Louisenthal is famed as an innovation hub. How do you keep it ticking?
We create 40 new patents per 1,000 employees every year. As of today we hold 1,878 individual patents. That comes from bringing together the best experts worldwide and tasking them with creating a unique product.
Of course, we also have to protect our expertise. The patents help with that. We have a patent board that meets regularly, up to the highest management levels. But it’s about the passion, not just for banknotes, relevant to millions of people in the world, but for creating something new together.
We’re very rooted in this place, in Louisenthal. We have people whose families have been working here for four generations. It’s a very familial place and environment. That helps, in my opinion.
Does all that innovation ever pay off in an unexpected way?
Of course! We have a technology stack that is geared towards creating a highly secure and state-of-the art banknote. However, small bits of that stack, specific technologies that we have optimized for our needs, can be carved out to provide solutions even to other industries and contexts.
This is where our second production and technology site, in Königstein, Saxony, comes into play. Here we also have a dedicated team, composed of chemists, paper engineers, and production experts, all with interesting ideas and providing world class solutions.
As an example of this innovation, we have the cotton substrate, to which we add fluorescent fibers. You can embed a thread, a metallic device fixed into the layers of the cotton substrate. This is needed for creating a banknote. But what if you replace those fluorescent fibers with carbon fibers? And what if you replace the optical security thread with a copper thread? Now you have a device filled with fibers that are conductive. Applying a voltage heats that device. We have a partner that produces a ceiling laminate. With the device we’re talking about added to that laminate, you can heat a room.
We have other examples where we thought, we have a solution, is there another problem we could be solving? Our approach is to put people together from different backgrounds with different faculties and let them think freely. And we give them state-of-the-art facilities and resources.
I always tell my R&D people, 80% of your work should be what you’re expected to do; 15% of your work should raise some eyebrows; and 5% of your work, people should be asking, “What the hell are you doing? What’s the point?”
That’s when creativity kicks in.