predictable sales and earnings with
which one did not want to do without.
With an external consultant who was well versed
in the industry through his previous work with
a leading competitor, different strategies were
evaluated. Finally, it was decided to completely
re- establish the business as a separate unit and
align for growth.
This strategic course of action was a big step -
and quite new for the company which had developed
over decades, its development policy had
been the step by step approach.
Based on the positive and constructive cooperation
and experience in this segment, the external
consultant, Dr. Manfred Matzel was hired as
managing director for skin protection to implement
the jointly developed strategy.
Restructuring also involved a change of location:
The new line of business Peter Greven GmbH &
Co KG was located in in an industrial area in Euskirchen,
a nearby district town. A 16,000 square
meter plot of land with a hall was purchased
here, and completed with an extension to create,
from the beginning sufficient space for planned
expansion. After establishment of a new plant
in 2006, the skin protection and skin care range
was completely outsourced to Euskirchen. Meanwhile,
35 people worked there and many new
jobs were created.
The economic situation forced other chemical
companies to separate business areas. Peter
Greven continued to expand and in 2005 took
over the stearate business from the Total-Atofina
company, a subsidiary of Ceca, a company in
France.
The sales volume could be integrated into the
Bad Münstereifel production without having to
take over the production in France. Ceca had decided
to close the facility for safety reasons, so
Peter Greven took over the list of customers, formulations
and product manufacturing specifications
and established a sales company in France.
Through the acquisition, the product range was
extended to include some specialties and the
customer base was expanded. Peter Greven also
strengthened its market position as a leading
manufacturer of metallic soaps in Europe.
Just a short time later Peter Greven Hautschutz’s
first takeover was pending: In 2006 the sales of
hand washing pastes from (Lordin and Cewipa), a
competitor company was taken over and it generated
considerable sales growth in skin protection.
The additional revenue was very helpful to
bear the higher costs of the new location.
Gunther Greven was open to the work of the
next generation, and contributed his thoughts
and opinions, and took significant positions in
110

Administration building and production for occupational skin care products
the discussion. He sat on the shareholders‘ committee
where he had an effect on major decision
making. He also expressed concern when he had
misgivings, and fought for his convictions when
he did not agree with something.
His experience contributed in making many upcoming
decisions, to think through a process
again and if applicable to clear one or the other
problem out of the way.
Like his brother Heinz, Günther Greven never really
retired.
Even at the age of 84 Günther appeared at the
plant daily for four to five hours. Later, he always
called on Fridays, when he requested a report of
the orders on hand and asked, „How‘s it looking?
Do we have enough to do? „
In the old family business tradition Heinz and
Günther Greven were familiar with the entire
company, as it had also been with their father
Peter Greven.
Peter Greven had inherited this, because knowledge
of these details is important for many business
decisions.
111

THE 2000s
On 28th May 2006 Günther Greven dies at the
age of 87.
In September 2007, the Peter Greven Company
had to cope with damage due to flooding,
amounting to several hundred thousand euros.
Also in 2007, Peter Greven founded the joint venture
Peter Greven Asia, based in Penang / Malaysia,
one of the leading palm oil and fatty acid
producers.
The cooperation of these two market leaders
aimed to position itself in the next few years as
one of the leading metallic soap suppliers in Asia.
The main markets for the joint venture, in addition
to Asian countries such as China, India, Japan,
Korea and Taiwan were also the Middle East
and the United States.
The location of Malaysia offered several advantages
in Asia. Firstly, Malaysia, along with Indonesia,
is the world‘s largest producer of palm oil,
fatty acid production in Malaysia is the largest
in the world. This means that the supply of raw
materials is very good. Malaysia is also a good
location to supply the growing markets in Asia.
Finally, Peter Greven and IOI agreed on a joint
venture in which Peter Greven holds a 60 % stake
and IOI holds 40 %. Peter Greven is responsible
for the management and the production and distribution
in Malaysia. IOI provides the main raw
materials (fatty acids) and also provides services
such as energy supplies but also IT and HR services.
Peter Greven congratulates Ewald Beier to his 50th jubilee
Again here, a company that was involved in the
organisational structure of a large company had
to be reorganised so that it smoothly blended
into the structures of the medium-sized family
business. Although, from the beginning it was
clear that this would be no easy task, at least
with the onset of the economic crisis and the
rise of the Asian markets, it became clear just
how important this project was for the future of
Peter Greven. Despite, repeatedly occurring setbacks
in the first two years and serious problems,
112

Günther Greven, † 28.5.2006
production was more than doubled in just three
years. With the medium-sized company typical
lean management structure this was only possible
when the work was shared out and again
support from Germany and Holland, was also
achieved on site. Good cooperation between the
individual plants was always essential.
On 30th June 2008, after 30 years of service and
many years as an authorised signatory and commercial
director, Mr. Beier Erwald retires from the
company. Flooding in September 2007
113

