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Scaling gas fermentation technology to market-size animal feed protein production

Our CTO Rob Mansfield gives his perspective on why he believes the scalability of gas fermentation makes it a leading candidate in the race to revolutionise the animal feed industry.

Demand for animal protein and nutrition continues to proliferate. The requirement for high-protein ingredients such as fishmeal and soybean protein concentrate in global feed salmon, shrimp and poultry markets is predicted to reach nearly 60 million tonnes in 2035.

Simultaneously, global challenges such as a rising global population, natural resource depletion and the climate crisis mean the need for more sustainable and efficient alternatives of feed production is higher than ever. Robert Mansfield, Co-Founder and Chief Technology Officer of Deep Branch, explores the development of new sustainable technologies that will replace traditional fossil fuel-intensive methods of producing animal feed. He also examines current industry adoption, interest and the challenges and opportunities these new technologies offer.

The current state of play

Human fish and meat consumption are increasing globally, despite the increased awareness of alternative diets such as veganism. Additionally, all regions of the world are expected to see high growth in food protein consumption, with Asia and South America leading the way. Therefore, the global demand for animal feed continues to grow.

Animal feed production is an increasingly consolidated industry with a decreasing number of prominent players. Without effective incentivisation for change, the monopolistic tendencies associated with heavily consolidated commodity markets represent a potential barrier to the necessary adjustments the industry requires, including the introduction of alternative production methods and more sustainable ingredients.

Breaking away from conventions

The carbon footprint associated with conventional animal feed production methods and the products available today are renowned for being high. For example, aquafeed typically contributes over 80% of the carbon intensity of farmed salmon before it is distributed to supermarkets for the public to purchase.

However, other direct and indirect ecological impacts caused by the production of the major incumbent feed ingredients are often poorly factored into sustainability accounting methods based on carbon dioxide emissions. The best documented ecological effects associated with animal feed production relate to the production of the primary protein ingredient by volume, soybeans, and include the sometimes irreversible biodiversity losses and soil erosion associated with mass deforestation of global rainforests. Unfortunately, such practices are an all too familiar preparation step for environmentally intensive agriculture methods associated with many large-scale soy production systems, which are themselves often implicated in the pollution of local water courses. Furthermore, the destruction of deep-sea environments through aggressive trawling methods means that the production of fishmeal, the second most prevalent protein inclusion in animal feeds, is little better ecologically.

The good news is that animal feed can be produced sustainably in terms of carbon footprint and ecological impact. Crucially, this enables sustainable food production without requiring a seismic population-level change to people’s current diets to achieve this. The choice of veganism, vegetarianism, and reduced meat consumption empowers individuals to materially reduce their personal environmental impacts. However, the scale and pace of societal change required to mitigate the effects of the (un)sustainability of today’s human diet on a population level need us to consider new solutions to improve the sustainability of all existing diets.

Sustainable alternatives are on the horizon

Insect meal is the sustainable alternative that has received the most public attention. The industry perception of this ingredient is that it’s palatable and has a place in larger animal feed markets due to its nutritional profile. As a result, it is approaching the point of being commercially available at scale. Secondary traditional waste streams, such as meals derived from farming wastes like blood and feathers, are already well established in various animal feed markets as more sustainable supplements to the primary bulk feed ingredients, soy and fishmeal. However, these are limited in scalability due to reliance on their respective primary industries.

Single-cell protein is an umbrella term covering many potentially excellent ingredient alternatives. Some single-cell proteins, such as those derived from the fermentation of sugar beet waste, are already commercially available. In contrast, others, like those derived from methane and algae, are newer to the market.

The positives and the negatives

There are both positives and negatives for these sustainable animal feed protein alternatives. For instance, nutritional tailoring of existing products is easy with single-cell protein, certainly relative to plant-based systems, for example. This is a combined result of an immense naturally-occurring diversity of single-celled organisms, tight control of production conditions during fermentation, and rapid development cycles for new and optimised products. Insects, meanwhile, are often heralded for containing easily digestible protein and a good balance of essential amino acids for the diets of many farmed animals, which is likely at least a partial result of natural dietary evolution across animal species. Additionally, protein sources derived from existing agricultural and horticultural waste streams, such as blood and feather-meals, are already well set up within existing supply chains and the infrastructure needed to produce animal feed.

One of the main challenges facing these sustainable alternatives and perhaps all new types of animal feed is scalability. Scalability is an important criterion for driving new product adoption in the feed markets, particularly for bulk feed ingredients. It is improvements in this space where the most significant sustainability benefits can be realised. The traditional methods for producing feed are long-established, so there has to be a substantial push from major industry players to move away from the likes of fishmeal and soybean protein concentrate to focus on new sustainable alternatives. Ensuring the scale and availability of any alternative ingredient is crucial in incentivising uptake by compound feed producers. This is particularly relevant where driving engagement and transactions on new ingredients based on sustainability credentials alone has been challenging in the comfortable and well-established feed markets. The scalability of insects is under particular scrutiny before it can take a commercially leading position. Specifically, insect systems must demonstrate successful scaling of the process using sustainable feedstocks based on waste streams from other industries. Such waste streams have historically created issues due to inherent and hard-to-deal-with variability at scale. Other sustainable technologies have fallen at this hurdle after showing comparable initial promise at pilot and demonstration scales. Validating the required robustness of the insect production systems against these inherent feedstock risks will be critical.

