Green Economy Eco-Innovation - European...

Case studies Monday 29th to Tuesday 30th November 2010Plaza Hotel, Brussels

9th European Forum on Eco-Innovation

Financing the eco-innovators

European Commission

European Commission

Resource Efficiency

Eco-InnovationGreen

Economy

Green Procurement

10th European Forum on Eco-Innovation

Towards a Resource-Efficient EconomyFrom Policy to Action

Case studiesTuesday 22 and Wednesday 23 March 2011

Birmingham, UK

210th European Forum on Eco-innovation Case-Studies 3

A major market opportunity exists for the development of products and

services that make better use of natural resources in a world where there

is increasing international competition for resources of all kinds. There are

particular issues in ensuring materials security and encouraging sustainable

materials management.

This booklet brings together practical experiences from companies that

have recognised the important commercial opportunities presented by

resource efficiency. These case studies demonstrate sustainable materials

management that encourages innovation through cross fertilisation between

disciplines and sectors, and identifies and prioritises the key issues that need

to be addressed.

ContentsTo fulfil the aims of Europe’s Innovation Union policy, it is essential to support environmental innovation, and encourage the development of sustainable solutions and new business models.

An improved and ecological design of products - Category 1

4-5 Beta Technology Ltd

Greater recycling, reuse and remanufacture - Category 2

6-7 AFATEK A/S

8-9 DESSO Group BV

10-11 Holcim Group Support Ltd

12-13 Motiva

14-15 Waste & Resources Action Programme (WRAP)

Non-technological innovations - Category 3

16-17 BIO Intelligence Service

18-19 CSCP – SWITCH-Asia Network Facility

20-21 Environmental Protection Agency (Ireland)

22-23 ENWORKS

24-25 European Topic Centre on Sustainable Consumption and Production (ETC/SCP)

26-27 Romanian Ministry of Environment and Forests

28-29 Scotch Whisky Association

30-31 The Wuppertal Institute

32-33 Waste & Resources Action Programme (WRAP)


Brief descriptionIt is well established that technology verification schemes can support the acceptance of novel environmental technologies. This is of particular impor-tance to SMEs, who face many barriers to launching new technologies on the market. Verification schemes give independent and credible confirmation of the technology vendor’s claims, accelerating acceptance and take-up by investors and end users from both the public and private sectors.

Target AudiencePotential verification bodies, test centres, environment agencies, technology developers, technology users. KeywordsEnvironmental technologies, verification, market acceptance, independent

Supporting infohttp://www.lifeetv.com/downloads.htm Select ‘Layman’s Report’ Completed or Ongoing?TRITECH completed, EU-ETV Pre-Programme ongoing

Organisational background:A knowledge exchange consultancy that brings together industry, the public sector and academia to develop and deliver innovative projects.

Beta Technology Ltd Environmental Technology Verification: Increasing market acceptance of new eco-technologies

Category 1 General DescriptionWhat was the problem and how did you tackle it?

The TRITECH ETV project was developed and managed by Beta Technology Ltd in the UK. The project was successfully implemented in partnership with environmental technology experts from Sweden (IVL) and Finland (VTT), and a UK Regional Development Agency (One NorthEast). The project was part-financed by the European Commission’s LIFE Programme.

The pilot project developed and tested verification protocols in three technology areas: waste water treatment, soil remediation and energy. The results of the test case verifications have been shared and compared with other European ETV schemes and used to develop a series of recom-mendations. The final stages of the project included the wider dissemination of the results and engagement with key international stakeholders in ETV schemes, including representatives of the ETV International Working Group.

The project methodology was developed to enable the distinct phases of an ETV scheme to be developed and tested in each of the technology areas. The proposed delivery mechanism was based on a best practice review of existing ETV schemes from around the world.

OutcomesEnvironmental, social, economic impacts

The benefits to the environmental industry:• Provides technology developers with an independent verification

of their claims. • Provides investors and buyers with confidence about the degree

of risk they are taking. • Showcases successful new technologies in Europe and beyond. • Facilitates technology transfer between environmental sectors. • Provides opportunities for test centres to be a part of the wider

scheme of development.

Project outcomes: • Accelerated market acceptance of innovative environmental

technologies in the EU. • Reduced perception of risk to buyers and investors by providing

independent, validated information about the performance of environmental technologies.

• A workable model so that an ETV scheme can be implemented on a EU-wide basis.

• 15 technologies verified.

Contact

Caroline WadsworthBETA TECHNOLOGy LTD

Barclay Court, Doncaster Carr, Doncaster DN4 5HZ, UK

+44 (0)1302 [email protected]

www.betatechnology.co.uk


Brief descriptionA five-year research project launched by AFATEK in Denmark intends to show how valuable resources in bottom ash (BA) from waste incineration may be recovered. Industry is invited to demonstrate its capabilities while the environmental sustainability of such an approach is tested under various different scenarios.

Target AudienceIndustries working on the development of sorting technologies, metal and mineral traders, producers of concrete and derivative products, officials and others working in the sphere of end of waste criteria/product certification KeywordsRecovery, valuable resources, bottom ash from waste incineration, environmental sustainability, innovation in PPPs, IPR (Intellectual Property Rights)

Completed or Ongoing?The project has just been launched

Organisational background:AFATEK A/S is owned by 5 public waste incineration plants and takes care of the processing and recycling of bottom ashes from these plants and takes as well part in developments within this industry.

AFATEK A/S How to find the gold in waste from incineration through innovation in PPPs (Public Private Partnerships)

Category 2

Contact Jens KallesøeAFATEK A/S

Rosenkæret 13 2860 Søborg, Denmark

+45 [email protected] www.afatek.dk

General DescriptionWhat was the problem and how did you tackle it?

• AFATEK considered the present way of recycling of bottom ashes as non-sustainable and also, that it does not comply with the high environmental and industrial level the incineration industry has developed into especially taken into account, that bottom ashes represents 20 % of all wastes burned. The increasing pressure on natural resources especially within metals (non-ferrous metals, NFE) also accelerated the need to find a better solution for bottom ash treatment.

• AFATEK decided to deal with this challenge in two ways, firstly by improving operations within the limitation of presently available technology, secondly by launching a development program where wider perspectives of recycling of bottom ash could be studied and practical solutions demonstrated.

• AFATEK took the most advanced plant of today into operations as of 1.1.2011. The advanced process and applied quality assurance and bonus system is expected to deliver high rates of recovery of metal and minerals - and is also planned to function as a base, where innovative companies are invited to carry out tests and demonstrate their technology – as stand-alone processes or integrated in the full operational process.

• The objectives of the development project are to increase recovery of metals with at least 2 % (reaching a total level of 4 % NFE), refine and use the minerals (represents the volume of the BA) as a raw material in construction of concrete and products thereof - and as a result reduce the total environmental impact from bottom ashes.

