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This collection was curated by the Circle Economy team from Knowledge Hub case studies for businesses, local and national governments around the world to find inspiration in practical examples of the circular economy. 

Visit the <a href="https://circle-economy.com" target="_blank">Circle Economy website</a> for more information and for more publications on the circular economy.

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Circle Economy

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CAT Africa

Business case

Impact on the quantity or quality of jobs, and shifts in the labour market

Jobs

Impact on the health and happiness of human populations

Well-being

Contribution to social parity, or impact on social disparity

Equality

Direct and indirect reduction in economic costs

Cost Savings

Reduced green house gas emissions released into the biosphere

Reduce Emissions (SDG13)

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

Replace energy sources with less impactful alternatives and enact energy efficiency measures

Regenerative energy

Converting fossil fuel based operations to electric

Electrification

Using renewable energy like solar, wind, etc. or renewable fuels like biomass, etc.

Renewable energy, fuels

Build countries consume 13% of the global material footprint, while they account for almost 50% of the population. 

Examples include countries in Sub-Saharan Africa and South Asia such as: 
- Bangladesh
- Ethiopia
- Nigeria
- Pakistan
- The Philippines
- Some small island states, ...

Minimal contribution to the overshoot of planetary boundaries: these countries contribute 20% of land use change, 30% of
freshwater use, 23% of phosphorus emissions to soil, and 11% of nitrogen emissions.

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.

Build

Business

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

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.

Browse case studies by type of implementing stakeholder.

Implementing stakeholders

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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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         Barefoot Power are innovators in solar – they were the first, and best, to lead the charge in the solar home system and connected accessory markets. As their agent for the Pacific Islands, we have enjoyed working alongside them for six years, developing products suitable for the Papua New Guinea market.  In partnership we have been able to lead the way in the PNG market, and subsequently Barefoot Power has become the most recognised brand in PNG for solar home systems. We look forward to continuing our work alongside them into the future.         

