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This collection features a selection of case studies, based on the global *Circularity Gap Reports*, that can mitigate climate breakdown by reducing virgin material consumption, waste and greenhouse gas emissions. The latest **[Circularity Gap Report 2023](https://www.circularity-gap.world/2023#download)** reveals that the global economy is now only 7.2% circular and outlines how circular solutions across four sectors can bring global planetary boundaries back within safe limits. 

In the six years of the *Circularity Gap Report*, the global economy has extracted and used unprecedented amounts of materials. The first edition of the *Report *in 2018 found that global circularity was 9.1% and it has decreased every year since—leaving a Circularity Gap of over 90%. If this trend continues, we will have to find more and better solutions to combat the negative effects of climate change. This is why we have identified case studies from across the globe—based on the needs of society and planetary health—that serve as real-world examples of the circular economy in action.

Circle Economy is a not-for-profit organisation working to accelerate the circular transition. Through the *Circularity Gap Reporting Initiative*, our mission is to deliver an annual global Circularity Metric that measures the state of the world economy and identifies key levers to transition to global circularity. With nature as our guide, we work alongside cross-sector stakeholders from academia, businesses, NGOs and governments to provide a powerful combination of practical and scalable interventions that transform circular opportunities into realities. 


To learn more about these interventions to accelerate the circular transition, read the latest [Circularity Gap Report 2023](https://www.circularity-gap.world/2023#download), as well as previous editions of the global [Circularity Gap Reports](https://www.circularity-gap.world/global).

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Global Circularity Gap Report 2023

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Starter Kit collection

Business case

Impact on the availability of resources as well as their effect on living organisms, ecosystems, and components of the environment.

Ecological Impact

Impacts on the financial condition of a company, as well as the the economicconditions of its stakeholders and on economic systems at local, national, andglobal levels.

Economic Impact

Impact on the ease of innovation, and facilitating uptake of innovations

Innovation

Minimise waste through diversion: Instead of sending waste to landfill, it is redirected into other industrial processes for handling, treatment, recycling, recovery, or reuse in various forms. 

Minimise waste through design: At the outset of a process of project, plan and design such that there is zero waste or minimal waste during production, use, and at end of life. 

Minimise Waste (SDG12)

Producing electrical equipment and machinery for industrial use

Capital Equipment

Societal Services

Providing healthcare services, such as hospitals, medical facilities and patient care services, medical research and clinical trial services, pharmaceuticals and drug development, and genetic engineering services

Healthcare Services

Producing electric cables and wires, power-generating equipment, including solar modules, motors, power turbines, as well as electronic equipment and instruments, including computer chips, communication equipment, analytical instruments, lasers, display screens, point-of-sales machines, security system equipment, and healthcare equipment

Electrical and Electronic Equipment

Account for the systems perspective during the design process, to use the right materials, to design for appropriate lifetime and to design for extended future use

Design for the future

Designing products that are made to last and to ensure longer use

Design for durability

Designing products to resist damage and wear, and serve a long and useful life.

Design for physical durability

These countries are home to around a quarter of the global population, yet consume over one-third (34%) of raw materials. Shift countries’ material footprint per capita is 4.6 times that of Build countries (largely due to the overconsumption of consumer goods imported from Grow counties) and 1.6 times that of Grow countries.

These are high-income countries in the Global North, as well as in the Gulf, Australia, and Oceania. Examples include:
- Member States of the EU
- the US
- Japan
- the UK
- Canada
- Argentina, ...

While much of their infrastructure is already built, they still contribute heavily to the overshoot of planetary boundaries: they contribute 42% of climate change, 27% of nitrogen, 18% of phosphorus, 16% of freshwater use and 38% of land use change.

To find out what country profile your country belongs to, explore [this interactive story](https://circularity-gap.world) and search for your country on the final map.  


Shift

With an expanding, aging and, on average, more prosperous population, healthcare services are increasing globally. Buildings aside, typical resource groups include use of capital equipment such as X-ray machines, pharmaceuticals, hospital outfittings (beds), disposables and home care equipment.


Healthcare

- Repair, maintenance, and durable design of medical equipment 
- Substitute single-use medical items for reusable alternatives
- Virtual health care (ex. Doctor's appointments over Skype etc.)
- Medical equipment cascading
- Medical waste recycling

👩‍⚕️👨‍⚕️ Circular healthcare 

Slow strategies aim to keep materials in use for as long as possible, for example through design for durability and repairability. A more circular economy is also a slower one: materials, components, and products—and even buildings and infrastructure—that we lock in stocks are made to last. This will lower material demand in the long run, in essence also serving to narrow resource flows.

