Invisible Waste, Circular Solutions: an Action Research Experience in the Energy Industry

Invisible Waste, Circular Solutions: an Action Research Experience in the Energy Industry | Research Square window.SnipcartSettings = { analytics: { enabled: false } }; (function() { var accessVector = localStorage.getItem('access_vector') || ''; window.dataLayer = window.dataLayer || []; if (accessVector) { window.dataLayer.push({ user: { profile: { profileInfo: { snid: accessVector } } } }); } })(); (function(w,d,s,l,i){w[l]=w[l]||[];w[l].push({'gtm.start':new Date().getTime(),event:'gtm.js'});var f=d.getElementsByTagName(s)[0],j=d.createElement(s),dl=l!='dataLayer'?'&l='+l:'';j.async=true;j.src='https://www.googletagmanager.com/gtm.js?id='+i+dl;f.parentNode.insertBefore(j,f);})(window,document,'script','dataLayer','GTM-K279D39R'); Browse Preprints In Review Journals COVID-19 Preprints AJE Video Bytes Research Tools Research Promotion AJE Professional Editing AJE Rubriq About Preprint Platform In Review Editorial Policies Our Team Advisory Board Help Center Sign In Submit a Preprint Cite Share Download PDF Research Article Invisible Waste, Circular Solutions: an Action Research Experience in the Energy Industry Danivia Mariana Silva Paula, Maria Rita Raimundo e Almeida, Jeniffer de Nadae, and 2 more This is a preprint; it has not been peer reviewed by a journal. https://doi.org/ 10.21203/rs.3.rs-7367897/v1 This work is licensed under a CC BY 4.0 License Status: Published Journal Publication published 28 Mar, 2026 Read the published version in Systemic Practice and Action Research → Version 1 posted 12 You are reading this latest preprint version Abstract The generation of textile waste is one of the greatest current socio-environmental challenges and the circular economy emerges as an alternative to reduce and mitigate the associated impacts. This research investigates the application of circular economy principles in textile waste management at a multinational energy company located in the interior of São Paulo state, Brazil. The objective is to propose an upcycling-based solution to promote the reuse of textile waste from a company in the energy sector. Using action research, the project was developed in four stages: Planning, Diagnosis, Implementation, and Analysis. Based on the solution identified, the results showed a potential reduction of approximately 2.7 tons of textile waste, diverting 8,000 pieces from co-processing to upcycling. Approximately 10,000 items made from repurposed materials will be produced, promoting the reuse of textile waste. In addition, the social impact will be significant, with an estimated benefit to 44 women, through the creation of direct jobs and increased household income for the families involved. The main challenges to be faced include the need for financial investment and the variability in the quality of recycled materials. The proposed actions can have a major impact on society and the environment, while also bringing innovation to the company by implementing circular strategies for secondary waste in the energy sector. Moreover, the study indicates that the circular economy offers a viable and sustainable approach to textile waste management. Circular Economy Personal Protective Equipment Upcycling Reuse Socio-environmental Impact Action Research Figures Figure 1 Figure 2 Figure 3 Figure 4 Figure 5 Figure 6 1. Introduction Every year, millions of tons of clothing are produced, worn, and discarded. Every second, the equivalent of a garbage truck full of clothing is either incinerated or landfilled. The fashion industry is one of the main contributors of plastic microfibers that enter the oceans (Ellen MacArthur Foundation, 2017 ). It is the second most polluting industry in the world, and its carbon emissions are higher than those of all maritime shipping and international flights combined (Ki et al., 2021 ; Provin et al., 2021 ; UNCTAD, 2019 ), causing serious social and environmental impacts throughout its entire supply chain (H. L. Chen & Burns, 2006 ). Nearly 1.2 billion tons of greenhouse gas emissions are generated solely by textile production (Ki et al., 2021 ). Globally, only 20% of clothing is collected for reuse or recycling (Mishra et al., 2020 ). The textile industry uses more than 98 million tons of non-renewable resources annually, including petroleum for synthetic fibers, fertilizers for cotton crops, and chemicals for the production, dyeing, and finishing of fibers and fabrics (Gazzola et al., 2020 ). To this are added 93 billion cubic meters of water, contributing to the worsening of drought events, approximately 1.2 billion tons of CO₂ emissions, and 500 thousand tons of microplastic fibers dumped into the oceans (Gazzola et al., 2020 ). Furthermore, the COVID-19 pandemic also brought challenges regarding the management and disposal of Personal Protective Equipment (PPE), which includes textile waste (Wang et al., 2021 ). The rapid growth of PPE waste placed enormous pressure on existing waste facilities, including transfer stations, material recovery facilities, incinerators, and landfills (Wang et al., 2021 ). Therefore, the environmental impacts of textile and clothing production are significant even when disregarding the consumerist aspects of fashion. In this study, the focus is on textile production applied to the manufacturing of PPE used in a multinational energy company. Given this context, several initiatives have encouraged the abandonment of the linear mindset in business and promoted the concept of the circular economy (CE), increasingly influencing many industries, including the textile industry (Sandvik & Stubbs, 2019 ). CE proposes to become a restorative and regenerative system, decoupling economic activity from the consumption of finite resources without compromising economic development (Galatti & Baruque-Ramos, 2019 ). Different methods can be used by companies to implement CE, such as reuse, resale, remanufacturing, and recycling (Kumar & Malegeant, 2006 ), thus giving rise to circular business models. Therefore, applying circularity to the textile industry involves the entire value chain in a systemic rethinking of production (Ræbild & Bang, 2017 ), emphasizing less resource-intensive manufacturing and resulting in environmentally sustainable value chains (Repp et al., 2021 ). Various CE practices have already been adopted in fashion industry production systems to minimize the environmental problems caused by the sector (de Aguiar Hugo et al., 2023 ). Among them is upcycling, an evolution of recycling, which creatively reuses resources by applying new ways to use materials that would otherwise be discarded—without degrading their quality or composition (Hugo et al., 2021 ). In addition to the environmental dimension, the textile industry is also one of the most socially challenging sectors. Poor labor standards and conditions permeate global textile supply chains, especially in developing countries (Boström & Micheletti, 2016 ). There is extensive knowledge of child labor, poor safety infrastructure, forced labor, low wages, and long working hours (Ozdamar Ertekin et al., 2020 ). Thus, sustainable manufacturing is directly linked to human rights and environmental protection. However, the influences of sustainability factors based on the Triple Bottom Line (TBL) have not yet been adequately captured in the literature, as the current discussion lacks a model that bridges theory and practice Chen et al., 2023 ). Therefore, analyzing the influence of sustainability and CE on the success of discarded clothing may provide a potential pathway for future research (Paras et al., 2019 ). Given this, the present study investigates the application of circular economy principles to address a practical problem in the management of PPE textile waste at a multinational energy company located in the interior of São Paulo state, Brazil. Employing an action research methodology, the objective is to propose an upcycling-based solution to promote the reuse of textile waste from a company in the energy sector. This work may inspire new research and practical application projects, encouraging circular economy practices and sustainability. 3. Methodology 3.1. Study Context For this study, the organization involved will not be identified, in accordance with an agreement between the researchers and the company, nor will its partner companies be disclosed. Therefore, only general information that does not allow for the identification of those involved will be provided. The private organization studied is located in Jundiaí, São Paulo, Brazil. It is classified as a multinational company and operates in the industrial and energy technology sector. The company manufactures power transformers, circuit breakers, and capacitors, with complex and extensive processes and customized projects for both national and international clients. In addition to its clients, the company maintains a wide range of partnerships. It has stood out in the development of advanced technologies, such as solutions for renewable energy, energy storage systems, and the digitalization of industrial processes. The specific site where the study was conducted is particularly relevant, as it centralizes seven different business units within the same location. It also serves as the company’s main headquarters in Brazil, supporting both onshore and offshore areas. Its production process generates various types of waste, classified as Class I (hazardous waste) and Class II (non-hazardous waste), according to Brazilian Standard ABNT NBR 10004:2004. Most of the waste consists of wood, metals, and common waste such as plastics and paper. However, the focus of this study is on textile waste generated from the disposal of Personal Protective Equipment (PPE), particularly uniforms—a current and specific problem faced by the company. The organization seeks to adopt more sustainable practices, including in the management of indirect waste generated during its operations. The issue is especially relevant due to the large number of employees and the socio-environmental impacts associated with the textile industry. 3.2. Methodological Procedures This study adopted action research as its methodological strategy, allowing the researchers to act as active agents within the object of study, with the goal of generating practical insights and concrete results (Tripp, 2005 ). In action research, a problem identified by a private organization can be transformed into a research subject; in this way, it enables the researcher to implement a solution that contributes to organizational practices while also reinforcing the knowledge base (Mello et al., 2012 ). Action research involves several stages in its development. The stages used in this study were based on the works of (Mello et al., 2012 ), (Tripp, 2005 ), and (Alves et al., 2019 ) – Table 1 . Table 1 Action Research Structure applied to the study Step Objective Substeps Step 1 - Planning Comprehensive project overview Identification and exposure of the problem Definition of scope and objective Setting the context Theoretical review Diagnosis of the current scenario Step 2 – Data collection Field knowledge Data recording Process knowledge Flow mapping Data collection Step 3 – Data analysis and action plan development Action Plan Identify the main points of attention and prepare the action plan Step 4 – Implementation of actions Implementation of actions Execution of the action plan (test scale) Step 5 - Analysis and evaluation Analysis of results Identifying impacts through data (projections) Identification of improvements Planning actions for the improvement cycle Source: adapted from (Mello et al., 2012 ), (Tripp, 2005 ) and (Alves et al., 2019 ). In Stage 1 – Planning , the research problem and the organization's expectations were defined. The researchers also assessed the existing scenario and their potential influence on the process. In Stage 2 – Data Collection , the company’s context and the identified problem were evaluated, along with the interaction among the involved stakeholders and how the project would unfold within this environment. From this point, it was possible to proceed to Stage 3 – Data Analysis and Action Plan Development . To implement the proposed actions, Stage 4 – Implementation was carried out through a pilot-scale test. Finally, in Stage 5 – Evaluation , the actions and their impacts were assessed, along with the identification of improvement opportunities. To avoid redundancy, the details of each stage will be presented alongside the corresponding results. 4. Results and Discussion The following presents the stages and sub-stages developed during the action research. Stage 1 – Planning Planning is the stage where the project is analyzed in a comprehensive manner, providing an overview of its various phases. To achieve this, it is essential to understand the problem presented by the organization (Alves et al., 2019 ). Clear communication is also fundamental to understanding expectations and purpose, as well as examining the context in which the project is embedded. This enables the formulation of ideas and goals necessary to achieve the proposed objective. The present study began with a problem statement defined by the organization, which was subsequently presented to the researchers. In this case, the identification and articulation of the problem were related to the management of textile waste generated indirectly by the company’s production processes—specifically the disposal of PPE (Personal Protective Equipment). With a cooperative relationship established between the company and the researchers, the company’s representatives expressed full support for the researchers’ activities and made themselves available to collaborate and initiate new processes aligned with the solution to be proposed for the textile waste generated on-site from PPE disposal. By understanding the problem and the company’s expectations, it was jointly defined that the project scope would involve the identification, analysis, and implementation of solutions for textile waste generated indirectly by production. The main goal was to find a solution within the context of the circular economy, while also ensuring compliance with applicable legal requirements. To move forward with implementation, it was necessary to understand the internal stakeholders and map external partners (to be presented later) who could help meet the requirements for textile waste disposal. The company decided that the study could be carried out at the Circular Economy Center (CEC), a physical space dedicated to waste management and the development of circular economy-related projects. The CEC had been active for over a year and centralized the management of waste generated by the company’s various manufacturing units, functioning as a central hub and supporting internal demands. Internally, the CEC also served as a technical support center for the company's waste management, and consequently, for the project. Finally, a theoretical review was conducted on the issues surrounding the textile industry and its waste, the circular economy, and possible solutions for textile waste, as well as the challenges faced in implementing circular economy practices within the sector. This review enabled the identification of opportunities within the industry, allowing textile waste to be understood as a raw material and mapping out potential solutions for the case in question. Stage 2 – Data Collection This stage was used to explore the activities carried out at the Circular Economy Center (CEC). Notes were taken, and in-person and virtual meetings, technical visits, and an assessment of the site’s operational procedures were conducted. The CEC operates within the company by supporting the seven on-site factories, centralizing waste management, and providing technical and financial support for Circular Economy projects proposed by employees. The center offers services such as sorting, packaging, and temporary storage of waste, which is later sent for transportation and final disposal. To capture all phases of the waste handling process, investigation was carried out on two fronts: the operational warehouse of the CEC and the database made available through the internal waste management software. In terms of environmental compliance, the entire structure and services provided are based on ISO standards—particularly ISO 14001:2015, which addresses Environmental Management—and on legal regulations such as the Solid Waste Management Plan (PGRS) and the Waste Classification defined by ABNT NBR 10004:2004. These frameworks ensure that company operations occur in the least harmful manner possible, avoiding environmental damage, conserving natural resources, and promoting public health. The sub-stage focused on understanding the process was carried out with an emphasis on the procedures and operational structure of the CEC. Technical visits were conducted, along with conversations with the local team, to understand the infrastructure and equipment layout. The facility functions both as a supplier of materials and a receiver of residual waste, and it includes various support structures and infrastructure necessary to comply with Brazilian waste management legislation, such as the segregation of areas for each type of waste (Class 1 and Class 2) (Brasil, 2010 ). Inside the warehouse, it was observed that the CEC space stands out for its proper physical structure, including an impermeable floor and a roof covering the entire facility. For operational support, the warehouse is equipped with four poly dumpsters, three roll-on dumpsters, a workbench for disassembling electronic equipment, small containers for metal segregation, a baler for cardboard and plastics, and a supply area with drums, big bags, and barrels. Thus, the facility serves both as a supplier of materials and a receiver of residual waste. The gray-colored area in Fig. 1 represents the storage of Class 1 waste, as defined by the National Solid Waste Policy (PNRS). Non-hazardous waste (Class 2) is stored in the other areas of the CEC, represented in white in Fig. 1 . All waste arriving at the CEC is weighed and, after weighing, the material is identified and stored in an isolated area within the facility. The CEC carries out the segmented packaging according to the class of the waste, in compliance with legal guidelines (Brasil, 2010 ) During the site visit, it was possible to identify various types of waste, such as: metallic waste, paper, plastics, wood, packaged hazardous waste, and textile waste. Upon identifying the stored textile waste, it was observed that it was packaged in big bags, since it is initially classified as Class 2 