Sustainability Open Innovation Challenge 2022

BACKGROUND OF THE PROBLEM

Spinnerette cleanliness is critical in the fibre spinning process. The current standard industry practice is to use a chromic acid solution for spinnerette cleaning. Dichromate is a strong oxidising agent, mixed with sulphuric acid to produce the chromic acid solution to remove all impurities.

We are looking for solutions that:

1. Can become a suitable chemical substitution for Dichromate to supplement our existing spinnerette cleaning process
2. Novel cleaning processes to completely replace the existing spinnerette cleaning process and to achieve similar cleaning results.

To help solution providers come up with solutions, here is some additional background information on the nature of the current situation and challenge statement:

1. Each spinnerette consists of 2600 individual eyes/holes, each measuring 50 micron in size
2. Each spinnerette is changed every 8 hours for cleaning to maintain product quality
3. Viscose residue remains on the spinnerettes, and to date only Dichromate, a strong oxidising agent, mixed with sulphuric acid to produce a chromic acid solution, have the ability to remove all impurities.
4. Dichromate is listed as a substance of high concern, officially recognised in the EU as carcinogenic, mutagenic and toxic to reproduction. We want to find a sustainable green alternative that will deliver the same results.
5. The use of chemicals in a facility's production processes and operations can be toxic, hazardous to the environment and human health, if not managed systematically and appropriately.
6. In several countries, industry standards and certification schemes list Dichromate as a restricted substance or substance of very high concern for use in manufacturing, but it is still allowed for use in non-production processes like cleaning
7. This will change in the future and Dichromate will become a banned substance
8. To date no suitable alternative has been found - Peroxide, pure Sulphuric acid and Phosphoric acid have been tested but have been unsuccessful.

To reiterate, we are therefore looking for solutions that:

1. Can become a suitable chemical substitution for Dichromate to supplement our existing spinnerette cleaning process
2. Novel cleaning processes to completely replace the existing spinnerette cleaning process and to achieve similar cleaning results.

Glossary:

Viscose spinnerette: The fluid polymer (viscose) is extruded through a spinneret to convert the solution into filaments. The spinneret is a metal component having one to several hundred small holes. The fluid polymer is injected through these tiny openings to produce filaments from polymer solution. This process of extrusion and solidification of innumerable filaments is known as the spinning of polymers.

Dichromate (Cr₂O²⁻₇) is a divalent inorganic anion obtained by removal of both protons from dichromic acid. It is a chromium oxoanion and a divalent inorganic anion. It is a conjugate base of a hydrogen dichromate. Oxyanions of chromium in the +6 oxidation state are moderately strong oxidizing agents.

TECHNICAL REQUIREMENTS / PERFORMANCE CRITERIA:

APR will be evaluating the solution providers on a case-by-case basis. Generally speaking, we will be looking at the following requirements and criteria:

• Sustainable solution - elimination of Dichromate use or a feasible substitution with no sourcing restrictions.
• Scalability and ease of implementation (potential changes to our existing process and associated cost)
• Reduces risk and safety - any decrease in the usage of hazardous chemicals. Chemical alternatives must be, at a minimum, be compliant with ZDHC Manufacturing Restricted Substances List (ZDHC MRSL 2.0)
• Operational Expense (We are willing to consider a feasible increase in operational expenditure if the sustainability targets are met)
• Capital Expense (we are willing to consider a feasible investment in capital expenditure if the sustainability targets are met)
• The alternative solutions need to achieve the same degree of performance as the current solution
  • 100% clean - No residue detected during manual inspection of each after cleaning using a high brightness lamp
  • Have to have the ability to clean up to 110 spinnerettes in an hour in case of an unplanned stoppage.

COST TARGET

Specific cost targets will be evaluated on a case-by-case basis. However, as a general guideline cost targets are mentioned below:

• For chemical solutions (direct replacements of Dichromate), the cost target is set at the $15-$25/kg range. Annual consumption is approximately 4000kg.
• For novel solutions / approaches / systems, we will evaluate the solution on a case-by-case basis. Generically, we would target an ROI (or earn-back period) of 3-4 years.

TIMEFRAME FOR DEVELOPMENT

Phase 1: PoC or Pilot (2-4 months)

Phase 2: Further commercial roll-out to be discussed on a case-by-case basis

POTENTIAL MARKET / BUSINESS OPPORTUNITY

We see uptake potential across all our mills, starting in Indonesia (1 mill) and later China (6 mills). Industry peers will also be interested, and the green alternative can be written into existing industry standards like OEKO-TEX, ZDHC etc.

RESOURCES

1. A cash price of S$10,000 for the winning solution provider(s)
2. A budget for paid pilot support (both on-site and off-site) of up to S$30,000
3. We are willing to support with additional on-site resources (project management, pilot site, on-site testing etc.) (in-kind)

BACKGROUND OF THE PROBLEM

Edible seaweed is considered as a nutrient-rich superfood with abundant benefits for the human diet. As one of Korea's leading food culture companies, CJ Cheiljedang has selected the dried seaweed snack as one of our Global Products, in order to serve healthy foods to consumers around the world.

With the increased interest of K-wave, we have the vision to expand our Korean products beyond Korea, and has exported dried seaweed snacks globally since 2010. As of today, our dried seaweed snacks are sold in over 19 countries worldwide.

Our dried seaweed snack is grilled at a high temperature, exceeding 700ºC, and coated with a variety of oils to add flavour. These products are sold in carefully designed packaging to maintain the crispiness and complex fragrance of the snack. Seaweed snacks are sold in a plastic tray for product protection, along with a silica gel packet packaged in a multi-layer film. The multi-layer aluminum foil laminate film was designed to prevent oxidation and the packet protects the product from moisture absorption. The current packaging composition has two main challenges in order to make sustainable:

1. It is difficult to recycle multi-layer foil laminated films
2. Misuse of the silica gel packet

Recycling multi-layer films (including alumium foil) are challenging due to the different chemical incompatibilities of the various layers and there's no easy way of getting them apart and recovering the materials. As a result, in Korea, multi-layer films are incinerated and therefore add toxic pollutants to the environment.

Silica gel is a desiccant which prevents moisture from damaging food products. Although it is harmless, consumers, especially children, could mistakenly use the silica packet as the food or other table condiments such as sugar or salt. Additionally, in contrast to the impression of seaweed as 'superfood', the silica gel packet delivers the impression of unsafe toxic chemicals, in contact with the food products.

To improve the recyclability of the multi-layer film, we tried to replace the aluminium layer with metalized PET (OTR, WTR: nearly 1 per/standard units) as well as applied modified-atmosphere packaging. Both of our trials were unable to pass our barrier performance test and the production line speed could not satisfy our needs. Currently, there is no oxidation problem because aluminum laminated pouches and silica gel are used. However, when a film without the barrier function is used, the shelf life is less than 1 week.

We are looking for sustainable materials/processes that can eliminate the silica gel packet, increase recyclability of the multi-layer aluminum foil film, and protect the quality of the product.

TECHNICAL REQUIREMENTS / PERFORMANCE CRITERIA:

CJ will be evaluating the solution providers on a case-by-case basis. Generally speaking, we will be looking at the following requirements and criteria:

Technical requirements:

• Sealing property: >2.5kgf/15mm, 50mm/min)
• Barrier property: OTR: 0.1~0.5 (cc/m2∙day∙atm), WTR: 0.1~0.5 (g/m2∙day)
• Recyclable and carbon reducing packages, or any other sustainable materials
• Line speed (120ea/min< / 1equipmet)
• Shelf life of at least 6 months (shelf-life tested on a POC case-by-case basis)
• Seaweed must maintain its crispy texture following the ASTMD4169 shipping performance test
• Material should be easily recyclable. Methods to easily separate multilayers is also acceptable
• Paper with at least 85% recyclability rate is desired

Performance Criteria:

• 20-30% increase in cost is acceptable

COST TARGET

Specific cost targets will be evaluated on a case-by-case basis depending on the specific solution provider. For short term solutions; 20-30% increase in cost is acceptable.