THE 2000s
In mid-2008, an opportunity arose to make further
acquisitions in the skin protective field: Peter
Greven Hautschutz was able to take over the
industrial area of skin protection with the brands
Physioderm and Faweco from the medium-sized
company Wöllner. The business was incorporated
in Euskirchen as far as possible. Production
had to be expanded here because this acquisition
represented about 70 percent of the existing
business volume. Due to its outstanding importance
it was also renamed Peter Greven Physioderm
GmbH.
After many years as a laboratory, quality and
development manager, in August 2009, Dr.
Hermann Josef Stolz is transferred to the head
of production and development. At the same
time he becomes a new member of the executive
board.
114

Joint-venture production plant in Penang, Malaysia
115

THE 2010s
COMPANY’S DEVELOPMENT INTO THE US
On 31st December 2011, Dr. Manfred Matzel, CEO
of Peter Greven Physioderm GmbH, leaves the
company and becomes self-employed.
The Executive Board of the Peter Greven Group
now consists of Peter Greven, Werner Heiliger
and Dr. Hermann Josef Stolz.
The start of a new decade in the company‘s history
was hit by two major decisions, for Bad Münstereifel
as a company location, as well as for the
further claim as market leader in the oleochemicals
field.
During the review and development of the location
concept for Bad Münstereifel it became
apparent that meaningful areas of expansion for
production plants with reserved areas, could, in
the medium term, be moved to another location.
This resulted in the first measure, relocation of
the laboratory, all social areas and the administration
building on the hillside above the current
administration building in the area from the
1900s development plans.
The Peter Greven Group Executive Board 2013: Left to right: Dr. Hermann Josef Stolz, Peter Greven and
Werner Heiliger
117

The plant in Bad Münstereifel with the newly built administrative, laboratory and social area in the foreground, to
the right, and the new esterification building in the middle of the plant.
After the start of development work at the end
of 2011, the administration department moved
to the ultra-modern equipped premises in mid-
2013. The laboratory moved end of 2013 where
it could take on new challenges with its hightech
equipment and larger development department.
With the demolition of the old administration
building, from which the company fortunes were
directed for over 80 years, the course was set for
a lift tower to connect the production site to the
new administration department, laboratory and
social building tract.
118

The old administration building before and during demolition

2010ER JAHRE
In 2016, the wash lotion ECOSAN® was awarded
the EU ecolabel for protecting the environment
just as well as the skin of its users. In the following
year, the product was also the first wash-off
cosmetic product to be awarded the prestigious
BLUE ANGEL German ecolabel.
Another step in efforts to produce environmentally
friendly and ecologically compatible products
was the substitution of olive stone flour
for (micro)plastic exfoliants. This renewable raw
material, produced during the manufacture of
olive oil, has particular advantages when compared
with other alternatives – namely good
biodegradability and sufficient availability within
Europe. In the following years, various skin
cleansing products with and without exfoliants
were awarded the EU ecolabel.
DP-Plant Venlo
We set ourselves the long-term strategic target of
establishing fatty acid esters as our second major
business segment alongside metallic soaps.
To make this growth possible for our esters segment,
we began construction of a new production
facility in February 2012. With a height of
34 m, only the fat splitting tower was taller than
this facility at the time of its completion.
Peter Greven Physioderm GmbH began trading
under a new, independent logo in 2013.
The successes of this year were then unfortunately
overshadowed by the most serious industrial
incident in the company’s history. In March,
120

The construction of another new warehouse was
completed in July 2015 to accommodate the continually
increasing production volumes at Peter
Greven Physioderm GmbH. Optimisation of the
overall logistics infrastructure made significant
efficiency gains possible in the work processes
used to date, ensuring that we were best-placed
to enjoy further growth.
The newly built production facility for esters
a serious accident occurred at our subsidiary Peter
Greven Asia in Malaysia, brought about by an
explosion and subsequent fire, which also tragically
claimed the lives of three of our employees.
We have provided further information about this
incident in a focus article.
In May 2013, we started production at the recently
completed DP (direct process) plant at
Peter Greven Nederland C.V., which represents a
significant expansion of our production capacities
for metallic soaps at the Venlo site. Compared
with earlier facilities using the precipitation
process, this technology offers considerably
higher output and efficiency. The products produced
at the new plant are primarily intended
for the food and feed sector. We describe the
different production processes used in our focus
article ‘Soaps and metallic soaps’.
The development of new products, research into
additional areas of application and optimum
adaptation to the requirements of our customers
have always been the key drivers behind our
overall entrepreneurial success. In Bad Münstereifel,
for example, we had long planned to
build a Technical Centre capable of handling
scaled-down versions of almost all of our production
processes. Construction and commissioning
of the Centre was ultimately completed
Warehouse at Peter Greven Physioderm
121

