Professional Documents
Culture Documents
Faculty of Technology, Policy and Management, Delft University of Technology, Jaffalaan 5, 2628 BX Delft, The Netherlands
School of Management, Harbin Institute of Technology, West Dazhi Street 92, 150001 Harbin, China
a r t i c l e i n f o
a b s t r a c t
Article history:
Received 15 May 2012
Received in revised form
15 August 2013
Accepted 1 September 2013
Available online 12 September 2013
The variety of successful and unsuccessful eco-industrial parks (EIPs) have evoked a discussion on how
to intervene in the process of transforming an industrial park to an eco-industrial park. This study
presents a process analysis approach that enables analysts to trace and structure the key activities that
inuence changes in an EIP system. This approach rests on ve key activities that affect EIP changes and
development: (1) institutional activity (2) technical facilitation (3) economic and nancial enablers (4)
informational activity and (5) company activity. Applying this lens to a Chinese EIP, Tianjin Economictechnological Development Area (TEDA), allowed us to build a structured database of activities to
analyze its eco-transformation. In TEDA, institutional activity shapes the institutional arrangements that
are pivotal for enabling and shaping the eco-transformation. Company activity has less inuence on the
system than the other key activities. Informational activity is vital to build trust and relationships. In a
long time-span, TEDA transformed from a planned EIP to a planned and facilitated EIP, where the local
authority acts as a coordinator and as a facilitator. The process analysis approach is amenable for an
institutional environment other than the Chinese context because it results in a structured and documented analysis that is open to adjustment, expansion and critique.
2013 Elsevier Ltd. All rights reserved.
Keywords:
Eco-industrial park
Industrial symbiosis
Process analysis
Circular economy
Tianjin Economic-technological
Development Area (TEDA)
1. Introduction
The most famous eco-industrial park (EIP), Kalundborg in
Denmark, demonstrates the feasibility of reconciling a prot
orientation with environmental performance. Due to water scarcity, six major companies in Kalundborg spontaneously formed a
symbiotic network that is deeply embedded in the regional context.
In recent years, EIPs have become a policy-driven attempt to apply
the principles of Industrial Ecology in specic locations (Gibbs,
2009) to reduce the environmental impact of industrial activities.
The worldwide boom of EIP practices has been evidenced in the
National Industrial Symbiosis Program (NISP) in the UK, the
regional synergies in the Australian mineral industries and the
Circular Economy program in the Chinese industrial park (Mirata,
2004; van Beers et al., 2007; Yuan et al., 2006). Meanwhile, the
abandoned projects in the US have revealed that regulatory and
management complications may exist when realizing EIPs. Overemphasis on the technical aspects of matching material ows
465
466
Table 1
Framework for identifying the events of key activities.
Key activities
Indicators
Institutional activity
Policies, regulations, planning, voluntary agreement and evaluation for EIP/IS (1)
Projects of infrastructures and utilities for
enabling IS (1)
Financial incentives (funding and subsidies) (1)
Technical facilitation
Economic and
nancial enabler
Informational activity
Company activity
467
project (Gibbs and Deutz, 2007; Mirata, 2004). The main reasons
for Kalundborgs success are the culture of cooperation, the short
mental distance and a shared cooperative attitude (Ashton, 2008;
Ehrenfeld and Chertow, 2002; Gibbs and Deutz, 2007; Sterr and Ott,
2004). Self-organization by companies for IS is a pivotal factor for
the emergence of symbiosis possibilities, and appears to be the
missing link in many unsuccessful planned EIP (Chertow, 2007;
Gibbs and Deutz, 2005).
2.4. Approach to identify the key activities for event tracking
Above, we have summarized our ndings from a literature review and grouped the results into institutional, technical, economic
and nancial, informational and company activity. As we are
interested in the process of EIP development, we use a list of indicators (see Table 1) to represent what drives the changes of an EIP,
in order to identify these activities from empirical material. The set
of indicators as a minimum should cover the determining factors
under each subject of the key activity in Appendix A. The institutional activities concern formal institutions such as regulations,
laws, planning and evaluation, as well as informal institutions like
voluntary agreements or shared norms. For technical facilitation,
we focus on the public utilities such as co-generation plants and
wastewater recycling plants. Regarding economic and nancial
enablers, although the funding sources of companies are diverse,
we pay particular attention to local governments subsidies and
funds for encouraging companies to join symbiosis networks. The
informational activity can be mapped through the number of
training sessions, feasibility studies, workshops and networking
events. And we use the started IS projects to map the events about
company activity. Finally, the participation in the information exchange and information disclosure can be counted as a proxy,
because these imply willingness of companies to engage in IS
projects.