• It was chosen to carry out innovations in the form of a PPP. Why using this business model in pursuing innovations? The rationale behind was that the industry showed high rates of developments fuelled by high prices on metals and other scars resources.


• A considerable part of the bottom ashes representing as much as 20 % of all wastes for incineration may be recovered as valuable metals and minerals and contribute to environmental sustainability.

• It may be recommended to other parties to carry out developments in the form of a PPP. It however depends on the analysis of the industry in question. Should the rate of innovation within the industry not be high enough, the public company may be forced to take a more active part - in terms of investment, talent, organisation etc.

• One of the challenges in doing innovations within a PPP is that inventions done may lead to a potential conflict. At least there is a dilemma, as the privates would need the rights to the inventions (IPR: Intellectual Property Rights) for the purpose to further fuel the business and developments. The public company may be more interested in publishing findings. Management of IPR should be addressed prior to entering into a PPP.

• Learning point are that it is always necessary to analyse the industry before taking decisions on how to organise the pursuit of innovations and also to decide on a strategy for the way inventions (Intellectual Property Rights) should be managed.


Contact R. Daelmans

DESSO Group BVTaxandriaweg 15,

5142 PA Waalwijk, Netherlands+31 416 684 152

[email protected] www.desso.com

Organisational background:DESSO is a carpet, carpet tile and artificial turf manufacturer selling its prod-ucts internationally. DESSO is strongly committed to the Cradle to Cradle® concept, and aims for all of its products and processes to be designed according the Cradle to Cradle® design criteria by 2020.

DESSO Group BV Ensure that all of the raw materials used in DESSO’s products are safe for health and the environment and operate in infinite loops.

Category 2

Brief descriptionBy means of the business model/philosophy of Cradle to Cradle®, DESSO aims to create products that are beneficial for both humans and the natural environment via the use of safe materials, infinite recycling, renewable energy in production and best water stewardship. Target AudienceArchitects, Manufacturers Completed or Ongoing?Ongoing


• Please give a brief description of your innovative programmes, actions, products, approaches or business models. Actions: DESSO takes back and recycles textile floor covering; environmental materials assessment.

• The objective of this approach was… Sustainable materials management, infinite recycling of healthy materials.

• What resources were required? The project is still on-going. The wholesales team works on take backs, while the R&D department works on recycling processes and operations and runs trials to improve the efficiency of the new processes. External engineers, equipment suppliers and outlets are also involved.

• Which barriers, risks, constraints did you encounter during development and implementation stages and how did you overcome them? Waste management companies lower prices in order to keep their incineration plants profitable. As they need fuel, they burn valuable materials like carpet. No solution has been identified to date. Logistical issues were also a challenge. Having different means the logistical problem has more or less been solved, but customers do not always accept the solutions provided (they are not keen to see changes).

• Did the solution imply new organisational or business models? DESSO started its own waste management company in order to implement its strategy, which had not enjoyed a great level of support from the waste management industry. DESSO will try to persuade customers to join on the grounds of the lower total cost of ownership.

• Did the approach lead to new ways of linking providers and beneficiaries? No result yet.

Outcomes

Environmental, social, economic impacts

• What were the ecological, social and/or economic impacts? The recycling of scarce materials provides clear economic benefits. It also leads to a reduction in the environmental impact, since extracting oil and minerals damage the environment.

• What is a main strength of this approach?/How does it make things better? Sustainable materials management, the fight against material scarcity and the reduction of the environmental impact.

• What is of particular interest or innovative about this approach? The awareness that products need to be developed having a positive impact on health and environment rather then a less negative one. No carpet recycling scheme on this scale has ever been started in Europe.

• How did you judge if you had been successful? What evidence do you have? The project receives ongoing Eco Innovation support. Assuming the current waste price can be maintained (100 €/ton), DESSO will have a profitable business. Still needs to be proved.

• What is the net present benefit to society that this approach reasonably expects to deliver or is delivering? (the value today of the approach benefits minus the value of its costs)DESSO will prove that sustainable materials management is possible and that even a single company can make a difference if it just has the vision and drive to do it.

• Why would you recommend this approach? Don’t talk, but act! Is always better

• What kind of feedback have you had and how will this change your project in the future? Everybody is highly enthusiastic. The carpet industry is more sceptical because they are concerned that carpet will become more expensive than hard flooring. This is why DESSO is not keen to see the introduction of legislation on carpet but is instead driving towards a level playing field with the floor covering industry.


Contact Jean-Pierre Degré

Holcim Group Support LtdIm Schachen

CH-5113 Holderbank, Switzerland+41 588 585 461

[email protected] www.holcim.com

Brief descriptionResource efficiency in cement manufacturing is vastly improved by substitut-ing secondary resources, such as industrial waste, for natural feedstock, including raw materials and fuels. Target AudienceSMEs, European Commission

KeywordsResource intensive industries, cement, resource efficiency, innovation

Supporting infowww.coprocem.com Completed or Ongoing?Ongoing

Organisational background:Founded in Switzerland in 1912, Holcim is one of the world’s leading suppli-ers of cement and aggregates (crushed stone, sand and gravel).

General DescriptionWhat was the problem and how did you tackle it?The use of waste and/or low-grade resources as a substitute for fossil ener-gy and natural resources in the production of cement and related products.

Objectives:• Increase portfolio of resources in the production of cement and related

products• Provide service to communities / industry by offering a new, innovative,

and environmentally-friendly solution to their waste problems – at local level and at a lower cost when compared to traditional waste management

Holcim Group Support LtdCo-processing of wastes in the cement sector

Category 2 • Reduce consumption of fossils fuels and natural resources • Maintain / improve competitiveness.

What resources were required?• Re-organisation at local, regional, country, and corporate level to liaise

directly with communities / industry on the requirements of current cement operations

• Development of pre-processing operations specifically designed to identify, control, and manage waste to produce “alternative fuels and raw materials” suitable for use in current cement operations.

Which barriers, risks, constraints did you encounter?• External stakeholders often fail to appreciate /support the “co-processing”

concept – waste is still considered a risk and not an opportunity.• Use of alternative, low-grade fuels and resources can cause process and

operational difficulties for cement installations.• Need for a mindset change with stakeholders and specific regulatory

framework at international and national levels implementing rules/guidelines recognizing the potential of natural resources substitution in Resource Intensive Industries (RIIs).

Did the solution imply new organisational or business models?• A new organisational structure was implemented at corporate and

country level to liaise with waste generators. At least 2,000 permanent jobs were created.

Did the approach lead to new ways of linking providers and beneficiaries? • New approach to communicating with key stakeholders, New R&D

approaches:- Pre-processing waste technologies employed to produce alternative

fuels suitable for use in cement operations.- Cement process operations redesigned allowing use of lower grade

resources without impacting processes and product quality.- new set of quality and environment controls implemented to avoid

adverse impact on the local population and employees.