The benefits of gas fermentation

I was very excited when I first heard of gas fermentation, as it represented a technology platform with enormous potential. Gas fermentation connects two completely different industries upstream and downstream of the process. From the upstream perspective, this is a novel gas utilisation technology. From the downstream perspective, it unlocks previously unusable feedstocks for producing various fermentation products. Essentially, gas-fermentation technology offers a means of creating high-value biological or biologically-derived products from inputs traditionally not associated with the end markets for these, and the opportunities are enormous.

At Deep Branch, we focus on a particular branch of gas fermentation which uses three primary gas inputs: hydrogen, carbon dioxide and oxygen. Using these gases as feedstocks opens up possibilities for creating more sustainable fermentation products, as they can each be produced using sustainable technologies or secured as secondary waste products of other processes. Each gas is already produced for or by other industries at orders of magnitude greater than that which would reasonably be required to service the production of product for the animal feed sector.

To engage effectively with animal feed markets and make a material impact in a challenge as enormous as the sustainability of global human diets, scalability is vital. Fermentation systems are typically scalable in three dimensions, meaning that large-capacity production units can be built on a relatively small footprint. This is the opposite of traditional farming, which scales in two dimensions. As a result, expanding production capacity in traditional farming inevitably requires additional arable land, often associated with deforestation practices.

However, not all fermentation systems are equal. Significant differences arise from the unique feedstock-feeding and product-harvesting regimes of each process.

Submerged liquid fermentations are the most commonly used commercial systems, providing all the required nutrients for fermentation dissolved within a liquid broth. Gas fermentation is a subset of this type of fermentation, unique because the major carbon and energy source nutrients are added in gaseous form rather than pre-dissolved in liquid. The production rates achievable in submerged liquid systems are high due to the excellent availability of nutrient feedstocks throughout the liquid phase, where production ultimately occurs. This is crucial in achieving high production capacities from facilities with relatively small footprints.

Scaling submerged liquid fermentation is largely a challenge of achieving as close to uniformity of internal conditions, such as nutrient availability and temperature, as possible in larger and larger vessels. Contrast this with photo-fermentations which use photosynthetic algae, another potentially good system for producing alternative proteins and other feed ingredients. The scaling of this technology is more challenging because light, the energy source for these fermentations, must be available throughout the production process. Because the substance inside these bioreactors is a relatively dense milky consistency, light does not penetrate well, so scaling cannot rely on bigger vessels. Maximising nutrient gas-to-liquid transfer in gas fermentation is a similar issue and arguably one of the most significant challenges to successfully scaling up the technology. However, getting bubbles to move through a milky broth is more straightforward than doing so with light. Several tweakable factors can be controlled and optimised to encourage the nutrient-containing gas bubbles to transfer faster into the liquid.

Overcoming barriers to broader adoption

The animal feed sector is vast and continues to grow at pace alongside the rising demand for animal products. However, there are increasing limitations on further scaling of the incumbent protein ingredients. Most notably, real-world limits on global fish stocks cap the amount of fishmeal that can be reasonably produced annually. Meanwhile, international pressure to limit further deforestation worldwide hinders any significant expansion of soy production. As such, there is a genuine opportunity for alternative protein sources to step up and fill the gap in the availability of suitable protein.

A single silver bullet solution will unlikely replace the traditional method of producing animal feed. However, gas fermentation looks well-equipped to become one of the major players in this new space of alternative approaches. Fermentation concepts have been successfully developed for centuries, from beers to wines and everything in between, so there is reliable evidence that these technologies scale well.

For gas fermentation to make a significant impact, all stakeholders in the value chain will need to buy into the vision. This includes feed producers, the de-facto gatekeepers for market entry for any new ingredient. BioMar and AB Agri are two examples of feed producers backing gas fermentation by trialling proteins derived from the technology in its products.

The success of the development work over the coming years will also rely heavily on the support of well-aligned investors to provide the financial backing required for the realisation of the technology scale-up and commercialisation strategy. DSM, Novo Holdings and Barclays’ Sustainable Impact Capital initiative are several investors in the sustainable feed and food ingredients space to have invested in gas fermentation technologies. Despite the global economic uncertainty the world faces, this increasing financial interest in gas fermentation’s potential signals an increasingly shared understanding and alignment of the importance and value of technologies such as this over the coming decades.

How will the industry look in the future?

The animal feed production market will only get bigger over the coming decades – that’s what global trends show. What’s also clear is that the industry will have moved towards more sustainable production methods and engaged heavily in alternative ingredients to fill an increasing supply gap for protein feedstocks. This is already happening, but how much of an impact sustainable production method will make will depend on the level of adoption and the willingness of all stakeholders to engage.

Given the importance of customers as stakeholders, the current lack of transparency associated with food sustainability should be considered a significant problem. Improving general communication and clarity of the carbon intensity and ecological effects of the food on shelves would be a starting point for giving the public a voice in this conversation. To get there, we need a better shared understanding of measuring sustainability. There are increasing ways of calculating sustainability, and certain industries are better at it than others. Stronger regulations for undertaking life cycle assessments of the feed used in food and identifying the entire life cycle of products on the supermarket shelf would be a great start.

This article was first published in Feed & Additive’s Alternative Proteins special edition in April 2023.

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Deep Branch validates its technology using industrial-grade gases, moving a step closer to commercialisation

  • – Deep Branch has fully commissioned its mobile pilot unit using CO2 produced in the Port of Rotterdam in collaboration with OCAP, a supplier of gaseous carbon dioxide, and Duijvestein, one of Europe’s leading tomato producers.
  • – The Carbon Craft project, funded by Gemeente Rotterdam, has proven that existing carbon dioxide infrastructure can be used in the company’s protein production process.
  • – Deep Branch’s mobile pilot unit is a custom-built, containerised version of its proprietary gas fermentation platform technology. 

