Industrial Symbiosis Best Practices

Industrial Symbiosis Best Practices

Synergy in Action: Unlocking the Power of Industrial Symbiosis for Sustainable Innovation

Go deeply into the Best practices

10

best prACTICE 1. ict-aice (sPAIN)

Development of projects to utilise waste from different sectors as raw materials in the ceramic industry

iMPLEMENTATION

They work in close cooperation with public and private actors (regional goverment, clusters, etc.)

parTNERSHIPS

Raw material savings, reduction in CO2 emissions or cost saving are some examples of its impact.

IMPACT

Lack of cooperation of companies, lack of IS facilitator figure, lack of resources, etc.

CHALLENGES

Agriculture, construction, transport are examples of sectors to scale up IS processes

replication

best prACTICE 2. TIRE INDUSTRIAL PARK, IZMIR (TÜRKIYE)

Use of the waste from dairy factories and enhance resource efficiency

iMPLEMENTATION

The lead company TOSS have created synergies with several companies in the park.

parTNERSHIPS

Waste reduction, reduction of CO2 emissions, job creation are some examples of its impact.

IMPACT

High Chemical Oxygen Demand values were initally detected during the IS application.

CHALLENGES

This model could be replication in other industrial zones, spceially in those one with dairy production.

replication

best prACTICE 3. manresa in simbiosi (spain)

First Catalonia IS pilot project, to demonstrate the potential of collaborative resource management.

iMPLEMENTATION

Business association, several public actors and private organisations were involved in this initiative.

parTNERSHIPS

Waste reduction, energy savings, return on investment and job creation are some examples of its impact.

IMPACT

Trust and engagement of companies, technical complexity and legal barriers are some of the challenges.

CHALLENGES

This model was later expanded to the Bages region demonstrating its scalability.

replication

best prACTICE 4. chihuahua green (mexico)

Provide services to companies and public organisations that want to start CE projects through IS.

iMPLEMENTATION

In this inititative, the cooperation could be divided between promotors and facilitators.

parTNERSHIPS

Effective implementation IS facilitation offices and reduction of CO2 emissions.

IMPACT

Convincing public administrations has been the most significant challenge.

CHALLENGES

This initiative started as a city-level pilot and it has been expanded to a statewide initiative.

replication

best prACTICE 5. CLES INITIATIVE (FRANCE)

This initiative, taken place in Strasbourg, started in 2013 to enable companies in the port area to be more sustainable.

iMPLEMENTATION

Public and private organisations have been involved in this initiative.

parTNERSHIPS

Waste reduction, water conservation, cost savings, energy savings are example of KPIs achieved.

IMPACT

Convincing companies and achieving cooperation between public and private actors are some of the challenges.

CHALLENGES

Replication depends on caferul adaptation to each new context and the ability to lead initiatives consistently.

replication

best prACTICE 6. NUOVE Tecnologie arredamenti (italy)

The motivation to implement IS was a strong cultural conviction regarding the benefits of sustainability.

iMPLEMENTATION

The partnership of this initiative is made up by research partners, public institutions, cooperatives, etc.

parTNERSHIPS

Waste reduction, energy savings, cost saving, revenue and job creation are example of KPIs achieved.

IMPACT

Low market demand for sustainable products and financial constraints are some of the challenges identified.

CHALLENGES

This initiative offers a scalable and adaptable model that can be replicated in multiple industries.

replication

best prACTICE 7. proseed (switzerland)

The motivation to implement IS was to address a gap in the food production industry.

iMPLEMENTATION

Research collaborators, financial support, industrial partners and investors support ProSeed.

parTNERSHIPS

Through a roundtable discussion, several strategies to ensure long-term impact of their IS initiative.

IMPACT

Short shelf life, space constraints, financial barriers and high energy consumption are some of the challenges.