 
Maria Njoroge is a young mother living in rural Kenya. She was very happy after giving birth to a healthy baby girl whom she named Naomi, after her grandmother. Maria’s life was not easy as she, like the majority of the people in rural Kenya have no access to electricity. When dusk comes on her grass-thatched hut she has to light a kerosene lamp which is called locally “koroboi”. Less than a month after little Naomi came into the world, while Maria was cooking her meal outside, the koroboi burst, setting the hut ablaze. Naomi died in the inferno.
The problem: energy poverty 
Globally, close to two billion people have no access to electricity; they are the so-called BOP (Base Of the social Pyramid). About 40 percent of these people live in Africa. The levels of electrification are lowest in sub-Saharan Africa where less than 10 percent of the general population is connected to the national grid. In rural areas, apart from some dry cell and car battery powered houses, the majority of people still burn kerosene (paraffin) to light their homes when the sun goes down.
The most logical solution to the problem — extending national electricity grids — has proven very challenging in Africa. Despite ambitious plans to increase generation capacity and transmission lines, grid extension is still outpaced by population growth in many places, causing a decrease instead of increase of rural electrification levels.
Two Australian entrepreneurs, Stewart Craine and Harry Andrews, recognized there was an opportunity here. In 2005 they started Barefoot Power, a company aimed at delivering affordable, clean and safe solar based lighting solutions to off-grid areas in low income markets. With all the above mentioned facts in their minds they decided to make Kenya and Uganda focal countries for the dissemination of their solar lamps, called “Firefly”.
Reverse rural electrification
The revolutionary concept behind Barefoot Power was that of “reverse rural electrification”. Instead of building an electricity grid in the traditional way, from a central power plant, through power lines, to an individual household, they recognized the need to start on the other end, inside the homes of the rural people.
Small solar lights replacing dangerous and costly kerosene lamps were the first step towards electrification of rural homes. After small lighting solutions, bigger ones could follow so that, gradually, energy systems would be scaled up. This way, high capital investments in power plants, transmission points and distribution lines would not be required. Scale-up could be done gradually, along with the ability of the end user to pay for it out of his own pocket. A revolutionary approach was born.
Over the past five years, Barefoot Power has proven that its products have met real market demand. Payback on the lighting systems (capital cost versus what people would have spent on kerosene) is typically between three and six months. After the payback period, no daily energy expenses are required for the remaining lifetime of the system.
Startup financing – the challenge of initial investment capital
Initial challenges in setting up a local distribution company were related to a lack of investment and working capital. Finding commercial financing for a startup in Africa was not possible and even the more socially inclined funding institutions could not help out. Besides, the cost of money in Africa is quite high.
Eventually startup capital was raised through the peer-to-peer lending platform. Within two weeks US $15,000 was raised from a total of 107 individual lenders and operations began.
Distribution
During the initial setup of the company, a four day training program was designed with the aim of preparing individual entrepreneurs to sell the Barefoot Power products in rural markets. After the training, the entrepreneurs were to receive 50 percent of their stock on a two week credit plan to reduce their working capital constraints. Upon completion of the training they received the so-called “business in a bag”, a complete package including a branded vest and cap, a receipt book, ID, and a branded bag to carry ten firefly lamps.
Since 2008, Barefoot Power has trained over 300 such entrepreneurs. These individuals have achieved varying levels of success, but overall this way of distribution has been very instrumental in the development of the company by fostering the penetration of the product.
 The products – developed for and in cooperation with the BOP customers
The first generation of products, though very basic in design, were immediately recognized by the market as superior alternatives to kerosene lamps. Where an average family would spend around US $6-$8 on kerosene per month, the $18 lamps had a payback time of three months. Given a battery lifetime of about two years, it made good sense to many early day buyers.
As the lights found their way into the rural areas of the country, reports came back about people using the 1Watt solar panel to charge their mobile phones, in addition to the lamps. In Uganda and Kenya geographical mobile coverage is close to 100 percent and ownership of mobile phones is equally high. Nonetheless only 10 percent of the people have access to electricity, forcing many people to charge their phones at expensive charging points in the towns sometimes several kilometers away from their homes.
Barefoot Power decided to change the solar panels from 1 Watt to 1.5.Watt. At 1.5 Watt, most standard mobile phones in the market could be charged, thereby greatly increasing the overall value of the product. The “Firefly12 Mobile”, offering a light, a solar panel and phone charging adaptors for the majority of the phones in the market, was an immediate hit. Despite its 25 percent higher price, it completely replaced the market for the original product. It was an important lesson on how listening to customers can lead to valuable product improvements.
Competition and other challenges
Barefoot Power, having started as one of the early day pioneers in the market, is currently (2012) the market leader in East Africa. With offices in Uganda, Kenya and Rwanda and strong importing and distribution partners in Tanzania, the company anticipates maintaining this position in the region in the years to come.
Competitors like Greenlight Planet, Toughstuff, Dlight, and Trony are all equally young, entrepreneurial businesses, facing similar challenges like financing, steady supply, steady product quality, limited awareness in the market and challenging distribution environments.
Bureaucracy and corruption also pose obstacles. During the first year, the company suffered obstruction from local authorities, especially around importation of products. Complaints about this went as far meeting with the responsible minister and eventually the requests for bribes ended.
Customer service in BOP markets can also be lacking. Living up to a promise of good quality products and customer service is challenging in Africa. Retailers and customers are not yet used to phenomena such as product warranty and an active customer service approach. Barefoot Power has been dedicated to deliver on this promise from the start and continues to expand a customer service infrastructure. The main components of this infrastructure are a network of technical service stations across the country and active enforcement of supplying customers with warranty receipts.
Successes to date
Barefoot Power will have reached around two million Ugandans and Kenyans with affordable, clean and safe lighting and phone charging solutions by the end of 2012. It will have achieved this through a profitable business that directly and indirectly employs over 400 people.
If this technology is adopted by all rural people in the next ten years or so, one can look forward to a brighter future where the little Naomis can celebrate their 15th birthday, study and grow up without exposure of eyes and lungs to toxic fumes.
In order to make this happen, a bumpy road still lies ahead. The implementation of a mass market transformation in the energy sector in rural Africa will need full engagement by and cooperation between players from the public and private sector as well as academia. In parallel to the development of phone networks in Africa, the development of the energy sector will follow a different path than it has in other parts of the world. Centralized, top down energy infrastructure projects will not be abandoned, but will be complemented by bottom up, market driven efforts which will help in speeding up the process of electrifying the un-electrified areas of our planet.
When considering the forces that Barefoot Power is battling in Africa, it is tempting to include other solar lighting companies. But the true enemies this Australian company is fighting are energy poverty, ignorance, poor living standards, bad health, death by fire and loss of property. Barefoot Power is confident that with enough patience and perseverance, this battle can be won for millions of people in Africa.
Izael Pereira Da Silva is an Associate Professor and Director of Centre of Excellence in Renewable Energy and Sustainable Development, CERESD, at Strathmore University in Nairobi, Kenya. Boldewijn Sloet is country director (Kenya) for Smart Solar which is a subsidiary of Barefoot Power. 

This report by the Circular Jobs Initiative finds that combining the social and the circular economy agendas can facilitate an inclusive, just and safe labour market. Based on case studies of social enterprises and cooperatives engaged in circular activities, the report explores how the circular economy can benefit from integrating and collaborating with social economy organisations. While the social aspects of the circular economy remain underexplored, the social economy holds vital expertise that is needed to create the conditions, frameworks, and protections to ensure a just transition to circularity. The report provides recommendations for entrepreneurs, local and national policymakers to help them understand how they can be part of an ethical and inclusive circular economy.