The framework can help detect the events from raw data (e.g.,
news, archives and interviews) related to EIP/IS development. Once
a related event appears, it will be counted with value 1 in this type
of key activities. The events are stored in a historical database to
create a time series. Consequently, the trends of the 5 key activities
inuencing an EIPs development are illustrated and analyzed.
Through this approach, the process of EIPs development is tracked
and systematically analyzed over time. The approach requires case
study to testify whether it is adequate, which will be presented in
the next section.
3. Case study on process analysis about the ecotransformation of TEDA
3.1. Method of applying process analysis and data collection
In the following sections, the approach outlined above is used to
illustrate TEDAs development and to analyze its evolution process.
First, we describe the milestone events that had profound impacts
in terms of institutional activity, technical facilitation, economic
and nancial enablers, informational activity and company activity.
Second, a system analysis is presented based on the database that
has been compiled by collecting historical events from 2000 to
2011. The database is setup in accordance with the indicators in
Table 1. Data collection follows Hekkert et al. (2007) who tracked
events reported at the system level. Thus, we focus on the data
sources available to give us information at the park level of TEDAs
eco-transformation. These include news and annual reports of
TEDA from 2000 to 2011, mainly from the websites of TEDA government (http://www.teda.gov.cn), TEDAs Eco-center (http://
www.ecoteda.org), and TEDAs Environment Protection Bureau
Fig. 1. The proportion of the industries in TEDA by 2010. Data source: website of TEDA
Government.
(EPB)
(http://www.teda.gov.cn/html/hjbhj/portal/index/index.
htm). The events are counted over time with the same weight
and plotted in the gures. The trends of the 5 key activities through
time are analyzed to explain the dynamics of TEDAs ecotransformation. Moreover, during data collection in the eld, we
conducted seven semi-structured interviews with the key departments in TEDA. These interviews lasted 1e3 h and the ndings
largely served as triangulation of data obtained by other means
(yearbooks, policy documents, our measurements of the key activities). The interviews also provided necessary background information about the drivers and barriers during TEDAs ecotransformation. Appendix B gives an overview of the departments
and positions of the respondents and questions in the interviews.
3.2. General introduction of TEDA
Tianjin Economic-technological Development Area (TEDA) was
established in 1984 as one of the rst Chinese national level economic development zones. Connected with Tianjin Port, TEDAs
developed land occupies approximately 98 km2, including 46 km2
of industrial area and an employed population of 484 thousand. In
2010, TEDAs GDP was RMB1 154.586 billion, an increase of 25.1%
compared with the previous year (TEDA, 2010a). In total, TEDA has
approved 4870 foreign companies involving US$ 62.207 billion of
project investment, and 9546 domestic-funded enterprises with a
total registered capital of RMB 177.069 billion (TEDA, 2010a). As a
mixed industrial park with diverse industries, TEDA has seven main
industries and their relative share is shown in Fig. 1.
TEDAs eco-transformation dates back to the year of 2000 when
TEDA started to prepare for the ISO14001 certication. The diversity of industries brings TEDA the possibility of by-product exchanges as well as the challenges to connect different types of
companies. Furthermore, Tianjin City relies on external energy and
resources. Consequently, TEDA also suffers from the same problems, especially water scarcity. Considering the growing demand
for resources from the rapid economic growth, it is indispensable to
reduce and recycle energy, water and resources. After years of
effort, TEDA was nominated as a National Pilot Industrial Area for
Circular Economy in 2005 and it became one of the rst three
National Demonstration EIPs in 2008. Utility sharing has gradually
increased in regional water supply and co-generation. Moreover, a
symbiosis network of by-product exchanges is emerging. During
TEDAs eco-transformation, various activities and changes took
place in terms of institutional intervention, infrastructure provision
468
Table 2
Main institutional activities stimulating EIP at TEDA and national levels.
