Post on 26-Sep-2020
Circulair OndernemenHart-Hoofd Inspiratie 29 nov 2018
Hans StegemanTriodos Investment Management
Hans Stegeman
Triodos Investment Management
Circulaire economieHype of duurzaam
3
Kenneth Boulding, Economist
“ “Anyone who believes exponential
growth is possible in a finite world is
either a madman or an economist.
4
Wat is het probleem?
5
Take
Lineaire economie
Make Use Waste
Technologie
Mondiale trends zijn de basis voorgrote uitdagingen
Steeds meer
mensen
Mobiliteit
Consumptie
Met grote consequenties
Toenemende uitstoot envervuiling
Toenemend materiaalgebruik
Toenemende afvalproductie
8
Waar moeten we aan werken?
9
Een radicaal
andere,
duurzame
economie
Slechts 9% van de
wereldeconomie is
circulair
10
Circulaire economie
Een duurzaam economisch
systeem, gericht op
waardebehoud van
materialen, samenwerking
en sluiten van materiaalcycli
11
Hoe
bereiken we
een
circulaire
economie?
1
2
Wat zijn de belangrijkste economische
problemen in de lineaire economie?
Hoe zijn deze problemen op te lossen?
A. Tragedy of the commons: we gaan niet
verantwoordelijk om met grondstoffen
B. Tragedy of the horizon: we kijken niet voorbij
onze boekhouding
A. Meest extreme: materialen van ons allemaal.
We verhandelen alleen ideeën, design en
arbeid
B. Verzachten van het huidige lineaire systeem
12
Hoe bereiken
we dit?
Principes van
circulaire
economie
Principes van
circulaire
economie
Principes van
circulaire
economie
Principes van
circulaire
economie
Principes van
circulaire
economie
Principes van
circulaire
economie
19
De omgeving moet ondernemers helpen
Circulaire
economie
Beprijzen
Markten creëren
Verandering
consumentengedrag
Samenwerken
Financieren
20
Vijf
simpele
zaken om
mee te
beginnen
1
2
3
4
5
Gebruik minder grondstoffen
Vervang fossiel voor hernieuwbaar
Vervang primair voor secundair
Neem verantwoordelijkheid voor producten na
verkoop
Zorg ervoor dat producten langer meegaan en
beter worden
“Economics is not baseball, where the game is always played by the same rules.”
Nate Silver, The Signal and the Noise:
Why So Many Predictions Fail - But Some
Don't
Timmo Terpstra
Peeze
De praktijk van de circulaire koffievoorziening
Timmo Terpstra29 november 2018
Koffiebranderij
Peeze
• Arnhemse koffiebranderij
• Bijna 140 jaar ervaring
• Ca. 55 medewerkers
• Focus op zakelijke markt
• Pijlers: kwaliteit en duurzaamheid
in de hele keten
Volledige focus op
premium kwaliteit
• 100 % Arabicabonen
• Single origin brandproces
• Continue kwaliteitscontroles
• Peeze Academie
• Bekroond in de Koffie Top 100
Van plantage tot kop
duurzaam
• 100% gecertificeerde koffie en thee
• CO2-neutraal productieproces
• Duurzame verpakking
• Peeze Foundation
• Op weg naar circulaire bedrijfsvoering
• A-label volgens Rankabrand
Peeze Foundation
‘Better coffee for a better
world’
> Beter onderwijs in Ethiopië
> Kinderdagverblijf in Sri Lanka
> Natuurproject Los Chilchos in Peru
Circulaire economie:
1. Grote transitie richting 2050
2. Eenvoudig maar complex
3. Veranderen van mindset
4. Nieuwe skills
5. Nieuwe businessmodellen
6. Nieuwe kansen !!
Circulaire uitgangspunten :
1. Oneindig gebruik grondstoffen
• Minimaal gebruik van grondstoffen
• Geen afval
• Geen verbranding van grondstoffen/afval
2. Maximaal hernieuwbare grondstoffen
3. Levensduurverlenging
4. Van bezit naar gebruik (PAAS)
5. Waardecreatie
6. Businessmodellen
Transitie naar een circulair businessmodel
Op weg naar een circulaire koffievoorziening
Circulaire stapjes….:
1. Koffiebonen & circulair
2. Koffieresidu
3. Verpakkingsmateriaal (casus)
4. Koffiemachine
5. Overige toebehoren
6. Circulaire bedrijfsvoering
7. Circulair geld (Uniteds)
8. Circulair aanbesteden (RCC)
Circulaire casus:
1. Ontwikkeltraject 9 jaar
2. Samenwerking met partners in de keten
3. Win-win opzoeken
4. Primeur en introductie-exclusiviteit
5. 3 x duurder, toch interessant
Circulaire uitdagingen:
1. Dezelfde taal spreken (echt begrijpen)
2. Circulair washing….. (geen echte verandering)
3. Anders samenwerken (transparantie-openheid-vertrouwen)
4. Nieuwe financieringsmodellen (Triodos ?)
5. Lange termijn ipv korte termijn
6. Complexiteit-tijd-investering
‘Circulaire’ tips:
1. Verdiep je goed in de essentie van circulariteit
2. Start met/bij je core-business
3. Innovatietraject naast je dagelijkse business
4. Neem de tijd, blijf niet oppervlakkig
5. Communiceer wel wat je doet…
6. Zoek het verdienmodel
7. Ga het leuk vinden en pak de kansen !
Pieter van den Herik
MVO Nederland
Circulair ondernemen: Hard Hoofd!