Slow

Impacts

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Industries

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The principles of a circular economy concern designing out waste, regenerating ecosystems and keeping items in use. Decoupling the economy from material flows—improving the rate of resource productivity faster than the economic growth rate—is also a consistent guide. By evolving with the growing number of applications of circular economy principles, and consolidating these strategies across thematic areas, Circle Economy’s Key Elements Framework (KE) renders the elements of the circular economy salient and serves as a basis to derive contextual strategies and interventions. 


The Framework consists of:
- Core Elements: Activities directly handling product or material flows; and uniquely,
- Enabling Elements: those that remove obstacles for core actors.


Key elements of the circular economy

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Circle Economy's framework of strategies and activities that define the circular economy

Whilst no two countries are the same, there are still obvious similarities between some of them, with discernible development patterns and parallels in evidence. Common problems and shared solutions help place unique country identities and individual issues in context.

Whilst this classification is far from clear-cut and exhibits some overlap, it does underline how the discourse on transitioning to a circular economy needs to account for both differences and commonalities, if we are to arrive at a more strategic and instructive analysis. It also allows to highlight a set of key themes that are likely to be central to the countries that fall under the respective profiles. 

Country profiles (Build, Grow, Shift)

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A framework to distinguish between different country profiles and their circular transition needs.

The framework consists of 21 complementary interventions, across six scenarios - one for each of the six societal needs we model. These interventions can mitigate climate impact by curbing GHG emissions

Note: interventions are currently focused on:
- 🏠 Housing 
- 🍎 Nutrition
- 🚗 Mobility
- 👚📺 Consumables
- 👩‍⚕️👨‍⚕️ Healthcare
-  🔊 Communication

These 21 interventions are spread across six societal needs and wants, with a set of solutions. Within these solutions are strategies on ’how to get there'.  

The framework moves beyond incremental action and provides solutions that will require behavioral change (dietary shifts towards less meat consumption, for example) and the adoption of state-of-the-art technologies in the industry to mitigate emissions in hard-to-abate sectors (such as steel manufacturing). It illustrates how continued globalisation can benefit from the uptake of digital solutions. The combined interventions showcase the mitigation potential that begins where the current country pledges end; illustrating the additional impact our interventions can bring to the NDCs. In short, the interventions provide input for a more profound fundamental transformation than the more current pathways that make up the vast majority of NDCs. 

Together, the combined interventions can almost double the current global Circularity Metric of 8.6%, bringing it to 17%. 

This results in:
• Shrinking global material use and extraction by 28%. 
• Cutting global GHG emissions by 39%—fully closing the Emissions Gap as defined in our report and taking into account the updated NDCs.
• Allowing the world to achieve the Paris Agreement’s goal of keeping at 1.5-degrees of warming by 2032.

*This framework was developed in the Circularity Gap Report 2021. Read more about it [here](https://www.circle-economy.com/resources/circularity-gap-report-2021)*






Global Circularity Gap Report

An intervention-based framework for nations and stakeholders working towards circular countries

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Based on the work of [Bocken et al. (2016)](https://www.researchgate.net/publication/309699661_Product_design_and_business_model_strategies_for_a_circular_economy), the Four Flows Framework serves as a simple framework for managing resource flows in a circular economy by using less (Narrow), using for longer (Slow), using again (Cycle), and using clean, regenerative materials and energy (Regenerate).

These different principles of circular economy can be applied to our socioeconomic metabolism: we can design stocks like buildings, infrastructure, machinery, and vehicles to be rich resource mines for the future, and design manufactured goods and consumables to be cycled and made regenerative. Furthermore, the focus must also centre on getting more value out of fewer materials. Achieving the aims of a circular economy—minimising material use, regenerating the Earth, and preventing material losses—can be done through these four key strategies mentioned above.

Source: Circle Economy. (2023). *[The circularity gap report 2023](https://www.circularity-gap.world/2023)* (p.22). Amsterdam: Circle Economy. 