waste, meaning non-hazardous (Brasil, 2010 ). By understanding the stages, the waste goes through at the CEC, it was possible to develop a flow mapping (Fig. 2 ). From this flow, it was noted that a common stage for both waste classes (1 and 2) was the so-called data collection stage, which stood out during the initial investigation. In this way, the data collection for the project took advantage of what was already being carried out by the company, with this stage being understood by the organization as critical within the process, given the complexity of the site and the need to control waste generation. Thus, when waste arrives at the CEC, information such as generating area, weight, type of waste, and date is recorded. The waste is then labeled with a tag containing this relevant data and proceeds to storage, being marked in the software as "Stored". Later, the waste is sent for final disposal, and its status in the software is updated to "Disposed". After data input, it is possible to extract information about the most frequently generated types of waste, their frequency, and the volume generated. In an initial assessment, it was found that an average of 500 tons/month of waste is managed. Within this total, 88% consists of Class 2 – non-hazardous – waste, meaning that most of it presents opportunities for circular economy applications. On the other hand, 12% of the waste generated is hazardous and requires specific handling and disposal procedures. From the collected data, it was identified that the company had four types of disposal methods for Class 2 waste: composting (biological recycling) – 0.3%, co-processing (recycling/energy recovery) – 6.3%, landfill disposal – 16.3%, and recycling (mechanical and chemical) – 77.1%. It is important to note that, except for landfill disposal, the other three technologies fall within the scope of recycling processes. Upon noticing that textile waste was not identified as Class 2 – non-hazardous, an investigation began into the history of those classified as hazardous waste (Class 1), whose disposal involved co-processing – 11.8%, incineration – 1.3%, and recycling – 86.9%. When specifically analyzing the data on textile waste, it was found that its destination was co-processing. The textile waste in question consisted of PPE, in these cases represented by uniforms. In this context, it was possible to identify that the most commonly generated textile waste on-site, when classified as Class 2, was typically sent for energy recovery, without any type of value recovery. Next, it was necessary to understand the reason for this disposal route, since, in order to be classified as hazardous waste, the material must present some type of contamination. For this, a diagnostic process was initiated with the generating area, covering all seven production units involved. The researchers were responsible for conducting on-site visits to the business units to assess the contamination potential of the uniforms in each process. During these visits, the activities carried out and the types of materials handled were mapped, enabling a detailed assessment of contamination risks (Table 2 ). Table 2 Contamination potential of textile waste in the business units Manufacturing Unit Process with Pollution Potential PPE with Textile Waste Final Assessment 1 Oil T-shirt, pants, and boots Potential Class 1 generator 2 Grease and tears Coveralls, t-shirt, pants, and boots Potential Class 1 generator 3 Wood dust T-shirt and pants Class 2 generator 4 No potential pollutant T-shirt and pants Class 2 generator 5 Oil with characteristic odor T-shirt and pants Potential Class 1 generator 6 No potential pollutant T-shirt and pants Class 2 generator 7 No potential pollutant T-shirt and pants Class 2 generator The mapping revealed that 60% of internal processes do not generate Class 1 – hazardous textile waste, indicating that some of the waste may have been misclassified, since a significant portion could be categorized as Class 2 – non-hazardous. Furthermore, the areas with no contamination potential present an excellent scenario for preserving the condition of the uniforms, due to the presence of clean and well-organized processes. It is important to note that, during the visit to the CEC, big bags containing uniform pieces were identified without identification tags and had not been registered in the management software, and therefore did not appear in the historical review as "Stored." Upon investigation with site operators, it was discovered that the waste was being stored due to the lack of guidance and a disposal route that could harness the potential of the fabric discarded by the in-company PPE store. As a result, the location was immediately identified as a new generating area, with strong potential for reuse. The in-company store is located within the company and offers the convenience of readily available new PPE, serving the seven manufacturing units and external field projects. Upon reviewing the processes involved in this sector, a significant opportunity for the project was identified: some units were already using the store as a point for reverse logistics, understanding that, when acquiring new PPE, used items could be discarded at the same location. It was thus observed that the uniforms found at the CEC are initially centralized at the in-company PPE store and later transported to the storage area. Given this context, it became clear that this process was not mapped in the company’s existing information, and that, once again, there might be issues with the classification of the discarded PPE waste. Therefore, an evaluation of the uniforms stored at the CEC was carried out to determine the correct classification of textile waste, since items classified as Class 1 – hazardous would be a limiting factor for circular economy (CE) initiatives. An assessment and selection of items were conducted, where a sample from each big bag was withdrawn to verify their condition and the classification of the type of waste generated. All uniforms stored showed no signs of contamination (for example), were in excellent condition, and were identified as Class 2. Additionally, three big bags were found to contain items still in their original packaging (new uniforms). Based on internal information, this waste generation was due to organizational structure changes within the company, and, for brand protection reasons, uniforms bearing the old logo were no longer allowed to be used within the organization. Thus, with the mapping of all processes and flows, approximately three tons of textile waste in excellent condition were quantified, representing a significant opportunity for CE application. Furthermore, opportunities for improving the internal waste management flow were identified, aiming to enhance the value recovery of materials and enable the sourcing of new inputs. With all this information, the diagnosis of the current scenario regarding textile waste within the company was completed. To highlight the findings and their possible influence on the project, a SWOT matrix was developed (Table 3 ). Table 3 SWOT Matrix of the Diagnosis for Textile Waste Management and Application of the Circular Economy Strengths 1. Comprehensive planning: the company has experience with waste disposal technologies. 2. Cooperation and autonomy: a cooperative relationship between the company and researchers, with freedom to act, facilitates the implementation of new solutions and innovation. 3. Circular Economy Center (CEC): the existence of the CEC, with adequate physical infrastructure and staff, centralizes waste management and supports circular economy projects. 4. Environmental compliance: adherence to ISO standards and legal regulations ensures that operations are environmentally responsible. 5. Strategic location: the study site centralizes waste from all 7 business units. 6. In-company PPE store: centralizes textile materials and is the main generator of this type of waste within the complex. Opportunities 1. Circular economy: applying circular economy strategies such as reuse and upcycling can turn waste into valuable raw material. 2. External partnerships: engaging external partners for textile waste disposal can expand reuse opportunities. 3. Market innovation: exploring sustainable and innovative solutions in the textile market can generate new opportunities for waste valorization. 4. Positive social impact: the project has the potential to positively impact the lives of hundreds of people. 5. Waste reduction: minimizing textile waste sent for co-processing results in financial savings and resource efficiency. Weaknesses 1. Waste classification : incorrect classification of textile waste as hazardous limits circular economy initiatives. 2. Lack of identification and tracking : the absence of proper labeling and recording of textile waste in the management software hinders traceability and proper disposal. 3. Unmapped processes : lack of internal process mapping can lead to misclassification and improper waste handling, as seen in the in-company store case. 4. Dependence on personnel : project execution relies on the collaboration of multiple departments and teams, which may present coordination challenges. 5. Bureaucracy : delays in the approval process for new suppliers and clients. Threats 1. Legal requirements : compliance with legal obligations is non-negotiable, and any failure may jeopardize the project. 2. Contaminated waste : the presence of contaminated textile waste may restrict disposal and reuse options. 3. Organizational changes : changes in the company’s structure can impact the implementation and continuity of project initiatives. 4. Resistance to change : reluctance from employees and waste-generating areas to adopt new practices and processes may hinder implementation. Step 3 – Data Analysis and Action Planning Action planning is responsible for including all recommendations to solve a problem, as well as indicating the parties responsible for implementation and the deadlines for carrying out the actions (Mello et al., 2012 ) The choice to summarize the diagnosis of the current scenario regarding textile waste issues in the company into a SWOT matrix made it easy to identify the main points of attention, particularly those represented by weaknesses and threats. These were considered in the proposal of the action plan. During the theoretical review (a sub-step of Step 1 – Planning) on the circular economy and its possible solutions for textile waste, an opportunity was identified to apply reuse, one of the factors included in the 9 R’s. The reuse technology is applicable to the study since the pieces identified as waste showed great potential to be used as raw material in new processes due to the quality of the post-use waste. Therefore, upcycling was identified as a solution for textile waste—a technique applied to enhance the value of waste. With this solution in mind and based on the data evaluation presented in the previous step, the action plan was developed (Table 4 ). For easier reading, acronyms were defined for the responsible parties: Environmental and Compliance Team: EMC Researcher and Sustainability Manager: PGS Operations Coordinator: CO Involved Partners: O Sustainability Manager and Communication Team: GSEC Environmental Engineer and Partners: EAP Researcher and Partners: PP Environmental Engineer and Operations Coordinator: EACO Researcher and Legal Department: PDJ Communication and Environmental Team: ECMA Table 4 Action Plan Developed for the Application of Circular Economy to the Company's Textile Waste Action Details Responsible Deadline (weeks) Success Indicators Related Outcome 1: Identification and selection of partners Prospect companies and conduct audits and internal evaluations of the prospective companies EMC 4 Approval of companies based on safety, quality, and compliance criteria Partner selection after audits 2: Definition of operational responsibilities Establish division of work among involved actors PGS 2 Clear documentation of each partner’s responsibilities Clear definition of operational responsibilities 3:Centralization and sorting of textile waste Collect and centralize textile waste at the in-company PPE store C 4 Centralized and sorted waste Centralization and sorting of textile waste at the CEC 4: Design and virtual proof Develop design and virtual proof of products O 4 Internal approval of virtual designs Development of internally approved virtual designs 5: Raw material preparation Select and prepare pieces for prototyping O 2 Raw material prepared and dispatched Preparation and dispatch of raw material 6: Prototype production Produce prototypes of the selected products O 4 Prototypes completed and sent for approval Production and approval of prototypes 7: Start of large-scale project Replicate prototyping process for large-scale production O 4–6 Production of items made from reused material Start of large-scale production based on prototyping After the action plan was defined, alignment activities were still carried out. To inform about the upcoming activities, the leadership teams of Sustainability, Compliance, and Environment within the company were involved. The project was presented and approved, with two points of attention: confirming the declassification of the uniforms and, in the case of a social project, ensuring that the income is passed on to the beneficiaries. Subsequently, to operationalize the project, it was necessary to involve the management team responsible for waste collection and storage at the site, the in-company personal protective equipment (PPE) store, and the administrative staff of the Circular Economy Center (CEC). Step 4 – Implementation of Actions For the implementation within the action research, support from the action plan is fundamental, since the detailed actions will be carried out to achieve the proposed objective (Mello et al., 2012 ). Therefore, based on the action plan (Table 4 ), it was possible to outline the actions to be taken, representing the execution of the action plan. It is important to highlight that the project implementation described below does not include the final action, "Start of large-scale project," since this work was developed before its initiation, reflecting the implementation of the project at a pilot scale. It is noteworthy that the prototyping process was a representation of the manufacturing process at a smaller scale and was extremely relevant for the execution of the large-scale project. All the planning and procedures carried out for the production of one unit of the product at the pilot scale, as described below, will be replicated for the remainder of the production. In addition to executing the project at pilot scale, points for improvement in the execution of actions were noted during meetings, product testing, understanding of internal processes, and feedback from internal collaborators. Action 1: Identification and selection of partners First, a filter was applied to the partners already approved by the organization. However, this was unsuccessful since textile waste was treated as Class 1 – hazardous and non-recyclable, with final disposal by coprocessing. Therefore, there were no partners qualified to meet the current demand. In search of new partners, the initial prospecting was carried out by the researchers through social media and reference homepages in environmental innovation, targeted at the textile industry. The selection criteria for potential partners considered were: services offered; technology used; location; experience in the sector; and market innovations. Three companies were classified as possible partners (Table 5 ). Table 5 Potential Partners Identified for Project Implementation Identification Services Offered Technology Used Location Experience in the Field Market Innovations Org 1 Decharacterization, shredding, defibering, coprocessing Reuse and thermal recovery Barueri – SP 7 years Focus on post-consumer waste and social initiatives Org 2 Manufacturing Post-use textile reuse and upcycling São Paulo – SP 5 years Social labor force Org 3 Decharacterization and manufacturing Post-use textile reuse and upcycling Osasco – SP 10 years Social labor force At the end of the research, it was possible to identify companies that met the upcycling proposal and additionally contributed with a social labor force, expanding the socio-environmental impacts of the project. Therefore, it was decided that the textile waste would be directed toward the manufacturing of products such as bags and accessories. In parallel, internal evaluations were conducted on the three companies, including an on-site audit to verify safety, quality, and environmental aspects, led by the environmental team. Documents such as the environmental license, proof of waste disposal, and the Fire Department Inspection Certificate (FDIC) were requested. In addition, a review by the Compliance team was required to ensure there was no involvement in sensitive issues such as slave labor or integrity violations. Following the analyses, Org 1 and Org 2 were selected as project partners, as they met all legal requirements and had previously worked together. As a result, a deeper analysis of the companies' goals and impacts was carried out. Org 1 offers textile waste collection, recycling, and reuse services and stands out for its innovation and social entrepreneurship. Its impact portfolio includes global recognitions such as One Planet and Climate CoLab, as well as national awards like Social Entrepreneur 2016. Org 2 positions itself in the market as a business with socio-environmental impact. Notably, the company employs an inclusive workforce, hiring women from the prison system — including those in closed, semi-open regimes, and former inmates — totaling over 600 women impacted through sewing training programs and production-based employment. Action 2: Definition of operational responsibilities After understanding the dynamics between the two companies, the operational responsibilities of each organization involved in the activity were defined (Fig. 3 ). Next, a dialogue was initiated to understand the processes and operationalization of the project. In this case, the researchers were responsible for maintaining contact with the selected partner organizations and starting the prototyping process and eventual large-scale production. This process was fundamental to the product's development, as both aesthetic and functional quality were criteria required by the company. The prototyping development would encompass the steps described in Fig. 4 . In terms of responsibilities, the initial stages up to the evaluation of the pieces would be carried out within the CEC, and