1) The document discusses sustainable design and chemical engineering, providing tools and guidance to help organizations build sustainability into their innovation processes. 2) It introduces the concept of life cycle thinking and analyzing the environmental impacts across a product's entire life cycle from raw materials to end of life. 3) Tools like life cycle assessment (LCA) are presented to help identify hotspots where the greatest environmental impacts occur in order to focus sustainability efforts.

1. Better by Design:
Sustainable Business
And Chemical
Engineering
• Ben Peace
• C-Tech Innovation; ES KTN
• Mike Pitts
• Technology Strategy Board
• Becky Farnell
• Chemistry Innovation Knowledge Transfer
Network

2. Sustainable Design
Reducing the overall environmental impact,
whilst maintaining or improving economic,
technical and social performance
A shift in thinking:
 from plant/product to whole life cycle
 from unit operation to whole system
 from process and product to service

3. Sustainable Design Guide
 Shows chemistry-using
organisations how to build
sustainable thinking into their
innovation processes
 A collection of best practice with
a process for how to do it
 Linked supporting resources

4. Workbook Contents
1. Introduction
2. Background to Sustainable Design
3. Three Key Tools
4. Understanding the Context
1
5. Identifying the Opportunities
6. Delivering the Innovation
7. Resources
8. Appendices
Includes extensive examples and case studies
and guidance on running internal workshops

5. Workshop Overview
09:30 What is Sustainable Design?
Warm-up discussion
Design Guide Process
Understanding the Context – “Why”
10:30 Tea and Coffee
Identifying Opportunities – “What”
12:30 Lunch
Delivering Innovation – “How”
15:00 Tea and Coffee
Delivering Innovation (continued)
Case Study Summary
16:00 TSB Competition
16:30 Feedback & Close

6. Knowledge Transfer Networks
Accelerating business innovation;
a Technology Strategy Board programme

7. WHAT ARE KNOWLEDGE
TRANSFER NETWORKS?
15 KTNs established by the Technology Strategy Board to:
• Stimulate innovation in the UK’s key priority areas
• Link different organisations
• Facilitate the efficient use of other support mechanisms
Knowledge Transfer Networks
Accelerating business innovation;
a Technology Strategy Board programme

8. WHAT DO WE DO?
• Brokering collaborations & connecting members
• Providing access to funding
• Identifying industry challenges & informing
government policy
• Showcasing innovations
Knowledge Transfer Networks
Accelerating business innovation;
a Technology Strategy Board programme

9. Who are we?
Leading independent innovation company,
developing our own technologies and helping others.
Nearly 40 years experience.
Provide services to blue chip and small businesses,
Universities, Government bodies & NGOs.

10. Who are we?
• Engaged in eco-innovation at European,
National and Regional Government level
• Work one-to-one with business clients to
bring about commercial and
environmental improvements
• Established suite of technology & product
development services:
• Prototype build & testing
• Computer Aided Design (CAD)
• Life Cycle Assessment (LCA)
• Finite Element Analysis (FEA)
• Computational Fluid Dynamics (CFD)

11. Clients & Collaborators

12. Sustainable Innovation
or Greenwash?
 Bio-diesel  M&S Plan A
 Organic Produce  Fair-trade coca
 Phone recycling beans
 Cartridge recycling  Electric & hybrid
cars
 Bio-degradable
bottles  Carbon Offsetting
 Bioplastics  Green Electricity
Tariffs
 Nappy laundering
service  Wind turbines
 Solar panels  Boris Bikes

13. Aims of Sustainable Design
Aim is sustainability on three levels:
Social People
Economic
Environmental Planet Prosperity
Economic Profit
Maintenance of economic
prosperity and employment
Environmental
Social Equity
Prudent use of natural resources Sustainability
and effective protection of the
environment
Recognises the needs of everyone
in the supply chain

14. Why? What? How?
Workbook Content
• Define boundaries
Business/
Understand • Market analysis
Market
Context • SWOT analysisWHY?
• Problem statement
 Innovation purpose
Product/
Identify  Analysis of existing solutions using tools
Service
Opportunities WHAT?
 Define critical success factors
 Detailed description of opportunity
Technology
Deliver  Innovation strategies
Innovation HOW?
 Mapping technology needs
 Evaluate and rank options
TIME

