ISO/TR 59032:2024

Circular economy - Review of existing value networks

This document reviews the characteristics and structures of some existing value networks as examples in accelerating a circular economy transition process. ISO 59010 gives guidance on a critical aspect in transitioning an organization’s business model and processes from linear to circular and transforming an organization’s business ecosystem into a value network. This document complements ISO 59010 by providing further information on value networks.

Économie circulaire — Examen des réseaux de valeur existants

General Information

• Status: Published
• Publication Date: 21-May-2024
• ICS: 03.100.01 - Company organization and management in general
• ICS: 13.020.20 - Environmental economics. Sustainability
• Technical Committee: ISO/TC 323 - Circular economy
• Drafting Committee: ISO/TC 323 - Circular economy
• Current Stage: 6060 - International Standard published
• Start Date: 22-May-2024
• Due Date: 17-May-2023
• Completion Date: 22-May-2024

ISO/TR 59032:2024 - Overview

ISO/TR 59032:2024 is a Technical Report from ISO’s Circular economy programme that reviews real-world value networks used to accelerate the transition from linear to circular systems. Published May 2024 (first edition), this report complements ISO 59010 by offering practical analysis, case studies and lessons learned about how multiple organizations collaborate to form value networks that retain, recover or add value to resources.

Key SEO keywords: circular economy, value networks, ISO 59032:2024, ISO 59010, circular supply chain, industrial symbiosis, take-back, remanufacturing.

Key topics and guidance areas

Note: this Technical Report is informative (no normative references) and focuses on review and analysis rather than prescriptive requirements.

• Review methodology - A documented survey process (questionnaires, case collection, selection criteria) used to gather 99 cases worldwide and produce curated examples.
• Case studies - Detailed examples spanning sectors and geographies: aluminium recycling, industrial symbiosis, circular manufacturing platforms, zero‑waste industrial ecosystems, glass collection initiatives, circular fashion supply chains, agricultural and bio-based collaborations, and logistics systems.
• Value network structure - Descriptions of how interlinked value chains and stakeholders form networks (governance, roles, common infrastructure).
• Common infrastructure - Shared systems for traceability, information exchange, branding, certification and optimization that enable network functioning.
• Transition mechanisms - Methods and enablers for moving from linear value chains to collaborative value networks, including motivations, implementation methodology, and maintenance.
• Enablers and barriers - Identification of motivations, governance models, policy and business drivers, and typical challenges.
• Sustainability assessment - Examination of beneficial and detrimental impacts, including relevance to the UN Sustainable Development Goals (SDGs).

Practical applications and users

Who benefits:

• Sustainability and circular economy managers
• Supply chain and operations leaders
• Public authorities and policy makers
• Industry associations and platform operators
• Consultants, researchers and NGOs

How it’s used:

• To map and design value networks that enable material circularity (take-back, remanufacturing, recycling).
• To inform governance and common infrastructure choices (traceability systems, certification, IT platforms).
• To develop stakeholder engagement strategies and business models that align incentives across partners.
• To benchmark and adapt successful models from diverse sectors and countries.

Related standards

• ISO 59010 - Guidance on transforming a business ecosystem into a value network (complemented by this TR)
• ISO 59004 / ISO 59020 and the broader ISO 59000 family - foundational circular economy concepts and implementation guidance

ISO/TR 59032:2024 is a practical, example-driven resource for organizations designing collaborative circular systems and seeking proven approaches to build resilient, resource-efficient value networks.

Standards Content (Sample)

