Sustainability Open Innovation Challenge 2021 - Round 2

Background:

Building new stores is a very linear process. Retailers are required to tear down and rebuild retail stores every three years to meet the demands of the landlord and customers. An excessive amount of virgin materials and equipment are also required to build new outlets. Furthermore, recycling waste from individual stores is difficult as it lacks economies of scale, and upcycling has not been feasible as it is very complex and time-consuming.

Currently, the pool of sustainable materials available on the market are not providing enough innovation or are CapEx-prohibitive. Lagardère Travel Retail has a global network of 5,000 stores in 41 countries. Operating brands like Relay, Bulgari, Longchamp, Ferragamo, Starbucks, Paul, Discover, Lululemon, Marks and Spencer, Sydney Opera House, Eifel Tower Souvenirs, Victoria Secret, Duty Free concepts across the globe (https://www.lagardere-tr.com/en/brands). Lagardère has piloted several POCs, but have not validated their feasibility. For example, it is hard to find a path to market for the large number of customized furniture they have, to recycle/upcycle in a responsible and cost-efficient manner, and to circularly reuse store materials for other projects.

Technical Requirements/Performance Criteria:

1. Material Innovation – Finding new materials that are attractive, durable and suited for a commercial environment (Laminates, plywood, flooring materials – vinyl, ceramic, stone, wood, hardware, paints, glue, piping, ducting etc.)
2. Materials that can easily be recycled or upcycled back into the ecosystem in a way that creates or maintains value
3. Products or services can deliver benefits during the lifecycle of the product ie. bring savings in energy or water consumption over time
4. Solutions must be scalable and not just one-off
5. Solutions must make financial sense ie. not increase the budget by 30%
6. Service or product must reasonably accommodate the design and construction timeline and time to market should be 3 months or less
7. Lighting solutions that go beyond just LED lighting e.g. considers recyclability of the microchips, reuse of fixture components over several store life cycles
8. Opportunity for new business model Innovation via the monetization of circular practices e.g. lease or subscription base as opposed to traditional buy.

Cost target of the product/solution:

Solution or products should be comparable to other solutions or products available on the market. Initial % increase could be considered if the solution or product delivers savings over the life of the store to maintain at least a cost neutral solution.

Timeframe for development of the product/solution:

Solutions or products can be reviewed in Q2 2022 for validation and physically tested in Q3 2022 at Changi airport.

Potential market/business opportunity for the product/solution:

Scalable solutions can be used by Lagardère’s teams worldwide in F&B outlets, Luxury fashion, Duty Free and Convenience stores – with a network of over 5,000 stores across all continents. Global purchasing agreements can be considered.

Resources that will be provided to support solution development:

Selected solutions can be tested in live store environments for feedback and refinement in Singapore. As a second step, solutions could be tested in other countries or regions, thereby giving the startup access to application in different environments. Lagardère Travel Retail can support the cost of the development of any POC.

Other considerations:

1. Strategic to help become a leader in sustainable retail
2. Travel Retail environment – largely airports with heavy traffic
3. Project can serve as a lighthouse to inspire other companies or industries to follow similar practices. Best-in-class case study.

Background:

Within student accommodations, tenants are provided with unlimited access to Weehur Holdings’ utilities. As a result, many tenants tend to exploit the unlimited access by switching on their appliances for long periods of time, despite not being present in their rooms. Currently, similar to hoteliers, Weehur Holdings makes use of utilities key cards to supply electricity to tenants.

Reducing energy consumption significantly reduces the amount of carbon emissions in the environment. Therefore, Weehur Holdings is sourcing for innovative solutions in managing energy consumption within their student accommodations, to drive sustainable energy for the future.

Technical Requirements/Performance Criteria:

With reference to a Brisbane student accommodation (1578 rooms),

• In 2020, at an annualised occupancy of 57%, the electrical bill was AUD $380,000.
• In 2019, at an annualised occupancy of 80%, the electrical bill was AUD $496,000.

As Weehur Holdings operates on an unlimited access model, energy consumption is inevitably higher, leading to higher electricity bills. With the right solution in place, there is room to reduce carbon emission to the environment and the electrical bills.

Weehur Holdings is looking for a prototype/MVP that is able to efficiently regulate electricity consumption when the tenant is not present in the room.

Appliances that are not needed should be regulated to save electricity. Only the absolute necessary appliances should be left running (eg. fridge and all existing GPOs (General Power Outlets) in the rooms).

Solutions that Weehur Holdings is not interested in:

• Solutions that require the monitoring of individual room’s electricity consumption, as there are no electrical meters pegged to individual rooms

Cost target of the product/solution:

There is no specific cost target as long as there is a guaranteed ROI within 5 years.

Potential market/business opportunity for the product/solution:

Implementation of solution in other hotels/student accommodation/co-living spaces.

Resources that will be provided to support solution development:

The winner of the challenge will receive a cash prize of SGD 8,000 and a potential pilot test onWeehur Holdings' student accommodation portfolio.

Background:

The volume of delivery packaging waste has been growing as more consumers turn to takeaways and e-mart deliveries during the COVID-19 pandemic. In Singapore alone, there have been 1.8 million food delivery users (statista.com), many who order food deliveries more than once a week. Since the start of the COVID-19 pandemic, food deliveries grew 183% in Southeast Asia (thelowdown.momentum.asia), and is set to grow to an estimated US$8 billion by 2025 (techwireasia.com).

Operating in the Southeast Asia context, Grab is aware of pollution issues that could be caused by packaging waste that are not properly disposed of. Grab is looking at ways to eliminate the use of single-use bags for food and/or grocery deliveries.

Currently, all partner merchants will provide their own (single-use) bags to pack food and groceries for delivery. Without them, spillage or item damage might occur during the transport journey, which might mean delivery riders need more time to clean up and food safety concerns might be raised. Single-use (plastic/paper/others) bags are provided by merchants to store items once orders are made, and bag handles are useful to hang items on customer’s apartment door knobs for contactless delivery where requested.

Many times, at least in Singapore, multiple bags are used within a delivery order to separate grocery or food items, such as frozen/wet items from non-perishable products, and drinks from bento boxes.

(Source: Collaboration for Development; Working with Grace)

For food deliveries especially, food safety, freshness, ease of cleaning and transporting in bulk need to be considered as part of the solution. Food and grocery delivery operational flows can be different, where grocery items might be larger in quantity. Operational cost efficiency and flow compatibility from merchant to delivery rider, and to customers, without single-use bags will be priority for this challenge statement.

