PAPER TECHNOLOGY INTERNATIONAL, From by to bio: Bioenergy and the modern pulp and paper mill, Wilson Monteiro, Global Business Line Manager for Pulp, Paper and Fiber, ABB’s Process Industries Division

PAPERTECHNOLOGYINTERNATIONAL
Image 3: ABB Paper Machine. Image ABB
Trade-offs, not templates
One of the most persistent misconceptions about bioenergy
is that its bene昀椀ts are universal and straightforward. In reality, every
bioenergy decision involves trade-offs, and those trade-offs vary
signi昀椀cantly by region, asset pro昀椀le and business strategy.
Consider the question of whether to burn biomass or
repurpose it. Combusting residues for steam and power delivers
immediate energy value and operational simplicity. Diverting those
same streams into higher-value products may improve long-term
economics or sustainability positioning, but it can also introduce
supply chain complexity, regulatory exposure and process risk. The
“right” choice depends on local markets, policy stability and the mill’s
appetite for diversi昀椀cation.
Exporting electricity versus prioritizing internal resilience
is rarely a simple either–or choice. Selling surplus power can
strengthen the 昀椀nancial case for energy investments, especially in
regions where grid incentives or favorable market conditions exist.
However, relying too heavily on exports can leave a mill vulnerable
during periods of high internal demand or unexpected equipment
outages. As a result, many operators are moving toward more
昀氀exible operating models that maintain internal optionality – ensuring
the mill can meet its own critical energy needs before maximizing
short-term export revenue.
Capital allocation decisions add another layer of complexity.
Investing in new bioenergy assets, such as upgraded recovery
boilers, turbines or electri昀椀ed solutions, can deliver step-change
improvements, but often requires signi昀椀cant capital and long
payback periods. In contrast, sweating existing assets through
improved control, maintenance and optimization may offer faster
returns with lower risk, even if the absolute gains are smaller.
Regulatory uncertainty looms over all these choices. Energy
and carbon policies can change faster than industrial assets can
be depreciated. As a result, many mill leaders prioritize 昀氀exibility:
systems that can adapt to changing market signals, feedstocks and
regulatory frameworks rather than locking into a single optimization
pathway.
What emerges from these considerations is a clear pattern:
there is no universal bioenergy blueprint. Successful strategies are
context-speci昀椀c, grounded in operational reality, and informed by a
clear understanding of trade-offs. They rely less on maximizing any
single metric and more on maintaining balance across production,
energy, and sustainability objectives.
From concept to operation: integration in practice
Translating bioenergy strategy into operational performance
remains a systems challenge. Recovery boilers, biomass furnaces,
turbines, steam networks and electri昀椀cation assets are deeply
interwoven with pulping, drying and chemical recovery processes.
A change in one area inevitably affects the others.
This is where advanced automation, electri昀椀cation and digital
tools become enablers rather than add-ons. Real-time monitoring
of energy 昀氀ows, predictive maintenance of critical assets and
coordinated control across production and utility systems allow mills
to operate closer to optimal conditions while preserving stability.
ABB’s longstanding experience in the pulp and paper
industry re昀氀ects this integrated perspective. Over decades, the
company has worked alongside mills as they modernize legacy
assets, expand capacity and adapt to new energy realities.
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