Programstyrelsemöte 2014-12-09 Expert Team Materials · - Det programgemensamma projektet om funktionella mötesplatser och systematik & lärande har ännu inte startat men ska tillhandahålla

Programstyrelsemöte 2014-12-09 Expert Team Materials Uppdrag Vid General Assembly 2014-08-26 uppdrogs åt Expert Team Materials att utveckla ett strategiskt område och ta fram och formulera minst ett kommande strategiskt område utgående från föreliggande prioriteringsunderlag. Lägesrapport och förslag ska föreläggas programstyrelsen för diskussion och eventuella beslut. Kvalitetssäkring och stöd genom behandling i Advisory Board.

Beredning General Assembly har utsett Per Edström, Mittuniversitetet, till ordförande i Expert Team Materials. Denne har format en arbetsgrupp bestående av Mårten Alkhagen, Swerea IVF, Mikael Lindström, Innventia, Vincent Nierstrasz, Textilhögskolan, och Daniel Söderberg, KTH. Arbetsgruppen har haft nio möten (5/9, 12/9, 19/9, 25/9, 1/10, 15/10, 27/10, 21/11 och 3/12) för att hantera processen och sammanställa underlag. Därtill har avstämning skett löpande med BioInnovation ledningsgrupp vid veckomöten.

Efter General Assembly har en inbjudan (2/9) gått ut från sekretariatet till alla intressenter att utveckla strategiska projekt, vilket ledde till ett antal intresseanmälningar. Genom uppsökande arbete har grupperingen av aktiva organisationer successivt ökat, vilket redovisas i en tabell sist i detta dokument. Alla intresseanmälningar har fått en fördjupad inbjudan (15/9) att delta i Expert Team Materials. Denna resulterade i ett tjugotal inlagor som beskrev egna intresseområden och egen relevant kompetens, varav knappt hälften dessutom gav projektförslag. Detta underlag diskuterades vid programstyrelsens möte den 8/10 som uttryckte vikten av utmaningsdrivna aktiviteter. Därför utformades ett ”call for challenge proposals” (15/10) som gav närmare trettio förslag som grupperades av en arbetsgrupp och därefter behandlades i en stor öppen workshop den 11/11. Programstyrelsen tillstyrkte också förslaget att det strategiska projektet utgår från ett koncept där en plattform för området etableras på en strategisk nivå, och där ett antal proofs of concept utvecklas i konkreta work packages (WP).

Nulägesbeskrivning Vid workshopen den 11/11 bildades grupper för att ta ansvar för fortsatt utveckling av WP. För att stödja dessa grupper har arbetsgruppen tagit fram en tidslinje fram till ytterligare en workshop den 21/1, och därtill har arbetsgruppens medlemmar åtagit sig rollen som coach för var sin WP-grupp. Dessa grupper har beskrivit inriktning och hur de avser ta arbetet vidare. Gruppernas material bifogas denna rapportering, liksom även tidslinjen. Utifrån detta har arbetsgruppen även förädlat konceptbeskrivningen av det strategiska projektet, vilken också bifogas denna rapportering.

Således föreligger nu en plan för intensivt arbete för att ha en fullständig projektplan för beslut vid programstyrelsens möte 2015-02-19.

2014-12-01

Förslag Expert Team Materials föreslår att ett första strategiskt projekt utvecklas vidare enligt bifogad konceptbeskrivning och underlag från respektive WP-grupp. Expert Team Materials önskar programstyrelsens utlåtande i följande frågor:

- Finns det stöd att gå vidare med ovan nämnda inriktning? - Har förslaget tillräcklig strategisk karaktär och är det tillräckligt utmaningsdrivet? - Finns det ytterligare specifika aktörer som borde inkluderas? - Är fördelningen av ledarskap lämplig?

Identifierade problem - Tiden är kort fram till att fullständig projektplan ska föreligga, och det är många personer och

organisationer som berörs av diskussioner och kommande förhandlingar. Åtgärd: WP-grupperna får stöd och coachning.

- Medfinansiering behöver säkras på kort tid, vilket bör stadfästas genom Letter of Intent. Åtgärd: en gemensam mall kommer att tas fram.

- IPR-avtal behöver utformas till stöd för alla projekt inom BioInnovation. Åtgärd: arbete pågår i sekretariatet.

- Offentlig sektor och fler behovsägare behöver delta aktivt. Åtgärd: arbete pågår i WP-grupperna.

- Det programgemensamma projektet om funktionella mötesplatser och systematik & lärande har ännu inte startat men ska tillhandahålla grundläggande förmågor som ska integreras i projektet och i varje WP. Åtgärd: operativ planering har just startat.

- Vissa aktörer från akademi är främst med för att finansiera sin verksamhet och inte för att bidra till områdets bästa. Åtgärd: ständigt upprepa varför BioInnovation finns och vad som ska uppnås för helheten.

- Vissa aktörer från institut är främst med för att bevaka sina positioner och inte för att bidra till områdets bästa. Åtgärd: ständigt upprepa varför BioInnovation finns och vad som ska uppnås för helheten.

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Almedahl-Kinna AB X BASF X Chalmers X X X Domsjö Fabriker / DomInnova X X Fiber-X AB X Haglöfs Scandinavia X X Guringo AB X Innventia X X X IVL Svenska Miljöinstitutet X Karlstads Universitet X X X KTH X X X Linnéuniversitetet X Livsmedelsföretagen X Mittuniversitetet X X X Nordiskt Material AB X Norrlandskustens Maskinhandel AB X OrganoClick AB X X X Ragn-Sells AB X X re:newcell X X X SCA Forest Products R&D Centre X SCA Hygiene Products R&D Centre X SIK – Institutet för livsmedel och bioteknik X X X SLU – Sveriges Lantbruksuniversitet X X SKS Textile AB X SP Trä X X X Swerea IVF X X Swerea SICOMP X X Södra Skogsägarna X X X Textilhögskolan / Smart Textiles X X X Wargön Innovation X X X Åkroken Science Park / BioBusiness Arena X Ecohelix AB X H&M X IKEA X

2014-12-01

Organisationer identifierade för uppvaktning av WP-grupper Black Earth Farming Capio Dalarnas Läns Landsting Fiskeby Förpacknings- och tidningsinsamlingen Gävleborgs Läns Landsting Kinnarp Kiram AB KRAV Lantmännen Nordic Paper Nordifa Örebro Läns Landsting Stena Stockholmsregionen Svenska Demeterförbundet SWT Paper Västra Götalandsregionen Åmotsfors bruk

2014-12-01

Establish locally grown textiles in Sweden

Executive summary We propose a strategic initiative to bring together all relevant Swedish knowledge and resources in the area and to enable new types of cooperation. This will make it possible to address relevant challenges in novel ways and to increase Swedish competitiveness through innovative solutions.

A platform concept

We propose a platform concept to bring together three types of resources on a strategic level.

Build a national knowledge platform to increase the collective ability to develop the area, thus facilitating meeting relevant challenges with new approaches.

Make available the existing national infrastructure in different technology platforms, where labs and pilots can be put in cooperative use to facilitate the desired development.

Make available existing and promote new test beds, where innovations and new products of non-woven and textile materials can be tested for customer value and societal need in situations close to real markets.

The platform is the place where the actors build new collective abilities to create competitive advantages in future markets. The cooperation in the platform will create new knowledge and a strategic leadership in the area of non-woven and textile materials. This is the basis for large-scale innovations in that area, and there’s where the new business is.

The platform is a structure and system changing effort that will live on long after the end of this project. The aim is that the platform will bring together actors and develop the area. This includes attraction of funding from national and European sources, and it includes international visibility.

Concrete action

The platform will not be enough by itself. Its strategic impact needs to be combined with concrete action to illustrate potential and decisiveness. This is done through utilization of existing results that have potential to become innovations. The right team of actors performs the necessary development, and provides a proof of concept that targets an identified customer value or societal need. The choice of topic is made considering the possibility to reach a market in reasonable time and the attractiveness for companies to engage in kind.