Technical
Report
ISO/TR 59032
First edition
Circular economy — Review of
2024-05
existing value networks
Économie circulaire — Examen des réseaux de valeur existants
Reference number
© ISO 2024
All rights reserved. Unless otherwise specified, or required in the context of its implementation, no part of this publication may
be reproduced or utilized otherwise in any form or by any means, electronic or mechanical, including photocopying, or posting on
the internet or an intranet, without prior written permission. Permission can be requested from either ISO at the address below
or ISO’s member body in the country of the requester.
ISO copyright office
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Phone: [phone]
Email: [e-mail]
Website: www.iso.org
Published in Switzerland
ii
Contents Page
Foreword .iv
Introduction .v
1 Scope . 1
2 Normative references . 1
3 Terms and definitions . 1
4 Review of existing value networks . 2
4.1 Method .2
4.1.1 Survey process .2
4.1.2 Preparing questionnaires .3
4.1.3 Collecting the cases of value networks .4
4.1.4 Selecting the examples . .4
4.1.5 Selected examples .5
4.2 Examples .6
4.2.1 Example 1: Horizontal closed loop aluminium recycling system of Shinkansen
(Japan) .6
4.2.2 Example 2: Improving the income levels of Indian farmers through better
access to information (India) .8
4.2.3 Example 3: Case in the USA .9
4.2.4 Example 4: Effective industrial symbiosis (Denmark) .11
4.2.5 Example 5: CIRCULÉIRE – The National Platform for Circular Manufacturing
(Ireland) . 12
4.2.6 Example 6: Omnicane’s “zero waste” industrial ecosystem (Mauritius) . 15
4.2.7 Example 7: Eco-town business (Japan) .17
4.2.8 Example 8: Resources complex consortium (Japan) .19
4.2.9 Example 9: Case in Spain . .21
4.2.10 Example 10: Global case . . 23
4.2.11 Example 11: Aluminium recycling in the window and curtain walling industry
(Germany) . 25
4.2.12 Example 12: Close the Glass Loop – The EU ambition to collect increased
amounts of glass more effectively . 26
4.2.13 Example 13: Lopyanko – AGRY_GAYA’18 Project for sustainable organic silk
(Bulgaria) . 28
4.2.14 Example 14: An open-access circular supply chain for fashion (UK) . 29
4.2.15 Example 15: Cargo Carousel System (Canada) . 30
5 Discussion .33
5.1 Sectors of facilitators and participants . 33
5.2 Common infrastructure of value network models . 34
5.3 Transition from value chains to value networks . 35
5.4 Key aspects for creating the value network . 36
5.4.1 Motivations of the participants in the value network . 36
5.4.2 Methodology for creating and maintaining the value network. 38
Bibliography .40

iii
Foreword
ISO (the International Organization for Standardization) is a worldwide federation of national standards
bodies (ISO member bodies). The work of preparing International Standards is normally carried out through
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The procedures used to develop this document and those intended for its further maintenance are described
in the ISO/IEC Directives, Part 1. In particular, the different approval criteria needed for the different types
of ISO document should be noted. This document was drafted in accordance with the editorial rules of the
ISO/IEC Directives, Part 2 (see www.iso.org/directives).
ISO draws attention to the possibility that the implementation of this document may involve the use of (a)
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This document was prepared by Technical Committee ISO/TC 323, Circular economy.
Any feedback or questions on this document should be directed to the user’s national standards body. A
complete listing of these bodies can be found at www.iso.org/members.html.

iv
Introduction
0.1 The global economy can be characterized as “linear” as it is mainly based on extraction, production,
use and disposal. This linear economy leads to resource depletion, biodiversity losses, waste and pollution
causing serious damage to the capacity of the planet to continue to provide for the needs of future
generations. Moreover, several planetary boundaries have already been reached or exceeded.
To meet current and future human needs (welfare, housing, nutrition, healthcare, mobility, etc.), there is an
increased understanding that a transition towards an economy that is more circular, based on a circular
flow of resources, can create and share more value with society and stakeholders, while natural resources
are managed and regenerated in a sustainable way, securing the quality and resilience of ecosystems.
Organizations recognize many potential reasons to engage in a circular economy (e.g. delivering more
competitive and sustainable solutions; improved relationships with stakeholders; more effective and
efficient ways to fulfil voluntary commitments or legal requirements; engaging in climate change mitigation
or adaptation; managing resource scarcity risks; increasing resilience in environmental, social and economic
systems) while contributing to satisfying human needs.
The ISO 59000 family of standards (see Figure 1) is designed to harmonize the understanding of the circular
economy and to support its implementation and measurement.
These standards also support organizations, such as government, industry and non-profit, in contributing to
the achievement of the United Nations (UN) Agenda 2030 for Sustainable Development.
Figure 1 — ISO 59000 family of standards
0.2 ISO 59004, ISO 59010 and ISO 59020 are interconnected, as shown in Figure 2, and support organizations
in implementing a transition towards a circular economy.
Figure 2 — Relationship between ISO 59004, ISO 59010 and ISO 59020