afterward, the raw material would be sent to the partner organizations. Action 3: Centralization and Sorting of the Pieces The centralization of textile waste began in 2023, at the in-company PPE store. As previously mentioned, the store proved to be a strategic reverse logistics point, given the frequent contact with employees who, when acquiring new items, could return their old ones. During the sorting phase, the initial evaluation carried out in earlier stages of the project enabled the continuation of the upcycling application for the pieces. Subsequently, the in-company PPE store was asked to provide technical data sheets for the discarded uniforms, which included information such as fabric type, weight (grammage), and intended use. These details facilitated the design decision-making process and helped standardize the information. When evaluating the groups of items, it was found that 90% of them were made of cotton. It was also noted that the grammage of the coveralls (230 g/m²) was higher compared to that of the t-shirts (140 g/m²). It’s worth noting that the garments were weighed by groups, meaning all shirts, regardless of model, were weighed together—and the same applied to the other types of garments. Action 4: Design and Virtual Mockup Upon understanding the quality and quantity of the garments, the product design development phase was initiated. Org 2 sent its product portfolio, from which items were selected with the goal of offering differentiated products to be used as gifts for employees. Initially, three types of products were selected for virtual mockup: scrunchie, bottle holder, and travel kit. The virtual mockup was fundamental for the company’s internal decision-making, as it clearly demonstrated the development and construction of the final product using the intact parts of the fabric. Once approved, all products sent for virtual mockup advanced to the prototyping phase. Action 5: Raw Material Preparation For the pilot-scale production of the products approved in the virtual mockup phase, 15 garments were selected: 6 gray coveralls, 4 blue t-shirts, 2 orange coveralls, 1 white lab coat, 2 dark blue coveralls. When selecting the pieces for shipment, their integrity was verified, ensuring there were no traces of contaminants, such as oil or chemicals. The items were then prepared, stored, and sent to the partner company Org 1. Action 6: Prototyping The prototyping phase followed the distribution of responsibilities previously presented in Fig. 3 . After the raw material was prepared by the waste-generating company, it was transported to partner Org 1. As mentioned, the material was located at the CEC in the city of Jundiaí, requiring transport to Barueri, a distance of approximately 60 km. It is important to note that the transport of waste must be accompanied by an invoice and a Waste Transportation Manifest (MTR). Org 1 received the textile waste shipment and proceeded with disassembly and cutting of the items. In this process, a visual inspection was performed to evaluate the usability and integrity of each piece, followed by sorting the uniforms by material type and condition. A critical step in reuse—and a requirement from the waste-generating company—was the mischaracterization of the materials. This involved removing logos and any visual identity elements that could indicate brand ownership, done through strategic cuts on the garments. Once mischaracterization and deemed suitable for reuse, the fabrics were washed and sanitized through an external partnership of Org 1. The cleaned materials were then transported from Org 1 in Barueri to Org 2 in São Paulo. At Org 2, the products defined earlier were sewn and finalized. In particular, the prototyping phase is when production math is applied—that is, determining how many units of each item and each fabric type are needed to produce the desired products. Since the products chosen for prototyping had already been made by the partners previously, the use of existing patterns and dimensions helped estimate the number of garments required. For example, it was estimated that: 1 coverall would be needed to make 1 bottle holder, and 1 coverall would be enough for a travel kit, composed of 1 toiletry bag and 3 drawstring pouches. Upon completion, fabric scraps and production waste were returned to Org 1, while the final products (Fig. 5 ) were packaged and delivered to the waste-generating company for approval. From this point forward, it became possible to identify improvement opportunities and quality enhancement suggestions, which will be discussed in the next phase. Step 5 – Analysis and Evaluation In the analysis and evaluation of the results, the research objectives and the propositions established at its outset must be used as a reference (Mello et al., 2012 ). In this sub-step, the quality of the final product from the test-scale production was verified and approved. Additionally, the identification and projection of the project’s impacts were conducted, considering aspects such as: reduction of waste sent for disposal, reuse of raw materials, social impact, operational efficiency, partnerships, and a shift in the company’s mindset. These identified and projected impacts take into account what can be achieved when the project is implemented at full scale. It is estimated that the reduction in disposed textile waste will amount to approximately 2.7 tons of textile waste suitable for upcycling. Through this initiative, around 8,000 textile pieces will be diverted from co-processing and redirected toward reuse, resulting in an annual reduction of 0.32% in hazardous waste generated by the company. Thus, this project represents an innovative approach, as it demonstrates the company’s commitment to managing secondary waste streams—i.e., waste types that are not the primary outputs of the company’s operations. This leads to a positive sustainability impact through upcycling, as emphasized by(Boone, 2009 ) and (Gwilt, 2014 ). In addition to reducing the volume of discarded waste, the project will help avoid the negative environmental and health impacts associated with co-processing. Additionally, studies by (Sandin & Peters, 2018 ) on life cycle assessment (LCA) in the textile industry demonstrated that textile reuse and recycling significantly reduce greenhouse gas emissions and water consumption, avoiding up to 70% of CO₂ equivalent emissions when compared to incineration or landfilling, and reducing water and energy use by 60%. Furthermore, such practices can prevent up to 90% of raw material extraction and use in the manufacturing of new products. With the proposed reuse of raw materials in this project, it will be possible to produce approximately 10,000 items made from recovered textile material, directly fulfilling the objective posed by the company and providing a tangible example of circular economy for both employees and the families of end-users. As (Bocken et al., 2016 ) state, it is crucial to adapt product design to make full use of materials with circularity potential, while also aiming to extend the product’s lifespan. The large-scale implementation of the project is scheduled to take place throughout 2025. Therefore, the projected social impacts are based on estimates drawn from previous initiatives conducted by Org 2. It is estimated that for every 500 pieces of waste transformed, 44 women will benefit through direct employment. According to Org 2, approximately 60% of formerly incarcerated women who completed their training programs were able to secure employment within six months. Furthermore, it is expected that women involved will earn an average monthly salary of approximately USD $ 265, providing financial stability not only for themselves but also for their dependents. This contributes to lowering recidivism rates, which exceed 80%, regardless of gender, and are often aggravated by lack of job opportunities(Marques, 2019 ). With a focus on maximizing the project’s positive impact, it is estimated that approximately 90 family members will benefit, as many are directly dependent on the income generated by these workers. (Freitas et al., 2024 ) explores how the circular economy supports social benefits, including job creation, inclusion, and reduction of social inequality. Likewise, according to the (Ellen MacArthur Foundation, 2017 ), the transition to a circular economy in Europe could generate up to 3 million new jobs, presenting a competitive advantage over other regions. From an operational efficiency standpoint, even with small-scale implementation, the project revealed areas for improvement within the company’s operations. For example, the need to strengthen communication and coordination between the business units and the in-company PPE store, officially designating it as a reverse logistics point for uniforms—since this flow was not previously mapped or utilized. In addition, actions must be taken to identify the original unit that generated each uniform, improving internal traceability of the data. Furthermore, it was found that manufacturing units 1, 2, and 5 are potential generators of Class 1 – hazardous waste, meaning that uniforms from these units may contain traces of contaminants. On the other hand, units 3, 4, 6, and 7 produce Class 2 waste, which indicates a high potential for future reuse of their uniforms. When focusing improvements on the CEC, it became clear that no reuse-oriented process previously existed, as this was the first waste reuse project implemented by the center. Therefore, there is a need to designate a specific area within the warehouse to centralize materials with reuse potential. The CEC is a location with daily forklift operations and frequent movement of roll-on containers and bins carrying waste from various business areas. This constant movement generates a significant amount of dust, leading to a high level of dirt accumulation on light-colored textile waste. This scenario negatively impacts the project, as it may render some light-colored items unusable or significantly increase the water and energy required for cleaning. As such, it is a critical issue that must be carefully addressed and improved. One of the biggest barriers to implementing circular economy actions within companies is the need to modify existing processes, equipment, or workflows, which may result in additional production costs (Lieder & Rashid, 2016 ). It is also important to note that the implementation of a first circular economy initiative can lead to the emergence of new opportunities, as each action may present a different financial investment or return scenario. However, in terms of social and environmental gains, the benefits tend to be extremely positive. Regarding the partnerships, the selection of the partner organizations for managing the textile waste was essential to achieving the project’s positive impacts. Circular economy projects depend on the collaboration of many stakeholders, as they aim to close the production loop, maximizing resource utilization, product lifecycle extension, and social-environmental impact. This is only possible with the involvement of organizations like those selected, which have well-defined socio-environmental goals and can support the entire construction and execution of the project. As such, these partnerships are also a positive outcome of the initiative. Unlike a linear economy process, which is driven by product quantity and then sourcing the necessary raw materials, upcycling works in reverse. The raw materials are already available, and the type and quantity of product must be designed based on what exists. Since components must be used according to factors like available dimensions, material wear level, fabric type, and durability, each product must be planned accordingly. Understanding the workflow and applying it within the organization brings challenges, such as reaching internal audiences, especially managers and decision-makers, to foster greater engagement and support for similar projects. It’s also important to break the paradigm and overcome the resistance to using non-conventional or non-new raw materials, as traditional linear economy thinking still dominates. Many still don’t expect high-quality, well-designed products from reused materials. Therefore, prototyping is fundamental to support internal marketing and showcase the developed project, fostering a mindset shift within the company. Boone ( 2009 ) highlighted upcycling limitations, such as scaling challenges and variability in material quality, both of which are directly reflected in this project. The current batch used was composed of new, unused garments, which produced excellent final products. However, in other cases, product quality may vary, presenting a risk to future upcycling initiatives. The project shows promising economic feasibility, with an expected return on investment within one year. This is due to the fact that the value invested in product manufacturing will be recovered by the CEC as the items are used internally—for example, in employee recognition or corporate events. Moreover, the cost previously associated with textile waste co-processing will be reduced, as most of this waste will now be diverted to reuse. Although social and environmental impacts are considered more relevant than financial returns in this project, a more detailed financial feasibility analysis will be conducted by another department. Concluding the action-research approach, during the improvement identification sub-step, and considering the critical points discussed, a new improvement action plan (Table 6 ) was developed for implementation in the next project cycle involving large-scale production. This will allow for more efficient execution of both the upscaling process and future projects. Table 6 Improvement Action Plan for the Implementation of the Project at a Larger Scale Impact Area Action Responsible Deadline Success Indicators Reduction of disposed waste Implement selective collection system for textile waste Sustainability Manager 3 months 30% reduction in textile waste sent to co-processing Conduct awareness campaigns about recycling Communication Team 2 months 50% increase in employee participation in campaigns Monitor and report the amount of diverted waste Operations Coordinator Monthly Monthly reports of diverted waste Raw material reuse Establish partnerships with upcycling companies Environmental Engineer 6 months Partnerships established with at least 2 upcycling companies Develop upcycled product prototypes Partners 4 months Development of 5 upcycled product prototypes Implement production line for upcycled products Partners 8 months Production of 10,000 reused material items Social impact Monitor training and employability of women by partners Researcher 6 months Annual reports on training and employability Monitor employability of trained women Partners Annual 60% of trained women employed within 6 months Establish partnerships with NGOs and social institutions Researcher 6 months Partnerships established with at least 3 NGOs Operational efficiency Strengthen communication between business areas and EPI store Environmental Engineer 3 months Official and documented communication Formalize procedures and identify waste generating units Operations Coordinator 4 months Documented procedures and identified units Include specific area for reuse in the CEC Operations Coordinator 1 month Reuse area established and identified Partner relations process Hold regular meetings with partners Researcher Monthly Monthly meetings held and documented Develop clear and objective contracts with partners Legal Department 3 months Contracts established and signed Monitor and evaluate partner performance Partnership Manager Quarterly Quarterly performance reports of partners Project development Develop internal marketing plan to promote the project Communication Team 3 months Marketing plan developed and implemented Conduct workshops and training on circular economy Environmental Team 6 months Workshops and trainings conducted Monitor quality of upcycled products Environmental Team & Clients Ongoing Quality reports of products Furthermore, in order to illustrate everything that was carried out, Fig. 6 presents a summary of all the steps taken in this action research. It is noteworthy that the larger-scale project, involving the production of 10,000 items, is expected to be completed by the end of 2025. Therefore, the deadlines for the actions outlined will be met concurrently with the development of the project for the disposal of 2.7 tons of textile waste. 5. Final Considerations In light of the above, this study investigated the application of circular economy principles to solve a practical problem in the management of textile waste from PPE in a Brazilian multinational energy company. Using an action-research methodology, the objective was to develop a creative and socio-environmentally impactful solution for the textile waste indirectly generated in production. The application of circular economy principles in textile waste management proved to be a viable and sustainable approach, with significant benefits for both the environment and society. Through the action-research methodology, it was possible to carry out prototyping and identify areas for improvement to be addressed in the next project cycle. Thus, it will be possible to reduce tons of textile waste by producing items made from reused material, demonstrating the effectiveness of the implemented upcycling practices. Moreover, the social impact will be notable, benefiting women by generating direct employment through the transformation of the pieces and positively impacting their families. The company’s operational efficiency was enhanced by strengthening communication between business areas and the PPE store, as well as by including a specific area for reuse at the CEC. The selection of partners and the establishment of collaborations were fundamental to the project’s success, highlighting the importance of cooperation among different actors for implementing circular economy practices. However, challenges such as the need for financial investment and variability in the quality of recycled materials were encountered. The developed prototyping and adaptation of production processes proved to be effective strategies to overcome these barriers. Despite the required investments, the project can bring economic gains by reclassifying waste and reducing costs associated with previous disposal methods. Therefore, although textile waste is not the main type generated by the company, the proposed actions are seen to have a significant impact on society and the environment, as well as bringing innovation to the company by developing a project that implements circular strategies for secondary waste from the energy sector. Declarations Funding Declaration: The author(s) declare that this article did not receive any funding. Clinical trial number: not applicable. 