CHALLENGES

This initiative offers a potential for replication due to its modularity, adaptability, and economic viability.

replication

best prACTICE 8. INDUSTRIAL zONE tezno (SLOVENIA)

This zone strives to ensure that the zone and its entities operate in the spirit of social responsibility.

iMPLEMENTATION

The main stakeholders are the City of Maribor and the companies within the zone.

parTNERSHIPS

Job creation, reduction of energy, reduction of CO2 and reduction of waste are some of the KPIs achieved.

IMPACT

The initial challenge was setting up the joint management of the industrial zone also the maintenance of the zone.

CHALLENGES

This initiative has a top-down approach and that limits its replicability.

replication

best prACTICE 9. KOOPERATIVE 103 (SLOVENIA)

The co-op Kooperativa 103 is made up of three companies: Rok’s nut butter, Kokica and Matic Vizjak.

iMPLEMENTATION

The main stakeholders are the three companies that work together under the framewok of the kooperative.

parTNERSHIPS

Most impacts achieved are assessed on a qualitative level, further quantification pending.

IMPACT

Several technical obstacles were identified, that were in fact tackled by the setting up of the Kooperativa 103.

CHALLENGES

It is important to have a commonly available technology to create the change.

replication

best prACTICE 10. BIOVA (ITALY)

BIOVA operates through a IS model that connects all stakeholders in a sustainable ecosystem.

iMPLEMENTATION

BIOVA has established strategic relationships across various food industry and consumers’ stakeholder.

parTNERSHIPS

BIOVA’s IS initiatives have significantly contributed to waste reduction and resource efficiency.

IMPACT

BIOVA has encountered key challenges along the way and developed strategies to overcome them.

CHALLENGES

Significant potential for replication across various industries and geographical contexts.

replication

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IS implementation overview

"Manresa in Symbiosis" was Catalonia’s first Industrial Symbiosis pilot project, launched to demonstrate how collaborative resource management can reduce waste, improve efficiency, and create new business opportunities. The project aimed to transform waste into resources by fostering cooperation between industries and public entities. It focused on mapping industrial waste flows, identifying synergies, and implementing innovative Circular Economy solutions. The initiative served as a proof of concept for Industrial Symbiosis in Catalonia, demonstrating its feasibility and benefits through real-world applications.

BEST PRACTICE IMPACT

Creation of three facilitation offices: 1. Chihuahua Green City: facilitator office located in the Municipality of Chihuahua, originally created as a pilot project for IS, driven by COPARMEX Chihuahua and initially funded by the European Union Delegation in Mexico. 2. Poniente 2050: facilitation office located in the Municipality of Cuauhtémoc, covering 31 localities in the northwestern region of the state, with a focus on the primary sector. 3. Juarez Circular Hub: facilitation office based in Ciudad Juárez, a border municipality located in the northern part of the state of Chihuahua, adjacent to El Paso, TX, United States.

POTENTIAL OF REPLICATION

The IS model implemented in Manresa and later expanded to the Bages region provides a scalable and adaptable framework that can be applied to other industrial areas, regions, and even different economic sectors. Several factors contributed to the scalability of the Manresa IS initiative, making it a transferable model: • The use of databases and platforms. • The establishment of the Simbiosi Office ensured ongoing support for businesses, serving as an intermediary. • The financial backing from local government bodies.

BEST PRACTICE IMPACT

• Waste Reduction: over 11,000 tons of organic waste were estimated to be valorised through Industrial Symbiosis strategies. • Energy Savings: Generation of 12 GWh of thermal energy and 7 GWh of electric energy through biogas valorisation from landfills and water treatment plants. • Return on Investment (ROI): The energy generation initiative, which required an investment of €6,000,000, was projected to yield €1,200,000 per year in revenue, demonstrating strong economic viability. • Job Creation: The project supported local employment by engaging 50 technical workers and managers in its execution.

BEST PRACTICE IMPACT

• Maintaining industry partnerships through networking and incubator programs. • Promoting IS adoption via press, social media and stakeholder engagement. • Number of people educated or engaged in IS practices: Informed: around 200; Engaged: more than 30 • Waste reduction • 50% reduction in energy consumption, using potentially the 100% of renewable energy • Job creation: Founded as a start-up employing three team members, ProSeed has expanded to permanently employ nine specialists. .