v
0.3 ISO 59010 provides guidance on supporting an organization’s business model and processes from linear
to circular by transforming an organization’s business ecosystem into a value network. The contents of this
document support the users of ISO 59010 in providing further detail on the development of value networks
in a circular economy. In the development of ISO 59010, a survey was conducted to review and analyse the
examples of globally existing value networks. This document provides an analysis of the survey results.
It reviews examples of value networks to illustrate their characteristics and structures and how they can
accelerate a circular economy transition process, and therefore supports ISO 59010.
This document investigates suitable examples of value networks to promote circular economy transition.
The characteristics and structure of the value networks reflect multiple organization cooperation. The
multiple organizations work together to advance their businesses and accelerate their circular economy
transition process. A specific organization does not necessarily control the others. This document addresses
the methods used to establish and organize a value network to meet the desired requirements.
This document collects and analyses existing relevant cases, examples of the creation of value networks, to
demonstrate what is a value network in the context of the circular economy. A general image of the value
network discussed in this document is shown in Figure 3.
The objectives of this document are:
— to provide useful information by analysing existing value networks;
— to enhance understanding of the success factors and enablers for creating value networks derived from
examples.
Key
A raw materials acquisition
M manufacturing
W ,W wholesaling
1 2
S ,S service
1 2
C ,C consumer
1 2
T collection and take-back
Rm remanufacturing and reusing
Rt , Rt retailing
1 2
Dr disassembling and recycling
Ad research, association and administration
Figure 3 — General process from value chains to a value network

vi
Technical Report ISO/TR 59032:2024(en)
Circular economy — Review of existing value networks
1 Scope
This document reviews the characteristics and structures of some existing value networks as examples in
accelerating a circular economy transition process.
ISO 59010 gives guidance on a critical aspect in transitioning an organization’s business model and processes
from linear to circular and transforming an organization’s business ecosystem into a value network. This
document complements ISO 59010 by providing further information on value networks.
2 Normative references
There are no normative references in this document.
3 Terms and definitions
For the purposes of this document, the following terms and definitions apply.
ISO and IEC maintain terminology databases for use in standardization at the following addresses:
— ISO Online browsing platform: available at https:// www .iso .org/ obp
— IEC Electropedia: available at https:// www .electropedia .org/
3.1
circular economy
economic system that uses a systemic approach to maintain a circular flow of resources, by recovering,
retaining or adding to their value, while contributing to sustainable development
Note 1 to entry: Resources can be considered concerning both stocks and flows.
Note 2 to entry: The inflow of virgin resources is kept as low as possible, and the circular flow of resources is kept as
closed as possible to minimize waste, losses and releases from the economic system.
[SOURCE: ISO 59004:2024, 3.1.1]
3.2
common infrastructure
systems shared among participants in a value network (3.6) for mutual benefit
Note 1 to entry: The system indicates an optimization system, traceability system, information exchange system,
branding, equal relationship and internal standardization as a certification system.
3.3
governance
principles, policies and framework by which an organization (3.4) is directed and controlled
[SOURCE: ISO 21505:2017, 3.1]
3.4
organization
person or group of people that has its own functions with responsibilities, authorities, and relationships to
achieve its objectives
Note 1 to entry: The concept of organization includes, but is not limited to sole-trader, company, corporation, firm,
enterprise, authority, partnership, charity or institution, or part or combination thereof, whether incorporated or
not, public or private (e.g. foundation, union, association, agency, municipality, region, country, intergovernmental
agencies).
Note 2 to entry: A group of organizations can also be considered as an organization that has, alone or collectively, their
own objectives.
[SOURCE: ISO 59004:2024, 3.4.1]
3.5
value chain
set of organizations (3.4) that provide a solution that results in value for them
[SOURCE: ISO 59004:2024, 3.5.2]
3.6
value network
network of interlinked value chains (3.5) and interested parties
[SOURCE: ISO 59004:2024, 3.5.3]
4 Review of existing value networks
4.1 Method
4.1.1 Survey process
The survey was conducted in accordance with the steps shown in Figure 4. The process of collecting the
cases was based on different experts voluntarily accepting an invitation to submit examples. The examples
were selected based on the criteria shown in Figure 4.