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Also discoverable on Platform About Our Team In Review Editorial Policies Advisory Board Help Center Resources Author Services Accessibility API Access RSS feed Manage Cookie Preferences © Research Square 2026 | ISSN 2693-5015 (online) Privacy Policy Terms of Service Do Not Sell My Personal Information {"props":{"pageProps":{"initialData":{"identity":"rs-7367897","acceptedTermsAndConditions":true,"allowDirectSubmit":false,"archivedVersions":[],"articleType":"Research Article","associatedPublications":[],"authors":[{"id":509244337,"identity":"0bbe1c0a-0557-4931-93df-61eec8a7c6ee","order_by":0,"name":"Danivia Mariana Silva Paula","email":"","orcid":"","institution":"Federal University of Itajubá (UNIFEI)","correspondingAuthor":false,"prefix":"","firstName":"Danivia","middleName":"Mariana Silva","lastName":"Paula","suffix":""},{"id":509244343,"identity":"52b0018f-6a2c-463d-adb0-775e31f93161","order_by":1,"name":"Maria Rita Raimundo e Almeida","email":"","orcid":"","institution":"Federal 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13:52:45","extension":"png","order_by":4,"title":"Figure 4","display":"","copyAsset":false,"role":"figure","size":538214,"visible":true,"origin":"","legend":"\u003cp\u003ePrototype creation process using textile waste\u003c/p\u003e","description":"","filename":"4.png","url":"https://assets-eu.researchsquare.com/files/rs-7367897/v1/b7fd1f037a2541d543ab2e38.png"},{"id":90756771,"identity":"c525e4e9-cd1e-4b56-8015-b42eb0bcfa62","added_by":"auto","created_at":"2025-09-07 13:44:45","extension":"png","order_by":5,"title":"Figure 5","display":"","copyAsset":false,"role":"figure","size":387360,"visible":true,"origin":"","legend":"\u003cp\u003eProduct prototype developed from textile waste\u003c/p\u003e","description":"","filename":"5.png","url":"https://assets-eu.researchsquare.com/files/rs-7367897/v1/44759d39095667d191711418.png"},{"id":90757453,"identity":"6c0c06c8-34cc-4d77-b43f-258dc7f8653c","added_by":"auto","created_at":"2025-09-07 14:00:45","extension":"png","order_by":6,"title":"Figure 6","display":"","copyAsset":false,"role":"figure","size":770355,"visible":true,"origin":"","legend":"\u003cp\u003eOverview of the work conducted as part of the action research\u003c/p\u003e","description":"","filename":"6.png","url":"https://assets-eu.researchsquare.com/files/rs-7367897/v1/0ec2a5c689e77cc74ef57d2f.png"},{"id":105755992,"identity":"7cde990c-5887-46e7-aaef-bab5fd86f5ac","added_by":"auto","created_at":"2026-03-30 16:33:57","extension":"pdf","order_by":0,"title":"","display":"","copyAsset":false,"role":"manuscript-pdf","size":4148068,"visible":true,"origin":"","legend":"","description":"","filename":"manuscript.pdf","url":"https://assets-eu.researchsquare.com/files/rs-7367897/v1/70f4bf88-2df3-416b-a1f5-683e380fc985.pdf"}],"financialInterests":"No competing interests reported.","formattedTitle":"\u003cp\u003eInvisible Waste, Circular Solutions: an Action Research Experience in the Energy Industry\u003c/p\u003e","fulltext":[{"header":"1. Introduction","content":"\u003cp\u003eEvery year, millions of tons of clothing are produced, worn, and discarded. Every second, the equivalent of a garbage truck full of clothing is either incinerated or landfilled. The fashion industry is one of the main contributors of plastic microfibers that enter the oceans (Ellen MacArthur Foundation, \u003cspan citationid=\"CR9\" class=\"CitationRef\"\u003e2017\u003c/span\u003e). It is the second most polluting industry in the world, and its carbon emissions are higher than those of all maritime shipping and international flights combined (Ki et al., \u003cspan citationid=\"CR15\" class=\"CitationRef\"\u003e2021\u003c/span\u003e; Provin et al., \u003cspan citationid=\"CR23\" class=\"CitationRef\"\u003e2021\u003c/span\u003e; UNCTAD, \u003cspan citationid=\"CR29\" class=\"CitationRef\"\u003e2019\u003c/span\u003e), causing serious social and environmental impacts throughout its entire supply chain (H. L. Chen \u0026amp; Burns, \u003cspan citationid=\"CR7\" class=\"CitationRef\"\u003e2006\u003c/span\u003e).\u003c/p\u003e\u003cp\u003eNearly 1.2\u0026nbsp;billion tons of greenhouse gas emissions are generated solely by textile production (Ki et al., \u003cspan citationid=\"CR15\" class=\"CitationRef\"\u003e2021\u003c/span\u003e). Globally, only 20% of clothing is collected for reuse or recycling (Mishra et al., \u003cspan citationid=\"CR20\" class=\"CitationRef\"\u003e2020\u003c/span\u003e). The textile industry uses more than 98\u0026nbsp;million tons of non-renewable resources annually, including petroleum for synthetic fibers, fertilizers for cotton crops, and chemicals for the production, dyeing, and finishing of fibers and fabrics (Gazzola et al., \u003cspan citationid=\"CR12\" class=\"CitationRef\"\u003e2020\u003c/span\u003e). To this are added 93\u0026nbsp;billion cubic meters of water, contributing to the worsening of drought events, approximately 1.2\u0026nbsp;billion tons of CO₂ emissions, and 500 thousand tons of microplastic fibers dumped into the oceans (Gazzola et al., \u003cspan citationid=\"CR12\" class=\"CitationRef\"\u003e2020\u003c/span\u003e).\u003c/p\u003e\u003cp\u003eFurthermore, the COVID-19 pandemic also brought challenges regarding the management and disposal of Personal Protective Equipment (PPE), which includes textile waste (Wang et al., \u003cspan citationid=\"CR30\" class=\"CitationRef\"\u003e2021\u003c/span\u003e). The rapid growth of PPE waste placed enormous pressure on existing waste facilities, including transfer stations, material recovery facilities, incinerators, and landfills (Wang et al., \u003cspan citationid=\"CR30\" class=\"CitationRef\"\u003e2021\u003c/span\u003e). Therefore, the environmental impacts of textile and clothing production are significant even when disregarding the consumerist aspects of fashion. In this study, the focus is on textile production applied to the manufacturing of PPE used in a multinational energy company.\u003c/p\u003e\u003cp\u003eGiven this context, several initiatives have encouraged the abandonment of the linear mindset in business and promoted the concept of the circular economy (CE), increasingly influencing many industries, including the textile industry (Sandvik \u0026amp; Stubbs, \u003cspan citationid=\"CR27\" class=\"CitationRef\"\u003e2019\u003c/span\u003e). CE proposes to become a restorative and regenerative system, decoupling economic activity from the consumption of finite resources without compromising economic development (Galatti \u0026amp; Baruque-Ramos, \u003cspan citationid=\"CR11\" class=\"CitationRef\"\u003e2019\u003c/span\u003e). Different methods can be used by companies to implement CE, such as reuse, resale, remanufacturing, and recycling (Kumar \u0026amp; Malegeant, \u003cspan citationid=\"CR16\" class=\"CitationRef\"\u003e2006\u003c/span\u003e), thus giving rise to circular business models.\u003c/p\u003e\u003cp\u003eTherefore, applying circularity to the textile industry involves the entire value chain in a systemic rethinking of production (R\u0026aelig;bild \u0026amp; Bang, \u003cspan citationid=\"CR24\" class=\"CitationRef\"\u003e2017\u003c/span\u003e), emphasizing less resource-intensive manufacturing and resulting in environmentally sustainable value chains (Repp et al., \u003cspan citationid=\"CR25\" class=\"CitationRef\"\u003e2021\u003c/span\u003e). Various CE practices have already been adopted in fashion industry production systems to minimize the environmental problems caused by the sector (de Aguiar Hugo et al., \u003cspan citationid=\"CR8\" class=\"CitationRef\"\u003e2023\u003c/span\u003e). Among them is upcycling, an evolution of recycling, which creatively reuses resources by applying new ways to use materials that would otherwise be discarded\u0026mdash;without degrading their quality or composition (Hugo et al., \u003cspan citationid=\"CR14\" class=\"CitationRef\"\u003e2021\u003c/span\u003e).\u003c/p\u003e\u003cp\u003eIn addition to the environmental dimension, the textile industry is also one of the most socially challenging sectors. Poor labor standards and conditions permeate global textile supply chains, especially in developing countries (Bostr\u0026ouml;m \u0026amp; Micheletti, \u003cspan citationid=\"CR4\" class=\"CitationRef\"\u003e2016\u003c/span\u003e). There is extensive knowledge of child labor, poor safety infrastructure, forced labor, low wages, and long working hours (Ozdamar Ertekin et al., \u003cspan citationid=\"CR21\" class=\"CitationRef\"\u003e2020\u003c/span\u003e).\u003c/p\u003e\u003cp\u003eThus, sustainable manufacturing is directly linked to human rights and environmental protection. However, the influences of sustainability factors based on the Triple Bottom Line (TBL) have not yet been adequately captured in the literature, as the current discussion lacks a model that bridges theory and practice Chen et al., \u003cspan citationid=\"CR6\" class=\"CitationRef\"\u003e2023\u003c/span\u003e). Therefore, analyzing the influence of sustainability and CE on the success of discarded clothing may provide a potential pathway for future research (Paras et al., \u003cspan citationid=\"CR22\" class=\"CitationRef\"\u003e2019\u003c/span\u003e).\u003c/p\u003e\u003cp\u003eGiven this, the present study investigates the application of circular economy principles to address a practical problem in the management of PPE textile waste at a multinational energy company located in the interior of S\u0026atilde;o Paulo state, Brazil. Employing an action research methodology, the objective is to propose an upcycling-based solution to promote the reuse of textile waste from a company in the energy sector. This work may inspire new research and practical application projects, encouraging circular economy practices and sustainability.\u003c/p\u003e"},{"header":"3. Methodology","content":"\u003cdiv id=\"Sec3\" class=\"Section2\"\u003e\u003ch2\u003e3.1. Study Context\u003c/h2\u003e\u003cp\u003eFor this study, the organization involved will not be identified, in accordance with an agreement between the researchers and the company, nor will its partner companies be disclosed. Therefore, only general information that does not allow for the identification of those involved will be provided.\u003c/p\u003e\u003cp\u003eThe private organization studied is located in Jundia\u0026iacute;, S\u0026atilde;o Paulo, Brazil. It is classified as a multinational company and operates in the industrial and energy technology sector. The company manufactures power transformers, circuit breakers, and capacitors, with complex and extensive processes and customized projects for both national and international clients. In addition to its clients, the company maintains a wide range of partnerships. It has stood out in the development of advanced technologies, such as solutions for renewable energy, energy storage systems, and the digitalization of industrial processes.\u003c/p\u003e\u003cp\u003eThe specific site where the study was conducted is particularly relevant, as it centralizes seven different business units within the same location. It also serves as the company\u0026rsquo;s main headquarters in Brazil, supporting both onshore and offshore areas. Its production process generates various types of waste, classified as Class I (hazardous waste) and Class II (non-hazardous waste), according to Brazilian Standard ABNT NBR 10004:2004. Most of the waste consists of wood, metals, and common waste such as plastics and paper.\u003c/p\u003e\u003cp\u003eHowever, the focus of this study is on textile waste generated from the disposal of Personal Protective Equipment (PPE), particularly uniforms\u0026mdash;a current and specific problem faced by the company. The organization seeks to adopt more sustainable practices, including in the management of indirect waste generated during its operations. The issue is especially relevant due to the large number of employees and the socio-environmental impacts associated with the textile industry.\u003c/p\u003e\u003c/div\u003e\u003cdiv id=\"Sec4\" class=\"Section2\"\u003e\u003ch2\u003e3.2. Methodological Procedures\u003c/h2\u003e\u003cp\u003eThis study adopted action research as its methodological strategy, allowing the researchers to act as active agents within the object of study, with the goal of generating practical insights and concrete results (Tripp, \u003cspan citationid=\"CR28\" class=\"CitationRef\"\u003e2005\u003c/span\u003e). In action research, a problem identified by a private organization can be transformed into a research subject; in this way, it enables the researcher to implement a solution that contributes to organizational practices while also reinforcing the knowledge base (Mello et al., \u003cspan citationid=\"CR19\" class=\"CitationRef\"\u003e2012\u003c/span\u003e).\u003c/p\u003e\u003cp\u003eAction research involves several stages in its development. The stages used in this study were based on the works of (Mello et al., \u003cspan citationid=\"CR19\" class=\"CitationRef\"\u003e2012\u003c/span\u003e), (Tripp, \u003cspan citationid=\"CR28\" class=\"CitationRef\"\u003e2005\u003c/span\u003e), and (Alves et al., \u003cspan citationid=\"CR1\" class=\"CitationRef\"\u003e2019\u003c/span\u003e) \u0026ndash; Table\u0026nbsp;\u003cspan refid=\"Tab1\" class=\"InternalRef\"\u003e1\u003c/span\u003e.\u003c/p\u003e\u003cp\u003e\u003cdiv class=\"gridtable\"\u003e\u003ctable float=\"Yes\" id=\"Tab1\" border=\"1\"\u003e\u003ccaption language=\"En\"\u003e\u003cdiv class=\"CaptionNumber\"\u003eTable 1\u003c/div\u003e\u003cdiv class=\"CaptionContent\"\u003e\u003cp\u003eAction Research Structure applied to the study\u003c/p\u003e\u003c/div\u003e\u003c/caption\u003e\u003ccolgroup cols=\"3\"\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c1\" colnum=\"1\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c2\" colnum=\"2\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c3\" colnum=\"3\"\u003e\u003c/div\u003e\u003cthead\u003e\u003ctr\u003e\u003cth align=\"left\" colname=\"c1\"\u003e\u003cp\u003eStep\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c2\"\u003e\u003cp\u003eObjective\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c3\"\u003e\u003cp\u003eSubsteps\u003c/p\u003e\u003c/th\u003e\u003c/tr\u003e\u003c/thead\u003e\u003ctbody\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\" morerows=\"3\" rowspan=\"4\"\u003e\u003cp\u003eStep 1 - Planning\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\" morerows=\"3\" rowspan=\"4\"\u003e\u003cp\u003eComprehensive project overview\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eIdentification and exposure of the problem\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eDefinition of scope and objective\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eSetting the context\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eTheoretical review\u003c/p\u003e\u003cp\u003eDiagnosis of the current scenario\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\" morerows=\"3\" rowspan=\"4\"\u003e\u003cp\u003eStep 2 \u0026ndash; Data collection\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\" morerows=\"3\" rowspan=\"4\"\u003e\u003cp\u003eField knowledge\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eData recording\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eProcess knowledge\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eFlow mapping\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eData collection\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eStep 3 \u0026ndash; Data analysis and action plan development\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eAction Plan\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eIdentify the main points of attention and prepare the action plan\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eStep 4 \u0026ndash; Implementation of actions\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eImplementation of actions\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eExecution of the action plan (test scale)\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\" morerows=\"1\" rowspan=\"2\"\u003e\u003cp\u003eStep 5 - Analysis and evaluation\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eAnalysis of results\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eIdentifying impacts through data (projections)\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eIdentification of improvements\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003ePlanning actions for the improvement cycle\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003c/tbody\u003e\u003c/colgroup\u003e\u003c/table\u003e\u003c/div\u003e\u003c/p\u003e\u003cp\u003eSource: adapted from (Mello et al., \u003cspan citationid=\"CR19\" class=\"CitationRef\"\u003e2012\u003c/span\u003e), (Tripp, \u003cspan citationid=\"CR28\" class=\"CitationRef\"\u003e2005\u003c/span\u003e) and (Alves et al., \u003cspan citationid=\"CR1\" class=\"CitationRef\"\u003e2019\u003c/span\u003e).\u003c/p\u003e\u003cp\u003eIn \u003cb\u003eStage 1 \u0026ndash; Planning\u003c/b\u003e, the research problem and the organization's expectations were defined. The researchers also assessed the existing scenario and their potential influence on the process. In \u003cb\u003eStage 2 \u0026ndash; Data Collection\u003c/b\u003e, the company\u0026rsquo;s context and the identified problem were evaluated, along with the interaction among the involved stakeholders and how the project would unfold within this environment. From this point, it was possible to proceed to \u003cb\u003eStage 3 \u0026ndash; Data Analysis and Action Plan Development\u003c/b\u003e. To implement the proposed actions, \u003cb\u003eStage 4 \u0026ndash; Implementation\u003c/b\u003e was carried out through a pilot-scale test. Finally, in \u003cb\u003eStage 5 \u0026ndash; Evaluation\u003c/b\u003e, the actions and their impacts were assessed, along with the identification of improvement opportunities.\u003c/p\u003e\u003cp\u003eTo avoid redundancy, the details of each stage will be presented alongside the corresponding results.\u003c/p\u003e\u003c/div\u003e"},{"header":"4. Results and Discussion","content":"\u003cp\u003eThe following presents the stages and sub-stages developed during the action research.