TEDA
National
Year
Institution
Type
2000
2000
2002
2002
2005
2006
2007
Incentive policy
Incentive policy
Planning
Incentive policy
Incentive policy
Planning
Monitoring and evaluation
2007
2007
2008
2010
2003
2003
2004
2006
2008
2009
Incentive policy
Monitoring and evaluation
Planning
Monitoring and evaluation
Law
Law
Law
Standard
Planning
Law
initiated, which involves the regional water cycle system and a cogeneration plant. Moreover, due to the absence of national regulations on non-hazardous industrial waste, an eco-labeling management system was launched in 2005 to reduce solid waste.
Companies that generate, recycle or treat solid waste can set up a
waste management system and have it evaluated. If it passes the
assessment, the company will receive an eco-management label as
a certication (TEDA, 2007a,b). Apart from the goal of solid waste
reduction, the eco-labeling management system also traces the
solid waste ow to search suitable waste recyclers and the effective
transport routes.
Although crucial regulations had been implemented for closedloop chains and IS, many problems still persisted. For instance, the
efciency of energy utilization was low. 60% of the steam condensation water could be reused for heat energy instead of being discharged. The reclamation of materials was constrained by
imperfect information and insufcient information services (TEDA,
2006b). Considering these shortcomings, the Implementing Plan
for the TEDA Circular Economy Pilot was promulgated in 2006.
Following the main IS principles, this plan emphasized on optimization of energy structure, reclamation of regional steam condensation water, and the establishment of an information platform for
solid waste management. Furthermore, it stressed the incentive
mechanisms to mobilize companies to disclose environmental information and join the IS network (TEDA, 2006b). In retrospect,
these new goals paved the way for IS-type projects. A company
obtaining the eco-management label for 3 consecutive years can
receive a reward of RMB 30,000. Additionally, monitoring and
evaluation have been strengthened since 2007. TEDAs EPB regularly publishes the names of companies that fail the requirements
for pollution discharge.
The transition of Chinas national environmental policies also
have impacts on TEDAs development. As the Cleaner Production
Promotion Law was formulated in 2003, the shift from end-of-pipe
to source control and life cycle management has been strengthened
(Zhang and Wen, 2008). Besides, the national EIP standards and the
Guide for Planning and Construction of EIPs provide a clear denition of IS and the associated regulatory instruments in the
following domains: wastewater treatment and recycling, solid
waste disposal and reclamation, and energy cascading. Furthermore, the Circular Economy Promotion Law (2009) states that the
development of a green-eld (building new parks with ecological
469
Fig. 2. TEDAs water cycle system. The treatment capacity is the design capacity. Source: TEDA, 2007b
470
Fig. 3. Energy ow of TEDA co-generation plants. Source: Shi et al., 2010; TEDA, 2008
Management Project
Engineering Project
Total
3500
3349.45
3000
2500
2000
1500
1279.65
1000
500
0
1534.96
1364.44
845.59
464.08
0
2007
429.31
4.75
2008
450.05
2009
4000
100
90
80
70
60
50
40
30
20
10
0
condensate recovery
Total amount:
435.37
2008
2009
471
Table 3
Results of materials and energy saving from the rst term of TEDA WMC (Zhang et al., 2007).
Themes
Raw materials
Fuel
Gas
Steam
Electricity-saving
Water-saving
Saving Results
1034.44 t/a
108 t/a
2340 m3/a
1191.69 t/a
593.87$104 kWh/a
24.42$104 m3/a
880.48$104 RMB
Table 4
The environmental and economic results of the synergy projects within Switch-Asia Project by 2011.
