Brazilian Circular Economy Pilot Project: Integrating Local Stakeholders’ Perception and Social Context in Industrial Symbiosis Analyses
Abstract
:1. Introduction
2. Theoretical Background
2.1. Industrial Symbiosis
2.2. Theoretical and Analytical Framework
2.3. Industrial Symbiosis in Brazil
2.4. Case Study Context and Its History
3. Methodological Aspects
3.1. Methodological Choices
3.2. Data Collection
3.3. Data Analysis
4. Results
4.1. Circular Economy Pilot Project
4.2. Dynamics of Industrial Symbiosis in Sete Lagoas
4.2.1. Category 1-Exogenous Elements
4.2.2. Category 2-Interorganisational Action
4.2.3. Category 3–Barriers
5. Discussion
6. Conclusions
Author Contributions
Funding
Institutional Review Board Statement
Informed Consent Statement
Data Availability Statement
Acknowledgments
Conflicts of Interest
References
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Authors | Level | Main Contributions |
---|---|---|
[66] | Rio Ecopolo Program | Features: Pioneer initiative in Brazil; systematic integration process among professionals in the environment area; associations of local industries as articulating agents in the exchange of information; periodic meetings for decision making; punctual and timid practices. Recommendations: conduct the process by the industrial representation entities instead of the government; greater recognition by industries of the importance of the project; government involvement through the incorporation of the theme into public policies, greater involvement of environmental agencies in inducing this type of program. |
[20] | Rio Ecopolo Program | Context: collaboration between governments, private institutions and industries, communities and academia has not evolved as it should; changes in public administration caused the state government to withdraw support for the Program. Recommendations: a planning strategy for the state’s sustainable development based on a concrete partnership between all the actors involved; community participation in the initial planning process to avoid misunderstandings, share responsibility and build trust; the government’s role in disseminating and providing necessary legal support; community and industry education on these topics. |
[71] | Green City Project-Footwear Sector | Motivations: inspection and heavy fines motivated the adoption of new solutions related to waste; recognition of small businesses’ inability to make changes individually led to a joint effort for a solution coordinated by the trade association. Features: several meetings to convince companies to transform their practices; the leadership of the association’s director facilitated building trust; collective learning through training and development of educational material; waste management infrastructure for monitoring information and providing reports to companies. |
[21] | Minas Gerais Industrial Symbiosis Program | Features: coordination made by FIEMG; the sparse network with few waste exchanges; the effort of the actors involved in building knowledge, mobilization and relationship capacities; institutional context unfavourable to developing industrial symbiosis. Recommendations: it needs to invest in eco-innovative solutions and improvements in the institutional environment to develop efficient waste management. |
Aspect | Classification | Reference |
---|---|---|
Approach | Qualitative | [78,79,80] |
Nature | Applied | [81] |
Goals | Descriptive | [81] |
Data collection techniques | Documentary research and in-depth interview with a semi-structured script | [82,83] |
Triangulation | Collection methods | [84] |
Data analysis | Content analysis | [85,86] |
Interviewed | Post | Main Economic Activity | Fictitious Company Name | Date |
---|---|---|---|---|
ENT1 | Environmental analyst | Automotive component manufacturing | AutoComponent | 19 March 2021 |
ENT3 | Majority Partner and Administrator | Manufacture of sinks and tanks | SinkPlant | 6 April 2021 |
ENT4 | Industrial director | Manufacture of car audio components | AutoAudio | 8 March 2021 |
ENT5 | Workplace Safety and Environment Coordinator | Automotive component manufacturing | AutoSolder | 16 March 2021 |
ENT6 | Senior Environmental Analyst | Manufacture of trucks and buses | CarPlant | 9 March 2021 |
ENT7 | Integrated Management System Analyst | Production of denims and fabrics, yarns and denim | TextilePlant | 25 February 2021 |
ENT9 | Industrial director | Metal Machining | MetalPlant | 5 April 2021 |
ENT10 | Owner and Chief Financial Officer | Manufacture of ice cream, other frozen food and industrial bakery | FrozenFoodPlant | 22 March 2021 |
ENT8 | Safety and environment supervisor | Production of steel forgings | SteelPlant | 7 April 2021 |
ENT13 | Director | Coffee roasting and grinding | CoffeePlant | 22 April 2021 |
ENT15 | Owner | Manufacture of meat products | MeatPlant | 20 January 2021 |
ENT14 | Environmental analyst | Manufacture of cleaning and polishing products | CleaningPlant | 20 April 2021 |
ENT16 | Owner and Industrial Director | Manufacture of cement artifacts for use in construction | CementPlant | 31 March 2021 |
ENT17 | Manager | Wholesale trade of metal waste and scrap | WastePlant | 15 March 2021 |
ENT18 | Commercial director | Activities to support livestock and dairy and animal feed manufacturing | DairyCoop | 16 April 2021 |
Interviewed | Post | Institution | Date |
---|---|---|---|
ENT2 | Environmental Analyst-Coordinator of the Circular Economy Program | Federation of State Industries | 21 January 2021 |
ENT12 | Executive Superintendent | Commercial and Industrial Association | 21 December 2020 |
ENT11 | Professor | University centre | 1 April 2021 |
Categories and Subcategories | No. Sources | No Encodings |
---|---|---|
