♻️ Upcycling – Finding value in food waste

Published on December 13, 2023

We recently co-organised an event on food upcycling in Paris. It was great meeting so many of you in person and also discussing all the ways in which we could reduce food waste. Today, I’d like to share some of the elements of our presentation on upcycling. Indeed, I think this topic deserves to be better known as it is often misunderstood.

First, what do we mean by upcycling?

The US-based Upcycled Food Association defines upcycled foods as products that: “use ingredients that otherwise *would not have gone to human consumption*, are procured and produced using *verifiable supply chains*, and *have a positive impact on the environment*.”

While I agree with this definition, I think upcycling is better defined by considering its place in the larger anti-food waste ecosystem and carving out what is “not upcycling”.

 

As you can see in the mapping above, for us at DigitalFoodLab, food waste is an ecosystem made up of two big categories:

  1. companies adding value to ugly produce by selling them directly to consumers, such as Misfit Market, transforming them into CPG products…
  2. startups adding value to CPG products which would have been given or thrown away due to little defects on the packaging or because they are close to their use-by-date. This can be done through software solutions (things like TooGoodToGo) or online stores such as Motatos’.

In the middle of both spaces is a sub-segment, what we define as food upcycling companies, which add value to the food industry by-products. It can be further split into companies creating CPG products (such as Renewal Mill’s cake mixes) and those extracting valuable ingredients from these byproducts.

There is a great variety of byproducts which can be upcycled. Below are some of the most common examples. Some are already quite well-known (such as Aquafaba, which is used as an egg replacement in vegan recipes). Others have no direct application as food products but can be processed to extract valuable ingredients.

This is notably the case of eggshells (the French startup Circul’egg recently raised €5M for that). Also, in Denmark, Kaffe Bueno (identified in our Top 10 of the country’s startups) has an agreement with Givaudan to develop a coffee extract used in cosmetics out of spent coffee grains.

Now, if byproducts are only waiting to be grabbed and transformed, why aren’t they massively used and why upcycling isn’t ubiquitous?

First, from the consumer perspective, food upcycling is far from obvious. If you look at what consumers are searching for online, you can see that upcycling is an old topic, but it is linked to clothing and furniture rather than food.

To promote the products, the Upcycled Foods Association in the US created a label with a certification (notably to certify that a minimal amount of the product is made of upcycled foods and avoid greenwashing).

Beyond that, it seems that the idea of using what is considered as waste as an ingredient doesn’t appeal much to consumers. They could be inclined to buy such products if they were less expensive.

Then, there are regulatory and industrialisation challenges. As it is not yet clear to the consumer what upcycling is, it is not yet well regulated. Quality standards must be developed and promoted across the food value chain. The growing momentum around food waste could help. For example, last week, three US agencies released a combined strategy to cut food waste by 50% by 2030.

Upcycled ingredients can often be highly relevant without being mentioned to the consumer. At scale, they can lower the cost of the final product while adding an environmental benefit (which should be shown in the environmental scores that are about to be rolled out in Europe, for example).

As you can see, there is yet a long road before upcycled food and ingredients become mainstream. However, the economic and environmental potential is huge.

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What we did:

  • Mapping of the AgTech ecosystem: startups, research regulators, and other leading companies.
  • Discussion to select areas to focus on.
  • Analysis of the information to reveal the trends and a model to analyse eventual partners.
  • A workshop to validate the opportunities based on our recommendations.
  • Scouting of relevant partners followed by introductions.

Results:

  • Mapping the different categories of innovations in AgTech that should be considered now to create long-term benefits for the business.
  • Identification of key partners (an incubator and a couple of startups).

Use case: project for a CPG company on the healthy ageing ecosystem

What we did:

  • Education of the board through a couple of workshops to define the perimeter
  • Identification of key opportunities and threats created by long-term evolutions (technologies, business models, behavioural changes).
  • Deep dives on each of the priority categories.
  • Co-construction of a vision on how the company should address these challenges.
  • Identification of partners (startups, incubators, funds) to move forward.

Results:

  • Creating a consensus on which categories to prioritise and how to address them.
  • Implementation of an open innovation strategy through the development of partnerships.

Use case: project for a global CPG company to develop a strategy on the healthy ageing ecosystem

What we do (ongoing mission on a subscription model):

  • Kick-off where we present an overview of the AgriFoodTech ecosystem to select with the client the categories to cover and for each, the level of information required.
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  • Workshops: twice a year with the client’s innovation team and other “innovation curious” team members, we present an overview of the evolutions, key trends and a dashboard of the topics followed by the watch.

Results:

  • A clear, regular and evolutive tool to follow what is happening in terms of innovation on key topics.
  • A forum (through the workshops) to discuss innovation trends and new opportunities.

Use case: opportunity screening for an ingredient company

What we did:

  • Kick-off to define the perimeter of the ecosystem studied.
  • Mapping of the different trends shaping the innovation ecosystem of the client.
  • Analysis of the trends on DigitalFoodLab’s trend curve and other relevant frameworks.
  • Workshop to discuss DigitalFoodLab’s recommendations on key trends to prioritise

Results:

  • Shared view of the innovation ecosystem for the client with a view of the trends to prioritize.
  • Clear document (personalised trend curve) that can be easily shared internaly to explain the company’s innovation choices and which can be then updated each year.

Use case: scouting for an agriculture coop

What we did:

  • Kick-off to define the perimeter of the client, the goals of the scouting (partnerships) and the criteria on which startups should be evaluated.
  • Set-up scouting: we selected the first batch of 20+ key startups following the criteria of the client.
  • On-going scouting: then we set up a quarterly scouting of about ten startups.
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Results:

  • An ongoing and evolutive scouting are matching the client's criteria and its capabilities in terms of deal flow.

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What we did:

  • Kick-off to define what the client is seeking, notably in terms of maturity.
  • Workshop with the client based on a mapping of the different innovation ecosystems adjacent to its activities to select some priorities and discuss inspiring examples of startup acquisition stories.
  • Identification of 20+ targets.
  • Workshop to select the most relevant to engage with.
  • DigitalFoodLab worked as a sparing partner during the acquisition process, notably to help design how the acquired startup could be integrated into the overall company’s strategy.

Results:

  • Different results from traditional M&A processes with a focus on the client’s innovation strategy.
  • Identification of a good match for an acquisition.

Use case: market due diligence on sugar alternatives

What we did:

  • Kick-off with the client to discuss its interest on this category, its expectations and existing level of information (notably on the target company).
  • Mapping of the ecosystem to analyse the different existing alternatives and technologies to compare them.
  • Interview (calls) with relevant startups made by our internal biotechnology expert.
  • Recommendation on whether to invest or not.

Results:

  • Clear view of the ecosystem and of the reasons to believe (or not) in each sub-category.
  • Enforceable recommendations based on facts and expertise.