What were the ecological, social and/or economic impacts? What is a main strength of this approach?• Reduces overall environmental footprint • Solves waste problems at local level at a lower cost to industry/

communities• Reduces dependency of industry on energy and resources • Improves industry’s competitiveness • Offers a safe and environmentally-friendly solution to hazardous waste

such as POPs and PCBs.

What is of particular interest or innovative?• Mindset change among stakeholders: waste being a “risk” to an

“opportunity” • New process development allowing RIIs to use low-grade resources,

waste being an example.

How did you judge if you had been successful? • co-processing concept is recognised by major NGOs and international

organisations• countries are developing legislation for the co-processing of waste in

cement operations.

What is the net present benefit to society that this approach reasonably expects to deliver or is delivering? (value today of the approach benefits minus value of its costs)• < 20m tons of waste are currently co-processed (Holcim: +/- 7m tons/

year – mainly hazardous)- This approach has potential to grow:- Waste portfolios where more R&D is needed: municipal solid waste,

sewage and dredging sludge, pharmaceuticals, etc.- End-product portfolio by optimising the use of low-grade resources

in the production of new cementitious products - Co-processing to more RII’s processes


Contact Paula Eskola

MotivaUrho Kekkosen katu 4-6 A

00100 Helsinki, Finland+358 40 5552961

[email protected]://www.motiva.fi/en/

Organisational background:Motiva is a state-owned impartial expert company promoting efficient and sustainable use of energy and materials.

Motiva Development of Finnish material efficiency audit methodology and programme - current status and case studies


Motiva is developing a material audit model for businesses, with the intention of improving the company’s materials usage resulting in cost savings and environmental benefits. The aim is to draw up a general model applicable to all business sectors, to be used by companies with the help of consultants (auditors). The development of the model is ongoing, with pilot companies and consultants making use of the experiences gained.

The three finished case studies in pilot companies (a tap manufacturer, a plastic pipe manufacturer and glass balcony manufacturer) have proven the methodology functional and effective in allowing considerable savings in materials as well as reducing direct and indirect costs related to materials use and processing.

Besides the audit model, Motiva is also preparing a material efficiency audit programme for Finland. The objective is to have a subsidised programme in which authorised auditors perform the auditing using the audit model. The auditors report the results to the company and Motiva for evaluation. After Motiva’s approval of the report, the subsidy is paid to the company. The main results are collected in a monitoring system, from which the results and benefits of the programme can be evaluated and reported on, for example, an annual basis. In the development of the programme, Motiva uses its long experience of and knowledge related to Finland’s Energy Audit Programme, which it has run since the beginning of the 1990s.

This work also supports the natural resource strategy process which is ongoing in Finland. The Natural Resource Strategy was published in 2009 following the Natural Resources Report submitted to Parliament by the Finnish Government in 2010. The report was prepared under the supervision of the government’s ministerial working group on climate and energy policy. The report defines a vision for 2050, with Finland seen as pioneering the development of a responsible natural resource economy. The report is currently under discussion in the Finnish Parliament (February 2011).


Material auditing is a systematic way of developing an overall picture of a company’s material flows and the costs related to them. The main benefits of material auditing for the company are the financial, material and environ-mental savings from the concrete measures suggested in the audit report. The savings potential, feasibility and benefits of the measures are evaluated and the measures are prioritised so that implementation is made as easy as possible for the company. The company can also benefit by gaining a more positive image by using the results in its marketing campaigns.

The experiences gained so far in the case studies are very promising. From a company point of view, the method gives a new perspective on the importance of waste materials, as it reveals all of the actual direct and indirect costs generated during production. The average yearly savings potential identified in the pilot companies was several hundred thousand euros. Based on the audit results, it is easy for a company to implement the improvements and to integrate them into the continuous process of improving its operations.

A subsidised material efficiency programme would enable the monitoring of the results (cost savings, environmental benefits) at a national level. It would also naturally encourage the wider implementation of audits, and enable quality control of auditing. Society would benefit from the reductions in natural resource and energy use as well as lower GHG emissions, which could be reported at a national level. This would also make national target-setting possible.

Brief descriptionMaterial efficiency audit aims at cost savings and environmental benefits by providing means of identifying potential material savings in production processes. Target AudienceIndustry, researchers, environmental experts and consultants, government KeywordsMaterial efficiency auditing, material efficiency programme, natural resources strategy for Finland, material cost savings, MFCA (material flow cost accounting)

Supporting infoLinks to two material audit case-studies: http://www.motiva.fi/files/3663/Case_Oras_Oras_discovered_savings_op-portunities_through_material_audit.pdfhttp://www.motiva.fi/files/3664/Case_Uponor_Waste_materials_cost_money.pdf Completed or Ongoing?Project is ongoing. Some case studies have been completed and some are still ongoing.


Contact Mervyn Jones

(WRAP) Waste & Resources Action Programme

The Old Academy, 21 HorsefairBanbury, Oxon, CV36 4FD, UK

+44 1295 [email protected]

www.wrap.org.uk

Brief descriptionTo help the UK move further and faster towards a zero waste economy by increasing the reuse and recycling of high environmental impact products and materials. Target AudienceDesigners, manufacturers (and the supply chain), consumers, collectors, reuse and recycling organisations, reprocessors and policy makers/funders. KeywordsMarket development, reuse, recycling, products, materials

Supporting infowww.wrap.org.uk Completed or Ongoing?Ongoing Business Plan 2011-2015

Organisational background:WRAP’s role is to help and support businesses and individuals to reap the benefits of reducing waste and using resources in a more efficient way.

Waste & Resources Action Programme(WRAP)Reusing and recycling priority products and materials


A closed-loop economy is one which optimises the economic and environ-mental benefits from closed-loop recycling of resources from the UK’s waste stream. WRAP’s Products & Materials programme deals with the supply and demand for closed-loop products and materials by:

• Developing infrastructure to facilitate the repair and reuse of discarded key products and materials

• Developing markets and encouraging demand for key RE products and materials through procurement

• Increasing support for recycling and the supply of recycled content for sector voluntary agreements will a key priority

• Key products materials include textiles, electrical goods and packaging (plastics and glass).

Improving resource efficiency in products and materials requires changes in both consumption (using less and reusing) and production (greater resource efficiency, avoiding the use of primary resources by using recycled content, less production and supply chain waste) of the products and materials within them. Barriers:

• The failure to collect or sort materials and products to sufficient a standard to avoid costs further down the supply chain or allow closed-loop use. Mainly the fault of an information failure leading to imperfect market operation and competition around supply and sourcing of materials. Lack of knowledge about producing high quality materials and imperfect market operation, for example the absence of specifications/the ability to test, means that suppliers are unable to demonstrate that their materials are of superior quality.