ZUID HOLLAND, THE NETHERLANDS – Deep Branch, a creator of high-value ingredients for a more sustainable food system, has fully commissioned its mobile pilot unit (MPU) using CO2 produced in the Port of Rotterdam, the Netherlands. The Carbon Craft project represents another crucial step in de-risking the company’s technology and enables the assessment of carbon dioxide and hydrogen as key feedstocks to cultivate microbes in protein production via gas fermentation.

Deep Branch’s MPU is a custom-built, containerised version of its proprietary gas fermentation platform technology (R)evolve™. It has been designed to take the company’s technology out of the laboratory and into the real world, enabling carbon dioxide and hydrogen sources to be validated for compatibility with the system. The MPU also features a built-in Enapter electrolyser, allowing it to utilise hydrogen produced in real-time. 

The latest MPU deployment sought to validate that carbon dioxide supplied to the local horticultural industry can also be used in protein generation via Deep Branch’s process. The Carbon Craft project was conducted in collaboration with OCAP, a subsidiary of Linde that supplies CO2 to greenhouses growing vegetables and flowers. This carbon dioxide originates from the Port of Rotterdam and is purified and supplied by OCAP via a pipeline. 

Duijvestein, one of Europe’s leading tomato producers, also closely collaborated on the project. OCAP’s partnership with Duijvestein has enabled the grower to transition away from relying on natural gas as a CO2 and energy source, dramatically reducing its carbon footprint. 

Long-term, the Carbon Craft project could inform the location of Deep Branch’s first commercial facility, with the Port of Rotterdam being a potential deployment location. Basing its first commercial facility in Rotterdam would enable the company to service the growing European aquaculture and livestock markets by providing feed producers with a protein ingredient with up to 90% less CO2 than conventional ingredients such as soy and fishmeal.

Commenting on the MPU’s journey so far, Rob Mansfield, Deep Branch’s Chief Technology Officer, said:

“The experience and outcomes from the Carbon Craft project will be used in parallel with our ongoing scale-up work at the Brightlands Chemelot Campus to inform engineering and operational considerations of a potential future commercial facility at the Port of Rotterdam.”

Jacob Limbeek, CEO of OCAP, added:

“We’re proud to partner with an innovative company such as Deep Branch that shares our commitment to sustainability. By directly collaborating with end-users in the growing carbon tech industry, we can make a significant impact in the fight against climate change and create a more circular economy.”

Before Carbon Craft, Deep Branch’s MPU was deployed on-site with Drax Power Group in Yorkshire, UK, as part of a UK government-funded project. The Polluters to Producers project showcased that carbon capture and storage-grade CO2 and hydrogen generated via an electrolyser can be used as feedstocks and was pivotal to the early phases of Deep Branch’s technological and commercial journey.

 

-ENDS-

 

Media enquiries:

Lee Lodge, International PR Director, Life Size
lee@lifesizemedia.com Tel. +44 07812076914

 

About Deep Branch: 

Deep Branch creates sustainable, high-value food and feed ingredients to support a more sustainable food system. The company’s proprietary technology uses CO2 and hydrogen as clean and renewable carbon and energy sources to deliver next-generation bio-based products.

 Founded in 2018, Deep Branch has approximately 30 staff based in the UK and the Netherlands. It works with feed producers in industries such as aquaculture and partners with upstream companies such as CO2 suppliers to deploy its technology efficiently and safely. Deep Branch has already established relationships with major international stakeholders, including Drax, BioMar and Sainsbury’s.

For more information, visit: https://deepbranch.com/

 

About OCAP:

OCAP’s philosophy is centered around the responsible reuse of CO2 in order to prevent unnecessary emissions and reduce energy consumption. To achieve this goal, OCAP has been collecting CO2 from industrial sources since 2005 and supplying it to market gardeners in various greenhouse areas, as CO2 is an important nutrient for their plants. This has helped them avoid burning natural gas to obtain CO2. However, there is still room for improvement.

In order to become more sustainable and achieve climate-neutral business practices, the greenhouse horticulture industry requires a sufficient supply of external CO2. This is crucial for their operations and OCAP recognizes the importance of this issue.

For more information, visit: https://ocap.nl/ 

Blog by our CFO and COO Tanja Van Dinteren about corporate governance structures and business growth

Startup governance: laying the foundations for successful growth

  • Our CFO/COO Tanja van Dinteren gives her perspective on why she believes introducing corporate governance at an early stage can help startups navigate the challenges of growing a business and lay the foundations for long-term success.

Entrepreneurs are known to be dedicated to their ideas and go all out to make their companies successful, but establishing basic corporate governance structures isn’t always at the top of their agenda. It can be perceived as premature, an administrative burden, or taking focus away from what they’re trying to achieve. 

However, building corporate governance is as essential for a startup as any large corporation. It indicates that the business is planning for the future and building the foundation to flourish financially and creatively. It also adds accountability and transparency, attracting partners, customers, and new employees. 


Defining corporate governance

Corporate governance is the domain of the Board of Directors (BOD) and refers to the system of rules, practices, and processes by which a company is directed and controlled. It helps to balance the company’s many stakeholders (shareholders, employees, customers, suppliers, investors, and more) and is altogether different from the daily operational decisions and activities that are executed by its management. 

A healthy corporate governance function requires a clear and formal separation of duties between the BOD and management. It also requires a healthy working relationship between the Board and myself – in the hybrid role of CFO/COO.