What will not be accepted are designs of bags/bag replacements without considering the operational flow of how successful deliveries can be made from merchant to the customer’s doorstep for food and grocery deliveries. Also, simply switching to single-use bag alternatives without reduction first/implementation flow/cost/other considerations is outside the scope of this challenge. Note that alternatives tend to be more expensive, and some merchants are already using these - however, Grab’s focus is on eliminating single-use waste generated, especially since some of them take a significant amount of time to break down.

Technical Requirements/Performance Criteria:

For food or grocery delivery:

• Solution to be compatible with current Grab delivery storage used (as seen below); storage is placed on two-wheel (motorcycle, bicycle, etc.) vehicles mainly. Delivery personnel may also travel on foot/public transport.
• Separate storage needs to be considered for Halal food (as seen on the right below)
• Dimensions of current storage: 18 x 17 x 14 inches
• Solution can be scalable and relevant across SEA markets

(Source: Collaboration for Development; Working with Grace)

Desired features in general:

• If reusable storage solution is provided, that material should be easy to clean and maintain (current storage bag has insulated interior which is easy to clean)
• Solution does not have to come with storage innovation - main priority is to eliminate single-use bags where possible, and to be compatible with operational flow.
• If there is use of reusable storage as part of the solution, consideration is made to ensure operational efficiency between passing of reusable storage from merchant, to delivery personnel, to customer, as well as return flow of the reusable storage item(s).
• Solution is compatible with Grab’s delivery bag/compact design, or compatible with delivery personnel’s mode of transport (walk/two-wheel ride/public transport).
• Considerations are made to current prevalent perception that all food and groceries need to be bagged - would there be solutions to get around this for seamless operation for merchants and delivery personnel?

For food delivery:

• Ensure that stacked food packages will not topple during transport.

For grocery delivery:

• At point of collection, for Singapore, it should allow for segregation of wet/perishable and non-perishable foods.

The solution should also:

• Support elimination of food spillage, and
• Display operational compatibility with current delivery flows (details above)

Cost target of the product/solution:

• Per reusable receptacle (if any): Up to ~SGD 15 depending on design (cost at scale), with projected lifespan of 1-2 years’ worth of frequent usage
• No additional manpower taken up for packing as per current operational flow with single-use bags (Current flow: Pack food/ groceries into bags at merchant → Pass to delivery personnel → Pass to customer)

Timeframe for development of the product/solution:

• 3-4 months: Prototyping
  • Prototype testing: Meets requirements and expected performance, operationally compatible, with a cost model that allows for widespread adoption by delivery riders.
• 6 months: Solution trialing and results consolidation
  • Final product: Hits all successful criteria, scalable, compatible with operational flow and well-received by delivery riders
• 2 months: results analysis and wrap up

Potential market/business opportunity for the product/solution:

• Delivery riders for Grab in Singapore and across Southeast Asia will be ultimately encouraged to eliminate use of single-use bags
• Potentially thousands/millions in quantity

Resources that will be provided to support solution development:

• Support in conducting survey
• Providing relevant data
• Engaging delivery riders for prototype-testing
• Up to SGD 30,000 from Grab for pilot-testing and trialing the solution

Other considerations:

• Solution can be proposed from any community across the globe
• For implementation in Southeast Asia
• IP belongs to problem-solver

Background:

The volume of delivery packaging waste has been growing as more consumers turn to takeaways and e-mart deliveries during the COVID-19 pandemic. In Singapore alone, there have been 1.8 million food delivery users (statista.com), many who order food deliveries more than once a week. Since the start of the COVID-19 pandemic, food deliveries grew 183% in Southeast Asia (thelowdown.momentum.asia), and is set to grow to an estimated US$8 billion by 2025 (techwireasia.com).

Operating in the Southeast Asia context, Grab is aware of pollution issues that could be caused by food container waste that are not properly disposed of. While the types of food containers used are determined by F&B merchants, Grab encourages F&B merchants they partner with to switch to alternative container materials (e.g. reusable, compostable). However, such alternative container packaging materials are not always suitable for local and regional cuisines, where many food items tend to come with sauce, gravy or soup and can result in spillage or league by the time they reach consumers.

Background of Reusable Containers

Over time, Grab has partnered with local players to allow F&B merchants to use reusable containers for GrabFood orders, with a varying degree of effectiveness:

• Transparent/translucent lids allow merchants to check if order has been correctly packed before handing over to merchants
• Collapsible containers allow greater ease for returning multiple containers
• Collapsible containers may be compressed and result in spillage when delivering soup-related items
• There has been a low take-up rate for the reusable container options, and even lower return rates of the reusable boxes. On the other hand, other factors come into play as well, such as less user-friendly and obvious app features and nudging, and reusable partner vendors not having many locations for container return/drop off.
• Merchant take-up rate of reusable containers is low due to mainstream convenient/throwaway culture resulting in low demand for such services, as compared to disposable options, meaning it will take up more storage space in shops/stores with space constraints.

Background of Disposable Containers

Many types of single-use materials cannot break down in the natural environment, posing pollution risks in Southeast Asia. Compostable food packaging typically requires industrial composting facilities, while paper-based packaging tend to come with plastic lining so that they are able to hold moist/wet items, which also hinders them from breaking down. In general, the relatively high costs of alternative disposable packaging materials are hindering widespread adoption by many F&B merchants.

Out of Scope for this Challenge

• Packaging where industrial composting is necessary
• Oxo-degradable/oxo-biodegradable packaging
• Recyclability as the sole positive sustainability attribute of the proposed product

Technical Requirements/Performance Criteria:

We are looking for

• Solutions which can be reusable or disposable
• Weight to be kept under 300g per unit (ideally < 200g)
• Variety of sizes preferred - most commonly-used size of food containers is 700mL-1000mL (considerations given to dry/oily/soupy food items)

Sample of commonly used containers:

(Source: Carousell; SKP; Liangteck)

Solutions should also:

• IBe able to hold hot food that comes straight from the stove - handling safety, consumption safety
• Be able to hold wet food items (e.g. soup, food with gravy) under normal handling circumstances
• Be resistant to breakage under normal handling circumstances
• Eliminate spillage

For disposable container option:

• Lower environmental impact than commonly used single-use plastic packaging in the SEA waste infrastructure setting
• To focus on material innovation which fulfils above-mentioned circumstances

For reusable container option:

• Besides design innovation of container, to focus on how containers can fit seamlessly into operational flow (Merchants are willing to use/they do not take up space in storage → Food does not spill/compress during delivery → Customers are willing to return to promote reuse → Feasible processing for containers to be reused at merchants)

Cost target of the product/solution:

• Per single-use container:~ SGD 0.10-0.30/unit based on current SG single-use packaging for F&B
• Per reusable container: ~SGD 3 for bulk order (min. 500)

Timeframe for development of the product/solution:

• 3-4 months: Prototyping
  • Prototype testing - meet requirements and expected performance, with a costwith cost model that allows for widespread adoption by F&B merchants.
• 6 months: Solution trialing and results consolidation
  • Final product - hits all successful criteria, scalable, compatible with operational flow, positive feedback from F&B merchants on product usage that indicate potential for widespread adoption at scale.
• 2 months: results analysis and wrap up

Potential market/business opportunity for the product/solution:

• F&B merchants partnering with Grab in Singapore and across Southeast Asia will be encouraged to use the packaging
• Potentially millions in quantity

Resources that will be provided to support solution development:

• Support in conducting survey
• Providing relevant data
• Engaging F&B merchants for prototype-testing
• (for SG-based companies) Up to SGD 30,000 from Grab for pilot-testing and trialing the solution

Other considerations:

• Solution can be proposed from any community across the globe
• For implementation in Southeast Asia
• IP belongs to problem-solver
• Grab’s merchants to get agreed discounted price with the fulfilment of Minimum Order Quantity for both reusable and disposable options

Background:

For L’Oréal, offering responsible, sustainable packaging for their products is both a major challenge and a key commitment. Since 2007, L’Oreal has taken an eco-design approach to packaging. Adopting an approach like this means rethinking products in a holistic way, from design through to post-use recycling of packaging.

L’Oréal Group has already launched water soluble pods that contain a bleach powder in the US for the REDKEN brand. The soluble films used as the envelope of the pods are today made from a fossil-based polymer that solubilizes in water and is easily biodegradable in water. Formulas containing water are therefore incompatible with this kind of film. L’Oréal has not yet identified a film that is water soluble but that contains water-based cosmetic formulations.

L’Oréal is not interested in:

• Traditional forms of packaging that do not help to reduce waste
• Packaging that are not eco-friendly (non-toxic to aquatic life and biodegradable)
• Materials with unclear/undefined/ “non-green” source of origin
• Conceptual solutions, e.g. Refill and repurpose concepts for existing packaging
• Not compatible with cosmetic use

Technical Requirements/Performance Criteria:

1. Compatible with water-based formulation having at least 65% of water,
2. Stable for at least 6 months at 40°C in presence of water-based formulation having at least 65% of water
3. Needs to dissolve in water in less than 2 minutes at room temperature upon stirring
4. Has to be compliant with biodegradation protocol OECD301B
5. Sealable at moderate temperature to avoid insoluble particles
6. Technology Readiness Level (TRL): 5 in 2023

If your solution meets criteria #1 and #6 and at least one of the other criteria, don’t hesitate to apply.

Cost target of the product/solution:

The first challenge is to address the technical requirements; Price is not a key consideration at this stage.

Timeframe for development of the product/solution:

Ideally, L’Oréal is searching for a product/solution with a minimum TRL of 5 in 2023.

Potential market/business opportunity for the product/solution:

New market for water-based cosmetic formulations

• Eco-conscious consumers
• Gen Z (love fun concepts)
• Customisation (mix-n-match of beauty products)
• Single-dosage (for sampling, travel-use, or salon-use)

Resources that will be provided to support solution development:

Finalists will have opportunities to receive monetary and/or in-kind support with L’Oréal (at L’Oréal’s discretion)– such as access to L’Oréal’s extensive expertise in the beauty industry, partnerships for proof-of-concepts, and new market opportunities.

The winner of the Challenge will receive in addition SGD 15,000 (cash) prize money.

Other considerations:

1. New business for L’Oréal
2. Expected TRL level: 5 in 2023
3. Geographic reach worldwide
4. Win-win for demand driver and problem solver (e.g. IP arrangements)
5. Check out the video {HERE} to discover more about L'Oreal's global initiatives towards innovation

Background:

L’Oréal manages consumption of natural resources to ensure that their activities are compatible with a resource-constrained planet. L’Oréal promotes the use of renewable raw materials that are sustainably-sourced or derived from green chemistry. L’Oréal is also working on solutions that allow for more recycling and which promote the development of a circular economy.

By 2030, L’Oréal aims to have 95% of their ingredients in formula to be bio-based, derived from abundant minerals or from circular processes.

Technical Requirements/Performance Criteria:

L’Oréal is interested in:

1. Materials/Ingredients:
   • Functional material that is sustainably sourced or derived from green chemistry.
   • Green and sustainable materials that are not just a 1-to-1 swap but can provide functional benefits and/or added value for cosmetic applications.
2. Formulations that reduce the use of petrochemicals, e.g. formulations that:
   • Create new sensorial experience on skin or hair without the use of petrochemicals
   • Protect aqueous formulation from microorganism contamination without the use of petrochemicals
   • Modify the shape or the color of hair fibers without petrochemicals
3. Finished products that:
   • Provide new or innovative beauty routines that reduce water consumption
   • Have non-toxic and harmless end-of-life
   • Protect skin/scalp/hair fibers against light and UV radiation
   • Have adhesive or cohesive properties on skin or hair, and still retain the smoothness of hair and skin
4. Others:
   • Solutions inspired by nature or developed in the frame of biomimicry principles
   • Technologies to recycle carbon emissions such as CO2 or CH4 as a source of crude material

Solutions that we are not taken into consideration:

• Pure marketing ingredients without proven performance backed by scientific research
• Materials (ingredients) that do not meet the green sciences criteria (i.e. they should be eco-friendly, non-toxic for aquatic life, biodegradable and derived from sustainable sources)
• Materials that are not suitable for cosmetic use

Cost target of the product/solution:

Ideally, material/ingredient cost-price should be comparable to existing cost and/or rationally benchmarked against existing alternatives.

Timeframe for development of the product/solution:

Development of product/solution may take 12-24 months depending on the Technological Readiness Level (TRL) and existing functionalities of the technology. L’Oréal’s role is to explore game-changing technologies wherever they come from, whatever the initial application.

