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KRISTIN MISUND Ph.D. R&D DIRECTOR BORREGAARD INNOVATION IN THE WORLD’S MOST ADVANCED BIOREFINARY.

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Presentasjon om: "KRISTIN MISUND Ph.D. R&D DIRECTOR BORREGAARD INNOVATION IN THE WORLD’S MOST ADVANCED BIOREFINARY."— Utskrift av presentasjonen:

1 KRISTIN MISUND Ph.D. R&D DIRECTOR BORREGAARD INNOVATION IN THE WORLD’S MOST ADVANCED BIOREFINARY

2 AGENDA DEFINITION OF A BIOREFINERY BORREGAARD’S BIOREFINERY CONSEPT FUNDAMENTAL SUSTAINABILITY CHALLENGES BORREGAARD’S BUSINESS UNITS THE INNOVATION SYSTEM THE R&D ORGANISATION EXAMPLES OF RECENT/ONGOING INNOVATION OUTCOME OF BORREGAARD’S INNOVATION EFFORT R&D POLICY

3 IEA’s definition biorefinary “Biorefinery is the sustainable processing of biomass into a spectrum of marketable products” Biorefinery : concepts; facilities; plants; processes; cluster(s) of industries. Sustainable : maximising economics, and minimizing environmental aspects; fossil fuel and feedstock replacement. Processing : upstream processing; transformation; fractionation; thermo-chemical and/or biochemical conversion; extraction; separation; downstream processing. Biomass : crops; organic/forest residues; aquatic biomass. Spectrum : more than one marketable product. Marketable products : both intermediates and final products (i.e. fuels; power; heat; food; feed; chemicals; materials)

4 AGENDA DEFINITION OF A BIOREFINERY BORREGAARD’S BIOREFINERY CONSEPT FUNDAMENTAL SUSTAINABILITY CHALLENGES BORREGAARD’S BUSINESS UNITS THE INNOVATION SYSTEM THE R&D ORGANISATION EXAMPLES OF RECENT/ONGOING INNOVATION OUTCOME OF BORREGAARD’S INNOVATION EFFORT R&D POLITICS

5 Borregaard’s biochemicals are sustainable and environmentally friendly substitutes to petrochemicals

6 Oil or biomass – from black to green carbon Sustainable chemicals, materials, ingredients, fuel

7 SPECIALIT Y CELLULOS E 38% Technology leader and largest supplier of lignin-based products with global market access Leading global specialty cellulose supplier. Significant producer of 2nd generation bioethanol Only producer of wood- based vanillin. Largest producer of C3 aminodiols for X-ray contrast media OTHER BUSINESSE S 16% PERFORMAN CE CHEMICALS 46% Business areas

8 Intimacy with a global customer base through a fully controlled sales and marketing network Earnings stability due to diversification Strategically located manufacturing to supply customers efficiently Well balanced between mature and emerging markets Production and supply efficiencies International business – global costumers Production facilities and sales offices in 16 countries provide a global platform Head office, R&D and Sarpsborg Biorefinery Sales office Technical services Plant

9 Dual strategic focus drives performance Robust financial performance Niche markets targeted Strategy Selected specialised market segments with diversified applications World leader in innovation and productivity

10 AGENDA DEFINITION OF A BIOREFINERY BORREGAARD’S BIOREFINERY CONSEPT FUNDAMENTAL SUSTAINABILITY CHALLENGES BORREGAARD’S BUSINESS UNITS THE INNOVATION SYSTEM THE R&D ORGANISATION EXAMPLES OF RECENT/ONGOING INNOVATION OUTCOME OF BORREGAARD’S INNOVATION EFFORT R&D POLITICS

11 PROCESSE S PRODUCTS Sustainable raw materials processes and products RAW MATERIAL Green value chain Natural Renewable Non toxic Reduced emissions Energy conservation/ renewable energy High raw material utilisation Risk management High performance Substitutes oil based products

12 The fundamental sustainability challenges Energy balance – net CO2 effect Mass balance – zero waste Value added vs production costs – long term profitability

13 100 % replacement of fossil fuel Reduced emissions to air and water New technology New operations Cleaning measures Heavy fuel oil phased out Replaced by biofuel, LNG and waste Independent of heavy oil for all purposes by 2013 Reduced energy cost and improved green profile

14 Lignin GuaiacolGuethol DryingExtraction Vanilla- bean Extract Vanillin Ethyl- vanillin Wood to food Vanilla – global market ca t/a 60 mt/y 0.4 % of the market % CO 2 impact versus oil based product

15 The fundamental sustainability challenges Energy balance – net CO2 effect Mass balance – zero waste Value added products vs production costs – long term profitability

16 85% of the wood utilised to products

17 The fundamental sustainability challenges Energy balance – net CO2 effect Mass balance – zero waste Value added products profitability

