Executive Summary:
Beer brewing is a global business, but the amount of waste it produces is staggering. Only 8% of the starch is used, and the remaining 92% of the spent grains, which contain fiber and protein, are generally wasted. Producing one liter of beer requires up to 10 liters of water, and the resulting CO2 emissions only underscore the need for a zero-emission industry. This report presents the options available to us for utilizing available biomass to generate energy and food, thereby increasing environmental performance at a lower cost, with higher financial returns and increased productivity. The goal is to reuse the elements from the production process. Yeast makes an excellent feed supplement, water can be reused, CO2 can be captured, and the fiber and protein from the spent grains make ideal animal feed or can be combined with flour to produce healthy bread. In some parts of the world, brewing beer is deeply ingrained in the culture and tradition, making it more difficult to implement changes or introduce alternative ingredients. Buckwheat is a versatile plant that grows quickly and at high altitudes, particularly in the Himalayas, but it nearly disappeared with the introduction of cheaper ingredients like rice. The Blue Economy approach aims to deliver quality while strengthening culture, tradition, and biodiversity, as demonstrated in Bhutan.
Keywords: waste, spent grains, water, CO2, reduced cost, financial return, increased productivity, change, fermentation process, reuse, yeast, zero emissions, health supplement, animal feed, brewery beer, bread, buckwheat, environmental performance, capital investment.
Beer brewing, a priority for zero emissions
In 1981, my first business was a trading company that imported, among other things, Belgian beer into Japan. Belgians are proud to produce some of the best beer in the world, and I was happy to promote the creation of a market in Japan, as many others have done. It was clear that when I returned to Japan 13 years later to develop the zero-emissions concept, beer had to be included as a priority sector. I was very aware of the challenges involved in brewing beer: for every liter of beer, at least 10 liters of water are needed. Waste grains had an even greater impact. During the brewing process, starch (8%) is extracted from the grains, and the fiber and protein (92%) are considered waste, which is at best recovered by some livestock farmers for animal feed. Furthermore, beer production generates CO2, which is a natural process, but no factory captures it. When I began, in 1994, to identify priority sectors for implementing the zero-emissions concept in preparation for the Kyoto Protocol in 1997, beer was a clear priority.
I was quickly confronted with two products on the market. On the one hand, there is the purity principle (or Reinheitsgebot), which has been strictly enforced by German brewers since 1516—the oldest production regulation still in use today, designed to protect the consumer. This nearly 500-year-old ordinance stipulates that beer is made from barley, hops, water, and (wild) yeast, and nothing else. While this method was celebrated as the way to make beer, the pursuit of higher productivity, lower costs, and faster financial returns led non-Germans to modify the ingredients (using rice instead of barley, as in the famous American Budweiser) and seek ways to accelerate the fermentation process. Traditional beer brewing requires 21 days of fermentation. If this fermentation process could be shortened to one day, it would free up capital investment, improve cash flow, and deliver higher returns. While researching current innovations in beer brewing, I had a special session with Professor Erkki Leppävuori, CEO of VTT, Finland's leading technical research institute. He told me that the romanticized view of German beer was over. VTT's research has improved the beer fermentation process using genetically modified enzymes that limit the time spent in the tanks to just 17 hours. I wondered if this was the best way to improve overall beer yield or if it was simply aimed at cutting costs, even at the expense of tradition and taste.
Greater value for available resources
As I continued my fact-finding mission in 1994, this information prompted me to seek increased productivity and revenue while preserving the tradition of brewing beer. Instead of adopting cost-cutting innovations, I focused on finding ways to generate more revenue from these readily available resources. This is the fundamental principle of the blue economy. It was this particular Finnish experience that motivated me to seek greater value from available resources while remaining true to tradition. My arguments were simple: we can reuse 92% of spent grain (a factor of 12), we can reuse water (a factor of 10), we can capture CO2, and we can reuse yeast. Ernst Ulrich von Weizsäcker, who published the report to the Club of Rome entitled "Factor 4: Doubling Wealth, Halving Resource Use" and, later, "Factor 5: Transforming the Economy through 80% Improvements in Resource Productivity," and based on discussions with Dr. Friedrich (Bio) Schmidt-Bleek, who founded the Factor 10 Institute, I concluded that we could improve the resource efficiency of beer with Factor 10.