TIMEFRAME FOR DEVELOPMENT

Phase 1: PoC/Trail to be conducted (2-4 months).

Phase 2: Further commercial roll-out. Timeline to be discussed on a case-by-case basis.

POTENTIAL MARKET / BUSINESS OPPORTUNITY

CJ is one of the largest food manufacturers of seaweed products in Korea, and is willing to work with solution providers to facilitate global scale-up across all our markets. This represents a multi-million dollar opportunity. Additionally, the Global seaweed market is expected to grow by USD 11.48 billion, progressing at a CAGR of almost 12% during the forecast period (2020-2024).

(Reference: website)

RESOURCES

1. We are willing to support a paid trial (POC) for an amount of up to S$30,000, on a case-by-case proposal
2. Project management support and access to our facilities and operations.

OTHER CONSIDERATIONS

If the project POC is successful, further development will be discussed.

BACKGROUND OF THE PROBLEM

Dole is involved in the business of growing and processing fruits in Thailand and Philippines. These fruits primarily include Pineapple, Banana, Papaya, Guava, and Mango, and a smaller quantity of Watermelon, Aloe Vera, Mandarin Orange and Rambutan.

Before our products reach the distribution stage, we lose and waste fruits, or parts of fruit, due to various reasons:

1. Visual and specification requirements for quality at farm/factories - inedible fruit parts that are not used in the current product portfolio
2. By-products from factories including the pressed pulp of skin and seeds/stones

Current fruit waste materials that Dole is looking to upcycle include:

• (a) Leftovers from Bromelain processing
• (b) Leftovers from Pineapple green fiber processing
• (c) Solids of juice centrifuge
• (d) Yellow and green banana peel
• (e) Papaya seed cake

We are currently converting waste streams into the following resources:

• (a) Biogas
• (b) Feedstock for animals
• (c) Landfill for composting

Therefore, Dole is not looking for the above solutions.

As part of its goal to save 55,828 metric tons of fruit waste, Dole is looking to phase out the aforementioned waste streams and replace them with novel and more sustainable application areas.

Dole is looking for an opportunity to reduce and/or upcycle fruit loss and waste in all areas of our value chain. We are therefore looking for solution providers in the following areas:

1. Factory / Packing house fruit waste reduction
2. Factory / Packing house upcycling
   1. For upcycling, we are happy to consider any solutions (not limited to the Food & Beverage industry). In the case of applications in the Food & Beverage industry, Dole is looking to further understand the claims and benefits of the potential application, as validated by lab analysis or test.

TECHNICAL REQUIREMENTS / PERFORMANCE CRITERIA:

Dole will be evaluating the solution providers on a case-by-case basis. Generally speaking, we will be looking at the following requirements and criteria:

Performance Criteria:

• Overall cost of solution implementation
• Clear and demonstrable ROI compared to Dole's existing waste streams (landfill, biogas, feedstock) with novel application areas
• Ease of adoption (ideally, we are looking at limited changes to our existing internal processes)
• Upscale application areas (the degree to which fruit waste can be upscaled)

DESIRED OUTCOME

The cost of the solution will be evaluated on a case-by-case basis

Dole is looking to initially conduct a POC or Pilot project, with selected solution providers. After commercial viability has been proven, commercial roll-out can be discussed.

TIMEFRAME FOR DEVELOPMENT

Phase 1: PoC/Trail to be conducted (2-4 months)

Phase 2: Further commercial roll-out. Timeline to be discussed on a case-by-case basis

POTENTIAL MARKET / BUSINESS OPPORTUNITY

The initial project will be tested in Thailand and the Philippines, with the goal to disseminate the product globally. If the pilot is successful, Dole is looking to roll-out the solution to global markets. Dole believes that if the solution proves its efficacy, there is potential for further market penetration.

RESOURCES

Dole is willing to support the selected solution providers by providing:

1. Pilot/POC support up to S$30,000
2. Project management support
3. Access to pilot and test facilities

OTHER CONSIDERATIONS

We are looking to work with start-ups at any stage of maturity, or SME but we would love “ready-to-market” solutions

BACKGROUND OF THE PROBLEM

E M Services manages more than 2000 playgrounds, many of which are currently equipped with EPDM flooring mats. Due to the wear and tear of the EPDM flooring mats, we will need to replace them when they reach their lifespan. Currently, all used flooring mats are disposed of and sent to be incinerated, which produces carbon emissions and a significant carbon footprint. At this moment, there are no solutions or approaches for us to be able to recycle our flooring mats. We are therefore looking for solutions to recycle effectively, with two potential routes to market afterwards:

1. Potentially recycling the EPDM flooring mats materials back into our own business
2. Finding novel products/solutions or use cases based on the EPDM recyclable materials (examples could include: matts or tiles for shopping malls, temperature or sound insulation for houses/roofs or pre-cast construction, running (shoes), drainage layers for roof gardens (since the material is porous)

TECHNICAL REQUIREMENTS / PERFORMANCE CRITERIA:

Generically the technical properties for the EPDM flooring mats are as follows:

• Estimated size of the playground: 100 sqm
• Thickness of the EPDM: 50mm
• Weight of EPDM per sqm: 47.8kg
• Estimated number of playgrounds (replacing EPDM) per year: 400
• Estimated kg of used EPDM per year: 95,600 kg.

E M Services will be evaluating the solution providers on a case-by-case basis. For the route to market where EPDM flooring materials could be re-utilised in our own business, our criteria to evaluate would include

Performance criteria:

1. Material cost
2. Cost to re-work / repurpose the materials
3. Durability of the material (an example would be to evaluate the cracking of the material after a certain number of years of sun exposure)
4. The ability to withstand tests regarding non-flammability
5. The ability to withstand the impact test of the material
6. The eventual carbon footprint, as compared to incineration of the material.

For the route to market where EPDM flooring materials will be repurposed to a novel application, the specific acceptance criteria will have to be determined by the novel end-customer.

COST TARGET

For the route to market where EPDM flooring materials could be re-utilized in our own business, EM Services will be looking at the cost in comparison to first-time use. We will be evaluating the carbon footprint reduction as part of our considerations. Ideally, EM Services would like to adopt a solution that reduces the carbon footprint whilst either keeping cost at par or decreasing cost. Individual solutions will be evaluated on a case-by-case basis.

For the route to market where EPDM flooring materials will be repurposed to a novel application, the specific acceptance criteria will have to be determined by the novel end-customer.

TIMEFRAME FOR DEVELOPMENT

Phase 1: PoC/Trail to be conducted (2-4 months)

Phase 2: Further commercial roll-out. Timeline to be discussed on a case-by-case basis.

POTENTIAL MARKET / BUSINESS OPPORTUNITY

There are two routes to market:

1. Recycling EPDM flooring mats materials back into our own business:

If the solution proves its efficacy, we are willing to consider adoption across our business:

• There are about 2,000 playgrounds in HDB estates & EM manages more than 80% of them. There are about another 2,000 playgrounds in private residential estates who are managed by others.
• There are about another 2,000 fitness corners in HDB estates but the floor coverage area of the fitness corners is about 30% of playgrounds.
• The rubber flooring of about 400 playgrounds are replaced every year. Similar number for fitness corners.
• There are about 50 to 100 playgrounds and fitness corners in HDB new developments each year which can potentially take in the recycled materials if they are fit for purpose.

Hence, EM Services believes there is great market potential for this novel solution.