Africa

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Barefoot Power is a global, social for-profit enterprise that manufactures and distributes solar phone charging, lighting products and business development services to people at the base of the global economic pyramid. 

Barefoot Power

Barefoot Power is a business that assists people in developing countries to access affordable renewable energy. Their mission is to help low income families break their dependence on inefficient, expensive and harmful light sources by giving them cleaner and cheaper options. Through a diverse distribution strategy including global importers to micro franchises, Barefoot Power reaches the most remote communities across 22 countries worldwide.&nbsp;

Barefoot power lights up rural Africa

Article / Report

Extracting resources and processing them to produce materials for use bysociety

Materials and Fuels

Extracting resources and minerals from the earth, such as coal, oil, gas, iron, bauxite, sand, clay, etc.

Mining

Ensure renewable, reusable, non-toxic resources are utilised as materials and energy in an efficient way

Prioritise regenerative resources

**End poverty in all its forms and everywhere**

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Since 2015, global poverty reduction was already slowing down and the impacts of the COVID-19 pandemic reversed three decades of steady progress with the number of people living in extreme poverty increasing for the first time in a generation. Recovery from the pandemic has been slow and uneven as the world is presently facing multiple geopolitical, socioeconomic, and climatic risks. 
Given current trends, 575 million people (nearly 7% of the world’s population) will still be living in extreme poverty in 2030 compared to 800 million in 2015 (or 10.8%). 
A surge in action and investment to enhance job opportunities and extend social services to the most excluded is crucial to delivering on the central commitment to ending poverty.
The 2030 Agenda acknowledges that eradicating poverty in all its forms and dimensions, including extreme poverty, is the greatest global challenge and an indispensable requirement for sustainable development.


Priority actions on poverty eradication include:
- improving access to sustainable livelihoods, entrepreneurial opportunities, and productive resources;
- providing universal access to basic social services;
- progressively developing social protection systems to support those who cannot support themselves;
- empowering people living in poverty and their organizations;
- addressing the disproportionate impact of poverty on women;
- working with interested donors and recipients to allocate increased shares of ODA to poverty eradication; and
- intensifying international cooperation for poverty eradication.

 For more information and documents on this topic, please visit [this link](https://sustainabledevelopment.un.org/topics/povertyeradication)

Sources: [https://sdgs.un.org/goals/goal1](https://sdgs.un.org/goals/goal1)
[https://sdgs.un.org/topics/poverty-eradication](https://sdgs.un.org/topics/poverty-eradication)