This implies that we have at least four additional revenue streams that would allow us to preserve this tradition while ensuring improved competitiveness and increased production. One of the first people to encourage me to pursue this path was Ms. Yoriko Kawaguchi, a former senior official at the Japanese Ministry of International Trade and Industry and head of environmental management at Suntory (one of Japan's four major brewers) at the time. The discussions with Suntory did not go unnoticed, particularly by Asahi Beer, which had successfully launched its super dry beer, with a slightly higher alcohol content (5% instead of 4.5%) and a lower sugar content, thus reducing bitterness. Mr. Yuzo Seto, the CEO, was very keen to differentiate the company and pledged to become a zero-emissions company by the end of the century after just one brief meeting.
Transforming used yeast to gain health benefits
I was encouraged by these bold statements from major Japanese companies, but I realized that my zero-waste, zero-emissions proposal was a simple yet very clear goal. I had some follow-up discussions with Asahi during my early days at UNU, particularly with their Chiba-based Chinese herbal medicine lab, which was later renamed Asahi Food & Healthcare, where the decision was made to begin converting all spent yeast into dietary supplements. It was remarkable that a beer brewer would have a medicine lab, but the findings regarding brewer's yeast as a medicine were based on its chromium content, which lowers blood sugar and helps the body use insulin more effectively. It is also used to treat diarrhea, influenza, and swine flu, and as a source of vitamin B. When I learned of these findings and the brewer's decision to begin commercializing it, I felt reassured in my quest. It is possible to think outside the box.
Zero-waste brewery: Japan and China
In 1994, it wasn't obvious that Asahi Breweries' determination was so great. By 1996, management had already succeeded in making its Ibaraki brewery 100% zero waste and emissions. By 1999, the nine breweries based in Japan had eliminated the concept of waste, producing animal feed at a much lower cost than importing feed from overseas and capturing CO2 for reuse within the plant; nothing was left to go to waste, including metal beer bottle caps and cardboard boxes. I visited the Environmental Science Research Center (part of the Chinese Academy of Sciences) at the invitation of Professor Li Wenhua, a member of the Chinese Academy of Sciences and a professor at the Institute of Geographic Sciences and Natural Resource Research, where he teaches natural resources and environmental security. He is also the Chinese editor of the Mandarin edition of AMBIO, the environmental magazine of the Royal Swedish Academy of Sciences. I have been traveling to China since 1980 and have met many scientists over the years. I asked my Chinese friends what a zero-emission Chinese brewery would look like. Professor Li Wenhua involved some of his colleagues, Sun Honglie, also a member of the Chinese Academy of Sciences, and Wang Rusong, one of the most prominent researchers in urban environmental science, both based in Beijing.
The academics' response was simple: if you want to see a zero-emission brewery, come visit the Yanjing Brewery in Beijing. When I visited the facilities, I realized that the Chinese had already put so much in place: all the CO2 was captured on-site at the time, in 1994; all the used grain was converted into animal feed; all the bottles were recycled; and all the yeast was used as medicine. I had to admit that while Europeans may have a long tradition of brewing beer, and American breweries may be the largest in the world, the sustainable management of the brewing process in Japan and China was years ahead of anything I had encountered elsewhere. I was struck by the fact that the Chinese were encouraged to seek foreign partners to improve their financial and technical performance, while I could see that their environmental performance was significantly superior to that of everyone else.
Expanding the horizons of zero-waste breweries
Based on the firsthand knowledge I gathered in China and Japan, we ran some simulations regarding animal feed production, water conservation, pharmaceuticals, and CO2 emissions, and decided to try to build a coalition of brewers around this seemingly obvious program. In Colombia, I met Julio Mario Santo Domingo, the owner of Bavaria, which had a monopoly in Ecuador and a dominant market share in Colombia and Portugal (now part of SABMiller). The meeting was cordial and open-minded, but the first initiative to convert used grain into animal feed wasn't taken until a decade later. Then, in South Africa, I met Alan Richards, the man in charge of the overall transformation of South African Breweries (SAB) after the end of apartheid. He asserted that the ideas presented and experiences shared were exactly what South Africa needed. I immediately arranged a visit to the Tunweni brewery in Tsumeb, Namibia, controlled by Namibian Breweries, as described on page 6 of Case 104. The delegation returned to Johannesburg and wrote a very enthusiastic report, only to fall into the same trap as before: no action. The same pattern of information sharing and management-level meetings in Brazil with Brahma, in Belgium with Stella Artois, and in the UK with Diageo convinced me of the inability of large corporations to break free from their basic business logic. Diageo wasn't all that negative; management decided to invite me to the Seychelles to explore the possibilities of making Seychellois breweries waste-free. We (Professor George Chan and I) and the UK-based ZERI team, led by Suzanne and Dominic Fielden, based in the Cotswolds, developed plans to double revenue and jobs, but there was never any sign of implementation.