One topic is just a pillar, but a number of pillars can carry a bridge. A number of topics brought to proof of concept can thus illustrate the potential of the broader area.

When a first round of proofs of concept is landed, the platform will also be established. Further initiatives will then originate from the platform cooperation, and will not only be based on existing results but will be new approaches to attack relevant challenges in novel ways.

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Work packages The strategic project is arranged in work packages (WP). A coordination WP manages the project, three structure WPs establish and run the platform, and five implementation WPs exploit specific topics. The direction and content of WP1-8 are strategically chosen to develop the area, and each of them is driven by specific challenges.

Three types of resources are brought together on a strategic level in the three structure WPs: - WP1: Knowledge platform – increase the collective ability to develop the area - WP2: Infrastructure – put labs and pilots in cooperative use - WP3: Test beds – test innovations and new products for customer value and societal need

The topics of the five implementation WPs are chosen to span five different dimensions of the area: - WP4: Products – probing chosen high-volume markets - WP5: Production – specific properties at high speed - WP6: Recycling – a model value circle - WP7: Product development concepts – enabling reuse and recycling - WP8: Dissolving cellulose – a key enabling technology

All WPs get their identity from the specific dimension they should stand for and develop. For the strategic project to become a solid entity, however, the WPs will cooperate fully in planning and implementation.

A summary of each WP is given below. A full documentation for the WP planning is attached – all WPs follow templates for Challenge Proposal and Project Plan with headlines and guiding statements.

WP0: Coordination

The strategic project will have two structures of leadership, one for the project as such and one for the platform. Each WP will have a WP leader.

Purpose: Coordinate all efforts in the strategic project, support expected development of the platform abilities and of WP results, and report to BioInnovation Management Team and to Vinnova.

2014-12-02

Direction: Chair the project management team consisting of the WP leaders. Initially chair the platform management team.

WP leader: Mid Sweden University (Per Edström)

WP1: Knowledge platform

Purpose: Build a national knowledge platform to increase the collective ability to develop the area, thus facilitating meeting relevant challenges with new approaches.

Direction: Produce a list of future responsibilities of the platform. Develop an efficient organization and working forms. Man the platform management team and run the platform beyond the scope of the strategic project. Support initiation and implementation of R&D&I activities by encouraging new cross sector cooperation and new funding applications in the area. Inform on opportunities and promote initiatives to take a more active role in the European research cooperation. Advance the international visibility of Swedish actions in the area.

Note: The platform is intended to be run by the actors long after the end of the strategic project, and is expected to take a long-term responsibility beyond the scope of the strategic project. The platform is thus intended to absorb WP0-3 by the end of the project.

Interim WP leader: Swerea IVF (Pernilla Walkenström)

WP2: Infrastructure

Purpose: Make available the existing national infrastructure in different technology platforms, where labs and pilots can be put in cooperative use to facilitate the desired development.

Direction: Identify relevant facilities nationally. Produce a framework agreement on availability of specified facilities, formalized as part of the knowledge platform. Promote cooperative use of specified facilities through information on capability and availability. Encourage new cross sector cooperation and new funding applications for R&D&I thus made possible.

Interim WP leader: SP (Mats Westin)

WP3: Test beds

Purpose: Make available existing and promote new test beds, where innovations and new products of non-woven and textile materials can be tested for customer value and societal need in situations close to real markets.

Direction: Identify relevant test beds nationally. Identify and support regional initiatives and needs for new test beds. Promote systematic methods for innovation development in test beds. Initiate and support a network for national and regional test beds in the project area, starting from structures around existing science parks and incubators. Produce a framework agreement on availability of specified facilities, formalized as part of the knowledge platform. Promote cooperative use of specified facilities through information on capability and availability. Encourage new cross sector cooperation and new funding applications for R&D&I thus made possible.

2014-12-02

Note: A test bed is not in a lab, but in the real world.

Interim WP leader: Västra Götalandsregionen (Maria Ström)?

WP4: Agriculture and Hygiene High-volume Products

Purpose: Probe chosen high-volume markets.

Direction: Agriculture and hygiene applications offer new markets for high-volume forest based products – examples include functionalized non-woven crop covers and disposable clothing. Mature technologies and a reasonable time to market are identified. Fast prototyping is suggested to test functionality and business cases.

Interim WP leader: Wargön Innovation (Magnus Fransson)

WP5: Paper Machine for Yarns and Non-woven

Purpose: Increase non-woven production capacity using redundant infrastructure.

Direction: Non-woven textiles with high strength, stretch and deformability can be manufactured from sustainably sourced long fibre raw materials at high speed in redundant papermaking facilities. Formation and water removal will need to be addressed, using e.g. stratified forming and foam forming. Test at industrial level within three years.

Interim WP leader: Innventia (Hjalmar Granberg)

WP6: Textile Recycling – Mechanical and Dissolving

Purpose: Create a model value circle.

Direction: Create an efficient textile recycling value chain using both mechanical and dissolving processes. Collaboration is needed for textile collection and sorting. Clear channels are needed to sorted textile buyers operating on different levels, and from some of them to buyers of recycled fibres. Test for efficiency of entire textile recycling value chain within two years.

Interim WP leader: re:newcell (Henrik Norlin)

WP7: Designed for Recycling

Purpose: Use design and material choice to ease reuse and recycling in new segments.

Direction: Increased urban consumption will need products that not only reduce environmental footprint in production, but also are designed for easy reuse and recycling. Examples include new solutions for furniture and interior parts, where paper is used as raw material in textile and load-carrying parts in a manner that is compatible with existing systems of paper recycling. Combination of existing technologies is suggested to achieve this, with market tests during the project period.

Interim WP leader: Textilhögskolan / Smart Textiles (Lena-Marie Jensen)

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WP8: Dissolving Cellulose as Key Enabling Technology

Purpose: Define and take responsibility for what to enable.

Direction: Dissolving cellulose is a prerequisite to the other WPs, and is essential to the whole area. Establishing it as a Key Enabling Technology is relevant for the entire strategic project. State-of-the-art knowledge needs to be maintained and developed, investment decisions need a firm base, and clear priorities need to be made on what to enable and how to take responsibility for that.

Interim WP leader: Mittuniversitetet (Magnus Norgren)

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Time plan The time plane for the WPs is divided in half-year periods 2015 – 2017. WP2 and WP3 are finished before project end, and are then carefully absorbed by the platform. WP0 ends with the project, but is absorbed by the platform thereafter. The platform will be run by the actors also long after the end of the strategic project.

2015-1 2015-2 2016-1 2016-2 2017-1 2017-2 2018-… WP0 To platform

WP1 WP2 To platform WP3 To platform WP4 WP5 WP6 WP7 WP8

Control points and systematic learning The strategic project will have annual control points for each WP – some WPs may have control points more frequently. The control points are defined individually for each WP. Depending on outcome, the WP continues as planned, changes direction or is terminated.

The strategic project will be continuously supported by the BioInnovation core functions Functional meeting places and Systematic learning. This will ensure that results and new knowledge are efficiently transferred within the strategic project and within BioInnovation as a whole. This will also ensure that the collective abilities of the platform develop as expected.

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Budget and agreements The volume of the strategic project is expected to be at least 10+20+20 MSEK during the years 2015 – 2017, where half is government funding and half is company contributions in kind or cash.

Budget is given in kSEK.

Cost budget

Salaries External services

Equipment Material Travel Other OH Sum

WP0 WP1 WP2 WP3 WP4 WP5 WP6 WP7 WP8 Sum

Income budget

BioInnovation Own funding Other financier Sum WP0 WP1 WP2 WP3 WP4 WP5 WP6 WP7 WP8 Sum

Letter of Intent

Each project partner provides a Letter of Intent stating their interests in and contributions to the strategic project.

IPR agreement

A template IPR agreement will be provided by BioInnovation, but this project should make relevant complements and changes. Discussions on IPR issues are needed during the WP development, but a signed IPR agreement is not expected by submission of final project plan.

