The approach aims to transform the city of Roubaix by mobilising all local stakeholders to reduce waste production in an exemplary and inclusive project that promotes the city’s circular economy. The project also expects to contribute to developing employment, social cohesion and business in the region.

Since 2024, the Roubaix’s Ecological Transition Department, made up of nine people, has been dedicated to the development of circularity and sustainability in local shops, businesses, households, schools and within the city administration.

Urban rural predominance

Predominantly urban

Vision and objectives

The pilot set out to show how a post‑industrial site could be brought back into use quickly and affordably by upgrading what already exists, rather than relying on major refurbishment and rebuild.

At the heart of the plan was TISSEL, a former textile factory, used as a real‑life test site for phased, light refurbishment that would make space safe and usable while keeping costs under control.

The intention was to create affordable space for circular small businesses, alongside skills and training activities and community uses, so that the site could support local jobs and practical learning.

In parallel, the pilot aimed to strengthen industrial symbiosis (practical cooperation between local organisations so that materials, resources and services can be shared and kept in use for longer), as a way to create jobs and resilience.

Across the wider programme, the plan also included building the foundations for long‑term delivery: clearer ways of working across municipal teams, stronger stakeholder involvement, and a credible multi‑year business and finance approach that could attract co‑funding and enable replication.

Implementation journey

Delivery progressed through phased refurbishment and early occupation. Over 2022–2025, refurbishments were carried out in stages, enabling small businesses to move in, alongside two training centres and a coworking space, while longer-term governance and financing were still being shaped.

Essential upgrades were completed in 2023–2024, including electrical and smoke extraction works, with a coworking space and further spaces prepared (including an incubator/Living Lab in preparation).

The approach deliberately created momentum early: opening space with light works helped demonstrate progress and build confidence, while more complex decisions about long-term operation, responsibilities and financing continued in parallel.

A key strand of the journey was strengthening coordination inside the municipality. The work helped mobilise teams that had not previously been involved, and European Investment Bank workshops brought colleagues together across departments to start shaping a more joined-up approach.

Governance also evolved structurally: since September 2023, departments worked in tandem to create an Ecological Transition department, and by September 2024 the Zero Waste & Sustainable Development department and the Circular Economy department merged and started becoming operational in 2025, with the expectation this would make delivery more cross functional.

Support and external advice were used to move from a promising pilot to an investable project story. DEFINITE CCRI helped prepare a concise evidence pack (including a finance baseline, an impact note, practical ownership and operating options, an initial risk view, and a plan for works and costs), which supported more structured discussions with potential funders.

Investor engagement advanced to active dialogue: an on-site meeting helped shift a public “initial major investor” from general interest to a structured discussion about co-funding conditions and possible revenue streams to test. In mid 2025, investor dialogue was active (including exploration of co investment options), legal and governance restructuring options were being examined, and early replication activity (“TISSEL 2”) had been initiated by a private actor (PRESVR) in Carihem neighbourhood, south of Roubaix).

Key results

The pilot achieved tangible on-site reactivation and early economic and social outcomes. Around 9,000 m² of underused space was reactivated within an 11,000 m² site, with seven companies operating on site, plus two apprenticeship/training centres, supporting 44–61 jobs (with figures also reported as 60 jobs created through seven companies and two apprenticeship centres).

The site generated a baseline of around €140k per year in rent, with around 2,000 m² still to lease to reach full operation, while additional income lines (events, training and shared services/logistics) began to be developed and tested.

A service catalogue was launched (including events, shared services and logistics), signalling a move beyond rent alone towards a more resilient operating model.

On the enabling side, the work strengthened the “case” for the project. Cross departments mobilisation was established, and structured investor dialogue was initiated (noted as June 2025).

Investment readiness work progressed through baselines and diagnostics: DEFINITE CCRI delivered FIB (Financial Investment Baseline) and TIP (Technical Impact Potential) baselines and due diligence materials; Green Assist carried out a diagnostic and contributed to consolidating plans and indicators.

For industrial symbiosis, Roubaix built an engaged community of stakeholders and secured a cross-border micro project (SyMBIOTe, Interreg France Wallonie Vlaanderen, 2025), intended to develop concrete cross-border circular economy synergies and business matchmaking. Roubaix is still active in European industrial symbiosis stakeholder networks.

Deliverables and outputs

The pilot produced a mix of practical on‑site outputs and planning, evidence and learning materials that support decision‑making and funding conversations. These include the phased delivery of essential building upgrades (electrical and smoke‑extraction works) and the opening of shared facilities such as coworking and a canteen.

A structured evidence pack was prepared to support funder engagement, bringing together a finance baseline, an impact note, ownership and operating options, an initial risk assessment with mitigation measures, and a step‑by‑step plan for works and costs.

Formal baselines and due diligence outputs were produced through DEFINITE‑CCRI (FIB/TIP) to help structure investment discussions.

The roadmap itself functioned as a living planning and monitoring tool, updated through the project and finalised in October 2025, recording planned and completed actions, outputs and outcomes, and challenges and lessons learned.

A forward‑looking set of recommendations and next steps was also produced, including specific actions on finance readiness (multi‑year financial planning, a one‑page governance note, and impact evidence) and stakeholder engagement mechanisms such as baseline setting and regular updates.

Vision for the future

The long‑term direction is to make the approach durable and replicable: not just to run one successful site, but to build a model for frugal, low‑tech regeneration that can be repeated on other suitable buildings.

For TISSEL, the future focus is on moving from interim operations to a settled long‑term arrangement, supported by a clear governance model, a multi‑year plan and stronger proof of impact and demand.

The recommendations point to making the project “investment‑ready” through a 3–5 year financial plan, a simple and clear governance set‑up, and a core set of indicators showing both sustainability and financial performance, alongside practical investor engagement steps.

A key future output is a TISSEL playbook: a practical “how‑to” for frugal, low‑tech regeneration, including a starter pack business‑plan template and a core indicator set to support replication (“TISSEL 2”).

In parallel, the plan aims to scale up industrial symbiosis by building a broader coalition of public and private stakeholders. This initiative seeks to further develop industrial symbiosis on the northeast flank of the Métropole Européenne de Lille, with the support of a dedicated structure. Ongoing activities—such as workshops and matchmaking—will facilitate this process, while clearer pathways for stakeholder engagement and long-term benefits will be established.

Link to existing circular economy strategy and/or action plan

At the regional and local level, there is Roubaix’s Circular Economy Strategy for 2022–2026. The strategy supports the development of the circular economy in line with the Zero Waste strategy and aims to create an exemplary community that reduces the production of waste in the region.

This strategy is aligned with the objectives on industrial symbiosis, waste reduction, and economic development present in the following strategies and policies that shape Roubaix’s objectives and activities:

• Plan Climat
• Rev3
• COM'EIT - COMmunauté EIT des Hauts-de-France

Leading organisation

City of Roubaix

Unit/department/section

Ecological Transition Department

Participation in other relevant initiatives

• OECD programme for cities and regions (as a peer reviewer)
• Circular Cities Declaration
• Covenant of Mayors
• Rev3 (demonstrator)