Prosperity

Over the last thirty years, Indaver has made significant progress, from being a waste treatment company through to a service provider, then a total solutions supplier that takes care of everything, to a supplier of energy and raw materials. We have grown steadily by continually improving our processes and our service provision, by innovating and by making targeted acquisitions. This growth model allows us to expand and to develop new services and technologies, and to improve efficiency in our core activities. In the regions where we operate and the companies we acquire, we remain true to our vision and values. Indaver is proof that good business and sustainability go hand-in-hand.

Our path to growth

Our path to growth has three areas of growth that help Indaver to create added value, to improve our services and to develop the business:

  • Operational excellence: As a business we grow by continually refining our processes, by evaluating them and organising them more efficiently. This strengthens our stakeholders' faith in our organisation and helps to prepare us for expansion to new sites and into more complex service provision.
  • Organic growth and acquisitions: We strengthen our position in the market by building and running our own facilities, and by expanding into new countries or regions. We take over existing facilities to bring them in line with our own ways of working.
  • Ground-breaking innovation: We encourage new technological and/or business models. We look for possibilities that fit our focus on the circular economy. Innovation projects and business cases are chosen carefully: they must be technologically reliable, ecologically sound and financially responsible.

Lean Six Sigma drives improvement at Indaver

With Lean Six Sigma we tackle complex recurring problems using a systematic and structured approach. We thereby improve the efficiency of our facilities and processes, or we increase profitability or compliance. Our staff look proactively for ways to improve the processes in their own or other departments and to make them more efficient. Black Belts lead large-scale, often international project improvements; Green Belts conduct more targeted improvements within regions and within departments. In 2017, we added Yellow Belts, who conduct simple improvement projects. Since 2015, 91 LSS projects have begun in the Indaver Group. 58 improvement projects are currently underway.

R & D: working with research institutions

Solutions for the circular economy lend themselves particularly well to co-creation, whereby the expertise to find answers comes from different areas that have been brought together. Indaver performs research and development in consortia of research institutions, governments and businesses.

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