Innovation in an advanced Biorefinary. Kristin Misund Ph.D. R&D Director

Transcription

1 Innovation in an advanced Biorefinary Kristin Misund Ph.D. R&D Director

2 Table of content Borregaard s biorefinary concept The innovation system The R&D organisation Examples of recent/ongoing innovation Outcome of Borregaard s innovation effort

3 Biorefinery Business model Borregaard is the global leader in bio based chemicals. Strong innovation efforts increase the value added to our customers. Specialty cellulose Fibres 45% Binding material 30% Lignin Vanillin Hemi cellulose 25% Ethanol Green chemistry Borregaard s biochemicals are sustainable and environmentally friendly substitutes to petrochemicals

4 Biorefining in Borregaard The fractionation of biomass into components that may be further refined, giving an optimum and a balanced production of: 1. Bio Materials 2. Bio Chemicals 3. Bio Fuel 4. Bio Energy The pursuit of the unique properties of our raw materials not the destruction of them

5 Mill Euro Percent Borregaard Key Figures EBITA EBITA Margin 0

6 Global presence Borregaard 2011 Turnover: USD 750 mill employees in 20 countries Main office Sales office Production

7 Advanced biorefining Borregaard Sarpsborg 450 mill. USD turnover 850 employees 75 man years dedicated to innovation Consumes: 1 mill. sm3 spruce/year Produces: ton speciality cellulose ton speciality lignin ton biovanillin - 20 mill. l 2.generation bioethanol GWh bioenergy - 30 Updated: GWh biogas

8 Borregaard s Biorefinery history Updated:

9 Wood Based Chemicals in an Integrated Concept Leading supplier of specialty cellulose Global leader in lignin performance chemicals, 50%+ market share Only producer of vanillin from lignocellulosics Production of lignocellulosic bioethanol since 1938 ( m 3 /y) 1500 GWh of renewable energy by 2013

10 Table of content Borregaard s biorefinary concept The innovation system The R&D organisation Examples of ongoing innovation Outcome of Borregaard s innovation effort

11 What is innovation Innovation is the process of generating and implementing new ideas and solutions increasing the value added to our customers

12 Why innovation In 1889 when established Competitive edge Cheap timber Cheap energy Cheap labor Foreign Technology Capital 2011 High cost Raw materials Energy Labor Competitive edge - competence Technology Market Innovation

13 Innovation model Ideas from sales, technical application, R&D, production, external partners Idea database IMT Co-work with: - customers - universities - institutes - consultants when required Inter disciplinary development work Scale-up and commercialization

14 Innovation Management Teams (IMT) Cross functional teams consisting of: Head of business unit, head of innovation, head of commercial department, head of production, head of R&D Responsibility: Evaluate new project ideas Establish goals (time and quality) and align resources Review progress Terminate projects Re-define priority Solve problems related for instance to the resource situation Frequency meetings: Every 6 weeks Important effects of IMT - High-level interdisciplinary evaluation - Alignment of resources

15 Innovation projects parameteres to evaluate EH&S technological fit - competitive edge who the customer is competitors - product in question and customers end product time to market likelihood of success input working hours weeks pilot plant test prod. large scale investment - hardware output CM this year next year annual contribution when industrialised track record technology intellectual property

16 Chemical development Ultimate objectives: max value for the customer(s) process characteristics H OAc OAc H OAc O H H OAc O H OAc H OAc O H H OAc OAc environmentally sound safe short easy robust cheap standard process equipment inventive - patentable

17 Project Framework Stage Gate Model Idea IDEA GENERATION Investigate opportunity Alignment with business strategy Cross Functionality Gate 1 Stage 1 Pre-project Gate 2 SCOPING & FEASIBILITY CHECK Preliminary assessment: - Technical - Business Stage 2 Business Case BUILD BUSINESS CASE Product definition Project justification Project plan Sales Marketing R&D Tech. Dept. NPD Project Team Operations Gate 3 Stage 3 Development DEVELOP Prototypes (customer interaction) Manufacturing process Marketing plan Finalized IPR strategy Gate 4 Stage 4 Testing TESTING AND VALIDATION Customer tests Test market Verify full scale manufacturing Gate 5 Stage 5 Launch INTO THE MARKET Implement marketing plan Advertising The Gates IMT evaluation points Post-launch Review REVIEW Project efficiency Business realization

18 Innovation an interdisciplinary effort Development of market concept The market concept and the technological solutions are evaluated and developed in an interactive process Technological development

19 Main goals and deliverables R&D Plan, accomplish and document projects defined and prioritized by the IMTs Development of new processes products Applications Optimization of existing processes products Applications - Inter disciplinary projects - Prioritized by IMT 1/3 of our effort on step change innovations