\u003c/p\u003e\u003cp\u003e\u003cb\u003eStage 1 \u0026ndash; Planning\u003c/b\u003e\u003c/p\u003e\u003cp\u003ePlanning is the stage where the project is analyzed in a comprehensive manner, providing an overview of its various phases. To achieve this, it is essential to understand the problem presented by the organization (Alves et al., \u003cspan citationid=\"CR1\" class=\"CitationRef\"\u003e2019\u003c/span\u003e). Clear communication is also fundamental to understanding expectations and purpose, as well as examining the context in which the project is embedded. This enables the formulation of ideas and goals necessary to achieve the proposed objective.\u003c/p\u003e\u003cp\u003eThe present study began with a problem statement defined by the organization, which was subsequently presented to the researchers. In this case, the identification and articulation of the problem were related to the management of textile waste generated indirectly by the company\u0026rsquo;s production processes\u0026mdash;specifically the disposal of PPE (Personal Protective Equipment).\u003c/p\u003e\u003cp\u003eWith a cooperative relationship established between the company and the researchers, the company\u0026rsquo;s representatives expressed full support for the researchers\u0026rsquo; activities and made themselves available to collaborate and initiate new processes aligned with the solution to be proposed for the textile waste generated on-site from PPE disposal.\u003c/p\u003e\u003cp\u003eBy understanding the problem and the company\u0026rsquo;s expectations, it was jointly defined that the project scope would involve the identification, analysis, and implementation of solutions for textile waste generated indirectly by production. The main goal was to find a solution within the context of the circular economy, while also ensuring compliance with applicable legal requirements.\u003c/p\u003e\u003cp\u003eTo move forward with implementation, it was necessary to understand the internal stakeholders and map external partners (to be presented later) who could help meet the requirements for textile waste disposal. The company decided that the study could be carried out at the Circular Economy Center (CEC), a physical space dedicated to waste management and the development of circular economy-related projects. The CEC had been active for over a year and centralized the management of waste generated by the company\u0026rsquo;s various manufacturing units, functioning as a central hub and supporting internal demands. Internally, the CEC also served as a technical support center for the company's waste management, and consequently, for the project.\u003c/p\u003e\u003cp\u003eFinally, a theoretical review was conducted on the issues surrounding the textile industry and its waste, the circular economy, and possible solutions for textile waste, as well as the challenges faced in implementing circular economy practices within the sector. This review enabled the identification of opportunities within the industry, allowing textile waste to be understood as a raw material and mapping out potential solutions for the case in question.\u003c/p\u003e\u003cp\u003e\u003cb\u003eStage 2 \u0026ndash; Data Collection\u003c/b\u003e\u003c/p\u003e\u003cp\u003eThis stage was used to explore the activities carried out at the Circular Economy Center (CEC). Notes were taken, and in-person and virtual meetings, technical visits, and an assessment of the site\u0026rsquo;s operational procedures were conducted.\u003c/p\u003e\u003cp\u003eThe CEC operates within the company by supporting the seven on-site factories, centralizing waste management, and providing technical and financial support for Circular Economy projects proposed by employees. The center offers services such as sorting, packaging, and temporary storage of waste, which is later sent for transportation and final disposal.\u003c/p\u003e\u003cp\u003eTo capture all phases of the waste handling process, investigation was carried out on two fronts: the operational warehouse of the CEC and the database made available through the internal waste management software.\u003c/p\u003e\u003cp\u003eIn terms of environmental compliance, the entire structure and services provided are based on ISO standards\u0026mdash;particularly ISO 14001:2015, which addresses Environmental Management\u0026mdash;and on legal regulations such as the Solid Waste Management Plan (PGRS) and the Waste Classification defined by ABNT NBR 10004:2004. These frameworks ensure that company operations occur in the least harmful manner possible, avoiding environmental damage, conserving natural resources, and promoting public health.\u003c/p\u003e\u003cp\u003eThe sub-stage focused on understanding the process was carried out with an emphasis on the procedures and operational structure of the CEC. Technical visits were conducted, along with conversations with the local team, to understand the infrastructure and equipment layout. The facility functions both as a supplier of materials and a receiver of residual waste, and it includes various support structures and infrastructure necessary to comply with Brazilian waste management legislation, such as the segregation of areas for each type of waste (Class 1 and Class 2) (Brasil, \u003cspan citationid=\"CR5\" class=\"CitationRef\"\u003e2010\u003c/span\u003e).\u003c/p\u003e\u003cp\u003eInside the warehouse, it was observed that the CEC space stands out for its proper physical structure, including an impermeable floor and a roof covering the entire facility. For operational support, the warehouse is equipped with four poly dumpsters, three roll-on dumpsters, a workbench for disassembling electronic equipment, small containers for metal segregation, a baler for cardboard and plastics, and a supply area with drums, big bags, and barrels. Thus, the facility serves both as a supplier of materials and a receiver of residual waste.\u003c/p\u003e\u003cp\u003eThe gray-colored area in Fig.\u0026nbsp;\u003cspan refid=\"Fig1\" class=\"InternalRef\"\u003e1\u003c/span\u003e represents the storage of Class 1 waste, as defined by the National Solid Waste Policy (PNRS). Non-hazardous waste (Class 2) is stored in the other areas of the CEC, represented in white in Fig.\u0026nbsp;\u003cspan refid=\"Fig1\" class=\"InternalRef\"\u003e1\u003c/span\u003e.\u003c/p\u003e\u003cp\u003e\u003c/p\u003e\u003cp\u003eAll waste arriving at the CEC is weighed and, after weighing, the material is identified and stored in an isolated area within the facility. The CEC carries out the segmented packaging according to the class of the waste, in compliance with legal guidelines (Brasil, \u003cspan citationid=\"CR5\" class=\"CitationRef\"\u003e2010\u003c/span\u003e)\u003c/p\u003e\u003cp\u003eDuring the site visit, it was possible to identify various types of waste, such as: metallic waste, paper, plastics, wood, packaged hazardous waste, and textile waste. Upon identifying the stored textile waste, it was observed that it was packaged in big bags, since it is initially classified as Class 2 waste, meaning non-hazardous (Brasil, \u003cspan citationid=\"CR5\" class=\"CitationRef\"\u003e2010\u003c/span\u003e).\u003c/p\u003e\u003cp\u003eBy understanding the stages, the waste goes through at the CEC, it was possible to develop a flow mapping (Fig.\u0026nbsp;\u003cspan refid=\"Fig2\" class=\"InternalRef\"\u003e2\u003c/span\u003e). From this flow, it was noted that a common stage for both waste classes (1 and 2) was the so-called data collection stage, which stood out during the initial investigation.\u003c/p\u003e\u003cp\u003e\u003c/p\u003e\u003cp\u003eIn this way, the data collection for the project took advantage of what was already being carried out by the company, with this stage being understood by the organization as critical within the process, given the complexity of the site and the need to control waste generation.\u003c/p\u003e\u003cp\u003eThus, when waste arrives at the CEC, information such as generating area, weight, type of waste, and date is recorded. The waste is then labeled with a tag containing this relevant data and proceeds to storage, being marked in the software as \"Stored\". Later, the waste is sent for final disposal, and its status in the software is updated to \"Disposed\".\u003c/p\u003e\u003cp\u003eAfter data input, it is possible to extract information about the most frequently generated types of waste, their frequency, and the volume generated. In an initial assessment, it was found that an average of 500 tons/month of waste is managed. Within this total, 88% consists of Class 2 \u0026ndash; non-hazardous \u0026ndash; waste, meaning that most of it presents opportunities for circular economy applications. On the other hand, 12% of the waste generated is hazardous and requires specific handling and disposal procedures.\u003c/p\u003e\u003cp\u003eFrom the collected data, it was identified that the company had four types of disposal methods for Class 2 waste: composting (biological recycling) \u0026ndash; 0.3%, co-processing (recycling/energy recovery) \u0026ndash; 6.3%, landfill disposal \u0026ndash; 16.3%, and recycling (mechanical and chemical) \u0026ndash; 77.1%. It is important to note that, except for landfill disposal, the other three technologies fall within the scope of recycling processes.\u003c/p\u003e\u003cp\u003eUpon noticing that textile waste was not identified as Class 2 \u0026ndash; non-hazardous, an investigation began into the history of those classified as hazardous waste (Class 1), whose disposal involved co-processing \u0026ndash; 11.8%, incineration \u0026ndash; 1.3%, and recycling \u0026ndash; 86.9%.\u003c/p\u003e\u003cp\u003eWhen specifically analyzing the data on textile waste, it was found that its destination was co-processing. The textile waste in question consisted of PPE, in these cases represented by uniforms. In this context, it was possible to identify that the most commonly generated textile waste on-site, when classified as Class 2, was typically sent for energy recovery, without any type of value recovery.\u003c/p\u003e\u003cp\u003eNext, it was necessary to understand the reason for this disposal route, since, in order to be classified as hazardous waste, the material must present some type of contamination. For this, a diagnostic process was initiated with the generating area, covering all seven production units involved.\u003c/p\u003e\u003cp\u003eThe researchers were responsible for conducting on-site visits to the business units to assess the contamination potential of the uniforms in each process. During these visits, the activities carried out and the types of materials handled were mapped, enabling a detailed assessment of contamination risks (Table\u0026nbsp;\u003cspan refid=\"Tab2\" class=\"InternalRef\"\u003e2\u003c/span\u003e).\u003c/p\u003e\u003cp\u003e\u003cdiv class=\"gridtable\"\u003e\u003ctable float=\"Yes\" id=\"Tab2\" border=\"1\"\u003e\u003ccaption language=\"En\"\u003e\u003cdiv class=\"CaptionNumber\"\u003eTable 2\u003c/div\u003e\u003cdiv class=\"CaptionContent\"\u003e\u003cp\u003eContamination potential of textile waste in the business units\u003c/p\u003e\u003c/div\u003e\u003c/caption\u003e\u003ccolgroup cols=\"4\"\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c1\" colnum=\"1\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c2\" colnum=\"2\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c3\" colnum=\"3\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c4\" colnum=\"4\"\u003e\u003c/div\u003e\u003cthead\u003e\u003ctr\u003e\u003cth align=\"left\" colname=\"c1\"\u003e\u003cp\u003eManufacturing Unit\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c2\"\u003e\u003cp\u003eProcess with Pollution Potential\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c3\"\u003e\u003cp\u003ePPE with Textile Waste\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c4\"\u003e\u003cp\u003eFinal Assessment\u003c/p\u003e\u003c/th\u003e\u003c/tr\u003e\u003c/thead\u003e\u003ctbody\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e1\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eOil\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eT-shirt, pants, and boots\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003ePotential Class 1 generator\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e2\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eGrease and tears\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eCoveralls, t-shirt, pants, and boots\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003ePotential Class 1 generator\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e3\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eWood dust\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eT-shirt and pants\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eClass 2 generator\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e4\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eNo potential pollutant\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eT-shirt and pants\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eClass 2 generator\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e5\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eOil with characteristic odor\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eT-shirt and pants\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003ePotential Class 1 generator\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e6\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eNo potential pollutant\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eT-shirt and pants\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eClass 2 generator\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e7\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eNo potential pollutant\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eT-shirt and pants\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eClass 2 generator\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003c/tbody\u003e\u003c/colgroup\u003e\u003c/table\u003e\u003c/div\u003e\u003c/p\u003e\u003cp\u003eThe mapping revealed that 60% of internal processes do not generate Class 1 \u0026ndash; hazardous textile waste, indicating that some of the waste may have been misclassified, since a significant portion could be categorized as Class 2 \u0026ndash; non-hazardous. Furthermore, the areas with no contamination potential present an excellent scenario for preserving the condition of the uniforms, due to the presence of clean and well-organized processes.\u003c/p\u003e\u003cp\u003eIt is important to note that, during the visit to the CEC, big bags containing uniform pieces were identified without identification tags and had not been registered in the management software, and therefore did not appear in the historical review as \"Stored.\" Upon investigation with site operators, it was discovered that the waste was being stored due to the lack of guidance and a disposal route that could harness the potential of the fabric discarded by the in-company PPE store. As a result, the location was immediately identified as a new generating area, with strong potential for reuse.\u003c/p\u003e\u003cp\u003eThe in-company store is located within the company and offers the convenience of readily available new PPE, serving the seven manufacturing units and external field projects. Upon reviewing the processes involved in this sector, a significant opportunity for the project was identified: some units were already using the store as a point for reverse logistics, understanding that, when acquiring new PPE, used items could be discarded at the same location. It was thus observed that the uniforms found at the CEC are initially centralized at the in-company PPE store and later transported to the storage area.\u003c/p\u003e\u003cp\u003eGiven this context, it became clear that this process was not mapped in the company\u0026rsquo;s existing information, and that, once again, there might be issues with the classification of the discarded PPE waste. Therefore, an evaluation of the uniforms stored at the CEC was carried out to determine the correct classification of textile waste, since items classified as Class 1 \u0026ndash; hazardous would be a limiting factor for circular economy (CE) initiatives.\u003c/p\u003e\u003cp\u003eAn assessment and selection of items were conducted, where a sample from each big bag was withdrawn to verify their condition and the classification of the type of waste generated. All uniforms stored showed no signs of contamination (for example), were in excellent condition, and were identified as Class 2. Additionally, three big bags were found to contain items still in their original packaging (new uniforms). Based on internal information, this waste generation was due to organizational structure changes within the company, and, for brand protection reasons, uniforms bearing the old logo were no longer allowed to be used within the organization.\u003c/p\u003e\u003cp\u003eThus, with the mapping of all processes and flows, approximately three tons of textile waste in excellent condition were quantified, representing a significant opportunity for CE application. Furthermore, opportunities for improving the internal waste management flow were identified, aiming to enhance the value recovery of materials and enable the sourcing of new inputs.\u003c/p\u003e\u003cp\u003eWith all this information, the diagnosis of the current scenario regarding textile waste within the company was completed. To highlight the findings and their possible influence on the project, a SWOT matrix was developed (Table\u0026nbsp;\u003cspan refid=\"Tab3\" class=\"InternalRef\"\u003e3\u003c/span\u003e).\u003c/p\u003e\u003cp\u003e\u003cdiv class=\"gridtable\"\u003e\u003ctable float=\"Yes\" id=\"Tab3\" border=\"1\"\u003e\u003ccaption language=\"En\"\u003e\u003cdiv class=\"CaptionNumber\"\u003eTable 3\u003c/div\u003e\u003cdiv class=\"CaptionContent\"\u003e\u003cp\u003eSWOT Matrix of the Diagnosis for Textile Waste Management and Application of the Circular Economy\u003c/p\u003e\u003c/div\u003e\u003c/caption\u003e\u003ccolgroup cols=\"2\"\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c1\" colnum=\"1\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c2\" colnum=\"2\"\u003e\u003c/div\u003e\u003cthead\u003e\u003ctr\u003e\u003cth align=\"left\" colname=\"c1\"\u003e\u003cp\u003eStrengths\u003c/p\u003e\u003cp\u003e1. Comprehensive planning: the company has experience with waste disposal technologies.\u003c/p\u003e\u003cp\u003e2. Cooperation and autonomy: a cooperative relationship between the company and researchers, with freedom to act, facilitates the implementation of new solutions and innovation.\u003c/p\u003e\u003cp\u003e3. Circular Economy Center (CEC): the existence of the CEC, with adequate physical infrastructure and staff, centralizes waste management and supports circular economy projects.