EXCURSUS
FOCUS ON CATASTROPHIC FIRE AT PETER GREVEN ASIA
On 25 March 2013, a serious accident unfortunately occurred
at our subsidiary Peter Greven Asia on its company
premises in Penang, Malaysia.
also meant procuring all of the main facility components
within Europe.
A dust explosion and subsequent fire caused the destruction
of a large part of the production facilities. Far worse
than this was the fact that three of our employees died of
the burn injuries they suffered during the fire, with two
other employees also being very seriously injured.
We could not have imagined that an accident of this magnitude
was possible at our company. Everyone in the Group
was deeply shocked and affected by the accident, with
many coming forward to offer their support and help.
Despite this tragic event, however, decisions had to be
made about rebuilding the production facility to continue
our Asian business – and always with the aim and intention
of moving on from this difficult situation by establishing
new premises that could be even safer and more
productive.
After visiting the Penang facility, it was also clear that we
needed to provide both the site and the local team with
a vision for the future. While not always an easy task, we
also needed a plan for the facility after an analysis of the
events leading up to the accident. First of all, however, we
had to wait for local authorities to complete their investigations
and issue the facility with a new permit.
Our ambitious goals for the new site not only included the
very latest technology while ensuring the highest level of
safety, but also aimed to accommodate quality requirements
from the local markets. However, in consideration
of explosion safety standards among other aspects, this
122

Thanks to the outstanding dedication shown by everybody
involved, the first production systems restarted operation
as early as the second half of 2013. Work on the remaining
systems would continue well into 2014.
As part of the reopening ceremonies, to which company
directors Peter Greven and Hermann Josef Stolz had also
been invited, a tour of the new premises revealed the impressive
results of the reconstruction project. Not only the
clearly laid out and perfectly maintained facilities themselves
but also the highly functional and user-friendly process
control system were praised by the two executives
during their visit.
After the tragic and shocking events, the facility reopening
ceremony was an important milestone that left a lasting
impression on project participants, guests and employees
alike.
Yet this marked only the beginning of the work at the new
site. In the months following the reopening, process optimisation
was scheduled, as well as work on adjusting
products to the new technology. Customers also needed
to be reacquired and new sales markets explored.
Given the success of these endeavours, one could then be
quietly confident about prospects for the site.
Following this terrible accident, the entire management
team had declared their commitment to doing everything
possible to ensure that such an incident could never be
repeated.
123

Technical test facility
Dismantling of fatty acid production
by mid-year 2016. As a result, new production
processes, product optimisations or the introduction
of new raw materials can all be tested at
a smaller scale before being transferred to largescale
production.
When founder Peter Greven decided to ensure
the security of supply for raw materials by building
an independent fatty acid production facility
in the 1930s, this was certainly a milestone in
the company’s history and a very forward-looking
investment. Almost 80 years later, however,
production here was considered no longer costeffective
compared with external procurement.
The latter also offered a choice of raw materials
and greater use of plant-based fatty acids compared
with the fatty acids based on raw materials
of animal origin primarily produced to date.
The company executive therefore made the decision
to cease internal fatty acid production and
dismantle the corresponding parts of the facility.
One of the biggest challenges here was keeping
the disruption to ongoing processes caused by
this large-scale project to a minimum. Dismantling
work started in early 2017 and was completed
by the end of the year, thereby bringing to
an end the era of fatty acid production.
Ten years after the formation of the Peter Greven
Asia joint venture, another important step was
taken towards the internationalisation of our
Group. Effective 30 September 2017, we acquired
the additives segment of the North American
Norac Inc., which was then restructured and integrated
into the Peter Greven Group as Norac
Additives LLC. Norac is one of the leading manufacturers
of metallic soaps and plastics additives
in the USA, and is a specialist in PVC. The attractive
North American market, offering major
potential and good opportunities for growth,
perfectly complements our existing portfolio,
especially in the fields of metallic soaps and esters.
“Our acquisition offers many synergistic benefits
between Norac and Peter Greven within the
Group, not least from mutual knowledge transfer
between the various departments, such as
Procurement, Product Development, Applications
Engineering and Sales. We are convinced
that the acquisition and integration of Norac will
124

2010ER JAHRE
create significant value for the entire company,
and will also improve our international position
by establishing it on a broader and more stable
foundation,” said Managing Director Peter Greven,
commenting on the purchase decision.
At Peter Greven Asia, the expansion and enlargement
of our international sites continued with
the construction of a new office building and
warehouse. At the inauguration ceremony, it was
possible to look back on 12 years of successful
collaboration between the joint venture partners.
In December 2019, when the first reports of a novel
virus started coming out of China, few people
would have predicted that this would have such
far-reaching consequences. Our day-to-day lives
then became focused on infection trends, crowded
hospitals, shop closures, contact restrictions
and the shuttering of entire commercial production
sectors. The Peter Greven Group was also
affected by the strict organisational measures
imposed. WFH and quarantine became new buzzwords
in our day-to-day business. Keeping business
operations going was one of the goals of all
of the measures that were implemented, which
affected all of the Group’s sites. Sales downturns
and raw materials scarcity were just some of the
challenges needing to be managed, with future
developments virtually unpredictable.
Norac Additives
Administration and warehouse at Peter Greven Asia
125

