Capital Exchange: Innovation Partners

 

What is the Innovation Challenge?

Capital Exchange offers a demand-pull platform to support and accelerate clean innovation by connecting corporate leaders and investors to curated scale-up opportunities. GLOBE has teamed up with six innovation partners who have defined an innovation challenge and are looking to curate innovative business models, solutions and technology and meet new potential business partners during Capital Exchange, February 26.

The Innovation Challenge is a unique opportunity for growing cleantech innovators to secure exclusive access to some of Canada’s largest and organizations.

 

How does the Innovation Challenge work?

We invite cleantech companies to review the following Challenge Statements. If you are interested in submitting a response,

1) Register for a Capital Exchange pass.

2) Submit matchmaking form by February 15, indicating the Innovation Partner you would like to pitch.

Our Challenge Partners are:

GLOBE will follow up with companies who have signed up for the matchmaking the week of February 18 to confirm which innovation partners retained your application and to suggest additional participants of interest (investors, government officials) and schedule one-on-one meetings between 1:30 and 3:00pm, February 26.

Should you have any questions, please contact alice.martin@globeseries.com.

 


Canada’s Oil Sands Innovation Alliance Logo

Canada’s Oil Sands Innovation Alliance

COSIA Low-Grade Waste Heat Recovery to Power Production Challenge: Request for Responses from Innovators

Challenge Synopsis

Canada’s Oil Sands Innovation Alliance (COSIA) is putting forth the Low-Grade Waste Heat Recovery to Power Production Challenge.  This Challenge seeks solutions from innovators to support leading edge technologies that recover low-grade waste heat resulting from Steam Assisted Gravity Drainage (SAGD) oil sands production and/or related surface facility operations and utilize this heat for power generation.  Technologies that can potentially be used to recover low grade waste heat from produced water from conventional oil production are also of interest.

Challenge Statement

COSIA is seeking solutions that can recover low-grade waste heat to generate power.  COSIA representatives are interested in meeting innovators with solutions that reduce greenhouse gas (GHG) emissions by capturing 60°C to 80°C waste heat resulting from the glycol loop of Steam Assisted Gravity Drainage (SAGD) oil sands production and/or resulting from produced water in conventional oil production and utilize this heat for power generation.

  • Successful technologies will:
    • Be implementable within a SAGD oil sands Central Processing Facility (CPF) and/or with SAGD well bores.
    • Convert low-grade heat (<60-80oC) to electricity at >10% efficiency.
    • Function successfully in existing SAGD oil sands operations with high reliability.
    • Require lower energy inputs than the higher heat value or electricity produced.
    • Break even over installation and capital costs in less than 4 years.
  • The following dartboard provides guidance on levels of GHG emission reductions, cost, land impact and power generated of interest:

GHG Emission Reductions Graphic

Context

  • Steam assisted gravity drainage (SAGD) and cyclic steam stimulation (CSS) are processes employed for in situ production of bitumen from oil sands reservoirs. The more common recovery process (by existing and planned total production capacity) is SAGD, and many environmental technologies applicable to SAGD would likely also be applicable to CSS facilities.
  • In the SAGD process, steam is generated in boilers by combusting large quantities of natural gas at a Central Processing Facility (CPF), transported to well pads, and injected below ground into a horizontal well bore within the reservoir. The heat supplied by the steam warms the heavy oil in the reservoir allowing it to flow via gravity drainage into a second underlying wellbore that captures the oil/water mixture and produces it to the surface.
  • Once at the surface, the mixture of oil and water is cooled from around 200°C down to around 130°C prior to separation through a ‘process-to-process’ boiler feed water heat exchanger. The cooled mixture is sent to an oil/water separator. A flue gas economizer heats the boiler feed water. Produced water is treated and recycled for steam generation. The bitumen is further treated to remove all water and delivered into a pipeline for shipping.
  • Heat transfer equipment used in a SAGD facility consists primarily of shell and tube heat exchangers, with some spiral and plate and frame exchangers. There are multiple heat transfer services, which include cooling and heating: bitumen emulsion, diluted bitumen, produced water, boiler feed water, make-up water (fresh or brackish), diluent, sales oil, natural gas, and air. These heat transfer services are performed through process-to-process contact as well as through a glycol loop network.
  • The glycol loop is a continuous circulation of a glycol/water mixture, and through a series of heat exchangers, absorbs excess heat from streams that need to be cooled, and redistributes heat to streams that need to be heated. Without exception, more heat is absorbed then redistributed, and this excess heat is released to the atmosphere as 60-80°C warm air. This is considered low-grade waste heat which is rejected to the atmosphere via air coolers. Importantly, the amount of heat dispensed during hotter summer months will be greater than during the winter.
  • COSIA would like to identify technologies that can create value from this waste heat by converting it to electricity at >10% efficiency rate. Existing technologies to upgrade waste heat are not widely used due to associated high capital expenses.
  • The Organic Rankine Cycle approach is not of interest.
  • More information about in situ facilities can be found on the COSIA website: https://www.cosia.ca/sites/default/files/attachments/COSIA%20SAGD%20Reference%20Facilities%20Report%20180816.pdf as well as other tools to evaluate potential fit of technology solutions: https://www.cosia.ca/focus-areas/e-tap