\u003c/p\u003e\u003cp\u003e4. Environmental compliance: adherence to ISO standards and legal regulations ensures that operations are environmentally responsible.\u003c/p\u003e\u003cp\u003e5. Strategic location: the study site centralizes waste from all 7 business units.\u003c/p\u003e\u003cp\u003e6. In-company PPE store: centralizes textile materials and is the main generator of this type of waste within the complex.\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c2\"\u003e\u003cp\u003eOpportunities\u003c/p\u003e\u003cp\u003e1. Circular economy: applying circular economy strategies such as reuse and upcycling can turn waste into valuable raw material.\u003c/p\u003e\u003cp\u003e2. External partnerships: engaging external partners for textile waste disposal can expand reuse opportunities.\u003c/p\u003e\u003cp\u003e3. Market innovation: exploring sustainable and innovative solutions in the textile market can generate new opportunities for waste valorization.\u003c/p\u003e\u003cp\u003e4. Positive social impact: the project has the potential to positively impact the lives of hundreds of people.\u003c/p\u003e\u003cp\u003e5. Waste reduction: minimizing textile waste sent for co-processing results in financial savings and resource efficiency.\u003c/p\u003e\u003c/th\u003e\u003c/tr\u003e\u003c/thead\u003e\u003ctbody\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e\u003cb\u003eWeaknesses\u003c/b\u003e\u003c/p\u003e\u003cp\u003e\u003cb\u003e1. Waste classification\u003c/b\u003e: incorrect classification of textile waste as hazardous limits circular economy initiatives.\u003c/p\u003e\u003cp\u003e\u003cb\u003e2. Lack of identification and tracking\u003c/b\u003e: the absence of proper labeling and recording of textile waste in the management software hinders traceability and proper disposal.\u003c/p\u003e\u003cp\u003e\u003cb\u003e3. Unmapped processes\u003c/b\u003e: lack of internal process mapping can lead to misclassification and improper waste handling, as seen in the in-company store case.\u003c/p\u003e\u003cp\u003e\u003cb\u003e4. Dependence on personnel\u003c/b\u003e: project execution relies on the collaboration of multiple departments and teams, which may present coordination challenges.\u003c/p\u003e\u003cp\u003e\u003cb\u003e5. Bureaucracy\u003c/b\u003e: delays in the approval process for new suppliers and clients.\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003e\u003cb\u003eThreats\u003c/b\u003e\u003c/p\u003e\u003cp\u003e\u003cb\u003e1. Legal requirements\u003c/b\u003e: compliance with legal obligations is non-negotiable, and any failure may jeopardize the project.\u003c/p\u003e\u003cp\u003e\u003cb\u003e2. Contaminated waste\u003c/b\u003e: the presence of contaminated textile waste may restrict disposal and reuse options.\u003c/p\u003e\u003cp\u003e\u003cb\u003e3. Organizational changes\u003c/b\u003e: changes in the company\u0026rsquo;s structure can impact the implementation and continuity of project initiatives.\u003c/p\u003e\u003cp\u003e\u003cb\u003e4. Resistance to change\u003c/b\u003e: reluctance from employees and waste-generating areas to adopt new practices and processes may hinder implementation.\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003c/tbody\u003e\u003c/colgroup\u003e\u003c/table\u003e\u003c/div\u003e\u003c/p\u003e\u003cp\u003e\u003cb\u003eStep 3 \u0026ndash; Data Analysis and Action Planning\u003c/b\u003e\u003c/p\u003e\u003cp\u003eAction planning is responsible for including all recommendations to solve a problem, as well as indicating the parties responsible for implementation and the deadlines for carrying out the actions (Mello et al., \u003cspan citationid=\"CR19\" class=\"CitationRef\"\u003e2012\u003c/span\u003e)\u003c/p\u003e\u003cp\u003eThe choice to summarize the diagnosis of the current scenario regarding textile waste issues in the company into a SWOT matrix made it easy to identify the main points of attention, particularly those represented by weaknesses and threats. These were considered in the proposal of the action plan.\u003c/p\u003e\u003cp\u003eDuring the theoretical review (a sub-step of Step 1 \u0026ndash; Planning) on the circular economy and its possible solutions for textile waste, an opportunity was identified to apply reuse, one of the factors included in the 9 R\u0026rsquo;s. The reuse technology is applicable to the study since the pieces identified as waste showed great potential to be used as raw material in new processes due to the quality of the post-use waste. Therefore, upcycling was identified as a solution for textile waste\u0026mdash;a technique applied to enhance the value of waste.\u003c/p\u003e\u003cp\u003eWith this solution in mind and based on the data evaluation presented in the previous step, the action plan was developed (Table\u0026nbsp;\u003cspan refid=\"Tab4\" class=\"InternalRef\"\u003e4\u003c/span\u003e). For easier reading, acronyms were defined for the responsible parties:\u003c/p\u003e\u003cp\u003e\u003cul\u003e\u003cli\u003e\u003cp\u003eEnvironmental and Compliance Team: EMC\u003c/p\u003e\u003c/li\u003e\u003cli\u003e\u003cp\u003eResearcher and Sustainability Manager: PGS\u003c/p\u003e\u003c/li\u003e\u003cli\u003e\u003cp\u003eOperations Coordinator: CO\u003c/p\u003e\u003c/li\u003e\u003cli\u003e\u003cp\u003eInvolved Partners: O\u003c/p\u003e\u003c/li\u003e\u003cli\u003e\u003cp\u003eSustainability Manager and Communication Team: GSEC\u003c/p\u003e\u003c/li\u003e\u003cli\u003e\u003cp\u003eEnvironmental Engineer and Partners: EAP\u003c/p\u003e\u003c/li\u003e\u003cli\u003e\u003cp\u003eResearcher and Partners: PP\u003c/p\u003e\u003c/li\u003e\u003cli\u003e\u003cp\u003eEnvironmental Engineer and Operations Coordinator: EACO\u003c/p\u003e\u003c/li\u003e\u003cli\u003e\u003cp\u003eResearcher and Legal Department: PDJ\u003c/p\u003e\u003c/li\u003e\u003cli\u003e\u003cp\u003eCommunication and Environmental Team: ECMA\u003c/p\u003e\u003c/li\u003e\u003c/ul\u003e\u003c/p\u003e\u003cp\u003e\u003cdiv class=\"gridtable\"\u003e\u003ctable float=\"Yes\" id=\"Tab4\" border=\"1\"\u003e\u003ccaption language=\"En\"\u003e\u003cdiv class=\"CaptionNumber\"\u003eTable 4\u003c/div\u003e\u003cdiv class=\"CaptionContent\"\u003e\u003cp\u003eAction Plan Developed for the Application of Circular Economy to the Company's Textile Waste\u003c/p\u003e\u003c/div\u003e\u003c/caption\u003e\u003ccolgroup cols=\"6\"\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c1\" colnum=\"1\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c2\" colnum=\"2\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c3\" colnum=\"3\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c4\" colnum=\"4\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c5\" colnum=\"5\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c6\" colnum=\"6\"\u003e\u003c/div\u003e\u003cthead\u003e\u003ctr\u003e\u003cth align=\"left\" colname=\"c1\"\u003e\u003cp\u003eAction\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c2\"\u003e\u003cp\u003eDetails\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c3\"\u003e\u003cp\u003eResponsible\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c4\"\u003e\u003cp\u003eDeadline (weeks)\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c5\"\u003e\u003cp\u003eSuccess Indicators\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c6\"\u003e\u003cp\u003eRelated Outcome\u003c/p\u003e\u003c/th\u003e\u003c/tr\u003e\u003c/thead\u003e\u003ctbody\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e1: Identification and selection of partners\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eProspect companies and conduct audits and internal evaluations of the prospective companies\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eEMC\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e4\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003eApproval of companies based on safety, quality, and compliance criteria\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003ePartner selection after audits\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e2: Definition of operational responsibilities\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eEstablish division of work among involved actors\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003ePGS\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e2\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003eClear documentation of each partner\u0026rsquo;s responsibilities\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003eClear definition of operational responsibilities\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e3:Centralization and sorting of textile waste\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eCollect and centralize textile waste at the in-company PPE store\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eC\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e4\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003eCentralized and sorted waste\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003eCentralization and sorting of textile waste at the CEC\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e4: Design and virtual proof\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eDevelop design and virtual proof of products\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eO\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e4\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003eInternal approval of virtual designs\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003eDevelopment of internally approved virtual designs\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e5: Raw material preparation\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eSelect and prepare pieces for prototyping\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eO\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e2\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003eRaw material prepared and dispatched\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003ePreparation and dispatch of raw material\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e6: Prototype production\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eProduce prototypes of the selected products\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eO\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e4\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003ePrototypes completed and sent for approval\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003eProduction and approval of prototypes\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003e7: Start of large-scale project\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eReplicate prototyping process for large-scale production\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eO\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e4\u0026ndash;6\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003eProduction of items made from reused material\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003eStart of large-scale production based on prototyping\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003c/tbody\u003e\u003c/colgroup\u003e\u003c/table\u003e\u003c/div\u003e\u003c/p\u003e\u003cp\u003eAfter the action plan was defined, alignment activities were still carried out. To inform about the upcoming activities, the leadership teams of Sustainability, Compliance, and Environment within the company were involved. The project was presented and approved, with two points of attention: confirming the declassification of the uniforms and, in the case of a social project, ensuring that the income is passed on to the beneficiaries. Subsequently, to operationalize the project, it was necessary to involve the management team responsible for waste collection and storage at the site, the in-company personal protective equipment (PPE) store, and the administrative staff of the Circular Economy Center (CEC).\u003c/p\u003e\u003cp\u003e\u003cb\u003eStep 4 \u0026ndash; Implementation of Actions\u003c/b\u003e\u003c/p\u003e\u003cp\u003eFor the implementation within the action research, support from the action plan is fundamental, since the detailed actions will be carried out to achieve the proposed objective (Mello et al., \u003cspan citationid=\"CR19\" class=\"CitationRef\"\u003e2012\u003c/span\u003e). Therefore, based on the action plan (Table\u0026nbsp;\u003cspan refid=\"Tab4\" class=\"InternalRef\"\u003e4\u003c/span\u003e), it was possible to outline the actions to be taken, representing the execution of the action plan.\u003c/p\u003e\u003cp\u003eIt is important to highlight that the project implementation described below does not include the final action, \"Start of large-scale project,\" since this work was developed before its initiation, reflecting the implementation of the project at a pilot scale. It is noteworthy that the prototyping process was a representation of the manufacturing process at a smaller scale and was extremely relevant for the execution of the large-scale project. All the planning and procedures carried out for the production of one unit of the product at the pilot scale, as described below, will be replicated for the remainder of the production. In addition to executing the project at pilot scale, points for improvement in the execution of actions were noted during meetings, product testing, understanding of internal processes, and feedback from internal collaborators.\u003c/p\u003e\u003cp\u003e\u003cspan type=\"Underline\" class=\"Underline\" name=\"Emphasis\"\u003eAction 1: Identification and selection of partners\u003c/span\u003e\u003c/p\u003e\u003cp\u003eFirst, a filter was applied to the partners already approved by the organization. However, this was unsuccessful since textile waste was treated as Class 1 \u0026ndash; hazardous and non-recyclable, with final disposal by coprocessing. Therefore, there were no partners qualified to meet the current demand.\u003c/p\u003e\u003cp\u003eIn search of new partners, the initial prospecting was carried out by the researchers through social media and reference homepages in environmental innovation, targeted at the textile industry. The selection criteria for potential partners considered were: services offered; technology used; location; experience in the sector; and market innovations. Three companies were classified as possible partners (Table\u0026nbsp;\u003cspan refid=\"Tab5\" class=\"InternalRef\"\u003e5\u003c/span\u003e).\u003c/p\u003e\u003cp\u003e\u003cdiv class=\"gridtable\"\u003e\u003ctable float=\"Yes\" id=\"Tab5\" border=\"1\"\u003e\u003ccaption language=\"En\"\u003e\u003cdiv class=\"CaptionNumber\"\u003eTable 5\u003c/div\u003e\u003cdiv class=\"CaptionContent\"\u003e\u003cp\u003ePotential Partners Identified for Project Implementation\u003c/p\u003e\u003c/div\u003e\u003c/caption\u003e\u003ccolgroup cols=\"6\"\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c1\" colnum=\"1\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c2\" colnum=\"2\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c3\" colnum=\"3\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c4\" colnum=\"4\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c5\" colnum=\"5\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c6\" colnum=\"6\"\u003e\u003c/div\u003e\u003cthead\u003e\u003ctr\u003e\u003cth align=\"left\" colname=\"c1\"\u003e\u003cp\u003eIdentification\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c2\"\u003e\u003cp\u003eServices Offered\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c3\"\u003e\u003cp\u003eTechnology Used\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c4\"\u003e\u003cp\u003eLocation\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c5\"\u003e\u003cp\u003eExperience in the Field\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c6\"\u003e\u003cp\u003eMarket Innovations\u003c/p\u003e\u003c/th\u003e\u003c/tr\u003e\u003c/thead\u003e\u003ctbody\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eOrg 1\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eDecharacterization, shredding, defibering, coprocessing\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eReuse and thermal recovery\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eBarueri \u0026ndash; SP\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e7 years\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003eFocus on post-consumer waste and social initiatives\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eOrg 2\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eManufacturing\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003ePost-use textile reuse and upcycling\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eS\u0026atilde;o Paulo \u0026ndash; SP\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e5 years\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003eSocial labor force\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eOrg 3\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eDecharacterization and manufacturing\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003ePost-use textile reuse and upcycling\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eOsasco \u0026ndash; SP\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e10 years\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c6\"\u003e\u003cp\u003eSocial labor force\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003c/tbody\u003e\u003c/colgroup\u003e\u003c/table\u003e\u003c/div\u003e\u003c/p\u003e\u003cp\u003eAt the end of the research, it was possible to identify companies that met the upcycling proposal and additionally contributed with a social labor force, expanding the socio-environmental impacts of the project. Therefore, it was decided that the textile waste would be directed toward the manufacturing of products such as bags and accessories.\u003c/p\u003e\u003cp\u003eIn parallel, internal evaluations were conducted on the three companies, including an on-site audit to verify safety, quality, and environmental aspects, led by the environmental team. Documents such as the environmental license, proof of waste disposal, and the Fire Department Inspection Certificate (FDIC) were requested. In addition, a review by the Compliance team was required to ensure there was no involvement in sensitive issues such as slave labor or integrity violations.\u003c/p\u003e\u003cp\u003eFollowing the analyses, Org 1 and Org 2 were selected as project partners, as they met all legal requirements and had previously worked together. As a result, a deeper analysis of the companies' goals and impacts was carried out.\u003c/p\u003e\u003cp\u003eOrg 1 offers textile waste collection, recycling, and reuse services and stands out for its innovation and social entrepreneurship. Its impact portfolio includes global recognitions such as One Planet and Climate CoLab, as well as national awards like Social Entrepreneur 2016.