Category 1. Exogenous factors | ||
Strategic alignment | 6 | 12 |
Standardization | 8 | 26 |
Legal compliance | 18 | 82 |
Category 2. Interorganisational action | ||
Objective elements | ||
Flow of information | 14 | 42 |
Industrial diversity | 12 | 19 |
Resource flow | 13 | 36 |
Economic viability | 17 | 53 |
Subjective elements | ||
Coordination mechanism | 15 | 35 |
Community interface | 7 | 15 |
Organisational interactions | 12 | 34 |
Category 3. Barriers | ||
Absence of government actions | 12 | 28 |
Unavailability of time | 2 | 3 |
Destination cost versus investment cost | 2 | 4 |
Discontinuity of actions | 7 | 14 |
Standard | Coded Excerpts |
---|---|
ISO 9001 (quality management system) | “We are environmentally certified, yet not in ISO 14000, not necessarily. We have a good part of the quality management system. We have a directive that deals with this. We have to have a well-publicized environmental policy within the company because our customers demand this from us, and most of them are certified (ENT9)”. |
ISO 14001 (environmental management system) | “(…) Certification, we have 14,001. Today, AutoSolder works… I am talking about AutoSolder worldwide, because it is a Portuguese company, right? AutoSolder changed its management strategy a year ago where it includes sustainability as one of the company’s pillars (ENT5)”. |
ISO 9001 and ISO 14001 under implementation | TextilePlant will also enter the certification part of 14001, so this question is essential for us. We have 9001 and are looking for 14001, which are already part of the Pirapora factory (ENT7)”. |
ISO 50001 (Energy Management) under implementation | “(…)We are there with an energy management system project. We are looking for certifications and an energy management system here at the company because the annual reductions are very significant for AutoComponent (ENT1)”. |
Result | Coded Excerpts |
---|---|
Increase in revenue | “From a financial point of view, the company obtains resources from the sale of this wood (ENT1)”. |
Cost reduction | “The company that collected and brought us to the destination charged much more regarding the transport issue. So we did have the reduction. I can’t tell you in percentage at the moment. But we did have a reduction in the value (ENT10)”. |
Increase in Revenue | “We invested in constructing a shed and yard to receive the waste. Thus, the production of organic compost increased, with no increase in costs for purchasing products. The opposite happened. We charge the reception of these products, which ended up generating revenue for the company (ENT15)”. |
Company | Social Actions |
---|---|
AutoComponent |
|
FrozenFoodPlant |
|
CleaningPlant |
|
WastePlant |
|
SinkPlant |
|
AutoAudio |
|
AutoSolder |
|
TextilePlant |
|
MetalPlant |
|
Organisational Interactions before the CE Pilot Project |
---|
“AutoComponent is within a condominium of companies. In addition to AutoComponent there are four other companies within this same condominium. They are different companies with different segments, we have interaction here inside, and they have interaction with the companies that are around, which is the case of Maxion Montich, SteelPlant, and AutoSolder, then ends up having this interaction (ENT1)”. |
“We had few partner companies anyway. Because we produced a lot of compost on our own. We received from a single company (ENT15). |
In general, we have a lot of relationships with this automotive, industrial park, and our relationship with AutoAudio is very much with this group. We have for another, and no longer for me as a director, but other positions such as HR, for example, which is in greater diversity, that there is a group that is us, there are other companies, CleaningPlant, TextilePlant, DairyPlant, there is a greater multidisciplinarity, but from the management point of view he is much more focused on automotive (ENT4)”. |
“(…)We attended 20 workshops from other companies to understand what they were doing. Of course, some we could not bring as process solutions, but many we managed to do just as we received seven or eight companies from groups of different companies. We showed the processes and projects they were trying, so this synergy has become very interesting. And we industrialists have been exchanging more stickers, which is very important. Our involvement with our primary client, CarPlant, has significantly helped in this cycle. We distance ourselves less, get closer to this operation, and want things to happen more efficiently, less painfully (ENT4)”. |
“(…)We deliver parts to them via a shared system. So, it means that the logistical efficiency, in this case, is 100%. They collect our loads. They collect loads from AutoSolder, AutoComponent, go to Betim, pick them up from Betim, go to São Paulo and deliver them to the automaker. And it works well, so it works. Obviously, we had to adapt so that we had greater liberality from the point of view of the control (ENT4)”. |
“We have more relationships with the security personnel, now within the pandemic, it stopped, but we already had monthly meetings each one in each company, presented something from the area that turned out to be relevant and other companies could use (ENT8)”. |
Organisational Interactions after the CE Pilot Project |
---|
“From the meetings, I could visit CarPlant to understand the environmental issue. They also came here to the company to learn about environmental management. I was at AMBEV, a different company from the automotive sector, but we managed to exchange knowledge. We visited to learn about their management process. They were here to understand our process. So, it was cool. The companies were very participative. I still have contact with some, even though it happened in 2018 (ENT1)”. |