 

Response Criteria

The following information on a non-confidential basis is of interest:

  • % of waste heat recovered on a high-level energy balance basis
  • Lower cost of operations in $ value
  • GHG emissions reductions in tonnes/year
  • Total cost of equipment
  • Solutions at a Technology Readiness Level greater than 4 are of interest
  • Overall Efficiency
  • Installation downtime in days per year
  • Land required/footprint
  • Resilience (long life)
  • Regulatory compliance hurdles
  • Scalability

The Opportunity

  • Successfully proposed technologies could receive funding from COSIA to develop and demonstrate the technologies in an oil sands application. Multiple technologies may be funded, at the discretion of the COSIA Members.
  • COSIA members represent over 90% of oil sands production in Canada, with over 55 thermal in situ oil sands facilities, with production varying from pilot scale to 118,000 barrels per day (bpd). Average facility production is approximately 35,000 bpd.
  • Similar applications for waste heat recovery exists in other industrial sectors, such as refineries, forest products etc. Proponents should note if waste heat recovery solutions can be applied to existing facilities and/or only built into new facilities.

About Canada’s Oil Sands Innovation Alliance (COSIA)

Canada’s Oil Sands Innovation Alliance (COSIA) is an alliance of oil sands producers focused on accelerating the pace of improvement in environmental performance in Canada’s oil sands through collaborative action and innovation.

The alliance was launched March 1, 2012 when representatives of Canada’s largest oil sands companies came together in Calgary to sign the COSIA charter, signifying their agreement with COSIA’s vision, their support of the alliance’s beliefs, and their pledge to uphold the commitments put forward in the charter.

COSIA brings together leading thinkers from industry, government, academia and the wider public to improve measurement, accountability and environmental performance in the oil sands in four priority areas. These four Environmental Priority Areas (EPAs) are greenhouse gases, land, water and tailings.

COSIA’s vision is to enable responsible and sustainable growth of Canada’s oil sands while delivering accelerated improvement in environmental performance through collaborative action and innovation.

 

COSIA’s shared beliefs are:

  • Canada’s Oil Sands are a vital resource for providing energy security for the future of Canadians and the world.
  • Oil Sands development provides financial and social well-being through job creation, business opportunities, and economic activity.
  • Our industry has environmental impacts, which we will work to minimize. Action will reflect a strong commitment to innovation and collaboration and be focused on key environmental priorities so that together we will deliver accelerated improvement in our environmental performance.
  • COSIA will result in faster and more effective research and development and environmental innovation through the use of complementary technologies and resources.

 

COSIA’s aspirations are to:

  • Produce oil with lower greenhouse gas emissions than other sources of oil.
  • Be world leaders in land management, restoring the land and preserving biodiversity of plants and animals.
  • Transform tailings from waste into a resource that speeds land and water reclamation.
  • Be world leaders in water management, producing Canadian energy with no adverse impact on water.

 

***Only non-confidential information should be included in the response ***


Federation of Canadian Municipalities – Green Municipal Fund

Municipal Infrastructure Investment Challenge: Request for Responses from Investors

Challenge Synopsis

The Green Municipal Fund (GMF) is putting forth the Municipal Infrastructure Investment Challenge.  This Challenge seeks solutions from private investment partners to support sustainable community impact projects. There is currently not enough public sector financing to complete transformative sustainability projects for municipalities. To sustain our communities and accelerate municipal transformation, it is critical to identify alternative investors and develop financial mechanisms for municipalities to increase access to capital.

