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**Bax Innovation is a forward-thinking innovation consultancy dedicated to transforming ideas into societal impact. Our work in circularity spans a multitude of industries and topics, including wind energy, battery storage, sharing cities, and the urban bio-economy.  We partner with organisations to design scalable solutions for the circular economy, focusing on reducing waste and optimising resource use.**

Our expertise encompasses:​

**Materials circularity:** Identifying, evaluating, and shaping interventions that create maximum value from materials, ensuring they remain in use for as long as possible.​

**Circular business modelling:** Developing, testing, and scaling business models that create, retain, or recover value, facilitating the transition from linear to circular practices.​

**Creating circular value networks:** Bringing together stakeholders to transfer knowledge, take action, and create shared value, fostering collaborative approaches to circularity.​

By collaborating with public and private sector leaders, Bax is driving practical, impactful circular economy solutions across industries. Our case studies exemplify how circular principles can be applied to a wide range of challenges—from energy and materials to urban systems and the sharing economy. Through this collection, we share insights and learnings to inspire further action in creating a sustainable, circular world.

**For more information on our work and projects, please visit: [https://baxcompany.com/case-studies/](https://baxcompany.com/case-studies/)**

**If you'd like to reach out to a member of the team, email us at [contact@baxcompany.com](mailto:contact@baxcompany.com)**

Bax Innovation

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Business case

Impact on increased knowledge and understanding as a result of the case study

Increase Awareness

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

Efficiency gains on operations or transactions either through cultural or technological shifts

Productivity

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

Innovation

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)

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)

Providing electricity and gas services, including traditional and renewable energy generation, natural and manufactured gas and operating gas networks

Energy Utilities and Independent Power Producers

Collecting waste from households and businesses by means of refuse bins, wheeled bins, containers, etc., and providing treatment, incineration, materials recovery and reclamation, and disposal of hazardous and non-hazardous waste

Waste Management

Operating networks and software that enable the exchange and broadcasting of information, such as entertainment and internet software, television, cable, satellite or radio broadcasting systems, and cellular, wireless and/or fixed-line telecommunications services

Software and Communications

Providing air, water, rail, and land transportation and related services for the distribution of goods, such as air freight, air courier and logistics services, maritime freight, marine courier and logistics services, rail freight, rail courier and logistics services, land freight, land courier and logistics services, including package and mail delivery and customs agents, as well as storage and warehouse facilities

Logistics Services

Producing transportation equipment for the movement of goods and people by air, rail, sea, and land, including airplanes, spacecraft and military equipment, ships, boats, rail locomotives and rolling stock, motor vehicles, trailers and semi-trailers, and related equipment, as well as repair services for such equipment

Transportation Equipment

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

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 use as little materials, water, energy, etc. as possible during use

Design for resource efficiency

Designing products of multiple parts that can be easily disassembled

Design for disassembly

Designing products to remove any barriers to recycling and enable easy recyclability

Design for recycling

Designing products so they are able to be easily repaired

Design for repair

Designing products to be reused for the same or different purposes in multiple lifecycles

Design for reuse

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

Design for physical durability

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

Cross-industry projects, pilots

Utilising data and models to to identify, enable and/or implement circular strategies (eg. effective resource use & logistics planning, circular business models & design)

Data analytics, modelling

Connecting products and services into the internet of things to identify, enable and/or implement circular strategies (eg. effective resource use & logistics planning, circular business models & design)

Internet enabled, connected operations

Installing sensors to gather data from products and services to identify, enable and/or implement circular strategies (eg. effective resource use & logistics planning, circular business models & design)

Sensors, monitoring systems

Developing or utilising online platforms to enable circular economy opportunities through information, product or service offering

Online platforms

Developing or utilising online marketplaces to enable the peer-to-peer exchange of products and services

Peer-to-peer online marketplaces

Data, knowledge & information sharing

Increase standardised data collection

Roadmaps and strategies and targets

Metrics and indicators to measure progress

Cross-departmental collaboration and engagement

Advocate for circular change

Maintenance to extend useful life

**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

**Make cities and human settlements inclusive, safe, resilient and sustainable**

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The pandemic has caused major shifts in migration patterns, including huge movements of people in and out of urban areas. Furthermore, climate change and conflicts tend to have disproportionate impacts on cities. These factors mean that the world is far from achieving the goal of sustainable cities.  
In many developing countries, slum populations have been growing, putting at risk the target of adequate housing for all by 2030. Since 2015, the number of countries with national disaster risk reduction strategies has more than doubled. 