This reality forced me to pursue a different approach; I would work with small brewers, also known as craft brewers. In Colorado, I met Charlie Papazian, a nuclear engineer who wrote "The Complete Joy of Home Brewing" and was the founder of the Brewers Association. He was intrigued by the fact that the large breweries were ignoring my proposals, which he saw as an incentive for small brewers to consider this new business model as a way to improve their competitive position against a cheap six-pack. He invited me to the Great American Beer Festival, where I was invited to give a talk on the brewing of the future. It was there that I met Michael Jackson, the British beer expert, who was intrigued by my ideas. Charlie was right; small breweries have an interest in creating additional revenue streams, and since most craft brewers started out in other careers, there's no clear line between what brewers can do and what they should do. Charlie immediately decided to visit the Tunweni Brewery in Tsumeb and invited Bernd Masche, the CEO of Namibian Breweries, to present the sorghum brewery's strategy at the next World Craft Brewers Congress, held in Brazil in 1998.
I've rarely had such an impact with a single presentation. While I had knocked on dozens of doors at large breweries, it was a single 30-minute presentation that enabled dozens of brewers to grasp the idea and act on it. We weren't equipped to handle all those requests, and our goal wasn't to consult with brewers worldwide on how to make their business models more efficient for generating additional revenue. We decided to organize a special beer training program in Chico, California, in collaboration with Tom Atmore and Bill Beeghly, founders of Butte Creek Brewing Company, which handcrafts organic beer. I was inspired by organic brewers like Sam Calagioine of Dogfish Head Brewery in Rehoboth, Delaware (USA), Kazuko Komatsu of Pacific Western Brewing Company in Prince George, British Columbia (Canada), Joe Glorfield of Panorama Brewing Company; Wolaver Organic Ales of Santa Cruz, California (USA), and Otter Creek Brewing Company in Middlebury, Vermont (USA).
Michael McBride: The Blue Economy Approach
Michael McBride and his wife Kristi, owners of Storm Brewery in Canada, heard the story of the Namibian brewery, and Michael traveled to Africa to see for himself. He concluded that the space available to him in Newfoundland was insufficient to implement the full program, but he became the first person to implement mushroom production. The mushroom waste was transformed into earthworm feed, which was then given to the chickens. Michael McBride realized he could generate significant income from the mushrooms grown on his own spent grain and sold them as a snack to his brewery customers. The Canadian Industrial Research Programme funded the trials, which proved successful. Indeed, if a brewer knows how to handle yeast, he also knows how to handle mycelium. The international media attention for Storm Brewery exceeded all expectations. It's important to add that Michael refurbished old facilities and bought used brewery equipment from a bankrupt company in California. He applied the concept of the blue economy by giving new life to struggling assets before we even coined the term.
The obstacle in Cameroon
Brauhaase International Management GmbH, the Hamburg-based brewery developer that had been instrumental in establishing the Seychelles brewery, heard about the proposals, and Joachim Haase asked me to travel to Cameroon to assess the feasibility of creating a zero-emissions brewery. I accepted the challenge. We researched the site, discussed local plans, and agreed that the model would mirror the concept implemented in Tsumeb. Samuel Foyou, the Cameroonian partner, and the German team were enthusiastic about the opportunity to generate more revenue and jobs. However, there was one obstacle we couldn't overcome: the two main breweries felt it wasn't appropriate to allow a third player, and the new initiative never received the necessary permits to move forward.
Beer bread
It was a completely different story for the Japanese craft brewery Shinano,
located in Nagano, the site of the 1998 Winter Olympics
. Hideyo Sekiguchi and his daughter, Megumi, were so committed after our
first meeting that they began cultivating
mushrooms and baking bread with their leftovers. They
even traveled to Fiji to learn the fundamentals of integrated biosystems from Professor George Chan of Montfort Boys Town. The microbrewery, nestled in the foothills of Mount Kurohime, produced 160 loaves of bread per week, blending 60% spent grain with 40% flour. Sekiguchi designed a ceramic mill to process large quantities of spent grain, producing a barley paste that was then transformed into frozen bread dough. A new industry was born. Bread rich in antioxidants, fiber, vitamins, and minerals has become a solid new business alongside beer brewing. The father and daughter's business model was clear: equip all Japanese microbreweries with this equipment to revive local, healthy bread production while generating additional revenue. Unfortunately, Mr. Sekiguchi passed away suddenly, and the brewery struggled for a few years before closing, leaving behind a rich legacy of beer, mushrooms, and bread.