Four Flows Framework

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Our world is only 9% circular and the trend is negative. The circularity gap is not closing. In 12 months since the launch of the first Circularity Gap Report, the upward trend in resource extraction and greenhouse gas emissions has continued and key indicators confirm that the problems of a linear economy are 'baked in' to the global economy and we are heading in the wrong direction. On 22 January 2019, Circle Economy launches the second annual Circularity Gap Report in Davos during the World Economic Forum Annual Meeting. In the report, Circle Economy positions the circular economy as a tool for the paradigm shift we so desperately need. It offers the prospect of a global economy which is regenerative and abundant."For insight into the dynamics of the circular economy, read the Circularity Gap report. Full of
pioneering concepts, metrics and analysis, it starts to make visible the essential qualities of the 21st
century economy that we must now create.—  Kate Raworth Author of the book ‘Doughnut Economics’ and Senior Visiting Research Associate at ECI, University of OxfordTranslate global trends into national, regional and commercial pathways. This will enable nation-states, regions, cities, industries and business to formulate practical strategies that are aligned to local context, incentives, markets and mandates.Develop decision metrics and a measurement framework. This will encourage goal-setting, evaluations and peer review, which will, in turn, serve to benchmark performance and track progress against longer-term global ambitions such as the Paris targets and the SDGs.Facilitate peer-to-peer learning and knowledge transfer. This will accelerate the international dissemination of effective circular economy policies and practices, fostering a collaborative ethos that helps to grow understanding and accelerate uptake.Build a global coalition for action that is both diverse and inclusive. This will bring together front-running businesses, governments, NGOs and academics to collectively boost capacity and capability, so serving societal needs better and more sustainably.​Circularity Gap
@ World Economic Forum Annual Meeting 2019 ​ Circle Economy will launch the Circularity Gap Report during the Circular Economy Dinner at the WEF Annual Meeting in Davos 2019. The dinner is co-hosted by Circle Economy, Sitra and the World Business Council for Sustainable Development and supported by the Platform for Accelerating the Circular Economy.At Circle Economy, we believe in a visionary future for our planet — one in which we do not have to compromise to achieve economic, social, and environmental prosperity. As an impact organisation, we connect and empower a global community to create the conditions for systemic transformation.  With nature as our mentor, we work alongside businesses, cities and governments to identify opportunities to make the transition to the circular economy, and provide a powerful combination of practical and scalable solutions to turn these opportunities into reality. Our mission is to empower a global community of businesses, cities and governments to accelerate the transition to the circular economy through practical and scalable insights and solutions that address humanity’s greatest challenges. ​ ​ Visit us at circle-economy.com

Netherlands

United Kingdom

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Philips

With the ever-increasing need for capital equipment maintenance, some companies such as Philips rethinks their business by designing for upgradability and software compatibility, hence ensuring advanced maintenance and postponing technical obsolescence.

Preserving value by optimising the software-hardware interface for medical scanners

Article / Report

Direct and indirect reduction in economic costs

Cost Savings

Direct and indirect effects that increase revenues or the potential for new revenues, for example from new products, customer segments, partnerships or business models

Revenue Potential

Scalability

Reduced green house gas emissions released into the biosphere

Reduce Emissions (SDG13)

Reduced use of virgin materials and/or an increase of the use of secondary and bio-based materials

Reduce Material Consumption (SDG12)

Enacting measures that optimise material use such as 3D printing, etc.

Material efficiency

Providing repair services or maintenance services for products or parts

Product maintenance, repair

Activities to clean, decorate, and restore products back to working condition for original or new purposes

Refurbishment, remanufacturing, renovation

Designing products so they produce as little waste as possible during production

Design for minimal waste

Designing products so they use as little materials, water, energy, etc. as possible during use

Design for resource efficiency

Working together with stakeholders and parties in other unrelated industries to implement circular economy strategies and opportunities

Cross-industry projects, pilots

Working together with industry peers to engage in business activities or exploratory projects that advance the circular economy

Joint industry ventures, projects, pilots

**Build resilient infrastructure, promote inclusive and sustainable industrialization and foster innovation**

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The manufacturing industry’s recovery from COVID-19 remains incomplete and uneven: some high-income regions achieved record-high manufacturing value added per capita in 2022 but levels in LDCs were not much higher than the 2015 baseline. 
In the aftermath of the pandemic, data show that higher-technology industries recovered faster and proved to be more resilient, pointing to the need to promote innovation and technology transfer in a way that benefits all countries. 

