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13th Greening of Industry Network Conference, June 15-17, Waterloo, Ontario, Canada Leo Baas, Erasmus University Rotterdam. Industrial Ecology as Regional Corporate Sustainability System. Activities and product groups that cause 70 to 80% of the total environmental impacts in society.

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13th Greening of Industry Network Conference, June 15-17, Waterloo, Ontario, CanadaLeo Baas, Erasmus University Rotterdam

Industrial Ecology as Regional Corporate Sustainability System

activities and product groups that cause 70 to 80 of the total environmental impacts in society
Activities and product groups that cause 70 to 80% of the total environmental impacts in society
  • Mobility: automobile and air transport
  • Food: meat and dairy, followed by other types of food
  • The home, and related energy use: buildings, and heating-, cooling-, and other energy using appliances

JIE 10:3

global trends in environment related issues within multi national corporations
Global trends in environment related issues within multi-national corporations
  • Cleaner Production (ecology, economy)
  • Industrial Ecology (ecology, economy)
  • Corporate Social Responsibility (ecology, economy, social aspects)
transition processes from idea to new routines

CONCEPT INNOVATION

CULTURE

STRUCTURE/ PROCESS

Idea

Diffusion

Outcome

Cleaner

Production

Industrial

Ecology

Market

Companies

Government

Experts

Citizens

Existing Routines

New Practices

Sustainable

Management

Internalised

Concepts

New

Routines

Transition

Transition processes: from Idea to New Routines
rotterdam industrial symbiosis
Rotterdam Industrial Symbiosis
  • INES Project 1994-1997

(INdustrial EcoSystem)

  • INES Mainport Project 1999-2002
  • R3: Sustainable Enterprises 2003-2010
rotterdam industrial symbiosis7
Rotterdam Industrial Symbiosis

Aim of Industrial Symbiosis Activities in

the Rotterdam Harbor and Industry

Complex

The decoupling of economic growth and environmental pollution, the closing of loops between companies, the optimizing of energy streams, the joint use of facilities, and co-siting

rotterdam industrial symbiosis8
Rotterdam Industrial Symbiosis

Joint facilitation of Staff Organisation for the

Strategy Platform R3 – Sustainable Enterprises in

the Rotterdam Harbour and Industry Complex - as

Strong Network of Stakeholders from:

  • Industry
  • National and Local Government
  • Academia
  • Special Task groups
  • Environmental Advocacy Organisation
rotterdam industrial symbiosis10
Rotterdam Industrial Symbiosis

Waste heat (from Shell, later others):

• District heating:

agreement in December 2004:

Construction infra-structure in 2005/2006

3000 houses in 2007

500,000 houses in 2020

• Heat and CO2:

From Shell refinery to 400 Greenhouses from July 2005

embeddedness
Embeddedness
  • Human activities are embedded:

they are shaped by the context in which they occur

  • Five dimensions of embeddedness:

Cognitive, Cultural, Structural, Political, Spatial & Temporal

cognitive embeddedness
Cognitive embeddedness
  • The way in which individuals and organisations collect and use information
  • The cognitive maps they employ in making sense of their environment
  • The mental disposition of individuals
cognitive embeddedness ii
Cognitive embeddedness II
  • Bounded rationality:

Assumption of a rational actor model, however, individuals and organisations have limited capacities for information processing and decision-making

  • Systems thinking:

Individuals have different strategies for problem solving

  • Characteristics ofchange agents:

Relation to social change processes

spatial and temporal embeddedness
Spatial and temporal embeddedness
  • The way in which geographical proximity (learning, building trust) and time (evolution of industrial systems) influence economic action
phases to sustainable development

Transformation

Equality

Reform

Status quo

Inequality

Eco-centered

Techno-centered

Virtually none

Phases to sustainable development

Sustainability

CP

IE

cluster capabilities
Cluster Capabilities
  • Technical capability:

The ability to mobilise and apply knowledge related to diminishing the ecological impact of existing production and consumption processes, and the development of more sustainable products and services

  • Value capability:

The ability to integrate the concerns around the sustainability values of industrial activities

cluster capabilities18
Cluster Capabilities
  • Boundary capability:

The ability to look at activities in terms of the selection of an optimal system boundary by actors when they develop Sustainability goals and form clusters

  • Actualisation capability:

Given the selection of a system boundary, actors need to be able to mobilise the players that are part of the present or envisioned future system

cluster capabilities19
Cluster Capabilities
  • Trust capability:

This capability refers to the ability to build up, and be part of inter-organisational relationships based on trust

  • Regulatory capability:

This capability refers to the ability of organisations to shape regulations in such a way that they contribute to the cluster’s goals

  • Unlearning capability:

Learning processes within clusters include unlearning processes: the questioning and shedding of institutionalised routines that provide a barrier to collaborative approaches to sustainable development

three levels of analysis
Three levels of analysis
  • At the organisational level, it focuses on how the organising principles of the firm shape the social structure of co-ordination, and the behavioural routines and work roles of the organisational members within which the knowledge of the firm is embedded
  • At the regional level, it focuses on how the actors from governments, industry and stakeholders are embedded in institutionalised routines
  • At the societal level, it draws attention to the way societal institutions shape organisational routines and co-ordination rules.
reflective learning from projects to system innovations

Trust

Influencing forms of sustainability in:

* Society

* Individual organisations

* Networks of organisations

Mission

Strategic platform

Vision

Sustainability Transition

Learning processes

Reflection

Projects System innovations

* Space * Water * Mobility

* Energy * Air * By-products

Uncertainty

Time

Reflective learning from projects to system innovations
rotterdam industrial symbiosis22
Rotterdam Industrial Symbiosis

`To C or not to C’ Sustainability Routes:

• Fuels & Resources: bio mass, syngaz, wind, H2

• Infrastructure: rest heat use, warmth infra- structure, clean fossil (CO2 removal)

• Industrial ecology: co-siting, continuous design, stimulation and application of innovative and efficient production processes

maasvlakte2 on industrial ecology basis
Maasvlakte2 on Industrial Ecology basis
  • Industrial Ecology as attractor for industry
  • Industrial cluster of Maasvlakte2
rotterdam industrial symbiosis24
Rotterdam Industrial Symbiosis
  • Spontaneous developments:
  • Heat delivery from a chemical company to a truck cleaning company
  • Happy Shrimp farm
  • Outsourcing utilities in a new plant
happy shrimp farm
Happy Shrimp farm

Two young Professionals at the Rotterdam Port Authority:

  • Sensitive for concept in 2003
  • Feasibility study in 2004
  • Business plan in 2005
  • Decision-making process IS and location: 2005-06
  • Opening plant at 2 September 2006
  • Start breeding process in March 2007
  • First batch fresh king-size shrimps in September 2007
green blue

Green & Blue

Green and Blue

Sustainable farming of sea vegetables

Taste of Nature, Koppert Cress, Bass & Gill, Happy Shrimp Farm

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System concept

O2

Sunlight

CO2 & NOx

Biofuel

Airlift system

Farm-water media

Water & heat

Waste heat

rotterdam industrial symbiosis28
Rotterdam Industrial Symbiosis

The clock for social change needs time

  • Acknowledgement: Evaluation INES projects
  • Vision: Transition to Sustainable industrial district
  • Trust: Goodwill and Competence built up on dialogues in Strategy platform
  • Long term programme:

ROM Rijnmond programme 1993 – 2010: transition on the basis of reflexive evaluation of sustainability projects in practice

it takes a system to change a system
It Takes a System to Change a System
  • A comprehensive organisational support and involvement, including stakeholders’ participation
  • Multi-loop learning processes
  • Vertical and horizontal integration
  • The implementation of industrial ecology should be integrated within the economy, ecology, technology, culture, and sustainability plans of the region
  • Trust, transparency and confidence must be developed through an open, reflective and on-going dialogue designed to ensure involvement of stakeholders in charting the future of their organisations and regions as part of the transition to sustainable societies
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Nothing is more practical

than a good theory!