Producing bread from spent grain is nothing new. It has been practiced for hundreds of years and only lost popularity after World War II, when the world began to adopt a core business approach, forcing each industry to focus on a single skill. When the Bavarian Beer Research Institute, based in Weihenstephan (part of the University of Munich), where beer has been brewed since the 8th century, devoted a few pages of its magazine to the cases described, only a handful of brewers responded. The Bavarians explained that every town had a church, a brewery, and a bakery, and that spent grain was often reworked into bread. I wondered why this tradition had been lost, and through a few media interviews in 1998, we came across the Erzquel Brewery in the Cologne region, which produces a unique double-fermented beer called Zunft Kölsch. The owner, Axel Haas, was eager to take on the challenge and revive the bread/beer pairing. It began with local bread production in Bielstein, Germany, and its success led to an agreement with the Hanover World's Fair to deliver freshly baked "beer bread" to the Expo daily. The ZERI pavilion was also allowed to sell Kölsch beer as an example of the new business model. Visby Brewery, owned by Spendrup on the island of Gotland, Sweden, caught wind of the opportunity and quickly struck a deal with Håkan Jakobsson, the owner of the local Eskelunds Hembageri, a well-established traditional bakery founded in 1881. It was even decided to package the beer bread with the same logo as the brewery. The logic behind using spent grain was quite sound. In the summer, the population swells from an average of 50,000 inhabitants throughout the year to 500,000 from June to August. While vacationers enjoy the local beer, they don't realize that their increased beer consumption translates into increased bread production. Håkan Jakobsson was so convinced that this was how bakeries should cooperate with breweries that he agreed to publish the beer bread recipe as an open source. From that point on, we lost track of those who make both beer and bread. Although this simple pairing of beer and bread is far from a zero-emissions strategy, it represents some initial steps toward significantly increased resource efficiency.
We felt we had done our part to reach this level and passed on requests from breweries worldwide to our German and Swedish partners. We even received requests from as far away as Gabon, where the SOBRAGA brewery was forced by presidential decree to stop storing spent grain on its premises. We discussed experiences from around the world, and for reasons unknown and unexplained, management decided to burn all the waste, even though Gabon imports all its flour to produce bread. This time, I couldn't just sit back and listen to the explanation remotely. I flew to Libreville and sat down with Guillaume Sarra, who was in charge of soft drinks, and insisted that the bread could be produced locally and distributed through SOBRAGA's existing sales network, which reaches every corner of Gabon. The project was ultimately rejected because our used beer bread couldn't produce a French-style baguette as white as the imported flour. Sometimes, you have to know when to stop.
Beer culture project
The founders of the ZERI Brasil Foundation wanted to launch a beer project that would become Cervejaria Sudbrack in Blumenau (Santa Catarina). This project was originally a small, family-run business brewing quality beer in a town that hosts the third largest Oktoberfest in the world (after Munich and Ontario, Canada). However, when control of the company passed into the hands of the Japanese company Kirin, the dialogue ended. This was yet another avenue where we failed to create the openness and references we needed to succeed in Brazil. I was surprised to find that while we were making progress in Japan, the same breweries were unwilling to adopt the principles implemented there.
The Carlton Brewery, the Suva brewery owned by the Australian Foster Group, is located in Walu Bay, just a few kilometers from Montfort Boys Town, where Professor George Chan had successfully implemented the integrated peri-urban agriculture system. Marc Dally, the production engineer, was in favor of reusing all the spent grain that was dumped into the sea and considered fish food, which the fishermen greatly appreciated. Vans transported the spent grains to the school, first to grow mushrooms, then to experiment with bread. The free availability of the recipe made it easy to find a quick profit, which is what everyone is looking for when it comes to providing an unconventional proof of concept. The bread proved the most successful, followed closely by the mushrooms.
