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Circular manufacturing industry in Flanders

The manufacturing industry has struggled in recent years. The corona crisis, wars and supply chain disruptions. Rising inflation, high raw materials prices and expensive loans.  

The circumstances are not always in your control, but the way you deal with them is. That is why we need to sketch out an ambitious future policy for a strong, resilient manufacturing industry. This is what the factory of tomorrow will look like: 

  • It uses minimal energy and non-renewable resources. 

  • It produces sustainably and is circular whenever possible.  

  • It makes products with high value-added. 

  • It responds flexibly to changing demand and situations.  

  • It has well-trained staff and provides quality jobs.  

  • It innovates with an eye for people, the environment and profitability.  

A story of opportunities

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A story of opportunities

Our ambition? By 2030, more than half of Flemish manufacturing companies with at least 10 employees (in the mainstream and social economy) should be actively working on circular strategies. In this way, they can provide the same or more value with less material consumption and lower impact on the environment.  

We have plenty of trumps to become a circular leader. The manufacturing industry has strong roots here. The social economy that works together with it is well established. We have strong knowledge institutions and an extensive logistics network. There are various civic initiatives and organisations already committed to circular strategies. There is a fairly wide network of collection and sorting and our market is accessible.  

Focus and approach of the strategic agenda 

A study conducted prior to the establishment of the strategic agenda identified four promising value chains that are ideal for the shift to a circular economy - and where the economic and environmental opportunities are greatest: 

  1. Machinery and professional electronics 

  2. Carpets and technical textiles 

  3. Consumer electronics & ICT (including batteries) 

  4. Consumer textiles 

These get additional focus, but of course do not preclude other value chains in the manufacturing industry. Our approach has two strands:  

  • We put the main focus on collaboration within value chains. The transition to a circular economy requires collaboration between companies. Among other things, meeting needs differently via circular business models, and sharing ownership and responsibility when using or reusing products. 

  • We are aiming for broad dissemination of circular principles among Flemish manufacturing companies - from SMEs to large enterprises. Companies that have already experimented receive support to scale up. We are improving the circularity of existing value chains such as mechanical engineering and textiles. And we are attracting new activities in the inner circles of the circular economy: repair, reuse, remake.  

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Work paths  

To realise our ambitions, we are developing actions based on concrete 'work paths'. These are the key steps we need to take to make this circular shift. Work paths are either centred on circular strategies, such as extending the useful life of products, or on actions that drive the transition, such as promoting circular procurement or focusing on customised jobs and skills.  

Together with the initiator organisations, we selected several work paths for 2025-2026 that we are addressing with more focus, by value chain. We support the resulting actions from the strategic agenda as a complementary addition to the individual operations of the sector federations, knowledge institutions, governments and companies themselves. 

Overview of focus work paths

Electrical devices

  1. We are (jointly) working toward an adapted policy framework for scaling up repairs of electrical appliances in Flanders.
  2. Scaling up and embedding repair activities of (small) electrical devices in the Flemish economy.
  3. Enhance access to feedstock for manufacturing companies.

Textile

  1. Set up further research to find levers that reduce negative perceptions and sensitivities.
  2. Structurally embed the necessary essential skills for repairing textiles in experience-based training offerings.
  3. Prepare for the EPR Textiles and steer toward repair and reuse.
  4. Prepare to implement the ban on destroying unsold clothing.

Wood & furniture

  1. Help shape the framework for a product passport for specific streams.
  2. Work together with partners from the chain with EPR for furniture in mind.
  3. Provide sample specifications and a framework of product-specific purchasing criteria.

Across value chains

  1. Use digital tools for a circular economy. 

  2. Engage a broad network of parties towards circular business through communication, networking, knowledge sharing and training​.

  3. An evolving set of support mechanisms that responds to needs in the market. 

  4. Facilitate dialogue between buyers and suppliers.