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Waste diversion rate (WDR) is a key indicator of effective waste management and circular economy. However, it has not yet been widely used in the construction and demolition waste (C&DW) sector. This study aims to promote the application of WDR as an effective measure for waste management through the investigation of the current status of C&DW diversion in the Australian construction industry.

A mixed-method approach, which combines a desk study and a case study of 12 residential projects was used in this study. Data retrieved from the National Waste Database (NWD) were used for the descriptive analysis.

The analysis of the national waste data revealed that the national average WDR in Australia is 64%. WDR varies based on material types and across the states. The analysis facilitated the forecasting of the possible future trend of waste diversion in Australia. The studied projects from two states in Australia presented slightly different results. Most of the waste stream, except mixed waste, presented above 95% of WDR in each project.

Although the studied projects showed a higher recycling rate, this study claims that achieving a higher rate of recovery by diverting the waste could not be assured unless accurate estimation is carried out with reliable and verifiable data. Lack of reliable data is considered as the limitation of this study. While the scope of descriptive analysis of waste generation and diversion covers the whole country, the case study analysis is limited to the states of New South Wales and Victoria.

The study highlights the significance of WDR in assessing the performance of effective waste management in the C&DW sector. WDR is a comprehensive measure that takes the output of the waste life cycle into account for benchmarking waste management. The results provide a critique of the current practices of waste management and the essence of the consistent, transparent and verifiable waste data to enable accurate WDR estimation in Australia. The outcome is useful for waste managers and policymakers in developing potential waste management strategies and C&DW specific legislation for building a more ecologically sustainable industry.

This study explores the interplay between lean management and circular production systems and their implications on zero-waste performance, green value competitiveness and social reputation.

Questionnaire-based survey methodology is used to obtain empirical data from Ghanaian manufacturing SMEs. A multivariate statistical technique, specifically partial least square structural equation modelling is chosen to test the hypothesized relationships.

The empirical results confirm that lean management is a vital element in moving SMEs towards the implementation of circular production systems. The results also confirm that lean management and circular production systems combine effectively to bring about significant improvement in zero-waste performance, reinforce green value competitiveness and boost social reputation. The results further confirm the mediation role of circular production system between lean management, zero-waste performance, green value competitiveness and social reputation.

Anchored on the tenets of the natural resource-based view theory, resource orchestration theory and stakeholder theory, this study proposes an integrated research model that builds new insights into the relationship between lean management, circular production system, zero-waste performance, green value competitiveness and social reputation. The proposed model directs the actions of SME managers in emerging countries to comprehensively evaluate their production processes to equalize the possible compatibility of lean management and circular production systems to meet their zero-waste performance targets, gain green value competitiveness and stimulate social reputation.

One goal of the United Nation's key sustainable development is to ensure sustainable consumption and production habits. In particular, the United Nation's target 12.5 aims at substantially reducing “waste generation through prevention, reduction, recycling, and reuse by 2030” (United Nations, 2022). This strategy goes hand in hand with the so-called “Zero Waste” concept where waste is reduced as much as possible. Zero Waste has gained increasing attention in production technology and waste management literature. Interestingly, the concept has also become more and more popular with consumers in recent years. Indeed, environmentally conscious consumers increasingly make efforts to reduce their waste production by changing their lifestyles accordingly (Săplăcan & Márton, 2019), such as bringing their own bags for grocery shopping or using their own coffee-to-go mugs when filling coffee in cafés. These Zero Waste practices become particularly popular with consumers in the food industry. By investigating the Zero Waste practices within the food industry, this research will demonstrate how companies develop business ideas to address this consumption trend. Specifically, it shows both challenges and opportunities companies face when targeting Zero Waste consumers. Moreover, the chapter analyzes the impact of the COVID-19 pandemic on Zero Waste consumption patterns in the food industry and proposes strategies how food companies can respond effectively to these changes. Finally, the research provides practical recommendations to companies on how to implement Zero Waste practices to appeal to environmental conscious Zero Waste consumers.

The chapter illustrates the relationships between concepts, theories, and processes presented so far in the book.

The cases explored show how this model can be recognized first and foremost in publicly owned waste operators linked to the territory where the service is provided. The content that justifies and legitimizes their presence is that of the integral recovery of materials through the zero waste strategy.

Innovation, responsibility, stakeholder engagement, and knowledge sharing have been highlighted as the four key drivers of sustainable urban waste management. These drivers reciprocally reinforce each other in a virtuous exploitation system that generates a positive circular path of new managerial and technical resources and competencies, and new responsibility schemes shared among managers, policymakers, employees, and users.

Further, each key driver impacts the economic, environmental, and social performance of urban waste operators, increasing the overall impact and strengthening the effect of the other drivers in a virtuous exploitation of benefits for waste operators and stakeholders beyond the served territory.

Public service provision in the European Union has received great attention in the last decades. Waste management is among the most important public services and challenges for a sustainable world owing to its impact on the environment, economic development, human health, and equity. Throughout Europe, along with the circular economy, the related zero waste (ZW) framework is also rapidly spreading. This introduction provides information about research questions and methodology used to discuss the most relevant and critical issues for good management of waste service provision under the ZW framework.

Chapter 4 focuses on how can we best measure and compare performance of waste management companies, discussing the triple bottom line perspective as a driving approach for public service provision like urban waste management. This approach contributes to extend relevant performance dimensions, broadening its scope to encompass not only cost and efficiency in waste collection and treatment but also environmental and social implications.

The chapter will describe the genealogy of the international social movement “Zero Waste (ZW)” and highlights its role of cultural, organizational, and scientific reference point for the waste management, in particular the public one in Italy. The chapter proposes to interpret ZW as a part of a wider social movement on “common goods” that in Italy proposed a radical critics of the neoliberal governance of local public services. The climax of this movement was the referendum of 2011, when 27 millions of Italian citizens voted against the privatization of waste, water, and transport management at an urban level. By door-to-door recycling, composting of community, pay as you throw system (PAYT), reuse centers, and environmental communication, ZW movement succeeded to create an apparatus of driver concepts for the management of waste. In particular, some of the proposed case studies were the actors that implemented the ZW strategy findings on the territory, experimenting new organizational and social practices aimed at increasing recycle and at converting the local economy into a circular one.

This chapter provides an overview of waste management across Europe. It offers an outlook of evolution of waste generation and how European Union (EU) countries treat waste, by providing historical and current data as well as by describing a few best practices of waste management companies and municipalities throughout Europe. The circular economy framework applied to urban waste management and the zero waste strategy are described.