1、Circular Transformation of Industries:Unlocking New Value in a Resource-Constrained WorldW H I T E P A P E RJ A N U A R Y 2 0 2 3In collaboration with Bain&Company,University of Cambridge and INSEADContentsImages:Getty Images 2023 World Economic Forum.All rights reserved.No part of this publication

2、may be reproduced or transmitted in any form or by any means,including photocopying and recording,or by any information storage and retrieval system.Disclaimer This document is published by the World Economic Forum as a contribution to a project,insight area or interaction.The findings,interpretatio

3、ns and conclusions expressed herein are a result of a collaborative process facilitated and endorsed by the World Economic Forum but whose results do not necessarily represent the views of the World Economic Forum,nor the entirety of its Members,Partners or other stakeholders.ForewordExecutive summa

4、ry1 Why circular transformation?2 The current state and limitations of existing approaches to circular transformation 2.1 Operations and business models 2.2 Systems-wide partnerships2.3 Policy and regulation3 A systems-wide approach to circularity to unlock its full potential4 Innovator case studies

5、5 MissionContributorsEndnotes3457 7881012141516Circular Transformation of Industries:Unlocking New Value in a Resource-Constrained World2ForewordIndustries and governments have set ambitious targets for the next 1020 years.A growing number of businesses are committed to achieving net-zero emissions,

6、dramatically reducing waste and alleviating raw materials scarcity.In parallel with the shift to a more sustainable global economy,senior executives are pledging to create more resilient and flexible supply chains and to meet rapidly changing consumer expectations.Thats already an unprecedented amou

7、nt of change,and these visionary efforts are moving forward in a challenging and uncertain geopolitical landscape.Achieving such commitments will require bold moves.Transforming business models and supply chains is no easy task.It requires systems-wide adaptation in terms of how we make products,how

8、 we sell them,how we use them and how the global economy operates overall.We have a plan to help with this welcome to the Circular Transformation of Industries initiative.Circularity is not a new concept.Over the past 20 years,businesses,industries and governments have experimented with circularity

9、initiatives,mainly focused on recycling and waste management.But very few have succeeded at large-scale implementation,according to the Circularity Gap Report 2022.1 The report states that only 8.6%of the materials that enter the global economy in 2022 will be recycled,down from 9.1%in 2018.And recy

10、cling alone will not help improve the numbers outlined and committed to by so many businesses.We must take a much deeper and systems-wide approach.Why has circularity failed to take off?To date,companies have invested in narrow circular solutions within their own four walls.Additionally,the perceive

11、d benefits of circularity have been limited to environmental sustainability,with little consideration of the systemic benefits in terms of resilience,resource efficiency and incremental economic growth.Focusing primarily on recycled inputs and redirecting waste flows is an easier and more controlled

12、 option,but it limits the potential to scale circularity initiatives.Without a holistic approach across multiple supply chains,the circularity movement has hit a fundamental barrier:the added cost and complexity of becoming circular outweighs the added benefits.The current value proposition hasnt co

13、nvinced businesses and consumers to make circularity a reality.Circularity initiatives to date have shown that isolated efforts are not enough.Slow,incremental change is ineffective because real innovation struggles to prosper and has reached certain limits in a linear economy.The World Economic For

14、um is working in collaboration with Bain&Company,the University of Cambridge and INSEAD to accelerate the shift to circular operations and business models,leveraging circularity to unlock productivity,innovation and sustainability.Our aim is to help companies and governments fuel robust and sustaina

15、ble growth in a resource-constrained world.The circular transformation of industries is critical to our future.Francisco Betti Head of Advanced Manufacturing and Value Chains,World Economic ForumJenny Davis-Peccoud Senior Partner,Head of Sustainability&Responsibility,Bain&CompanyHernan Saenz Senior

16、Partner,Global Head of Performance Improvement,Bain&Company Spencer Harrison Associate Professor of Organisational Behaviour,INSEADKristin Hughes Director of Resource Circularity and Member of the Executive Committee,World Economic Forum Jagjit Singh Srai Director of Research in the Department of En

17、gineering,University of CambridgeCircular Transformation of Industries:Unlocking New Value in a Resource-Constrained WorldJanuary 2023Circular Transformation of Industries:Unlocking New Value in a Resource-Constrained World3Executive summaryWith an ever-changing landscape in the global economy,indus