2010ER JAHRE
Business was brisk, however, in the professional
skin protection segment at Peter Greven Physioderm
in Euskirchen, with demand for cleaning
agents and disinfectants skyrocketing. Managing
Director Werner Heiliger: “Recent events have
again demonstrated the importance of diversification
for our Group, not only in terms of applications
for our products but also in terms of
geographic distribution. This gives us the kind of
stability that we need to survive such a crisis.”
Investment continued despite the ongoing pandemic.
In Bad Münstereifel, for example, a lack of
storage facilities had meant that finished products
occasionally had to be split up between six
different external warehouses. This created a
huge amount of extra work for the dispatching
and handling teams. The construction of a new
Dispatch and Logistics Centre in nearby Mechernich-Obergartzem,
which was completed jointly
with our logistics partner, aimed to streamline
our shipping and storage infrastructure while
also reducing complexity. Fitted out with the
very latest communications and data acquisition
systems, the Centre was another key milestone
in our capacity expansion strategy.
Range of disinfection products from Peter Greven Physioderm
126

Dispatch and Logistics Center Mechernich-Obergartzem
127

EXCURSUS
FOCUS ON ESTERS
Humans have been using esters for many hundreds of years.
Chemically speaking, traditional natural oils and greases
like lard or olive oil are triglycerides and also members
of the ester group. In former times, only these naturally
occurring esters were used – primarily in food products
but also in a number of simple technical lubrication applications.
Today, a large number of industrially synthesised
ester products are used in many areas of manufacturing.
Two key areas where esters are used are as lubricants in
the manufacture of plastics, for example, or as a base oil
for biodegradable lubricants.
Raw materials
As is the case for the production of soaps and metallic
soaps (see page 58–61, ‘FOCUS ON soaps and metallic
soaps’ ), fatty acids are the main raw material used for
esters: they are obtained from natural oils and greases,
with tallow and palm oil being the most important sources.
Other vegetable oils like castor oil, coconut oil, rapeseed
oil or soybean oil can also play a role in production.
Nor is origin the only important aspect here: another factor
is whether the fatty acids are saturated or unsaturated,
since this will result in performance differences for the final
ester products.
Alongside the fatty acid, an alcohol is the second elementary
component in an ester. While there are many alcohols
that can be used for ester synthesis, only a few of
these – such as glycerine – can be obtained from natural
raw materials. Most of the others must first be industrially
synthesised. The main difference between the various alcohols
is primarily the number of alcohol groups – which
can be viewed as potential points of contact with the fatty
acid – as well as the spatial structure of the respective
128

molecule. This produces differences in properties, such as
the melting point or viscosity, which may have a positive
or negative effect, depending on the ultimate application.
The various fatty acids and alcohols that can be used to
manufacture an ester can be viewed as a set of building
blocks: the chemical and physical parameters of the final
product will vary depending on the specific raw materials
that are combined together.
Manufacturing process
The manufacture of esters has undergone a continuous
process of modernisation, hand-in-hand with the technical
advances made over the years. While individual process
parameters needed to be adjusted manually in former
times, modern facilities are managed by a central, computerised
process control system. This not only means
that parameters can be adjusted more precisely, but the
reaction process can be monitored continuously by facility
staff, with the process also completing more quickly,
thanks to ultramodern plant systems.
To manufacture an ester, the fatty acid and alcohol are
first added together. The reaction vessel is temperaturecontrolled,
typically under vacuum, with temperatures
potentially exceeding 200 °C. Under these conditions, the
fatty acid and alcohol join together to produce an ester,
with water being eliminated. Once complete, this reaction
is followed by other process steps, such as filtration and
bleaching.
Depending on the raw materials used, the ester is then either
solid or liquid at room temperature afterwards – this
state then determines the final processing steps required
for the products.
Esters that are solid at room temperature are still liquid
at the high temperatures used in the reaction: following
the reaction, they are piped to a spraying tower and forced
out of a nozzle at the top of the tower. Since temperatures
outside the nozzle are normal, this cools down the ester,
which falls to the vessel floor in the form of small beads.
These products are primarily used in the plastics industry
as lubricants, since the esters will once again assume a
liquid state at the high temperatures used in plastics processing.
The esters that are liquid even at room temperature are
typically piped through a filter following the reaction,
which also cools them down, and can then be filled directly
after this process step. These products are primarily of
interest for the lubricants industry, where they are utilised
as a base oil for gear oils or greases, for example.
129

THE 2020s
OUTLOOK
In December 2020, we completed expansion
work on the office building, including staff facilities,
and the laboratory on our premises in
Euskirchen. Sustainability was a key aspect of
this construction project, which had a budget of
around EUR 2 million. Complementing the 825
sqm provided by the expansion, a large rooftop
photovoltaic system was also installed on the
existing parts of the building.
Aerial view of Peter Greven Physioderm
131