Challenge Statement

THE GMF is seeking private sector financial partners to co-invest with the fund in sustainable municipal projects.  Such investments could occur at the fund level or at the project level. GMF representatives are interested in meeting financial institutions with the funds to invest in:

  • Infrastructure and service models across Energy Production and Utilization, Transportation, Brownfield Redevelopment, Water and Waste sectors
  • Impact investments opportunities (green bonds, project debt etc.) with patient return timeframes (5-20 years)
  • Public Private Partnership project developers and investors

Context

Current municipal environmental projects are too dependent on, and limited by, the availability of public funds (municipal tax base, municipal debt finance entities and federal/provincial infrastructure funding envelopes). To create a sandbox for experimentation with alternative sources of capital, the GMF is launching a pilot funding offer to support innovation in the municipal project financing space.  This offer will target new investment and revenue models for municipalities that enable municipal budgets to go further.  Furthermore, this new offer will seek to increase the municipal experience and capacity to transact with other actors in order to enable more transformative infrastructure investments.

Response Criteria

  • Impact investors interested in supporting municipal infrastructure projects
  • Investment type: low risk, loan to municipalities – 10 to 20-year return time frame
  • Transaction 3-7% interest rate
  • Smaller scale projects – 1 to $5 M
  • Large scale projects – up to $100M

The Opportunity

  • Invest in AAA impact community projects with significant environmental and social benefits with a funding partner (GMF) with deep subject matter expertise. Over $900M invested in more than 1,200 initiatives since 2000.
  • Projects are backed by a strong business case and present low risks given the high credit rating of project proponents.

About the Green Municipal Fund

On March 31, 2000, the Green Municipal Fund (GMF) was established as an important policy instrument for gaining experience in the development and execution of sustainability projects, establishing and sharing best practices and lessons learned, and improving the environmental performance of municipal installations. Since then, it has grown to a $625 million endowment under the Federation of Canadian Municipalities (FCM).

GMF’s Purpose:  Accelerate the transition to resilient Canadian municipalities that enhance the quality of the air, water and land, protect the climate, and ensure sustainable levels of service and community prosperity.

 

Subsector visions

  • Energy: Energy production is clean and affordable, and energy is either conserved or used efficiently. Transportation: Active and low-carbon modes of transportation are accessible, efficient, safe and convenient.
  • Water: Clean water is accessible, and all water is protected, used and managed efficiently.
  • Waste: Waste is avoided, recovered and reused through responsible resource management.
  • Land use and integrated planning: Land is protected, restored, and used and managed responsibly.

 

Intermediate outcomes

  • Goal A: Municipalities have access to innovative, technically and economically viable sustainability solutions to their challenges.
  • Goal B: Municipalities and their partners have the capacity, knowledge and decision-making tools and support to plan, undertake, manage the risk of and execute innovative sustainability projects and adopt sustainable solutions.
  • Goal C: Municipalities have access to adequate pools of capital to invest in or fund sustainable infrastructure and solutions.
  • Goal D: GMF has the means and resources to lead the transition to sustainable Canadian communities.

 

***Only non-confidential information should be included in the response ***


 

Alectra Utilities Logo

City of Guelph

Circular Food Economy Challenge: Request for Responses From Innovators

Challenge Synopsis

Food is a fundamental requirement of life, but our current food system of “take-make-dispose” is unsustainable economically, socially and environmentally. As a result, the City of Guelph and County of Wellington is putting forth the Circular Food Economy challenge. This challenge will support the City in becoming part of Canada’s first circular food economy.

To help achieve this vision the city and county are looking for solutions that can minimize food waste, use food waste as a resource, and minimize the overall footprint of the food system, including water and energy consumption reduction technologies.

Challenge Statement

Each year more than half of all food produced in Canada is lost or wasted. This results in 35.5 million tonnes of wasted food annually.  It is further estimated that 2.38 million tonnes of that waste (at a value of more than $10 billion) could be “rescued”or kept out of the waste stream at the consumer level, out of an estimated total of 11.2 million tonnes that could be rescued across the entire food value chain. As a City/County, we are part of this system and have a role to play in helping our citizens, local companies, and our own organization minimize their footprint and explore unique solutions. Solutions explored must establish a sustainable business model, demonstrate a reduction in the generated volumes of food “waste”, identify a tangible reuse or repurposing of the waste, and highlight potential revenues that could be generated from new products or use streams.