18、trial companies are forced to rethink their use of resources and their contribution to economic growth.Circular transformation can help achieve robust and sustainable expansion in a resource-constrained world.However,over the past 20 years,companies have often failed to scale their circular initiati

19、ves due to a narrowly defined scope and focus on incremental changes to the operational status quo.The circular transformation of industries at large can help companies unlock productivity,innovation and sustainability,but will require systemic change within and beyond the four walls of organization

20、s,and the involvement of all stakeholders,including government,academia and civil society.To help stakeholders navigate and accelerate this paradigm shift,the World Economic Forum,in collaboration with Bain&Company,the University of Cambridge and INSEAD,has launched the Circular Transformation of In

21、dustries initiative.The initiative takes a broad approach to shaping the dialogue between leaders,setting out to consolidate information from previous circularity initiatives and other ongoing and sector-specific efforts to understand how to bridge the gap and create peak maximization of circularity

22、 in industries and economies today.The purpose of this paper is to engage leaders across all industry sectors,government,academia and civil society to share insights,best practices and lessons learned,and forge new partnerships to accelerate the circular transformation of industries.Bold ambitions h

23、ave been set by both companies and governments to drive productivity,innovation and growth,achieve supply-chain resilience,reach net zero and dramatically reduce waste.Success requires systemic change.Without commitments from all stakeholders and global collaborative efforts,circular transformation

24、will continue to stagnate,delivering only slow and incremental shifts.To inform the global discussion on the circular transformation of industries at the World Economic Forum Annual Meeting 2023 and beyond,the following pages outline key areas for stakeholders to focus on to accelerate the shift and

25、 achieve robust and sustainable growth:Circular transformation requiring both operating and business-model changes The current state and limitations of existing approaches to circular transformation A system-wide approach to circularity,to unlock its full potentialThe authors of this paper look forw

26、ard to an engaging discussion and invite all stakeholders to join forces and embark on the Circular Transformation of Industries initiative.Success requires systemic change.Without commitments from all stakeholders and global collaborative efforts,circular transformation will continue to stagnate,de

27、livering only slow and incremental change.Circular Transformation of Industries:Unlocking New Value in a Resource-Constrained World4Why circular transformation?1Organizations that embark on circular transformations and create more adaptable operating and business models will be better positioned to

28、prosper,even in times of disruption,while contributing to sustainable growth.The linear economy imperils global prosperity.Resource consumption levels are not sustainable and will lead to shortages and potential conflicts.Humanity faces a triple threat:soaring population growth,diminishing resources

29、 and environmental damage.Today,humans consume 1.75 times the natural resources that the earth is capable of regenerating.2 Moreover,as highlighted in the Circularity Gap Report,the majority(70%)of greenhouse-gas(GHG)emissions come from materials handling and use.3How can the world meet the growing

30、demands for goods with fewer resources and in a more sustainable and efficient way?Circular transformation is a critical part of the solution.Circular operations and business models address each element of this triple threat,while also offering a path to a prosperous future.Circular practices,such a

31、s recovering resources and regenerating materials,build more productive,resilient,resource-efficient,closed-loop supply chains,while bolstering sustainability and driving economic growth:Resilient supply chains:Circularity increases control of supplies and improves supply chains responsiveness to gl

32、obal disruptions from pandemics to geopolitical conflicts and helps address shortages.Resource efficiency:Circularity enables new operating and business models,so that all materials can be easily reused,repaired,remanufactured,recovered and recycled.Environmental sustainability:By limiting wasteful

33、consumption and production practices,circularity reduces the climate footprint of economic activity and enables the delivery of net-zero emission goals.Economic growth:Circular operating and business models encourage market products that are looped through the value chain multiple times,which can ge

34、nerate new sources of revenues and profits as well as better meeting consumer needs.Consumers are increasingly searching for sustainable goods,creating a large market opportunity for companies that embrace circularity.For example,surveys suggest strong acceptance of circular consumer practices in fa

35、shion:3040%of consumers regularly repair clothes,and 2030%of consumers purchase pre-owned clothes regularly.4 Governments that provide incentives to businesses and consumers to become circular can create systems-wide benefits,including supply security,economic growth and new jobs.The EU,for example,

36、estimates that its circular transformation legislation will deliver cost savings of 600 billion,other economic benefits of 1.2 trillion(about 10%of 2022 EU GDP)and an estimated 2 million additional jobs.5 Today,humans consume 1.75 times the natural resources that the earth is capable of regenerating