The 10 selected best practices are presented in detail to illustrate their innovative approaches, demonstrate their positive impacts and highlight their potential for scalability and replication.

BP Presentation

To gain deeper insights into the successful implementation of IS, this section features exclusive interviews with the owners and key stakeholders behind the showcased best practices.

BP Interviews

IS implementation overview

As all members of the co-op are part of food production and processing sector, they are aware of the quantities of fruit and vegetables which are thrown away as waste yearly. The first symbiosis was established with the producer of pears. As they are not always suitable for being sold directly on the market as fruit (depending on the looks and ripeness level), the cooperative started using pears that would be discarded as biological waste to produce a spicy sauce. Another example was symbiosis with a tomato producer. The cooperative set up a new type of tomato sauce, like ketchup.Further examples of symbiosis include production of fruit smoothies based on waste bananas, strawberries and apples.

PARTNERSHIP AND STAKEHOLDERS

• Groupement des Usagers des Ports de Strasbourg (GUP)
• Initiatives Durables.
• Port Autonome de Strasbourg.
• Eurométropole de Strasbourg.
• Programme CLIMAXION.
• More than 30 companies such as Solibat.

PARTNERSHIP AND STAKEHOLDERS

• University and research centers, to promote and increase awareness and knowledge on IS. They cooperate with Sciences Enogastronomiques Pollenzo and University of Torino. • Retail Partnerships supermarket chains and social farms. • HoReCa and industrial food collaboration to find co-branding of manufactured products. • National and international food fairs as SIAL (Paris), Tutto Food (Milan), Cibus (Parma). Participation gives the visibility.

POTENTIAL OF REPLICATION

The program’s scalability is one of its greatest strengths. Initially launched as a city-level pilot in Chihuahua, it has since expanded into a successful statewide initiative, demonstrating its potential for broader application. The lessons learned and the experience gained throughout its implementation have provided a solid foundation to serve as a replicable model for other regions. This structured approach ensures that investment and effort yield meaningful and lasting results, rather than remaining isolated within a single location.

BEST PRACTICE IMPACT

• Reduction of 168 rounds of waste collection transports. • Annually the reduction of CO2 (14 tons). • The reduction of energy lowers the consumption of fuel by 4.370. • So far 7 jobs were created for the implementation and monitoring the Smart City Platform. • Almost all 4000 employees at the companies within the industry zone were introduced to the pilot project as awareness raising. • The living lab set up at the industrial zone was a perfect platform for collaboration of academia and industry. .

IS implementation overview

By managing the zone, the institute is a sort of a platform within the zone, which brings together the stakeholders within the zone to participate in modern energy solutions that emphasize the green transition and Industrial Symbiosis. One such project was piloting the Smart City Platform for which the Industry Zone became a pilot area. By introduction of IoT technologies in the processes of managing waste in the zone, the digital support for analysis the waste generation was set up, which is used by producing companies in the zone, which can thus better analyse their material flows and identify the valorise the waste of other companies as the first step of the symbiosis among the companies.

IS implementation overview

One of the main objectives of this initiative is to create a sustainable cycle by converting wastewater generated from production processes into energy through anaerobic wastewater treatment systems for biogas production. Additionally, the organic sludge from the wastewater treatment plant is recovered in the biogas facility to generate energy, after which it is used for fertilizer production, contributing to soil improvement in the agricultural sector. As a result of this process, expenses related to waste and wastewater disposal, as well as energy costs, are reduced.

CHALLENGES AND SOLUTIONS

The initial challenge was setting up the joint management of the industrial zone altogether due to the scepticism among the entrepreneurs in the industry zone. Also, maintenance of the zone infrastructure such as water or gas pipelines and road infrastructure within the zone raised the level of trust into the institute. However, the real challenge was the impact on the environment that as the zone wanted to reduce, while at the same time their companies wanted to reduce the costs of operations, waste and energy management and therefore trusted them in implementing innovations.