18 AGENDA DEFINITION OF A BIOREFINERY BORREGAARD’S BIOREFINERY CONSEPT FUNDAMENTAL SUSTAINABILITY CHALLENGES BORREGAARD’S BUSINESS UNITS THE INNOVATION SYSTEM THE R&D ORGANISATION EXAMPLES OF RECENT/ONGOING INNOVATION OUTCOME OF BORREGAARD’S INNOVATION EFFORT R&D POLITICS

19 Specialty Cellulose Market position Strong positions in Europe and Asia Competitive advantages Niche products in the “high end”- market Long-term customer relationships Hard to copy, tailored products

20 Performance Chemicals Market position Largest supplier with a global footprint Unique technical and application expertise Key attractions A sustainable and versatile product portfolio High barriers to entry Large, diverse and stable customer base

21 Borregaard Ingredients Market position Supplier of vanillin products The only supplier of wood based vanillin

22 AGENDA DEFINITION OF A BIOREFINERY BORREGAARD’S BIOREFINERY CONSEPT FUNDAMENTAL SUSTAINABILITY CHALLENGES BORREGAARD’S BUSINESS UNITS THE INNOVATION SYSTEM THE R&D ORGANISATION EXAMPLES OF RECENT/ONGOING INNOVATION OUTCOME OF BORREGAARD’S INNOVATION EFFORT R&D POLITICS

23 Borregaard then and now High cost raw materials energy labor Competitive edge in 2015 technology market innovation pipeline Competitive edge in 1889 cheap timber cheap energy cheap labor Austrian technology British capital Edward Partington Karl August Kellner

24 Borregaard’s Biorefinery history

25 World class productivity Increased competence + Use of technology and increased automation + Organisational development = Lower costs, improved production, increased EHS scores, 30% staff reduction - Control Centre

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

27 Business driven innovation model Idea database Ideas from sales, technical application, R&D, production, external partners Innovation Management Teams (IMT) Inter disciplinary development work Scale-up and commercialisation IMT Chaired by head of business unit Cross functional team of line managers Gatekeepers at important milestones Co-work with: Universities Research institutes Consultants when required Co-work with: Customers when possible

28 Plan, accomplish and document projects defined and prioritised by the Innovation Management Teams (IMT) Plan, accomplish and document projects defined and prioritised by the Innovation Management Teams (IMT) Development of new –Processes –Products –Applications Optimisation of existing –Processes –Products –Applications R&D Production Sales & marketing Scope and priorities  Annual R&D and innovation spending approx. 4% of turnover  Short-term vs long-term projects - ratio 1/3  ~15% of Borregaard’s revenues come from new products

29 AGENDA DEFINITION OF A BIOREFINERY BORREGAARD’S BIOREFINERY CONSEPT FUNDAMENTAL SUSTAINABILITY CHALLENGES BORREGAARD’S BUSINESS UNITS THE INNOVATION SYSTEM THE R&D ORGANISATION EXAMPLES OF RECENT/ONGOING INNOVATION OUTCOME OF BORREGAARD’S INNOVATION EFFORT R&D POLITICS

30 R&D center – key figures & core competence Organic chemistry 12 Wood chemistry 7 Biopolymer chemistry 6 Physical chemistry 6 Analytical chemistry 2 Microbiology 3 Process technology 3 Number of employees84 Number of MSc 11 Number of PhD28 Pilot/demo plant personnel28 Average experience (years)11 Female employees (%)43 Average age43 Non- Norwegians17 Nationalities 6

31 R&D center Flexible, experienced and competent Unique and strong competence platform Attractive working environment Specialists and generalists Benefitting from each others’ core competences

32 Market oriented R&D organisation BALI Performance Chemicals Exilva Specialty Cellulose Ingredients & Fine Chemicals Market oriented Dedicated groups serving the business units and strategic innovation projects Combined lab & pilot groups Merging production and research culture and knowledge

33 Key to success as a researcher in Borregaard Specification Solid platform as a chemist Drive to succeed Relational skills Flexibility – generalist and specialist Fast learner Operative work Motivated by seeing “your field of expertise at work”

34 T-shaped skills – T-shaped people Business awareness Team skills Time management Communication skills

35 AGENDA DEFINITION OF A BIOREFINERY BORREGAARD’S BIOREFINERY CONSEPT FUNDAMENTAL SUSTAINABILITY CHALLENGES BORREGAARD’S BUSINESS UNITS THE INNOVATION SYSTEM THE R&D ORGANISATION EXAMPLES OF RECENT/ONGOING INNOVATION OUTCOME OF BORREGAARD’S INNOVATION EFFORT R&D POLITICS

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38 Unique combination: a fibre and a polymer Improves rheology Improves dispersion and anti-settling of particles High water holding capacity Efficient emulsion stabilization Increases formulation efficiency Exilva in binders for ceramic fibre applications Without Exilva With Exilva