Potential market/business opportunity for the product/solution:

Target markets can comprise of the global market, or be specific to a niche market. Most importantly:

• Clearly highlight the uniqueness and specificity of your technology. What makes it different, better than the other ones in the same area?
• It does not have to be designed initially for cosmetics. We need to understand the functionalities it brings, how it operates and then we will see if the transfer to cosmetic is feasible.
• Let L’Oréal know how they could support your development

Resources that will be provided to support solution development:

Finalists will have opportunities to receive monetary and/or in-kind support with L’Oréal (at L’Oréal’s discretion)– such as access to L’Oréal’s extensive expertise in the beauty industry, partnerships for proof-of-concepts, and new market opportunities.

The winner of the Challenge will receive in addition SGD 15,000 (cash) prize money.

Other considerations:

1. To cater to L’Oréal’s existing business in makeup, skin care, hair color and hair care
2. Target innovator community: startups and SMEs
3. Ideally TRL ≥ 5 is preferred (at the point of application)
4. Geographic reach: global with greater focus on Asia
5. Potential joint IP development
6. Check out the video {HERE} to discover more about L'Oreal's global initiatives towards innovation
   

Background:

Most product manufacturing processes utilize ‘virgin’ raw materials to make products, which ultimately are consumed and can lead to post-use waste (e.g. in landfills or incinerated).

P&G is looking for potential partners to propose unique solutions - processes, technologies, or technology-building blocks and services to, with innovation and development, tap on waste streams to manufacture its products, where waste becomes valuable, while reversing the environmental impact it creates by achieving a net negative carbon footprint.

Technical Requirements/Performance Criteria:

Scope: Solutions should be applicable in P&G Products and to serve the needs of consumers in the categories in which they play:

• Formulated products such as for Laundry, Household, Hair or Personal Care;
• Assembled substrate based products such as for Baby Care (diapers) or feminine protection;
• Manual or electromechanical devices such as used for grooming/shaving and Oral Care
• Packaging for these products.

Performance Criteria:

• Key measure is carbon and environmental impact that is net negative.
• On par with current product efficacy/performance or elevated products efficacy
• Elevated consumer desirability and perceived value among target audience
• Consideration to supply chain of waste streams involved.

Solutions will ideally address the full lifecycle of products and packs, their sourcing/manufacture, distribution or service model, consumption, and end of life.

Suggested Solution Types (but not restricted to):

1. Solutions from waste that target key starting materials that are building blocks for raw materials already used in our consumer products - such as ethylene, propylene, acrylic acid
2. Waste Materials being used to produce new raw materials that could replace existing raw materials for our products or packaging - such as Agricultural waste converted into substrates for products or packaging or Food waste used to make fragrances that can be used in many categories
3. Solutions that deliver complete new products or packages, sourced from waste feedstocks and with positive impact through the supply chains
4. Entire Consumer propositions fueled by waste and with positive impact across the entire value chain

Excludes: Home composting solutions

Cost target of the product/solution:

Key measure is carbon and environmental impact that is net negative

Timeframe for development of the product/solution:

MVP should be available (no concept or ideation-stage solution).

Preference will be given to solutions that have analysed technical, commercial and consumer right to succeed and for which first proof of concept in P&G applications has been, or could readily, be conducted.

For example:

• For novel technical and synthesis solutions those with some form of Techno Economic Analysis (TEA) will be most desirable.
• For entire consumer propositions preference will be given to those that can be somehow prototyped and evaluated with consumers.
• For new supply chains or business models assessment of right to succeed across the supply and/or value chain will be desirable.

Potential market/business opportunity for the product/solution:

No restriction on specific (target) market but able to provide initial business opportunity size for P&G to assess global opportunity potential.

Resources that will be provided to support solution development:

• Technical and market expertise of P&G globally
• Regional support from P&G teams in Singapore and beyond
• SGD 10,000 cash price for the challenge winner
• Up to SGD 40,000 for a paid trial (at P&G discretion)

Background:

As a leader in the air services and travel industries, dnata recognises that environmental responsibility is core to its long-term business success. dnata is committed to minimising the environmental impact of its operations across all its businesses and activities, including its supply chain. dnata aims to meet the needs of its customers while using energy and resources efficiently, minimising waste, and operating its assets in the most environmentally responsible manner. Specifically, dnata is looking to improve how they manage their wastewater, which comes from various sources, such as day-to-day operations that include the central kitchen and office facilities.

The solution can tackle various aspects, such as reduction of water usage or recycling our wastewater from our central kitchen and ground operations for internal re-use. Currently we lack the infrastructure to support these needs.

Technical Requirements/Performance Criteria:

Proposed solutions should take the following into consideration:

• A solution that can reduce water usage or repurpose the wastewater generated from the main water utilisers in dnata such as the central kitchen and office for internal re-use, i.e., the air-conditioner water cooling system
• Able to reduce our current water inflow and outflow by 20% (based on our average water consumption level)
• A solution that is long term and scalable, with possibilities to be transferred to other stations in our network
• A solution that is simple to implement and operate without a major overhaul of our current processes
• Capabilities to monitor and track the amount of water saved.
• The recycled water needs to fulfil the approved water quality standard; hence a quality check may be necessary before it can be repurposed.
• The solution should not consume more energy, record higher carbon emissions than the current system and should not emit hazardous chemicals
  

Some contextual information about dnata’s operations that may be helpful:

• The content of wastewater generated from the dnata central kitchen and office consists mainly of solids, oil, grease and food.
• The Cooling Tower has a capacity of 700 tons per day, only 20% to 30% of its capacity is utilised daily
• On average, water consumption for the central kitchen is about 9000 m3 per month.
• Wastewater generated is channelled straight to the treatment plant, no prior catchment to temporarily store
  

dnata is not looking for:

• Using repurposed water for toilet flushing and washing purposes
• Similar solutions to the current system, i.e., treating the wastewater and discharging it into the sewer
• A solution that will incur major changes to the existing infrastructure, e.g., extensive piping and modification
• A solution that occupies a large area due to space constraints
  

Cost target of the product/solution:

The proposed solution needs to be cost competitive and economically viable, with substantial cost savings compared to dnata’s current operations within a timeframe of around 5 years. Up to SGD 30,000 initial CAPEX investment is expected with the goal of achieving SGD 6,000 per year worth of savings from the water utility bill.

Timeframe for development of the product/solution:

Depending on the solution proposed, the product development stages may vary. These stages may consist of testing or rolling out the solution in the different offices or business units. If the solution is deemed beneficial, we aim to complete the POC stage within 3-6 months from the project award date tentatively 1 May 2022, with a final goal of full implementation/roll out within 1 year. on the solution proposed, the product development stages may vary. These stages may consist of testing or rolling out the solution in the different offices or business units. If the solution is deemed beneficial, we aim to complete POC stage within 3-6 months from the project award date tentatively 1 May 2022, with a final goal of full implementation/roll out within 1 year.