Figure 4 — Survey process
4.1.2 Preparing questionnaires
The survey was conducted by experts on existing value networks in each region, country or organization to
collect the following information:
a) type of case;
b) title and basic information;
c) overview of the implementation model;
d) beneficial or detrimental impacts (listing and highlighting critical aspects);
e) relevance to the Sustainable Development Goals (SDGs), including detrimental impacts;
f) key aspects relevant to the circular economy ;
g) implementation methodology;
h) enablers, barriers and concerns;
i) relevant information specific to businesses or individual projects.
4.1.3 Collecting the cases of value networks
The aim was to cover a wide scope of various types of existing value networks. Geographical and sectoral
balance was considered when collecting the existing cases of value networks. There were 99 cases collected
that fulfilled the questionnaire requirements for further analysis.
The collected cases are geographically diverse across countries or regions (Japan, Europe, the United States,
Brazil, China, India, Canada, Mauritius and Singapore). The collected cases cover various sectors, including
machinery and equipment, forest and bio-based industries, waste management, textiles, chemicals, food,
drink, mining, metals, minerals, cement, construction, transport, furniture, glass and steel.
4.1.4 Selecting the examples
Fifteen examples were selected from the collected value network cases using the following criteria:
a) Does the case have a mutually beneficial collaboration?
b) Does the case achieve the flow modification of products and materials commercially?
c) Does the case form a business alliance between multiple organizations?
The selected examples achieve a scale flow modification of products and materials commercially, and form
a business alliance between multiple organizations. The status of the examples covers not only the aspects
of the value network but also circular economy implementation and use case (see Figure 5).
Figure 5 — Status of the examples

4.1.5 Selected examples
The examples shown in Figure 6 and listed in Table 1 were selected as examples of value networks from the
99 worldwide examples collected.
Key
collected examples
collected and selected examples
Figure 6 — Geographical distribution of collected and selected examples
Table 1 — Geographical location of collected and selected examples
No. Title Geographical location
1 Horizontal closed loop aluminium recycling system of Shinkansen Japan
2 Improving the income levels of Indian farmers through better access to information India
3 Case in the USA USA
4 Effective industrial symbiosis Denmark
5 CIRCULÉIRE – The National Platform for Circular Manufacturing Ireland
6 Omnicane’s “zero waste” industrial ecosystem Mauritius
7 Eco-town business Japan
8 Resources complex consortium Japan
9 Case in Spain Spain
10 Global case Global
11 Aluminium recycling in the window and curtain walling industry Germany
12 Close the Glass Loop – The European Union (EU) ambition to collect increased EU
amounts of glass more effectively

TTabablele 1 1 ((ccoonnttiinnueuedd))
No. Title Geographical location
13 Lopyanko – AGRY_GAYA’18 Project for sustainable organic silk Bulgaria
14 An open-access circular supply chain for fashion UK
15 Cargo Carousel System Canada
4.2 Examples
4.2.1 Example 1: Horizontal closed loop aluminium recycling system of Shinkansen (Japan)
This example includes facilitators and participants from various sectors, including information and
communication technology (ICT), transport, construction, machinery and equipment, mining, metals and
minerals, power and utilities. The construction of a value network is expected to promote the construction
of an advanced recycling system consisting of different industries. Key methodologies, including recycling
process certification, recycled resources standards and sharing information, can help to create and
maintain the value network. Some aspects, including reducing costs and improving the value of resources
and resource efficiency, seem to be the key motivations for participation in this value network (see Table 2).
Table 2 — Horizontal closed loop aluminium recycling system of Shinkansen (Japan)
Parameter Description
Sectors:
— Transportation
— Waste management
Facilitators (designers)
Organizations:
— Central Japan Railway Company
— Harita Metal Co., Ltd.
Year of implementation 2020
Sectors:
— Metal manufacturing
— Other transport manufacturing
— Machinery
Participating companies — Other (mining, power and utilities)
Organizations:
— Sankyo Tateyama, Inc.
— Nippon Sharyo, Ltd.
— Hitachi
— Japan Aluminium Association
Geographic location Asia (Japan)
Relevant matters Machinery, metals, waste management (recycling), railway
Relevant products/services Recycled products (aluminium, etc.)
— Manufacturing Shinkansen materials and parts
— Recycling aluminium scrap
Key aspects (activities)
— Manufacturing and sale of recycled resources
— Construction business of recycling systems