39 Radical innovation vs. Incremental Innovation Degree of reward Degree of risk High Medium Low Market innovationProduct innovationTechnology and process innovation

40 The first step towards commercialisation Exilva has the potential to become a new business area First plant to verify market and technology Location: Sarpsborg, Norway Capacity: 1000 mt Investment estimate: 225 mNOK Decision on investment taken in October 2014 Construction time: approx. 18 months

41 AGENDA DEFINITION OF A BIOREFINERY BORREGAARD’S BIOREFINERY CONSEPT FUNDAMENTAL SUSTAINABILITY CHALLENGES BORREGAARD’S BUSINESS UNITS THE INNOVATION SYSTEM THE R&D ORGANISATION EXAMPLES OF RECENT/ONGOING INNOVATION OUTCOME OF BORREGAARD’S INNOVATION EFFORT R&D POLITICS

42 Value creation – specialisation and innovation EXILVA: Microfibrillar cellulose and Cellulosic Texture Enhancer Utilisation of other biomasses for lignin products developing new process for 2G bioethanol Continuous specialisation and improved products «BALI» ~15 % of Borregaard’s revenues come from new products

43 AGENDA DEFINITION OF A BIOREFINERY BORREGAARD’S BIOREFINERY CONSEPT FUNDAMENTAL SUSTAINABILITY CHALLENGES BORREGAARD’S BUSINESS UNITS THE INNOVATION SYSTEM THE R&D ORGANISATION EXAMPLES OF RECENT/ONGOING INNOVATION OUTCOME OF BORREGAARD’S INNOVATION EFFORT R&D POLITICS

44 Støtte til investering og drift i pilot og demofase Omsetningspåbud Innkjøpsordninger Kvalitets/miljøkrav Brukerstyrt Store bedrifter Realfagssatsing Utdanning ift behov Kompetan se Bedrift Marked Innovasjon er en lang verdikjede Alle ledd må styrkes/støttes – også fra myndighetene Ide FoU Lab FoU Pilotanlegg FoU/Drift Demoanlegg Drift Fullskala Skole Utdanning FoU-støtte Univ./institutter Støtte/finansiering Risikoavlastning Stimuler marked Inspiria vitensenter Kunnskapsfabrikk Forsknings-støtte - SFI, BIA, stip.progr Miljøteknologiordningen - Investeringsstøtte til demo-anlegg Enovas klimafond 2G Biodrivstoff - marked - Produksjonsstøtte

45 Borregaard har hatt nytte av myndighetenes støtteordninger for innovasjon Borregaard bruker 200 mill. kr på innovasjon pr år De siste årene har vi mottatt mill kr i offentlig støtte til våre prosjekter % av investeringene står altså bedriften selv for Viktigste støtteordninger IN – Miljøteknologiordningen NFR - BIA – spesielt «treforedlingspakka» EUs 7. rammeprogram Skattefunn Risikoavlastning fra det offentlige betyr at vi kan forske mer (flere prosjekter) og dristigere (redusert risiko) 1 offentlig støttekrone til FoU kan utløse 3-4 private FoU-kroner!

46 Borregaards vurdering av virkemiddelapparatet Dagens virkemiddelapparat er vesentlig bedre enn «gårsdagens» Myndighetenes satsning på forskningsdrevet innovasjon er blitt kvalitativt bedre og større Ordninger mer tilpasset større bedrifter Ordninger også for pilotfasen Noen av virkemiddelapparatet viktigste begrensninger Noen ordninger er for små (samlet pott) Støtteandelen er noen ganger for lav (også ift EU/EØS-rammer) Mandater - og vurderingskriterier er ofte for trange/snevre Innspill til politikken

47 Borregaards anbefalinger for styrking av virkemiddelapparatet for FoU/innovasjon 1.Generelt mer midler til næringsrettet forskning FoU er nøkkelen for omstilling og økt konkurransekraft i industrien Større bedrifter har gode forutsetninger for å lykkes Innovasjon Norges mandat for IFU/OFU må utvides til også store/ETABLERTE bedrifter. Rammene må derfor økes signifikant 2.Alle faser av innovasjonsarbeidet må støttes Kostnader (investeringer/drift) øker enormt når prosjektet nærmer seg kommersialisering Innovasjon Norges Miljøteknologiordning bør økes (også driftsmidler i pilotfasen) 3.NFRs strategi: «Forskning for innovasjon og bærekraft» må operasjonaliseres Bruke mer penger sent i en innovasjonsprosess Målrette institutter/universiteters bidrag mer mot industriens behov/muligheter Bærekraft og innovasjonspotensiale som viktige kriterier 4. ENOVAs mandat må utvides Også omfatte produksjon av kjemikalier/materialer fra fornybar råvare Også omfatte produkter/prosesser som bidrar til reduksjon hos kundene 5.Øk timesatsen og støttegraden i Skattefunn Innspill til politikken


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