EXCURSUS
FLOOD DISASTER IN JULY 2021
On 14 July 2021, a bout of persistent wet weather led to
torrential downpours in western Germany, and in southern
North Rhine-Westphalia and Rhineland-Palatinate in particular.
With the ground already saturated, more than 200
l of rain per square metre now fell within a short space of
time, leading to catastrophic flooding in the region.
This caused the River Erft (an important source of water for
us in former times) to rise to unprecedented levels. In 2007
and 2019, we had already experienced moderate flooding
here and had therefore taken various steps in recent years
to prepare for an extreme flooding event. The floods on 14
July 2021 were utterly unforeseeable, however, and these
raging torrents of water simply took everything with them.
As was the case in many districts in the Bad Münstereifel
region – especially Iversheim and Arloff – the level of destruction
on our premises was unimaginable, with trucks,
trailers and containers being thrown together and swept
away. Buildings directly adjoining the Erft suffered significant
damage, including flooding, with an immense level
of destruction and damage also affecting the local infrastructure
(bridges, roads, etc.). At times, the water level
had risen to more than 2.6 m, with significant quantities of
mud and debris also being moved about.
132
Once the floods had receded, an initial appraisal seemed
to suggest that a long period of company downtime would
be unavoidable. Power and gas lines were also down
across our entire site, nor was there any phone or internet
conductivity available. In this situation, our subsidiaries in
Penang, Venlo and Euskirchen no longer had access to our
servers and were therefore unable to resume production –
the first time this had happened in our company’s history.
The sheer level of destruction, also apparent in the immediate
neighbourhood, made it difficult to properly appraise
the situation and take the first steps necessary. It
was therefore all the more impressive to see the exemplary
degree of dedication and determination shown by
those of our colleagues not affected directly by the flooding,
as they set about helping to clear up and solve the
many problems encountered. Thanks to their efforts, major
progress was made on a daily basis, giving us hope for
the future. One important achievement for the Group as
a whole was the fact that our subsidiaries were able to
resume normal operations after a few days, therefore preventing
any further losses for our business.
Contrary to the expectations of many external experts,
operations restarted at some production facilities even
in Bad Münstereifel after just a few weeks, once again

producing saleable goods. Other
facilities were brought back online
step by step, so that company production
was almost at full capacity
again by the end of September
2021.
Fortunately, most of the damage
suffered was covered by our insurance.
As a result, this financial support
enabled us to concentrate our
efforts on repairing the damage.
First and foremost, this meant getting
our steam boiler operational,
so as to be able to use our pipelines and tanks once again.
With the steam boiler, as with many other parts of our
production facilities, the main problem was the electrical
enclosures, which had been fully submerged by the flooding
and therefore first needed to be cleaned and dried out
before they could be put into service again.
And this was only a small part of the challenges that needed
to be overcome, which also included working through
long delivery backlogs, winning back our customers, fixing
the remaining damage to our buildings and infrastructure,
restoring our flood protection systems to their previous
levels, and sorting out flood compensation payments from
our insurers.
At long last, the often considerable damage to our buildings
was finally repaired, with facades and masonry replaced,
alongside the drywalling affected by flooding.
As a result of supply bottlenecks, plus long lead times for
construction materials, some of the repairs to gates, doors
and windows were completed only in early 2022.
Companies working in the rendering, painting and tiling
trades were also in short supply, which also caused delays
to the restoration of some of our staff facilities and
company laboratories. Extensive inspection and repair
work was also needed for the tank terminal damaged by
the flooding, with tanks set afloat by the floods actually
having to be lifted entirely out of the terminal for this work
and damaged foundations needing to be replaced.
Several key flooding precautions were also taken, with the
new water treatment plant set up on a flood-safe platform,
together with the electrical enclosures for the steam
boiler plant.
Repairing the partially destroyed infrastructure within the
factory was also another important part of restoration
133

work. Many roadways had to be restored, alongside the
bridge over the Erft – the only transport route of its kind
over the river. The river bed and adjacent riverbanks were
dredged and cleared, with the terrain being reconstructed
according to earlier planning, so as to ensure that the original
level of flood protection could be restored.
Disposing of the products and raw materials rendered unusable
by the floods is likely to continue to occupy us for
some time to come.
Although, in the final analysis, the impacts of this natural
disaster ultimately proved to be manageable, we must use
this experience to derive insights for our company, so as
to ensure that we are even better prepared in the future.
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2020ER JAHRE
On 14 July 2021, a flooding disaster occurred
that broke all historical records. On this day, the
normally unremarkable River Erft, which winds
its way through our grounds, laid waste to the
company head office in Bad Münstereifel. In the
days and weeks after the flood, we gradually
managed to get back to normality, thanks to the
dedication and effort of all of our employees.
Alongside metallic soaps, fatty acid esters are
one of our main product groups. These are indispensable
additives used primarily in the plastics,
lubricants and textiles industries (see our focus
article ‘Typical applications for metallic soaps
and esters’ ). These products offer many options
for development and also have major potential
for growth. Following the construction of
the VE 4 esterification plant over 10 years ago,
our new VE 5 plant was completed and commis-
Esterification plant VE 5 (on the right)
135

