Industrial Symbiosis: Contribution to Green Growth James Woodcock International Coordinator International Synergies Limi

1. Industrial Symbiosis:Contribution to Green Growth James Woodcock International Coordinator International Synergies Limited

2. Contents Who we are The NISP Delivery Model Verified Programme Achievements Green Growth Innovation and knowledge transfer Energy Job creation Success Factors Potential for Further Impact

3. 1. International Synergies Ltd. “International Synergies strives to lead the world in innovative industrial ecology solutions for a low carbon, sustainable economy. ”

4. International Synergies Ltd. • Founded in 2005 • Offices in Birmingham, Brussels and Belfast • 30 direct employees + 20 sub-contract • Working across 5 Continents • ISO14000 and ISO9000 accredited

5. International Synergies Ltd. • Employees with many years of senior industry experience: • Chemicals • Water • Plastics • Bio-fuels • Construction • Oil & Gas • Telecommunications • Automotive • Aerospace • Wind energy • Waste • Consultancy

6. 2. National Industrial Symbiosis Programme (NISP): Model of delivery

8. 1. Building the IS Network • Recruit new business members • Access a diverse range of resources, sectors, business sizes and locations • Larger the network, the greater the opportunity • Currently 15,000+ industry members and growing

9. 2. Quick Wins Workshop • Facilitating the exchange of information between businesses • Tried and tested, interactive business opportunity model • Can generate 300+ potential synergies from a facilitated ½ day session

10. 3. Resource Mapping

11. 4. SYNERGie Management System • On-line project and data management tool • Information on resource and contact details • New and stored data • Report generating capabilities • Vital support and management tool for UK practitioners

12. 5. Facilitated Synergy: Role of Practitioners • Identify ‘IDEAS’ • Make introductions • Facilitate negotiations • Provide technical expertise • Mine the network for answers and opportunity • Use their industry expertise and knowledge

13. 6. Outputs Reports for Facilitated Synergies • Summarising the outcomes of the synergy • Acts as a sign off document for all involved parties • Provides an audit trail for IS activity and intervention • Used for external verification purposes

14. 3. NISP Achievements (England)

15. NISP delivered Outcomes April 2005 – March 2012

16. Demonstrated value for money

17. 30 million tonnes CO2-eqreduction

18. 4. Prospecting for Value – Driving Innovation

19. Waste hierarchy: Prospecting for Value Prevention 13% NISP achieves 90% of its benefits at the top two levels of the waste hierarchy Reuse 77% Recycle 5% Recovery 5% Disposal 0% Analysis of 25% of synergies completed in 2010-2011 % tonnage

20. Some potential synergies require innovative solutions New technologies New applications for existing technologies New markets Immediate application of R&D and technology innovation Studies find that 70% of all synergies included innovation 50% involved best available practice 20% involved new research and development EU Environmental Technologies Action Programme (ETAP) Eco-Innovation Exemplar since 2007 Technology and Innovation: Eco-Innovation Exemplar

21. Changing mindset to look for value Connecting the dots Materials suppliers New technologies (micro-entrepreneurs) New markets Prospecting for value requires...

22. OECD Identifies IS as Critical to Growth Agenda Transformation • OECD has recently declared industrial symbiosis • ‘a la NISP’ to be “an excellent example of systemic • innovation vital for future green growth” Transformation Production Process Product & Service Organisational Boundary Incremental Innovation Systemic Innovation

23. IS Transforms Individual Businesses: e.g. John Pointon & Sons Ltd • Pre – NISP: animal renderer • inputs: carcasses • outputs: landfill • perception: dirty industry • Initial NISP stage: animal by-products diverted from landfill to cement industry • Second stage: improved efficiency of processes • Third stage: move into bio-fuels utilising more by-product • Fourth stage: move to AD and grid connection • Fifth stage: transfer in of innovative technologies • Current situation • inputs: carcasses, organic residues • outputs: energy, minerals • vision: clean energy company Transformation “Long term culture change needs long term business engagement”

24. DENSO Flux and Mil-Ver Metals • DENSO Manufacturing in automotive supply chain • 37te of Hazardous Material from radiator coating process. • NISP facilitated link to Aluminium secondary smelter • Able to use flux material in manufacturing process • €108k Cost Savings

25. How far have we come?

26. 2004: Industrial Symbiosis as Novelty

27. 2010: Financial Times Managing Climate Change One company’s waste may turn out to be suitable fuel for another, says Sarah Murray “If companies can make use of waste, it will be a big benefit” DaxLovegrove

28. 2012: Assessing industrial symbiosis’ contribution to climate change mitigation and energy security

29. 2011: Birmingham Big City Plan • Tyseley Environmental Enterprise District – Framework for Action (May, 2011) • Birmingham’s Priorities for Tyseley: “Support businesses and organisations to capitalise on low carbon opportunities and maximise industrial symbiosis.”

30. International Working Conference on Industrial Symbiosis 2012 • Vision of IWCAIS: To advance the application of IS to global themes where IS has proven ability to deliver: • Climate change & energy security •  Eco-innovation & green growth •  Materials security •  Regional economic development • IWCAIS attendees representing 6 continents • companies, practitioners, policy makers and shapers • producing 3-5 detailed recommendations for using IS to achieve the global theme goals.  

31. How far we have come • Create space for demand-led innovation • Convene stakeholders for collaboration • Hold materials in the economy for longer • Create green growth and materials security • Contribute to reducing budget deficit (EU) • Deliver across 6 continents

32. Success Factors • Practitioners • Industrial expertise • Long term relationship building & facilitation • Marrying data & expert knowledge • Working with the regulator to ‘enable’ IS activity • Engagement Model • Extensive, diverse network • Business opportunity programme • History of exemplary performance • Demand pull on innovation • Data • Quality NISP data & limited access to regulatory data

33. Potential For Impact • With greater resource, understanding and removal of constraints: • More companies, greater network potential • More outputs, greater resource potential • More innovation, greater pull on new technologies

34. 4. European and Global Impact

35. International outreach

36. International recognitionfor NISP EU Waste Framework Directive – best practice Resource Efficiency Flagship Initiative – one of 3 best practice examples OECD – innovation exemplar programme 2011 WWF – Highlighted as one of 20 world-leading ‘Green Game-changing Innovations’ DG Environment – Received maximum possible score based on economic and environmental benefits amongst 120 policies from 23 countries (COWI, 2011)

37. James Woodcock International Coordinator International Synergies Ltd E-Mail: james.woodcock@international-synergies.com Tel: +44 (0)121 433 2650 www.international-synergies.com www.iwcais.com