15. Why? What? How?
Understand
Context
Understand
Identify
Opportunities Context
Defining “why” things might
be done differently
Deliver
Innovation

16. Drivers for Why? What? How?
Sustainable Design
• Three fundamental ways to improve business profitability:
• Reduce costs
• Increase margins
• Increase sales
• Sustainable Design can contribute to all three
• Objective of Sustainable Design is to provide commercial
success, rather than win green awards
• Recent Co-Operative Bank report showed the market for ethical
goods & services in the UK rose 18% from 2007-2009

17. Why? What? How?
Shooting the Rapids
Biophysical Limits
• Resource depletion
• Resource dispersion
• Environmental damage
Freedom of Manoeuvre
• Biosphere‟s capacity to cope
„shooting the
rapids‟
Societal Limits
• Growing population
• Ageing population
• Increasing consumption
• Societal attitudes
Time
Miller-Klein

18. Why? What? How?
Laws
Laws of Thermodynamics
1. Energy can be neither created nor destroyed. It can only change
forms.
2. The entropy of an isolated macroscopic system never decreases.
3. As temperature approaches absolute zero, the entropy of a
system approaches a constant minimum.
1. You cannot win (that is, you cannot get something for nothing, because
matter and energy are conserved).
2. You cannot break even (you cannot return to the same energy state,
because there is always an increase in disorder; entropy always increases).
3. You cannot get out of the game (because absolute zero is unattainable).
C P Snow

19. Endangered Elements
Knowledge Transfer Networks
Accelerating business innovation;
a Technology Strategy Board programme

20. Why? What? How?
Endangered Elements
• Limited amount on the planet
• Being used in dispersive technologies
• Rapid growth in use due to technology application
• Method of obtaining is disproportionately damaging to
environment
• Availability a geopolitical issue (political instability)
• Lack of recycling – technical and/or infrastructure

21. Why? What? How?
Elements in a Mobile
Roughly 40 different elements
H, Li, Be, C, N, O, F, Al, Si, S, Cl, K, Ca,
Ti, Cr, Mn, Fe, Co, Ni, Cu, Zn, Ga, As,
Br, Sr, Y, Zr, Ru, Pd, Ag, Cd, In, Sn, Sb,
Ba, Ta, W, Pt, Au, Hg, Pb, Bi, Nd.
mobile phone weighing 100 grams,
contains
13.7 g of copper
0.189 g of silver
0.028 g of gold
0.014 g of palladium
Source: Basel Convention, 2006; Lindholm (Nokia report), 2003

22. Concentration of Why? What? How?
critical minerals
EU Raw Materials Initiative, June 2010

23. Why? What? How?
Endangered Elements
• As much gold in 1 tonne of
computer scrap as in 17
tonnes of gold ore
• Concentration of platinum in
the dust on the streets of
Birmingham is higher than in
the ore it came from
• More copper above the
ground in use that left in
viable supplies
• Rh mining generates 30,000
kgCO2 per kg
Chuquicamata mine, Chile

24. 5.2 ppm
He
Knowledge Transfer Networks
Accelerating business innovation;
a Technology Strategy Board programme

25. P
70 years? Knowledge Transfer Networks
Accelerating business innovation;
a Technology Strategy Board programme

26. Cu
170 kg
Knowledge Transfer Networks
Accelerating business innovation;
a Technology Strategy Board programme

27. Endangered Elements
• As much gold in 1 tonne of
computer scrap as in 17
tonnes of gold ore
• Concentration of platinum in
the dust on the streets of
Birmingham is higher than in
the ore it came from
• More copper above the
ground in use that left in
viable supplies
• Rh mining generates
30,000 kgCO2 per kg
Chuquicamata mine, Chile Knowledge Transfer Networks
Accelerating business innovation;
a Technology Strategy Board programme

28. Image: Basel Action Network Knowledge Transfer Networks
Accelerating business innovation;
a Technology Strategy Board programme

29. Why? What? How?
Peak Oil
120
World Oil Production (Mb/day)
Fuel
100 Demand?
80
60
40
20
0
1935 1955 1975 1995 2015

30. Why? What? How?
Water

31. Why? What? How?
Water
„embedded‟ water by 2020 we will need 17% more
content (litres) water than is currently available
1 pair of shoes 8000
1 cotton T-shirt 4100 about how much a
1 hamburger 2400 dishwasher uses in a
year
1 glass of milk 200
1 cup of coffee 140 „water is the oil of the 21st century‟
1 microchip (2g) 32 Dow CEO Andrew Liveris
Source: World Council, UNESCO, DEFRA