2014-12-02

Appendix: A different perspective This perspective from another area was initially used to illustrate for our own actors the structure of a joint platform for strategic cooperation and development. It is still relevant for this purpose.

AstaZero is the world’s first full-scale test environment for future road safety. It enables research, development and certification of future road safety systems, and functions as an international arena open for vehicle manufacturers, suppliers, legislators, universities and colleges from throughout the world.

AstaZero is a strategic initiative of Swedish actors in the area of road safety. It brings together all relevant knowledge and resources, and it enables new types of cooperation. It thus makes it possible to attack relevant problems in novel ways and to increase Swedish competitiveness through innovative solutions.

AstaZero is not the place where the actors make their new business. It is the place where they build new collective abilities to create competitive advantages in future markets. The cooperation at AstaZero will create new knowledge and a strategic leadership in the area of road safety. This is the basis for large-scale innovations in that area, and there’s where the new business is.

If we were in the road safety area, our first strategic project would be to establish this joint platform.

2014-12-02

Summering av respons En arbetsgrupp har gått igenom underlaget från alla WP-grupper. Detaljerad respons överlämnas till varje WP-ledare, och varje WP ska nu coachas av var sin medlem ur arbetsgruppen. Nedan följer en övergripande summering av responsen.

Generellt för alla WP - Offentlig sektor och fler behovsägare behövs som aktiva projektdeltagare - Projektplan behöver ta form i första version väldigt snart – dels för att själva hinna med, och dels

för att kunna kommunicera det tänkta innehållet publikt så att fler kan se och visa sitt intresse - Följ datum och anvisningar i dokumentet ”Time line for WP development” – till att börja med

särskilt anvisningarna för 2014-12-07

WP4 Specifika behovsägare bör pekas ut, och roller för aktörerna bör definieras. Synkronisering med WP5 behövs avseende avgränsningar och samverkan.

WP5 Ytterligare några aktörer behöver snarast komma in som aktiva i själva riggningsarbetet, och roller för aktörerna bör då definieras. Förslaget behöver tydliggöra vad proof of concept faktiskt ska visa – många bra möjligheter nämns, och val behöver göras tillsammans med ingående aktörer. Synkronisering med WP4 behövs avseende avgränsningar och samverkan

WP6 Bredden av material som kommer att återvinnas behöver specificeras, och även illustreras med materialflöden. Offentlig sektor bör finnas med i genomförandet, t.ex. som kravställare eller leverantör av textilavfall. Synkronisering med WP8 behövs avseende avgränsningar och samverkan.

WP7 Förslaget behöver tydliggöra vad proof of concept faktiskt ska visa. Är det återvinningen som är utmaningen, eller är det hur man ska kunna göra produkter som uppfyller krav på brandsäkerhet, fuktresistens, kundacceptans etc? Förslaget kan behöva inkludera produktutvecklingskoncept och inte endast specifika produkter.

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WP8 Förslaget behöver tydliggöra vad proof of concept faktiskt ska visa. Resonemanget kring kundvärde behöver stärkas genom att definiera vem kunden och behovsägaren är. Det behöver tydliggöras vad industripartners vill uppnå med sitt deltagande. Synkronisering med främst WP6 behövs avseende avgränsningar och samverkan.

2014-12-02

Time line for WP development This document describes the planned route for Expert Team Materials in the development of the first strategic project and the WPs therein.

2014-11-21 Compiled workshop documentation submitted to all actors, including WP descriptions to date and time plan to next workshop. Response and directives submitted to WP leaders.

2014-12-07 Reporting from WP leaders: - Intended actors and their roles (most should now be active in the planning) - Specification of the scope of the effort - Identification of and synchronization with related existing efforts

(complementing cooperation) - Estimated budget volume (all WP budgets need to fit the overall budget) - Co-funding situation in relation to WP budget

2014-12-18 Reporting from WP leaders: - Project plan to date - Plan on how to complete it in time - Outstanding issues and need of support

2015-01-13 Reporting from WP leaders: - Project plan complete, including Letter of Intent from actors

2015-01-21 Workshop to confirm and improve WPs and the strategic project overall.

2015-02-01 Reporting from WP leaders: - Final project plan using workshop input

2015-02-10 Compiled workshop documentation submitted to all actors, including final project plan for the entire strategic project and associated material.

2015-02-19 Decision on strategic project by Program Board.

A template IPR agreement will be provided by BioInnovation, but each project should make relevant complements and changes. Discussions on IPR issues are needed during the WP development, but a signed IPR agreement is not necessary by submission of final project plan.

A template Letter of Intent will be provided by BioInnovation, to have a common way of stating interests in and contributions to a project.

Reporting from WP4 group work How will planning proceed the coming weeks? -‐ Our plan is to use the initial format, Part 1 – Challenge Proposal and Part 2 – Project Plan, suggested by

BioInnovation management, as a base for the coming work. -‐ We plan to use Dropbox as a common repository and database for project documentation. Accessible by all

project participants, including supporters from Bio Innovation management (Per and Mårten). -‐ We have not planned for a physical follow up meeting yet, instead we will start with tele conferences.

What questions and needs will be followed up? -‐ Main question is of course to set the scene by agreeing on project content, goals and basic structure,

followed by time schedule, activities, resources and budget (and finance). -‐ This we need to do in iterative steps since one vital component in this WP is the involvement from the

market/customers. The plan needs to be done together with the market. -‐ We also need to complement the team with the entrepreneurship that leads the anticipated development

forward. -‐ At the meeting we identified both customers and some tentative entrepreneurs, but this needs to be further

developed.

What actors are on the team now? -‐ So far we have Chalmers, KTH, Swerea, Organoclick, SLU, SCA, SIK, Fiber-‐X, Maskinhandel and Wargön

Innovation. -‐ Suggested new actors were Mölnlycke and AgroPaper.

What new actors are needed? -‐ Mainly from customer side and entrepreneurs.

-‐ Initially we have identified some possible actors representing various customer aspects;

Agro Lantmännen, Black Earth Farming, KRAV and Svenska Demeterförbundet.

Healthcare Landstingen i Dalarna, Gävleborg, Örebro, Västra Götaland och Stockholm, Capio

To think about. Adding representatives from Waste industry such as Stena, IL Recycling, Ragn-‐Sells.

WP leadership -‐ Magnus Fransson, Wargön Innovation, will take initial leadership.

-‐ Other supporting roles to be defined.

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ChallengeProposalforWP4ChallengeForest Industry. One of the challenges for developing the market for new bio based material and

incumbent Swedish industry is to access totally new markets with new customers, with little or no

knowledge from both sides of each other’s requirements or capabilities. To become a new supplier,

with a new product, you need to understand your new customer, and the new customer needs to

feel comfortable with the new supplier’s capability and offering. This process with a lot of “news” on

top of each other implies risks, heavy investments, using the top competencies and spending a lot of

leadtime. At the same time, to face global competition, the “classic” Swedish forest industry must,

and should, focus on developing ”known” business areas, using the same resources needed to access

new markets.

This challenge proposal aims to support them by exploring and developing totally new areas and

markets. We have chosen to focus on two market areas, Agriculture and Hygiene.

Both markets are facing their respective challenges, but they have two challenges in common:

today’s huge consumption of petroleum‐based materials and the sensitivity of the substrates on

which materials are used (farming land and human tissue respectively). Therefore, an increased

usage or bio based and recyclable materials that are ecologically compatible and non‐toxic, is

essential to both industries.

Agriculture. With the ongoing climate change and the increasing world population it is important to

control the microclimate to secure the harvests and to reduce the water consumption. Nonwoven,

biodegradable, functionalized crop covers from cellulose based fibres would be ideal to introduce for

the next generation of modern farming. To increase the value and functionality it would be possible

to add ecologically compatible substances such as fertilizers, pesticides, PH dopers, UV‐blockers to

the nonwoven. In this way it should be possible to decrease and streamline the amounts of fertilizers

and pesticides that otherwise contribute to eutrophication of aquatic systems and poisoning of living

organisms, soil and groundwater. Furthermore, UNEP (United Nations Environment Programme) has

estimated that by 2050 8.49 million km2 of natural biotopes like savannas, rain forests, and

grasslands will be converted to harvested lands threatening the biodiversity. By using more effective

methods this can be avoided.