37、.Moreover,as highlighted in the Circularity Gap Report,the majority(70%)of greenhouse-gas(GHG)emissions come from materials handling and use.Circular Transformation of Industries:Unlocking New Value in a Resource-Constrained World5Circular marketplacesAnything-as-a-service modelsEnablingservicesTran

38、sform business modelsRecoveryservicesReduceReuseRepairRemanufacture/refurbishRecycleRegenerateTransformoperating modelsTransforming systemsCircular transformation requires both operations and business-model changesFIGURE 1Source:Bain&CompanyCircular Transformation of Industries:Unlocking New Value i

39、n a Resource-Constrained World6The current state and limitations of existing approaches to circular transformation2Circular initiatives to date have been too narrow to deliver substantial benefits,with their focus mainly on recycling and waste management and considering circularity as an end goal on

40、 its own.Companies and governments need to undergo a complete paradigm shift so they view circular operating and business models as the enablers of impact across a broader set of goals efficiency,resilience,sustainability and economic growth.Organizations and governments have experimented with circu

41、larity initiatives for two decades,with limited results.Up to now,leadership teams have viewed circularity as an improvement on traditional supply-chain processes,with its focus largely on recycling and waste-management practices as a means of meeting sustainability goals.Although there have been so

42、me exciting circularity testbeds such as the Kalundborg Symbiosis in Denmark,6 in which 14 companies systemically generate,share and reuse resources within a closed loop,most businesses have struggled to scale pilots and achieve significant financial,operational and sustainability benefits.Consortia

43、 have overlooked the real potential of circularity,and the coordination,integration and scalability required for a systems-level change.Circular transformation has so far stalled across three main areas:operating and business models;systems-wide partnerships;policy and regulation.Companies face thre

44、e main challenges in relation to circular operating and business models.The first challenge is agreeing on a common definition of circularity and understanding its full potential.Many companies consider themselves to be circular if they introduce recycled materials into a well-honed,fully optimized

45、supply chain.Executives see that shift as costly,and often it is.Adding circular elements to todays linear economic model typically does not improve a companys performance or generate sufficient momentum for change.For that to happen,leadership teams must redesign their operating and business models

46、 at large,as well as the customer engagement journeys,product design processes and supply-chain structures,to best support a new way of doing business.Tweaking an existing operating and business model to be more circular delivers incremental change.New operating and business models that are circular

47、 by design,however,can deliver the transformational change required.The second challenge is learning to design products for longer life or reuse and embracing a business model based on“buy,reuse and redeploy”.Many companies have adapted their products to a circular value chain,but initiatives that f

48、ocus on materials alone are insufficient.The pace of this material shift is slower than the pace at which global economic consumption is growing.Thats why innovations in operating and business models go hand-in-hand and are key to accelerating a step change that decouples value growth from material

49、usage.Operating and business models2.1Circular Transformation of Industries:Unlocking New Value in a Resource-Constrained World7The third challenge is scaling new circular operating and business models:research conducted for this paper shows that 58%of new models are stuck in the planning or pilot s

50、tages due to the lack of a clear strategy,limitations in getting the right ecosystem support and insufficient technological capabilities.Instead,companies need to take a“future-back”approach.That means envisioning their place in the circular economy,identifying evolving profit pools,integrating circ

51、ularity into product design and coming together to usher in a new way of creating and delivering value to customers.Partnerships to date have consisted of a small number of pioneers who band together to advance circular models within the group.Scaling circularity initiatives hasnt been economical un

52、til now because consortia generally lack broad participation that spans industry sectors,regions and value-chain stakeholders(competitors,suppliers and clients).Partnerships are ineffective if the most powerful companies in a given supply chain dont participate.Small circular partnerships restrict c

53、ollaboration across businesses adjacent value chains,which reduces the ability of circular products to move through new and different sectors.Research undertaken for this paper indicates that business leaders need broader partnerships to build a vibrant ecosystem that fosters disruptive innovation.T

54、his,in turn,will shift profit pools and attract an ever-wider group of participants.Governments can accelerate the process by providing the right infrastructure and standards for circularity.Policy-makers have an important role to play.Most have not yet begun to install the policies and regulations