• A lack of demand for some outputs e.g. those that are still wastes, coupled with the inability to compete on price with overseas demand/lack of financial incentives to increase recycled content and to access feed-stocks of a suitable quality. These are mainly information failures around lack of confidence in the quality of materials and an unproven case for UK closed-loop versus export.

• There is a lack of financing to invest in reprocessing capacity due to the perception of risk and also a lack of capacity to process residual ‘other’ fractions. The market failure varies by material and product but is typically caused by lack of information and /or barriers to market entry for new facilities and technologies.

The Programme relies heavily on engaging with partners in the business environment to commit to delivering the behavioural change required to achieve the impacts.WRAP uses a variety of initiatives (e.g. voluntary sector agreements, demon-strations and trials, and business support) with industry sectors to achieve the desired outcomes.


Outcomes are measured in terms of diversion from landfill, avoidance of virgin resource use, carbon savings and business benefits (£ Gross Value Added).WRAP judges success based on the delivery of the published Business Plan targets (http://www.wrap.org.uk/wrap_corporate/about_wrap/our_impact.html).Critical success factors include:

• more priority materials recycled into closed-loop applications either in the UK or overseas;

• commoditising wastes and commitment to high quality sorting and reprocessing;

• greater commitment from users and purchasers to procuring and disposing in a way that enables closed-loop applications to compete equitably;

• increased recycled content in closed-loop materials, products and manufacturing.

WRAP consults widely on its Business Plan and reports independently verified progress against delivery.


Brief descriptionRecycling, waste prevention and ecodesign are all well-known approaches to resource efficiency, but what level of material savings can actually be achieved through these three approaches? This study, performed for the European Commission, assesses the extent to which recycling, waste prevention and improvements in product design contribute to overall material use and material productivity in the EU. Target AudienceManufacturing firms, designers, policy-makers KeywordsRecycling, waste prevention, ecodesign

Supporting infohttp://eu-smr.eu/reseff/introduction.php Completed or Ongoing?Completed

Organisational background:BIO Intelligence Service (BIO) is one of Europe’s leading consulting firms specialising in environmental studies, energy efficiency and health.

Contact Adrian Tan / Shailendra Mudgal

BIO Intelligence Service20-22 Villa Deshayes75014 Paris, France+33 (0)1 53 90 11 80

[email protected] / [email protected]

www.biois.com

BIO Intelligence Service The many paths that lead to resource efficiency


Recycling, waste prevention and ecodesign are typically mentioned as the main strategies for achieving resource efficiency. But how much material and cost savings can they actually bring?

A wide variety of different methods to achieve resource efficiency, such as lean production, reuse, repair, refurbishment, remanufacturing, sustainable consumption, design for recyclability, product lightweighting and design for longevity, have been proposed. With only a fraction of raw materials actually being used in final products, there certainly seems to be the potential to make our production and consumption processes more efficient. Companies enthusiastically declare how much they have managed to save after applying a certain methodology or approach that leads to resource efficiency. yet, even with these approaches we are far from a closed-loop material society.

This case study is the first quantitative analysis of the extent of the material savings that can actually be achieved in the EU with current resource efficiency best practices. It considers different approaches to material productivity for the main material streams: metals, minerals, biomass and fossil fuels. The contri-butions to resource efficiency of recycling, waste prevention and ecodesign were estimated on the bases of material flow analysis, waste statistics and a review of state-of-the-art practices.

At present, recycling has made by far the largest contribution to material savings (4-10 per cent of total material throughput) compared to waste prevention and product design. This is due to clear policy targets and a well-established industry for secondary metals. Although recycling still holds great potential, if new business models for sustainable consumption and production were com-mon, waste prevention approaches would have the greatest potential to reduce waste and overall material consumption. Waste prevention approaches cover a wide range of methods, such as lean production, lean construction, reuse, re-pair, refurbishment, remanufacturing, product/service-systems (PSS), resource management and consumption based on sufficiency. With both recycling and waste prevention, product design is key to achieving greater resource efficiency.


All of the different approaches to resource efficiency have demonstrated that it is possible to conduct business by saving materials and money at the same time. The use of materials is related to environmental impacts at each life cycle stage. The less need there is for raw materials, the lower the resulting envi-ronmental impacts. Material and waste reductions are directly linked with cost savings. With threats of higher commodity prices and the scarcity of certain raw materials, resource efficiency in business can also contribute to improved competitiveness and security of material supply.

Despite these benefits, it is not straightforward for companies to become resource efficient. Some strategies for resource efficiency are better suited to certain types of products and businesses, while others may result in the opposite effect: increased resource use. Before a company chooses to proceed with a certain type of resource efficiency strategy, it must carefully consider the entire production and consumption system it is part of. It also has to involve its business partners, suppliers and customers, and ensure that all of the actors along the value chain are motivated to become more resource efficient in their activities.


Brief descriptionSustainable consumption and production (SCP) is about adopting more environmentally friendly and socially just ways of designing, producing, using and recycling products and services. There are no longer regional boundaries because of the globalisation of supply chains, and therefore co-operation between the EU and emerging economies, especially the growing manufacturing hub in Asia, is essential. Target AudienceSMEs, business membership organisations, service providers KeywordsGlobal supply chain (Europe – Asia) – sustainability - replication mechanisms

Supporting infowww.switch-asia.eu Completed or Ongoing?Ongoing

Organisational background:SWITCH-Asia Network Facility – implemented by the UNEP/Wuppertal Institute Collaborating Centre on Sustainable Consumption and Production (CSCP) – is set up within the EU-funded SWITCH-Asia Programme on Sustainable Consumption and Production to maximise its impact by effective knowledge sharing and dissemination, and networking.

Contact Frans Verspeek

CSCP – SWITCH-Asia Network FacilityHagenauerstrasse 30

42107 Wuppertal, Germany+ 49 202 459 58 14

[email protected]


The goal of the European Commission’s SWITCH-Asia programme is, through promoting sustainable growth, to contribute to economic prosperity and poverty reduction in Asia and to the mitigation of climate change. More specifically, it aims to promote sustainable products, processes, services and con-sumption patterns in Asia by improving co-operation with retailers, producer and consumer organisations, financial institutions and public sector authorities.

Through a combination of grant-funded projects, networking and policy support, the programme aims to achieve:• Increased use of environmentally friendly technologies and practices by

SMEs;• Increased production and consumption of “green” and “fair” products;• Improved overall resource efficiency and reduced greenhouse gas (GHG)

emissions;• A move from demonstration to replication in SCP practices;• A norm shift in policymaking towards sustainability;• A strengthened SCP-related regulatory framework.

Many of the tools and technologies needed to implement SCP practices are already available today. The challenge is now to create better access and support for SMEs (and consumers) to replicate them on a large scale. SWITCH-Asia is focusing on identifying and disseminating the knowledge necessary for the replication of such practices. At present, 30 projects are ongoing in 15 Asian countries (with Asian and European partners): projects focusing on sustainable production (e.g. sector-oriented projects on cleaner production, green technology projects and Design for Sustainability projects), on sustainable consumption (e.g. Eco-labelling, Fair Trade and Green Public Procurement), and with a mix of both angles. Details of all current projects can be found on www.switch-asia.eu.