Transparency and accountability

Corporate governance maintains transparency and accountability. Informed decision-making is only possible with systems in place that provide accurate and reliable information, and a company’s willingness to share that information regarding its performance. 

For example, as CFO/COO I ensure that our company follows best practices in financial reporting and internal controls. We maintain accurate and timely financial records, and we have implemented strict internal controls to ensure the integrity of our financial reporting. We also appoint an external auditor to ensure that our financial statements are accurate and comply with all relevant laws and regulations. We follow International Financial Reporting Standards (IFRS) – not because it makes sense for every startup, but because it makes sense for our trajectory. 

In fast-moving startup cultures driven by deadlines, it can be hard to prioritise transparency, and communication between startups and their stakeholders can break down. The BOD overseeing accountability and transparent communication is key to building trust.


Building an effective Board of Directors

Like all businesses, it is important that the corporate governance structures of a startup are fit for purpose. These structures should reflect the business’s model, size, complexity, and risk profile. As the startup grows, the structures mature. 

Our Series A funding came with greater attention to pulling together the elements of a functioning BOD. We follow a one-tier model, with executive directors and non-executive directors. Because a BOD that comes with an early-stage investment round is often determined by factors like capital allocation or representing the founding team, the challenge specific to startups is assembling a BOD that best addresses the technical, regulatory, and buyer issues of a specific market.

For example, Lars Topholm is our Chairperson and works as Head of Research at Carnegie Bank. We benefit from his extensive knowledge of the market and geopolitical trends. John Carolin, our Non-Executive Director, has a background working at BOC Linde, a leading global industrial gases and engineering company. He’s experienced in executive and non-executive roles and diligently focuses on corporate governance. Similarly, Johan Hueffer (Novo Holdings) and Rob Beudeker (DSM) help us benefit from institutional knowledge in both best practices and industrial biotech. 

Our BOD comprises individuals with diverse backgrounds and expertise, and they provide valuable guidance and oversight to our management team. They also hold regular meetings to review our financial performance and decide on important business matters.

A strategic roadmap

Effective corporate governance requires collaboration between the BOD and management teams. To this end, our C-suite executives play a critical role. They develop strategic goals, provide the leadership to empower employees to achieve these goals, and help build the company’s brand among stakeholders. Where our BOD sets long-term goals and oversees the company, our executives create a roadmap providing a clear picture of how to achieve the goals. Business strategies most often fail because of poor execution – not because of bad ideas.


Deep Branch’s visionary ambition is to tackle the climate emergency by turning food-grade carbon dioxide into sustainable, high-value ingredients. That’s a big task. To tackle this, we have many milestones to hit on the way to this end goal, following a roadmap with essential steps. Having a C-suite in place to establish, monitor, and drive these smaller goals will help achieve success as the startup grows.

Not too fast

The motto “Move fast and break things” often used by startups underscores the approach of work and innovation with an emphasis on speed and experimentation. This motto insists it’s better to make mistakes and disrupt technologies along the way than to play it safe at a slow and steady pace. At Deep Branch, we want to strike a balance. We know the risk of sacrificing flexibility by implementing a corporate governance structure. In my hybrid role as CFO and COO, I see it as my job to protect this flexibility and preserve what makes us unique. 

I do this by continually asking questions. I question every policy we have to ensure it adds to rather than limits our growth. Moreover, I surround myself with similarly passionate and critical people who are ready to ask me the same questions. This approach helps improve performance, build a stable and productive culture, and unlock new opportunities.

Reaping the rewards of corporate governance

Almost five years down the road, we have secured significant investments, formed new partnerships, and grown our team. In no small part due to the presence of corporate governance. So, if you’re a startup founder, consider prioritising corporate governance – leaving your company better equipped to navigate the challenges of growing a business and setting you up for long-term success.

Deep Branch has appointed Tanja van Dinteren to the dual role of Chief Financial Officer and Chief Operating Officer.

Deep Branch appoints Tanja van Dinteren as new CFO and COO

  • Deep Branch has appointed Tanja van Dinteren to the dual role of Chief Financial Officer and Chief Operating Officer.
  • Tanja will lead Deep Branch’s financial activities and foster a positive work environment as the company readies itself for commercialisation.
  • Combining the two roles will align Deep Branch’s financial and operational performance and ensure that all key metrics to track success are clearly defined.

Deep Branch, a creator of high-value ingredients for a more sustainable food system, has appointed Tanja van Dinteren as its new Chief Financial Officer (CFO) and Chief Operating Officer (COO). As well as leading the planning, implementation and managing of all the company’s financial activities, Tanja will be responsible for fostering a positive work environment as Deep Branch transitions from start-up to scale-up. She will also ensure the business is primed for commercialisation in a few years.

 

With 25 years of experience in financial roles across multiple sectors, Tanja brings various skills and extensive knowledge to Deep Branch. She started her career with leading professional services firm KPMG and spent over eight years with renewable energy group ENGIE in various roles, including CFO at ENGIE Energy in the Netherlands. During this time, Tanja ensured ENGIE remained profitable in all areas and was responsible for identifying opportunities for acquisitions, including leading discussions with advisors and exploratory talks with potential targets, as well as conducting negotiations.

Tanja replaces Deep Branch’s former CFO, Lisa Thomas, who has stepped back from executive responsibilities to explore opportunities requiring less international travel. The company has appointed Tanja in a hybrid CFO/COO position to provide a robust platform for growth. This dual role will also marry the business’ financial and operational performance and ensure that all key metrics to track success are clearly defined for informed decision-making.

