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This collection has been built by a community of passionate researchers, students, and industry professionals as part of <a href="https://worldcirculartextilesday.com/" target="_blank">World Circular Textiles Day</a> (WCTD). 


World Circular Textiles Day takes place every year on 8th October.  Our vision is to galvanise the collective ambitions and goals of people, organisations and businesses to reach a fully circular textiles world by 2050. Our mission is to provide a framework for circularity stakeholders to develop and deliver a collaborative, evolving roadmap and to chart circularity’s momentum annually from the 8th of October until 2050.

What does fully circular by 2050 mean?
- Shared textile resources, in the form of products and raw materials, are kept in **continual circulation**.
- Virgin resources are **replaced with circular materials**.
- Dignity, equity, and equality for the **people** involved in all parts of the circular value chain.

We need to know where we stand today to chart how to get to 100% Circularity by 2050. What circular activity is currently happening in the textiles and apparel industry, and where in the world is it happening? The WCTD Collection aims to answer this question by building the world’s largest digital library of circular textiles case studies. 

World Circular Textiles Day is proud to be supported by our 2022-23 Circular Hero Partners:
[Lenzing](https://www.lenzing.com/), [Texaid](https://retailsolutions.texaid.com/), [Bank & Vogue](https://www.bankvogue.com/), [Usha yarns limited](https://ushayarns.com/), [The Conduit](https://www.theconduit.com/), and [Asia Pacific Rayon](https://www.aprayon.com/en/)

## Want to contribute to the WCTD Collection? Sign up and add your circular textiles activities.





World Circular Textiles Day

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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

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)

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 and providing business and consumer goods and services

Goods and Services

Producing textile and leather products and processing them into apparel and accessories

Fashion and Textiles

While resources are in-use, maintain, repair and upgrade them to maximise their lifetime and give them a second life through take back strategies when applicable

Stretch the lifetime

Consider opportunities to create greater value and align incentives that build on the interaction between products and services

Rethink the business model

Use digital, online platforms and technologies that provide insights to track and optimise resource use, strengthen connections between supply chain actors, and enable the implementation of circular models



Incorporate digital technology

Give products and parts another life after their end-of-use

Maximise lifetime of products after use

Employ online platforms to connect and improve information sharing between stakeholders

Digital platforms

Marketplaces or services that enable the second hand sale of products

Second-hand sale, distribution

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

Peer-to-peer online marketplaces

VISION:
Products and services are designed for multiple use and material value retention, with maximum positive impact.

DETAIL: 
Imagine a time when…products flow via optimal collection and distribution streams into reusable and repairable product platforms. Reuse and access models are dominant, and products are designed for multiple recirculation before biodegrading (if designed to do so), or being broken down into reusable raw materials for production. People only consume what they need. Production and consumption wastes have been fully eliminated and multifunctional, season-less and timeless fashions are the norm, yet still fulfil our human need for expression and creativity without constraint. All business models, organisations, governments and citizens play a role in maintaining a healthy, functioning circular ecosystem.

Products and Services

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

Archetypes

CE Materials

Impacts

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Industries

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Materials

Nace Sectors

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

Topics

Urban Opportunities

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

It is 2050.  Full systems change has taken place. This wouldn’t have been possible without the immediate action and radical steps taken from 2020 onwards. Many targets had to be identified in the early 2020s and achieved by 2030 to ensure that the 2050 goal happened in full. A sense of urgency, turbo stakeholder collaboration, supportive government regulation and clear, data driven targets enabled the mindsets and systems change needed to transform to a fully circular textiles ecosystem.

A circular economics model underpins what we have created. It reflects and supports a living organism made up of makers, users and restorers, interacting across vibrant and interconnected networks. Checks and balances, alongside transparency and accountability, ensure a healthy system. Financial, environmental, and social metrics have the purpose of serving communities and the planet. There is shared ownership of profit and loss – across all three metrics – throughout the value chain.

This is what we’ve achieved over the last 30 years:

WCTD Themes

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The Circular City Actions Framework provides urban changemakers with five complementary strategies they can use to start working towards a more circular system. 