55、required to support such a large-scale systems change.For example,the rate of recycled concrete that can be used in structural work varies by country,hampering its production,and use,at scale.The EU has been at the forefront of circular policy efforts,creating frameworks such as the Circular Economy

56、 Action Plan(CEAP),7 Extended Producer Responsibility(EPR)8 or the new battery directive.Other countries are creating their own programmes,including E-wasteProducer Responsibility Organisation Nigeria(EPRON)9 and Singapores Resource Sustainability Act(RSA)10 to manage electrical waste.Although these

57、 programmes are building momentum,achieving a systemic shift will require more ambitious and holistic initiatives that are broader in scope,interconnected among industries and aligned across countries and regions in order to create global standards,trade rules and consistent incentive structures.The

58、 goal is to generate a series of rapid changes that help decouple growth from resource consumption.Systems-wide partnershipsPolicy and regulation2.22.3 Policy-makers have an important role to play.Most have not yet begun to install the policies and regulations required to support such large-scale sy

59、stems change.Circular Transformation of Industries:Unlocking New Value in a Resource-Constrained World8Circular processesFocus on sustainability benefitsTarget is companys value chains IndustriesInitiatives remain in organizational silosInfrastructure developed by incumbentsPartnershipsCircularity i

60、s one net-zero initiative among manyTargeted policy for specific use casesSeparate approach developed by region or nation A new,transformative way of doing businessFocus on financial,operational and sustainability benefitsTarget is companys and adjacent value chainsBroader coalition of scalers that

61、span multiple organizationsDisruptive innovation at scaleCircular practices are critical to net zeroHolistic policy toolkit for specific ecosystem outcomesRepeatable regulatory frameworks that support rapid step changes in circularityGovernmentsFrom:CircularityTo:Circular transformationThe shift nee

62、dedThe global community needs a new approach to circularityFIGURE 2Source:Bain&CompanyCircular Transformation of Industries:Unlocking New Value in a Resource-Constrained World9A systems-wide approach to circularity to unlock its full potential3Transformative results require bold thinking.Leading org

63、anizations are starting to reimagine their businesses and build coalitions that support scalable circular models.Transforming how the global economy operates goes way beyond the first step of companies building circular networks.It entails bold thinking to reshape operating and business models,build

64、 new ecosystems and change consumer behaviour.These broader actions,in turn,will reconfigure industry value chains and set in motion a more sustainable approach to resources worldwide,while unlocking economic growth(see Figure 3).Level of transformative impactCivil-societyimperativesConsumerimperati

65、veValue-chainsegmentsRethink operating modelNetwork ofvalue chainsFull industry ofvalue chainsCross-industry networks for broader circlesGlobal economics/supply chainsRethinkbusiness modelA systems-level approach magnifies the impact of circular transformationsFIGURE 3Source:Bain&CompanyCircular Tra

66、nsformation of Industries:Unlocking New Value in a Resource-Constrained World10 To continue to meet demand,organizations will need to retool and invest in procurement,manufacturing and sales,both for circular and traditional products.How does this journey begin?The first step is asking the right que

67、stions.The circular transformation of industries calls for a mindset shift in organizations,partnerships and governments.Forward-looking leadership teams are advised to focus on several key questions.What are the most effective and profitable circular models to support our growth and sustainability

68、efforts and navigate global disruptions?How can my organization build a network of interconnected supply chains to enable new circular models?How can we achieve systems-wide change that dramatically increases the number of interconnected circular supply chains?Successful leaders start the circular j

69、ourney by looking inward and designing a profitable circular business model and transforming operations accordingly and at scale.Management teams can pursue step-by-step change towards a full-scale transformation once they have a clear understanding of how new business models can create additional s

70、ources of value,reduce total material usage,improve resilience and generate measurable growth.The most challenging step for companies will be scaling their circular initiatives to meet the growing economic and sustainability ambitions.To continue to meet demand,organizations will need to retool and

71、invest in procurement,manufacturing and sales,both for circular and traditional products.Volvo,for example,has designed a process in which worn-out products from its trucks are sent to be remanufactured;this business is quickly scaling and is run in parallel with the companys new-truck sales.In addi

72、tion to being less expensive and more reliable,remanufactured truck parts reduce material use by 85%and energy use by 80%.11 To achieve their ambitions,leadership teams can learn from others in the industry and join forces to implement broader,far-reaching change.Each organization is one element in