Cities are hubs for ideas, commerce, culture, science, productivity, and social, human and economic development. Urban planning, transport systems, water, sanitation, waste management, disaster risk reduction, access to information, education and capacity-building are all relevant issues to sustainable urban development.

This target entails multiple essential concepts such as disaster risk reduction (DRR) and sustainable transport.

To achieve SDG 11, efforts must focus on strengthening capacities for planning for urban development, improving access to public transportation, and enhancing waste management. 

Sources: [https://sdgs.un.org/goals/goal11](https://sdgs.un.org/goals/goal11)
[https://sdgs.un.org/topics/sustainable-cities-and-human-settlements](https://sdgs.un.org/topics/sustainable-cities-and-human-settlements)


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11. Sustainable cities and communities

Make cities and human settlements inclusive, safe, resilient and sustainable

**Ensure sustainable consumption and production patterns**

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The world is seriously off track in its effort to halve per-capita food waste and losses by 2030.The COVID-19 pandemic has had significant impacts on consumption and production patterns, with disruptions to global supply chains and changes in consumer behaviour. 

Responsible consumption and production must be an integral part of the recovery from the pandemic. 
But the global economy also needs to speed up the decoupling of economic growth from resource use by maximizing the socio-economic benefits of resources while minimizing their negative impacts. 

Reporting on corporate sustainability has tripled since the beginning of the SDG period, but the private sector will need to significantly improve reporting on activities that contribute to the SDGs. 

This primarily entails environmentally sound management of "toxic chemicals" A substantial use of chemicals is essential to meet the social and economic goals of the world community, and these can be used with a high degree of safety when best practices are followed.  Gross chemical contamination, with grave damage to human health, genetic structures reproductive outcomes, and the environment, has been continuing within some of the world's most important industrial areas, and restoration will require major investment as well as the development of new techniques.
Effective control of the generation, storage, treatment, recycling and reuse, transport, recovery and disposal of hazardous wastes is another similar challenge. 
In addition,  solid wastes include all domestic refuse and non-hazardous wastes such as commercial and institutional wastes, street sweepings construction debris, and, in some countries, human wastes. As hazardous waste is frequently intermixed with other waste, this poses particular management challenges.
Finally, this target ensures that radioactive waste is safely managed, transported, stored and disposed of, with a view to protecting human health and the environment. 

To deliver SDG12, it is crucial to implement policies that support the shift to sustainable practices and decouple economic growth from resource use.

Sources: [https://sdgs.un.org/goals/goal12](https://sdgs.un.org/goals/goal12)
[https://sdgs.un.org/topics/chemicals-and-waste](https://sdgs.un.org/topics/chemicals-and-waste)

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12. Responsible consumption and production

Ensure sustainable consumption and production patterns

**Take urgent action to combat climate change and its impacts**

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The science is clear: our climate is heating rapidly. The average global temperatures have increased by 1.2 degrees Celsius since 1880, particularly in the late 20th century. The concentration of atmospheric CO2, the GHG that contributes more than 2/3 to global warming, is at its highest level ever. The Intergovernmental Panel on Climate Change (IPCC) steadily points out that human activities have warmed the atmosphere, ocean and land, producing widespread and rapid changes in the atmosphere, ocean, cryosphere and biosphere. 

Without transformative action starting now and within this decade to reduce greenhouse gas emissions deeply and rapidly in all sectors, the 1.5°C target will be at risk and with it the lives of more than 3 billion people. 
According to IPCC, warming beyond 1.5 degrees could have irreversible and irreparable consequences. However, effective and equitable adaptation and mitigation actions can significantly reduce vulnerability and contribute to climate resilience. To limit global warming to well below 2, preferably 1.5 degrees Celsius, compared to pre-industrial levels, countries came together to hold themselves accountable under the Paris Agreement. 

Failure to act leads to intensifying heat waves, droughts, flooding, wildfires, sea-level rise, and famines. Emissions should already be decreasing now and will need to be cut almost by half by 2030 - a mere seven years from now. 


To combat climate change and its impacts by 2030, urgent and transformative action is needed to meet the commitments under the Paris Agreement across mitigation and adaptation efforts.