The framework is action-based to provide users with concrete strategic directions and showcase the desired outcomes of each strategy. 
The framework consists of five complementary **strategies**, under which **sub-strategies** provide further detail. Finally, each sub-strategy consists of a diversity of tangible **solutions** which are framed in relation to key thematic areas. 

Note: solutions are currently focused on:
- 🍏 **Food systems**
- 🏢  **Built environment**
- 👕📱  **Consumer goods**
- ⚡ **Energy Systems**
- 🚌 **Mobility Systems**
- 💧 **Water Systems**

More thematic areas are coming soon...

'Click through each of the five strategy cards below to explore the framework and circular economy case studies in more depth!'



This framework was developed in collaboration with ICLEI, Metabolic and Ellen MacArthur Foundation with support from the MAVA Foundation. Read more about it [here]( https://circulars.iclei.org/action-framework/). 



Circular City Actions Framework

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An action-based framework for local governments working towards circular cities

Thematic Areas

City Stakeholders

Test Framework

Challenges

Based on the ongoing ISO standardisation process, a taxonomy has been defined under which to cluster indicators to measure circularity. 

ISO Taxonomy

If managed well, the transition to the circular economy will have multiple benefits for the labour market, including the opening up of job opportunities, raising job standards and reducing inequalities through a global redistribution of value. But a positive transition to circularity for work and workers must be underpinned by three pillars: upskilling the workforce, quality of work and inclusive job opportunities. Find out more and explore cases that illustrate these pillars below.

Circular Jobs Initiative Pillars

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A positive transition to circularity for work and workers must be underpinned by three core pillars.

This is a survey that dives into understanding the policy environment around specific circular solutions. 

The survey is divided into five sections, based on the five key elements of the Circular Cities Action Framework. 
Each section asks 2-3 questions to explore which policies may or may not be present within your city to support a transition towards a circular economy. 

You are not alone! Each question provides some practical examples from cities around the world that have adopted a certain policy to support their transition. This can help to compare with your city - is your city doing something similar?

The survey answers should be based on your current knowledge, and not illicit additional research - ! Please make use of the Not sure option as appropriate.


Ganbatte Cities Policy Tracker [Food]

Ganbatte Cities - Policy tracker policy instruments

Policy Tracker - TEST

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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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01 - 05 Vestiaire Collective is transforming fashion But why does it need to change? Scroll to discover  

PARIS — Vestiaire Collective is cashing in on K-pop cool with the launch of local services in South Korea.
The French luxury resale platform cited the country’s growing cultural cachet as one of the reasons it’s targeting the market, as well as opening a new office and authentication center in Seoul.
In revealing the launch, the company called South Korea “a country that is having a critical moment in the global spotlight with its powerful culture exploding in all areas, from K-pop and K-dramas to fashion, beauty and beyond. The expressive and individual fashion taste from South Korea is quickly spreading across the globe.”
South Korea’s luxury market size is valued at $15.2 billion, and is one of the 10 largest markets for personal luxury goods, according to the most recent numbers from Bain & Co., which said the country is “undergoing a profound transformation” and replacing tourist spending with local demand. Vestiaire Collective hopes to translate that growth into a new focus on resale and interest in circular fashion for the certified B-corp.
“South Korea is a very dynamic country leading global trends in tech, fashion and sustainability,” said president and cofounder Fanny Moizant. “It also strengthens our commitment to being a force for good in the global fashion ecosystem, by offering affordable and sustainable alternatives to fast fashion. We expect this positive influence and good energy to highly appeal to the South Korean community, so that we can jointly contribute to building a better future.”
“With its rapid growth and innovative multichannel market, South Korea has such a great potential,” added chief executive officer Max Bittner. “We expect this strategic launch to highly benefit other markets within the Asia-Pacific region.”
Seoul marks the company’s sixth announced global authentication center, following France, Hong Kong, the U.K. and two in the U.S., the second of which will be operational by the end of 2022. It will allow Vestiaire to offer an added level of trust to consumers in the highly label-driven market.
        A Chanel purse gets examined by the Vestiaire Collective team. Courtesy Vestiare Collective    Vestiaire will offer upscaled services in South Korea, including courier pick-up and drop-off locations. Transactions will be in local currency and language, and the site will offer easy sign-up through lifestyle portals Naver and Kakao.
The move into Korea is significant for Vestiaire, as it’s the first time the platform is expanding a localized service to non-English-speaking Asia following Singapore and Hong Kong, and marks a growth plan for the market which has been in the works through successive investment rounds.
Kering and Tiger Global Management injected a $216 million funding round into the resale platform in 2021 with an aim to focus on global expansion. In 2020, the company received a $64 million round of funding with investment from Korelya Capital, the Asian-focused French firm cofounded by former minister of culture Fleur Pellerin and backed by Korean tech giant Naver, with the intent to expand in Japan and Korea.