73、a universe of supply-chain interdependencies.By banding together,companies can create a new fabric of interconnected value chains,allowing circularity leaders to start reimagining their products and how they interact with other value chains.The next step is rethinking innovation and product developm

74、ent,ensuring that circular models are core to every products DNA.For example,start-up Risacca transforms old fishing nets into fabric,chairs,covers and buttons,creating jobs,designing innovative products and reducing pollution in one of Italys busiest fishing centres.12Interconnected supply-chain ne

75、tworks are also critical in establishing a pre-competitive agenda for systemic benefits.To build a network of linked value chains and self-sustaining ecosystems,industry coalitions need to understand the economic foundations that support circular models at scale.This requires promoting new standards

76、 and certifications,developing circular-focused capabilities within their own companies and among suppliers and consumers,and supporting new policy frameworks.Coalitions of companies can define the“rules of the game”,creating an ecosystem with standardized industry metrics and lean on governments to

77、 integrate swift policies that support the need to implement circular practices.Public-and private-sector incentives can help increase the number and scale of interconnected circular supply chains.This challenge is most apparent in the plastic value chain,where some companies do not have enough feed

78、stock to meet their recycled PET(the most commonly used plastic material in packaging)targets,and there is a need for supportive government policies and standards on food-grade plastics to scale their efforts.Governments should therefore continue building on existing policy frameworks and strategies

79、 to promote a circular ecosystem while exploring bolder opportunities to reward first movers and bring laggards up to the new expectations.They can increase circular initiatives at a regional(CEAP),national(Dutch economic goals)13 and sector(Intergovernmental Negotiating Committee INC on Plastic Pol

80、lution)level14 by encouraging organizations to make collective commitments.Leaders are starting to create demand for circular products;the Rwandan Government shifted its federal procurement(estimated at 15%of 2017 GDP)to increase the share of circular products procured,thereby stimulating the local

81、circular ecosystem.15 Governments must encourage companies to account for the negative impact they generate on the environment and take responsibility for their inputs,outputs and practices.The EU has led the way with its EPR programmes,16 requiring manufacturers to manage their products all the way

82、 through the post-consumer stage,shifting the financial and operational responsibility from governments and consumers to businesses.Similar frameworks are being implemented around the world(including in the US,China and Kenya)but need to be expanded and aligned across regions and materials to maximi

83、ze their impact.Circular Transformation of Industries:Unlocking New Value in a Resource-Constrained World11Innovator case studies4A group of leading World Economic Forum members are forging ahead to scale their circularity initiatives and create systemic change.Here are several success stories.The f

84、ashion industry has historically struggled to establish a credible,secondary marketplace that minimizes the risk posed by low-quality,counterfeit products.Ralph Lauren addressed this challenge through a partnership with resale platform Vestiaire Collective(along with the World Economic Forum and Bai

85、n&Company)that created a digital architecture for reselling authenticated products.17 The partnership,which uses digital ID technology developed by Digimarc(formerly EVRYTHNG),has benefited all parties.18 Ralph Lauren has broadened its brand exposure,enhanced its brand equity and is an early mover i

86、n the emerging resale market.Vestiaire Collective has increased its customer volume and reduced the risks and costs associated with inauthentic products.Consumers have benefited,too,as they can confidently purchase authenticated second-hand products.Partnerships provide the opportunity to elevate an

87、d scale circular models beyond one product,value chain or company.Schneider Electric incorporates circular design principles into the core of its business to meet sustainability goals,while ensuring growth and greater supply-chain resilience.The leadership team has launched scalable pilot projects t

88、hat reimagine the entire value chain for a given product,with a focus on producing products with a longer lifespan that are more easily repaired to further extend the product life.Company-wide circularity training helps all employees understand why circularity is a priority and how initiatives affec

89、t their work.In one early pilot,called ECODRIVE,Schneider Electric launched a programme to collect its used Altivar Process drives for refurbishment and resale.Customers submit their products for return on a digital take-back platform,resulting in a smooth and efficient recycling process.CASE STUDY

90、Partnership to scale a circular ecosystemCASE STUDY Designing a circular business strategyCircular Transformation of Industries:Unlocking New Value in a Resource-Constrained World12To fully realize the benefits of circular transformation requires systems-level initiatives that create value for all s