The new Belgian brewing company: An example to follow
I wanted to go beyond beer, bread, and mushrooms and play a pivotal role in designing a zero-emissions brewery. The two main opportunities arose in the United States. The New Belgian Brewing Company was founded by Jeff Lebesch and Kim Jordan in 1991 in Fort Collins, Colorado. The couple clearly wanted to combine great beer with a low environmental footprint and a fantastic workplace. In 2008, the company was named the best place to work in America. We began discussions about wastewater treatment, and the findings were quickly implemented: a biodigester now produces 10% of the energy required by the brewery. This employee-owned company chose to be the first to invest in renewable energy, collaborating with the Fort Collins city utilities to ensure its energy needs are met by wind power, for which the company is willing to pay a premium. The brewery is very successful and has become the third largest craft brewer in America with sales of nearly $200 million.
Jim Leuders: The Man with a Plan
While I was pleased to finally see the energy component become competitive, it didn't yet project the complete systemic vision that was part of the project back in early 1994, when we envisioned the breweries of the future. Then, in 2002, during the ZERI immersion courses held in Santa Fe, New Mexico, one of my students was Jim Lueders, a brewer. Another brewer, Dave Thibodeau, co-founder and president of Ska Brewing in Durango, Colorado, joined the next training session, but the Ska team was never able to muster the same energy as Jim. Since everyone graduated with a project to complete, Jim decided to start the ZERI brewery. It took him years to plan, find used equipment, and search for defunct infrastructure, but influenced by the courses he took from Professor George Chan and the support of his class, Jim finally opened the WildWood Brewery in Stevensville, Montana. Jim has gone 100% organic, buys only local products, and brought hop and barley cultivation back to the region. Upon its release, his beer was selected as the best in the state. WildWood Brewery is a benchmark for ZERI and the blue economy; it demonstrates not only perseverance, a commitment to self-financing, the use of available resources, and the creation of a local economy, but the project is an ongoing initiative with several planned additions to emerge in five to ten years as the brewery of the future.
Versatile and traditional buckwheat
While working in Bhutan to position the country in this new world of globalization and the likely loss of its traditional agriculture, which had made the country self-sufficient in food and nutrition for centuries, I learned of the impending extinction of buckwheat. Buckwheat has been cultivated on the high plateaus of Central Asia for at least 5,000 years; it was introduced to Europe only 1,000 years ago. Common buckwheat yields 750 kg per hectare, and bitter buckwheat, which is believed to have properties that combat diabetes, yields 1,600 kg per hectare. It can be grown up to 4,400 meters in altitude, and the period from planting to harvest is only 30 days. It grows so quickly that it outcompetes all other vegetation. Buckwheat flower honey contains up to 20 times more antioxidants than any other honey. Buckwheat is an integral part of Himalayan culture and tradition. However, market liberalization and the arrival of cheap imported rice quickly changed consumer preferences.
Kinley Tshering studied forestry at the University of Montana in Missoula, a few miles from Stevensville, where Jim built the Wildwood Brewery. During his studies, he learned to brew craft beer. As director of forestry at the Bhutanese Ministry of Agriculture and Forestry, he became aware of the challenges facing communities and wanted to combine his passion for beer and nature with the opportunity to launch a unique brewing business in Bhutan. While Fritz Maurer had already created Hefeweizen (known as Red Panda Weiss Beer) at the Bumthang Brewery in Jakar, Bhutan, Kinley had a different goal: to produce a buckwheat extract, collect wild yeasts in the Bhutanese mountains, and obtain a production license. The technical aspects of this concept were quickly tested by Jim Lueders, who traveled to Bhutan and processed buckwheat malt extracts to produce a subtly bitter (and very healthy) beer.
The strength of the proposition lies in the fact that only 8% is extracted from the buckwheat, the rest being used as high-quality animal feed. The wild yeast provides an additional income with a quality, taste, and performance unmatched in the region. The idea took hold, and Kinley brought on Kesang Wangchuck and Karma Tenzin as partners in the venture. I never expected a brewery to be designed to create quality products and have a high return on resources, but I also didn't expect our efforts to preserve tradition and culture, and perhaps offer a chance for the survival of time-honored agricultural techniques. After all, the money earned on malt extract and wild yeast concentrates is enough to finance the entire operation, making locally produced animal feed cheaper than imported products and generating the revenue that makes local Bhutanese buckwheat production insensitive to the global market price of buckwheat imported from countries like Ukraine.
