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 !

Vragen ??

Dank voor uw aandacht!

www.peeze.nl

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