 

Commenting on joining Deep Branch, Tanja said:

“Deep Branch is a people-oriented company with a strong vision for ensuring food security. We address two of the world’s most significant challenges – increasing CO2 levels in our atmosphere and a growing population leading to higher fish, poultry and meat demands. The world needs innovations and technologies such as our proprietary gas fermentation platform (R)evolve™. I’ve already seen our team’s passion, enthusiasm and professionalism, and it’s great to have the opportunity to join and contribute to our success.”

 

Deep Branch’s CEO Pete Rowe added:

“As a fast-growing company, we must balance being flexible, recognising that roles and responsibilities can change as we grow, and remaining structured to ensure stability. As we enter a new chapter of our growth, we decided it was time to bring in some new experience and skills and better define the scope of work for our leadership team.”

“We needed a candidate for our new CFO/COO hybrid role who was comfortable working in a dynamic start-up culture and understood how and why to evolve the company into a more mature organisation as we grow. This meant that we required someone with experience in larger, rapid-growth organisations comfortable with changes happening quickly. I’m confident we have this person in Tanja. She fills every room with positive energy and knows how to lead organisations to perform better and provide value and meaning for all team members.”

How Proton advances food security and climate resilient food systems

How Proton advances food security and climate resilient food systems

Environmental changes and geopolitical events are putting pressure on food supplies worldwide. Scientists are calling for major changes to our food system as global food security decreases. Technological innovations are crucial to the transition towards more resilient agricultural practices. At Deep Branch, we believe single-cell protein could provide a solution.

Proteins are an essential part of both human and animal diets. Our single-cell protein Proton™ provides a practical and nutritious alternative to traditional animal feed ingredients while contributing to greater food security and more climate-resilient food systems.

 

Making more from less 

Current industrial agricultural practices that produce protein rely heavily on a range of finite resources. For example, industrial agriculture uses vast amounts of fresh water – up to 15,000 litres per kilogram is needed to produce a kilogram of beef – and vast amounts of land for crop and livestock farming.

In contrast, the gas fermentation process we use to create Proton does not require arable land. In fact, producing 100,000 tonnes of Proton will prevent an area three times the size of Paris from deforestation. The process only uses microbes, carbon dioxide, hydrogen, oxygen and micronutrients – all readily available resources – plus a small amount of water. There are abundant supplies of our main ingredient CO₂, which we source from our partners as a by-product, making Proton production more resource-efficient than traditional agriculture.

 

Isolated from weather events

Industrial agriculture is highly subject to variations in the weather. Bad weather can disrupt crop growth, while extreme weather events such as flooding or drought can lead to crop failure. As opposed to the seasonality we’re used to in traditional agriculture, our fermentation operates continuously, so the product is constantly extracted from the system. At the same time, gases and other input streams are controlled to maintain consistent volumes and biomass concentrations.

Scientists predict that extreme weather events will become more common with climate change intensifying. Producing Proton is self-contained and protected from the elements. 

 

Reduced geopolitical risk

Proton production plants will be built where inputs are available locally and won’t rely on an extended global supply chain. Not only does this approach simplify the value chain, but it also protects it from geopolitical events. With the proximity of downstream markets like feed producers and aquafarms taken into account, Proton will increase food security for local economies and allow the countries we operate in to be more independent. 

The Russia-Ukraine war has demonstrated how easily supply chains can be disrupted, impacting both energy and food prices. A largely local value chain is, therefore, a significant advantage in reliability.

 

Scalability is crucial 

According to the UN’s Food and Agriculture Organization, there will be an estimated 840 million undernourished people worldwide by 2030. Therefore, combatting global food insecurity will require highly scalable solutions.

Proton technology runs continuously and is designed to scale. The input ingredients are abundant, while manufacturing takes up a negligible footprint. This contrasts with scaling industrial agriculture, which requires vast amounts of arable land.

In a matter of months, our pilot production facility in the Netherlands will be commissioned to produce around 250kg of dried Proton every month. This will be followed by our commercial facility, which will create approximately 250 tonnes of ingredients annually when it is expected to launch in 2025.

 

Bringing Proton to market will tackle the climate emergency and reduce the food industry’s impact on biodiversity loss. With continuous production and reduced carbon intensity of over 60% compared to conventional proteins, Proton can be pivotal in supporting a food system that puts sustainability and food security at its core.

Learn more about the technology behind Proton here.

Deep Branch brand refresh story

Our brand refresh story

At Deep Branch, we pride ourselves in developing high-performing ingredients as we work towards a more sustainable food system. As such, we wanted to introduce our brand refresh launched in October 2022 and tell the story behind it.

We have always thought boldly about transforming the global food system: we strongly believe demand for food can be met sustainably, without consumers compromising on nutrition or quality. Based on gas fermentation technology, we utilise clean and renewable carbon and energy sources to create high-quality ingredients.

With exciting developments around the corner that will bring our single-cell protein Protonᵀᴹ a step closer to market, we decided it was the right opportunity to evolve our brand into one that better reflects Deep Branch’s growth journey and sharpens our positioning in a global market. 

The heart of the Deep Branch brand
Humans have been controlling the fermentation process to generate valuable products for thousands of years, and we want our brand to be part of communicating our story and highlighting the natural origin and—at its heart—simplicity of the process. 

Rather than a full rebrand with wholesale changes, we based this refresh on the existing brand—built on the company’s core principles and set up for growth.

Our brand refresh is a true celebration of our technology. Creating a series of visual elements inspired by our process, we ensure that microbes and our input gases (hydrogen, oxygen, and CO) are now an integral part of our visual brand and will be used to create a more unified identity both online and in real-world application.