POTENTIAL OF REPLICATION

By addressing common industrial waste challenges through plug-and-play drying technology, the company has demonstrated how IS can be efficiently integrated into existing food processing infrastructures. The scalability of this approach makes it applicable to various sectors beyond breweries, such as soy production, coffee processing, and fruit pulp industries, all of which generate high-moisture by-products requiring stabilization. Key Factors Supporting Replication: standardized and modular design, energy efficiency and sustainability, adaptability across sectors, regulatory compliance and food safety, economic incentives and financial viability, case study on scaling efforts.

IS implementation overview

BIOVA Project exemplifies IS through its innovative business model that transforms food waste and by-products into value-added food products. The core IS activity consists in: • Bread Recycling Partnerships. • Industrial Food Waste Recovery. • Internal Circular Systems. BIOVA's approach to IS is deeply embedded in its business model, with dedicated staff responsible for creating industrial partnerships to integrate symbiotic practices. BIOVA becomes a B-corp.

CHALLENGES AND SOLUTIONS

• Trust and engagement of companies. The project team conducted awareness-raising workshops, one-on-one meetings and case study presentations. • The technical complexity . The project adopted a phased approach, starting with a resource mapping exercise to identify companies with complementary waste and resource needs. • Legal and regulatory barriers. The project team worked closely with local authorities.

IS implementation overview

By encouraging collaboration between port companies, the initiative aims to optimise the use of resources, minimise waste and improve environmental and economic performance. The success of CLES depends on the commitment of its member companies (32 in 2024). CLES fosters synergies by helping companies to work together on shared services, waste recovery and energy optimisation, enabling them to reduce their operating costs and carbon footprint. The initiative demonstrates how industries can work together within the same ecosystem to achieve financial and environmental benefits.

CHALLENGES AND SOLUTIONS

1: Rapid spoilage of wet by-products such as brewer’s spent grain. Without immediate processing, these by-products degrade within 4–8 hours, making them unsuitable for reuse in food applications. 2: Operate in space-limited facilities, making it difficult to install additional equipment for processing by-products 3: Traditional drying methods are energy-intensive, leading to high operational costs and reduced sustainability. 4: Reluctance to adopt new processes. 5: Financial barriers to scaling up.

POTENTIAL OF REPLICATION

By leveraging waste streams and transforming them into value-added products, the core principles of BIOVA’s approach can be adapted to numerous sectors aiming to implement Circular Economy strategies. One of the most promising areas for replication is the broader food and beverage industry. Many food sectors generate by-products that, like bread and brewing grains, are often discarded but retain nutritional and functional properties. To facilitate widespread replication, BIOVA can act as a knowledge-sharing hub, collaborating with research institutions and policymakers to develop best practices and guidelines.

PARTNERSHIP AND STAKEHOLDERS

The cooperative TOSS (Tire Organized Dairy Industrialists Food Treatment Processing Industry and Trade Co. Ltd), established with 11 dairy producer companies in the Tire Industrial Park. Ak Gıda and SÜTAŞ are the two most important companies engaged in the IS process.

PARTNERSHIP AND STAKEHOLDERS

• https://shop.pokica.com/en/ • https://roksnutbutter.com/en • https://kmetija-vizjak.si/

PARTNERSHIP AND STAKEHOLDERS

It was promoted by the Catalan Waste Agency, Manresa City Council and the Bages Region Waste Management Consortium, with technical management provided by Símbiosy. Other key collaborators included the Barcelona Provincial Council (Diputació de Barcelona), the CTM-Eurecat Research Center and the Bufalvent Business Association. Also, the consultancy Simbiosy was part as IS facilitator.

BEST PRACTICE IMPACT

• Waste reduction: An average of 639 tons of sludge per month is used as fertilizer, achieving this level of waste reduction. • Reduction in CO2 emissions: A reduction of 175.14 kg CO₂ e/day and 63.92 tons CO₂ e/year in CO₂ emissions is achieved. • Revenue from Secondary Markets: Revenue is generated through fertilizer sales. • Job creation: A total of 20-25 people has been employed. • Training sessions have been conducted, particularly for producer stakeholders, on the subject.

