It is clear that there is much to be done. We must enhance our presence in the U.S. and international alliances to achieve petrochemical Asia and Europe should also be noted Gradimir notes that until recently, Braskem is primarily concerned to know what the needs of our end-user in connection with our best products. Our goal was to help our clients develop these products. With regard to innovation, we noticed it was a barrier to entry to markets and to gain market share. About 18% of the products we sell today have developed over the last three years. As for the production of ethanol from sugar cane, we did it first with polyethylene.
Was ten years ago, in one of our factories. The novelty today is that we can have it in pure form and certify for use the end user. Besides, Brazil is probably the most efficient producer of ethanol and productive, and I think we will maintain that position for some time. For Braskem, to have this technology in Brazil is very good for strategy and operations for the company. The polypropylene to which you referred was also an extraordinary fact, but is not a feasible path for the moment. We’re focusing on polyethylene and have a team that is developing green polymers.
We are seeking international alliances. Currently there is a high demand for products from renewable sources. This demand will grow much. As we are pioneers, we have the advantage of taking the lead. We also believe that there is much room for improvement in our cost advantages. Compared with gasoline, although the oil reaches $ 50, yet our polymers will be competitive. Besides the advantage have taken the lead, is also the advantage of having the best partners, because we arrived before everyone else. No doubt there is much to learn from market behavior and knowledge opportunities as demonstrated by Braskem, a point that Venezuela must take very seriously, especially in the management of their businesses and bring the actions, plans that allow you seize the opportunities and become more competitive.