Sources: [https://sdgs.un.org/goals/goal13](https://sdgs.un.org/goals/goal13)
[https://sdgs.un.org/topics/climate-action-synergies](https://sdgs.un.org/topics/climate-action-synergies)

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13. Climate action

Take urgent action to combat climate change and its impacts

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

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

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

Impacts

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Industries

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A framework of policy instruments that enabled and encourage the transition to the circular economy

Policy Instruments

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A framework of policy instruments that enable and stimulate the transition to the circular economy

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

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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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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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‍By 2030, over 1,000 GWh of new Li-ion batteries will be introduced to the EU market, with 90% intended for use in electric vehicles (EVs). This poses a new challenge regarding the availability of EV batteries and the materials needed to manufacture them. At the same time, many older batteries are already reaching their end of first life which opens up the possibility of alternative uses for EV batteries that may not have enough capacity for vehicles, but can be repurposed, reused, or recycled. This concerns not only passenger car batteries but also batteries used in shared micromobility vehicles, such as e-scooters or e-bikes, especially considering their shorter lifetime of 2-3 years. Many micromobility operators and vehicle OEMs are beginning to explore the benefits of battery circularity, with some already integrating circular battery solutions into their operations.‍What happens to the batteries from the micromobility sector?‍According to the Battery Regulation, end-of-life batteries from Light Means of Transport (LMT) must be collected and recycled. However, before their end-of-life there are many other higher-value uses for batteries from micromobility vehicles. Some manufacturers are exploring the possibility of reusing their customers' batteries as energy storage solutions in their facilities, thereby reducing overall energy costs. Additionally, certain micromobility operators are reaching agreements with private companies to repurpose their fleet batteries into other products for the market.‍For instance, in France, Lime has partnered with Innov8 and Gouach to repurpose and recycle cells from their fleet batteries that are no longer suitable for their vehicles. These cells are transformed into auxiliary and portable consumer battery packs for smartphones. In the United Kingdom, Lime has collaborated with Gomi to create Bluetooth speakers, utilising approximately 50,000 battery cells from Lime e-bikes in London. In Spain, VOI has joined forces with GDV Mobility to develop a solar energy storage solution by reusing battery cells from VOI vehicles, extending the lifespan of these batteries by another 8-10 years.‍However, a primary circularity challenge for many micromobility operators is predicting battery performance and state of health (SOH). This challenge also extends to vehicle manufacturers, particularly in the second-hand product market, as customers purchasing an 'old' e-bike or e-scooter often lack information about the battery's health. In such cases, manufacturers do not always offer battery performance testing services due to the high shipping costs associated with sending the batteries to their facilities, while shared mobility operators simply do not have proper tools to perform such assessments. Consequently, the lack of battery performance and health monitoring remains a significant barrier in many cases, limiting the potential of various business opportunities for both manufacturers and operators. Moreover, many manufacturers and operators struggle to identify the most suitable options for second-life uses of their batteries and how to bring these options to fruition.‍In this context, BatteReverse spoke with Robin Laffin, the Head of Operations at Bib Batteries – a French company that has developed a data-driven solution to extend battery life. Their algorithm assesses the residual value of a battery on the market, enabling them to provide operators with the best solution: repair, second-life usage, or recycling.‍Bib Batteries monitoring platform - how does it work?‍Bib Batteries base their operational model on the analysis and contextualisation of data from batteries received from their clients, typically via API. The French start-up provides a two-level tool to take care of batteries. ‍For technicians: a digital register of all the fleet’s batteries. This allows for the scanning of batteries from micromobility vehicles, typically through a QR-code or barcode, providing them the basic information on the battery, allowing to report incidents, and giving them instructions on what to do next: send the batteries to repair, second-life or recycling.‍For managers: several dashboards providing various insights, such as the fleet's battery size, battery age, average state of health (SOH), operational needs (i.e., whether the company has enough batteries per vehicle), the current status of batteries (e.g., the number of batteries awaiting repair or inspection), breakdowns of problem types, and recommended actions for repairs. Additionally, the tool contains a finance section with indicators to track battery economic value degradation per month and a transport section to organise battery selection and shipment to repairing, second-life or recycling.Bib Batteries dashboard‍By using its dashboard, Bib Batteries helps to triage batteries and offers different second-life usage options for mobility operators. For instance, damaged cells can be sent for recycling, while others with at least 65% SOH can be repurposed. The company has built a network of repairers in France, specialising in urban vehicle batteries, and is expanding this network beyond the country. Batteries are sent to the nearest repair facility, with batch sizes typically ranging from around 30 batteries for smaller clients, to 40-100 batteries for larger clients.