Number of recruited
companies
Number of synergies
CO2 reduction
(10,000 tons)
Landll diversion
(10,000 tons)
Revenue increase
(RMB 10,000)
536
27
1.1
0.3
0.3
552
16
14
12
10
8
6
4
2
0
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
Total numbers of the events about planning,law, regulation and evaulation
for IS
Numbers of the events about IS-related monitoring and evaluation
Fig. 6. Numbers of the events of institutional activity per year. Sources: (TEDA, 2000,
2001, 2002a,b, 2003, 2004, 2005, 2006a,b, 2007a, 2008, 2009, 2010a, 2011); websites
of TEDA Government, TEDAs Eco-center, and TEDAs EPB
472
40
35
30
25
2
20
15
10
5
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
Fig. 7. Numbers of the events of technical facilitation per year. Sources: (TEDA, 2000,
2001, 2002, 2003, 2004, 2005, 2006, 2007a, 2008, 2009, 2010a, 2011); websites of
TEDA Government, TEDAs Eco-center, and TEDAs EPB
Fig. 9. Numbers of the events of informational activity per year. Sources: (TEDA, 2000,
2001, 2002a,b, 2003, 2004, 2005, 2006a,b, 2007a, 2008, 2009, 2010a, 2011); websites
of TEDA Government, TEDAs Eco-center, and TEDAs EPB
types of waste. This is a consequence of the unplanned industrial structure of TEDA since its establishment in the 1980s.
The fragmented industrial composition limits the possibilities
for connecting industrial chains. The strategy of closed-loop
chains was tried through inviting companies to settle down
in TEDA, aiming to reclaim the waste in the industrial chains.
This enforcement to create closed-loop chains may have had a
short-term effect, but in reality the links did not evolve in a
natural way, which resulted in incompatible and unstable
couplings.
2. There is no landll tax nor Extended Producer Responsibility
for general industrial waste in China, which results in a lack of
pressure and motivation for companies to reduce, reuse and
recycle. In addition, the current environmental regulation has
an institutional barrier as it lacks of practical and standardized instructions. The regulations on industrial waste classication and reclamation are not systematic. And the
immature market of waste recycling is taken by unqualied
recyclers.
To overcome the rst barrier, TEDA is operating the IS program in order to engage companies from various sectors in a
symbiosis network that is exible and can increase cooperation.
The economic and environmental benets from by-product exchange projects can be quantied and traced by TEDAs Ecocenter. The combination of closed-loops within chains and networks of synergies between chains may be a solution for the eco-
350
300
250
4
200
3
150
2
100
50
0
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
Fig. 8. Numbers of the events of economic and nancial enabler per year. Sources:
(TEDA, 2000, 2001, 2002a,b, 2003, 2004, 2005, 2006a,b, 2007a, 2008, 2009, 2010a,
2011); websites of TEDA Government, TEDAs Eco-center, and TEDAs EPB
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
Fig. 10. Numbers of the events of company activity per year. Sources: (Shi et al., 2010;
TEDA, 2000, 2001, 2002a,b, 2003, 2004, 2005, 2006a,b, 2007a, 2008, 2009, 2010a,
2011); websites of TEDA Government, TEDAs Eco-center, and TEDAs EPB
473
Fig. 11. TEDAs system structure in the initial era (readers are referred to the online version of this article for colorful gure).
4. Discussion
4.1. Reection on the approach
Process analysis has provided a novel view to grasp EIP development and to learn lessons from a historical case that continues to
develop. By applying the framework, we assembled a database
from individual events that enabled us to make a system analysis.
We learned that understanding the eco-transformation of industrial parks requires dynamic systems thinking. When steering the
eco-transformation, the strategies and decisions should be underpinned with a holistic understanding about what drives the
transformation by what mechanisms, and how various drivers and
Fig. 12. TEDAs system structure in the emerging era (readers are referred to the online version of this article for colorful gure).
474
5. Conclusion
475
Appendix A. Key activities from the literatures for driving the changes of an EIP system
Determining factors
References
Classied as
key activities
Institutional
activity (parklevel)
(Ct and Hall, 1995; Geng et al., 2009a; Geng et al., 2008; Mirata,
2004; Zhang et al., 2010)
(Boons, 2008; Chertow, 2007; Chiu and Yong, 2004; Ct and
Smolenaars, 1997; Fang et al., 2007; Geng et al., 2009b; Heeres et al.,
2004; Lehtoranta et al., 2011; Mathews and Tan, 2011; Park et al.,
2008; Tudor et al., 2007; Yong, 2007; Yuan et al., 2006; Zhang and
Wen, 2008)
Institutional
activity
(regional/
national)
Technical
facilitation
Economic and
nancial
enabler
Informational
activity
Company
activity
Appendix B. Titles and departments of interviewees and the questions for interviews
Interview questions
476
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