2020ER JAHRE
sioned mid-year 2022 after a construction period
of almost two years. Our investment in this new
production facility is a further step towards ensuring
job security at our Bad Münstereifel production
site. The products are primarily used as
base oils for biobased lubricants. This investment
therefore underlines our company’s clear
orientation towards sustainable and forwardlooking
applications.
The same principle naturally applies to all of the
other sites operated by our global Group. In autumn
2022, for example, production also started
at a new facility for metallic soaps at our site in
Malaysia. Other projects, such as the construction
of a dispersions facility at Norac Additives
LLC in the USA and the construction of a new
batching department at Peter Greven Nederland
are currently ongoing and will be completed during
the course of 2023.
In the past, the Group has demonstrated that it
can successfully handle even major international
crises. The next few years are unlikely to be plain
sailing, however. Geopolitical change, rising energy
prices plus climate change and its regulatory
frameworks will continue to make life difficult,
especially for manufacturing companies based in
Europe. Staying competitive on the global stage
under these conditions will be the challenge for
the company’s next decade.
The future will also offer major opportunities,
however. The most important of these is naturally
the transition to a sustainable, climate-neutral
economy – and sustainable solutions are something
we have focused on from the outset!
136

EXCURSUS
PETER GREVEN GROUP AS AN EMPLOYER
During our hundred-year history, we’ve not only been a
company but also an employer. Our role as an employer
and the challenges we have faced have evolved continuously
over the decades, and have ensured that we stay
dynamic, true to the principle that ‘the only constant is
change’. Yet stability is one of the most important aspects
of our philosophy as an employer. Economic stability is a
goal both from a business standpoint and in terms of our
social responsibilities – because it creates job security. We
have been able to stay true to this maxim since the formation
of our company.
Since the outset, our approach to human resources has
been forward-looking and focused on growth. The soap
and glycerine factory was an important new employer for
local residents, of course. At the same time, however, the
company management team cast its net wide when looking
for the kinds of skilled workers who remained in high
demand in the chemicals industry throughout the last
century. As the new millennium dawned, we had made a
name for ourselves as an employer well beyond regional
borders. At the end of 2022, Peter Greven Group employed
over 450 people worldwide. Over the last decade alone,
the Group has added around 100 employees to the workforce,
with the main drivers here being internationalisation
and strategic site expansion projects.
spect and thanks. The long periods of outstanding service
provided by our employees are also unusual in comparison
with many other employers in our industry. In times, when
the labour market seems more fast-paced than any international
trading place, this is truely something special that
fills us with pride. In our parent company, for example, a
quarter of our employees have worked at the company for
over 20 years, while another quarter has been working
there between six and ten years, which is a result of our
constant, healthy growth.
Key pillars of our approach to HR management are vocational
training, talent promotion and staff development.
For strategic personnel planning and the routine filling
of vacancies, we use a broad-based apprenticeship programme
with ten training professions, which enables us
to ensure replacements for retirees from our own ranks
of junior employees, for example. Personalised development
plans are used to prepare our promising and motivated
young professionals to take on more wide-ranging
areas of responsibility. A highly diverse internal and external
training programme allows us to ensure the targeted
development of our skilled employees. Human Resources
and the business departments work closely together to
ensure that our workforce is fit for the future and to avoid
knowledge loss.
Corporate culture, communication and cooperation define
an employer. This is exactly where our HR department
comes in, as we know that trust is a two-way thing and has
a central role to play. While employees entrust the task of
setting and pursuing the right long-term goals to management
and shareholders, the executive team relies on the
workforce giving their best to achieve them, each and every
day. For us, the loyalty and commitment shown to the
Group by all of those that form a part of it is truly unique.
The resilience of a company’s culture is proven in times of
crisis. In 2021, our employees tackled the flooding disaster
with an impressive and tireless dedication that was instrumental
in ensuring we could get back on our feet as quickly
as we did, and which continues to earn our heartfelt re-
138