Inclusive and sustainable industrial development has been incorporated, together with resilient infrastructure and innovation, as Sustainable Development Goal 9 in the 2030 Agenda for Sustainable Development.

To achieve Goal 9 by 2030 it is essential to support LDCs, invest in advanced technologies, lower carbon emissions, and increase global mobile broadband access.

This goal's target includes:
- develop quality, reliable, sustainable and resilient infrastructure, including regional and transborder infrastructure, to support economic development and human well-being, with a focus on affordable and equitable access for all;
- promote inclusive and sustainable industrialization and, by 2030, significantly raise industry’s share of employment and gross domestic product, in line with national circumstances, and double its share in least developed countries;
- increase the access of small-scale industrial and other enterprises, in particular in developing countries, to financial services, including affordable credit, and their integration into value chains and markets;
- by 2030, upgrade infrastructure and retrofit industries to make them sustainable, with increased resource-use efficiency and greater adoption of clean and environmentally sound technologies and industrial processes, with all countries taking action in accordance with their respective capabilities;
- enhance scientific research, upgrade the technological capabilities of industrial sectors in all countries, in particular developing countries, including, by 2030, encouraging innovation and substantially increasing the number of research and development workers per 1 million people and public and private research and development spending;
- facilitate sustainable and resilient infrastructure development in developing countries through enhanced financial, technological and technical support to African countries, least developed countries, landlocked developing countries and small island developing States;
- support domestic technology development, research and innovation in developing countries, including by ensuring a conducive policy environment for, inter alia, industrial diversification and value addition to commodities;
- significantly increase access to information and communications technology and strive to provide universal and affordable access to the Internet in least developed countries by 2020.

Sources: [https://sdgs.un.org/goals/goal9](https://sdgs.un.org/goals/goal9)
[https://sdgs.un.org/topics/industry](https://sdgs.un.org/topics/industry)

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9. Industry, innovation and infrastructure  

Build resilient infrastructure, promote inclusive and sustainable industrialization and foster innovation

Narrow strategies reduce material and energy use. Currently, material use is highly inefficient and ineffective; we can deliver similar social outcomes by using much less and phasing out fossil fuels, for example. This doesn’t mean being worse off, but rather focusing on using materials efficiently: think in terms of riding a bike instead of driving a car, eating less meat, and living in a space that suits your needs. Using less is a core tenet of the circular economy—yet currently, the threshold for sustainable consumption, 8 tonnes per person, is being surpassed by 1.5 times. 

Narrow

Regenerate strategies phase out hazardous or toxic materials and processes and substitute them with regenerative biomass resources. A circular economy aims to mimic natural cycles—by shifting to more regenerative farming practices, for example—while also maximising the share of circular biomass that enters the economy. Regeneration can happen both at the systems level (by designing regenerative processes) as well as at the product level (by switching synthetic to organic fertilisers, for example).

Regenerate

Cycle strategies aim to cycle and reuse materials at their highest value: they maximise the volume of secondary materials re-entering the economy, ultimately minimising the need for virgin material inputs and therefore also narrowing flows. Of course, virgin materials will always be needed to a degree: all materials degrade and can’t be cycled infinitely, use energy, and require blending with virgin materials to maintain strength and functionality.

Cycle

Intensifying product use (e.g. via product sharing or multifunctional products).



🏢 Rethink

Replace typical brick and mortar wall with a dry-stacked wall with interlocking bricks will limit the amount of mortar required and ease the deconstruction efforts at the end of service life for the subsequent use.

More efficient use and/or manufacture of products through the use of fewer natural resources and materials.

🏢 Reduce

Reuse of discarded yet still usable product, for the same purpose, by a different user.

🏢 Reuse

The doors, windows, service installations, and even furniture are flexible compared to the building structure. If dismantled carefully, they can be reused elsewhere for the same or different purposes.

Repair and maintenance of broken or malfunctioning product, to enable continuation of its original function.



🏢 Repair

Refurbishing and/or modernising an older product, so that the improved version can be used in the product’s original function.


🏢 Refurbish

Using parts of a discarded product in a new product of the same function.

🏢 Remanufacture 

Using discarded products or their parts in new products with a different function.


🏢 Repurpose

Processing of materials to achieve the original high-quality or reduce to low-quality.



🏢 Recycle

Currently, the best practice worldwide for dealing with concrete and brick debris is to recycle it. The debris is collected, transported, manually or mechanically sorted, washed, crushed, and recycled into new building materials and products.