20 Table of content Borregaard s biorefinary concept The innovation system The R&D organisation Examples of ongoing innovation Outcome of Borregaard s innovation effort

21 Borregaard R&D organisation chart R&D manager Kristin Misund Ph.D GroupleaderANFU Researchers : 4 Chem. engineers : 5 Secretary Kirsti Hansen IP managers Tove Aas Helge Anders Frölander Ph.D Groupleader BALI Pilot Plant manager SY and POF Pilot Group leader POF Group leader FOFU Group leader Wood Chem. Group leader LTFU Senior processeng.: 1 Pilot manager BALI pilot : 1 Chem. engineers :2 Operators : 4 Researcher : 6 Chem. engineers : 3 Researchers : 7 Chem. Engineer : 1 Lab. Technician : 1 Researchers : 4 Chem. engineers : 2 Lab. technician : 1 Researchers : 4 Chem. engineers : 2 Lab. technicians : 2 Focused lab and pilot groups working together on different projects

22 R&D staff Number of employees 61 Number of M.Sc 10 Number of Ph.Ds 24 Average experience (years) 10 Female employees (%) 49 Average age Located in the same building -Small enough to be flexible -Big enough to be flexible -Small enough for everybody to make a difference -Big enough to be an attractive working environment

23 Competence profile M.Sc. Ph.D. Organic chemistry 3 9 Wood chemistry 1 7 Bio(polymer)chemistry 3 2 Physical chemistry 3 Analytical chemistry 2 0 Microbiology 3 Process technology 1

24 Table of content Borregaard s biorefinary concept The innovation system The R&D organisation Example of ongoing innovation Outcome of Borregaard s innovation effort

25 Creating values Biorefinery Options - Profit Considerations High Cost/price Low BIOREFINERY Chemical Biochemical Thermo chemical Pyrolysis BioMaterials - Polymers - Composites BioChemicals - Flavours - Monomers - Proteins -Fine chemicals -Speciality chemicals BioFuel - Bioethanol - Biodiesel - Biogas BioEnergy -Electricity/Heat - Liquid Fuels - Pellets High Low

26 Creating values Biorefinery Options - Profit Considerations High High Cost/price BIOREFINERY BioMaterials - Polymers - Composites BioChemicals - Flavours - Monomers - Proteins -Fine chemicals -Speciality chemicals BioFuel - Bioethanol - Biodiesel - Biogas Low BioEnergy -Electricity/Heat - Liquid Fuels - Pellets Low

27 BALI Process in a Nutshell Pretreated and reactive pulp Bagasse (since 2007) Straw Wood Water soluble lignin

28 BALI Process in a Nutshell Sugar Platform Pretreated and reactive pulp is hydrolyzed using cellulase enzymes Hydrolyzate = high purity monomeric sugar in solution Fermentation of C5 and C6 sugars (ethanol, chemicals, proteins)

29 Quotes from the world leaders in enzymes - hydrolysis of cellulose to sugars for 2G ethanol production We have examined many substrates from bagasse, and Borregaards material is the best we have seen so far. It is among the best substrates we have ever examined This is among the top 10 % of all the results we have ever seen

30 IP of BALI technology and related technologies Patent application on BALI separation and pretreatment process filed 15 Dec 2008 published 15 July 2010

31 BALI Biorefinery Pilot Plant will be in operation in 2012 Location: Borregaard Sarpsborg, Norway Flexible feedstock (bagasse, wheat straw, wood) 1 metric ton dry matter/day Continuous process Broke ground May 2011 Commissioning Q m 2 total area Budget cost: 130 mill NOK Grant form Innovation Norway 58 mill NOK

32 Biomass - availability Wood, cornstover, US Wood, Straw, Europe Bagasse, EFB, Asia Bagasse, Brazil Bagasse, Australia

33 Summary BALI Pretreatment Process and Objectives BALI pretreatment process enables good economy in a biorefinery New large potentials for lignins under development - will expand usefulness of the technology Excellent for add on to 1st generation bioethanol Preferably industrialized in coop with strategic partner to reduce country, feedstock and/or market risks (JV or other models)

34 Table of content Borregaard s biorefinary concept The innovation system The R&D organisation Example of ongoing innovation Outcome of Borregaard s innovation effort

35 Organisation for Innovation Innovation involving the whole organisation Top management focus Innovation Management Teams New cellulose based materials R&D spending close to NOK 100 million/year R&D Centre with 60 employees, 25 PhD s More than 25% of Borregaard s revenues from new products Environmentally friendly products to the agro sector Patent application for new process for 2G bioethanol Development of new processes within EHS Utilisation of new biobased raw materials