32. Understand Identify Deliver
Context Opportunities Innovation
www.footprintnetwork.org

33. Why? What? How?
Ageing population
Doubled from
2000
www.statistics.gov.uk/populationestimates/flash_pyramid/UK-pyramid/pyramid6_30.html

34. Why? What? How?
Increasing Consumption
UK since 1900:
• 9 x more water • 2000 x more car miles
• 16 x more electricity • 40 x more „stuff‟
David Bott, Technology Strategy Board

35. Why? What? How?
Increasing Consumption
The world's population will
rise from 6bn to 8bn (33%)
2030
Demand for food will
increase by 50%
Demand for water will
increase by 30%
Demand for energy
will increase by 50%
John Beddington,
UK government's chief scientific adviser

36. Why? What? How?
Future Trends?

37. Why? What? How?
Future Trends?

38. Why? What? How?
Future Trends?

39. Why? What? How?
STEEP
SOCIAL
ECONOMIC
TECHNOLOGICAL TRENDS
&
DRIVERS ENVIRONMENTAL
POLITICAL

40. Why? What? How?
STEEP
51

41. Why? What? How?
Interactive Session
• Considering our case study:
• What benefits are required in a solution to the identified
trends and drivers?
• Think all along the supply chain/lifecycle
• Assess ideas against internal limits (SWOT, p. 49)
• Outcome:
• A problem statement:
“If only we could..... then we could......” (p 59)
• Avoid thinking what would solve the problem, or how
30 49 59

42. Why? What? How?
Understand
Context
Identify
Identify
Opportunities Opportunities
Defining “what” needs
to be delivered
Deliver
Innovation

43. Why? What? How?
What are we delivering?

44. Carbon footprint of Why? What? How?
1000 kg paint
3000
2500
Waste
2000 Transport
kg CO2 equivalent
Production
1500 Packaging
Pigment
Question:
1000 Filler
Additives
500
Which is more sustainable?
0
Market entry High performance

45. Carbon footprint per Why? What? How?
50 m2 covered
20.0
18.0
16.0
14.0 Consumer
kg CO2 equivalent
12.0 waste
Waste
10.0
Better Functional Unit: Transport
8.0
6.0 Production
Area coverage
4.0
Packaging
2.0
0.0
Market entry High performance

46. Why? What? How?
What are we delivering?
„I don‟t sell a tin
of paint – I sell an
effect on a wall‟
Dulux
„Power by the hour‟
Rolls Royce
„1,500 petabytes
shipped in 2009‟
Xyratex

47. Why? What? How?
Life Cycle Analysis (LCA)
raw material extraction manufacture
disposal/recycling distribution & retail
use

48. Why? What? How?
Life Cycle Analysis (LCA)
LCA enables:
• Identification of hotspots
• Focussing of efforts
• Comparison of concepts and
potential improvements
• Assessment and
communication of benefits

49. Life Cycle Analysis Why? What? How?
Example
for each
pint of milk:
“hot spot”
Source: DEFRA

50. Why? What? How?
Identifying the “hotspot”
Raw material intensive
Production intensive
Distribution intensive
Use intensive
End of life intensive

51. Why? What? How?
Identifying the “hotspot”
source: WRAP

52. LCA example Why? What? How?
In-use benefit: 2.5-4.5 tonnes CO2 equivalent
Manufacture: ????

53. LCA example Why? What? How?
PCB fasteners
components
case
PCB board
In-use benefit: 2.5-4.5 tonnes CO2 equivalent
Manufacture: 50kg

54. LCA: Environmental Why? What? How?
Impact Factors
Carbon Footprint Total Energy Other impact factors include:
• Consumption of mineral
resources
• Consumption of biomass
• Consumption of fresh water
• Photochemical oxidation
• Ozone layer depletion
• Production of hazardous waste
• Total waste production
• ...
Air Acidification Water Eutrophication
Images source: SolidWorks

55. 56

56. Why? What? How?
LCA – setting the scope
• Which environmental impacts?
• “Cradle-to-gate” / “Cradle-to-grave” / “Cradle-to-cradle”?
• What data is available?
• primary or secondary
• level of supply chain engagement
• assumptions that can be made
• How to interpret the results?
• are findings valid?
• what does the result mean?
• independent review?
• How to communicate results?