Potential market/business opportunity for the product/solution:

dnata is looking for a product that is long term and scalable, with possibilities to be transferred to other stations in our global network.

Resources that will be provided to support solution development:

Paid trials, support and collaboration with dnata’s subject matter experts.

Other considerations:

• Maturity of the solution: At least TRL 7 (System prototype demonstration in operational environment)
• Geographical location: 50 Airport Boulevard Singapore 819658
• To be implemented tentatively by December 2022
  

Background:

JBM Group currently imports boilers for its waste energy plants, which do not work well with the composition of waste produced in India. JBM Group is scouting for a solution which promotes an efficient way of waste collection and energy production, keeping the exhaust emissions of its waste energy plants at a sustainable rate (zero of negative emissions of CO2 and other greenhouse gases). The incinerator boiler which burns waste should be compatible with low-calorific value waste (around 1400KCal).

India doesn’t have a fully segregated collection of Waste which is usable. The calorific value is very low (so lack of raw material) and for this we are looking to find a solution. The driver behind this problem is also a push in prioritization by the Indian government.

Technical Requirements/Performance Criteria:

1. The incinerator boiler which burns waste should be compatible with low calorific value waste (somewhere around 1400 KCal
2. The solution has to be able to work with given the current composition of general (municipal solid waste, MSW) waste in India
3. To some level waste can include industrial and building waste like concrete
4. The products must comply with the applicable regional standards and solutions as per norms in India – MSW 2016
5. The results at prototype stage will be monitored and observed before providing clearance for final product(s)

Cost target of the product/solution:

Opportunity cost of the solutions decides the eventual success of the POC. The commercial production of the POC product should be comparable to conventional solutions.

Timeframe for development of the product/solution:

Within 12 to 18 months from the beginning of the project there should be a first POC outcome.

Potential market/business opportunity for the product/solution:

• For Waste to Energy, the solutions must be able to serve at least 10 big sized projects
• 1500-2000 Kilo Tons per day plants are planned to be set up using this solution. We will consider pay-per-use solutions.
• Approximately 250 Mega Watt of electricity output per day (for the combined plants)

Resources that will be provided to support solution development:

• Manpower resources (experts with varied competencies who will contribute in different areas of solutions),
• Information and data support, including key research reports and Industry insights etc will be provided,
• Monetary support and commitment to investments will be provided in view of the taker participant,
• Workspace and testing facilities
  

Other considerations:

• JBM Group is keen to work with the innovators community (startups)
• The startup should be developing the solution keeping scaleability in mind (able to roll out globally)

Background:

There are considerable amounts of horticultural waste, food waste and plastic waste on Sentosa. Sentosa Development Corporation (SDC) would like to explore recycling or upcycling for such waste.

Given that Sentosa is a tourist destination, we can envision a small-medium-sized portable container system where our waste can be upcycled by tourists/visitors into useful products.

The solution must be simple to operate so that a visitor can interact with them. The whole process from waste to a finished product should take less than 10 minutes.

Technical Requirements/Performance Criteria:

1. System to upcycle food, horticultural and plastic waste
2. Upcycled products can be useful materials for making products such as furniture, building materials, bowls, cups, flower pots, other souvenir items, energy etc.
3. Ideally the system should be able to harness alternative energy as a power source i.e. solar energy
4. Ability to engage and involve guests in the upcycling process in a safe environment
5. System should not produce significant negative environmental impacts such as emissions.

Timeframe for development of the product/solution:

1 year

Potential market/business opportunity for the product/solution:

B2B: If this solution works well, it can be deployed anywhere else within Singapore where there is a high population/waste density such as Central Business District (CBD) areas, Mandai Wildlife Park, Jurong Innovation Districts etc.

Resources that will be provided to support solution development:

SDC will provide project facilitation, sources of waste and rental waiver for the identified space during the test bed.

Other considerations:

• Portable and mobile
• System to be self-sufficient in energy using renewable energy such as solar energy.
• User friendly for visitor/guest interaction.
• Win-win for demand driver and problem solver (e.g. Island Partners/Tenants arrangements)

Background:

Volatile traffic patterns and changes in flight scheduling, and terminal operations makes planning and forecasting the optimum product range in Lagardère’s Gift and Souvenir stores a challenge.

The current offering is very wide ranging from apparel, trinkets, packaged food, wellness and jewellery products, while the stocking and line-up is based on historical sales performance. This sales performance analysis is inherently an ‘offline’ assessment on past sales and does not factor in a wide array of possible forward-looking enriching data sources.
Although the data indicates current sales patterns, it lacks insight on missed opportunities regarding unmet consumer needs and consumer critical data related to traffic patterns and nationality mix (for example), is used in hindsight.

The in-store experience is meant to be like a vibrant bazaar. However, this entails having a tremendous variety of products that do not all sell well as they may not be catered to the background, culture and preferences of the dynamic customer base.

Lagardère procures and stores a large supply of products in their warehouse to deliver this experience, and inevitably over/under stocks items leading to inefficiency and waste (as in lost sales opportunities, supply chain inefficiency and overstock going to waste).

Industry trends show increasing customer desire (and purchase intent) towards more sustainably sourced products, packaging and or a sustainable product offering.

The current sustainable product offering range in our Gift and Souvenir stores is limited and not sales productive. Lagardère has not been able to project outwards a desirable, trends-meeting, and cost effective product margin.

Technical Requirements/Performance Criteria:

The desired solution will be able to:

• Access and integrate complex real-time airport/terminal traveler data, retail planning and operational data.
• Access and accurately predict and forecast customer trend preferences and provide souvenir offering guidance
• Enable real-time stock and supply chain management preventing overstocking, loss of sales, and any operational aspect that results in waste generation
  

Cost target of the product/solution:

• The solution can come at an acquisition cost, subscription or licensing
• Needs to deliver a measurable operational cost saving by reducing waste
• Needs to measurably increase sales/revenue by reducing missed sales opportunities and enhancing product offering attractiveness (increase customer purchase intent)
• Annualised, the delivered savings cost needs to outweigh the cost of the solution
  

Timeframe for development of the product/solution:

Solutions or products can be reviewed in early Q2 2022 for testing. Successful solutions can be considered for a Q3 implementation.