2. For the route to market where EPDM flooring materials will be repurposed to a novel application, the specific market opportunity will be dependent on the novel application/use case.

RESOURCES

EM services is willing to support a PoC/Pilot by providing in-kind support which can include: project management, access to our playground sites, joint definition & testing of the materials etc.

OTHER CONSIDERATIONS

EM Services sees many potential applications for EPDM flooring mats such as: noise- absorbing panels or acoustic panels. Additionally, there may be completely novel applications across various industries (not directly related to EM Services business). We are open to considering all of these applications. We believe that direct sales to recycling companies and play equipment suppliers should also be possible. Currently, we believe the technology is not available in Singapore.

BACKGROUND OF THE PROBLEM

Currently, greenhouse gas abatement (particularly F-GHGs) in semiconductor fabs is performed at the point-of-use level with cabinet-sized abatement systems for each tool. This necessitates a large area which also requires utilities to maintain a subfab environment suitable to house these point-of-use abatement systems. This is a capital-intensive solution and imposes a limitation on older fabs through space and utility constraints when they are trying to upgrade their level of greenhouse gas abatement.

To enable Global Foundries to reduce its GHG emissions, we are therefore looking for solutions that can provide us with a facility-level abatement system for the destruction of greenhouse gases from semiconductor fab exhaust.

Solutions we are not interested in include:

• Point-of-use level abatement systems requiring subfab space or targeted tool selection for abatement system deployment
• Systems requiring the introduction of new specialty gases
• Systems generating solid non-renewable waste

TECHNICAL REQUIREMENTS / PERFORMANCE CRITERIA:

GF will be evaluating the solution providers on a case-by-case basis. Generally speaking, we will be looking at the following requirements and criteria:

Technical Requirements:

• Sized for 200,000 CMH of incoming flow or more
  • Preferably scalable to 1,000,000 CMH as needed
• Outdoor location
• Above 90% destruction of F-GHGs common in semiconductor fabs
• Automated operations requiring no more manpower beyond a local control room
• Tolerant of low levels of corrosive gases, water vapour, and particulates
• Maintain 100% capacity regardless of system maintenance activities
• Continuous real-time exhaust monitoring
• If planned for siting on industrial building roofs, the system will also need to be able to treat common air effluents to replace the existing water-based air scrubbers to meet the requirements of the EPM (Air Impurities) Regulations
• If planned for ground-level siting, the system will need to include mechanical air movers to draw the exhaust gas to be treated from the outlets of existing water-based air scrubbers to the location of the new greenhouse gas abatement system

Relevant standards:

• For greenhouse gas abatement validation testing: US EPA's “Protocol for Measuring Destruction or Removal Efficiency (DRE) of Fluorinated Greenhouse Gas Abatement Equipment in Electronics Manufacturing”

Product/solution development stages:

• GF will be evaluating solutions on a case-by-case basis.

COST TARGET

Generally speaking, we would be looking at a maximum total expenditure of USD $10 million including labour, testing and commissioning, and installation of any needed utilities.

TIMEFRAME FOR DEVELOPMENT

Phase 1: PoC/Pilot phase 2-4 months

Phase 2: Commercial roll-out to be determined on a case-by-case basis

Target project completion preferably commissioned by end-2025.

POTENTIAL MARKET / BUSINESS OPPORTUNITY

With GF: either 1 unit of 1,000,000 CMH or 5 units of 200,000 CMH Every semiconductor fab in the world could be a potential customer as well.

RESOURCES

GF is willing to support by:

1. Providing relevant data, samples and possibly test/pilot sites

OTHER CONSIDERATIONS

If proposed solution prove their efficacy, GF is willing to work together with solution provider to jointly roll out globally.

BACKGROUND OF THE PROBLEM

Currently, wastewater treatment processes generate sludge which is usually disposed of in landfills. However, some of these sludges contain valuable minerals which could be reused in various industries if only they could be extracted into mineral or chemical form.

Up to 2,500 tonnes of this sludge is produced each year by wastewater biotreatment and chemical treatment. Previously membrane-based technologies had demonstrated the feasibility of extracting minerals from industrial wastewater but did not have the faculty to separate multiple minerals mixed in the wastewater out into distinct streams with individually greater utility and economic value. Typically the sludge consists of the flocculation residue from wastewater biotreatment and chemical treatment, as well as the minerals they entrap in the sludge. No solutions have been tried to extract these minerals before, this sludge has always been landfilled.

Therefore GF is looking for novel solutions that can extract minerals out of industrial sludge for reuse.

Solutions GF is not willing to consider include:

• Technologies which cannot separate out a mix of minerals from the wastewater
• Technologies in which the end-product is not a concentrated brine or mineral solids
• Technologies which cannot work with either
  1. high-volume industrial wastewater cheaply and efficiently, or
  2. include pre-treatment methods to work with industrial sludge

TECHNICAL REQUIREMENTS / PERFORMANCE CRITERIA:

GF will be evaluating the solution providers on a case-by-case basis. Generally speaking, we will be looking at the following requirements and criteria:

Technical Requirements:

• Scalable for various orders of magnitude of industrial wastewater volumes
• Automated operations requiring no more manpower beyond a local control room
• Tolerant of variable quality incoming sludge/wastewater
• Preferably continuous operating mode (non-batch)

Relevant standards/regulations:

• If the technology works on high-volume industrial wastewater, the outgoing effluent must be able to meet the Sewerage and Drainage (Trade Effluent) Regulations

Product/solution development stages:

• We will be evaluating the ROI and earn back time of proposed solutions on a case-by-case basis

COST TARGET

GF will be evaluating solutions on a case-by-case basis. Generally, we would be looking at a maximum expenditure of USD $5 million including labour, testing and commissioning, and installation of any needed utilities.

TIMEFRAME FOR DEVELOPMENT

Phase 1: PoC/Pilot phase 2-4 months

Phase 2: Commercial roll-out to be determined on a case-by-case basis

Target project completion preferably commissioned by end-2024.

POTENTIAL MARKET / BUSINESS OPPORTUNITY

With GF: 1 unit to begin, up to 2 units max.

Every semiconductor fab in the world could be a potential customer as well.

RESOURCES

GF is willing to support with the following support resources:

Providing relevant data, samples and possibly test/pilot sites

OTHER CONSIDERATIONS

If proposed solutions prove their efficacy, GF is willing to work together with solution provider to jointly roll out globally.

BACKGROUND OF THE PROBLEM

At this moment in time, filters are used as one of the main methods to remove microplastics to discharge washing machines.

This however, is not the most sustainable method as these filters need frequent replacement. Additionally, it is not always known when filters reach their end-of-life and therefore replacement might happen too frequently or perhaps not enough. To summarize, the issues we currently face with the existing filters include:

1. Lifetime: there is a lack of understanding with regards to the lifetime of the filters leading to too early or too late replacement
2. Effectiveness: the effectiveness of the filters to remove microplastics can still be improved
3. Disposing of filters: Currently, filters are not 100% recyclable so whenever filters are at their end of life, oftentimes consumers will dispose of the filters where it might end up in incineration

As a result, Haier is looking for novel solutions to either replace the filtration system all- together OR if this is not feasible, for solutions to improve the effectiveness and/or lifetime of filters.