Context

The City of Guelph and County of Wellington are striving to become Canada’s first technology-driven Circular Food Economy. A circular food economy requires collaboration and awareness at all stages of food production and consumption, as well as social and technological innovation. Smart technologies are already helping farmers produce more food with fewer inputs — by optimizing seeding, fertilizer use, herd health and more. But there is an even greater opportunity to use smart technology throughout the entire food system.

The City of Guelph and County of Wellington believes that the municipal sector has an important role to play in creating and supporting collaboration, engaging citizens, leveraging existing resources and ensuring processes and policies are in place to support the technological and societal transitions. The transition towards a Circular Food Economy is no exception.

Response Criteria

  • Interested ventures should have a functioning prototype that can be improved through tests with a municipal partner.
  • Ventures must be able to demonstrate a reduction in the generated volumes of food “waste”, identify a tangible reuse or repurposing of the waste, and highlight potential revenues that could be generated from new products or use streams.
  • Ventures should be committed to having follow-up discussions and sharing information following Capital Exchange.
  • Ventures should provide contact and company information, a brief non-confidential technology description, and the primary goal of your participation in the Challenge.

The Opportunity

The vision for the City of Guelph and County of Wellington is grounded on our belief that we have a role to play in being a catalyst for positive change in our community. As part of this catalyst we will be providing the chosen venture with up to $5,000 towards R&D and access to internal experts, with the added possibility of launching a pilot program at the discretion of relevant departments involved. As well, the economic development team at the City and County will work with the chosen venture by providing additional supports that include, but are not limited to: marketing support (such as ground breaking ceremony and business communications), data and business intelligence, match-making and referrals to government and business support agencies, and more.

Our community also provides a unique value proposition to businesses of all sizes because we represent both an urban centre (the City of Guelph) and a local farming/production/manufacturing/distribution hub (Wellington County). Working with us on the goal of establishing Canada’s first technology-driven Circular Food Economy will provide you with access to expertise on both the consumer and production challenges of food waste.

About the City of Guelph/County of Wellington

Guelph is a growing community of about 132,000 people, located west of Toronto. The County of Wellington has a population of 90,932 and is comprised of seven member municipalities surrounding the City of Guelph. Guelph is among the most livable cities in Canada and has a well-earned reputation as a city that’s willing to do things differently. Its reputation comes from innovative programs, like the ground-breaking Civic Accelerator, and visionary leadership to become Canada’s first circular food economy. Guelph-Wellington is a finalist for the Federal Government’s Smart Cities Challenge.


Husky Energy Inc. Logo

Husky Energy

ESG Information Management Challenge

Challenge Synopsis

Husky Energy Inc. (Husky) is looking to advance its internal information management solutions for its internal ESG (Environmental, Social, and Governance) data.

Challenge Statement

Husky is seeking innovative digital management solutions targeted to its internal sustainability (i.e. ESG) data. Potential solutions that could help with any or all aspects of the data management process, including (but not limited to) data collection, data storage, data integrity/continuity, data sharing, and data analytics with focus on supported decision making are of interest to Husky.

Context

Environmental, Social and Governance (ESG) criteria refer to three factors investors use to evaluate a company’s sustainability practices. Common ESG reporting data includes safety performance and measures, carbon emissions and mitigation impacts, water use and conservation efforts, board member diversity, Indigenous People’s engagement and community contributions. In recent years, responsible investing has become a standard practice. As a result, companies are tracking larger amounts of data pertaining to a wider variety of impacts. Collecting, sharing, and managing this data across a large organization can be difficult due to the complexity and number of interactions.

Response Criteria

  • Solutions should be able to sync with internal systems and programs
  • Data within the tool must be secure
  • The platform must be collaborative, allowing users to work on content and share simultaneously
  • Solutions that are testable (e.g. ready to demo and deploy) are preferred
  • The platform should be customizable
  • Report generation for specific metrics and impacts is desired
  • Platform can enable internal and external communication methods to support knowledge sharing and decision-making

The Opportunity

  • Potential to collaborate with and have your technology demonstrated by one of Canada’s largest oil and gas producers
  • Customer discovery and opportunity to understand the data management needs of a large organization

About Husky Energy Inc.