In short, our brand refresh enables us: 

–  To have a visual representation of the elements involved in the gas fermentation process.
– To highlight the simplicity and transparency behind our technology.
– To have a brand that reflects our journey and sets us up for continued growth as we commercialise and scale Protonᵀᴹ.


Watch this space for exciting milestones to come!

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Deep Branch hires Anders Clausen as Chief Innovation Officer

  • Anders will be responsible for setting and executing Deep Branch’s research and development strategy and protecting the intellectual property of its ingredients and technology. 
  • He will also lead in forming external research and development partnerships for the company.
  • Anders has worked within biotech for over 25 years and has significant private sector and academic experience across multiple industries.

  • Deep Branch has appointed Anders Clausen as its new Chief Innovation Officer. Anders will oversee the company’s technical leadership team in setting and executing its research and development strategy and ensuring Deep Branch holds robust intellectual property for its technology platform and products. He will also lead in establishing external research and development collaborations for the business.
     
  • With over 25 years of working in biotechnology, Anders brings vast experience in bioprocess technology development and application development for microbes in food. He joins the company after founding Productus, a business dedicated to providing guidance on research and development strategy and production process development within bioscience. Prior to this, Anders spent over a decade with market-leading cultures and probiotics producer Chr. Hansen, primarily focusing on developing new products and production platform technologies for stabilising lactic acid bacteria as starter cultures and probiotics. 

    Anders has extensive knowledge in developing and implementing fermentation and downstream processes for microorganisms through rapid up and downscaling. He is also experienced in managing innovation and technology development through collaboration between the private sector and academia.

    Commenting on joining Deep Branch, Anders said:

    “The microbial protein sector is still in its infancy. However, it’s clear that Deep Branch will play a crucial role in shaping its maturity. We’re ideally placed to define the opportunities for single-cell protein globally and unlock the potential of gas fermentation by solving the remaining technical and engineering challenges. Joining Deep Branch on this journey is incredibly exciting given the scientific and commercial opportunities it represents.”

    Deep Branch’s CEO Pete Rowe added:

    “Commercialising any technology is about more than good ideas – it requires strong execution. This is crucial in biotechnology because our development cycles are so long compared to other industries. Anders brings a wealth of experience in managing the commercialisation of new bioprocesses through their full innovation life-cycle. Coming from Chr. Hansen, he knows that innovation must consider all key stakeholders, and it’s clear that he works hard to ensure commitment from all parties to get to a win-win situation. Anders will be integral in bringing our (R)evolve™ gas fermentation platform to full maturity, ensuring we can commercialise products quickly, efficiently and with the ability to meet genuine market demand.”

Notes for editors

Link to images:

https://www.dropbox.com/sh/8emwefxwci0zoz7/AABR9HE394TuZuMsuexExCema?dl=0

Media enquiries:

Lee Lodge, Head of PR, Life Size Media
lee@lifesizemedia.com
Tel. +44 07812076914

About Deep Branch: 

Deep Branch creates sustainable, high-value food and feed ingredients to support a more sustainable food system. The company’s proprietary [platform name] technology uses CO2 and hydrogen as clean and renewable carbon and energy sources to deliver next-generation bio-based products.

Founded in 2018, Deep Branch has approximately 30 staff based in the UK and the Netherlands. It works with feed producers in industries such as aquaculture and partners with upstream companies such as CO2 suppliers to deploy its technology efficiently and safely. Deep Branch has already established relationships with major international stakeholders, including Drax, BioMar and Sainsbury’s.

For more information, visit: https://deepbranch.com/

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Deep Branch appoints John Hays as Vice President of Commercial and Sales

  • As Vice President of Commercial and Sales, John will be responsible for enhancing the distribution and outlet for Deep Branch’s Proton™, a single-cell protein developed for the animal feed industry.
  • John will also explore alternative applications and potential products using (R)evolve™, Deep Branch’s proprietary gas fermentation platform technology.
  • John will play an active role in Deep Branch’s management team and act as a key spokesperson for the company, particularly on topics related to application and market development for Proton.

 

Deep Branch has appointed John Hays as its new Vice President of Commercial and Sales. John’s primary responsibilities will be to further develop distribution and outlet for the company’s flagship product Proton™ and explore alternative applications and potential products using (R)evolve™, its proprietary gas fermentation platform. He will also play an active role in Deep Branch’s management team and act as a key spokesperson for the company, particularly on application and market development topics for Proton.

John brings over 10 years of experience in finance and business development within the food and agriculture industries to Deep Branch. He joins the company from Cefetra Group, where he was Head of Business Development. During this time, John developed the company’s Road-to-Ingredients strategy and established partnerships in the venture food scene with industry platforms, university institutions and corporate venture capital firms. Prior to his role at the Cefetra Group, John was a Project Manager in BayWa AG’s Corporate Finance team for over three years. 

With a strong track record of devising and executing strategies for bringing ingredients to market, John is the ideal person to shape Deep Branch’s commercialisation strategy for Proton. Proton is a single-cell protein developed for the animal feed industry. It is made from locally sourced ingredients and has a bespoke nutritional profile produced from microbes grown on clean and sustainable carbon dioxide. Proton provides security, transparency and traceability and is 60% less carbon-intensive than conventional proteins.

Commenting on his appointment, John said:

“I’ve been following the alternative protein space for a while, and Deep Branch was one of the standout companies with both the technology and vision to make a real difference. The sustainability savings are significant, the scalability makes it a needle-mover, and the economics prove it is a viable option. However, meeting the management team truly sold me on the company. I’m thrilled to join such a passionate team.”