TECHNICAL REQUIREMENTS / PERFORMANCE CRITERIA:

Solutions will be evaluated on a case-by-case basis. Generically speaking, Haier will be evaluating solutions based on the following criteria:

Technical requirements:

• The solution should be fully circular (i.e. the net-effect on the environment should be zero)
• The solution should at at prototype stage or more mature so it can be tested on actual washing machines
• No additional changes should be made to our washing machines. We are looking for add-on solutions that can be implemented in a plug-and-play manner

Performance Criteria:

• We will be looking at the total cost price of the solution and ideally want solutions that do not exceed a maximum cost increment of 10% as compared to best-in-class market competitors
• We are looking for solutions that are considerably better as compared to competitors when it comes to microplastics filtration. No specific benchmark can be given as this will have to be tested as part of our joint POC

COST TARGET

The cost of the solution will be evaluated on a case-by-case basis. Solution price points should be comparable or at a maximum 10% higher as compared to existing filtration methods.

TIMEFRAME FOR DEVELOPMENT

Phase 1: POC/Pilot project (2-4 months)

Phase 2: Further commercial roll out (details to be discussed on a case-by-case basis)

POTENTIAL MARKET / BUSINESS OPPORTUNITY

Haier is very interested in implementing a potential solution together with solution providers. If the solution proves its efficacy, we are willing to implement this as a standard feature for all Haier brand washing machines globally. This represents a market potential well into the millions.

RESOURCES

Haier is willing to support the selected solution providers by providing:

1. Testbedding of the solution with our washing machines
2. Project management and iterations based on the test results and go-to-market support
3. Potential manufacturing partners to help the solution provider to scale their operations

OTHER CONSIDERATIONS

Haier is looking for a strategic solution provider to build a relationship with over the longer term with a focus on SMEs and startups. Solution should have a TRL level of 5 and above. Solution providers should be willing to engage in global rollout together with Haier.

*dietary supplements refer to vitamin, mineral and health supplements, including herbal extracts and probiotics.

BACKGROUND OF THE PROBLEM

Swisse is a premium health and wellness global powerhouse, established in Australia in 1959, with presence in 14 countries including Singapore. Swisse has a wide range of products under dietary supplements, with numerous product formats such as capsule, tablet, chewable tablet, gummies, powder and jelly.

At Swisse, our sustainability impact areas are integral to everything we do, and that includes Reducing our Footprint on The Planet. Packaging plays an important role in ensuring stability of active ingredients in our formulations, and we continually aim to identify and implement packaging solutions which are more environmentally friendly.

In 2021, we introduced a new 5Rs packaging framework which has now been applied to our new product development process - prioritising the sustainable practices of Reduce, Renew, Recycle, Reuse and Regenerate. An example of our new product guided by this framework was the new Swisse Earth range – consciously packed with sustainably sourced packaging, made mainly from bio-based packaging materials, with the primary packaging canister made from 70% recycled paper, and it is fully recyclable.

Challenge

While packaging formats such as sachets and pouches offer convenience to consumers, it remains a challenge to make them recyclable due to the presence of an aluminum layer in the packaging, commonly used to ensure that the product is stable for a duration of more than 6-12 months. For example, jelly stick packaging material often uses PET12/AL7/NY15/LLDPE50. In addition, it is also important to maintain product stability of remaining pieces after opening the pack, meant for more than 1 day serving.

Swisse would like to find a sustainable sachet / pouch format for dietary supplement, with a target shelf life of 24 months.

TECHNICAL REQUIREMENTS / PERFORMANCE CRITERIA:

Swisse will be evaluating the solution providers on a case-by-case basis. Generally speaking, we will be looking at the following requirements and criteria:

Performance Criteria:

• Intended use for sachet/ pouch: store 2-15 pieces of dietary supplements in product formats including tablet, chewable tablet, capsule
• Solution should optimise recycling and minimise environmental impact, guided by our 5Rs packaging framework:
  1. Reduce: Reduce the amount of material to minimise environmental impacts throughout the packaging lifecycle and also to reduce costs. Reduce the bulk, shipping and other logistics packaging where possible
  2. Renew: Optimise the proportion of materials that are renewable - materials composed of biomass from a living source that can be continually replenished. Consider a whole-of-life cycle approach
  3. Recycle: Optimise recycling by using recyclable materials; avoiding materials or components that may contaminate the recycling process, and by facilitating consumer options to recycle. Utilise recycled materials as inputs in our packaging to reduce the amount of virgin materials created
  4. Reuse: Extend the life of packaging through multiple uses and the opportunity for consumers to reuse (refillable options)
  5. Regenerate: Optimise the ability of packaging to be reutilised (or break down) through composting or other organic recycling processes such as energy recovery
• The solution needs to be compatible with our current Contract Manufacturers' existing production lines without the purchase of new equipment

Technical requirements:

• Demonstrate solution's ability to maintain physical integrity and product stability for dietary supplements (for different supplement formats, or equivalent) for at least 3 months data. Final commercial product needs to be stable for at least 24 months shelf life ideally
• Share specification of material including water and oxygen transmission, mechanical strength, seal integrity under various humidity and temperature conditions (especially high moisture and temperature)
• Ability to withstand Southeast Asia weather conditions. Sharing of existing stability data based on Southeast Asia Zone IVB conditions is a bonus.

Others:

• Ability to provide the following will be a bonus:
  • solution can be used for other product formats such as gummies, powder and jelly;
  • include a resealable mechanism in the solution; and
  • show prototype of solution

COST TARGET

The cost of the solution will be evaluated on a case-by-case basis.

• Estimated packaging cost should be reasonable and competitive with the market offering
• No additional capital expenditure needed to deploy the solution with existing production lines

TIMEFRAME FOR DEVELOPMENT

Phase 1: PoC/trial to be conducted (for a period of 6 months or thereabouts)

Phase 2: Further commercial roll-out. Timeline to be discussed on a case-by-case basis (with the aim to fully commercialise by 2024)

POTENTIAL MARKET / BUSINESS OPPORTUNITY

We provide solution providers with the opportunity to develop and launch the solution together with Swisse for small-sized sachet/pouch for tablet and capsules. Afterwards, there is the potential to extend to other product formats such as powder, jelly and gummy. Deployment will start with Southeast Asia, but has the potential to scale and be utilised by Swisse globally, and for future innovation.

RESOURCES

• Swisse is willing to invest in product trials and test out the stability of the new material, worth up to S$60,000
• Collaboration opportunity and support from Swisse for research and product development
• Winner of the Challenge will also receive S$5,000 prize money as project seeding fund

OTHER CONSIDERATIONS

• We welcome proposals from global suppliers
• H&H Group is a global health and nutrition company with three business segments - Baby, Adult and Pet Nutrition and Care - supporting whole-family health and happiness, with premium brands providing nutrition and wellness solutions backed by science. Our consumer brands include Biostime, Swisse, Zesty Paws, Solid Gold Pet, Dodie, Good Goût, Aurelia London and CBII. Find out more about Swisse and H&H's sustainability efforts here: https://www.hh.global/#/SustainabilityAtH&H
• Opportunity for solution to be scaled and extended to other H&H consumer brands as well

BACKGROUND OF THE PROBLEM

To reduce the impact on the environment and to reduce costs, a solution to extending the life of Oils used in the manufacture of Pringles products would be highly desirable.

We have considered the use of synthetic and natural antioxidants, as well as adsorbents for removal of oil degradation products. We are not looking to re-evaluate these solutions in this challenge unless there is a novel development vis-a-vis what is commercially available. We would not be interested in a solution that requires a Capital investment over $100K per line unless there was a return on investment less than 3 years.

