Lim Siew Tin's Interview with Invesment Report

Jebsen & Jessen Ingredients is a leading distributor of specialty chemicals and life science ingredients in the ASEAN region, covering a wide range of industrial and manufacturing applications. 

Jebsen & Jessen Ingredients distributes over 100,000 tons annually of specialty chemicals in ​ ​ ​ ​ ​ ASEAN. Can you outline the types of chemicals, geographies and industries it supplies?

We handle distribution of ingredients under seven business lines, three of which belong to the chemical sector: coatings, rubber and plastics, and performance chemicals. Performance chemicals include processing aids like catalysts and odor removers that support chemical processing but are not part of the final product. The other four lines cover nutrition and health: food ingredients, pharmaceuticals, personal care, and animal feed.

The overall split between the chemical and nutrition sectors is about 50-50 across the region. However, this varies significantly by country, depending on population size and degree of industrialization. For example, in Thailand, we have a balanced portfolio, while in Singapore, 90% of our business comes from the chemical sector. This is due to its advanced industrialization, 200-year-old oil refinery system and established petrochemical supply chain. By contrast, in the Philippines, 80% of our business focuses on food, animal feed, pharma, and personal care. In less industrialized countries, the balance often leans towards basic nutritional and agricultural inputs.

Is the specialty chemicals sector in ASEAN pluralistic, competitive, monopolized?

There is no monopoly in this region. The market is highly competitive, with a mix of multinational corporations and local entrepreneurs contributing across the supply chain. Some players are large, others are small, and the industry is shaped by diverse needs. 

Traditionally, specialty chemicals came predominantly from the West—countries like the US and Europe were early starters. However, over the past 15 years, China has developed its own production capabilities and know-how, becoming a significant player in Southeast Asia alongside Japan and Korea. This shift has made Southeast Asia an interesting and dynamic market, attracting foreign direct investment from both Western and Eastern companies. 

Can you give some examples from Jebsen & Jessen Ingredients’ portfolio of chemicals that enable innovations in green technologies and industries?

One example is sustainable aviation fuel, which is gaining traction in Southeast Asia due to the region's abundance of used cooking oil. This material is an excellent feedstock for the industry, supporting innovation in cleaner technologies. While traditional conversion methods relied on chemical catalysts, the industry is now exploring enzymatic conversion, which improves feedstock quality and efficiency.

This trend has strong potential for growth in the coming years, driven by the availability of raw materials and rising demand for sustainable solutions. With significant populations and frequent air travel in the region, the balance between supply and demand supports further expansion of sustainable aviation technologies.

Jebsen & Jessen Ingredients says it achieved 100% carbon neutrality in 2011. How did you measure this?

Achieving carbon neutrality is part of a broader Jebsen & Jessen Group initiative and began with developing a carbon assessment tool to collect operational data and identify the volume of carbon emissions we generated. Next, we implemented energy efficiency initiatives to reduce carbon emissions across our operations, such as using LED light bulbs in all offices and ​ ​ ​ ​ ​ switching to solar panels to supplement energy supply.

For any remaining unavoidable emissions, we offset them through strategic carbon offsetting initiatives under our carbon reduction and offsetting program. This is voluntary and aligns with the United Nations’ global sustainability initiative Family Business for Sustainable Development. ​ ​ ​ ​ ​ 

More recently, we engaged with a certifying body to evaluate our sustainability efforts. This process identifies gaps and highlights areas of excellence, allowing us to benchmark and improve. After our first evaluation, we were awarded a bronze accreditation. We are now working to improve further and achieve higher levels of certification.

Currently, 95% of all feedstocks for the chemicals industry come from fossil fuels. The World Economic Forum has said that the chemicals industry needs to radically change its business models to achieve net zero in 2050. What kind of alternative feedstock sources do you consider viable?

This is a challenging question because the world’s energy needs are vast, and fossil fuels remain a critical source. As global populations grow, energy consumption will continue to rise. Striking a balance is essential—minimizing pollution while meeting energy demands.

I am optimistic that more alternatives will emerge in the coming years. However, at present, there is no comprehensive solution. The industry and the world must continue to innovate and explore sustainable options.

Is Jebsen and Jessen Ingredients near-shoring its supply chain in response to the increasingly uncertain global trade conditions?

With the increasing complexities of the global supply chain, we recognize the critical need for diversification. Despite our long-standing presence in the region, less than 50% of our products are sourced from Southeast Asia and Asia Pacific and the remaining comes from Europe and America, which are key providers of the specialized chemicals for our target industries. With continued growth in the region, we are committed to strategically growing and diversifying our sourcing from within the region. We believe that a balanced approach will enhance our supply chain's resilience, mitigate risks and ensure we have the necessary agility to navigate future challenges. ​ ​ ​ ​ 

How does Jebsen & Jessen Ingredients attract new generations of talent and retain expertise in a competitive employment landscape?

Our focus on talent and recognition plays a critical role in staying competitive. With over 60 years in Southeast Asia, Jebsen & Jessen boasts a strong culture of employee retention. Over 300 employees have been with the company for 25 years or more. 

I have worked at Jebsen & Jessen for 27 years because the company offered room for growth, empowerment, and alignment with my personal values. 65% of my senior management team started in junior roles within the company. We prioritize nurturing talent at all levels and younger employees are drawn to those opportunities for growth. This August, we received the HR Excellence Award for Agile Talent Mobility in Thailand, alongside industry giants like Deloitte. External accolades like this really validate our efforts.

How do you plan to strengthen Jebsen & Jessen Ingredients’ position across its various markets in 2025?

We are actively seeking new partnerships to strengthen our market position, with a key focus on identifying a technology partner that possesses cutting-edge capabilities to enrich our existing product and solutions portfolio. We are dedicated to fostering growth within innovative segments, especially those that promote sustainable growth. Strengthening our supply chain is also a top priority, given the increasing challenges posed by de-globalization.