• What challenges or barriers were addressed (based on the report findings)?

[X] Waste management and disposal
[X] Energy/resource use
[   ] Infrastructure limitations
[X] Seasonality
[   ] Skills and capacity gaps
[   ] Low awareness of CE
[X] Behavioural resistance
[   ] Financial or funding constraints
[   ] Other: ________________________________

• How were these challenges overcome?

The Restaurant 1950 tackled waste and resource challenges through multiple strategies. First, the kitchen applies no-waste ́Leaf to Root ́and ́Nose to Tail ́ approaches where waste is nearly reduced to zero by using all parts of vegetables and animals. Second, the vegetable laboratory transforms scraps into sauces, pastes and non-food products, creating additional value from leftovers. Third, sourcing ingredients exclusively from local Demeter/Bioland farms within a 25-kilometre radius minimises transport-related emissions and energy use, while strengthening local supply chains. This also ensures the freshness of regional and seasonal products, which are then utilised for different seasonal menus.

Finally, with its own CO2-transparent menu, the restaurant educates guests about the carbon footprint of each dish and promotes awareness of resource use.

• Which circular economy strategies does this practice address?

[X] Waste reduction / reuse / recycling
[X] Renewable energy / energy efficiency
[   ] Water conservation
[X] Circular product/service design
[X] Sustainable food systems / short food chains
[X] Eco-certifications or green standards
[   ] Repair, refurbishment, or reuse of infrastructure/furnishings
[X] Digital tools for circularity or sustainability

• Describe why this practice can be considered as a ‘best practice’ and how it contributes to one or more circular economy principles:

The Restaurant 1950 can be considered a best practice as it combines fine-dining excellence with rigorous sustainability. It shortens supply chains, reduces emissions and strengthens local economies by sourcing exclusively from local Demeter and Bioland producers within a 25-kilometre radius. The no-waste ́Leaf to Root ́and ́Nose to Tail ́ cooking strategies ensure that almost no parts of each ingredient are discarded, and the vegetable laboratory furtherly transforms these parts and scraps into sauces, pastes and even cosmetic products. Furthermore, the CO2-transparent menu discloses important information about every dish, empowering guests to make informed choices about sustainable gastronomy and building consumer trust through circular economy principles education. This is achieved thanks to the partnership with do climate GmbH, which has helped calculate the company'ś carbon footprint since 2022. Currently, the restaurant is evaluating and planning specific measures to anchor a concrete roadmap to GHG neutrality and actively implement it before the end of 2025.

All the results have been recognised by the Michelin star awards and the German Sustainability Award.

• Describe why this practice can be considered as innovative. What new, creative or underused approach brings added value to circular tourism development?

This practice is innovative in its merger of luxury gastronomy and radical sustainability. Only a few fine- dining restaurants worldwide disclose CO2 footprints per dish, making Restaurant 1950 a pioneer. The vegetable laboratory demonstrates a creative, underused approach to turning waste into valuable products. Lastly, the combination of transparency, zero-waste design and guest education adds unique value to circular tourism development. The restaurant achieves full transparency and educates guests by explaining the origins and processes the products go through on site, while also offering explanations on their different sustainability practices on their website. An innovative and interesting aspect here is the presence of all their recipes on their website, together with a list of ingredients and their origin, so that the customers can replicate the recipes consciously.