Husky Energy is a Canadian-based integrated energy company, with headquarters in Calgary, Alberta. Husky operates in Western and Atlantic Canada, the United States and the Asia Pacific region. Husky focuses on its two core businesses: its Integrated Corridor operates in Western Canada and the United States, where thermal production is integrated with the Downstream business and supported by Western Canada Operations. Offshore, the Company is focused in the Atlantic Canada and Asia Pacific regions.

 

***Only non-confidential information should be included in the response ***


Lafarge Tagline Logo

Lafarge

Lafarge Canada Inc. Low-Carbon Fuel Transition Challenge

Challenge Synopsis

Lafarge Canada Inc. (Lafarge) is looking to advance solutions that could replace the use of fossil fuels in their cement manufacturing process and accelerate a low carbon fuel transition for the company.

Challenge Statement

Lafarge is seeking solutions to advance low carbon fuel options that also align with the principles of a circular economy.  These could involve processes, materials, technologies and ideas that incorporate turning what is currently considered waste into valuable inputs for Lafarge cements. Lafarge is interested in knowing more about what types of low carbon fuel sources and suppliers are currently available across Canada, as well as manufacturing processes and equipment to optimize the use of low carbon fuels.

Context

Lafarge currently operates five cement plants across Canada, each with varying degrees of low carbon fuel usage.  Lafarge uses about 300,000 – 350,000 tonnes of coal/coke per year across the country (not including the Exshaw, AB plant, which uses 100% natural gas).

As the largest construction materials company in Canada and as a fully integrated company, Lafarge also manufactures, markets and sells concrete and concrete products (pipe, precast, hollowcore), aggregates, paving and asphalt, construction solutions and asset maintenance.  Lafarge has been proactive in promoting the integration of the circular economy across all its product lines (e.g. recycled aggregates, concrete paving and low carbon cement (PLC)) and is looking to extend circular economy principles to its fuel supply chain.

Response Criteria

  • Ideas and partial solutions that can be integrated with other partial solutions are of interest
  • Potential technologies should be at the validation stage (preferably TRL 4 and above)
  • Interest in low carbon fuel sources and suppliers that fit within a circular economy model (e.g. waste plastics, rubber, or wood materials), as well as technologies (e.g. manufacturing processes and equipment) that utilize low carbon fuel sources
  • Fuel alternatives need to be capable of being processed and blended to create a uniform mixture
  • Applicants should have an understanding of how their technology can be integrated into a complex energy system
  • The technology must demonstrate tangible CO2 emission reduction

The Opportunity

As a global leader in the construction materials industry, Lafarge Canada has both an opportunity and a responsibility to make a positive difference. Lafarge plans to transform the way the construction materials industry works and encourages the entire sector to contribute solutions to some of the world’s most pressing problems including population growth, resource scarcity, urbanization, climate change, and accessible housing.

Lafarge has set a goal to replace 50% of their current coal/coke usage (or roughly 100,000 – 250,000 tonnes) with lower carbon fuels.

Additional, by 2030 Lafarge aims to produce 40% less net CO2/tonne of cement than it did in 1990, use 80 million tonnes/year of resources made from waste in their operations and reduce average dust, NOx, and SO2 emissions by 30% over 2015 levels.

About Lafarge Canada Inc.

Lafarge Canada Inc. is the largest provider of diversified construction materials and contracting services in the country. With 6,000 employees and 350 sites across Canada, our mission is to provide construction solutions that build better cities and communities. The company’s portfolio includes aggregates, asphalt and paving, cement, contracting, precast concrete and ready-mix concrete.

 

***Only non-confidential information should be included in the response ***


Government of Canada Logo

Natural Resources Canada

Small Modular Reactors: An Energy Solution for Mining

Challenge Synopsis

Mines need safe, secure, and low-cost sources of reliable energy. But in many cases, diesel is the only option available. It is expensive, prone to supply disruptions, and a source of air pollutants and greenhouse gas emissions.