In line with the aforementioned problem background, Kellogg's is looking for any type of solution that will help us extend the lifetime of our oils. Solutions that can be considered can include:

• Process innovation to extend oil lifetime
• Potential novel oil or additives
• Approaches to recycle current oil volume (in situ)
• Any other solution that could help extend oil lifetime

TECHNICAL REQUIREMENTS / PERFORMANCE CRITERIA:

Kellogg's would be looking to evaluate the solutions based on the following parameters:

Technical requirements:

1. We use total polar components as a measure of oil stability and are looking for solutions that delay / slow down the formation of these components during frying. We welcome proposals for other measurement methods as long as it captures the oil stability and can be correlated with end-product shelf life
2. Any reduction in total oil usage or oil wastage can be considered for further implementation
3. Solutions must be regulatory compliant for use in Asia, Middle East, Africa

Performance/business criteria:

• Total cost of the solution (OPEX / CAPEX) and any changes in our operational processes will be taken into consideration for evaluation

COST TARGET

Specific cost targets will be evaluated on a case-by-case basis. As a general guideline, we would be targeting no increase in Oil cost and a reduction in Oil waste and usage.

TIMEFRAME FOR DEVELOPMENT

Phase 1: PoC or Pilot (2-4 months)

Phase 2: further commercial roll-out to be discussed on a case-by-case basis

POTENTIAL MARKET / BUSINESS OPPORTUNITY

In case the solution proves its efficacy, Kellogg's will consider further roll-out and implementation of the solution across our global manufacturing network.

RESOURCES

• We are willing to cover the cost of up to 3 trials in our manufacturing facility based in Enstek, Malaysia, upon satisfactory Proof of Concept to be decided by Kellogg's, with a total value up to S$30,000 (or its equivalent).
• We offer a prize money of S$10,000 if the solution is proven to be successful in plant trials.

OTHER CONSIDERATIONS

Our manufacturing site is located in Malaysia. We would be looking to conduct the trial in that location.

BACKGROUND OF THE PROBLEM

Olam Agri is interested in adopting solutions to reduce water usage of small-holder rice farms. Currently, wetting-drying of a rice field is done as follows:

• Holes are drilled at a 20 centimetre depth
• A PVC-tube is placed inside which protrudes 10 centimetres above soil level
• Visual manual inspection is conducted by observing the tubes (typically this is done once a day)
• If the water level is higher than 5 centimetres above the soil level, farmers will drain. If it's lower than 15 centimetres below the soil, farmers will flow.

To reduce water usage, there are currently a number of hurdles including:

1. The labour cost of existing solutions. For example, in order to operate alternate wetting-drying in a field (which can reduce water usage as much as 40% and GHG emissions by 50%), the farmer must manually check water levels each day. For rural areas, where farmers live remotely from their field, or situations where farmers travel for second jobs, manual field checks have a high opportunity cost.
2. The cost: Digital sensors connected to cell phones to alert the farmers when irrigation is needed is an exciting opportunity, but too costly.
3. Sensor reliability: Only 33% of deployed water sensors actually work in practice. So the reliability is low.

If we are able to find novel solutions to tackle the aforementioned issues, we believe that the GHG footprint of small-holder rice farms can be reduced significantly, as rice flooding directly leads to methane production (one of the most potent GHG's).

We have been experimenting with different types of solutions and believe that interesting solutions could include:

1. Arduino chips + DIY solutions to measure water levels
2. Self-programmable chipsets at low cost

The solutions provider will be working with limited access to infrastructure (such as connectivity and electricity)

We are looking forward to receiving proposals from solution providers that can tackle all the issues highlighted. This solution can attach itself to carbon credit generation and could potentially qualify for UN FCCC pre-approved CDM, which greatly enhances commercial roll-out potential.

TECHNICAL REQUIREMENTS / PERFORMANCE CRITERIA:

Olam Agri will be evaluating the solution providers on a case-by-case basis. Generally speaking, we will be looking at the following requirements and criteria:

Technical requirements:

1. The solution needs to have cell-line connectivity and should be able to work with an existing messaging app (such as LINE, WHATSAPP etc)
2. Ability to measure the water levels daily (ideally twice a day - morning and late afternoon) at centimetre level
3. The solution needs to have easy replaceability (replacement needs to be straightforward so that either the local farmer can do it OR a local entrepreneur could conduct the replacement)
4. Ideally, the solution would fit within the existing PVC-tubes. Generally speaking, the smaller the solution the better.

Performance criteria:

• The solution has to be low cost to be able to be adopted at scale by small-holder farmers. We are targeting a price point of less than 5 USD per sensor (ideally 3 USD per sensor). Small-holder rice farms are extremely price sensitive, so low cost is paramount

COST TARGET

Specific cost targets will be evaluated on a case-by-case basis. As a general guideline, we would be looking at a cost of no more than 5 USD per sensor. Different business models for commercialisation are possible such as:

• Sale per sensor
• Franchise-based business model
• Yearly subscription (at very low fee).

TIMEFRAME FOR DEVELOPMENT

Phase 1: PoC or Pilot (2-4 months)

Phase 2: Further commercial roll-out to be discussed on a case-by-case basis.

POTENTIAL MARKET / BUSINESS OPPORTUNITY

The potential market is greater than just rice. It includes other areas such as river-level monitoring. Additionally, 25% of all the world's farmers are rice farmers. This equates to a total of 144 million farmer households. From that figure, 80% require water level monitoring. Additionally, since the solution lends itself for carbon credit accreditation, it should be possible to find buyers for the solution that are looking to off-set their carbon emissions.

RESOURCES

• We offer a potential prize money of up to S$10,000 for the winning solution provider (subject to meeting the criteria set-out above)
• We are willing to undertake a joint Proof of Concept / Trial with a value of up to S$30,000
• We can support on additional project management and roll-out

OTHER CONSIDERATIONS

Olam Agri is open for various models to jointly go to market. This could include:

• Becoming a launching customer of the selected solution provider (particularly on the data gathering portion)
• Joint development and potential joint IP ownership
• Equity investment in the selected startup (in case of synergy)
• Joint 'go to market' to partners and customers.

BACKGROUND OF THE PROBLEM

Each year 90 million metric tons of textile waste is generated globally and 190,000 metric tons in Singapore alone. However, only a tiny fraction of it is recycled. There is virtually no demand for used apparels in Singapore and the demand from overseas is also diminishing partly due to banning of cross border shipment of waste streams. Currently there is no proper solution for textile waste collection and management in Singapore, and most textile waste is incinerated.

TECHNICAL REQUIREMENTS / PERFORMANCE CRITERIA:

The technical requirements and performance criteria as outlined below are directly relevant to SusTex as well as the wider industry needs. We expect the solution to be implementable across the textile waste sorting industry.

• The system is to be built within a box with internal dimensions of 5.8m x 2.2m x 2.2m(Ht).
• The system is to be able to disentangle a pile of randomly deposited textile waste, entering the side of the said box by manual conveyance through a portal.
• The average rate of textile deposition is 20 kg/h of textile waste with a peak rate of deposition of 100 kg/h.
• The system is to be able to determine the % cotton and % polyester in the textile.
• And can sort the textile into 7 categories
  • >95% cotton
  • >95% polyester
  • >70% cotton
  • >70% polyester
  • >50% cotton
  • >50% polyester
  • Others
• With a sorting accuracy of less than 1 error in 1,000 sorted pieces
• The system will send out the said 7 categories of sorted textile through the side of the box into the external environment through 7 separate portals.
• The system must perform the identification of the textile, perform sorting and discharge the sorted textile outside the box within 60 seconds of the textile being deposited.
• The system should be self-running without manual intervention.
• The Full-Scale system must be able to perform continuously for 72 hours with the said specifications without stoppages or the need for manual intervention for maintenance.
• Preventative maintenance of the system every 72 hours shall not take more than 60 minutes.

SusTex is willing to work with selected solution providers to provide more context and co-define the specific (pilot) solution.

COST TARGET

Cost target for the prototype system to be discussed jointly.