Alongside the fixed factors in personnel development and
leadership, we also need to adapt to changes in the labour
market. What is certain is that the employer market is becoming
an employee market, with the applicant role now
shifting from employee to employer. Companies position
themselves as employers and actively advertise. In this
war for talents, this skilled labour shortage, targeted and
modern recruiting methods are essential in order for us to
acquire new employees.
This was the reason why we also developed our employer
branding strategy some years ago, with the aim of positioning
and communicating our strengths as an employer,
and with two primary goals in mind: first, potential employees
should become aware of the Group as an employer
while second, job satisfaction among existing employees
should also be improved, so as to strengthen their loyalty
to the company. Social media marketing is a tool that is
becoming increasingly relevant in this context. Our employer
branding – ‘Personal Commitment. Joint Success.’
– lies at the heart of our employer branding strategy, encapsulating
and expressing our vision as an employer. Together,
this commitment from each and every one of us is
essential to achieve the success that ensures our continued
existence in the market.
Alongside economic and financial security, we also make
a number of benefits available to our employees. These
are intended not merely to differentiate us from other
employers but also to express our appreciation for our
workforce. Key aspects of these programmes include the
maintenance and promotion of good health, for example.
We also maintain a constant focus on the satisfaction of
our colleagues and our Leadership Guideline is an important
tool here. Nor is this Guideline a one-way street but
provides both supervisors and employees themselves with
guidance for ensuring that both parties interact as equals.
To ensure that we can achieve our ambitious leadership
goals, we not only take care to provide the right benefits
and a personal company culture but also try to ensure that
we stay in dialogue with our workforce. We routinely assess
employee satisfaction in order to ensure we can make
improvements here. Some of the instruments we use here
include employee surveys, feedback rounds, team events
or our Employee Interests project group, which meets regularly
with the company executive and HR management
staff.
As an employer, we naturally want to do more than merely
market our values as our branding – we want to bring
them to life. Apart from attracting motivated new employees
to join our company, we also need to care for our
existing workforce, whose know-how is indispensable for
our further growth and which ensures we are best-placed
to meet the challenges in the labour market. We are now
encountering a new generation of workers, who have developed
a different understanding of their relationship to
employers, who see themselves faced with a rapidly expanding
jobs market and who often value independence
over attachment. Employees change or stay in a job because
of the people and the partnerships they form within
it. This brings us back to our core focus – maintaining the
character of a mid-sized, family-run business, with a flat
hierarchy and where doors are always open. After all, this
is the reason why we are not merely a successful company
but also a successful employer – a role we relish and will
continue to do so, with enthusiasm and a clear vision.
139

COMPANY STRUCTURE
Peter Greven Group
Oleochemicals
Skin Protection
Peter Greven
GmbH & Co. KG
Peter Greven
Nederland C.V.
Peter Greven Asia
Sdn. Bhd. (JV)
Norac Additives
LLC
Peter Greven
Physioderm GmbH
Metallic Soaps
Metallic Soaps
Metallic Soaps
Metallic Soaps
Skin Protection
Alkaline Soaps
Alkaline Soaps
Alkaline Soaps
Esters
Skin Cleansing
Esters
Dispersions
Dispersions
Stabilizers
Skin Care
Dispersions
Desinfection
Special Additives
Dispenser Systems
Green line = production is based on vegetable raw materials only
141

Peter Greven
founded the
soap and glycerin
factory
1923
Transition from a
soap factory to the
producer of oleochemical
additives
and derivatives
1945
Formation of the
chemical factory
Iversheim and the
start of developments
for dispenser dosable
skin cleaning agents
1958
Company founder
Peter Greven dies
at the age of 76
1962
Range of production
is increased by
ester
1968
New robotic packaging
system
1980s
1934
1956
1960s
1970s
Commissioning of a
system for lipolysis
and glycerin
Start of metallic
soap production,
diversification
The second generation,
Heinz and
Günther Greven,
take over leadership
of the family
business
Growing market
demand for metallic
soaps, capacity
expansion
142

COMPANY HISTORY AND LANDMARKS
With Peter Greven,
the third generation
joins the
Executive Board
1993
Takeover of the stearate
business from the
French company Ceca,
formation of Peter Greven
France
2005
Formation of the
subsidiary Peter
Greven Asia in
Malaysia
2007
1990s
2000
2006
2011
Conventional batch
saponification becomes
fully automatic
continuous saponification.
New filling
plant for silo, big bags
and containers
Acquisition of the
production facility
in Venlo, formation
of the subsidiary
Peter Greven Netherlands
Outsourcing of skin
protection business
and construction
of production in
Euskirchen
Formation of Peter
Greven USA
143

90 years
Peter Greven
2013
DP-plant Venlo, NL
Takeover Norac
Additives Limited, USA
Flood disaster
2014 2017 2021
100 Years
Peter Greven
2023
2013
2017
2020
2022
Commissioning of
the VE4 and new
construction of the
administration and the
laboratory buildings
Dismantling
of fatty acid
production
Reconstruction at
Peter Greven
Physioderm
COAD ® plant at
Peter Greven Asia
144

AERIAL PHOTOGRAPHS
The 1930s
Start-up phase with the soap works at the river Erft
147

The 1940s
The company grounds after the soap works extension including boiler house
148

1955
The plant has spread out along both sides of the Erft
149

1961
1961 after the autoclave splitting construction in the centre of the plant, left with the Peter Greven logo on the roof
150

