Appendix One WTL Pre Feasibility Application.pdf

NZTE Investment Leads9(2)(a)
1982
Sector
Green Field
Sub-sector
Waste to Energy
Sector story
Waste Transformation Limited (WTL) is a technology developer for the diversion and re-processing of organic and carbon based
Act
and objectives/desired municipal and industrial waste. WTL’s core technology is smal  scale pyrolysis which is the thermal degradation of organics in the
outcomes
absence of oxygen to produce charcoal and  Steam from heat, electricity from producer gas, bio-oil from tar, activated carbon,
wax from plastics, fuel/chemicals from tyres, soil additive from paper.
WTL was formed in 2008 as a merger of Kilnz Bio Energy Limited and Spectionz Limited. WTL developed the technology to al ow smal
scale pyrolysis. An opportunity to establish a Timaru plant arose from significant building waste following the redevelopment of
Christchurch airport. The plant was built in late 2014 and commenced operations in 2015.
While other products have been trialled, WTL’s current focus commercial y is the processing of waste timber. In New Zealand just over
3 mil ion tonnes of waste goes to landfills annual y of which 14% or 442,000 tonnes is timber (MFE 2007).
Information
WTL currently has one plant operating in Timaru at the landfil . Currently 30 tonnes of wood converts into 10 tonnes of charcoal
and 20 tonnes of producer gas. Paper trial just complete and 1 tonne paper = 800kg carbon.
The current plant processes around 360 tonnes of waste timber p.a. into 120 tonnes of charcoal and producer gas. Markets for these
key outputs require further development.
Official
The Company is at the end of a lengthy research and development process. The equipment has been refined and now commissioned
and meets an international standard for this type of equipment. The shareholders have invested heavily to reach this point and now
the
require capital assistance to in the first instance complete the feasibility study then secondly secure capital to meet the objective of
critical mass.
The Study wil  assess the market, develop options, develop a financial model, assess risks, and bringing this al  together, wil  make a
recommendation as to whether the commercialisation should be rolled out, and if so, in what form. They currently believe there are 5
sites the Company is investigating (Dunedin, Christchurch, Nelson, Blenheim and Hamilton).
under
•
Operationally – development of multiple waste wood pyrolysis plants around New Zealand. New products / services based on the
core technology.
•
Environmentally – reduction in waste, reduction in green house gas emissions (from use of charcoal, when blended with coal or
woodchip), extending the life of landfil s.
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•
Economically – improved returns to investors, including iwi, improved business resilience.
1982
•
Community – creation of new jobs – each plant is expected to have approximately three to four employees. There wil  also be
employees created at the head office level in sales, management and R&D.
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Why NZTE?
The shareholders have invested heavily to reach this point and now require capital assistance to in the first instance complete the
feasibility study then secondly secure capital to meet the objective of critical mass.
How can NZTE best support them?
Information
•  Business model development and iteration support
•  Assistance with Capital Raising
•  Identifying Export markets.
Official

the
Director’s support
The Pre Feasibility Study wil  assess the market, develop options, develop a financial model, assess risks, and bringing this al  together,
wil  make a recommendation as to whether the commercialisation should be rolled out, and if so, in what form.
This project meets a number of Greenfield cornerstones (Maori, Market Gap, Value-add).
Intended impacts are as follows:
under
•  Operationally – development of multiple waste wood pyrolysis plants around New Zealand. New
products / services based on the core technology.
•  Environmentally – reduction in waste, reduction in green house gas emissions (from use of
charcoal, when blended with coal or woodchip), extending the life of landfills.

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s9(2)(a)

s9(2)(a)

Investment Director,
1982
Greenfield
GM Investment 


Date signed:
Date signed:

Act

Information
Official
the
under

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Appendix – Pre Feasibility Scope
1982

NZTE
Description
Start
End
Output

Consultant
Amount
NZTE %
Funding
Act
TECHNICAL AND FEEDSTOCK FEASIBILITY
•    Market analysis and research (product and
pyrolysis equipment).
s9(2)(b)(ii)
First
External
20,370
80%
16,296

•    Wil  include sizing and assessing the market
section of
for waste wood pyrolysis by-products (notably charcoal), as well
feasibility
1-Sep-20
1-Dec-20
as the market for the pyrolysis equipment itself.
study
•    Wil  also include consideration of the market
setting out

for deploying the technology for other waste streams.
findings.
Internal

0
COMMERCIAL MODEL AND STRUCTURE
1-Sep
Information
•    Review of existing operations and scalability.
2020
•
s9(2)(b)(ii)
   Analysis of comparable external business
Second

External
17,850
80%
14,280
models.

section of

•    Situation analysis (external and internal),
feasibility
1-Dec-20
confirmation of objectives.

study
setting out
•    Wil  include company SWOT analysis,
findings.
Official
company history, what has been tried previously, why the

company is not cash flow positive and shareholder perspectives
Internal

0
the
s9(2)(b)(ii)
Phase 1 totals:

External
38,220
80%
30,576

Internal

0
Total

38,220
80%
30,576
amount

under

NZTE
Description
Start
End
Output

Consultant
Amount  NZTE %  Funding
1-Oct-
Third
s9(2)(b)(ii)
PRODUCT
15-Dec-20
External
26,040
80%
20,832
20
section

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of
feasibility
1982
study
Assessment of the product against market
setting
Internal

0
out
Act
findings.
OPTIONS
Fourth
section
Development of options for the commercialisation
of
s9(2)(b)(ii)
of the technology, including commercial models,
External
1-Oct-
feasibility

21,630
80%
17,304
product specifications and markets to focus on, as well
20  15-Dec-20  study
as funding models.
setting

out

Internal

findings.
0
Fifth
s9(2)(b)(ii)
FEASIBILITY AND THE WAY FORWARD
Information
section
External

31,920
80%
25,536
of
1 Oct
feasibility
020
15-Dec-20  study
Assessment of the feasibility of the options developed.
setting
Internal

0
out
findings.
Official
Phase 2 totals:

External
79,590
80%
63,672

Internal

0
the
Total

79,590
80%
63,672
amount


Total feasibility study
External
117,810
80%
94,248


under

Internal

0


Total

117,810
80%
94,248
amount


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