Potential market/business opportunity for the product/solution:

Scalable solutions can be used by the Lagardère teams worldwide in F&B outlets, Luxury fashion, Duty Free and Convenience stores – with a network of over 5000 stores across all continents. Global purchasing agreements can be considered.

Resources that will be provided to support solution development:

• Selected solutions can be tested for application in Singapore.
• As a second step, solutions could be tested in other countries or regions, thereby giving the start-up access to applications in different environments and categories.
• Lagardère Travel Retail can provide financial support for the development of any POC, as well as providing the pilot testing environment.

Other considerations:

• Strategic to help become a global award winning leader in sustainable retail
• Operate in a Travel Retail environment – largely airports with heavy and dynamic traffic
• The projects can serve as a lighthouse to inspire other companies and industries to follow similar practices. Become a Best in class case study.

Background:

Water scarcity is a critical challenge brought about by climate change and already affecting billions of livelihoods. According to WWF, by 2025, it is predicted that 2/3 of the world population will face water shortages. This will have huge impact on the haircare in-shower category as consumers seek for alternatives to either (1) reduce their shower frequency or (2) reduce water usage in the shower with the ultimate ambition of going for waterless haircare

P&G aims to radically reduce (ideally eliminate) the amount of water consumers require for their haircare routine without compromising efficacy and consumer delight.

Technical Requirements/Performance Criteria:

The solution should deliver the same or better efficacy and consumer delight vs. existing products and solutions. Solution should include an overall (holistic) assessment of the sustainability benefit

Examples of desired solutions can include (but are not limited to):

• New devices or device enabled chemistries
• New chemistries/ formulas e.g. (quick rinsing technologies, device amplified chemistries, etc.)
• Combining /decoupling solutions and routines that can play a role in reducing shower time (shaving, oral care, etc.)
• Alternative cleaning mechanisms can replace (not just extend) the consumer’s need to wet clean and reduce hair care’s water footprint
• “Smart” shower technology can reduce shower time and/or water usage

Excludes solid and dry shampoo

Cost target of the product/solution:

Business feasibility of solution:

Comparative benchmarking of the proposed solution vs. existing products with the objective to create a strong value proposition for consumers including sustainability benefits.

Current and projected cost of the solution should not be limiting and needs to be assessed based on the overall value and superiority for the consumer.

Timeframe for development of the product/solution:

MVP should be available (no concept or ideation stage solution).

Timeframe for further development with P&G: 6 – 18months depending on the TRL of the solution

Potential market/business opportunity for the product/solution:

No restriction on specific (target) market but able to provide initial business opportunity size even on a selected market/consumer type (Hair type, consumer niche, specific climate, etc…) for P&G to assess global opportunity potential.

Resources that will be provided to support solution development:

• Technical and market expertise of P&G globally
• Regional support from P&G teams in Singapore and beyond
• SGD 10,000 cash price for the challenge winner
• Up to SGD 40,000 for a paid trial (at P&G discretion)

Background:

Volkswagen faces a big task ahead of them in the automotive industry: providing sustainable mobility for everyone on the planet. This not only means becoming entirely carbon-neutral across the supply and production chains, including material sourcing, but also means reducing the use of primary materials by, instead, closing resource cycles in a circular economy approach with a focus on recycled and renewable materials. In addition, it is important that the production of raw materials has a positive influence on local social conditions - in particular, it must lead to local customer and supplier empowerment to reduce social inequality. Upcoming legislation will also require Volkswagen’s vehicles to become zero-emissions from front to end of production, and Volkswagen has committed to being entirely supply chain emissions-neutral by 2050.

To achieve this, Volkswagen needs materials that comply with the goal of decarbonisation, ideally even providing a negative carbon footprint through reuse of atmospheric CO2 through carbon capture and utilization or through the use of plant-based materials. At the same time, these materials need to comply with the high quality requirements of automotive materials, and should be usable in a circular resource cycle. Volkswagen is looking for materials that are sustainable in every form of the definition: ecologically (CO2-neutral/negative and circular), socially (regional and ethically correct), and economically (scalable to mass production at similar prices - taking future carbon pricing and legislation into account).

This challenge aims to source for materials that come from ethically and ecologically correct sources, so they must be traceable across the entire supply chain. This is to ensure that Volkswagen’s products come from harmless sources and also have a positive impact across the value chain.

Volkswagen is looking for the most innovative solutions which will allow them to track materials across their sourcing, transport, production and supplier chains, in order to track and trace the sustainability of their production process, including the recycling of materials after first usage. The solution will most likely comprise both a hard- and software solution.

A use case, for example, could be how we can label interior bio-based plastics used for dashboards from sustainable sources, and can reliably guarantee its sustainability up and until the point it ends up in the car and even after the car gets cycled. Volkswagen Group has a significant number of similar use cases across all raw materials that they use, including steel, polymers, among other.

Technical Requirements/Performance Criteria:

• Able to survive production and recycling process
• Tamper proof
• Implementation should have a very low impact on Volkswagen’s primary processes
• Implementation can be used in Volkswagen’s technologically most and least sophisticated processes
• The solution has to be an improvement compared to current tracing possibilities in place
• The technical and usage properties of the materials in which the tracking is done shouldn’t be affected
• The solution itself should be CO2 neutral or negative
• Commercially viable compared to current production costs
  

Cost target of the product/solution:

The solution to develop will have to be commercially viable comparable to current production costs including carbon taxes/pricing.

Timeframe for development of the product/solution:

3-12 months for the proof of concept/pilot.

Potential market/business opportunity for the product/solution:

Integration in all future processes of the Volkswagen Group and its suppliers

Resources that will be provided to support solution development:

• Further briefing and information about the Volkswagen requirements
• Mentorship during the project development and focussing
• Paid proof of concept application opportunities and industry-standard testing

Other considerations:

Reward:

Opportunities for collaboration and paid proof-of-concept projects

Group Innovation:

This challenge statement is published through Volkswagen Group Innovation which means that there is the potential to execute the outcome of this project in any of the brands in our group (from Porsche to Audi to MAN).

Background:

Volkswagen faces a big task ahead of them in the automotive industry: providing sustainable mobility for everyone on the planet. This not only means becoming entirely carbon-neutral across the supply and production chains, including material sourcing, but also means reducing the use of primary materials by, instead, closing resource cycles in a circular economy approach with a focus on recycled and renewable materials. In addition, it is important that the production of raw materials has a positive influence on local social conditions - in particular, it must lead to local customer and supplier empowerment to reduce social inequality. Upcoming legislation will also require Volkswagen’s vehicles to become zero-emissions from front to end of production, and Volkswagen has committed to being entirely supply chain emissions-neutral by 2050.