\u003c/p\u003e\u003cp\u003eOrg 2 positions itself in the market as a business with socio-environmental impact. Notably, the company employs an inclusive workforce, hiring women from the prison system \u0026mdash; including those in closed, semi-open regimes, and former inmates \u0026mdash; totaling over 600 women impacted through sewing training programs and production-based employment.\u003c/p\u003e\u003cp\u003e\u003cspan type=\"Underline\" class=\"Underline\" name=\"Emphasis\"\u003eAction 2: Definition of operational responsibilities\u003c/span\u003e\u003c/p\u003e\u003cp\u003eAfter understanding the dynamics between the two companies, the operational responsibilities of each organization involved in the activity were defined (Fig.\u0026nbsp;\u003cspan refid=\"Fig3\" class=\"InternalRef\"\u003e3\u003c/span\u003e).\u003c/p\u003e\u003cp\u003e\u003c/p\u003e\u003cp\u003eNext, a dialogue was initiated to understand the processes and operationalization of the project. In this case, the researchers were responsible for maintaining contact with the selected partner organizations and starting the prototyping process and eventual large-scale production. This process was fundamental to the product's development, as both aesthetic and functional quality were criteria required by the company.\u003c/p\u003e\u003cp\u003eThe prototyping development would encompass the steps described in Fig.\u0026nbsp;\u003cspan refid=\"Fig4\" class=\"InternalRef\"\u003e4\u003c/span\u003e. In terms of responsibilities, the initial stages up to the evaluation of the pieces would be carried out within the CEC, and afterward, the raw material would be sent to the partner organizations.\u003c/p\u003e\u003cp\u003e\u003c/p\u003e\u003cp\u003e\u003cspan type=\"Underline\" class=\"Underline\" name=\"Emphasis\"\u003eAction 3: Centralization and Sorting of the Pieces\u003c/span\u003e\u003c/p\u003e\u003cp\u003eThe centralization of textile waste began in 2023, at the in-company PPE store. As previously mentioned, the store proved to be a strategic reverse logistics point, given the frequent contact with employees who, when acquiring new items, could return their old ones.\u003c/p\u003e\u003cp\u003eDuring the sorting phase, the initial evaluation carried out in earlier stages of the project enabled the continuation of the upcycling application for the pieces. Subsequently, the in-company PPE store was asked to provide technical data sheets for the discarded uniforms, which included information such as fabric type, weight (grammage), and intended use. These details facilitated the design decision-making process and helped standardize the information.\u003c/p\u003e\u003cp\u003eWhen evaluating the groups of items, it was found that 90% of them were made of cotton. It was also noted that the grammage of the coveralls (230 g/m\u0026sup2;) was higher compared to that of the t-shirts (140 g/m\u0026sup2;). It\u0026rsquo;s worth noting that the garments were weighed by groups, meaning all shirts, regardless of model, were weighed together\u0026mdash;and the same applied to the other types of garments.\u003c/p\u003e\u003cp\u003e\u003cspan type=\"Underline\" class=\"Underline\" name=\"Emphasis\"\u003eAction 4: Design and Virtual Mockup\u003c/span\u003e\u003c/p\u003e\u003cp\u003eUpon understanding the quality and quantity of the garments, the product design development phase was initiated. Org 2 sent its product portfolio, from which items were selected with the goal of offering differentiated products to be used as gifts for employees.\u003c/p\u003e\u003cp\u003eInitially, three types of products were selected for virtual mockup: scrunchie, bottle holder, and travel kit. The virtual mockup was fundamental for the company\u0026rsquo;s internal decision-making, as it clearly demonstrated the development and construction of the final product using the intact parts of the fabric. Once approved, all products sent for virtual mockup advanced to the prototyping phase.\u003c/p\u003e\u003cp\u003e\u003cspan type=\"Underline\" class=\"Underline\" name=\"Emphasis\"\u003eAction 5: Raw Material Preparation\u003c/span\u003e\u003c/p\u003e\u003cp\u003eFor the pilot-scale production of the products approved in the virtual mockup phase, 15 garments were selected: 6 gray coveralls, 4 blue t-shirts, 2 orange coveralls, 1 white lab coat, 2 dark blue coveralls.\u003c/p\u003e\u003cp\u003eWhen selecting the pieces for shipment, their integrity was verified, ensuring there were no traces of contaminants, such as oil or chemicals. The items were then prepared, stored, and sent to the partner company Org 1.\u003c/p\u003e\u003cp\u003e\u003cspan type=\"Underline\" class=\"Underline\" name=\"Emphasis\"\u003eAction 6: Prototyping\u003c/span\u003e\u003c/p\u003e\u003cp\u003eThe prototyping phase followed the distribution of responsibilities previously presented in Fig.\u0026nbsp;\u003cspan refid=\"Fig3\" class=\"InternalRef\"\u003e3\u003c/span\u003e. After the raw material was prepared by the waste-generating company, it was transported to partner Org 1. As mentioned, the material was located at the CEC in the city of Jundia\u0026iacute;, requiring transport to Barueri, a distance of approximately 60 km. It is important to note that the transport of waste must be accompanied by an invoice and a Waste Transportation Manifest (MTR).\u003c/p\u003e\u003cp\u003eOrg 1 received the textile waste shipment and proceeded with disassembly and cutting of the items. In this process, a visual inspection was performed to evaluate the usability and integrity of each piece, followed by sorting the uniforms by material type and condition.\u003c/p\u003e\u003cp\u003eA critical step in reuse\u0026mdash;and a requirement from the waste-generating company\u0026mdash;was the mischaracterization of the materials. This involved removing logos and any visual identity elements that could indicate brand ownership, done through strategic cuts on the garments. Once mischaracterization and deemed suitable for reuse, the fabrics were washed and sanitized through an external partnership of Org 1.\u003c/p\u003e\u003cp\u003eThe cleaned materials were then transported from Org 1 in Barueri to Org 2 in S\u0026atilde;o Paulo. At Org 2, the products defined earlier were sewn and finalized. In particular, the prototyping phase is when production math is applied\u0026mdash;that is, determining how many units of each item and each fabric type are needed to produce the desired products.\u003c/p\u003e\u003cp\u003eSince the products chosen for prototyping had already been made by the partners previously, the use of existing patterns and dimensions helped estimate the number of garments required. For example, it was estimated that: 1 coverall would be needed to make 1 bottle holder, and 1 coverall would be enough for a travel kit, composed of 1 toiletry bag and 3 drawstring pouches.\u003c/p\u003e\u003cp\u003eUpon completion, fabric scraps and production waste were returned to Org 1, while the final products (Fig.\u0026nbsp;\u003cspan refid=\"Fig5\" class=\"InternalRef\"\u003e5\u003c/span\u003e) were packaged and delivered to the waste-generating company for approval. From this point forward, it became possible to identify improvement opportunities and quality enhancement suggestions, which will be discussed in the next phase.\u003c/p\u003e\u003cp\u003e\u003c/p\u003e\u003cp\u003e\u003cb\u003eStep 5 \u0026ndash; Analysis and Evaluation\u003c/b\u003e\u003c/p\u003e\u003cp\u003eIn the analysis and evaluation of the results, the research objectives and the propositions established at its outset must be used as a reference (Mello et al., \u003cspan citationid=\"CR19\" class=\"CitationRef\"\u003e2012\u003c/span\u003e). In this sub-step, the quality of the final product from the test-scale production was verified and approved. Additionally, the identification and projection of the project\u0026rsquo;s impacts were conducted, considering aspects such as: reduction of waste sent for disposal, reuse of raw materials, social impact, operational efficiency, partnerships, and a shift in the company\u0026rsquo;s mindset.\u003c/p\u003e\u003cp\u003eThese identified and projected impacts take into account what can be achieved when the project is implemented at full scale.\u003c/p\u003e\u003cp\u003eIt is estimated that the reduction in disposed textile waste will amount to approximately 2.7 tons of textile waste suitable for upcycling. Through this initiative, around 8,000 textile pieces will be diverted from co-processing and redirected toward reuse, resulting in an annual reduction of 0.32% in hazardous waste generated by the company.\u003c/p\u003e\u003cp\u003eThus, this project represents an innovative approach, as it demonstrates the company\u0026rsquo;s commitment to managing secondary waste streams\u0026mdash;i.e., waste types that are not the primary outputs of the company\u0026rsquo;s operations. This leads to a positive sustainability impact through upcycling, as emphasized by(Boone, \u003cspan citationid=\"CR3\" class=\"CitationRef\"\u003e2009\u003c/span\u003e) and (Gwilt, \u003cspan citationid=\"CR13\" class=\"CitationRef\"\u003e2014\u003c/span\u003e). In addition to reducing the volume of discarded waste, the project will help avoid the negative environmental and health impacts associated with co-processing.\u003c/p\u003e\u003cp\u003eAdditionally, studies by (Sandin \u0026amp; Peters, \u003cspan citationid=\"CR26\" class=\"CitationRef\"\u003e2018\u003c/span\u003e) on life cycle assessment (LCA) in the textile industry demonstrated that textile reuse and recycling significantly reduce greenhouse gas emissions and water consumption, avoiding up to 70% of CO₂ equivalent emissions when compared to incineration or landfilling, and reducing water and energy use by 60%. Furthermore, such practices can prevent up to 90% of raw material extraction and use in the manufacturing of new products.\u003c/p\u003e\u003cp\u003eWith the proposed reuse of raw materials in this project, it will be possible to produce approximately 10,000 items made from recovered textile material, directly fulfilling the objective posed by the company and providing a tangible example of circular economy for both employees and the families of end-users. As (Bocken et al., \u003cspan citationid=\"CR2\" class=\"CitationRef\"\u003e2016\u003c/span\u003e) state, it is crucial to adapt product design to make full use of materials with circularity potential, while also aiming to extend the product\u0026rsquo;s lifespan.\u003c/p\u003e\u003cp\u003eThe large-scale implementation of the project is scheduled to take place throughout 2025. Therefore, the projected social impacts are based on estimates drawn from previous initiatives conducted by Org 2. It is estimated that for every 500 pieces of waste transformed, 44 women will benefit through direct employment. According to Org 2, approximately 60% of formerly incarcerated women who completed their training programs were able to secure employment within six months.\u003c/p\u003e\u003cp\u003eFurthermore, it is expected that women involved will earn an average monthly salary of approximately USD \u003cspan\u003e$\u003c/span\u003e265, providing financial stability not only for themselves but also for their dependents. This contributes to lowering recidivism rates, which exceed 80%, regardless of gender, and are often aggravated by lack of job opportunities(Marques, \u003cspan citationid=\"CR18\" class=\"CitationRef\"\u003e2019\u003c/span\u003e). With a focus on maximizing the project\u0026rsquo;s positive impact, it is estimated that approximately 90 family members will benefit, as many are directly dependent on the income generated by these workers.\u003c/p\u003e\u003cp\u003e(Freitas et al., \u003cspan citationid=\"CR10\" class=\"CitationRef\"\u003e2024\u003c/span\u003e) explores how the circular economy supports social benefits, including job creation, inclusion, and reduction of social inequality. Likewise, according to the (Ellen MacArthur Foundation, \u003cspan citationid=\"CR9\" class=\"CitationRef\"\u003e2017\u003c/span\u003e), the transition to a circular economy in Europe could generate up to 3\u0026nbsp;million new jobs, presenting a competitive advantage over other regions.\u003c/p\u003e\u003cp\u003eFrom an operational efficiency standpoint, even with small-scale implementation, the project revealed areas for improvement within the company\u0026rsquo;s operations. For example, the need to strengthen communication and coordination between the business units and the in-company PPE store, officially designating it as a reverse logistics point for uniforms\u0026mdash;since this flow was not previously mapped or utilized. In addition, actions must be taken to identify the original unit that generated each uniform, improving internal traceability of the data.\u003c/p\u003e\u003cp\u003eFurthermore, it was found that manufacturing units 1, 2, and 5 are potential generators of Class 1 \u0026ndash; hazardous waste, meaning that uniforms from these units may contain traces of contaminants. On the other hand, units 3, 4, 6, and 7 produce Class 2 waste, which indicates a high potential for future reuse of their uniforms.\u003c/p\u003e\u003cp\u003eWhen focusing improvements on the CEC, it became clear that no reuse-oriented process previously existed, as this was the first waste reuse project implemented by the center. Therefore, there is a need to designate a specific area within the warehouse to centralize materials with reuse potential.\u003c/p\u003e\u003cp\u003eThe CEC is a location with daily forklift operations and frequent movement of roll-on containers and bins carrying waste from various business areas. This constant movement generates a significant amount of dust, leading to a high level of dirt accumulation on light-colored textile waste. This scenario negatively impacts the project, as it may render some light-colored items unusable or significantly increase the water and energy required for cleaning. As such, it is a critical issue that must be carefully addressed and improved. One of the biggest barriers to implementing circular economy actions within companies is the need to modify existing processes, equipment, or workflows, which may result in additional production costs (Lieder \u0026amp; Rashid, \u003cspan citationid=\"CR17\" class=\"CitationRef\"\u003e2016\u003c/span\u003e).\u003c/p\u003e\u003cp\u003eIt is also important to note that the implementation of a first circular economy initiative can lead to the emergence of new opportunities, as each action may present a different financial investment or return scenario. However, in terms of social and environmental gains, the benefits tend to be extremely positive.\u003c/p\u003e\u003cp\u003eRegarding the partnerships, the selection of the partner organizations for managing the textile waste was essential to achieving the project\u0026rsquo;s positive impacts. Circular economy projects depend on the collaboration of many stakeholders, as they aim to close the production loop, maximizing resource utilization, product lifecycle extension, and social-environmental impact. This is only possible with the involvement of organizations like those selected, which have well-defined socio-environmental goals and can support the entire construction and execution of the project. As such, these partnerships are also a positive outcome of the initiative.\u003c/p\u003e\u003cp\u003eUnlike a linear economy process, which is driven by product quantity and then sourcing the necessary raw materials, upcycling works in reverse. The raw materials are already available, and the type and quantity of product must be designed based on what exists. Since components must be used according to factors like available dimensions, material wear level, fabric type, and durability, each product must be planned accordingly. Understanding the workflow and applying it within the organization brings challenges, such as reaching internal audiences, especially managers and decision-makers, to foster greater engagement and support for similar projects. It\u0026rsquo;s also important to break the paradigm and overcome the resistance to using non-conventional or non-new raw materials, as traditional linear economy thinking still dominates. Many still don\u0026rsquo;t expect high-quality, well-designed products from reused materials. Therefore, prototyping is fundamental to support internal marketing and showcase the developed project, fostering a mindset shift within the company.\u003c/p\u003e\u003cp\u003eBoone (\u003cspan citationid=\"CR3\" class=\"CitationRef\"\u003e2009\u003c/span\u003e) highlighted upcycling limitations, such as scaling challenges and variability in material quality, both of which are directly reflected in this project. The current batch used was composed of new, unused garments, which produced excellent final products. However, in other cases, product quality may vary, presenting a risk to future upcycling initiatives.\u003c/p\u003e\u003cp\u003eThe project shows promising economic feasibility, with an expected return on investment within one year. This is due to the fact that the value invested in product manufacturing will be recovered by the CEC as the items are used internally\u0026mdash;for example, in employee recognition or corporate events. Moreover, the cost previously associated with textile waste co-processing will be reduced, as most of this waste will now be diverted to reuse. Although social and environmental impacts are considered more relevant than financial returns in this project, a more detailed financial feasibility analysis will be conducted by another department.\u003c/p\u003e\u003cp\u003eConcluding the action-research approach, during the improvement identification sub-step, and considering the critical points discussed, a new improvement action plan (Table\u0026nbsp;\u003cspan refid=\"Tab6\" class=\"InternalRef\"\u003e6\u003c/span\u003e) was developed for implementation in the next project cycle involving large-scale production. This will allow for more efficient execution of both the upscaling process and future projects.