SWITCH-Asia is logically interested in individual project-oriented impact achievements. However, the overarching goal of the programme is to gain greater insight into the change and replication mechanisms that would be particularly successful in reaching out to the large number of SMEs that still require support.

As such, thematic studies have been conducted (to be updated in forthcoming years) to examine which replication mechanisms can enhance sustainable consumption and production, to investigate the possible roles of service providers, policymakers and financial institutes, and to identify the driving forces behind market pull (esp. via the supply chain). Initial reports are down-loadable from the website detailed above.


The projects in the SWITCH-Asia programme are still ongoing and, despite the explicit focus on sustainable consumption and production, there remains a great variety of sectors and themes addressed and thereby also a wide range of envisaged impacts. However, of crucial importance within the programme is the emphasis not only on outputs and/or outcomes – too often the limited focus of project-based work – but also on explicitly paying attention to both the direct and indirect impacts, thereby overcoming the so-called ‘attribution gap’, and how to up- and out-scale.

CSCP - SWITCH-Asia Network Facility How to replicate and upscale successful sustainability approaches and methodologies in a global context?


Contact Shane Colgan

Environmental Protection Agency Richview, Clonskeagh Road

Dublin 14, Ireland+353 1 268 [email protected]

www.epa.ie


Environmental performance is fast becoming a marketing tool and there is an increasing demand for environmentally sound products and services both in the EU and across international markets. The Environmental Protection Agency launched the Cleaner Greener Production Programme (CGPP) in 2001 as a grant scheme to encourage Irish organisations to implement cleaner greener practices. The philosophy of the programme is that preven-tion is better than cure. The projects challenged organisations to produce goods and services in more environmentally friendly ways, targeting the minimisation of emissions through cleaner production methods. The objective was to achieve a balance between economic activity and protection of the environment.

Since 2001 the EPA has committed over €7 million to 89 organisations that have received part funding for demonstration projects under this programme. Companies commit to developing demonstration projects that reduce their environmental impact and are applicable across the business sector. Over half of the projects involved manufacturing processes, although organisational practices and product design were also significant areas. The key areas being tackled are materials reduction (35 percent) and waste minimisation (29 percent) and reuse (20 percent).


Overall, the impact of the CGPP is profound, but also sustained. The over-whelming majority of firms continue to maintain their CGPP funded project, with 76 percent of organisations continuing to see a benefit. 43 percent of organisations have extended their CGPP project post-funding. 33 percent of organisations have gone on to develop further initiatives.

A survey of a number of Phase 2 of the CGPP demonstrated that Cleaner Greener Production brings both environmental and economic benefits. Significant improvements, both environmental and economic, have been made including:• €1.6 million cost savings per annum to the 22 participating organisations

from an EPA commitment €1 million;• 250,000 tonnes per annum reduction in water usage and wastewater

arisings;• 660 MWh per annum energy reduction.

The drivers for the uptake of cleaner production practices are (i) demand from customers for environmentally sustainable goods and services; (ii) meeting the demands of regulation and (iii) cost advantage from achieving better efficiency in resource use. There is growing evidence that adoption of cleaner production practices has a positive impact on key competitiveness indicators of cost, quality and speed.

Environmental Protection Agency (Ireland)Cleaner Greener Production: protecting the environment and cutting costs

Brief descriptionThe EPA’s Cleaner Greener Production programme has funded 80 organi-sations to carry out ‘prevention’-focused projects to increase resource efficiency and move towards sustainable consumption. Working across a range of sectors, participants in the programme have demonstrated signifi-cant reductions on environmental impact along with real savings to their cost base. Target AudienceBusiness, policymakers, funders KeywordsPrevention, sustainable consumption

Supporting infowww.cleanerproduction.ie Completed or Ongoing?Ongoing

Organisational background:In Ireland, the Environmental Protection Agency protects the environment through its regulatory, monitoring and research funding activities.


led by not-for-profit third sector organisations and supported by private sector companies. We provide the North West with a cost-effective vehicle for turning local and regional environmental and economic strategy into practice. Last year we completed one £9 million resource efficiency project and launched another, which is now running until 2013. Our practical, expert advice has helped more than 10,000 businesses to make substantial financial, environmental and carbon savings by turning environmental pressures into competitive advantages.

How we help: We target SMEs, which need the most support, reaching around 1,000 per year. We remove barriers to engaging them in environmental performance improvements by offering support across a wide range of issues, from risk to reward. We don’t just focus on energy but on materials, water and waste as well, and we cover the full spectrum of improvements from eco-design to process efficiency, sustainable procurement, carbon footprinting, climate change adaptation and more.Our support is about long-term help, not one-off interventions. Through ongoing skills transfer we turn business awareness into action, ensuring that changes are sustained. We offer one-to-one, on-site support, and encourage companies to get together and share best practice at training and networking events. We also provide electronic information updates through our fortnightly Green Intelligence service, and free access to our bespoke ENWORKS Online Resource Efficiency Toolkit, an online tool which helps busy managers to prioritise, manage and report on improvement opportunities and savings. All the financial and environmental savings that we report are recorded in this Toolkit, giving us a robust audit trail and the ability to report real-time data on our savings.

Our impact:ENWORKS is helping businesses to make the following annual savings (these include those already achieved, as well as those identified and in the process of being implemented, all of which are recorded on the ENWORKS Efficiency Toolkit):• £136 million cost savings (£30.3m achieved, with £16.7m of this

at zero capital cost)• 721,000 tonnes of CO2e (123,000 tonnes achieved)

• 5.8 million m3 of water (1.6m m3 achieved)• 3 million tonnes of materials (2.4m tonnes achieved)• 406,000 tonnes of waste diverted from landfill (100,000 tonnes achieved).

These have already accrued to give over 412,000 tonnes of CO2e savings and £86.1 million cost savings to date. Our support has also helped to generate more traditional socio-economic outcomes such as:• 3,000 people supported with tailored environmental training • 7,389 jobs safeguarded and created• £221 million of sales contracts retained and secured

Value for money:The independent evaluation of our most recent three-year project, which ended in 2010, shows our support as the most cost-effective regional programme of its type, with positive performance results against the aggre-gate data for the UK’s national environmental support programmes too. The net additional GVA from this activity is currently being calculated and stands at over £120million.