To achieve this, Volkswagen needs materials that comply with the goal of decarbonisation, ideally even providing a negative carbon footprint through reuse of atmospheric CO2 through carbon capture and utilization or through the use of plant-based materials. At the same time, these materials need to comply with the high quality requirements of automotive materials, and should be usable in a circular resource cycle. Volkswagen is looking for materials that are sustainable in every form of the definition: ecologically (CO2-neutral/negative and circular), socially (regional and ethically correct), and economically (scalable to mass production at similar prices - taking future carbon pricing and legislation into account).

This challenge aims to source for materials that come from ethically and ecologically correct sources, so they must be traceable across the entire supply chain. This is to ensure that Volkswagen’s products come from harmless sources and also have a positive impact across the value chain.

Volkswagen is looking for material solutions which are, ideally, carbon-negative, sourced from recycling or renewable sources and recyclable or biodegradable at their end-of-life. For example:

• Steel alloys with less carbon emissions during mining, transport and production. This process should be traceable from source to vehicle.
• Sustainable steel substitutes (i.e. alternative structural materials with steel-equivalent material properties, like wood, self-reinforced composites, etc.) usable in Volkswagen’s vehicles are also an option
  
  

Technical Requirements/Performance Criteria:

1. Measurably reduced CO2-footprint (Life Cycle Analysis based on DIN…)
2. Trackable (ESG-)sustainable material sourcing
3. Automotive material requirements (longevity, robustness, surface quality, etc.)
4. Highly scalable production
5. Either recyclable or biodegradable
6. Energy-efficient production
7. Commercially viable compared to current production costs
   
   

Cost target of the product/solution:

The solution to develop will have to be commercially viable comparable to current production costs including carbon taxes/pricing

Timeframe for development of the product/solution:

3-12 months for the proof of concept/pilot phase

Potential market/business opportunity for the product/solution:

Integration in future vehicles of the Volkswagen Group

Resources that will be provided to support solution development:

• Further briefing and information about the Volkswagen requirements
• Mentorship during the project development and focussing
• Paid proof of concept application opportunities and industry-standard testing.

Other considerations:

Reward:

Opportunities for collaboration and paid proof-of-concept projects.

Group Innovation:

This challenge statement is published through Volkswagen Group Innovation which means that there is the potential to execute the outcome of this project in any of the brands in our group (from Porsche to Audi to MAN).

Background:

LHN Energy Resources have lands that do not have long enough lease to recover capital expenditure. Current approach of dismantling existing PV systems located at open-air ground locations and rooftops can be tedious and time consuming as there are many components in the system. These PV systems tend to be custom designed to suit a particular site and not entirely re-useable at another location.

As such, we are interested in mobile PV systems that can be easily transported and deployed at our chosen site within short period of time to maximise solar energy generation. The solution should also be cost competitive against current amount spent on mobilisation, dismantling and reinstall.

Technical Requirements/Performance Criteria:

The proposed solution should take the following into consideration: 

1. The SS bolts and nuts used currently are prone to damages during the installation process, causing them to be stuck. The proposed solution may consider using SS bolts and nuts of a different material to decrease likelihood of damages occurring.
2. The solar panels must be able to be packaged vertically to protect the integrity of the product during the transportation process.  
3. As different buildings have different dimensions and site requirements, the DC and AC cable length will have to be tailored accordingly. The proposed solution should account for re-using these cables in the most efficient way. 
4. The system should be modular design that can be easily installed and dismantled. 
5. It should also be transportable and easy to hoist e.g., like a shipping container
6. The current re-deployment downtime is around 3 weeks and we would like to bring it down to ideally 1 week. 
7. There should be built-in electrical and electronics with one connection to grid. 
8. Damaged module, inverter and structure should be recycled. 

In addition, for systems deployed on the rooftop: 

1. In terms of the design when the structure is being mounted, the seam clamps should allow efficient changing to cater for the dynamic nature of roof types, eg from kliplok to trapezoidal seam.
2. For RC roofs, the concrete ballast weight can be 80kg. Therefore, there should not be any usage of forklift during the dismantling process. 

For system deployed on open-air ground location 

1. Modular, able to package into 20-40 ft container, all system is as one part and can be fold and open to install in the shortest time. System may include wheels for movement
2. Able to change operating panels amount to suit different building incoming current capacity incase breaker size is small 
3. Able to carry out maintenance and change panel if there are any damage 
4. Able to overcome wind uplift force 
5. Each system can be 18-20 pcs solar panel which voltage shall less than 1000V, and there is connection method between each individual system to combine multiple to a bigger system

Cost target of the product/solution:

Due to different roofs have different working methods with different efficiency, eg. RC roof can use crane, metal roof can only access by boom/scissor lift. Target is to use minimum man day to finish work. Cost target shall less than Singapore Dollar $0.05/Wp. 

For open-air ground location, system target cost shall be less than Singapore Dollar $1/Wp

Timeframe for development of the product/solution:

April 2022

Potential market/business opportunity for the product/solution:

Such a system can take advantage of land with short tenure, are waiting to be redeveloped, or are undeveloped land.

Potentially, LHN has 4 sites we could roll out the solution at, 2 roof spaces with a combined area of approximately 18,000 sqft, as well as 2 open field spaces with a combined area of approximately 40,000 sqft. In the long run the market potential for such a solution in Singapore includes Head Leases of properties with 3-9 years duration, including but not limited to State Land leases which are typically leased for 3-9 years and often have vast open areas. Depending on the success of the initial deployment at our own sites, LHN may procure and market out the solution as part of our solar installation services to our clients in the future.

Resources that will be provided to support solution development:

We can provide locations and space for testbed as well as pay for the energy generated during testing.

Background:

There are significant tidal waves under the Sentosa Boardwalk from Harbourfront to Sentosa and the tidal flow can change directions (i.e. bi-directional). Sentosa Development Group is looking for solutions to make this tidal energy into consumable energy.

To do so, Tidal turbines can be used and Bi-directional tidal turbines would be better able to capture the tidal energies and be more cost effective.

Sentosa Development Group is also looking into opportunities to make the boardwalks more guest-friendly and also acts as a place for public education on tidal energy as an example of renewable energy.