Hygiene. The Healtcare sector is already facing the first phase of increasing challenges. An ageing population and life style related deceases will introduce a new burden to the Healthcare sector. It is presumed that the present system, with its capacity will not manage this burden with preserved care quality. And to add extra burden, the anticipation by the public is that the care quality needs to increase from present level. The extra resources and finances to handle this is simply not available. Instead the way forward is to introduce more innovation to the sector in order to bridge the increasing gap. The WP has identified disposable textile materials, such as covers, clothing, curtains and other types of textile materials as an interesting area to replace with new bio based recyclable and non‐toxic materials. Disposables are growing in usage at by the Healthcare based on their ease

20nov2014

of use and good hygiene properties. However, the Healthcare sector itself has already identified their present family of oil based disposable textile materials as a non sustainable way of using materials, and is willing to explore new materials. This new family of bio based materials will also introduce new business models, where the usage, rather than ownership is compensated for. We believe that nonwoven with new functionality added will be key technologies.

ProofofconceptWe will work with fast prototyping as a way to test and verify functionality, process‐ and production

technology as well as business cases. This is a practical way to avoid products with a longer go to

market horizon than 3 years. By doing concrete development and showcases we also believe that we

can inspire more resources to come to the “table”. Materials are all about touch and feel!

The customer value for Agriculture is effective and environmental friendly usage of chemicals (in

some cases avoiding chemicals totally) and water. Initially we will enter Agriculture from two ends.

Big farming with a process and mass‐production oriented production system, with a need to become

more climate and eco friendly. Small farming represented by KRAV and Demeter like production

systems with the need to scale and increase yield.

For Healthcare we believe that there is value in introducing new bio‐based materials that could be

recycled or reused, rather than incinerated after usage. We believe that by introducing usage based

business models, the material value is preserved which will affect cost of ownership in a positive way.

The framework for this Work Package is technology maturity with a reasonable time‐to‐market

window, in the range of 3 years. We have identified non‐woven and warp knit as interesting

technologies for courting Agriculture and Healthcare. We also believe that recycling and circular

economy based systems needs to be in the base of the development.

MarketopportunitiesThe demand for sustainable nonwovens will increase dramatically when there is a material available

in the market with the right capabilities and qualities. For the conceptual case of crop covers the

potential (arable land was 14 million km2 2011) might even exceed today’s global production of

nonwoven (161 000 km2 2010), e.g covering 2% of all arable land corresponds to 280 000 km2. If the

crop cover is plowed down into the field once every year the demand for new material will be

renewed.

An example from Healthcare is Karolinska Sjukhuset in Solna wasting 95,000 disposable, oil based,

protective overalls for visitors every 9 months.

A forest based nonwoven bulk base opens up a plenitude of different new markets for Swedish

cellulose industry, apart from the above discussed cases.

ProjectpartnersandnewcooperationSo far we have Chalmers, KTH, Swerea, Organoclick, SLU, SCA, SIK, Fiber‐X, Maskinhandel, Wargön Innovation and Smart Textiles.

20nov2014

Suggested new actors are Mölnlycke, IMS Nonwoven and AgroPaper.

Suggested new actors from the Market are;

Agro: Lantmännen, Black Earth Farming, KRAV and Svenska Demeterförbundet.

Healthcare: Landstingen i Dalarna, Gävleborg, Örebro, Västra Götaland och Stockholm, Capio

To think about and closing the loop and value chain, representatives from Waste industry such as Stena, IL Recycling, Ragn‐Sells are needed.

Interesting cross sector cooperation between Chemistry, IT and Forest must be explored. IT represents interesting opportunities when passive material becomes active and connected. Mindblowing. Interactive Institute and Ericsson could be introduced.

20nov2014

ProjectPlanforWP4ProjecttitleAgriculture and Hygiene High‐volume Products

Executivesummary

Purposeandaim‐ Relate to the vision and program description of BioInnovation ‐ Specifically state the relevance for the strategic innovation area

Approachandimplementation‐ State project plan, including time and activity plan ‐ Describe innovation strategy ‐ Suggest plan for utilization of results ‐ Relate to systematic learning to the benefit of the SIO program as a whole

Identify Opportunities and Finding entrepreneurs

TBD

Meeting the market workshops

TBD

Mobilizing resources and Prototyping

TBD

Assessment

TBD

Development

Identify opportunities

Finding entrepreneurs

Meeting the market

workshops

Mobilizing resources

Prototyping

Assessment Development Go To Market

20nov2014

TBD

Go To Market

TBD

Expectedresultsandeffects‐ State potential and benefit – the significance of the results and the impact of success ‐ State expected effect on competitiveness for the Swedish bio‐based sector ‐ State result targets and effect targets, and relate to BioInnovation effect logic ‐ State concrete and early signs of success

Controlpoints‐ Suggest control points to continue, change direction or stop the effort

Budget‐ State cost budget per year – salaries, external services, equipment, material, travel, other, OH ‐ State income budget per year – BioInnovation, own (private) funding ‐ Integration of ordinary resources from the project actors is strongly encouraged

ReportingfromWP5groupwork

This template should be used for presenting the outcome of the WP discussions at the workshop

Howwillplanningproceedthecomingweeks?‐ Describe the action plan (challenges, internal deadlines, writing the project plan, budget issues)

Identifiera och bjuda in övriga stakeholders till projektet

20 november – möte med företag, designers och arkitekter på Materialdagen. Intresse från bl a IKEA,

Fimtech (konverterare för nonwoven) samt arkitekter att följa upp.

Telefonmöte 2 dec för riggningsteamet

8 dec – möte med varumärkesägare inom textilindustrin på Sustainable Fashion Academy

Emaildiskussioner, telefonmöten för att driva processen framåt att sätta ihop WP5. Åtminstone

varannan vecka.

Whatquestionsandneedswillbefollowedup?‐ What, how, when, who?

Samarbeten och avstämning med WP4 och WP7. Dessa WP har likheter i upplägg. Hjalmar Granberg

har pratat med Magnus Fransson (WP4) som är osäker på om de orkar med att behandla health care

I WP4. Kanske skulle health care passa bättre I WP5? Det finns tydliga anknytningspunkter mellan

WP4 och WP5 och båda är öppna för samarbete.

Whatactorsareontheteamnow?I arbetsteamet att rigga ihop WP5: SCA, Fiber‐X, Guringo, KTH, Innventia

Whatnewactorsareneeded?Need to identify a strong needs owner or several smaller needs owners to be able to focus and drive the process. The following 5 companies should be approached ASAP: IKEA, Textilia, Mölnlycke, H&M, Kappahl

Other actors should also be approached, see WP5 challenge proposal: public sector, retail,

acoustic textiles, recycling, fiber and paper producers, conversion, chemical modification

WPleadership‐ WP leader or interim WP leader

Hjalmar Granberg, Innventia

‐ Other responsibilities

Part1–ChallengeProposalforWP5This part of the template must be used for proposals in preparation for the workshop on 11 November 2014. Part 2 may also be filled in where relevant and possible.

Challenge‐ State the challenge addressed

Forest industry: The forest industry is capital intensive and has invested heavily in production

equipment, such as paper machines. Some of these paper manufacturers are currently struggling

with a decreasing demand globally for printing paper grades, a trend which is expected only to

worsen in light of the global paradigm shift towards digital communication, media, and information

sourcing. Each of these paper machines typically produces large volumes of one or very few different

products. This implies at least a twofold challenge when trying to enter a new market; to be able to

understand the new customers’ needs and to be able to satisfy these needs with large volumes of

one material.