57. Why? What? How?
LCA spectrum
Level of effort
Full
ISO 14040
LCA
Key question: LCA Streamlined
What are you doing
Proxy measures
Carbon footprint;
Embodied energy;
the LCA for?
Eco-indicators
Directional tools
eco innovation compass;
matrix methods
Principles &
rules-of-thumb
– life cycle thinking
Qualitative Quantitative

58. Why? What? How?
Innovation Ambition
RISKS New
business
system
Improvement
Add new
functionality
Redesign
Improve the product
existing
product
Time to bring to market

59. Why? What? How?
CCaLC
• An LCA & carbon footprinting tool
• Free to download and use
• Particularly suited to Chemical-using industries
• A powerful tool for assessing and improving environmental
credentials
• Excellent databases
• Capable of tracking cost/value added
• Appropriate for ISO 14044, PAS2050 etc.
• Simple to use by non-experts

60. Questions explored Why? What? How?
with CCaLC
• What is the carbon intensity of a supply
chain/product/process?
• Where are the „hot spots‟?
• What are the optimum low-carbon options for
reducing the carbon intensity?
• What would be the cost? And value added?
• How would other environmental impacts change?

61. CCaLC: Why? What? How?
Databases and case studies
Databases Case studies
 Materials  Chemicals &
 Energy related
 Transport  Food & drink
 Packaging  Bio-feedstocks
 Waste  Biofuels
Over 5500 datasets Over 30 case studies

62. Why? What? How?
CCaLC example

63. Why? What? How?
The Process

64. Why? What? How?
CCaLC top level

65. Why? What? How?
CCaLC results: lasagne
“hot spot”

66. “Sureshine” shampoo Why? What? How?
- carbon footprint

67. Why? What? How?
Critical Success Factors
External factors may include:
 Technical specifications that must be met or exceeded
 Compliance with regulations or standards
 Product form
 Compatibility with existing technologies - the 'drop-in'
replacement
 Price
Internal factors may include:
 Fit with the corporate strategy
 Projected market size
 Projected return on investment
 Fit with technical capabilities
 Cost and time to bring the product or service to market

68. Why? What? How?
Interactive Session
• Considering our case study:
• Determine innovation purpose (p 72)
• Assess current solutions – functional unit, lifecycle (pp. 27 – 39)
• Determine the critical success factors (p 78)
• Think what it delivers NOT how it does it
• Outcome:
• A “detailed innovation description” (p 79)
27–39 72 78-79

69. Why? What? How?
Understand
Context
Deliver
Identify
Opportunities Innovation
Generating and evaluating
ideas for the “how”
Deliver
Innovation

70. Why? What? How?
Eco Innovation Compass
• A useful tool for generating and assessing ideas
• Developed by the World Council for Business Sustainability and Dow
Service 0 – worse > 50%
5
4 1 – slightly worse
Resource Use 3 Durability
2
2 – no change
1 3 – some improvement
0
Safety Re-use 4 – improvement x 2
5 – improvement x 4
Energy Mass
102-116

71. Why? What? How?
Eco Innovation Compass
• A useful tool for generating and assessing ideas
• Developed by the World Council for Business Sustainability and Dow
Service
Resource Use Durability
Safety Re-use
Energy Mass

72. Why? What? How?
Eco Innovation Compass
• A useful tool for generating and assessing ideas
• Developed by the World Council for Business Sustainability and Dow
Service
Resource Use Durability
Safety Re-use
Energy Mass

73. Re-use/remanufacture/ Why? What? How?
recycle
• Product leased, not sold
• Product returned to Xerox for
“remanufacturing”
• >90% of original product „core‟
returned to service
• 5,000+ tonnes per annum
diverted from landfill

74. Why? What? How?
Eco Innovation Compass
• A useful tool for generating and assessing ideas
• Developed by the World Council for Business Sustainability and Dow
Service
Resource Use Durability
Safety Re-use
Energy Mass

75. Why? What? How?
Eco Innovation Compass
• A useful tool for generating and assessing ideas
• Developed by the World Council for Business Sustainability and Dow
Service
Resource Use Durability
Safety Re-use
Energy Mass

