The role of Digital Innovation in water-intensive industry

What digital innovations have had the biggest impact on sustainability in water-intensive industries?

One important aspect is online measurement capabilities. There is an increasing availability of online analytical tools, allowing for real-time data collection from processes, including chemistry management of water-intensive processes. This is a significant development. While some of these tools have been in use for decades, they are becoming more reliable, easier to maintain and more affordable. The first online analyzers and measurement devices were costly, but one major change is that these tools have become more affordable, making them accessible to also smaller players and industries. However, there is still a need for even more economically viable devices. The ability to measure online is a crucial factor. 

Another key aspect is the capability to analyse large amounts of data. To optimize processes and model them with software, there is a need for substantial computational power and cloud services to handle the calculations. Many services are now cloud-based, meaning data from customer processes is transferred to the cloud for analysis, allowing for the handling of large datasets. This is the second key point: the availability of data to be analysed and the methods used for analysis. All of these advancements have pushed progress further.

How is your organisation using data analytics to optimise water use and drive sustainable outcomes?

The significant change has been in remote access to data. Previously, only the customer’s on-site personnel could monitor the process. Now, customers can operate centralized remote monitoring centers and we, as vendors and suppliers, can also monitor the processes remotely. This development has proven to be a major game-changer. For instance, our sales team can now track the customer’s process via their mobile phones, enhancing their efficiency. They no longer need to travel for several hours to verify whether everything is functioning properly. Instead, they can simply check their mobile devices to ensure smooth operations or receive alerts prompting them to visit the site if a physical intervention is needed. This advancement has delivered significant efficiency gains, both for our customers and our team.

What are the key challenges your clients typically encounter when implementing these digital solutions?

Some aspects remain traditional, such as the maintenance of devices. Measurement tools and analytical devices online require regular maintenance, like any machinery or automation system. While maintenance is often part of our services, we sometimes rely on the customer's own equipment, which must remain reliable. This poses a challenge, as it requires personnel to perform maintenance tasks. While some can be done remotely, physical hardware always also needs some on-site inspection.

In recent years, there has been a cultural shift in data sharing with clients. A few years ago, many clients were still reluctant to share their data, and had also in-house projects for modelling. However, this requires specialised knowledge that many clients lack. Over time, clients have seen the value of collaboration, becoming more open to sharing data with vendors and allowing them to create models and manage certain aspects of the process optimisation.

The implementation of cybersecurity policies has been crucial in making data sharing more comfortable. Larger industrial players have developed clear cybersecurity and IT policies, defining what is secure and what isn’t. Specific rules must be followed to connect to their systems or access data. Three to four years ago, the situation was more uncertain, with many parties hesitant to act. However, clearer rules have made data sharing more comfortable. Many large customers, such as pulp and paper mills, have also established systems to manage data flow out, allowing them to stop it if necessary. This control has increased comfort with data sharing, reflecting a shift towards utilizing external support while ensuring security. Regional differences still exist, however. For example, Kemira has a strong presence across North America, Europe and most APAC countries, where cultural differences regarding data sharing can be quite significant.

Although wastewater treatment at industrial plants is often seen as a secondary process, it remains critical. Failure in the system can shut down production, so ensuring proper functioning is essential. Implementing digital solutions to ensure uninterrupted operation is key. For municipal plants, the process is core and maintaining water purity is of utmost importance.

In water-intensive industries like pulping, bleaching, papermaking or mining, digital solutions focus on improving efficiency and cost savings. A smooth-running process reduces energy use, water consumption and raw material waste. In papermaking, for example, a digital tool can save up to one million annually by guiding the process and reducing interruptions. Predictive tools can prevent breakdowns, providing significant customer benefits.

Finally, maintaining high product quality is crucial. Optimised chemistry ensures the final product meets stringent standards, leading to cost savings by avoiding off-spec products.

Looking ahead, how do you see digital tools further shaping sustainable practices in these industries over the next few years?

Many customers are experiencing these services for the first time, and those who have been using them for a while become increasingly eager for more. Once they see the potential of data-driven process optimisation, they naturally want more. We often hear from customers as soon as we begin with something small, and they start considering further opportunities. I believe co-innovation with customers will continue to grow.

Developing a digital service requires close collaboration with the customer, as real process data is needed to create meaningful solutions. We avoid using fabricated data, relying only on actual process data to develop valuable solutions. This requires starting the collaboration with the customer from the beginning, even before a solution is in place, leading to more co-creation.

Another shift is the growing collaboration between diverse players. For example, we acquired SimAnalytics, a small startup from Helsinki, Finland, bringing in competencies we didn’t have in-house. This contrasts with traditional chemical development, which is done most often internally in our laboratories.

In chemical development, much is completed internally before introducing products to customers, mainly for safety and regulatory reasons. As a traditional chemical company, we were used to delivering fully prepared products. However, with services, agility and flexibility are necessary, both with customers and partners.

Kemira‘s culture

Mari Zabihian has been with Kemira for 25 years, driven by the continuous evolution of her role and the opportunity to take on new challenges. She holds a Master of Science in Chemical Engineering and has spent most of her career in R&D for the company’s chemical solutions.

Kemira’s entrepreneurial culture, despite its size, has allowed her to work across different areas. Her role has never been strictly siloed, enabling her to explore projects beyond her primary responsibilities.

She first engaged in digital initiatives by supporting a project in need of expertise, which led to the development of one of Kemira’s first digital solutions while she was still in R&D. As this work grew, she transitioned into it as her main role.

Now part of the New Ventures and Services business unit, Mari Zabihian focuses on exploring new business opportunities and growth areas for Kemira. The company’s culture continues to foster such transitions and professional development.