TTabablele 2 2 ((ccoonnttiinnueuedd))
Parameter Description
The collaboration has resulted in the construction of an advanced system that reus-
Added/created
es the discarded aluminium from the Shinkansen for the Shinkansen (not a cascade
value aspects
recycling but horizontal recycling).
— Promoting resource recycling
— Reducing waste
Social aspects — Reducing environmental impact
— Promoting employment
Impacts
— Forming new markets
— Improving resource efficiency
Environmental
— Reducing CO emissions
aspects
— Reducing environmental impacts
— Reducing waste disposal costs
Economic
— Stable supply of recycled resources
aspects
— Sustainable recycling
— Cost reduction (collection, waste, recycling cost)
— Improving the value of resources
— Improving resource efficiency
Motivation of participants in
the value network
— Development of a circular economy
— Improving the recycling technology
— Securing secondary resources
— Recycled resources standard
— Recycling process certification
— Shinkansen disposal and manufacturing plan
Methodology for creating and
maintaining the value network
— Sharing material information
— Certification, standard and traceability system
— Japan Aluminium Association as a neutral organization
Common infrastructures Certification, standard, information
Enablers:
— Resource efficiency, traceability and proper disposal of dischargers
— A horizontal recycling committee for aluminium vehicles, in which many
Enablers and barriers companies participate in the Japan Aluminium Association
— Recycling process certification standard and secondary resource standards for
the committee
Source Based on the Harita Metal website (https:// www .harita .co .jp/ eng/ index .html)

4.2.2 Example 2: Improving the income levels of Indian farmers through better access to
information (India)
This example includes facilitators and participants from various sectors, including agriculture, food and
drink, ICT and packaging. The construction of a value network is expected to promote reducing the mismatch
between supply and demand in a wide range of markets. Key methodologies, including online platforms,
win-win structures and fair transactions, can help to create and maintain the value network. Some aspects,
including improving income levels and lower procurement costs, seem to be the key motivations for
participation in this value network (see Table 3).
Table 3 — Improving income levels of Indian farmers through better access to information (India)
Parameter Description
Sectors:
— Agriculture (tobacco)
— Paper manufacturing
Facilitators (designers)
— Food manufacturing
Organizations:
— Private company
Year of implementation 2000
Sectors:
— Agriculture
Participating companies — Food manufacturing
— Others (ICT and packaging)
Organizations:
— Private company
— Farmer
Geographic location Asia (West Bengal, India)
Relevant matters Farmers, online platform, poverty
Relevant products/services Agricultural products, food
— Higher profits
Key aspects (activities) — Optimizing the use and distribution of time and resources
— Securing a long-term food supply
Added/created Mismatch of supply and demand is reduced in a wide range of markets, which
value aspects improves the sales for the stakeholders.
— Ensuring higher profits for farmers
Social aspects
— Securing a long-term food supply
— Reducing emissions, water usage and environmental degradation
Environmental
Impacts
aspects
— Optimizing the use and distribution of time and resources
— Ensuring higher profits for farmers
Economic
— Lower procurement (costs) and targeted sales
aspects
— Optimizing the use and distribution of time and resources