We need better solutions. Pan-Canadian stakeholders have recently identified Small Modular Reactors (SMRs) as the next wave of nuclear technology innovation that could provide unique benefits to mining:

  • Lower cost energy to bring new plays to market and exploit an edge against global competitors.
  • Safe, scalable, and reliable energy to reduce operational risks and meet heat and power needs.
  • Clean, non-emitting energy that reduces emissions and opens opportunities to engage with remote and northern communities to share the benefits of reliable power and local development.

Challenge Statement

GLOBE Series and Natural Resources Canada are seeking applications from the following five groups to address the challenge of providing clean, reliable, safe, and low-cost energy for Canadian mining operations through the demonstration and deployment of SMRs:

  • Investors
  • Mining companies
  • Nuclear operators
  • Engineering, procurement, construction (EPC) firms and supply chain/services companies, and
  • Small Modular Reactor (SMR) technology developers

At GLOBE Capital Exchange, we will make new connections to foster strategic partnerships and ventures across the clean tech investment, mining, and nuclear sectors. Our Innovation Challenge to you is to drive towards demonstration and deployment of SMRs for mining in Canada.

Context

SMRs could be an option to provide non-emitting heat and power to remote mines and other extractive industries. They are small nuclear reactors from 1 to 300 megawatts-electric that respond to market demands for smaller, simpler, safer, and cheaper nuclear energy technologies.

A Call to Action NRCan

In 2018, provinces, territories, and utilities released A Call to Action: A Canadian Roadmap for Small Modular Reactors, to chart forward for SMRs in Canada (www.smrroadmap.ca).

  • The Roadmap found that:
    • SMRs are real and happening now. Utilities, labs, and SMR vendors are making proposals to proceed with credible demo projects in Canada. International competitors are moving quickly.
    • Partnerships will be key to success—within Canada and internationally.
    • Demonstration in Canada is essential to anchor R&D and IP benefits domestically, and to prove viable deployment pathways for mining.
    • Canada has what it takes to lead: a ramped up supply chain (leveraging investments of $26B in Ontario), science and technology expertise (supported by $1.2B to revitalize Canada’s national nuclear laboratories), attractive sites for demonstration and “first markets” for deployment, and robust regulatory and waste management frameworks ready for SMRs.

Public confidence is an important consideration for SMR development. Both the nuclear and mining sectors have experience in this area, and it will be important to for these sectors to share and deploy best practices, pursuing ongoing engagement to build trust and capacity as more information on SMRs becomes available.

Response Criteria

Applications to this challenge should indicate the following:

  • Organization and name, title, and contact information of the proposed representative.
  • A brief description of your organization’s interest in SMRs for mining applications. Interest from other extractive industries (e.g., oil sands) is also welcome.
  • An indication of your organization’s level of knowledge of, or previous engagement on, SMRs.

Applicants must:

  • Be one of the five groups targeted by this challenge (i.e., investors, mining companies, nuclear operators, EPC/supply chain/services companies, or SMR vendors);
  • Be ready to engage in serious discussions about planning and preparing for an SMR demonstration for the mining sector.
  • Commit to follow up on promising discussions or matchmaking leads—including sharing business plans for SMR development for the mining sector.

SMR vendor applicants must have a level of commercial maturity to demonstrate SMRs within 5 years, and deploy SMRs for the mining sector within 10 years (Technology Readiness Level of 5 and above).

The Opportunity

With SMRs we could witness the emergence of a new industrial sub-sector. The Roadmap identified a potential $150B global market for SMRs by 2040, and a domestic market of $1B annually between 2030 to 2040. In the mining sector, the Roadmap identified a 20 to 60% cost advantage for SMRs over diesel.

Participants will leverage the following opportunities through this Innovation Challenge:

  • Investors: Learn about Canada’s SMR opportunity and project options; ID prospective partners.
  • Mining companies: Assess teams, partner, and influence SMR demos to meet mining sector needs.
  • Nuclear operators: Strengthen consortia to drive SMR demos with new partnerships and contacts.
  • EPCs/services/supply chain: Identify potential service offerings, prospective clients, and investors.
  • SMR vendors: Deepen partnerships with Canadian supply chain, mining, and clean tech investors.

It’s time for a serious conversation to follow up on the SMR Roadmap. Successful ventures among nuclear and mining sectors and investors will be key as we chart the path forward on SMR demonstration.

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