91、takeholders.While it is early days for systems-level initiatives across industries,battery recycling has emerged as an early example of a fast-growing ecosystem that requires a broader,systemic approach.Vehicle industry leaders,such as Volkswagen,are pioneering a circular business model around batte

92、ries for electric cars.Volkswagens new battery company,PowerCo,takes a systems-level approach to establishing a green battery cell business with a resilient remanufacturing loop.These green battery cells will be manufactured only with green energy,with a recycling rate of at least 90%.Partnerships i

93、n the public and private sectors are a critical enabler of this business model.PowerCos partnership with Umicore provides battery recycling technical support and strengthens its operational capabilities.Volkswagen has also joined a research consortium with other industry leaders,academics and the Ge

94、rman government to design processes that allow for materials used in electric-vehicle batteries to be recaptured and redeployed.PowerCo is an example of an established player building a large-scale,collaborative ecosystem that unlocks new revenue streams,limits resource consumption and minimizes the

95、 externalities associated with electric-vehicle production.Its smart approach to ecosystem development is a model for scalable,sustainable,systems-level circular transformation.Deep,long-standing circular transformation of industries requires a broad group of stakeholders to partner across the publi

96、c and private sectors.The Consumer Goods Forum,19 a CEO-led organization that brings together 400 consumer goods retailers and manufacturers globally(including Walmart and Unilever),provides guidance on how EPR schemes can move the responsibility for waste management from governments and consumers t

97、o manufacturers through producer responsibility organizations(PROs).One of the pioneering PROs,ReCarton,20 is a non-profit that supports and incentivizes companies to recapture and recycle beverage cartons,while providing them with support to identify new markets for the recycled products.This encou

98、rages companies to innovate,while also creating a closed,resilient loop of recyclable packaging raw materials for local manufacturers during a period of growing global demand.CASE STUDY Industry-wide collaboration across the public and private sectorsCASE STUDY Systems-level circular transformationC

99、ircular Transformation of Industries:Unlocking New Value in a Resource-Constrained World13Mission5The world needs stakeholders to come together to build the“operating system”for the circular economy and follow in the footsteps of industry innovators.The time to embrace a circular transformation at s

100、cale is now.Many companies,organizations and governments have begun to explore what this systems-level change means for them,but few have made strategic commitments and developed clear strategies.The world needs stakeholders to come together to build the“operating system”for the circular economy and

101、 follow in the footsteps of industry innovators.To achieve this and more,the World Economic Forum has launched the Circular Transformation of Industries initiative,in collaboration with Bain&Company,University of Cambridge and INSEAD.The initiative brings together cross-functional leaders to share b

102、est practices,develop critical enablers across industries and drive action in high-impact areas such as:developing systems-wide partnerships;establishing data-sharing norms;building innovative circular practices and technology;influencing global regulation and policy;equipping companies to build a c

103、ircularity-oriented organizational culture;developing circular upskilling capabilities;and providing access to financing for catalytic solutions.This community of leaders aims to achieve four key milestones in the year ahead:Unite:Bring together global leaders committed to fundamentally changing the

104、ir organizations and industries,adopting circular operating and business models that break away from the linear status quo Solve:Crack the toughest obstacles to circular transformation,including economic,policy and technological barriers Commit:Start forming collective commitments to mobilize the re

105、sources and efforts needed to accelerate and scale the circular transformation of industries Act:Convene circular economy pioneers to stimulate cross-value chain collaboration and set a pre-competitive agenda that aids in scaling circular transformations The authors of this paper look forward to an

106、engaging discussion and invite all stakeholders to join forces and embark on the Circular Transformation of Industries initiative.Circular Transformation of Industries:Unlocking New Value in a Resource-Constrained World14ContributorsAcknowledgementsWorld Economic Forum Maria Basso Platform Curator,A

107、dvanced Manufacturing and Value Chains Francisco BettiHead of Advanced Manufacturing and Value Chains Mel HuaHoffman Research Fellow;Research Fellow,INSEAD UniversityKristin HughesDirector of Resource Circularity Christian KaufholzHead of Community Engagement and Impact Anis NassarLead,Resource Circ

108、ularity Lisa RossiResearch Fellow;PhD candidate,University of CambridgeAlex ViladegutProject Fellow;Manager,Bain&Company Stacey WeismillerInitiatives and Community Lead,Advanced Manufacturing and Value Chains Bontu YousufIndustry Transformation Specialist,Resource Circularity Xiaoming ZhongInitiativ