Incineration of materials, recovering their energy.

🏢 Recover

Currently, the best practice worldwide for dealing with concrete and brick debris is to recycle it. The debris is collected, transported, manually or mechanically sorted, washed, crushed, and recycled into new building materials and products.


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**These 17 Goals recognize that ending poverty and other deprivations must go hand-in-hand with strategies that improve health and education, reduce inequality, and spur economic growth – all while tackling climate change and working to preserve our oceans and forests.**

The SDGs build on decades of work by countries and the UN, and especially on the Millennium Declaration adopted in September 2000 at UN Headquarters in New York which let to the elaboration of eight Millennium Development Goals (MDGs) to reduce extreme poverty by 2015.

In 2015, the Paris Agreement was signed. A major blueprint came out of this: The Sustainable Development Goals: 17 overarching goals—and 169 targets—that governments are aiming to meet by 2030. Significant progress has been made in terms of poverty, health and inequality, but there's still a way to go. This is where the circular economy comes in: by circulating resources multiple times, the circular economy tackles issues of scarcity and allows all to access what they need—without overburdening the earth. If it's implemented in a holistic way—affording attention to social considerations and the fair distribution of resources— it also offers a pathway for achieving the SDGs; and the link between the two is ever-growing. To read more about the link between the SDGs and the circular economy, click [here](https://www.circle-economy.com/blogs/how-the-circular-economy-can-help-us-reach-the-sustainable-development-goals).

It is the Division for Sustainable Development Goals (DSDG) in the United Nations Department of Economic and Social Affairs (UNDESA) which provides substantive support and capacity-building for the SDGs and their related thematic issues. TheDSDG plays a key role in the evaluation of UN systemwide implementation of the 2030 Agenda and in advocacy and outreach activities relating to the SDGs. In order to make the 2030 Agenda a reality, broad ownership of the SDGs must translate into a strong commitment by all stakeholders to implement the global goals. DSDG aims to help facilitate this engagement.
Alongside this, the annual High-level Political Forum on Sustainable Development serves as the central UN platform for the follow-up and review of the SDGs.
In addition, the UN Secretary-General presents an annual SDG Progress report, which is developed in cooperation with the UN System, and based on the global indicator framework and data produced by national statistical systems and information collected at the regional level.

To read more information: [https://sdgs.un.org/goals](https://sdgs.un.org/goals)

Sustainable Development Goals (SDGs)

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This framework surpasses the famous 3R (Reduce, Reuse, Recycle). The nine strategies Refuse, Rethink, Reduce, Reuse, Repair, Refurbish, Remanufacture, Repurpose, and Recycle and Recover provide a clear and actionable roadmap for a circular transition. 

Strategies at the top of the hierarchy, such as Refuse, Rethink, and Reduce, are the most effective at increasing a construction project's circularity level. These strategies focus on avoiding or minimising resource use and waste from the project's conception.

That is why a clear hierarchy exists where higher-level R strategies are preferred, and lower-level strategies are deemed more linear. 

In the original 9R framework, the last strategy, Recover, is often considered non-circular since it consists of energy recovery from material waste incineration, which is why it was left out of the scope of this case study collection.

They are applied to the built environment sector here as part of the [Realdania ](https://www.google.com/url?sa=t&source=web&rct=j&opi=89978449&url=https://www.realdania.org/&ved=2ahUKEwiF74KezMyJAxUpUaQEHURhOOEQFnoECBYQAQ&usg=AOvVaw0o-XWvSka80KCHtCG6XDS3) project.

🏢 9R Framework 

 This feasibility case study examines how the MedTech industry can transition to a Circular Economy through collaborative innovation. It introduces the “White Dot” system – an approach to transform medical waste into valuable resources while ensuring healthcare compliance and economic viability for all stakeholders. 

Germany

Johnson & Johnson

We Are the Global Design and Innovation Firm for a Circular Economy.

Indeed Innovation

The White Dot feasibility study demonstrates how medical waste can be transformed into value through a digitalized system. 12 industry leaders show that implementing circular practices in healthcare can be cost-neutral or profitable while meeting strict regulations.