76. Why? What? How?
Eco Innovation Compass
• A useful tool for generating and assessing ideas
• Developed by the World Council for Business Sustainability and Dow
Service
Resource Use Durability
Safety Re-use
Energy Mass

77. Why? What? How?
Eco Innovation Compass
• A useful tool for generating and assessing ideas
• Developed by the World Council for Business Sustainability and Dow
Service
Resource Use Durability
Safety Re-use
Energy Mass

78. Why? What? How?
Eco Innovation Compass
• A useful tool for generating and assessing ideas
• Developed by the World Council for Business Sustainability and Dow
Service
Resource Use Durability
Safety Re-use
Energy Mass

79. Why? What? How?
Eco Innovation Compass
• A useful tool for generating and assessing ideas
• Developed by the World Council for Business Sustainability and Dow
Service
Resource Use Durability
Safety Re-use
Energy Mass

80. Why? What? How?
Service
“Power by the hour” service
model
• In everyone‟s interests to
make product last longer;
easier to repair, etc.
• Better understanding of
product in operation
• Business more profitable as a
result

81. Why? What? How?
Eco Innovation Compass
• A useful tool for generating and assessing ideas
• Developed by the World Council for Business Sustainability and Dow
Service
Resource Use Durability
Safety Re-use
Energy Mass

82. Why? What? How?
Eco Innovation Compass
Service
5
4
Resource Use 3 Durability
2
1
0
Safety Re-use
Energy Mass

83. Why? What? How?
Targeting the lifecycle
raw material extraction manufacture
disposal/recycling distribution & retail
use

84. Why? What? How?
Targeting the lifecycle

85. Targeting the lifecycle: Why? What? How?
raw material intensive
Strategies might include:
• Reduce the amount of raw materials
• Use recycled/renewable raw materials
• Reduce the number of raw materials
• Extend product lifetime

86. Targeting the lifecycle: Why? What? How?
raw material intensive
Finite
Element
Analysis
Optimised Design:
• 20% material reduction
• Cost & carbon savings

87. Targeting the lifecycle: Why? What? How?
manufacturing intensive
Strategies might include:
• Improve energy efficiency of process
• Minimise process waste
• Use renewable energy for process
• Avoid hazardous processes
• Use closed-loop manufacturing
process

88. Targeting the lifecycle: Why? What? How?
manufacturing intensive
UV-curable primer
safer to use
•50% VOC reduction

89. Targeting the lifecycle: Why? What? How?
distribution intensive
Strategies might include:
• Minimise/eliminate packaging
• Minimise transport miles
• Manufacture at point of use
• Use a lower impact form of
transportation

90. Targeting the lifecycle: Why? What? How?
distribution intensive
• Ethylene causes fresh fruit, flowers and
plants to continue to grow & ripen
• Technology uses 1-methycyclopropene
(1-MCP) to block ethylene, preventing
over-ripening
• Higher temperatures tolerated

91. Targeting the lifecycle: Why? What? How?
use intensive
Strategies might include:
• Maximise energy efficiency of product
• Design out waste and emissions in-use
• Make product safer for user &
environment
• Design out potential for improper use

92. Targeting the lifecycle: Why? What? How?
use intensive
• Detergent and clothing manufacturers
identified domestic washing as highest
peak on their corporate carbon footprints
• Both technology and consumer
behaviour change innovations required
to get acceptance of low temperature
wash detergents

93. Targeting the lifecycle: Why? What? How?
end-of-life intensive
Strategies might include:
• Design for recovery & re-use
• Design for ease of disassembly
• Design for modularity
• Ensure harmful substances easily
removed
• Ensure only benign materials left
behind

94. Targeting the lifecycle: Why? What? How?
end-of-life intensive
• Take-back scheme
• Design allows replacement of just
worn parts
• Simplified product composition
• Separation & depolymerisation
processes & plant
• Profit margin up from 1% in 2006 to
more than 9% in 2010
Profit margin up from 1% in 2006
to more than 9% in 2010

95. Targeting the Life Cycle – Understand
Context
Identify
Opportunities
Deliver
Innovation
Downstream benefits
• Originally targeting in-use/ end-of-life
aquatic toxicity issues with anti-fouling
coatings
• Smooth solution of Intersleek had even
bigger impact on fuel use of ships – at
least 6%, saving up to $2.5 million over
5 yrs for typical ship