I'm often asked how to compete with the cheap products that flood the market. Indeed, Ukrainian buckwheat is 20 times cheaper than organic Bhutanese buckwheat, which has been cultivated in these fields for 5,000 years. It is possible to outperform cheap products. How? By generating more value. However, this is not enough to close the 20-fold price gap. The only way to overcome this enormous price difference is to generate more value with several exclusive products sustainably sourced from a specific geographic area, and to change the business model by offering a fair share of the value created by the sale of the final product launched under the PAWO brand, designed by Sy Chen of Japan, to farmers in Bhutan. The licensing agreements with the Japanese partners (which will not be disclosed) stipulate that 10% of the selling price of a bottle of beer, or a pint served, will be paid to the Bhutanese, which exceeds the selling price the buckwheat would need to reach to be competitive in the domestic market. It makes sense to let the farmers benefit from the income generated by their hard work. Why would we ever accept that farmers are forced to sell at the low global market price when their contribution to our quality of life is so exceptional?
Offering quality while developing culture, tradition and biodiversity
This isn't about subsidies, but rather a fundamental overhaul of the relationships between production, process, and consumer. This is ultimately what the blue economy aims to achieve. We can dramatically increase resource efficiency by a factor of at least 12 (instead of using 8%, we now use 100%), we can leverage a unique ingredient like wild Himalayan yeast that previously had no value but now generates revenue, and we can connect with customers who will be happy to pay a fair price for organic quality while knowing that we are building upon culture, tradition, and biodiversity. I have lost hope more than once that the zero-emission brewery model would ever become a reality. The new reality that has emerged from a small Himalayan nation is inspiring and demonstrates that there is no reason to give up, but rather to prepare for the next opportunity. It was my student, Jim Lueders, and the unlikely coincidence that Kinley studied in Montana, that allowed us to go beyond what we had imagined. It took about 20 years for this to materialize, but it may be worth waiting another 20 years for it to become a new standard in the market. The key point is that we don't want to copy the Bhutan model; we need to look for comparable models that allow us to respond with solutions that leverage what is available locally.
Capital expenditures and budgetary expenditures
When we review the past 20 years of initiatives, we realize we've invested more money than we ever intended to budget. In fact, if I had sought a budget of €12 million to fund all the research and development spending, I probably wouldn't have been able to raise the necessary funds, and we would never have started due to lack of financing. We didn't worry about funding, and as we began to make progress against all odds and pursue our goal of net-zero emissions, we realized that a considerable amount had been spent. The capital investment is smaller than we had anticipated. Since we were never able to achieve results with the major brewers, we ended up working with dozens of small, craft breweries. The total capital investment they represent is estimated at €55-60 million. Regarding employment, we cannot overestimate the creation of direct jobs, which amounts to around 1,000. The generation of indirect jobs is likely to reach 8,000, especially if we factor in the impact on agriculture.
We started cultivating mushrooms on coffee at the same time as we launched beer, bread, and energy. To date, we have thousands of mushroom farms and only a few dozen breweries. However, time will tell, and the opportunities described will become commonplace. As mergers and acquisitions consolidate the beer market in fewer and fewer hands (including Belgian ones), and as the drive to reduce costs at all costs and achieve economies of scale takes hold, a new space will be created for zero-emission breweries. It will take a generation to convince the current market logic to embrace the clusters that we know generate more revenue than ever before. Until MBAs learn that business clusters generate more revenue and better meet the needs of people and the planet, we will rely on a few visionaries to turn our proposals into pioneering cases that are obvious, but not common.
Gunter's Fables Translation
The use of all the ingredients of beer was translated in Gunter's fable no. 30 "The Magic Hat".
For more information:
http://www.asahibeer.com/brands/beer/superdry/environment/zero_emissions.html
http://www.japanfs.org/en/news/archives/news_id027929.html
http://www.japantimes.co.jp/community/2000/10/12/general/nagano-microbrewer-takes-eco-friendly-path/ #.VSg1JWam2r8
http://web-japan.org/trends00/honbun/tj990330.html
http://www.stormbrewing.ca/STORM_BREWING_2011/STORM_BREWING_in_Nfld._Ltd..html
http://www.stormbrewing.ca/STORM%20BREWING/Limelight_files/Telegram%20-%20EcoBrewery.pdf
http://www.japantimes.co.jp/community/2000/10/12/general/nagano-microbrewer-takes-eco-friendly-path/
http://wildwoodbrewing.com/?page_id=11