PARTNERSHIP AND STAKEHOLDERS

• Asociación Española de Fabricantes de Azulejos y Pavimentos Cerámicos (ASCER, • Ayuntamiento de Onda • Diputación de Castellón • Consorcio territorial por el empleo de la Plana Baixa • Federación de Parques Empresariales de la Comunidad Valenciana (FEPEVAL)

BEST PRACTICE IMPACT

• Waste Reduction: The CLES initiative recovered 3,777T of various materials. • Reduction of CO2 Emissions: Since 2018, 18,588 teqCO2 have been avoided. • Energy Savings: In 2023, 653,648 m3 of biomethane were produced, equivalent to 6,497 MWh. • Water Conservation: In 2015, Rhenus Logistics Strasbourg implemented an environmentally friendly truck washing station that recycled 75% of rainwater. • Cost Savings: On average, participating businesses save €6,000 annually due to shared resources and optimised operations. Since 2015, direct gains are estimated at €1.296m. .

POTENTIAL OF REPLICATION

The replication of the initiative relies on the careful adaptation to the specific characteristics and needs of each new context, particularly given that every industrial port area differs. While the animation methodology and coordination approach are replicable, the successful transfer of the initiative depends on several factors, including the availability of financial and human resources, the level of stakeholder engagement and alignment with the economic objectives of the participating companies.

POTENTIAL OF REPLICATION

The takeaway for other companies that would be interested in replication is that they should know their material flows and their production processes, as the optimisation and customization of their production processes can show many opportunities for collaboration and/or symbiosis with other producers who may have a different product but have similar production processes. Another takeaway is the legal structure, as there are different possibilities that could formalize the cooperation between these three companies, however, a cooperative was more liable than a consortium or partnership agreement.

CHALLENGES AND SOLUTIONS

Administrations about the economic, social and environmental impact of this initiative has guaranteed both economic development and sustainable growth. Another major hurdle was encouraging businesses to sign up and recognize the potential for business opportunities in sustainable practices. Many companies were initially sceptical about the benefits, making it essential to show them how adopting IS could result in tangible savings, improved resource efficiency, and new market opportunities.

CHALLENGES AND SOLUTIONS

1: Need for better understanding of regulatory and legal frameworks, solved at the beginning with an in-depth legal analysis and consulted with food safety authorities to ensure compliance. 2: Difficulties with legal aspects, as there is no clear regulatory framework for circular initiatives. Continuous legal adaptation and strategic partnerships. 3: Difficulties in coordinating multistakeholder participation, solved with engagement strategies for each partner type, fostering knowledge-sharing, providing technical support and ensuring adaptable collaboration models.

IS implementation overview

Proseed was established to address a critical gap in the food production industry: the sustainable reuse of wet by-products that would otherwise be discarded as waste. The company works as an intermediary between breweries generating these by-products and ingredient manufacturers in need of new raw materials. This approach aligns with IS principles, fostering cross-sector collaboration to minimize waste and maximize resource efficiency. The implementation of Proseed’s IS model is based on an innovative drying process designed to significantly extend the shelf life of brewer’s spent grain.

PARTNERSHIP AND STAKEHOLDERS

A business association (Coparmex), the government of the State of Chihuahua (México) and IS facilitators (Recilogic and Simbiosy). In addition, EU funding contributed as well for the implementation of this IS initiative.

BEST PRACTICE IMPACT

The Spanish ceramic sector has implemented Industrial Symbiosis practices achieving the reuse of solid waste from ceramic tile companies by atomised granule manufacturers was estimated at 9.5% incorporation of solid waste. • Raw materials savings: 810,000 tonnes. • Waste reduction: 93% of the solid waste generated. • Reduction in CO2 emissions: 51,000 tonnes of CO2 equivalent. • Cost Savings: 25 million euros in savings associated with unused virgin material.