“With the circular economy project, which we started, for example, receiving cafeteria waste, which was an issue that we did not receive before. So, that was the big impulse after the project (ENT15)”. |
“But I talked with many. I remember talking with TextilePlant, I remember talking with, I think with MeatPlant, I believe these are the ones, but there were other conversations also between the companies that I remember like this (ENT16)”. |
“MeatPlant, through the circular economy program, we started negotiations to be able to recycle our organic waste, which is the waste left over from the restaurant, from the pruning of our gardens (ENT11)”. |
“So, participation within the circular economy opens up a range of visibility, even to know other companies inside and outside the state that may use these services in their process. This is very interesting, not only for this waste that we already know the destination within the circular economy. We can meet new partners, destinations or even waste that we can use as biomass in our boiler (ENT7)”. |
Role | Coded Excerpts |
---|---|
Look for connections between actors | “ENT 2, I saw that he didn’t get discouraged at any time and is still believing in the project and looking for connections. Seeking to favour sometimes in connection with the companies here, with companies in the neighbourhood. So, I see him as the central figure (ENT11)”. |
Mobilize all stakeholders to participate in the project | “When FIEMG brought the project here in Sete Lagoas, they sent an invitation letter to all companies. We received the invitation letter before the first meeting, informing us about the project that was coming here, and then they got in touch via phone to see if they had received the letter. In addition, they wanted to see if the company was interested in joining the project. That’s when all the registration started (ENT1)”. |
Identify business opportunities | “(…)We participated a lot with ACI. This was discussed within the ICA. ACI is one of the mobilizers of the CE project there, together with FIEMG, presenting these companies. Did you understand? I was very young. It was something like that, identifying what could be created in partnership. It was something that needed to be worked on. (ENT10)”. |
Give credibility to the project | “(…) we know the seriousness of their work (ACI), the proposal they always bring to help companies in general. Mainly in the Sete Lagoas region. So, we know that they are very active, they are trying to bring benefits and proposals that bring us back to the business community here in Sete Lagoas (ENT9)”. |
Mediate relationships between actors | “I characterize the participation of FIEMG as extremely important, mainly as a mediator. To bring companies to work together. To help us define a common ground (ENT6)”. |
Follow the actions | “(…) Until we consolidated the closing of the logistics of wooden packaging, FIEMG acted a lot. If I’m not mistaken, we had a more robust presence from FIEMG for about eighteen months (ENT 6)”. |
Facilitate communication and provide technical expertise | “FIEMG is paramount. They have technical training and contacts with companies throughout the state. That way, they can condense it all. And the ACI plays the same role within the entire state. All companies are directed to it, and it also manages to reduce the information in a single place. This makes the search easier for all companies (ENT7)”. |
Role of the State | Coded Excerpt |
---|---|
Joint actions to propose solutions | “(…)We do not have the participation of any competent body assisting us in the solution. I think that the State should encourage participation, a more responsible action. And we don’t see that happening. And what is lacking is government participation itself. It lacks structuring (ENT10)”. “(…) I think it’s even a matter of having more significant support because we would be able to generate many solutions (ENT13)”. |
Support for small businesses | “(…)The government itself, I think, is very silent on this. Much more could be done, and more extensive work could be done, especially with small companies. Big companies have a whole structure and full support, but small companies leave something to be desired (ENT3)”. |
Research incentive | “(…)We need research. We need resources to continue with these initiatives. So at the federal level, either through the CNI or the federal government. I don’t see any genuine initiative to encourage (ENT2)”. |
Engagement in environmental guidelines | “(…)Nothing effective about the disposal of materials. Some obligation dictates that we should discard so much, enjoy so much, nothing in this sense as much as there are a series of agreements from Paris. A series of deals are made about the climate, but Brazil is still not very engaged. (ENT4)”. |
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Faria, E.; Barreto, C.; Caldeira-Pires, A.; Streit, J.A.C.; Guarnieri, P. Brazilian Circular Economy Pilot Project: Integrating Local Stakeholders’ Perception and Social Context in Industrial Symbiosis Analyses. Sustainability 2023, 15, 3395. https://doi.org/10.3390/su15043395
Faria E, Barreto C, Caldeira-Pires A, Streit JAC, Guarnieri P. Brazilian Circular Economy Pilot Project: Integrating Local Stakeholders’ Perception and Social Context in Industrial Symbiosis Analyses. Sustainability. 2023; 15(4):3395. https://doi.org/10.3390/su15043395
Chicago/Turabian StyleFaria, Emilia, Cristiane Barreto, Armando Caldeira-Pires, Jorge Alfredo Cerqueira Streit, and Patricia Guarnieri. 2023. "Brazilian Circular Economy Pilot Project: Integrating Local Stakeholders’ Perception and Social Context in Industrial Symbiosis Analyses" Sustainability 15, no. 4: 3395. https://doi.org/10.3390/su15043395