Influence and recognition: ENWORKS celebrates its tenth anniversary in 2011. Throughout the last decade our work has been repeatedly scrutinised by independent bodies and recognised at a regional, national and international level. We have re-ceived 12 separate accolades, spanning awards for sustainable regeneration, sustainability training, the use of ICT to drive sustainable development, and economic and environmental impact, including the Ashden Award for Energy Efficiency in 2007. As well as direct business support, ENWORKS champions the sustainable business agenda and influences policy development in the UK and beyond. In the last two years we have commissioned a survey of business attitudes to resource efficiency, held a national conference on business resource efficiency, launched the www.enworksinabox.com website for sharing our learning and best practice, and hosted the Northwest Business Environment Awards 2010.ENWORKS empowers businesses to convert environmental pressures into competitive advantages and demonstrates that economic growth can be decoupled from environmental degradation. By doing so, we are pioneering the way in helping North West businesses make the transition to a low-carbon future.

Brief descriptionENWORKS is a unique partnership of organisations delivering significant economic benefits through cost-effective environmental advice and support to businesses in England’s North West since 2001. Target AudienceBusinesses in England’s North West KeywordsResource efficiency, increased productivity/competitiveness, environmental risk management

Supporting infoFurther information about ENWORKS is available at www.enworks.com. All ENWORKS resources, including independent evaluation reports, are available online at www.enworksinabox.com. Completed or Ongoing?Ongoing The most recent evaluation report is reaching completion and will be published on www.enworksinabox.com shortly.

Organisational background:ENWORKS is a unique partnership comprising an independent governing board, a central co-ordination team and a network of delivery organisations providing environmental support to North West businesses.

General DescriptionWhat was the problem and how did you tackle it?ENWORKS was established in 2001 as a positive response to the significant market failure in business resource efficiency and the challenges of climate change, resource scarcity and security of supply. Access to environmental advice in the North West used to be fragmented, muddled and inconsistent, with no learning from one project to the next. Our goal was to remove duplication from the marketplace and banish the postcode lottery of support; to establish a network that delivers cost-effective, accessible and high quality support that is locally embedded, co-ordinated regionally and linked into national initiatives.ENWORKS is a ground-breaking three-tier partnership. Governance is provided by an independent board of regional influencers, policymakers and business leaders; our work is co-ordinated by a central management team, operating as a centre of excellence in environmental business support; and our support programmes are delivered through a network of providers,

Contact Shane Colgan

Environmental Protection Agency Richview, Clonskeagh Road

Dublin 14, Ireland+353 1 268 [email protected]

www.epa.ie

Category 3ENWORKSTurning environmental pressures into competitive advantages for North West businesses


Brief descriptionThe project aims to provide an overview and analysis of resource efficiency policies in European countries, including strategies, action plans, institutional set-up, policy instruments, strategic objectives, targets, indicators and information needs to strengthen the knowledge base for further development of resource policies. Target AudienceEuropean policy-makers KeywordsResource efficiency policies, strategies, action plans, policy instruments.

Completed or Ongoing?Ongoing

Organisational background:The European Topic Centre on Sustainable Consumption and Production (ETC/SCP) is a consortium of eight European partners working under contract with the European Environment Agency (EEA), providing the information necessary to enable policymakers to develop efficient and scientifically sound legislation.

Contact Mikkel Stenbæk Hansen

European Topic Centre on Sustainable Consumption and Production (ETC/SCP)

Højbro Plads 41200 Copenhagen K, Denmark

+45 7254 [email protected]

http://scp.eionet.europa.eu

Category 3European Topic Centre on Sustainable Consumption and Production (ETC/SCP)Resource Efficiency Policies in European Countries


Resource efficiency has become one of top environmental priorities since the topic was identified as one of the seven flagship initiatives in the Europe 2020 Strategy published in March 2010. A number of related policy processes are also under way. The 2005 Thematic Strategies on Sustainable Use of Resources and Prevention and Recycling of Waste are under review, while the 2008 SCP Action Plan is due for review in 2012. In summer 2011, a Communi-cation on a roadmap for resource efficiency is expected. Meanwhile, a number of countries have already focused on resource use and resource efficiency for quite some time, and gained valuable policy experience.

This project aims to capture and disseminate that national experience in policy development by providing an inventory of initiatives, instruments and targets, reviewing the approaches used and identifying other information needed to strengthen the knowledge base for the further development of resource policies.

The specific objectives of the project are to:• Assist EEA member countries in designing and implementing policies on

sustainable resource use and resource efficiency; • Support the EC flagship initiative on resource efficiency, the revision of the

EU SCP Action Plan, the review of the Thematic Strategy on Sustainable Use of Resources and the overall development of policies on resource efficiency by expanding the knowledge base on policy approaches, instruments and targets;

• Engage the EIONET (i.e. NRC/SCP and NRC/Waste) in interaction on this priority topic.


The outcomes of the project include:• Country profiles (self-assessments) for 30 European countries describing

state of play in each country with respect to resource efficiency policies (e.g. an inventory of initiatives, policy objectives, instruments, targets and indicators, institutional set-up etc).

• Summary report presenting and analysing trends, similarities and differ-ences in policy responses, examples of good practices, and gaps in the knowledge base.

• A session on the knowledge base for resource efficiency during the 2011 EIONET workshop (or in a separate meeting/workshop) to discuss and agree potential follow-up to the initiatives.


• What resources were required? Financial resources were required (880,700€, 42 per cent through the

LIFE+ programme), as well as human resources and capacity building.

• Which barriers, risks, constraints, did you encounter during development and implementation stages and how did you overcome them?

The current socio-economic context limited the availability of some indus-trial managers to actively take part in the project, due to severe budget cuts and staff reductions. Awareness among industrial managers of the potential of their wastes to be used as alternative resources was also low. These constraints were tackled by the project team through workshops and direct discussions with the managers.

• Did the solution imply new organisational or business models? The business model promoted by ECOREG is a new approach on

resource consumption, looking at wastes and at any surplus material or facility as potential resources for other activities.

• Did the approach lead to new ways of linking providers and beneficiar-ies?

Companies coming from a very diverse range of industries worked together to find new ways to increase efficiency of their activities.

OutcomesEnvironmental, social, economic impactsEnvironmental impact: Minimizing the impact on the environment through the reduction of virgin resource consumption, waste generation and discharges to the environment, the reduction of greenhouse gas emissions, in addition to improving landscaping aesthetics by removing uncontrolled waste deposits (especially on river banks). Economic impact: Reducing production costs by processing waste (cheaper than raw materials), reducing waste disposal costs, reducing penalties for envi-ronmental non-compliance, and economic benefits through the sale of waste.Social impact: Safeguarding jobs in crisis conditions strongly felt in the pilot area and redefining the business’s strategy in order to develop a new organisational culture, suited to competitiveness in a European economy.

• What is of particular interest or innovative about this approach? The innovative character of this approach stems from the application

of the principles of industrial symbiosis to improve all areas of sustain-ability in a region which is among the poorest in the EU. Even within such a challenging environment, the approach still managed to deliver significant benefits in terms of resource use, with subsequent economic and social benefits.