PARTNERSHIP AND STAKEHOLDERS

The partners of the pilot project of the Smart Street are: Business Production Zone Tezno Institute, University of Maribor – Faculty for Logistics, Faculty for Electrical Engineering and Computer Sciences and Faculty for Criminal Justice and Security, Public utility company for Waste Management SNAGA.The main stakeholders are the City of Maribor and the companies within the zone, especially: Kemol, Starkom, Stamle, Zem-Himoing, Cimos, BNM Avtomobilska industrija, Feropol, Elpos inženiring, Fortis Maribor, etc.

CHALLENGES AND SOLUTIONS

In the Industrial Symbiosis application, high COD (Chemical Oxygen Demand) values were initially detected. To address this issue, preventive measures were taken by informing the dairy factories, which are the sources of the wastewater. Since liquid fertilizer applications are not effective during rainy weather, the issue was resolved using lagoon systems. Additionally, temperature control was ensured during biogas production, increasing the process efficiency.

BEST PRACTICE IMPACT

• 50% or waste reduction. • By prioritizing natural materials, the system has a power of 19.50 kW. • 30% of energy saving. • The cost savings is not less than 5% compared to the costs of raw materials. • Revenue from Secondary Markets: turnover € 400,000.00 total approx. • Job Creation: 10 workers are employed by the company. Furthermore, the company supports the creation of jobs along the recovery, recycling and reuse chain of secondary materials. .

PARTNERSHIP AND STAKEHOLDERS

• Research Collaborations: HES-SO (Swiss University of Applied Sciences), EPFL Sustainable Materials Laboratory
• Financial Support from public and private foundations.
• Industry Partners: Collaborations with breweries, bakeries, soy manufacturers, flour mills, and ingredient manufacturers (Schweizer Brauerei-Verband, Zenhäusern company).
• Investors: Incubator The Arc, Innosuiss Swiss Innovation Agency, Fonds national suisse , Zenhäusern company, etc.

IS implementation overview

The motivation behind implementing IS within the company stems from a strong cultural conviction regarding the benefits of sustainability. Over the years, growing consumer awareness and media attention have highlighted the advantages of sustainable production, reinforcing their commitment. The company built a cooperative, Sardinia Green Synergy, focused on IS across different sectors, from wool processing to organic cosmetic production. The initiative was based on shared values, formalized through a charter of principles ensuring ethical sourcing and sustainability. One of the company’s core IS initiatives involved wool waste recovery.

CHALLENGES AND SOLUTIONS

The first such challenge was the raw materials for production to ensure the quality of the product and the availability. The rational was to find local producers, which might not have the lowest price, but are able to guarantee the high quality of the product, availability of the product and reduce the supply chain carbon footprint. One of the biggest challenges for Kokica was the packaging of popcorn, which was traditionally in bags, which must be airtight. By jointly developing new packaging from recycled materials and developing their own graphic options for their product, they solved this issue.

BEST PRACTICE IMPACT

Due to the small scale of the Kooperativa 103 the overall impacts are mostly on the qualitative level: • Considerable reduction of food waste. • Reduced need for energy and fuel consumption, which shows the reduction of energy used for heating and cooling as well as production itself and thus indicates a reduced carbon footprint. • The shared use of equipment and even staff, the costs are reduced as the investments and maintenance costs are reduced, as well as operating costs of the equipment. • 3 people gained on the job experience in setting up IS. .

IS implementation overview

• Life Eggshellence project: To demonstrate the technical feasibility of using eggshells as a secondary raw material in the manufacture of ceramic tiles, thus valorising an important waste from egg-producing companies (https://www.lifeeggshellence.eu/). • Life Replay project: A new life for waste ceramic inkjet inks (https://lifereplay.eu/es/). • Eros project: To reuse of waste generated in the aerospace and wind industry (waste from production plants and end-of-life wind turbine blades). • Life Hypobrick project: To demonstrate the feasibility of manufacturing unfired bricks from waste.