‍The business model: extending the batteries life with well-fitting second-life applications‍Bib Batteries’ value proposition centres on minimising costs of vehicle operators by helping them in monitoring their battery fleet and optimising maintenance and circular management. The company usually offers a more cost-effective solution compared to pure recycling, allowing operators and manufacturers to maintain cash flow while disposing of batteries. While, at the moment, most customers of the French start-up are micromobility operators, the company has already started offering their services to EV OEMs as well.‍The strength of Bib Batteries’ business model lies in the network of partners which can transport, repair, and repurpose batteries, as well as in the proprietary algorithms allowing to analyse battery data. Bib Batteries charge their customers with a monthly fee to access their monitoring services. This fee depends on the number of batteries in the customer’s fleet. Another revenue stream comes from commission fees for creating deals between companies, such as selling second-life batteries to repurposers.Circular business model of Bib Batteries‍‍Key challenges in unlocking second life potential of micromobility batteries‍Although these examples are promising, there is still a long journey ahead to unleash the full potential of second-life batteries in the micromobility sector. Robin Laffin, Head of Operations at Bib Batteries, draws attention to the topic of awareness.Another major challenge is that many batteries are not built for repair or second life. For instance, the Battery Management Systems (BMS) in micromobility are not as advanced as those found in EVs. EV BMS systems are robust and can be diagnosed, but in light means of transport like scooters, BMS systems are generally less sophisticated, and it may sometimes be impossible to interact with them. Moreover, BMS systems are often proprietary and closed, making it difficult to repair batteries when the BMS is faulty or shut down. While documentation on the BMS may be accessible, the BMS itself cannot be ordered or replaced. Manufacturers retain ownership of the BMS in production, complicating efforts to find the necessary parts for battery repairs. ‍A practical example of this challenge is when disassembling a battery to repair another one. To obtain the BMS, it might be necessary to disassemble four batteries just to repair one. Given that BMS breakdowns are relatively common, batteries often end up with malfunctioning BMS, requiring BMS components to be sourced from other batteries for repairs. To facilitate more effective repairs, it is crucial for battery producers and vehicle OEMs to give access to parts or software so that batteries can be repaired. Unfortunately, there are still providers who do not grant access to their BMS, further hindering efforts to extend the lifespan of these batteries.‍Generally speaking, the wide variety of micromobility batteries, with little to no standards, makes it difficult to find spare parts and repair batteries in a cost-effective way. The use of silicon for example, indeed protects the cells a little better, but makes it way more difficult to reuse them, and sometimes cover other parts of the batteries that would be repairable otherwise. Some battery producers are already designing batteries in a new way, especially in Europe, making them more repairable and reusable.‍‍Use cases and future plans of Bib Batteries‍Currently, Bib Batteries monitors approximately 10,000 batteries, primarily in France, with plans to expand into neighbouring countries. One notable partnership was formed with VelyVelo, a Paris-based electric-assist bike (E-bike) rental company, resulting in 300 e-bike batteries saved from recycling for repair. After analysing the SOH of the batteries, Bib Batteries sorted and diagnosed them. As a result, 80% of the batteries were repaired by a local partner at a lower cost than purchasing new batteries (€100 per repair vs. €300 for a new battery). This approach proved both economically efficient and environmentally sustainable.‍Another significant partnership was established with Voi in Marseille and WeRECY. Bib Batteries' management platform analysed operational data from end-of-life batteries from Voi Technology Marseille and sorted them based on SOH. A hundred batteries with a SOH too low for scooter use but high enough for a second life were collected and treated by WeRECY for repurposing within the public lighting system.‍Second-life batteries from micromobility do not always have to serve a lower-value application. In their most recent collaboration, Bib Batteries delivered retired cells from Dott scooters to Manufacturing Partners, a Polish company specialised in repurposing. The cells were integrated into a 36-kWh battery pack and used to retrofit an antique 1931 boat, now running on a 10 kW direct drive Axial Flux motor.‍Having in mind the new obligations in the Battery Regulation that came into effect this year, Bib Batteries is now working on a new module for their platform to calculate the battery’s CO2 emissions throughout its lifetime. Additionally, the French start-up is developing a battery passport functionality to store comprehensive battery information, such as the current battery status and incident reports (together with their severity), ensuring traceability for any future battery users. The company also plans to extend their activities in the EV battery market which is expected to grow significantly in the coming years.‍Upcycled battery cells used to retrofit an antique boat ‍‍This case study was elaborated as part of the BatteReverse project by EIT Urban Mobility and Bax & Company with input from Bib Batteries. The article is part of the Circular Business Cases series, which analyses existing business models for Li-ion batteries. ‍‍Join the BatteReverse community for more industry insights shaping the battery circularity landscape.‍

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Bib extends the lifecycle of batteries from their first use in electric vehicles to their second life.

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<p>Bib Batteries, a French startup, provides a data-driven platform to monitor and manage the health of micromobility battery fleets. Their solution supports operators in choosing the most appropriate end-of-life path - repair, second-life use, or recycling - based on real-time battery diagnostics. This approach enables significant cost savings, reduces waste, and extends the lifecycle of lithium-ion batteries used in electric scooters, e-bikes, and other light mobility vehicles.</p>