• How did you judge if you had been successful? What evidence do you have?

- 178 units already included in the industrial symbiosis network (exchang-ing information on their resources);

- 568 resources and 200 synergies identified in the ECOREG network, out of which 39 potentially valuable synergies in progress;

- 75 completed synergies involving 13 types of waste and the reuse of 502,557 tonnes of waste.

• What is the net present benefit to society that this approach reason-ably expects to deliver or is delivering? So far, 502,557 tonnes of waste have been reused as a net result of the ECOREG project: 30,000 tonnes demolition waste, 266,533 tonnes wood waste, 205,644 tonnes sawdust, 232 tonnes food waste, 25.5 tonnes plastic waste, 20 tonnes Waste Electrical and Electronic Equipment and 2,740 tonnes stone/rock waste. Also, as a result of the ECOREG pilot, an area of 2,558 hectares of forest was preserved.

• Why would you recommend this approach? The project’s actions can be described as a means to break “the link-

ages between economic growth and resource use.”

• What kind of feedback have you had and how will this change your project in the future?

Given the significant disparities between Romania’s regions, other pilot projects will need to be established and their outputs assessed before setting up a national IS network in the future. This may require additional analysis and significant political support.

Brief descriptionECOREG is a LIFE+ pilot project designed by the Romanian Ministry of Environment and Forests. Its objective was to test the industrial symbiosis approach at regional level, based on the model implemented in the United Kingdom through the National Industrial Symbiosis Programme. The approach entails setting up a network of economic units who exchange all types of resources (wastes and by-products, but also excess space, expertise, equipment, production capacity etc.) with the overall aim of limiting resource consumption and reducing costs. Target AudienceEconomic units, local authorities dealing with waste management, R&D units KeywordsIndustrial symbiosis (IS), resource efficiency, collaborative approach

Supporting infohttp://www.nisp-ecoreg.ro Completed or Ongoing?Ongoing

Organisational background:The Ministry of Environment and Forests is the main national authority for environmental protection in Romania.

General DescriptionWhat was the problem and how did you tackle it?The core idea was to set up a network of entities (mainly industrial) in the North-Eastern Region of Romania, in which waste and by-products resulting from one production cycle enter another, creating “synergies” between various entities from traditionally separate industries or activities.

• The objective of this approach is to develop a network of a minimum of 200 entities at the level of the North-Eastern Region of Romania, exchanging resources in a collaborative approach to resource efficiency.

Contact Iulia Degeratu

Ministry of Environment and Forests12 Libertatii Blvd., District 5

Bucharest 040129, Romania+40 754 231 184

[email protected]

Category 3Romanian Ministry of Environment and ForestsTesting industrial symbiosis to promote resource efficiency


Brief descriptionThe Scotch Whisky industry is synonymous with the pristine environment we draw from for our raw materials and we pride ourselves on looking long-term. It was natural, therefore, for the industry to wish to take a long-term view on its sustainability and the sustainability of the resources it relies on. This session will explore how an industry worked together, non-competitively, to set itself stretching performance goals and how the industry is delivering on its commitments. Target AudienceGovernment (EU & UK) and other policy makers, regulators, supply chain and providers of technology and other solutions. KeywordsIndustry collaboration, life-cycle analysis, continued industry innovation and investment

Supporting infohttp://www.scotch-whisky.org.uk/swa/106.html Scroll down to ‘Environmental Strategy’ Completed or Ongoing?An ongoing project with targets set to 2050.

Organisational background:SWA is the trade association for the Scotch Whisky industry. Our 56 members account for more than 90 per cent of production and sales of Scotch Whisky.

Contact Julie Hesketh-Laird

Scotch Whisky Association20 Atholl Crescent, Edinburgh

EH26 8JB UK+44 (0)131 222 9206+44 (0) 7738 696264

[email protected] http://www.scotch-whisky.org.uk

Category 3Scotch Whisky AssociationSustainable Scotch: How a whole industry got behind a sustainability agenda


We have developed for Scotch Whisky what is arguably the most ambitious voluntary environmental sustainability strategy of any single UK manufacturing sector. It aligns the individual ambitions of members and identifies specific, measurable collective goals in areas where the industry has the biggest impact and where we have the biggest influence to deliver change. The goals go beyond compliance, reflecting consumers’ expectations of world-class brand owners’ environmental behaviour. The strategy is far more than a collection of good-news stories. It is a firm programme of action, supported by the whole sector.

Shaping the strategy took over two years, working with industry specialists to identify what is achievable but stretching. We gained CEO-level commit-ment from members and the wider industry and took soundings from third party experts and stakeholders. The strategy is a signal of our commitment to stakeholders. It allows us to take a credible lead with the Government and regulators. We were delighted that WWF Scotland warmly welcomed our announced goals.

A strong evidence base underpins the goals. Our industry Life Cycle Analysis (LCA) makes a comprehensive assessment of our impact (2008 baseline) - the most complete assessment of any sector, we believe.

Strategy goals will be achieved through improved operational efficiency and continued investment in innovative technologies, with an emphasis on low-carbon energy. We already make more Scotch Whisky than ever before, using less energy to do so. Production has increased by over 20 per cent over the last decade, yet energy efficiency has improved by a similar amount – a great achievement. Our strategy, however, drives a step-change beyond energy efficiencies, encouraging a total shift towards decarbonisation.

Rather than react to emerging legislation and trends, our strategy has put us ahead of the game and in line with Scotland’s own ambitious climate change goals. The Scottish Government has recognised that we are the first sector to commit to Scotland’s climate change targets. The fossil fuel reduction goal in our strategy amounts to an annual saving by 2050 of over 750,000 tonnes of carbon dioxide - equivalent to taking 235,000 cars off the roads.


We have committed to report annually on our progress. A significant industry data collection exercise culminated in the release of our first report to stake-holders in December 2010.

We have already seen tangible impacts on our own performance and that of our member companies as a result of the strategy. The programme has put environmental sustainability at the heart of company decision-making, with industry investment of over £100m being approved in environment-related improvements over the last two years. This includes the £50m new Roseisle Distillery on the Moray Coast (recovering 85 per cent of its energy requirements and 95 per cent of its water demand) and the Combination of Rothes Distillers plans to create a combined heat and power plant fuelled by biomass using distillery co-product to generate 7.2 megawatts of energy, the equivalent of powering 9,000 homes, most of which will be exported to the national grid. The presentation for the 22 March event will explore further industry examples of research, innovation and investment.

One important outcome of the initiative has been that we are seeing evidence that companies are beginning to move away from the traditional ‘ROI’ model, where returns would traditionally be expected around three years after an investment made, with expectations that return periods might be longer in future.

The project has been (and remains) a journey. Far from the strategy launch being the end of the process, it has been just one milestone on the route to sustainability. Through the SWA, companies are now collaborating and sharing sustainability information and best practice better than ever in a pre-competitive manner.