Zeist, 29 november 2018 Pieter van den Herik - MVO Nederland
September 2016Etienne Wolfs
Onze missie:
Met bedrijven de transitie naar een nieuwe economie versnellen
Dus: klimaatneutraal, circulair, inclusief, eerlijke ketens
Circulair ondernemen cruciaal onderdeel
In Nederland is dat breed opgepakt
Van ambities naar uitvoering en versnelling
Al meer dan 4 jaar Nederland Circulair!
Bedrijven die DOEN
En daarbij starten bedrijven verschillend
Input modellen als startpuntCircular Input Models (CIM)Circular Input Models focus on input side of production covering design, production process and materials used. The table below provides an explanation of the
different business models, how value is created and gives examples.
Circular Input Models (CIM)
Business model Explanation Examples
Circular SupplierProvides input materials such as renewable energy, bio-based, less resource-intensive or
fully recyclable materials.Smurfit Kappa
Process designDevelops processes that increase the reuse potential and recyclability of industrial and other
products, by-products and waste streams.Desso
Product designProvides products that are designed to make them long and useful life and/or be easy to
maintain, repair, upgrade, refurbish or remanufacture.FairPhone
Long lifetimeClassic long life business models that sell products with a long life at a high price (Bakker et.
al., 2014)Bundles
Gebruiksmodellen als startpuntCircular Use Models (CUM)Circular Use Models these business models focus on the use phase by optimally using the product and maintaining added value. These business models
make it possible to retain ownership of the product (e.g. by servicing a product rather than selling it) and/or take responsibility for the product throughout its
useful life. The development of reverse logistics is essential for this model. The table below provides an explanation of the different business models, how
value is created and gives examples.
Circular Use Models (CUM)
Business model Explanation Examples
Product as a Service
(PAAS)
Delivers product performance rather than the product itself through a combination of
product and services. Ownership of the product is retained by the service provider.
Primary revenue stream from payments for performance delivered.
Phillips light, Bundles
Sharing PlatformsEnables an increased utilization rate of products by enabling or offering shared
use/access/ownership.Zipcar, AirBnB, Floow2, Peerby
Tracing Facility Providing services to facilitate the tracing, the marketing and trade of secondary raw
materials.Madaster
Circular
Leasing/repurchasing
agreements / sell and
buy back
Sells a product on the basis that it will be purchased back after a period of time. Desso
Outputmodellen als startpunt
Circular Design
Case study: Patagonia
Clothing
Industry: Manufacturing of apparel
Country: Worldwide
Product Design: Design for reliability and durability , Design for attachment and trust
Design for ease of maintenance and repair
Patagonia is a clothing company that designs for durability and repair. They
also design for attachment and trust and have their own support on how to
repair products on the website which encourages buyers to repair, or reuse
products.
They have launched an e-commerce Worn Wear platform where the
company sells used Patagonia clothing and gear online, sourced directly
from its customers. The retailer launched Worn Wear in 2013 as a way to
encourage consumers to take care of their gear, washing and repairing as
needed, and eventually recycling once the garment can no longer be used.
This website also contains a section with stories of customers and their
Patagonia clothing. This expresses the success of Patagonia of designing
for attachment and trust. Patagonia’s Worn Wear repair facility repairs over
45,000 items per year and the company operates retail repair stations
around the world, in addition to providing its customers with free tools for
repairing their own clothing.
This benefits for Patagonia include that it allows them to benefits from
customer loyalty and a market of customers that find the sustainability of the
products they buy important. The Worn wear also makes it possible to earn
money by reselling products instead of selling them only once. They
increase the chance buyers will return to them after selling through their
website. With every repair, the company can provide feedback to their
designers to improve future products.
Case study: Elevators
Circular Use Models and the financial effects
Industry: Manufacturing of machinery and equipment
Country: Possible anywhere
Type of business model: Circular Use Model
Elevator manufacturers have traditionally supplied elevators on a product
sale and ownership model. Under this model, customers make a significant
initial investment to buy the elevator and must continue to invest in ongoing
maintenance support for the lifetime of the product.
This model is arguably flawed from a sustainability perspective because
the supplier’s revenue is linked to ongoing maintenance needs. There is
no incentive for the manufacturer to ensure the long-term resilience and
durability of the product or to minimize product failures and maintenance
needs.
This situation could change if customers leased elevators rather than
buying them and made their investment decisions based on long-term
rather than short-term price considerations. Under a leasing model,
elevator suppliers would be incentivized to minimize maintenance needs
and build elevators for long-term durability. This more sustainable approach
would likely deliver environmental and social pay-offs to society as well as
financial benefits for the suppliers and customers.
KPMG has tested this hypothesis for Mitsubishi Elevator Europe (MEE).
The results showed that leasing rather than owning elevators makes sense
from both a financial and societal perspective.
Simplified representation of financial benefits for clients of a lease construction over
product lifetime.
Fictional income comparison: Lease (use + maintenance) versus Sales. Source: KPMG, 2016
0
50
100
150
€ -
€ 10.000
€ 20.000
1 2 3 4 5 6 7 8 9 10111213
Turnover (incl. maintenance)
Turnover (excl. maintenance)
Annual sales
Circular Use Model
Circular Output Model
Eerste stappen: Nederland Circulair!
Bedrijven die DOEN
Als je al bezig bent hebben we ondersteuning te bieden