TIMEFRAME FOR DEVELOPMENT

Phase 1: Conceptual design and the fabrication of a working prototype within 3 months from start of project (Q1-Q2 - 2023)

Phase 2: Full-scale system to be operational within 12 months from start of project

Phase 3: The full-scale system will then be put through operational stress testing for a period 24 months where it will be loaded with a daily average of 20 kg/h of textile waste with two peak loads of 100 kg/h every 48 hours and with manual preventative maintenance every 72 hours (for a maximum time of 1 hour) if necessary.

POTENTIAL MARKET / BUSINESS OPPORTUNITY

If the full-scale system performs satisfactorily during the 24 months of operational qualification, multiple units of the full scale system will be ordered for field deployment. Afterwards additional orders can be discussed depending on satisfactory results of the system.

Besides the potential follow-on commercial engagements with SusTex, the solution could be rolled out generically for the textile recycling system. Additionally, with small modifications, applications can be found in plastics as well as electronics waste recycling.

RESOURCES

Funding will be provided to build the prototype and full-scale system if successful.

• SusTex is willing to support the selected solution providers with a budget for supporting the POC or Pilot of up to S$25,000 SGD
• SusTex will support the selected solution providers with additional resources including: project management, access to a pilot site etc
• SusTex is willing to further support full product commercialization if the efficacy of the solution is proven

OTHER CONSIDERATIONS

This project falls within SusTex Strategy for building the Sustainable Textile eco-system. We are targeting the innovator community so the focus lies on SMEs and start-ups. SusTex is looking for a Technology Readiness Level of 7 and above. We are prioritizing solutions in Singapore first, but can look at solution providers across Asia. SusTex is willing to engage in shared IP ownership discussion in case new Foreground IP is created as part of the collaboration. Note: Other effective ideas that may exceed the above dimensional & throughput constraints can be considered.

BACKGROUND OF THE PROBLEM

The Zero Waste Masterplan (Source: https://www.towardszerowaste.gov.sg/) was launched in 2019 to lay out our vision and strategies for Singapore. The Masterplan sets out a target to reduce the amount of waste going to the landfill by 30 per cent while achieving a 70 per cent overall recycling rate by 2030.

In order to achieve these targets, Sembcorp is looking to work with innovative startups that can help to capture and generate value out of our waste streams and convert them into precious resources such as energy, biomass and/or fuel.

We are interested to consider a variety of closed loop recycling solutions for various waste streams, examples could include:

1. Food waste
2. Plastics
3. Paper
4. Metal
5. Glass
6. Textile

We are generally interested in exploring a variety of waste streams as long as we feel the solution is implementable within our business.

Currently, SembWaste deals with waste collection, sorting and recycling through the Incineration Plant and Materials Recovery Facility respectively. SembWaste is open to consider changes in our current process if the proposed solution proves its efficacy for our business.

While there are many technologies that work well in an operational setting overseas, not all solutions are sustainable and/or economically suited for densely populated cities such as Singapore. An example would be the fact Singaporean food waste is much more varied in composition as compared to other countries or geographies.

TECHNICAL REQUIREMENTS / PERFORMANCE CRITERIA:

Technical Requirements:

• A Technology Readiness Level (TRL) of 6 and above
• Demonstrate capabilities of turning waste and/or recyclables into useful resources and/or products
• Be ready for a pilot set-up in Singapore

SembWaste would consider the following performance criteria in its evaluation of solution providers:

• Ideally, 70% of collected waste to be recycled
• Total cost of the solution (both capital expenditure and operational expenditure). This also would include cost of maintenance and operations

COST TARGET

SembWaste will be evaluating the specific cost of a solution on a case-by-case basis.

TIMEFRAME FOR DEVELOPMENT

Phase 1: PoC/Pilot phase 2-4 months (Q3-Q4 2023)

Phase 2: Commercial roll-out to be determined on a case-by-case basis

POTENTIAL MARKET / BUSINESS OPPORTUNITY

Should the trial be successful, SembWaste is looking to scale-up the solution for full commercial deployment.

RESOURCES

SembWaste may provide in-kind test sites and operational feedstocks (if suitable) for the purpose of the pilot.

OTHER CONSIDERATIONS

SembWaste is open for various models to jointly go to market. This could include:

• Becoming a launching customer of the selected solution provider (particularly on the data gathering portion)
• Joint development and potential joint IP ownership
• Joint go to market to partners and customers

BACKGROUND OF THE PROBLEM

1. Beyond deployment of conventional solar PV panels, there are more opportunities to harness solar energy through novel applications of solar technologies and non-conventional solar installation that factors in aesthetic considerations as well as the structural context.
2. Specifically, SDC is looking to deploy new solar technologies and structures for non-conventional location and structures including: round structures, vertical structures etc.
3. Deployment of these technologies could also harness the potential to yield brand value and experience benefits to Sentosa as a sustainable destination and to achieve our carbon neutrality goal.
4. There are also opportunities for guest engagement and serving as a form of public education on novel applications of solar energy.

Locations for consideration:

1	Siloso Skywalk
2	Tiled Roofs on Pavilions
3	Golf Club Building
4	Others (e.g Siloso Point Cableway Station building)

TECHNICAL REQUIREMENTS / PERFORMANCE CRITERIA:

1. Solutions must comply with all regulatory requirements in Singapore, which may involve working with relevant regulatory agencies to seek clearance to implement these novel application of solar energy harvesting. SDC will support solutions providers to navigate the regulatory landscape.
2. Specific performance criteria will be jointly determined on a project-by-project basis as performance criteria are case dependent. Performance criteria we will look at on a case-by-case basis include:
   1. Efficiency performance criteria: Wp/m2
   2. Energy performance criteria: kWh/m2/year
   3. Commercial performance criteria: Payback Period (in years) or Return on Investment
   4. Other criteria: design and aesthetics considerations
3. SDC is not looking for deployments in the sea. Deployment will be limited to land-based locations only.

COST TARGET

Cost target is depending on the specific location and project proposal and will be determined on a case-by-case basis as part of project scoping.

TIMEFRAME FOR DEVELOPMENT

The timeframe is subject to the scope of the proposed pilot and the discussion and concurrence of both parties.

POTENTIAL MARKET / BUSINESS OPPORTUNITY

If the solution works well, it can be deployed in different locations in Singapore. Additionally, SDC is interested in exploring further deployment in different locations with solution providers.

RESOURCES

SDC will provide project facilitation and rental waiver for the identified space during the pilot. SDC will provide support to seek clarifications and approvals from the relevant regulatory agencies, including exploring regulatory sandbox for novel applications of solar technologies.

OTHER CONSIDERATIONS

1. If implemented successfully, this can become a win-win for the demand driver and solution provider with significant scaling opportunities.
2. The installation can yield brand value and experience benefits to Sentosa as a sustainable destination.
3. There are additional opportunities to enhance guest engagement and for the installation to serve as a form of public education on novel applications of solar energy.

BACKGROUND OF THE PROBLEM

Cosmetic packaging is seldom recycled due to its small size and complexity.

Issues include:

1. Materials: the utilisation of different materials and plastic types
2. Size: small size packaging (not collected in current waste streams)
3. Decoration: various decorations processes (direct printing, sleeves, etc)
4. Residue (in some cases): product left over in the packaging

The world plastic recycling average rate is low ~ 9% (with only 6% in Singapore).

Today many recyclables are not segregated by consumers or, if segregated, get contaminated by general waste (40% contamination in Singapore). The only type of plastic packaging recycling that is being implemented at scale is manual sorting of detergent or water bottles (towards mechanical recycling). Shiseido is therefore looking for solutions to recycle cosmetic packaging that can be scaled, and where the aforementioned issues can be solved.