The local strategy also requires global sellers and scale. To do that Vestiaire acquired Los Angeles peer-to-peer resale platform Tradesy earlier this month in an all-cash transaction, bringing the US to up to 30 per cent of Vestiaire’s overall sales and increasing its product count from three to five million. The two platforms will continue to operate separately in the short-term, but will reassess in the coming months. It’s also building more authentication centres, with two LA hubs in the works already. Vestiaire currently has four authentication centres in Hong Kong, France, New York and the UK, the latter of which increased local sales from 20 to 70 per cent, according to the company. Collaborating to achieve scaleIn February 2021, Vestiaire Collective launched its Brand Approved programme with Alexander McQueen as a founding partner, allowing the British luxury brand’s clients to receive store credit in exchange for secondhand goods authenticated by Alexander McQueen. Approved items are then tagged to allow future buyers — who purchased through a dedicated page on Vestiaire Collective — to access information about their authenticity.“We hope many houses will follow, because we need to act collectively to have impact-at-scale,” Alexander McQueen CEO Emmanuel Gintzburger said in a statement at the time. A month later, Vestiaire Collective closed a €178 million financing round, backed by Alexander McQueen owner Kering and US investment firm Tiger Global Management, with chairman and CEO François-Henri Pinault stating: “Pre-owned luxury is now a real and deeply rooted trend, especially among younger customers. Rather than ignoring it, our wish is to seize this opportunity.”Authenticating products in real-time is also on the agenda. The World Economic Forum is working with Vestiaire Collective, digital ID company Evrythng and Ralph Lauren to develop a digital platform to connect different resale platforms, so products are priced and authenticated immediately, similar to how in-store credit card machines can authenticate funds with various banks.As WEF is a non-profit, its findings will all be open-sourced, with the potential for another player to create a commercial version of the pilot and bring in more partners. “We’re trying to identify pre-competitive challenges that everyone would like to move the dial on but no-one can do alone,” explains Ian Cronin, community curator at World Economic Forum. He says the new system would save resale players time, money, and transportation emissions by limiting how many times each item needs to be authenticated between owners.“The only limitation for this gateway system is that the user needs some type of digital traceability in their supply chain already,” he continues. “The more partners design their resale platforms in an inter-operable way, the bigger the potential benefits for the whole resale economy.”Comments, questions or feedback? Email us at feedback@voguebusiness.com.More from this author: What does the war in Ukraine mean for fashion’s sustainability goals?Neiman Marcus is swapping fur for apple leather. Can it convince loyal customers?The US considers making companies disclose emissions and climate risks

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South Korea

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Tradesy

Vestiaire collective

<p>Vestiaire Collective is taking a local approach in the way it connects buyers and sellers of preloved premium and luxury fashion on its global marketplace. They set an ambitious target to be net positive by 2025 which would require a reduction of 25% in carbon activities. Transportation makes up 80% of this, so minimising the distance goods travel, as well as transportation method has been the focus to minimise overall impact.&nbsp;</p>

Vestiaire Collective - Local Approach to Luxury Resale

<p>Vestiaire collective is an online marketplace for pre-owned luxury and fashion items.</p>