This challenge proposal aims to support the forest industry by exploring and developing new material

properties and new markets in parallel using existing infrastructure and sustainably sourced forest

based raw materials. We have chosen to focus on markets for textile‐like materials, i.e. materials that

are perceived by humans to have properties similar to woven or knitted products. Such textile‐like

properties can be drape, a muffled sound, strength, stretch, and handfeel properties. This presents

two major technical challenges, namely (1) The customized textile‐like products should be obtained

by combining bulk production of material from the paper machine with tailored processes in smaller

converting units (crepe, welding, sewing, coating, printing, yarn production), and (2) Achieving

attractive property combinations for the material and its conversion that are demanded by relevant

market segments.

Textile industry: The textile industry is facing an expected increased need for textiles. This is in

combination with “peak cotton”, which calls for alternative sources of textile raw materials.

Consumers are also becoming more concerned with sustainability issues such as the negative

environmental repercussions of cotton production, greenhouse gas emissions associated with oil

based fibre production, and ineffective recycling. Moreover, there are growing ethical concerns

related to labour conditions in developing countries. WP5 proposes to meet these challenges by

using locally grown Swedish wood fibers as a raw material, using local papermaking and conversion

infrastructure for automated production, and designing the textile‐like materials to be recycled as

paper or board. Close collaboration is planned with WP4 (papermaking technology, hygiene market)

and WP7 (paper recycling) to avoid duplication of work.

Proofofconcept‐ Describe the proof of concept briefly

We will simultaneously work with identifying specific business cases while developing and adapting

the papermaking and conversion processes to customize textile‐like products. This means identifying

relevant markets by size, growth rate, and need profile to match potential material formulations and

conversion processes. Workshops in combination with the preparation of hands‐on demonstrators

will inspire and simplify communication between technology push and market pull. WP5 will consider

both new and existing conversion techniques and will produce the textile‐like material on a semi‐

industrial pilot paper machine. Table 1 gives a rough comparison between the traditional approach

to textile production and the alternative route proposed within WP5.

Table 1. Rough comparison between two routes to the manufacturing of textiles

Traditional knitted or woven textiles Textile-like materials from the paper machine Cotton / viscose / oil based thermoplastic

fibres Knitted or woven (slow process) Sewing (slow process) Wash durable Differentiated and complex recycling/reusing

routes Applications: versatile applications

Virgin wood fibres / renewable thermoplastic fibres

Papermaking (fast process) Welding (automated and contactless) No washing necessary Recyclable in existing systems as paper or

board Applications: disposables, hygiene, interior

design, fast fashion, displays and skins, acoustic textiles, flexible packaging segments, insulation, technical textiles

Several technical toolboxes have been identified that can be combined to create differentiated

textile‐like properties:

‐ Papermaking: pulping, stratified forming, foam‐forming, fiber selection, chemical modification

‐ Conversion: creping, welding, 3D‐forming, pleating, sewing, coating, printing, yarn production

Technical idea examples:

1. Stratified paper forming to make a sandwich material using strong fibres in the core and soft

fibers in the outer layers. This combines a good strength with perceived softness.

2. Foam forming in the paper machine open up for the use of very longer fibres in a low density

network which gives both stretch and strength. Foam forming also uses less water which is

positive from an energy perspective.

3. New conversion equipment can be used to weld locally within a fibre network. This can be

used to lock the fibre network in a desired 3D‐structure (e.g. creped structure), thus enabling

a good mechanical stretch and drape in combination with high strength.

‐ State the targeted customer value and/or societal need

Sustainability advantages over cotton (local production, water footprint, labour conditions, pesticide consumption)

Automated fast production

Same base material with different versatile and exclusive layers i.e. one material can serve the needs of multiple markets

Easy recycling as paper

New material and conversion combinations leading to new design elements

Guilt‐free fashion

Adding value to textiles, called economic upgrading, can be achieved by improving the efficiency of the production processes (process upgrading); adding new product lines that are of higher value ‐ added because of improvements in designs or technical specifications (product upgrading); increasing value addition by moving up the value chain and taking on new functions. Textile‐like materials made on a paper‐machine have the potential to create value by process upgrading, product upgrading, and new functionality.

‐ Identify value chain / value circle

Figure 1 shows the value chains for traditional textiles and apparel.

Figure 1. Textile and apparel value chains.

The potential impact of textile‐like materials made on a papermachine and having multiple

conversion routes includes:

Fewer steps (e.g. weaving/knitting not necessary for textile‐like paper)

Higher speeds and potential for automation

Process integration potential of steps within textile and apparel value chains (e.g.

design as part of finishing, conversion as part of assembly)

New functionality/new design elements

Ease of recyclability

For textiles made on a paper machine, the value chain for the textiles includes: pulp

producer, chemical supplier, equipment supplier, paper producer, converter; and the value

chain for products includes: brand owner, creative industry, retail / public procurement,

consumer / life science actor (e.g. hospital, veterinary clinic), recycler.

Marketopportunities‐ Illustrate the potential to become an innovation with large demands

The demand for textile‐like materials is large and growing, and “peak cotton” has already been reached according to many experts. In 2011, global apparel exports were worth over USD 412 billion, while global textile exports reached USD 294 billion, and although demand globally is increasing (it was 5‐6%/year in 2010), the nature of demand depends on where it is coming from. Demand in the high‐income countries has become increasingly sophisticated, with emphasis on product differentiation, innovation rates and high standards. Demand in lower‐income countries, on the contrary, is generally for less sophisticated and lower‐quality goods. Textiles from a paper machine have the potential to address both types of demands.

‐ Describe any new markets or new business opportunities

New markets and business opportunities to be evaluated include:

disposables

interior design

displays and skins

fast fashion

acoustic textiles

hygiene

new flexible packaging segments

insulation materials

technical textiles ‐ Indicate reasonable time to market

TBD

‐ Show attractiveness for companies to engage in kind

Simple recycling as paper and board, sustainability (ecological, economical, ethical),

increased sales through new markets, attractiveness for Swedish forest with strong and long

fibers, possibility to create and exploit new design elements, efficient resource use, growth

potential of identified segments, specification of technical needs for different segments to

ensure development is in line with established and new customers, influence new

technological developments, arguments for communicating sustainability efforts

Projectpartnersandnewcooperation‐ State needs owners to be included in the implementation team

Potential partners for using a paper machine for textile‐like materials and yarns include:

Public sector: Textilia, SKL ‐ Sveriges kommuner och landsting, SLL innovation (Danderyd sjukhus), Stiftelsen Svensk Industridesign, Sveriges Textil‐ och Modeföretag TEKO

Acoustic textiles: Ecophon, Tyréns, Gustafs (temporära akustiska textiler till byggsektorn)

Retail: IKEA, Tiger of Sweden, H&M, Kappahl, Björn Borg

Design and communication: Guringo, NoPicnic, Konstfack

Recycling: Fiskeby, Ragnsells

Fiber and paper producers: SCA, Södra, SWT Paper, Innventia, Fiber‐X, Nature Works, Stora Enso, Mittuniversitet (yarn)

Textile specialists: Smart Textiles (part of U.Borås), Nordifa (engineered textiles)

Conversion: Mölnlycke, Fimtech, Nilörn, Green‐Lite Solutions, Ricoh, Xaar

Chemical modification: BASF, Stenungsund, Kemira, Organoclick, KTH

‐ Suggest new cross‐boundary cooperation – preferably a permanent broadening

New cross‐boundary cooperation and partnerships will result from the paper industry’s forward integration in the value chain, including alteration/adaptation/development of production processes for new specifications (new products and markets), and collaboration with designers and brand owners. They will also result from the entirely new set of properties made possible by textile‐like materials having multiple conversion routes: e.g. cooperation between textile and paper/board converters and between material producers and designers/brand owners.

‐ List intended actors and their roles

See needs owners.

Part2–ProjectPlanforWP5This part of the template must be used for project plans in preparation for the workshop on 21 January 2015. Part 1 must also be filled in from previous work.

ProjecttitleTextile‐like materials and yarn from the paper machine

Executivesummary

Purposeandaim‐ Relate to the vision and program description of BioInnovation

Develop a sustainable and cost‐efficient production process for a forest based material with valuable

properties. We aim for demonstrating a renewable and recyclable textile‐like materials with good

drape, printability, comfort stretch, strength and handfeel properties that are accepted by

consumers. This will open new market opportunities within disposables, hygiene, interior design, fast

fashion, displays and skins, acoustic textiles, flexible packaging segments, insulation, technical

textiles.