Our packaging waste comes from 2 sources:

1. Consumer waste (which could be collected in our own point of sales): Collection of these will depend on consumer's behaviour (supported by incentives), however, we are unable to estimate the amount of packaging that could be collected
2. Destruction of unused / unsold products due to expiry or discontinuation (available in our warehouses): The amount of packaging collected is under our control however, in this case, there are additional steps to consider as the product is “new” , such as unboxing and removal / emptying of the content.

Shiseido is looking for solutions that can tackle both or one of the aforementioned waste sources (consumer waste as well as unused/sold products)

Step by step potential design of the desired solution:

• Consumer brings back empty packaging(s) to the store and puts it/them into the collection “bin” (attracted by an incentive)
• Once full, the store contacts the logistics partner to come and empty it
• If necessary, packaging is sorted (if different type of plastics are collected) and checked (to make sure they are relatively clean)
• Packaging is grouped by plastic type and sent and sold to recyclers
• Recyclers recycle the plastic into PCR plastic resin

Shiseido conducted a program in China for one of our brands with a well known recycling solution provider. This project was stopped due to the fact that the costs were too high.

Shiseido is interested in solutions from full-service providers who can collect, transport, sort and recycle plastic packaging into new product packaging (using mechanical or chemical recycling). In terms of cost, we hope solutions providers can succeed in recycling plastic packaging into post-consumer recycled (PCR) creating value as PCR plastic is a commodity in very high demand currently (demand surpasses the supply).

Our idea is to create a model where the sales of PCR offsets some of the overall solution cost. We will be looking to explore with the solution provider to what extent this is feasible.

Shiseido is not interested in Waste to energy (WTE) or very small-scale upcycling operations. Plastic to oil or other downcycling are the least preferred option but could be considered.

TECHNICAL REQUIREMENTS / PERFORMANCE CRITERIA:

Shiseido will be evaluating the solution providers on a case-by-case basis. Generally speaking, we will be looking at the following requirements and criteria:

Technical requirements:

• The mapping of the solution (logistic flows, partners, etc)
• The cost and LCA assessment of the solution
• The end result, such as whether packaging is easily disposable, collected and recycled and its versatility (whether or not it can be used more than once and in different settings)

Performance requirements:

• The overall LCA or CO2 emissions can't be greater than 'Waste to Energy' or conversion to 'new oil' (pyrolysis).

COST TARGET

Target is to use the sale of PCR as a means to reduce the total cost of the solution. Specific cost targets will be co-defined together with the solution provider.

TIMEFRAME FOR DEVELOPMENT

Phase 1: MVP development (collection of one type of packaging (monomaterial PET or HDPE) using 1 partner for logistics and 1 recycling plant (mechanical recycling))

Phase 2: solution (TBD)

Phase 3: scaling (TBD)

POTENTIAL MARKET / BUSINESS OPPORTUNITY

If successful, Shiseido would be looking at becoming the first customer of the solution provider and scale up the solution together. Thereafter, we see opportunities to scale the solution throughout APAC as well as with other FMCG companies.

RESOURCES

1. Prize money for winning the project S$10,000
2. Potential paid trial opportunities (amount to be assessed on a case-by-case basis)
3. All technical information needed to prove the concept such as packaging technical specification, POS infrastructure, etc

OTHER CONSIDERATIONS

The solution could potentially apply to multiple FMCG brands within APAC. We expect a TRL level of 7. Include a clear proposal on the various partners to be involved in implementing the solution as well as an estimation of the overall cost.

BACKGROUND OF THE PROBLEM

At this moment, buildings generating excess energy from renewables sometimes suffer from overproduction of energy and are not able to feed that energy back into the grid. This leads to a loss of energy, especially during seasons when the energy needed is much more volatile.

Buildings are looking to sell their energy directly to other consumers at a competitive tariff rate (with capped amount of energy in some cases) compared to energy from the grid. This, however, leads to a number of problems including:

1. Current smart meter interfaces may not allow full control and may have less flexibility of electricity being sold (prosumer) and control intake of energy (consumer)
2. The existing infrastructure for efficient and effective energy to be fed back to the grid is not readily available between buildings
3. Incentive systems are not in place to enable for continuous feeding back into the grid

We have not tried solutions to solve this problem before and are open to consider different novel solutions. At the same time, Solarvest recognises this is a big problem to solve and part of the problem is the requirement to have a mature and reliable (smart) grid infrastructure. We therefore do not expect a full end-to-end solution, but are instead looking for solution providers that have smart solutions that can help us move into the direction of a fully developed P2P market.

Solarvest is not interested in the utilisation of storage systems or systems that emphasise on-grid reliance.

TECHNICAL REQUIREMENTS / PERFORMANCE CRITERIA:

Solarvest will be evaluating the solution providers on a case-by-case basis. Generally speaking, we will be looking at the following requirements and criteria:

Technical requirements:

• Designing an online monitoring system controlled by an AI/machine learning ecosystem to predict the usage of electricity on the consumer side and sell them accordingly.
• To focus on microgrid development
• The solution should store the history of energy usage (time-based) for consumers to allow the AI system to predict and sell to consumers based on their required needs.
• Hardware (smart meter) shows how much energy is being imported and allows the consumer to request more/less energy or change/add on prosumer if required (live management of energy through meter)
• In compliance, but not limited to, the following guidelines: IEC: 62052, IEC 62056 & IEC: 14908

Performance Criteria:

• Target to reduce electricity prices generated by renewable energy (Example: solar) by 10% to 15%
• To increase business/commercial use of clean energy up to 25%.

COST TARGET

Specific solutions will be evaluated on a case-by-case basis based on the aforementioned technical and performance criteria. Generally speaking, below are some benchmark cost indicators:

To drive the OPEX/user down to below 5% or more of the energy bills cost, once the solution is scaled up to beyond 10,000 users.

TIMEFRAME FOR DEVELOPMENT

Phase 1: PoC or Pilot (2-4 months)

Phase 2: Further commercial roll-out to be discussed on a case-by-case basis

POTENTIAL MARKET / BUSINESS OPPORTUNITY

Estimated participants in the pilot deployment program should be up to 50, and can be commercially scaled up to 1000 users. It can be deployed across all energy users, with a market potential of millions.

RESOURCES

1. A S$15,000 Pilot and deployment support for pilot project/showcase
2. A S$20,000 showcase project once the product can fulfill the commercial requirement

OTHER CONSIDERATIONS

For the solution providers, we would target SME's and start-ups with a track record in programming, AI and software. We expect a TRL level: 7 and/or above with a proposal of a solution that can be deployed at a global scale. In case novel foreground IP is created between Solarvest and the solution provider, IP ownership can be discussed on a case-by-case basis.

BACKGROUND OF THE PROBLEM

At this point in time, due to the rigorous nature of existing solar panel installation structures, there are quite a few rooftops or façades where it is not possible to install solar panels (approximately 20-30% of cases). Consequently, Solarvest is not able to serve this part of the market. As a result, we are looking for novel solutions that allow for solar panel installation in more difficult and challenging circumstances. The main problems we currently face are:

1. The total weight of the installation as well as solar panels cannot be carried by the roof or façade
2. For certain rooftops or façades, due to the structure of the rooftop or façade, it is very difficult to do the installation, leading to longer installation times and potentially, hazardous situations for the staff doing the installation
3. The current installation method can lead to water leaking
4. The current installation method does not allow for pre-determined universal structures or cable routing and is unable to overcome sharing effects which could cause hot spot hazards. This could also mean potential lower energy yield generation and therefore reliability concerns.
5. If we simplify the installation structure, the overall cost of installation goes down, potentially increasing the ROI and therefore the likelihood that more companies decide to install solar panels.

Currently, solar panels are typically installed as follows:

A corrugated metal sheet is first built on top of the roofs or façades. This requires specific design engineering and installation labour. Next, a mounting structure, brackets and clamps are installed before the solar panel is fixed to the entire structure. Subsequently, the Inverters are installed, trunking and cabling works then follow, tapping into a termination point. In the final stage, testing & commissioning of the system will be done, which results in a redundancy in design and labour for the same surface.