1967
1967 after construction of stearate 4 (on the left of the company grounds)
151

The 1980s
The 1980s after construction of the metallic soaps department
152

1987
1987 after new construction of halls 10 and 11 (at the bottom of the picture)
153

1991
1991 after construction of the central warehouse and storage facility
154

1999
1999 after construction of halls 14 and 15 (top right)
155

2006
2006 after the building of the dropletisation tower (right)
156

2013 construction of the esterification VE4 and the new administration, laboratory and social area above the previous company
grounds
2013
157

1926 1945 1951
1960s
1936 1940s - 1950s 1953

LOGO-HISTORY
1969 1989 since 2010
1967 1970s - 1980s 1990s - 2010

GLOSSARY
Abrasion: Erosion of surfaces by means of abrasive
materials.
Alkaline soaps: Sodium or Potassium salts of a fatty
acid.
Autoclave / Split autoclaves: A gas-tight, sealable
pressure vessel, which is used for the thermal treatment
of materials in the overpressure range.
Batch saponification: The preparation of soap in
individual batches (as opposed to continuous production).
COAD®: Norac Additives, LLC’s patented, continuous
production process for the manufacturing of
metallic soaps. The process is characterized by high
performance and energy efficiency.
Continuous saponification: Unlike the batch saponification,
an optimised, continuous manufacturing
process.
Direct Process (DP): Process for the production of
metallic soaps in just one reaction step. Here, a
polyvalent metal hydroxide is reacted directly with
one or more fatty acids and forms the corresponding
metallic soap.
Distillation: Substances can be separated from each
other by evaporation at different boiling points, for
example, water (boiling point: 100° C) and acetone
(boiling point: 56° C).
DIN ISO 9001/14001: Legal standards for quality
management (ISO 9001) and environmental management
(ISO 14001), which ensure a high standard
both for the quality of products as well as for the
environment.
Emulsifier: Emulsifiers are used for two immiscible
liquids, such as oil and water, to mix and stabilise
into a finely divided mixture (emulsion), by condensation
of an alcohol group (R2 -OH).
Ester / Esterification: By ester, a functional group is
meant, which is formed by condensation of an alcohol
group, (R2 –OH) and an acid group, (R1- COOH),
resulting in, (R1 -COO -R2). The reaction for the production
of esters is called esterification. Most such
reactions on an industrial scale, run at temperatures
above 100° C in order to boil the water formed in
the process.
Extruder Press: A machine for forming the soap
mass into long strands which are then cut into the
respective bars of soap.
161

Fatty Acid: A group term for monocarboxylic acids
which are composed of a carboxyl group (-COOH)
and out of a different length, but almost exclusively
unbranched hydrocarbon chain. The naming of fatty
acid is in part because of the chemical properties of
this substance group which reacts in an acidic manner
due to its carboxyl group.
Fatty Acid Derivatives: A derived substance similar
in structure to a corresponding basic element, in
this case the fatty acid.
Galenics: The study of pharmaceutical composition
and manufacturing.
Glycerine: The simplest trivalent alcohol.
GMP: GMP (Good Manufacturing Practice), guidelines
for production and quality assurance in the
production of pharmaceuticals, cosmetics, food and
feeding stuffs.
Halal: Translated this means „allowed“ and includes
all acts and things which are permitted under
Islamic law, such as dietary rules written in the
Koran and the sunnah, determine whether foods are
halal or not.
Hydrogenation: The addition of hydrogen.
Hydrophobing: The term hydrophobic means wateravoiding
or water-repellent. In the context of hydrophobic
treatment, a material or surface is made
water-repellent. In many cases, this property can be
recognized by the fact that hydrophobic surfaces allow
water to roll off.
Kosher: Kashrut - religious rules for the preparation
and consumption of food in the Jewish community.
Only foods that are kosher may be eaten.
Lipolysis: Decomposition of fats, i.e. the glycerides
in the constituent fatty acids and glycerin.
Metallic soap: The collective term for fatty acid salts
with a variety of metals such as aluminum, zinc, calcium
and lithium, etc. The common feature of these
compounds is their hydrophobicity and insolubility
in water, in contrast to potassium or sodium soaps.
Oleate: See Oleic acid.
Oleic acid: Mono-unsaturated fatty acid.
Oleochemicals: A branch of chemistry that deals
with reactions and products based on the raw fat
/ fatty acid.
Pillier machine: A machine for kneading and rolling
finished soap, in order to homogenise the soap mass
as well as possible.
162

Precipitation: Removal of a solute of a solution by
the addition of suitable substances.
Splitting Tower: A special process which involves
the breakdown of fat into glycerol and fatty acid.
This takes place at very high temperatures (> 200 °
C). The main component of such plants is a very tall
splitting container, hence the name splitting tower.
Stearate: See stearic acid.
Stearic acid: Saturated fatty acid. Its salts and esters
are called stearate.
163