TTabablele 3 3 ((ccoonnttiinnueuedd))
Parameter Description
— Improving income levels (higher profit)
— Lower costs of procurement
Motivation of participants in the
— Lower targeted sales
value network
— Sharing information/knowledge
— Securing a long-term food supply
— Online platform for improving sales/reducing costs (pricing, weather
forecasting, knowledge)
— Win-win structure (higher profits for farmers, lower procurement and
targeted sales)
Methodology for creating and
maintaining the value network
— Four million farmers use the service
— Farmers can make decisions on their own
— Farmers respect manufacturers that offer fair prices
Common infrastructures Online platform (information, knowledge)
Enablers:
— Lower procurement, optimizing the use and distribution of time and
resources through information
— Improving income levels, lower costs of procurement, lower targeted sales
Enablers and barriers
— Win-win structure (higher profits for farmers, lower procurement and
targeted sales)
— Developing IT infrastructure
Based on the ITC website (https:// www .itcportal .com/ businesses/ agri
-business/ e -choupal .aspx), Ellen MacArthur Foundation website(https:// www
Source
.elle nmacarthur foundation .org/ case -studies/ improving -income -levels -of
-indian -farmers -through -better -access -to -information)
4.2.3 Example 3: Case in the USA
This example includes facilitators and participants from various sectors, including waste management, food
and drink, ITC and packaging. The construction of a value network is expected to promote the use of by-
products. Key methodologies, including finding synergies, matching demand and supply, and accessibility for
small businesses, can help to create and maintain the value network. Some aspects, including cost reduction,
increasing the bottom line and cultivating local circular economies, seem to be the key motivations for
participation in this value network (see Table 4).
Table 4 — Case in the USA
Parameter Description
Sectors:
— Construction
— Waste management
Facilitators (designers)
Organizations:
— Non-profit organization
— Private company
Year of implementation 2011
TTabablele 4 4 ((ccoonnttiinnueuedd))
Parameter Description
Sectors:
— Agriculture
Participating companies — Food and drink services
— Others (ITC and packaging)
Organizations:
— Small businesses (including farms)
Geographic location Americas (Chicago, USA)
Relevant matters Recycled products derived from food waste
Relevant products/services Closed loop urban system
— Material reuse
Key aspects (activities) — Energy conservation
— Compost
By sharing outputs as inputs (by sharing related information), the utilization
Added/created
of by-products is facilitated and economic gain is increased. At this time, food
value aspects
supply chains are typically operating in silos.
— Facilitating collaboration and material flows through the co-location of
small food businesses
Social aspects
— Creating unique partnerships between profit and non-profit organizations
— Energy conservation
— Material reuse
Environmental
Impacts
aspects
— Food waste reduction
— Reducing the demand for natural gas
— Energy conservation
Economic as-
— Material reuse
pects
— Food waste reduction
— Cost reduction (waste reduction, reducing the use of natural gas)
Motivation of participants in the
— Increasing the bottom line
value network
— Cultivating local circular economies (development of local economies)
— The plant is striving to find synergies between each other
— Matching demand and supply (organizing farmers’ markets, etc.)
Methodology for creating and
— Open to every small business
maintaining the value network
— Meeting certain criteria are considered to participate
— Information about materials flow is visible
Common infrastructures Facility and community, information

TTabablele 4 4 ((ccoonnttiinnueuedd))
Parameter Description
Enablers:
— Reducing waste
— Reducing the use of natural gas
Enablers and barriers
— Reducing costs (reducing waste, reducing the use of natural gas)
— Co-location of small food businesses
Based on the Plant Chicago website (https:// www .plantchicago .org/ ), Ellen
Source MacArthur Foundation website(https:// www .elle nmacarthur foundation .org/
case -studies/ synergistic -food -production -space)
4.2.4 Example 4: Effective industrial symbiosis (Denmark)
This example includes facilitators and participants from various sectors, including chemical manufacturing,
power generation, waste management, pharmaceuticals, manufacturing machinery, mining, water supply
and public administration. The construction of a value network is expected to promote saving and
minimizing waste by sharing and reusing resources. Key methodologies, including full resource utilization,
partnership strengthening and sharing the symbiotic mindset, can help to create and maintain the value
network. Some aspects, including cost reduction, benefiting both the environment and the economy, local
growth and supporting the green transition, seem to be the key motivations for participation in this value
network (see Table 5).
Table 5 — Effective industrial symbiosis (Denmark)
Parameter Description
Sectors:
— Waste management (industrial symbiosis)
Facilitators (designers)
Organizations:
— Non-profit organization
Year of implementation 1972
Sectors:
— Chemical
— Power generation
— Waste management
— Pharmaceuticals
Participating companies
— Machinery
— Mining
— Water supply
— Public administration
Organizations:
— Private company
— Public institution
Geographic location Europe (Denmark)
Relevant matters Saving resources (water, energy, materials)
Relevant products/services Recycled products (energy, water, gypsum, fly ash, etc.)