We are not interested in Conventional Solar Panels which pair up with “water-proofing mounting structures” to build Integrated PV systems. Similarly, we are not interested in solutions for lighter solar panels.

We are specifically looking for novel and more lightweight mounting structures.

TECHNICAL REQUIREMENTS / PERFORMANCE CRITERIA:

Solarvest will be evaluating the solution providers on a case-by-case basis. Generally speaking, we will be looking at the following requirements and criteria:

Technical requirements:

• Weight: The conventional solar system is approximately. 16kg/sqm. The total combined weight therefore stands at approximately 23kg/sqm. The expected solution should be a single layer metal sheet solar cladding system, with a weight that is lower compared to conventional solutions
• Ease of operation: single man installment within 1 hour (assuming a system of 2-3 Kwp)
• A modular design
• A single layer metal sheet solar cladding system
• A way to allow for universal structure & cabling methods
• The ability to reduce sun shading effect
• A software surveillance monitoring system
• The ability to meet all regulatory test specifications. More specifically the Global TUV Product Certification under test specifications IEC 61215 and IEC 61730 and pass additional Fire Test Class A (normal solar panel only Class C)

Performance Criteria:

• A target reduction of installation cost of approximately 10%
• A target reduction of logistics and transportation cost (due to a smaller mounting structure) of approximately 25%
• A target cost price for the mounting structure itself to be at least at par and ideally lower compared to the current conventional structure.

COST TARGET

Specific solutions will be evaluated on a case-by-case basis based on the aforementioned technical and performance criteria. Generally speaking, below are some benchmark cost indicators:

The conventional metal sheet roof or façade is approximately *SGD 60/sqm* inclusive of materials & workmanship. We estimate the conventional solar system to approximately cost SGD204 per sqm.

The novel solution should therefore be an approximate. Based on these cost estimations, we would be looking at SGD264/sqm or lower to be adopted readily into the market.

TIMEFRAME FOR DEVELOPMENT

The entire project should complete within 24 months.

Phase 1: PoC or Pilot (2-4 months)

Phase 2: Meeting system cost per watt objectives and local compliance. Specific timeline and commercial roll-out plan to be jointly defined on a case-by-case basis.

POTENTIAL MARKET / BUSINESS OPPORTUNITY

1. A S$30,000 Paid Pilot budget to conduct joint testing
2. A S$100,000 showcase project once the product can fulfill the commercial requirement
3. Access to a pilot-site and knowledge sharing to help validate the project.

RESOURCES

1. A S$15,000 Pilot and deployment support for pilot project/showcase
2. A S$20,000 showcase project once the product can fulfill the commercial requirement

OTHER CONSIDERATIONS

For the solution provider we are looking to work with SME’s or start-ups with successful product technologies development and project implementation track record in the solar or semi-con industry. We are looking for solutions with TRL level of 7 and above with a potential to implement the solution globally. In case of joint foreground IP development, ownership will be jointly discussed on a case-by-case basis.

BACKGROUND OF THE PROBLEM

When fabric rolls are laid out for cutting in factories, the off-cuts are set aside as scraps.

If not sorted or organised, the waste can consist of different materials (cotton, polyester, CVC, TC or any other contents). The typical practice of factories is to dispose of the waste post-production to waste handlers for consolidation.

Fabric scraps can be re-used commercially in areas such as composite materials like mattress fillings, but in these cases they are effectively down-cycled. In some instances, they are used as feedstock to run boilers, but it is a pollutive process.

We are looking for solutions to recycle and/or upcycle our textile waste into higher value novel resources.

At this moment, the current recycling/upcycling process of textile waste faces the following key challenges:

1. Recycling/upcycling of collected textile waste is challenging because of the impurity of the contents. It is therefore essential for solution providers to also provide capabilities to sort the waste, as it will consist of various fibres and textiles.
2. Fabric scraps that are not recycled end up in incineration plants and landfills
3. Currently, waste streams are not well-managed, so there are no opportunities to track circularity of the various waste streams.
4. Additionally, factories are not motivated to sort the scraps by content because it requires additional effort and time.

Currently, we generate the following estimated wastage per country:

1. Vietnam: 40tons/month
2. China: 50tons/month
3. Cambodia: 45tons/month

Ideally, we would be looking to reduce this volume by at least 30% (or more).

Based on the aforementioned background of the problem, we are looking for solutions with two potential routes to market:

1. Full recycling solutions for our textile waste with the aim of re-utilising the textile waste directly back into our business. In this scenario, we would be open to consider becoming the end-customer
2. Recycling solutions to repurpose our textile waste into novel applications for new markets. Examples could include: FabBRICK, Green Ceramics and Fabric-Formed Concrete.

Solutions and their limitations:

1. Currently, there are no machines to sort fabric based on their content, thus all types/content of fabric get mixed together.
2. There is limited technology or options to convert this textile waste into other useful products.
3. Factories are manually sorting the fabric scraps and sending them to waste handlers or recyclers to manage.

Solution we are not interested in:

1. We are not interested in solutions that would require significant revamps and/or overhauls of our entire internal production process. We are, however, willing to consider adding an additional process step for waste sorting, as long as the additional investment is manageable.
2. We do not want to create additional waste to produce or recycle into something else.
3. Additionally, the focus of Teo-garment is on upcycling (i.e. converting textile waste into novel value). As a consequence, we are not interested in applications that would be considered down-cycling (such as using textile scraps for cushion-filling).

TECHNICAL REQUIREMENTS / PERFORMANCE CRITERIA:

There are two routes to market for solution providers:

Route to market 1: Full recycling solutions for our textile waste with the aim of re-utilising the textile waste directly back into our business. In this scenario, we would be open to consider becoming the end-customer.

For this route to market, we would be looking at the following technical requirements and performance criteria to evaluate solutions on a case-by-case basis:

• Material Cost
• Consistency of fibres/textile composition
• Comfortable for wearing and meet basic home laundry requirement of up to 15 washes, such as colour fastness and shrinkage
• Fabric waste reduction (target of at least 30%)
• Fabric can be recycled again (optional).

Route to market 2: Recycling solutions to repurpose our textile waste into novel applications for new markets. Examples could include: FabBRICK, Green Ceramics and Fabric-Formed Concrete.

Specific performance criteria and technical requirements would have to be co-defined here with the end-customer for the specific application.

Performance Criteria:

COST TARGET

For route-to-market 1: re-utilisation into our business

We would be open to consider up to a 20% increase in cost for the fibres/textiles if the material properties meet our requirements and if we are able to meet our sustainability targets.

For route-to-market 2: novel applications for our waste:

Cost targets are to be determined together with the potential end-customer

TIMEFRAME FOR DEVELOPMENT

Phase 1: PoC or Pilot

Phase 2: Further commercial roll-out to be discussed on a case-by-case basis

POTENTIAL MARKET / BUSINESS OPPORTUNITY

Route-to-market 1: We believe that other factories will be interested to adopt the solution afterwards. Hence, there is potential for a global market roll-out. In this scenario and in case the solution proves its efficacy, Teo-Garment is willing to potentially procure the solution.

Route to market 2: Recycling solutions to repurpose our textile waste into novel applications for new markets. Examples could include: FabBRICK, Green Ceramics and Fabric-Formed Concrete. In this scenario, Teo-Garments can help to bring the solution to market but will not be the end-customer to procure the solution.

Dependent on market application and use case.

RESOURCES

1. Cash price for winning project of S$10,000
2. Additional in-kind contributions for PoC or Pilots can be considered on case-by-case basis