CHALLENGES AND SOLUTIONS

• The collaboration and involvement of companies throughout the entire process of mapping and resource flow is necessary.
• The figure of a facilitator is necessary, someone who is an active promoter of the integration of IS at the territorial level.

• Finally, it is necessary to have multi-annual resources that consider a strategy of support for the development of industrial estates by public administrations.

CHALLENGES AND SOLUTIONS

1.Convincing companies and securing their commitment. the strategy is to show companies the tangible and measurable benefits, both economic and environmental. 2. External risks and their impact on the approach. Economic and strategic intelligence is essential to anticipate changes. 3. Cooperation between companies and public players. To guarantee this dynamic, they approach balanced and participative governance.

CHALLENGES AND SOLUTIONS

1: Low market demand for sustainable products, solved with consumer education initiatives. 2: Financial constraints and limited access to funding, solved with EU funds. 3: Regulatory barriers and lack of policy support, solved with cooperation with experts on regulation. 4: Production Setbacks Due to Material Processing Issues, solved by establishing partnership with Cravolu company. 5: Difficulty in Maintaining Long-Term Partnerships, solved by creating public and private investment.

POTENTIAL OF REPLICATION

• Scalability of the Business Model: The modular approach to waste recovery and processing makes it feasible to replicate in areas where local raw materials are underutilized. • Consumer Demand for Sustainability: Growing interest in eco-friendly products in global markets strengthens the viability of this model for businesses catering to environmentally conscious consumers.

PARTNERSHIP AND STAKEHOLDERS

• Sardegna Ricerche, a key research partner.
• Cravolu: A wool processing facility.
• Regional Government (POR 2000-2009).
• Universities and Training Programs.
• Sardinia Green Synergy (Former Cooperative).
• Local and Regional Farmers.

POTENTIAL OF REPLICATION

The replication is not so much connected to their cases, as it is in the top-down approach. The manager of the industrial zone is the one that can foster IS and it’s an opportunity which should be actively implemented. However, to do this, the industrial zone manager must have the capacity for this, which above all means the staff with knowledge of material flows, energy flows, legal frameworks, connections to knowledge providers and if possible, to local/regional level policy makers. This means that the team managing the zone should follow the mission of achieving IS within the zone, as it’s the perfect platform to achieve just that.

POTENTIAL OF REPLICATION

This model can be applied in other organized industrial zones, particularly in those with dairy product manufacturing factories and agro food integrated industrial facilities. Additionally, whey, a by-product of this process, can be used as a raw material in various industries such as food and feed production. Therefore, similar processes from this model can be implemented in other industrial zones with a high concentration of dairy and food industries, enhancing environmental and economic benefits.

BEST PRACTICE IMPACT

• Food waste Reduction: 12,000 kg of bread saved from supermarkets, producers, and restaurants, repurposed for beer production. • Waste valorization: 8,000 kg of spent malt saved annually, reused to create protein-rich snacks. • CO2 emission reduction: each production cycle results in 1,350 kg less CO2 emitted, thanks to waste recovery and sustainable brewing practices. • Community engagement: collaboration with universities and research centers fosters knowledge-sharing and promotes sustainable practices. .

POTENTIAL OF REPLICATION

IS can be scaled up and adapted to different sectors and contexts, not only within the classical industrial sphere but also in agriculture, construction, transport and other emerging sectors in the industrial, urban and rural spheres. The key lies in identifying synergies between companies from different industries and undervalued resources in cities or towns to improve energy and resource efficiency and optimise the use of products and by-products. In addition, cross-sector collaboration can foster innovation, improve sustainability and create more resilient and profitable business models.

IS implementation overview

The program offers services to companies and public organizations in the State of Chihuahua that want to start Circular Economy projects through Industrial Symbiosis. It promotes the creation of facilitation offices in all regions and municipalities of the state of Chihuahua, helping them become "hubs" of the Circular Economy, from which they can support their companies, considering the nature of their productive sectors. They are many services such as Chihuahua Eco-market, mapping surplus resources, training, certification, etc.