‐ Specifically state the relevance for the strategic innovation area

This is strengthening the global competitiveness of the bio‐based sector in Sweden while contributing

to solutions of global societal challenges by an eco‐efficient utilisation of Swedish biomass for a cost‐

efficient production. Specifically, wood fiber based textiles are an excellent alternative to fossil‐based

fabrics as well as chemical‐ and water‐intensive cotton products.


Expectedresultsandeffects‐ State potential and benefit – the significance of the results and the impact of success ‐ State expected effect on competitiveness for the Swedish bio‐based sector ‐ State result targets and effect targets, and relate to BioInnovation effect logic ‐ State concrete and early signs of success


Budget‐ State cost budget per year – salaries, external services, equipment, material, travel, other, OH ‐ State income budget per year – BioInnovation, own (private) funding

We are not there yet. Need to have concrete discussion with industry partners to set the budget

‐ Integration of ordinary resources from the project actors is strongly encouraged




Members were chosen to approach specific actors in order to ask them to join the project of

adding efficiency of the textile value chain. These actors should have been contacted before

the group’s first meeting in December.

A meeting amongst the group members will take place on the 11th of December in

Stockholm.

A first draft of the project plan is to be completed by the 28th of November in order for all

group members to have sufficient with time to give input.


Questions in need of following up:

How large quantities of collected and sorted textile can be produced?

How can the process of sorting the textiles be organised to guarantee a high quality of

textiles?

What alternative recycling technologies could be involved in the project (mechanical,

synthetic fibers etc)?

Who can administrate the value chain after the fibre spinning?

What end‐products shall be produced?

Re:newcell does not have a complete demonstration plant yet which means that large

quantities of textile recycling is not possible yet. How and when should the trial productions

commence?

Whatactorsareontheteamnow?Actors on the team today are the following:

Ragn‐Sells AB (Dan Eklöf): Waste management organisation

SP Sveriges Tekniska Forskningsinstitut (Marielle Henrikson): Technical and material

expertise

Textilhögskolan/University of Borås (Vincent Nierstrasz): Textile knowledge (coach)

Re:newcell AB (Henrik Norlin, Louise Norlin): Cellulosic textile recycling company

Almedahl‐Kinna AB (Malin Post): Textile retailer

Haglöfs (Jenny Spiik): Textile retailer

Wargön Innovation (Maria Ström): Company organising an innovative environment for new

technologies

These actors include a large part of the value chain, however several actors are missing.

Whatnewactorsareneeded?The actors that are missing to create an efficient textile value chain are the following:

Sorting organisation

Synthetic textile recyclers

Fibre spinners

Uniform producers

Industrial Laundries

The actors mentioned above are needed to complete an entire textile value chain. The team sees it

as necessary to include a synthetic recycling organisation as both retailers use synthetic fibres.

Moreover the uniform producers and laundry organisation can provide textile homogenous material

simplifying the sorting and recycling stages of the chain.


Henrik Norlin is the interim WP leader.

Part1–ChallengeProposalforWP6This part of the template must be used for proposals in preparation for the workshop on 11 November 2014. Part 2 may also be filled in where relevant and possible.

Challenge‐ State the challenge addressed

Create an efficient and sustainable textile recycling value chain.

Proofofconcept‐ Describe the proof of concept briefly ‐ State the targeted customer value and/or societal need ‐ Identify value chain / value circle

There is only a small amount of textile that is collected and reused again. If Sweden could collect

textile waste and sort them according to fibre quality in a more efficient process, there may be a

possibility of recycling textiles on a large scale. It would also affect the value of the customer’s used

textiles as a higher degree of textile waste would be sold in second hand stores or chemically or

mechanically recycled. This would provide consumers with an option of purchasing environmental

friendly textiles of higher quality. A prerequisite is however an efficient recycling value chain.

The first stage of the value chain would consist of a collaboration of consumers, textile collection

businesses and sorting organisations. The second stage of the value chain would be the buyers of

sorted textile. These include second hand stores, textile retailers, chemical and mechanical textile

recycling businesses and possibly energy companies (for incineration). The third stage would be

organisations, such as textile retailers and pulp producers, buying recycled fibres. The proof of

concept is to conduct a test of the entire “textile value loop” with economical and environmental

efficiency.

Marketopportunities‐ Illustrate the potential to become an innovation with large demands ‐ Describe any new markets or new business opportunities ‐ Indicate reasonable time to market ‐ Show attractiveness for companies to engage in kind

Since the year 2000, Sweden has increased its textile consumption with 40%. The global textile

market is today growing by approximately 3‐4% per year and is expected to continue doing so for the

foreseeable future. It is also expected that in the future the demand for cotton will exceed the

production of the product. The extended demand will rincrease the price for cotton and textile

producers will search for alternative textile fibres. This will create a higher demand for second hand

clothes and recycled fibres. The market for textile fibres will become more competitive. If an efficient

textile collection, sorting and recycling procedure is already at hand and has been tested and

improved, this will provide a Swedish competitiveness within the textile industry. To aid the

evolvement of recycling businesses to test the technology and improve it, the implementation of an

efficient collection and sorting of textile waste and influencing end‐consumers to recycle textile is

highly important. Moreover the higher the demand is for recycled fibres the higher the price will

become for collected and sorted textile will become.

A reasonable time to market the entire project would be when all strategic parties have become

efficient and are collaborating well. This is estimated to be within 3 years.

Projectpartnersandnewcooperation‐ State needs owners to be included in the implementation team ‐ Suggest new cross‐boundary cooperation – preferably a permanent broadening ‐ List intended actors and their roles

A collaboration between the government, textile consumers, textile retailers, textile waste collectors,

sorting business, recycling businesses, universities and fibre buyers is important.

Textile consumers: Will provide textile waste

Textile retailers: Will encourage consumers to hand in textile waste, promote consumption

of environmental textile and create knowledge regarding how to produce textiles in a way

that makes them easy to recycle.

Almedahls and Haglöfs.

Textile waste collectors: Will collect textile waste.

Ragnsells

Sorting businesses: Will sort textile according to both quality (re‐use, recycle) and fibre.

TBD, Possibly foreign actor.

Recycling businesses: Will efficiently recycle textile fibres and reintroduce them back into the

textile production chain

Re:newcell

Fibre spinners: To collaborate with recycling businesses in improving fibre quality and to

collaborate with textile retailers to provide what they want.

SP, Possible also foreign actor

Textile producers

TBD

With an efficient value chain the businesses will aid each other in improving their products and

providing consumers with products they demand.

Part2–ProjectPlanforWP6This part of the template must be used for project plans in preparation for the workshop on 21 January 2015. Part 1 must also be filled in from previous work.

ProjecttitleTesting the Value Chain for Recycled Textiles

ExecutivesummaryThe introduction of recycled textile fibres (both synthetic and cellulosic fibres) will require the

involvement of many value chain participants, as the production chain of textiles is relatively long

and segmented. In order to provide a proof of concept for the recycling of cellulosic fibres a number

of test batches will be produced allowing for the testing and optimization of the whole chain. The

execution of this project will result in an increased knowledge of the logistics and economics of the

recycled textile value chain and should also increase the awareness throughout the industry of new

textile recycling methods. The tested value chain should lead to strong global competitiveness in

providing recycled product to end consumers.

Purposeandaim‐ Relate to the vision and program description of BioInnovation ‐ Specifically state the relevance for the strategic innovation area

The aim of the project is to create a functioning and efficient “value loop” for recycling textiles and should result in a wide interest from the industry as a whole to participate.

These results are well in line with the goals for Bio Innovation as it will be a whole new value chain involving new co‐operation as well as increasing the raw material efficiency of the industry.


The plan is to initially involve the relevant actors needed to complete the whole value loop and to

explore how each participant can contribute in order to optimise the value chain.