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1. No poverty   

End poverty in all its forms and everywhere

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

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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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インダストリー4.0市場：日本と世界で進むデジタル製造革命■ インダストリー4.0とは<a href="https://www.fortunebusinessinsights.com/jp/%E3%82%A4%E3%83%B3%E3%83%80%E3%82%B9%E3%83%88%E3%83%AA%E3%83%BC4.0%E5%B8%82%E5%A0%B4-102375" rel="noopener noreferrer" target="_blank">インダストリー4.0（業界4.0）は</a>、IoT、AI、ビッグデータ、ロボティクス、クラウド、デジタルツインなどの先端技術を活用し、製造業を中心とした産業プロセスをデジタル化・自動化する新しい産業モデルです。グローバルインダストリー4.0の市場規模は、2021年に11455億米ドルと評価され、2022年の1,3009億米ドルから2029年までに377.30億米ドルに成長すると予測されており、予測期間中は16.3％のCAGRを示しています。北米は業界4.0を支配し、2021年には市場シェアが26.34％で、スマートマニュファクチャリングと政府の強力な支援の広範な採用に起因していました。リアルタイムデータに基づく意思決定や、生産ラインの自動制御、品質管理の高度化などが可能になり、世界中の企業が導入を進めています。<img src="https://prajaavani.com/wp-content/uploads/2025/12/Industry-4.0--300x137.png">&nbsp;無料サンプルをダウンロード:&nbsp;<a href="https://www.fortunebusinessinsights.com/jp/%E5%95%8F%E3%81%84%E5%90%88%E3%82%8F%E3%81%9B/%E3%83%AA%E3%82%AF%E3%82%A8%E3%82%B9%E3%83%88-%E3%82%B5%E3%83%B3%E3%83%97%E3%83%AB-pdf/%E3%82%A4%E3%83%B3%E3%83%80%E3%82%B9%E3%83%88%E3%83%AA%E3%83%BC4.0%E5%B8%82%E5%A0%B4-102375" rel="noopener noreferrer" target="_blank">https://www.fortunebusinessinsights.com/jp/%E5%95%8F%E3%81%84%E5%90%88%E3%82%8F%E3%81%9B/%E3%83%AA%E3%82%AF%E3%82%A8%E3%82%B9%E3%83%88-%E3%82%B5%E3%83%B3%E3%83%97%E3%83%AB-pdf/%E3%82%A4%E3%83%B3%E3%83%80%E3%82%B9%E3%83%88%E3%83%AA%E3%83%BC4.0%E5%B8%82%E5%A0%B4-102375</a>プロファイルされた主要企業のリスト：Abb Ltd（スイス）シーメンスAG（ドイツ）Cognex Corporation（私たち。）シュナイダーエレクトリックSE（フランス）Honeywell International Inc.（米国）Emerson Electric Co.（米国）Rockwell Automation、Inc。（米国）ゼネラルエレクトリックカンパニー（米国）ロバートボッシュGmbH（ドイツ）■ 世界のインダストリー4.0市場規模世界のインダストリー4.0市場は近年急速に成長しており、スマートファクトリー需要の高まりと自動化投資の増加により、今後も高い成長率が見込まれています。市場は2024年時点で大きな規模に達しており、2030年代にかけて年平均成長率は二桁台で推移すると予測されています。主な成長要因としては以下が挙げられます：スマート製造の普及産業用IoT（IIoT）の導入拡大AIを活用した予知保全・品質管理デジタルツインによる生産最適化サプライチェーンのデジタル化■ 日本市場の動向日本では製造業を中心にインダストリー4.0の導入が活発化しています。高度な技術力やものづくり文化を背景に、デジタル化へのニーズが急速に高まっています。日本市場の特徴は以下の通りです：スマートファクトリーの導入が増加生産ラインの自動化とロボティクス需要の拡大労働力不足を背景にしたデジタル化の加速高品質製造を維持するためのデータ活用の強化産学連携による技術革新の推進国内企業は、設備のデジタル化やAI解析を取り入れた生産工程の効率化を進めており、グローバル競争力向上を目的とした取り組みが広がっています。■ 市場成長を支える主要技術インダストリー4.0市場を支える代表的な技術は以下です：● IoT / IIoT工場の設備や機械をネットワーク化し、リアルタイムで状態を可視化。故障予兆検知や生産性向上に直結。● AI・機械学習蓄積されたデータを解析し、最適な生産計画、予知保全、自動化制御を実現。● ロボティクス産業用ロボットによる自動化は日本の強みであり、柔軟性・精度の高いスマート製造が進展。● デジタルツイン工場や設備をデジタル空間上に再現し、シミュレーションと最適化が可能に。● クラウド &amp; サイバーセキュリティ大量データを安全に管理し、生産ライン全体の情報を統合して最適化。■ インダストリー4.0導入のメリットインダストリー4.0が企業にもたらす主なメリットは以下の通りです：生産効率の大幅な向上リアルタイムの可視化による品質改善コスト削減と稼働率最大化柔軟な生産ラインによる需要変動対応環境負荷の低減労働力不足への対応特に日本では、品質維持・生産性向上・省人化が強く求められており、インダストリー4.0はその解決策として注目されています。情報源:&nbsp;<a href="https://www.fortunebusinessinsights.com/jp/%E3%82%A4%E3%83%B3%E3%83%80%E3%82%B9%E3%83%88%E3%83%AA%E3%83%BC4.0%E5%B8%82%E5%A0%B4-102375" rel="noopener noreferrer" target="_blank">https://www.fortunebusinessinsights.com/jp/%E3%82%A4%E3%83%B3%E3%83%80%E3%82%B9%E3%83%88%E3%83%AA%E3%83%BC4.0%E5%B8%82%E5%A0%B4-102375</a>■ 結論：日本製造業の未来を支えるインダストリー4.0インダストリー4.0市場は世界的に急成長を続けており、日本でもその導入が加速しています。IoT、AI、ロボティクス、デジタルツインといった技術革新は、製造業の競争力を大きく左右する要因となっています。デジタル化と自動化は、企業の生き残り戦略として不可欠です。今後もインダストリー4.0は、日本の産業基盤を支える重要なキーとなり、持続可能な成長と高付加価値製造を実現するための中心的な役割を担っていくといえま主要な業界開発：2021年3月&nbsp;- Nokia Corporationは、ブラジルに本社を置くPower、およびAutomationのWEG Industriesと提携して、Nokia Digital Automation Cloud（DAC）プラットフォームの開発を後押しし、Industry 4.0ソリューションを立ち上げました。2021年4月&nbsp;- Digital Technology and Engineering Solutions CompanyであるCyientは、製造業のデジタルトランスフォーメーションを可能にするIntellicyient Suiteを立ち上げました。このソリューションは、製造、産業、航空宇宙、自動車、ユーティリティなどの資産に大きな価値を提供します。