TTabablele 5 5 ((ccoonnttiinnueuedd))
Parameter Description
— Industrial symbiosis
— LCA
Key aspects (activities) — Sharing resources
— Reusing resources
— Closed loop
Added/created It is possible to share and reuse resources, which saves money as well as
value aspects minimizes waste.
Social aspects —
Impacts
— Reducing CO emissions
Environmental
aspects
— Saving resources (water, energy, materials)
Economic aspects — Cost reduction
— Cost reduction (through saving water, energy and materials)
Motivation of participants in the
— Benefiting both the environment and the economy
value network
— Local growth and support for a green transition
— Full resource utilization
— Strengthening the partnership
— Sharing the symbiotic mindset
Methodology for creating and main-
taining the value network
— Work based on trust, confidentiality, openness, equality and cooperation
— Kalundborg Symbiosis is a private association run by a board
— Visible information about materials flow
Common infrastructures Resources (waste as resources)
Enablers:
— Reducing waste, saving resources (water, energy, materials)
— Reducing costs (through saving water, energy and materials)
Enablers and barriers
— Public-private partnership
— Existance of a leading organization
Based on the Kalundborg Symbiosis website (http:// www .symbiosis .dk/
Source en/ ),Ellen MacArthur Foundation website(https:// www .elle nmacarthur
foundation .org/ case -studies/ effective -industrial -symbiosis)
4.2.5 Example 5: CIRCULÉIRE – The National Platform for Circular Manufacturing (Ireland)
This example includes cross-sectoral actors, including pharmaceuticals, chemicals, food, beverages, plastics
and machinery manufacturing companies, public administration and professional services. The construction
of a value network is expected to promote accelerating the scale-up of circularity. Key methodologies,
including innovation opportunities, information/knowledge sharing and funding opportunities, can help to
create and maintain the value network. Some aspects, including new revenue models and value creation
opportunities, new customer relationships, enhanced customer loyalty and information/knowledge sharing,
seem to be the key motivations for participation in this value network (see Table 6).

Table 6 — CIRCULÉIRE – The National Platform for Circular Manufacturing (Ireland)
Parameter Description
Sectors:
— Professional services
Facilitators (designers)
Organizations:
— CIRCULÉIRE
Year of implementation 2020
Sectors:
— Pharmaceuticals
— Chemicals
— Food
— Beverages
— Plastics
— Machinery
— Construction
— Professional services
Participating companies — Public administration
Organizations:
— Irish Manufacturing Research (technology centre/research-
performing organization)
— Private company
— Public institution
Geographic location Europe (Ireland)
Relevant matters Greenhouse gas (GHG) emission reduction, waste reduction
Products relevant to pharmaceutical and chemical, medical devices,
Relevant products/services
packaging, food and drink, built environment, second-life enablers
— Design for circularity
— Product service systems (PSS)
— Reuse and shared use
Key aspects (activities) — Remanufacturing, repair and refurbishment
— Take-back schemes and reverse logistics
— Industrial symbiosis
— Recycling
Added/created value Cross-sector collaboration can be fundamental to accelerating the
aspects scale-up of circularity.
Social aspects —
Impacts
— Reducing waste and associated GHGs through the implementation
Environmental aspects
of circular strategies
Economic — Generating costs savings and new value creation opportunities
aspects through new business models

TTabablele 6 6 ((ccoonnttiinnueuedd))
Parameter Description
— Accessing new revenue models and value creation opportunities
— Creating new customer relationships and enhancing customer
loyalty
— Sharing information/knowledge
— Capacity building
Motivation of participants in the value
— Delivering significant reductions in both CO emissions and waste
network
across their industry members
— Increasing resilience to resource price volatility and supply-chain
shocks
— Taking opportunities for funding
— Taking opportunities for innovation
— Innovation opportunity
— Information/knowledge sharing
— Funding opportunity
— Open to every business (via a website)
Methodology for creating and maintaining
— Memberships
the value network
— CIRCULÉIRE is a cross-sectoral industry-led public-private
partnership and circular economy innovation network (2020–
2022), codesigned by Irish Manufacturing Research (IMR) in
collaboration with three Strategic partners: DECC, EPA and EIT
Climate-KIC and founding industry members
— Open-access knowledge library
Common infrastructures Information/knowledge
Enablers and barriers —
Source Based on the CIRCULÉIRE website (https:// circuleire .ie/ )