\u003c/p\u003e\u003cp\u003e\u003cdiv class=\"gridtable\"\u003e\u003ctable float=\"Yes\" id=\"Tab6\" border=\"1\"\u003e\u003ccaption language=\"En\"\u003e\u003cdiv class=\"CaptionNumber\"\u003eTable 6\u003c/div\u003e\u003cdiv class=\"CaptionContent\"\u003e\u003cp\u003eImprovement Action Plan for the Implementation of the Project at a Larger Scale\u003c/p\u003e\u003c/div\u003e\u003c/caption\u003e\u003ccolgroup cols=\"5\"\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c1\" colnum=\"1\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c2\" colnum=\"2\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c3\" colnum=\"3\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c4\" colnum=\"4\"\u003e\u003c/div\u003e\u003cdiv align=\"left\" class=\"colspec\" colname=\"c5\" colnum=\"5\"\u003e\u003c/div\u003e\u003cthead\u003e\u003ctr\u003e\u003cth align=\"left\" colname=\"c1\"\u003e\u003cp\u003eImpact Area\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c2\"\u003e\u003cp\u003eAction\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c3\"\u003e\u003cp\u003eResponsible\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c4\"\u003e\u003cp\u003eDeadline\u003c/p\u003e\u003c/th\u003e\u003cth align=\"left\" colname=\"c5\"\u003e\u003cp\u003eSuccess Indicators\u003c/p\u003e\u003c/th\u003e\u003c/tr\u003e\u003c/thead\u003e\u003ctbody\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eReduction of disposed waste\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eImplement selective collection system for textile waste\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eSustainability Manager\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e3 months\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e30% reduction in textile waste sent to co-processing\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eConduct awareness campaigns about recycling\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eCommunication Team\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e2 months\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e50% increase in employee participation in campaigns\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eMonitor and report the amount of diverted waste\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eOperations Coordinator\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eMonthly\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003eMonthly reports of diverted waste\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eRaw material reuse\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eEstablish partnerships with upcycling companies\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eEnvironmental Engineer\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e6 months\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003ePartnerships established with at least 2 upcycling companies\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eDevelop upcycled product prototypes\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003ePartners\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e4 months\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003eDevelopment of 5 upcycled product prototypes\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eImplement production line for upcycled products\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003ePartners\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e8 months\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003eProduction of 10,000 reused material items\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eSocial impact\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eMonitor training and employability of women by partners\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eResearcher\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e6 months\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003eAnnual reports on training and employability\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eMonitor employability of trained women\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003ePartners\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eAnnual\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003e60% of trained women employed within 6 months\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eEstablish partnerships with NGOs and social institutions\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eResearcher\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e6 months\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003ePartnerships established with at least 3 NGOs\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eOperational efficiency\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eStrengthen communication between business areas and EPI store\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eEnvironmental Engineer\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e3 months\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003eOfficial and documented communication\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eFormalize procedures and identify waste generating units\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eOperations Coordinator\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e4 months\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003eDocumented procedures and identified units\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eInclude specific area for reuse in the CEC\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eOperations Coordinator\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e1 month\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003eReuse area established and identified\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003ePartner relations process\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eHold regular meetings with partners\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eResearcher\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eMonthly\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003eMonthly meetings held and documented\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eDevelop clear and objective contracts with partners\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eLegal Department\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e3 months\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003eContracts established and signed\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eMonitor and evaluate partner performance\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003ePartnership Manager\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eQuarterly\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003eQuarterly performance reports of partners\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u003cp\u003eProject development\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eDevelop internal marketing plan to promote the project\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eCommunication Team\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e3 months\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003eMarketing plan developed and implemented\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eConduct workshops and training on circular economy\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eEnvironmental Team\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003e6 months\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003eWorkshops and trainings conducted\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003ctr\u003e\u003ctd align=\"left\" colname=\"c1\"\u003e\u0026nbsp;\u003c/td\u003e\u003ctd align=\"left\" colname=\"c2\"\u003e\u003cp\u003eMonitor quality of upcycled products\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c3\"\u003e\u003cp\u003eEnvironmental Team \u0026amp; Clients\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c4\"\u003e\u003cp\u003eOngoing\u003c/p\u003e\u003c/td\u003e\u003ctd align=\"left\" colname=\"c5\"\u003e\u003cp\u003eQuality reports of products\u003c/p\u003e\u003c/td\u003e\u003c/tr\u003e\u003c/tbody\u003e\u003c/colgroup\u003e\u003c/table\u003e\u003c/div\u003e\u003c/p\u003e\u003cp\u003eFurthermore, in order to illustrate everything that was carried out, Fig.\u0026nbsp;\u003cspan refid=\"Fig6\" class=\"InternalRef\"\u003e6\u003c/span\u003e presents a summary of all the steps taken in this action research.\u003c/p\u003e\u003cp\u003e\u003c/p\u003e\u003cp\u003eIt is noteworthy that the larger-scale project, involving the production of 10,000 items, is expected to be completed by the end of 2025. Therefore, the deadlines for the actions outlined will be met concurrently with the development of the project for the disposal of 2.7 tons of textile waste.\u003c/p\u003e"},{"header":"5. Final Considerations","content":"\u003cp\u003eIn light of the above, this study investigated the application of circular economy principles to solve a practical problem in the management of textile waste from PPE in a Brazilian multinational energy company. Using an action-research methodology, the objective was to develop a creative and socio-environmentally impactful solution for the textile waste indirectly generated in production.\u003c/p\u003e\n\u003cp\u003eThe application of circular economy principles in textile waste management proved to be a viable and sustainable approach, with significant benefits for both the environment and society. Through the action-research methodology, it was possible to carry out prototyping and identify areas for improvement to be addressed in the next project cycle. Thus, it will be possible to reduce tons of textile waste by producing items made from reused material, demonstrating the effectiveness of the implemented upcycling practices.\u003c/p\u003e\n\u003cp\u003eMoreover, the social impact will be notable, benefiting women by generating direct employment through the transformation of the pieces and positively impacting their families. The company’s operational efficiency was enhanced by strengthening communication between business areas and the PPE store, as well as by including a specific area for reuse at the CEC. The selection of partners and the establishment of collaborations were fundamental to the project’s success, highlighting the importance of cooperation among different actors for implementing circular economy practices.\u003c/p\u003e\n\u003cp\u003eHowever, challenges such as the need for financial investment and variability in the quality of recycled materials were encountered. The developed prototyping and adaptation of production processes proved to be effective strategies to overcome these barriers. Despite the required investments, the project can bring economic gains by reclassifying waste and reducing costs associated with previous disposal methods.\u003c/p\u003e\n\u003cp\u003eTherefore, although textile waste is not the main type generated by the company, the proposed actions are seen to have a significant impact on society and the environment, as well as bringing innovation to the company by developing a project that implements circular strategies for secondary waste from the energy sector.\u003c/p\u003e"},{"header":"Declarations","content":"\u003cp\u003e\u003cstrong\u003eFunding Declaration:\u0026nbsp;\u003c/strong\u003eThe author(s) declare that this article did not receive any funding.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eClinical trial number:\u0026nbsp;\u003c/strong\u003enot applicable.\u003c/p\u003e\u003ch2\u003eAuthor Contribution\u003c/h2\u003e\u003cp\u003eD.M.S.P, M.R.R.S. and J.N. wrote the main manuscript textM.R.R.S. and J.N. contributed to the conceptualization and methodologyD.M.S.P collected the dataA.A.H. and C.H.P.M. review and editing figures and the the manuscriptAll authors reviewed the manuscript\u003c/p\u003e"},{"header":"References","content":"\u003col\u003e\n\u003cli\u003eAlves, R., Ferreira, K. 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(2005). \u003cem\u003ePesquisa-a\u0026ccedil;\u0026atilde;o: uma introdu\u0026ccedil;\u0026atilde;o metodol\u0026oacute;gica* Pesquisa-a\u0026ccedil;\u0026atilde;o-Participa\u0026ccedil;\u0026atilde;o-Investiga\u0026ccedil;\u0026atilde;o-a\u0026ccedil;\u0026atilde;o-Metodologia de pesquisa\u003c/em\u003e (Issue 3).\u003c/li\u003e\n\u003cli\u003eUNCTAD. (2019). \u003cem\u003eUN launches drive to highlight environmental cost of staying fashionable\u003c/em\u003e. https://news.un.org/en/story/2019/03/1035161\u003c/li\u003e\n\u003cli\u003eWang, Z., Guy, C., Ng, K. T. W., \u0026amp; An, C. (2021). A New Challenge for the Management and Disposal of Personal Protective Equipment Waste during the COVID-19 Pandemic. \u003cem\u003eSustainability\u003c/em\u003e, \u003cem\u003e13\u003c/em\u003e(13), 7034. https://doi.org/10.3390/su13137034\u003c/li\u003e\n\u003c/ol\u003e"}],"fulltextSource":"","fullText":"","funders":[],"hasAdminPriorityOnWorkflow":false,"hasManuscriptDocX":true,"hasOptedInToPreprint":true,"hasPassedJournalQc":"","hasAnyPriority":false,"hideJournal":false,"highlight":"","institution":"","isAcceptedByJournal":true,"isAuthorSuppliedPdf":false,"isDeskRejected":"","isHiddenFromSearch":false,"isInQc":false,"isInWorkflow":false,"isPdf":false,"isPdfUpToDate":true,"isWithdrawnOrRetracted":false,"journal":{"display":true,"email":"[email protected]","identity":"systemic-practice-and-action-research","isNatureJournal":false,"hasQc":true,"allowDirectSubmit":false,"externalIdentity":"spaa","sideBox":"Learn more about [Systemic Practice and Action Research](http://link.springer.com/journal/11213)","snPcode":"11213","submissionUrl":"https://submission.nature.com/new-submission/11213/3","title":"Systemic Practice and Action Research","twitterHandle":"","acdcEnabled":true,"dfaEnabled":true,"editorialSystem":"em","reportingPortfolio":"Springer Hybrid","inReviewEnabled":true,"inReviewRevisionsEnabled":false},"keywords":"Circular Economy, Personal Protective Equipment, Upcycling, Reuse, Socio-environmental Impact, Action Research","lastPublishedDoi":"10.21203/rs.3.rs-7367897/v1","lastPublishedDoiUrl":"https://doi.org/10.21203/rs.3.rs-7367897/v1","license":{"name":"CC BY 4.0","url":"https://creativecommons.org/licenses/by/4.0/"},"manuscriptAbstract":"\u003cp\u003eThe generation of textile waste is one of the greatest current socio-environmental challenges and the circular economy emerges as an alternative to reduce and mitigate the associated impacts. This research investigates the application of circular economy principles in textile waste management at a multinational energy company located in the interior of S\u0026atilde;o Paulo state, Brazil. The objective is to propose an upcycling-based solution to promote the reuse of textile waste from a company in the energy sector. Using action research, the project was developed in four stages: Planning, Diagnosis, Implementation, and Analysis. Based on the solution identified, the results showed a potential reduction of approximately 2.7 tons of textile waste, diverting 8,000 pieces from co-processing to upcycling. Approximately 10,000 items made from repurposed materials will be produced, promoting the reuse of textile waste. In addition, the social impact will be significant, with an estimated benefit to 44 women, through the creation of direct jobs and increased household income for the families involved. The main challenges to be faced include the need for financial investment and the variability in the quality of recycled materials. The proposed actions can have a major impact on society and the environment, while also bringing innovation to the company by implementing circular strategies for secondary waste in the energy sector. Moreover, the study indicates that the circular economy offers a viable and sustainable approach to textile waste management.\u003c/p\u003e","manuscriptTitle":"Invisible Waste, Circular Solutions: an Action Research Experience in the Energy Industry","msid":"","msnumber":"","nonDraftVersions":[{"code":1,"date":"2025-09-07 13:44:41","doi":"10.21203/rs.3.rs-7367897/v1","editorialEvents":[{"type":"communityComments","content":0},{"type":"decision","content":"Revision requested","date":"2025-11-16T12:47:45+00:00","index":"","fulltext":""},{"type":"editorInvitedReview","content":"","date":"2025-10-24T12:14:41+00:00","index":"hide","fulltext":""},{"type":"editorInvitedReview","content":"","date":"2025-10-18T14:41:57+00:00","index":"hide","fulltext":""},{"type":"editorInvitedReview","content":"","date":"2025-10-16T13:18:44+00:00","index":"hide","fulltext":""},{"type":"reviewerAgreed","content":"245236650409915126018569109202483770431","date":"2025-09-08T08:49:00+00:00","index":"hide","fulltext":""},{"type":"reviewerAgreed","content":"286720968465225344408680379023377216581","date":"2025-09-05T18:18:57+00:00","index":"hide","fulltext":""},{"type":"reviewerAgreed","content":"157240286450747883297372021371823737045","date":"2025-09-02T16:58:23+00:00","index":"hide","fulltext":""},{"type":"reviewerAgreed","content":"320834458963424912806367038666727248976","date":"2025-09-02T13:39:56+00:00","index":"hide","fulltext":""},{"type":"reviewersInvited","content":"","date":"2025-09-02T13:17:09+00:00","index":"","fulltext":""},{"type":"editorAssigned","content":"","date":"2025-08-22T10:24:57+00:00","index":"","fulltext":""},{"type":"checksComplete","content":"","date":"2025-08-20T23:02:42+00:00","index":"","fulltext":""},{"type":"submitted","content":"Systemic Practice and Action Research","date":"2025-08-13T20:00:26+00:00","index":"","fulltext":""}],"status":"published","journal":{"display":true,"email":"[email protected]","identity":"systemic-practice-and-action-research","isNatureJournal":false,"hasQc":true,"allowDirectSubmit":false,"externalIdentity":"spaa","sideBox":"Learn more about [Systemic Practice and Action Research](http://link.springer.com/journal/11213)","snPcode":"11213","submissionUrl":"https://submission.nature.com/new-submission/11213/3","title":"Systemic Practice and Action Research","twitterHandle":"","acdcEnabled":true,"dfaEnabled":true,"editorialSystem":"em","reportingPortfolio":"Springer Hybrid","inReviewEnabled":true,"inReviewRevisionsEnabled":false}}],"origin":"","ownerIdentity":"da439759-eed6-4110-80ee-a9350079a131","owner":[],"postedDate":"September 7th, 2025","published":true,"recentEditorialEvents":[],"rejectedJournal":[],"revision":"","amendment":"","status":"published-in-journal","subjectAreas":[],"tags":[],"updatedAt":"2026-03-30T16:28:30+00:00","versionOfRecord":{"articleIdentity":"rs-7367897","link":"https://doi.org/10.1007/s11213-026-09760-7","journal":{"identity":"systemic-practice-and-action-research","isVorOnly":false,"title":"Systemic Practice and Action Research"},"publishedOn":"2026-03-28 16:10:04","publishedOnDateReadable":"March 28th, 2026"},"versionCreatedAt":"2025-09-07 13:44:41","video":"","vorDoi":"10.1007/s11213-026-09760-7","vorDoiUrl":"https://doi.org/10.1007/s11213-026-09760-7","workflowStages":[]},"version":"v1","identity":"rs-7367897","journalConfig":"researchsquare"},"__N_SSP":true},"page":"/article/[identity]/[[...version]]","query":{"redirect":"/article/rs-7367897","identity":"rs-7367897","version":["v1"]},"buildId":"8U1c8b4HqxoKbykW_rLl7","isFallback":false,"isExperimentalCompile":false,"dynamicIds":[84888],"gssp":true,"scriptLoader":[]}