96. Three tips for Why? What? How?
generating ideas
1. Think service (not product)
2. Think lifecycle
3. Think benefits downstream

97. Why? What? How?
Evaluating Ideas
low hanging exciting but
fruit difficult
Reward
quick
why?
progress
Risk

98. Why? What? How?
Interactive Session
• Considering our case study:
• Generate possible solutions using life cycle (p 92-100)
• ...and/or eco innovation compass (p 102-116)
• Explore fit with your organisation & market (p 119-123)
• ... and refer back to initial criteria
• Rank ideas (risk v reward)
• Outcome:
• A chosen lead research project!
• Present as a short pitch
88-130

99. Why? What? How?
Case Study
Unilever led FR&SH project

100. 1. Markets Are Changing

101. Scale and geographic reach
The Americas Western Europe AACEE*
€13 billion turnover €13 billion turnover €14.5 billion turnover
6.5% underlying sales 1.3% underlying sales 14.2% underlying sales
growth growth growth
32% of group turnover 32% of group turnover 36% of group turnover
2008 turnover €40.5 billion

102. We sell to consumers across an increasingly wide
spectrum of income, and consumption
LSM 1-3 LSM 4-6
General Trade focused 
LSM 7-9 LSM 10-12
 Market Trade focused
LSM 13-15 LSM 16-18

103. The World is Changing:
Socio-demographic issues
• The world is ageing
– The 60+ population is growing, and not just in the
Developed world.
– It is fastest in Developing and Emerging markets.
• 1 billion + people lack safe drinking water
– 3 million children die from unclean water per year
– Fluoride is unavailable to 25%+ of the world
• Huge global issues in nutrition
– Millions of people are malnourished
– Yet obesity has reached epidemic proportions

104. 2. Cost Control
115
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105. Challenges
• Rising commodity prices (energy, oils, food
staples)
• Consumer focus on value
• Need for cost effective benefit ingredients

106. ….means we need to get more from
our molecules
•More Functionality
•More Robustness
•More Flexibility

107. 3. Oil Depletion
118
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108. 4. Carbon Footprint
119
Knowledge Transfer Networks
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109. 5. Minimising / Recycling Waste
Knowledge Transfer Networks
120
Accelerating business innovation;
a Technology Strategy Board programme

110. 6. Water Availability
Knowledge Transfer Networks
121
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a Technology Strategy Board programme

111. 7. More
Stringent
Regulatory
Knowledge Transfer Networks
122
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112. Challenges Facing Introduction of
New Molecules in FMCG
Legislative changes
Recent introductions to the legal
statute, include:
• 7th Amendment to the Cosmetics Directive
(animal testing)
• REACH regulations
• VOC emissions control

113. `
8. Commodities Moving East
Knowledge Transfer Networks
124
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114. 9. Speed of Innovation
Knowledge Transfer Networks
125
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115. 10. Competition for Talent
Knowledge Transfer Networks
126
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116. Priority Issues
• Oil Depletion
• Cost Control
• Stringent Regulatory Landscape
• Consumer Demand for Natural
Benefits to deliver
• „Defendable‟ natural formulation
• Decrease cost
• Improved feel/flow

117. Problem Statement
If only we could have a base shower gel and
shampoo formulation that is based on
„natural‟ ingredients then we can exploit the
growing consumer market ($7 bn) for such
products

118. „Natural‟ Ingredients
For consumers, natural = sustainable, 15% growth over last 6 years
“natural”, “nature Need to consider:
derived”, “renewable” etc. scale, energy
do not equate with intensity, competing
“less impact on land requirements , etc.
environment”
Source: JLS Consulting

119. Surfactants and structuring
Main issue with current
formulation is high
(unnecessary) use of
surfactants (cleaning
function ingredient)
35% cost
structuring
SURFACTANTS foaming
cleaning cleaning

120. Innovation Purpose
• Long term, disruptive approach
• New base formulation that enables customisation and
simplification
• Open Innovation model
• Commercialise with small partner – complex and large supply
chain disruption
• Involve wider set of stakeholders, consider long term trends
• Examine efficiency, avoid over specification, what delivering?
• Consider the ecosystem – adaptable to different
markets/technologies?