The White Dot 2024: MedTech Circular Economy Feasibility Study

Philips Healthcare's Diamond Select programme offers a range of remanufactured equipment to the healthcare sector. Three remanufacturing plants are now operational with one of these is located in Best, the Netherlands. This site refurbishes X-Ray, MR and CT equipment with the other two are located in the USA. The products, once refurbished, are sold back into the market with full warranty, at a reduced price, and with a Circular Equipment tag. Remanufactured systems offer many advantages. They are sold at 60 to 85% of the price with quality assurance and guarantees meeting those of new products. This enables healthcare operators to improve, diversify and differentiate their services cost-effectively in competitive markets. For Philips, remanufacturing opens new sales and lease markets and an opportunity to save up to half of the costs on the upgrade bill of materials. Remanufacturing also grants environmental benefits linked to resource- efficiency, as up to 80% of materials are reused in the process. Finally, since its start in 1990 Philips’ program has become core to the company's business strategy and spurred the creation of jobs with a strong status within the company, due to its role in providing both revenue and impacting the company’s circularity ambitions.

Remanufacturing of medical equipment

Philips is engaged in a number of high profile collaborations with healthcare
providers. For example, Philips signed a contract with Stockholm County
Council in May 2014 to provide Nya Karolinska hospital with medical imaging
equipment, R&D and education over a 14-year term. In this collaboration,
Philips assumes the procurement, ownership, management and maintenance of
imaging equipment, leaving the hospital to focus on optimising its use and
performance. By tapping into both parties' respective core competencies to
manage risks, the contract offers mutual benefits such as cost predictability
and continuity in service quality.

 

Read more at:

<http://www.philips.com/a-w/about/news/archive/standard/news/press/2014/20140507-Philips-
partners-with-the-Stockholm-County-Council-and-Karolinska-University-Hospital-
to-meet-future-demands-of-health-care.html>

Joint industry program for medical equipment

Philips had a goal to train 40% of procurement commodity teams on circular procurement. The company included the Circular Economy (Value Leakage model) as part of its DfX training (Design for X), which is a program and toolbox for proactively including end-user experience in the product development phase. Read more at:

Training on circular procurement

DLL and Philips have been very successful in leasing. In the past 12 years,
DLL has funded over $4 billion worth of equipment from Philips in the USA
under the Philips Medical Capital brand. From leasing it's a logical step to
service based models that sell the performance of an asset rather than the
asset itself.

 

Read more at:

<https://www.dllgroup.com/en/customer-stories/overview/philips>

Leasing contracts for medical equipment

Philips launched its new 5-year sustainability program, 'Healthy people, sustainable planet' in 2016, which sets the following targets - 70% of turnover from green revenues and 15% from circular revenues. In 2021 Philips announced that all the goals of the program were met

"Healthy people, sustainable planet" initiative - financial incentives for circular economy

BASF and Philips have achieved a practical breakthrough in the development of
OLED (Organic Light Emitting Diode) technology that allows it to be integrated
in car roofs. The OLEDs are transparent when switched off, allowing for a
clear view outside the vehicle, yet providing light only within the vehicle
when switched on. This OLED lighting concept for car roofs is the result of a
longstanding cooperation between BASF and Philips in the research and
development of OLED modules. In addition to offering completely new design
possibilities, the transparent OLED lighting concept also allows new
approaches to automotive engineering. The transparent OLED sandwich structure
can be combined with equally transparent solar cells.

 

Read more at:

<http://www.philips.com/a-w/about/news/archive/standard/news/press/2012/20120119-OLED-
lighting-for-transparent-car-roof.html>

Cross-industry project for car roof lighting

In 2019, Philips developed and deployed tailored circular economy training for all its product architects. This is the first of a series of planned functional-specific trainings that translate circular economy principles to the specific Philips reality of functional experts. The target audience consisted of approximately 500 individuals, distributed across sites globally and across very diverse business units ranging from electric toothbrushes to large medical scanners. The training was developed in-house as classroom training with two main objectives:1) create awareness and a shared language of circular design options relevant for Philips2) start defining granular, business-unit-specific design criteria. After successful planning and alignment amongst the various business unit leaders and innovation managers, the training sessions were held across the globe in the second half of 2019. Architects are now translating the new knowledge into business-unit and product-specific design criteria that will be implemented into the respective quality management systems.

Circular Design training for Product Architects

Philips' healthcare-as-a-service business model allows the company to have greater control over its products’ lifecycle and therefore incentives better product stewardship, resulting in greater lifetime extension of assets through improved maintenance and take-back and refurbishment.