4.2.6 Example 6: Omnicane’s “zero waste” industrial ecosystem (Mauritius)
This example includes facilitators and participants from various sectors, including food manufacturing,
power generation, waste management and construction (see Figure 7). The construction of a value network
is expected to promote enabling the planning and execution of the entire production as an integrated whole.
Key methodologies, including optimum resource allocation plans, power purchase agreements for the sale
of electricity and equal relationships, can help to create and maintain the value network. Some aspects,
including cost reduction, sales improvements, and reinforcing a brand, reputation and loyalty through
sustainable business, seem to be the key motivations for participation in this value network (see Table 7).
Table 7 — Omnicane’s “zero waste” industrial ecosystem (Mauritius)
Parameter Description
Sectors:
— Power generation
Facilitators (designers)
— Food manufacturing
Organizations:
— Omnicane
Year of implementation 2010
Sectors:
— Food manufacturing
— Power generation
— Waste management
— Construction
Organizations:
Participating companies — Omnicane milling unit
— Omnicane refinery unit
— Omnicane thermal energy unit
— Omnicane bioethanol distillery unit
— Omnicane carbon burn out unit
— Constructions/building industry
— Electricity industry
— Bio-fuel industry
Geographic location Africa (south of Mauritius)
Relevant matters Waste management (recycling), integrating energies
Relevant products/services Sugar cane, recycled products (cement, energy, etc.)
— Reduce, reuse, recycle
— Efficient production
Key aspects (activities)
— Energy recovery
— Resource recovery
TTabablele 7 7 ((ccoonnttiinnueuedd))
Parameter Description
Enabling to plan and execute the entire production as an
Added/created integrated whole for optimum flexibility, maximum effi-

value aspects ciency and, above all, minimal waste, notably by using one
operation’s by-product as another’s raw materials.
Social aspects — Attracting, retaining and engaging employees
— Less wastage
Environmental
Impacts — More efficient use of resources
aspects
— Production of renewable energy
— Reducing the cost of production-developed new
products
— Attracting new customers
Economic
aspects
— Reinforcing brand and reputation as an innovative
organization
— Building loyalty with customers
— Cost reduction
— Sales improvement
Motivation of participants in the value network
— Reinforcing brand, reputation and loyalty by
sustainable business
— Ensuring sustainable supply
— Optimum resource allocation plan
— Power purchase agreements for the sale of electricity
Methodology for creating and maintaining the value
network — Equal relationship seems to be established between
each unit (optimum for each unit)
— Information is accessible in the same group (company)
Common infrastructures Land, resource (waste as resources)
Enablers:
— Shareholding in the various business operations, legal-
framework-making provisions for securing cane supply
from planters, power purchase agreements for the sale
of electricity
— Multi Annual Adaptation Strategy 2006–2015 for sugar
Enablers and barriers sector reform in Africa (in the south of Mauritius)
— Omnicane’s integrated flexi-factory complex
— Equity, loans from financial institutions (commercial
banks, European Investment Bank, Agence Française
de Development)
Based on the Omnicane website (https:// www .omnicane
Source
.com/ industrial -ecosystem)
Figure 7 — Omnicane’s zero waste industrial ecosystem
4.2.7 Example 7: Eco-town business (Japan)
This example includes actors from various sectors, including manufacturing plastics and metals and their
waste management. The construction of a value network is expected to promote utilizing any waste and
achieving zero emissions. Key methodologies, including information/knowledge sharing, collaboration
among stakeholders (citizens, businesses and government) and technology development support, can help
to create and maintain the value network. Some aspects, including environmental policy concepts, basic
research, human resource training and establishing bases for industry-academia cooperation, seem to be
the key motivations for participation in this value network (see Table 8).
Table 8 — Eco-town business (Japan)
Parameter Description
Sectors:
— Public administration
Facilitators (designers)
Organizations:
— Kitakyushu City
Year of implementation 1997
Sectors:
— Plastic manufacturing
— Metal manufacturing
— Waste management
TTabablele 8 8 ((ccoonnttiinnueuedd))
Parameter Description
Organizations:
Participating companies — NPR
— Nippon Magnetic Dressing
— Recycle Tech Japan
— Nishi Nippon Auto Recycle
— Nishinihon Kaden Recycle Corporation
— Japan Recycling Light Technology System
— NRS
Geographic location Asia (Japan)
Relevant matters Waste management (recycling)
Relevant products/services Waste management, recycled products (metal, steel, energy, etc.)
— Polyethylene terephthalate (PET) bottles
— Office automation (OA) equipment
— Automobiles
— Home appliances
Key aspects (activities)
— Fluorescent tubes
— Construction mixed waste
— Nonferrous metals
— Small home appliances
Added/created Any waste is utilized as resources
...