109、es and Community specialist,Advanced Manufacturing and Value Chains Bain&CompanyTessa BysongPartnerJenny Davis-PeccoudSenior Partner,Head of Sustainability&ResponsibilityArnab HazraSenior ManagerJosh HinkelSenior PartnerHernan SaenzSenior Partner,Global Head of Performance Improvement ArelikCelonisG

110、EA GroupHolcimRalph LaurenRemanufacturing GroupSchneider ElectricSiemensVolkswagenWe thank the CEOs and executives who have already started the journey of circularity through existing initiatives and communities at the World Economic Forum and outside.We look forward to supporting these communities

111、and to build on their work with them to take circularity to an unprecedented scale.Circular Transformation of Industries:Unlocking New Value in a Resource-Constrained World15Endnotes1.Circle Economy,“The Circularity Gap Report 2022”,2022:https:/ Footprint Network,“Global Footprint Network Promotes R

112、eal-World Solutions that#MoveTheDate,Accelerating the Transition to One-Planet Prosperity”,23 July 2019:https:/www.footprintnetwork.org/2019/07/23/press-release-july-2019/.3.Circle Economy,“The Circularity Gap Report 2022”,2022:https:/ from Consumers:How Shifting Demands Are Shaping Companies Circul

113、ar Economy Transition”:https:/ Commission,“Circular Economy Action Plan”:https:/environment.ec.europa.eu/strategy/circular-economy-action-plan_en.6.Kalundborg Symbiosis,“Surplus from Circular Production”:http:/www.symbiosis.dk/en/.7.European Commission,“Circular Economy Action Plan”:https:/environme

114、nt.ec.europa.eu/strategy/circular-economy-action-plan_en.8.Europen,“Extended Producer Responsibility”:https:/www.europen-packaging.eu/policy-area/extended-producer-responsibility/.9.EPRON,“Welcome to EPRON”:https:/epron.org.ng/.10.National Environment Agency,“Extended Producer Responsibility(EPR)Sys

115、tem for E-waste Management System”:https:/www.nea.gov.sg/our-services/waste-management/3r-programmes-and-resources/e-waste-management/extended-producer-responsibility-(epr)-system-for-e-waste-management-system.11.Volvo,“Sustainability:Circular Economy”:https:/ Project,Promoting Innovative Solutions

116、for Recycling Waste from the Fishing Industry”:https:/ of the Netherlands,“Circular Dutch Economy by 2050”:https:/www.government.nl/topics/circular-economy/circular-dutch-economy-by-2050#:text=The%20Netherlands%20aims%20to%20have,and%20raw%20materials%20are%20reused.14.United Nations Environmental A

117、ssembly of the United Nations Environmental Programme,“Draft Resolution:End Plastic Pollution:Towards an International Legally Binding Instrument”,2 March 2022:https:/wedocs.unep.org/bitstream/handle/20.500.11822/38522/k2200647_-_unep-ea-5-l-23-rev-1_-_advance.pdf?sequence=1&isAllowed=y.15.Republic

118、of Rwanda,“2019 Rwanda:Voluntary National Review(VNR)Report”,2019:https:/sustainabledevelopment.un.org/content/documents/23432Rwanda_VNR_Document_Final.pdf.16.Europen,“Extended Producer Responsibility”:https:/www.europen-packaging.eu/policy-area/extended-producer-responsibility/.17.World Economic Fo

119、rum,“Circular Value Chains in Fashion:Strengthening Trust in Second Hand Markets”:https:/www.weforum.org/impact/strengthening-trust-in-second-hand-markets/.18.Digimarc,“Ralph Lauren”:https:/ Consumer Goods Forum,“Extended Producer Responsibility”:https:/ fr die Verwertung gebrauchter Getrnkekartons”

120、(in German):https:/www.getraenkekarton.de/recarton/.Circular Transformation of Industries:Unlocking New Value in a Resource-Constrained World16World Economic Forum9193 route de la CapiteCH-1223 Cologny/GenevaSwitzerland Tel.:+41(0)22 869 1212Fax:+41(0)22 786 2744contactweforum.orgwww.weforum.orgThe World Economic Forum,committed to improving the state of the world,is the International Organization for Public-Private Cooperation.The Forum engages the foremost political,business and other leaders of society to shape global,regional and industry agendas.