121. Current Alternatives
Ingredients connected with "natural” marketing claims :
• Coco-glucoside
• Lauryl glucoside
• Betaine
• Sodium lauryl sarcocinate
• Sodium cocoyl glutamate
• xanthan gum etc...
Although based on natural feedstocks (plant oils) also products of
conventional chemical modification.
Also 2 to 3 times higher in cost than petrochemical-based surfactants

122. Critical Success Factors
Replace some of surfactant with:
• Abundant, cheap material
• From renewable resources
• 100 % non-petrochemical
• Not food competitive
• Clean derivatisation
• Biodegradable
• From existing supply chains
• Low cost
• Limited processing, using existing plant (thus minimising capital
expenditure)
• Functional
• Gentle
Without creating new chemical entities (expensive registration costs)

123. Detailed Innovation Description
The business opportunity is to replace unnecessarily high
levels of surfactants and other high cost formulation
ingredients with lower levels of novel, low cost viscosity
modifiers, from „natural‟ sources that enable economic and
environmental benefits to accrue throughout the value
chain.

124. Solution Strategies
• Include materials know to be environmentally benign
• Include materials known to be safe to humans
• Use renewable materials
• Don‟t use materials that compete for food
• Looked at basic, cheap renewable materials and methods to
modify them

125. Technology and Approach Used
Used modified cellulose; sourced from existing supply industries
(cellulose fibres from the pulp and paper industry, and organic
and inorganic components from the existing speciality chemicals
industries)

126. FR&SH Project
• Partially oxidised cellulose
• Used in existing product (bandages)
• Forms thixotropic gels:
Technology Strategy Board
Sustainable Materials and Products competition, November 2008

127. FR&SH Project - Benefits
Service
5 0 – decrease > 50%
4
Resource Use 3 Durability 1 – some decrease
2 2 – no change
1
0 3 – some increase
Safety Re-use
4 – increase x 2
5 – increase x 4
Energy Mass
Estimated savings for one brand, in one region at £2m alone

128. Further Information
www.chemistryinnovation.co.uk/sdg
www.chemistryinnovation.co.uk/stroadmap
www.ctechinnovation.com
www.esktn.org

129. RSA/Technology Strategy Board programme
promoting the creation of circular economy
manufacturing models in which design innovation
plays a pivotal role.
Circular Economy Design Workshops
• Starting again in early 2013
www.greatrecovery.org.uk
Knowledge Transfer Networks
Accelerating business innovation;
a Technology Strategy Board programme

131. New Designs for a Circular
Economy Competition
• Feasibility studies
• Up to £25K per project
– Up to 65 / 75% of costs
• Collaborative / co-design
– Up to 75% sub-contracting allowed
• Two challenge areas:
– Reducing the global environmental
impact of materials that we use
– Reducing dependence on key raw
materials, the supply of which
potentially is at risk
Knowledge Transfer Networks
Accelerating business innovation;
a Technology Strategy Board programme

132. New Designs for a Circular
Economy: Possible approaches
• Design for disassembly/remanufacturing/refurbishment
• Design for disassembly
• Component standardisation
• Modularisation
• Reducing the number of materials
• Design features to facilitate closed loop business models and
customer behaviours eg. lease, recycling
• Dematerialisation / lightweighting / rightweighting
• Reducing energy intensity
• Product lifetime extension
Knowledge Transfer Networks
Accelerating business innovation;
a Technology Strategy Board programme

133. New Designs for a Circular
Economy: Official _connect group
• Official competition
documentation
• Resources
• Keep up-to-date with events
• Networking forum
• Discussion forum
• Links to other resources
http://tinyurl.com/Circular-Design
Knowledge Transfer Networks
Accelerating business innovation;
a Technology Strategy Board programme

134. New Designs for a Circular
Economy Competition: Key Dates
Round 1 Round 2
Briefing webinar 7th Nov 2012 19th Feb 2013
Networking events 1st Nov 2012 TBA
12th Nov 2012
Registration deadline 5th Dec 2012 20th March 2013
Deadline for 12th Dec 2012 27th March 2013
applications
Knowledge Transfer Networks
Accelerating business innovation;
a Technology Strategy Board programme

135. Relevant ES KTN reports
www.esktn.org Knowledge Transfer Networks
Accelerating business innovation;
a Technology Strategy Board programme

136. Thank you for
attending
Any Further
Questions?