The strategy is to conduct a number of trials where the “recycling loop” is tested. After each trial, the

results will be analysed and potential for improvement will be explored.

The goal is to have evolved an efficient and economically sustainable value chain within 3 years that

can continue collaborating in a long‐term perspective. By creating one of the world’s first 100%

recycled fibre value chains, Swedish textile industry will prove itself as being on the forefront

technologically and could capitalise on this new value loop.

Expectedresultsandeffects‐ State potential and benefit – the significance of the results and the impact of success

‐ State expected effect on competitiveness for the Swedish bio‐based sector ‐ State result targets and effect targets, and relate to BioInnovation effect logic ‐ State concrete and early signs of success

A successful and efficient value chain will benefit all actors in every stage of the value chain by

decreasing the dependency on virgin raw material and improving the sustainability of the product.

There does not today exist an efficient chemical recycling value for cellulosics and if the project is

successful, Sweden would take a leading position in this exciting industry.

An early sign of success would be the production of an economical and qualitative product.


1. We need to identify a viable chain of actors with the ability to complete textile loop. One

critical challenge here would be to find an actor able of ctually recycling textiles on a slightly

larger scale.

2. A economical feasibility study should be conducted to assess the full cycle

3. After each conducted trial an assessment will be made to evaluate if further tests should be

made

Budget‐ State cost budget per year – salaries, external services, equipment, material, travel, other, OH ‐ State income budget per year – BioInnovation, own (private) funding ‐ Integration of ordinary resources from the project actors is strongly encouraged

Reporting from WP-7, group work

How will planning proceed the coming weeks? - Distribute the challenge to actors we will include - Contact needed actors - Set up distance meetings, Skype or Phone - Next meeting, 3 dec 09 am. (skype meeting weakly at Wednesday 09am) Invite new actors to this meeting

What questions and needs will be followed up ? - Demands from the recycling business

o Material demands (non accepted chemicals) o Infrastructure demands o Paper recycling from a global perspective

- Find suitable products to target the megacities challenge. Important that involved companies identify

possible customers.

- User demands as: o Why choose the product (a design aspect) o Why recycle (behavior)

What actors are on team now? - Smart Textiles, Högskolan I Borås - Mid Sweden University - BioBusiness Arena - SP - IVL Svenska Miljöinstitutet

What new actors are needed? - Lena Maria Jensen kontaktar:

o IKEA o Kinnarp o Almedahls o Nordifa

- Louise Staffas kontaktar: o RagnsSells o Stena o Fiskeby o Förpacking och tidningsinsamlingen

- KaarloNiskanen kontaktar: o Nordic Papper o Åmotfors bruk o SWT paper

WP leadership Lena Maria Jensen, Smart Textiles

Robert Nordin, secretary for this meeting

Part 1 – Challenge Proposal for WP7

This part of the template must be used for proposals in preparation for the workshop on 11 November 2014. Part 2 may also be filled in where relevant and possible.

Challenge Our proposal addresses the global challenge of urbanization and its effects on the use of raw materials. As one example, the number of megacities with 20 million (or more) inhabitants is expected to grow significantly. This means that more people will live in small apartments, and thus also the furniture and other interior parts have to be designed smart and flexible. Another major trend is the growth of the middle class in many countries; in India for example it has doubled in the last 20 years. Both of these trends mean that as urban consumption increases, we will need new materials that in addition to reduced environmental footprint in production also are designed for easy reuse or recycling afterwards. This is reinforced by EU’s policies on material use.

In this context together with the vision of a bio-based economy new aspects of the design and development process will necessary

Proof of concept - Describe the proof of concept briefly

Based on the above, we focus on new solutions for furniture and interior parts that can be recycled

instead of being used for energy or, worse yet, dumped as still often happens. Recyclability favors

homogenous material solutions. We propose to use paper as the raw material in the textile and load-

carrying components of furniture in a manner that is compatible with the already existing and

ubiquitous systems for the recycling of paper, paper packaging and corrugated containers.

Technologies already exist that can be used to manufacture furniture and interior parts from paper.

Taken separately, the different manufacturing processes have limited economic competitiveness.

However, the cost structure changes when we optimize the unit operations together, combined into

one manufacturing system of final furniture and interior parts. One task of the proposed

workpackage is to find out if economically viable solutions are possible. Another one is to evaluate

and make sure that the design and development process supports that the product has a better

impact on the environment than comparable products on the market today.

In addition, our concept allows for a new space of furniture designs where it may be possible to

replace heavy and rigid furniture constructions with light and conformable constructions. Any

progress in this respect would be valuable in view of ageing societies, another one of the grand

challenges that the mankind faces.

One of the infrastructural challenges in this project will be that the recycling systems do not look the

same all over the world. Therefore it is important to open up and investigate recycling of paper and

board from a global perspective. Still it is important to stick to that all products should be able to

follow the value chain bellow. ( Fig 1.) In our approach, compliance with paper recycling is one of

design criteria of the furniture and interior parts.

- State the targeted customer value and social needs

There are a few furniture on the market today that are made of paper and / or cardboard. But, for example, in some cases bonding with epoxy limits the possibilities of recycling. We also believe that the combination of paper / cardboard / textile will have a more appealing expression for the end consumer and thus create conditions for longer use. In terms of customer value, we have so far identified the following. The ones market with * are also answers to societal needs: • Benefits in furniture manufacturing: Compliance with EU materials directive*,

recyclable manufacturing waste, and potentially lower cost than today for paper textiles

• Benefits in furniture retail: Furniture that are lighter to handle and ship*; potential for new delivery chain.

• Customer value: New user experience as the materials in this project give rise to new design and tactile properties, and potential for new level of conformability and flexibility especially for the elderly and people with functional limitations*, sustainable disposal of furniture when the family changes or moves*

• Inspire to new design thinking. • Urban consumption increases, we will need new materials that in addition to reduced

environmental footprint in production also are designed for easy reuse or recycling afterwards. This is reinforced by EU’s policies on material use.

- Identify value chain / value circle

Fig 1

The concept that we propose to work on consists of following unit operations in the manufacturing value chain: 1) Paper manufacture: use current grades or adjust existing manufacturing 2) Spinning of yarn from paper: adapt/improve and implement existing technology 3) Production of textile from the yarn: adapt existing technologies 4) Combining the textile and frame parts to form the furniture : implement the most promising of several possible concepts As recycling is crucial, all steps will be evaluated and fitted to this boundary condition The main virtue of our concept in the BioInnovation context is the expected short time to market. Most of the work needed involves adapting and combining known technologies.

Market opportunities - Illustrate the potential to become an innovation with large demands - Describe any new markets or new business opportunities - Indicate reasonable time to market - Show attractiveness for companies to engage in kind

We have not estimated the market opportunity that arises from urbanization, growing middle class,

and the growing demand for products that are made of renewable raw materials and that can be

recycled in the manner that people are already used to. Nor have we estimated how much societies

are willing to invest in solutions that make life easier for elderly and people with functional

limitations.

We are well aware that better sustainability can seldom justify cost increases. This well

demonstrated by the fact that, despite its sustainability, paper yarn has only limited market in

furniture. We reason that the economic potential of paper-based furniture and interior parts can

improve if the manufacturing process is optimized as one entity. Furthermore, our plan is also to

stimulate such development in productivity by demonstrating product prototypes. The purpose of

our proposal is to determine if the manufacturing cost of paper-based furniture can be pushed

sufficiently low.

Project partners and new cooperation - State needs owners to be included in the implementation team - Suggest new cross-boundary cooperation – preferably a permanent broadening - List intended actors and their roles

The proposal initiates new collaboration between Smart Textiles/ Swedish school of Textile, FSCN/Mid-Sweden University, SP Technical Research Institute of Sweden, IVL Swedish Environmental Research Institute, BioBusiness Arena. Potential: IKEA, Kinnarps, Nordifa, Almedahls, RagnSells, Stena, Fiskeby, Förpacknings och tidningsinsamlingen, Nordic Paper (Åmotfors bruk) och SWT paper.

