Timeline

A Shift to Organic Chemistry

A Strong Commitment to R&D

After World War I, H.H. Dow made it a priority to pursue research in the new area of organic chemistry. This was an era of incredible innovation for Dow, and much of the research done during the 1920s and 1930s laid the base of knowledge for product lines that remain key markets for Dow decades later. Products included a range of chemistries for the agricultural, pharmaceutical, water purification, energy and automotive industries.

In the depths of the Depression, Willard H. Dow expanded Dow research at a time when other companies cut back. Midland’s Physics Lab, headed by its brilliant director, John Grebe, was responsible for a long list of innovations, including automatic controls, DOWTHERM™ products, waste disposal bacteria, ethylene research, styrene, STYROFOAM™, PVC, Saran, ion exchange resins, polystyrene and Ethafoam. Learn more about John Grebe and Dow’s “Idea Factory.”

WWII and the Rise of Petrochemicals

Dow’s Depression-Era Strategies Pay Off

During World War II, the research that Willard H. Dow invested in during the Depression resulted in handsome rewards. One of Dow’s first wartime contracts was with the British, who desperately needed magnesium. Dow produced some of this metal at its new plant in Freeport, Texas, which extracted magnesium from seawater. Dow’s production of magnesium became important in fabricating lightweight parts of aircraft. Wartime needs also accelerated the research and production of plastics.

After WWII, Dow had to adapt to the postwar economy. For example, STYROFOAM™ extruded polystyrene, developed as a floating device for the U.S. Coast Guard, was produced globally for thousands of uses, including energy-saving insulation. Dow’s product line was extensive and included chemicals used in almost every conceivable industry. Bulk chemicals accounted for 50 percent of sales and plastics accounted for 20 percent of sales, while magnesium, pharmaceuticals and agricultural chemicals each accounted for 10 percent of sales.

Going Global and the First Era of Commercialization

Boom Years and International Expansion

As Dow grew rapidly during the 1960s, Dow accelerated its global expansion and established manufacturing plants throughout the world. As manufacturing expanded, R&D expanded and Dow set up technical centers to ensure the best technology was available at each location. The postwar years also ushered in Dow’s commercialization of a wide range of household products – from Saran Wrap® to Scrubbing Bubbles®. By 1974, Dow was the most profitable chemical company in the world. Learn more about Dow’s diversification and growth following World War II.

Science and Space: One Giant Leap for Mankind

When astronaut Neil Armstrong first planted his boot on the moon, its sole was made from Dow Corning’s rubber silicone. The Apollo XI Mission used Dow Corning silicone sealants, rubber (hoses), potting compounds and insulation. Dow technology also played a small role in the moon landing; its epoxy resins were used in the spacecraft’s heat shield. The resins were charred during re-entry to Earth’s atmosphere but effectively absorbed the 5,000-degree heat.

Market-Facing Products and Diversification

A Shift from the Basics

With the recognition that the future lay with higher value-added products, diversification became Dow’s number one target. In 1978, Dow’s leadership set a goal to achieve 50 percent of revenues from high-value product lines. The company began rounding out its expertise in pharmaceuticals, consumer products and agricultural chemicals through joint ventures and acquisitions, and found new applications for existing products, including for the automotive industry. By 1985, Dow had met its goal for achieving high-value sales.

An Early Leader in Responsible Care^®

It was under CEO Frank Popoff’s leadership that Dow became an early supporter of Responsible Care^®, a global voluntary initiative launched in the 1980s that emphasizes continuous improvement for the chemical industry. Popoff called the initiative “maybe the most powerful thing this industry has done for as far back as I can remember.” In 1996, Dow established its first set of 10-year companywide EH&S goals. They led to sweeping cultural change at Dow, including an improved safety mindset that has helped prevent thousands of injuries.

Innovation at the Intersections

Innovating Solutions for Our Customers and the World

Facing mounting global competition and industry consolidation, Dow recognizes it faces a critical juncture. It can choose to transform once again to the innovation company of its origins – or stay a basics commodity company. In 2004, Dow begins to restructure its portfolio by going deeper into targeted high-value markets and to rebuild the company’s R&D infrastructure, which had been sacrificed in the mid-1990s to generate cash flow.

Over the past 10 years, Dow has strengthened its innovation and integration, making long-term investments in R&D and low-cost feedstocks. Dow’s ability to innovate at the intersection of chemistry, engineering and material science has brought solutions that differentiate its customers while positively impacting the world. These include lightweight carbon fibers for cars, technology to more efficiently produce cleaner water, and packaging solutions that help make food safer and stay fresh longer.