Feedback on our approach has been overwhelmingly positive, with the UK and Scottish Governments supportive of our initiative. It has offered us opportunities to engage with policy makers and regulators early in their decision-making processes to help them understand any business angles to policy decisions.


Brief descriptionWhat does resource efficiency mean in the context of sustainable construction? Practical examples reveal that sustainable solutions go much further than just zero energy, zero carbon, or zero emissions. Resource-efficient con-struction offers a re-framing of the sustainable construction debate; it means using the existing building stock in a way that optimises resource use (i.e. through renovation and urban mining) and constructing new buildings with less resource-intensive materials, new technologies and new approaches to design. We are gathering expert opinions on the challenges facing resource efficient-construction today and in the future - your opinion matters! Target AudiencePolicymakers, SMEs and eco-innovation and construction experts interested in actively participating in our ongoing surveys and upcoming workshop about the future direction of the construction sector. KeywordsSustainable construction, systems thinking, renovation

Supporting infowww.eco-innnovation.eu Completed or Ongoing?Ongoing

Organisational background:The Wuppertal Institute is an environmental research institute and think tank dedicated to providing applied sustainability research. The Eco-Innovation Observatory is a platform for the structured collection and analysis of an extensive range of eco-innovation information.

Contact Meghan O’Brien

The Wuppertal InstituteDöppersberg 19,

42004 Wuppertal, Germany+49 89 28 97 90 12

[email protected] www.wupperinst.org


The Eco-Innovation Observatory (EIO) has pinpointed construction as one of the thematic areas with a huge potential for eco-innovation. A paper is in the process of being finalized that presents the resource efficiency perspective; going into depth on why it is important (e.g. the financial crisis, huge material requirements and net additions to stocks etc.), what kinds of eco-innovation it includes (e.g. eco-materials, resource-light construction, industrialized construction, urban mining and strategies to save energy by building smarter etc.) and what kinds of eco-innovation it could include in the future (presenting visions of a resource-efficient construction sector). The first results of an ongoing Delphi survey on barriers and drivers are also included in the paper, but this is an ongoing activity of the EIO. A second round of questions is being developed and a scenario building workshop is being planned for summer of 2011. The active participation of experts in construction and eco-innovation is welcome!


This approach offers a re-framing of the sustainable construction debate. Resource efficiency requires a systems-wide thinking that looks at material and energy flows over the life cycle of a building. It is a comprehensive perspective that more fully considers the trade-offs between different types of resources (i.e. materials and energy) and the functionality of the built object (social aspects). Ingenuity and eco-innovation are the processes that will enable a shift towards greater levels of resource efficiency in the construction sector, be it through added value in refurbishment or new ways of achieving greater functionality with fewer resources in new buildings.

The Wuppertal InstituteResource-efficient construction seen from a life cycle and material flows perspective


Brief descriptionWRAP has assessed the lifecycle impacts of a range of electronic products and is working to identify where impacts can be reduced through reducing product consumption. Reduced consumption will only be financially sustain-able for the product supply chain if it can continue to generate an income from the products it deploys. This requires a different approach to business. Target AudienceProduct supply chain: manufacturers, brands, suppliers and retailers.Procurers of products: public sector, businesses and householders. KeywordsProduct service systems, alternative business models, product impact

Supporting infowww.wrap.org.uk/retail_supply_chain/research_tools/research/report.htmlwww.wrap.org.uk/eproducts will include links to our current work in the near future Completed or Ongoing?Ongoing

Organisational background:WRAP’s role is to help and support businesses and individuals to reap the benefits of reducing waste and using resources in a more efficient way.

Contact Gerrard Fisher

WRAP The Old Academy, 21 Horse FairBanbury, Oxon, OX16 0AH, UK

+44 (0) 1295 817895 or +44 (0) 7904 528185

[email protected]


WRAP’s Sustainable Products Programme aims to identify and reduce the resource impacts of high-volume electronic products. This involved an initial assessment of available lifecycle data and is now focused on reducing resource consumption, where appropriate, through developing alternative business models such as product-service systems. Material recycling and recovery is also within the scope of this programme but is outside the scope of this presentation.

The Programme is delivered by a team of three people but relies heavily on engaging with partners in the business environment to deliver change.

Barriers:• Potential partners may not prioritise resource efficiency and can be

reluctant to share data and change business practices. WRAP often overcomes this based on its track record for bringing partners together to deliver large-scale industry changes.

• Financial barriers to alternative business models are also a factor, in particular the capital investment required to procure a “fleet” of assets. WRAP uses market interventions, such as loan support, to help partners overcome this hurdle and manage the risk.

• Users typically desire product ownership. Changing the business model may well require a change in user behaviour. For this reason it is important for partners to consider trials in product areas where ownership is less of an issue.

Improving resource efficiency in products often implies reducing product consumption. This requires a change to the business model if suppliers are to continue to generate a similar turnover and profit.WRAP has a variety of initiatives in progress with a number of major com-panies. Each of these is likely to require a different approach between the supplier and the retailer.


Evaluating impacts of alternative business models is currently in progress. WRAP anticipates there will be significant resource benefits across a range of products, especially those that contain a high proportion of high value circuit boards.

Using alternative business models to reduce the requirement for products helps to insulate suppliers from changes in raw material supply markets. In particular, where “strategic resources” are required for a product, a supplier can reduce its need for these materials by reducing product turnover and more effectively recovering assets at the end of their useful life.WRAP will judge success based on retailers delivering trial alternative business models over the next year. Initially these are likely to be simple leasing operations. WRAP is currently working with a number of retailers to set up trials.

It is difficult at this stage to estimate the ultimate benefit arising from this work. However, WRAP’s programme has clearly identified a range of products for which reducing consumption would deliver real production resource savings, and will quantify those savings during trials.WRAP has received a range of feedback on its work. Some partners are more cautious and do not see how alternative business models would fit with their existing businesses. Others are more progressive or clearly see a link to their corporate identities and sustainability objectives.

Waste & Resources Action Programme(WRAP) Developing business models to reduce product consumption impacts: WRAP’s perspective

3410th European Forum on Eco-innovation Case-Studies

your notes:

The forum is organised with the support of :The Technology Strategy Board, West Midlands European Service and Birmingham City Council

European Commission

The paper used in this product is manufactured from managed forestry and is FSC certified.

For further information

Visit the official ETAP website for latest information on:• Policy and Actions• Innovative Technologies• Fund resources• Links and forthcoming events• ETAP news and other communication tools

Contact information

Directorate-General EnvironmentUnit Life Environment and Eco-InnovationTel: +32 (0)2 296 48 88http://ec.europa.eu/environment/etapContact: [email protected]

Green Economy Eco-Innovation - European...

Documents

Transcript of Green Economy Eco-Innovation - European...