WP leader: Smart Textiles, Contact person: Lena-Marie Jensen ([email protected]).

Following actors and preliminary roles have been identified so far:

- Smart Textiles: Leader of stages 2 and 3, infrastructure for prototyping of yarn, network of

several textile and furniture manufactures (SME and large companies) representing needs owners and their suppliers

- IKEA, Kinnarps, others?: major needs owner in furniture retail and manufacture, selecting product families and design, input on market opportunities

- FSCN: Leader of stages 1 and 4, knowledge to stages 2, network of paper material suppliers, test bed (Living Lab) focusing on “Design for all”, i.e. the needs of elderly and other groups with functional limitations

- BioBusiness Arena: Infrastructure for prototyping in stage 4, network of SME companies in manufacture and retail (needs owners) of furniture and interior parts

- MIUN Industrial design (prof Lena Lorentzen): design and evaluation of furniture use in real life, test bed “Boendes behov”

- Paper companies Nordic Paper, SWT, others?: materials supply in stage 1 - SP: Chemical profile, durability testes - IVL: Requirements recycling, Life Cycle Analysis (LCA),




Yet to be decided in the WP group.


Yet to be decided in the WP group.

Whatactorsareontheteamnow?Haglöfs, Domsjö Fabriker AB, Södra Skogsägarna, SCA, Swerea IVF, Textilhögskolan i Borås, SP, Innventia, KTH,

Mittuniversitetet, Karlstads Universitet, SIK, Ecohelix

Whatnewactorsareneeded?WP6, the recycling industry.

Entrepreneurs, e.g. Kiram.

TEKO (trade organization) more actively (196 members).


Interim Magnus Norgren, Mittuniversitetet

‐ Other responsibilities

2nd draft 141116/MN

Part1–ChallengeProposalforWP8Challenge‐ State the challenge addressed

The forecasted increase in demand for biobased textile materials cannot be covered by existing production system capacities, neither from a quality nor from a sustainability point of view.

Proofofconcept‐ Describe the proof of concept briefly

A Technology Platform shall be developed to foresee that the customer demand can be fulfilled within the field of textile filament fibres, barrier films and non‐woven material processed from Swedish dissolving pulp and integrated into a pulp mill. By this the Swedish forest industry could move beyond from being raw‐material (pulp) supplier to international textile fibre producers, and a larger (new) share of the value creation would stay in Sweden.

In demonstrating this, a textile product requested on the global market will be produced (TRL 8‐9), where the textile material will be weaved or knitted from spun fibres made from dissolving pulp produced from trees grown in the Swedish forests (TRL 6‐7).

‐ State the targeted customer value and/or societal need

Made in Sweden is a key selling point globally, which in this case also integrates economic, environmental and social sustainable, high quality and reliability, technologically advanced, locally produced, and originating from certified forests.

The societal needs addressed are sustainability (economic, environmental and social), increased product value creation, job creation, increased GDP.

‐ Identify value chain / value circle

Figure 1: The ugly figure illustrates the developed value circle in the bioeconomy related to textile produced

from dissolving pulps originating from FSC certified Swedish forests. IPS denotes ‘Integrated dissolving pulp,

fibre and filament supplier’, which defines the future forest industry that has transformed from being a pulp

2nd draft 141116/MN supplier (PS) to international fibre and filament producers (FFD). TXD is the global textile suppliers, a line of

business that also might gradually return to Sweden after the transformation. ECO defines the end‐customer

oriented companies that initially will be starting off from niche segments. The recycling emblem is a symbol for

recycling of textiles originating from dissolving pulp that also will be needed for in the circular bioeconomy.

Marketopportunities‐ Illustrate the potential to become an innovation with large demands

Today, the global demand of fibres to produce textiles is 80 millon ton per annum. The share of biobased fibres is about 40%, where cotton represents 35% of the total global demand. By 2050, an annual textile fibre demand of about 240 million ton is estimated. Since the cotton production is already questioned from a sustainability viewpoint as well as strongly limited due to lack of arable land not competing with food production, the most possible way of increasing biobased textile production would be to use pulp from wood as raw‐material, and recycled biobased textiles.

‐ Describe any new markets or new business opportunities

By integrating forward in the value chain and becoming an integrated dissolving pulp, fibre and filament supplier (IPS), the Swedish forest industry would move beyond from being raw‐material (pulp) supplier to international textile fibre producers, and a larger (new) share of the value creation would stay in Sweden.

ECOs would be able to present products that fulfill the customer demands on sustainability, local production‐originating from certified forests.

‐ Indicate reasonable time to market

Södra Skogsägarna has indicated 2017 as for pilot production, and 2020 as for flagship. By this rate a completed commercialization could be possible in 2022. Swerea IVF will have a pilot spinner ready during 2016.

‐ Show attractiveness for companies to engage in kind

End‐customer oriented companies: In the first round especially a number of smaller companies with products addressing customer groups that cherish” sustainability” and “locally produced”, and willing to pay a green premium, I.e. ECOs in certain high‐end niches.

Textile industry: Not present in WP8 yet but should be bound to the same questions as the end‐customer oriented companies.

The forest industry would experience a new and growing market segment with higher value. The opportunity of still being a traditional pulp (and paper) producer would not need to disappear, which would make a transformation gradual and less venturous.

Projectpartnersandnewcooperation‐ State needs owners to be included in the implementation team. List intended actors and their roles

Prospects in the value chain (bold = already present in WP8, italic = suggested/potential)

2nd draft 141116/MN End‐customer oriented companies (ECO): E.g. Haglöfs, Filippa K, Peak Performance, Wettex, HM, IKEA + many more to be invited/included

Textile developers and suppliers (TXD): E.g. F.O.V. Fabrics AB, …, Textilhögskolan i Borås, Swerea IVF …

Fibre and filament developers (FFD): E.g. Swerea IVF, SP, Innventia, KTH, Mittuniversitetet, Karlstads Universitet, Ecohelix + …

Pulp and dissolution process developers (PDD): E.g. Domsjö Fabriker AB, Södra Skogsägarna, SCA … Swerea IVF, SP, Innventia, KTH, Mittuniversitetet, Karlstads Universitet, SIK, Ecohelix + …

Pulp suppliers (PS): E.g. Domsjö Fabriker AB, Södra Skogsägarna, SCA, Stora‐Enso, + …

‐ Suggest new cross‐boundary cooperation – preferably a permanent broadening:

WP6, the recycling industry.

Entrepreneurs, e.g. Kiram.

TEKO (trade organization) more actively (196 members).

The Västra Götaland region active in the development of the textile industry.

Etablera närodlad textil i SverigegWP0: Coordination, WP1: Knowledge platform, WP2: Infrastructure, WP3: Test beds

WP4: Agriculture and Hygiene Hi h l

WP5: Paper Machine for Yarns and

WP6: Textile Recycling –Mechanical

WP7: Designed for R li

WP8: Dissolving Cellulose as K E bliHigh‐volume

ProductsNon‐woven and Dissolving

Recycling Key Enabling Technology

WP8.1: Dissolvingmassatillverkning:• Råvaran är ved från svensk skog• Certifiering av skogsbruk

WP8.2: Tillverkning av regenererad cellulosa:• Upplösning i modellsystem TBAH med

co‐solvents• Koagulering och fiberspinning

WP8.3: Karakteriseringspaket för upplöst och regenererad cellulosa• Råvaras tillgänglighet för upplösning• Spinndopens supramolekylära struktur

• Förbehandling av vedflisSulfatmasakokning

• Blekning & anpassning av massan

• Koagulering och fiberspinning• Återvinning av upplösnings‐ och

koaguleringskemikalier• Energioptimering• Efterbehandling av spunnen fiber/tråd

• Spinndopens supramolekylära struktur• Spinndopens processbarhet och

koppling till produktegenskaper

Documents

Programstyrelsemöte 2014-12-09 Expert Team Materials · - Det programgemensamma projektet om funktionella mötesplatser och systematik & lärande har ännu inte startat men ska tillhandahålla