Pete Rowe, Deep Branch’s CEO, added:

“This is a very exciting time for Deep Branch as we get ready to create Proton on a large scale. Our commercial plants will produce over 100,000 tons of Proton every year, and bringing the protein-rich powder to market will not only tackle the climate emergency but reduce the food industry’s impact on biodiversity loss. I’m delighted that John has joined our team and believe he will play a vital role in the commercialisation of Proton.”

 

Notes for editors

Link to images:

https://www.dropbox.com/sh/8emwefxwci0zoz7/AABR9HE394TuZuMsuexExCema?dl=0

Media enquiries:

Lee Lodge, Head of PR, Life Size Media
lee@lifesizemedia.com
Tel. +44 07812076914

About Deep Branch: 

Deep Branch creates sustainable, high-value food and feed ingredients to support a more sustainable food system. The company’s proprietary [platform name] technology uses CO2 and hydrogen as clean and renewable carbon and energy sources to deliver next-generation bio-based products.

Founded in 2018, Deep Branch has approximately 30 staff based in the UK and the Netherlands. It works with feed producers in industries such as aquaculture and partners with upstream companies such as CO2 suppliers to deploy its technology efficiently and safely. Deep Branch has already established relationships with major international stakeholders, including Drax, BioMar and Sainsbury’s.

For more information, visit: https://deepbranch.com/

Deep Branch Group Photo BEIS Grant PR

Deep Branch secures £4.8 million in BEIS funding to scale proprietary fermentation platform

  • Deep Branch has secured £4.8m in funding from the UK government’s Department for Business, Energy & Industrial Strategy£1 billionNet Zero Innovation Portfolio.
  • The funding will be used to finance the Deep Blue C project, accelerating the company’s growth as it commercialises its CO2-to-protein technology platform.
  • Deep Branch expects its first commercial production unit for its single-cell proteinProton™ to go live in 2027

 

NOTTINGHAM, UK – Deep Branch, a creator of sustainable, high-value food and feed ingredients, has secured £4.8m in funding from the Department for Business, Energy & Industrial Strategy (BEIS) £1 billion Net Zero Innovation Portfolio. The funding is part of the £20 million Carbon Capture, Usage and Storage (CCUS) Innovation 2.0 programme aimed at accelerating the deployment of next-generation CCUS technology in the UK. 

The funding will be used to finance the Deep Blue C project, which will integrate carbon capture and low-carbon hydrogen ecosystems. Deep Blue C signifies an acceleration in Deep Branch’s growth as it commercialises its CO2-to-protein technology platform. Executing the project will enable the company to reduce the cost of design optimisations, lower capital expenditure and the cost of goods sold for its core fermentation process and improve downstream processing.

Deep Branch secured the funding in partnership with CPI, a leading independent deep tech innovation organisation that collaborates with partners in industry, academia, government and the investment community to accelerate the development and commercialisation of innovative products. The two partners have jointly developed a robust basis of safety for the process, which is already operating at a pilot scale.

Once the Deep Blue C project is completed, Deep Branch will deliver a feasibility study for its first commercial production unit for its single-cell protein Proton™, which is planned to go live in 2027. Deep Branch is planning multiple additional Proton™ production facilities, with an anticipated 600,000 tonnes per annum global capacity by 2030, utilising over one million tonnes of CO2 every year.

Commenting on securing the BEIS funding, Deep Branch’s CEO Pete Rowe said:

“This grant builds on our Innovate UK funded project, which has enabled us to develop strong commercial partnerships at both ends of the value chain. These include Drax Power Group at its biomass power station and leading sustainable aquafeed producer BioMar.”

“Deep Blue C will result in a significant increase in the production efficiencies of Proton™. By reducing production costs as we scale, Proton™ will ensure a highly significant saving in carbon footprint for feed producers that switch from concentrated soybean meal or fishmeal, without an unjustifiable price premium.”

Energy and Climate Change Minister Greg Hands commented: 

“As we accelerate the UK’s energy independence by boosting clean, home-grown, affordable energy, it’s crucial that our industries reduce their reliance on fossil fuels. This investment will help them to not only cut emissions but also save money on energy bills, on top of supporting jobs by encouraging green innovation across the UK.”

Yvonne Armitage, Biotechnology Director at CPI, added:

“We’re excited to build on our solid working relationship with Deep Branch and collaborate with the company’s experts to develop new technology that will ultimately improve the health of our planet. We will bring a wealth of technical support to the Deep Blue C project, having supported many biotech companies to deliver incredible innovation projects.”

 

Notes for editors

Link to images:

https://www.dropbox.com/sh/8emwefxwci0zoz7/AABR9HE394TuZuMsuexExCema?dl=0

Media enquiries:

Lee Lodge, Head of PR, Life Size Media
lee@lifesizemedia.com
Tel. +44 07812076914

About Deep Branch: 

Deep Branch creates sustainable, high-value food and feed ingredients to support a more sustainable food system. The company’s proprietary [platform name] technology uses CO2 and hydrogen as clean and renewable carbon and energy sources to deliver next-generation bio-based products.

Founded in 2018, Deep Branch has approximately 30 staff based in the UK and the Netherlands. It works with feed producers in industries such as aquaculture and partners with upstream companies such as CO2 suppliers to deploy its technology efficiently and safely. Deep Branch has already established relationships with major international stakeholders, including Drax, BioMar and Sainsbury’s.

For more information, visit: https://deepbranch.com/

About CPI:

CPI takes great ideas and inventions, and makes them a reality. Born in the North East of England in 2004, CPI is an independent deep tech innovation organisation and a founding member of the High Value Manufacturing Catapult.