Technical Requirements/Performance Criteria:

1. Boardwalk of approx. 250m x 1.5m
2. Achieve maximum electricity output with projected payback of no more than 10 years
3. Supporting structures of the bi-directional turbines to the Boardwalk should be aesthetically pleasing structures of the turbines to the Boardwalk should be aesthetically pleasing
   
4. Features for public engagement
5. Prototype (1 or 2 turbines) must be demonstrated to be able to generate power and capture tides from both directions. The generated power must be able to be channelled to the nearby amenities for direct consumption. Upon successful prototype, the solution can be scaled up to more sections of the boardwalk.
6. The scaled-up project should include a Power Purchase Agreement.
7. Vendor to seek approval from relevant authority for deployment of the tidal turbines if necessary.

Timeframe for development of the product/solution:

6 – 12 months for prototype

1 year to scale up for full deployment

Potential market/business opportunity for the product/solution:

A low-cost, high efficiency solution which can capture tides from both directions and be deployed over waters with sufficient flow speed in Singapore or overseas to generate electricity.

Resources that will be provided to support solution development:

Sentosa Development Corporation (SDC) will provide the test bed site.

Other considerations:

1. Ease of maintenance
2. Flexibility – the turbines to be relocated if necessary during full deployment period
3. Ability of the system to be scalable and adaptable to changing tidal flows with future deployments
4. Lifespan of the equipment
5. Sustainability – generate as much renewable energy as possible
6. Cost effectiveness – breakeven in less than 10 years
7. Innovativeness – not to be purchased off the shelf
8. Experience – element of engagement with guests/public

Background:

Increasing fuel efficiency can help reduce the carbon emissions of vehicles, mitigating their contribution to climate change. There are a myriad of factors affecting fuel efficiency, such as maintenance of a vehicle, nature of route, weather condition, traffic condition, idling engine, driving behaviour, among others.

To date, there has been no effective feedback loop connecting the drivers’ behaviour and the car’s condition to the quantifiable impact on fuel efficiency. Any available system is time-delayed (monthly reports) and hence cannot be used to effectively enhance conditions in real-time. With a significant number of drivers on Grab’s platform, any improvement in fuel efficiency can achieve a significant positive impact on overall carbon emissions in Singapore and in Southeast Asia.

Grab has piloted distanced-based solution - recommending the most time-efficient route for passengers to help with reducing distance travelled, ideally reducing fuel consumed - which, however, has proven to be unsuccessful. Other solutions need to be explored to help increase fuel efficiency beyond recommending the shortest-distance route, as many factors influence that. Switching of vehicle fleet solutions are also out of scope for this challenge.

Technical Requirements/Performance Criteria:

• Any proposed sensor system, device, or hardware is required to be integrated with Grab’s app in a compliant, stable and reliable manner
• The solution needs to be able to measure, and integrate in real-time, the data of all critical behavioural and conditional vectors. The solution needs to have as limited as possible real estate in the car, and minimal implementation complexity.
• Ability to measure/demonstrate reduced carbon emissions with proposed solution
• Road safety for drivers and passengers is a top priority. Any solution should be non-invasive and non-distracting.
• During stage 1, pilot-testing in Singapore to demonstrate reduced carbon emissions, as well as driver adoption rate/satisfaction.
• Following a successful pilot, during stage 2, the solution will be integrated with Grab’s app
• Implementation of a final integrated solution across Southeast Asia where Grab operates.

Cost target of the product/solution:

• The desired environmental sustainability impact is priceless
• Deliver a measurable fuel cost saving to the driver (>5%) as an incentive to promote further behavioral and conditional enhancements

Timeframe for development of the product/solution:

• Q1 2022: Pitch/Demo
• Q2 2022: Proof of concept and evaluation
• Q2-Q3 2022: Solution development and app integration
• Q4 2022: Full tried-and-tested solution - ready for implementation and scale-up

Potential market/business opportunity for the product/solution:

• Product/solution may be needed by companies in the ride-hailing industry/automotive industry around the globe
• Successful solutions can become best-in-class case studies for reapplication in private drivers and the professional transport sector

Resources that will be provided to support solution development:

• In-kind support of in-house experts who may provide advice and/or support, where necessary and feasible
• Sharing of relevant data (e.g. distance travelled, braking behaviour)
• Up to SGD 30,000 for development and integration of the solution

Other considerations:

• Solutions should be built based on the assumption that drivers will continue using their existing vehicles
• Global applicability
• IP belongs to problem-solver

Background:

Currently, raw materials for battery options are expensive and difficult to procure. Manufacturing of batteries for JBM Group is carried out overseas, and they have no factories in India at this point in time. Existing batteries that could power an E-Bus would either be too big, too heavy or have insufficient storage capacity to power sufficient range. Recharging of the buses and batteries also take too long and is not commercially viable for operators (JBM Group’s customers).

This challenge is about designing and developing a sustainable battery solution for JBM Group’s E-Bus that is able to provide sufficient intercity range (at least 500km) and which fits within the current configuration of their existing fleet of buses.

Technical Requirements/Performance Criteria:

• The battery has to fit on the existing ground mound of the buses so that passenger capacity is not compromised
• The battery has to fit in the same space of the bus configuration as currently is being used for the gasoline compartment
• 196KW batteries are currently the standard for JBM Group’s batteries and these provide ~150km of range which is sufficient for intra-city traffic, but not for intercity transport
• The dimensions of the battery size should be 1060MM length 660 with 300 MM high at maximum or smaller
• Weight of the battery cannot exceed 205kg per single battery pack
• The range of the new battery should be ~500km
• The products must comply with the applicable regional standards and solutions as per norms – AIS Standards

The results at prototype stage will be monitored and observed before providing clearance for final product(s).

Cost target of the product/solution:

Opportunity cost of the new battery decides the eventual success of the POC. The commercial production of the POC product should be possible at current market pricing of the existing batteries with the current range.

Timeframe for development of the product/solution:

As soon as possible: JBM Group is aiming to develop a POC product within 8 to 12 months from the beginning of the project.

Potential market/business opportunity for the product/solution:

• For e-mobility solutions, the market opportunity for these buses could be to serve over 25,000 E-Buses in India in the next 5 years
• The Indian government is pushing this development to grow substantially by 2030

Resources that will be provided to support solution development:

• Manpower resources (experts with varied competencies who will contribute in different areas of solutions),
• Information and data support, including key research reports and Industry insights will be provided,
• Monetary support and commitment to investments will be provided in view of the taker participant, and
• Workspace and testing facilities
• Prize money

Other considerations:

• JBM Group is keen to work with the innovators community (startups)
• The startup should be developing the solution with the aim to be able to roll out globally