CPI’s team of intelligent people use advances in science and technology to solve the biggest global challenges in healthcare and sustainability. Through incredible people and innovation infrastructure, CPI collaborates with partners in industry, academia, government, and the investment community to accelerate the development and commercialisation of innovative products.    

CPI’s work ranges from health technologies, advanced drug delivery systems, and medicines manufacturing innovations for multiple modalities including small molecules, biologics, and nucleic acids; to developing sustainable materials for energy storage and packaging, as well as novel food, feed, and nutraceuticals, that are all underpinned by digital technology. CPI turns the entrepreneurial spirit and radical thinking of its people and partners into incredible impact that makes our world a better place.

Let’s innovate together: https://www.uk-cpi.com/

About the Department for Business, Energy & Industrial Strategy 

Leading economy-wide transformation by backing enterprise and long-term growth, generating cheaper, cleaner, homegrown energy and unleashing the UK as a science superpower through innovation. 

This funding has been made available from the government’s £1 billion Net Zero Innovation Portfolio, which looks to accelerate the commercialisation of low-carbon technologies and systems.

For more information, visit: https://www.gov.uk/government/organisations/department-for-business-energy-and-industrial-strategy

Icelandic PR group photo

Deep Branch and Landsvirkjun partner to accelerate the production of alternative proteins made from clean carbon dioxide and hydrogen

  • Deep Branch and Landsvirkjun have signed a memorandum of understanding to analyse the feasibility of constructing Deep Branch’s first commercial-scale plant in Iceland.
  • The plant will be used as a proof of concept to scale the production of Proton, Deep Branch’s single-cell protein made from clean carbon dioxide and hydrogen.
  • Deep Branch expects its first commercial production unit for Proton™ to go live in 2027.

ICELANDDeep Branch, a creator of sustainable, high-value food and feed ingredients, has signed a memorandum of understanding with Landsvirkjun, the National Power Company of Iceland, to determine the feasibility of constructing Deep Branch’s first commercial-scale plant in Iceland. The facility will help scale the production of Proton, a single cell protein developed by Deep Branch for the animal feed industry.

Having already decarbonised 85% of its energy system, Iceland has the potential to utilise its abundant renewable resources to become the first fully green hydrogen economy. Landsvirkjun, the country’s largest electricity generator producing electricity with hydro, geothermal and wind power, is aiming to take a leading role in decarbonising the Icelandic economy and developing the country’s eco-industrial economy by collaborating with hydrogen-utilising industries and potential investors.

The agreement will see Deep Branch and Landsvirkjun collaborating to conduct a life cycle assessment (LCA) and techno-economic analysis (TEA). It will also affirm the companies’ commitment to work together and further explore the potential of eco-industrial clusters in Iceland. The outcomes of the TEA and LCA are expected to be delivered by the end of 2022.

Following the construction of its pilot plant in the Netherlands, Deep Branch is now evaluating potential locations for future commercial-scale facilities to be built within the next five years. The availability of hydrogen – the required energy source for the company’s continuous fermentation process – will be a crucial factor in the selection process, as well as the proximity of downstream markets such as feed producers and aquafarmers. Alongside the TEA, identifying a suitable location will be determined by the outcome of comparable LCA studies.

Commenting on the new partnership, Pete Rowe, Deep Branch’s CEO, said:

“Collaborating with Landsvirkjun, a leading innovator in the energy industry, is a deliberate step in our process of determining the optimal location for our first commercial production facility. Iceland is a strong example of how renewable energy can power a modern economy and be utilised as a resource in the agriculture industry. The prospect of both upstream and downstream synergies makes this an exciting starting point for collaborative innovation, especially as we expect the first commercial production unit for our single-cell protein Proton™ to go live in 2027.”

Sigurdur Markusson, Executive Director of Innovation at Landsvirkjun, added:

“Our collaboration with Deep Branch is a very exciting step in Iceland’s eco-industrial development and a positive contribution to the early development of the country’s hydrogen economy. We believe that Iceland can play a big role in powering new and innovative solutions for the food system with our unique access to renewable resources. Deep Branch is a great fit as a partner as its distinctive production process could promote new circular opportunities and create value for Iceland’s rapidly expanding land and sea-based aquaculture industry.”

 

Notes for editors

Link to images:

https://drive.google.com/drive/folders/10HCFozScdiwh3dYxoTsZas6AzOhdn4Z3?usp=sharing

Media enquiries:

Lee Lodge, Head of PR, Life Size Media
lee@lifesizemedia.com
Tel. +44 07812076914

About Deep Branch: 

Deep Branch creates sustainable, high-value food and feed ingredients to support a more sustainable food system. The company’s proprietary technology uses carbon dioxide and hydrogen as clean and renewable carbon and energy sources to deliver next-generation bio-based products.

Founded in 2018, Deep Branch has approximately 30 staff based in the UK and the Netherlands. It works with feed producers in industries such as aquaculture and partners with upstream companies such as carbon dioxide suppliers to deploy its technology efficiently and safely. Deep Branch has already established relationships with major international stakeholders, including Drax, BioMar and Sainsbury’s.

For more information, visit: https://deepbranch.com/

About Landsvirkjun:

Landsvirkjun is Iceland’s largest energy company and produces electricity solely from renewable energy resources; hydroelectric, geothermal and wind energy. Landsvirkjun owns and operates 18 power stations, including 15 hydropower stations and 3 geothermal stations, as well as two wind turbines. Landsvirkjun’s vision is a sustainable world, powered by renewable energy.

For more information, visit: https://www.landsvirkjun.com/