This document discusses implementing circular practices in businesses. It covers selecting circular business models, barriers to entry in the circular economy, and accumulating reusable means of production. Specifically, it outlines five circular business models (resource, design, lifetime extension, platform/sharing, product-as-a-service), discusses internal and external barriers businesses may face, and introduces the R-ladder approach for prioritizing circular strategies from refuse to reduce to reuse to recycle.

1. www.circularcreatives.eu
Specific Practices to
Implement in your Business:
Cost, Waste, Revenue, Employment
MODULE 5
This work is licensed under a Creative Comm4.0 International
License http://creativecommons.org/licenses/by/4.0/

2. Module
Presentations
Content
PREFACE
WHAT IS REQUIRED TO GET A
SUSTAINABLE BUSINESS MODEL IN
THE CIRCULAR ECONOMY?
ACCUMULATING REUSABLE MEANS
OF PRODUCTION
Specific Practices to
Implement in Your
Business: Cost, Waste,
Revenue, Employment
The European Commission support for the production of this publication does not
constitute an endorsement of the contents which reflects the views only of the authors,
and the Commission cannot be held responsible for any use which may be made of the
information contained therein
03
07
32
01
03
02
REDUCING WASTE 48
04
RETAINING KEY AND TALENTED
EMPLOYEES 69
05

3. Preface
01

4. CIRCULAR
CREATIVES
CIRCULAR
CREATIVES
This module focuses on practical tools that can
increase circularity in your business model.
The module is composed of 4 units:
• UNIT 1: What is required to get a sustainable
business model in the circular economy?
• UNIT 2: Accumulating reusable means of
production
• UNIT 3: Reducing waste
• UNIT 4: Retaining key and talented employees
Specific Practices to Implement in
your Business: Module Content
4

5. CIRCULAR
CREATIVES
5
Learning
Objectives
Understanding and evaluating
various circular business models
Identifying skill sets that benefit
sustainable business models
Assessment of the barriers of
entry to the circular economy
Understanding of various material sources,
waste reduction strategies and standards
Understanding the role of collaboration in the
circular economy

6. CIRCULAR
CREATIVES
6
Learning
Outcomes
Develop a sustainable business strategy and identify
opportunities for innovation within the circular economy
Identify production methods that can be adapted to the
circular economy and propose alternatives
Create a strategic plan for implementing the R-Ladder
in business
Determine advantages, opportunities and challenges in
adopting sustainable materials and waste reduction in
business
Develop a waste reduction plan
Identify gaps in skills and knowledge, and
routes for recruiting suitable candidates

7. Unit 1 What is
required to get a
sustainable business
model in the circular
economy?
02

8. CIRCULAR
CREATIVES
8
Source
When considering circularity in your
business, it is important to choose the
right Circular Business Model.
According to current research and
classifications, there are five circular
business models in use.
1. Resource Model
2. Design Model
3. Lifetime Extension Model
4. Platform (sharing) Model
5. Product-as-a-Service Model
Circular Business Models

9. CIRCULAR
CREATIVES
This model focuses on the recovery of
parts and raw/processed materials at
the end of the lifecycle (discard
phase). These parts/materials can be
given a new purpose by being
upcycled or downcycled, and this can
continue until the part/material is no
longer able to be repurposed.
9
Resource Model

10. CIRCULAR
CREATIVES
Case Study
RetourMatras
Used and discarded mattresses are often
incinerated; RetourMatras collects mattresses
from recycling centres and shops, and
processes them into new mattresses. They
work with other companies such as IKEA to
encourage the recycling of mattresses for this
purpose.
Resource Model
Click to
READ
10

11. CIRCULAR
CREATIVES
11
Design Model
This model focuses on the design of
products so that they fit within the
principles of circularity. New products and
the re-design of existing products include
design for repair and maintenance, design
for recovery and recycling, and design for
lifetime extension. This approach is in
contrast to the linear economy principles
such as “planned obsolescence”.
The design model encourages the design of
products based on longevity, design for
ease of repair, designing for disassembly,
the use of reusable materials and in some
cases, bio-based materials.

12. CIRCULAR
CREATIVES
Case Study
Patagonia
Patagonia clothing is designed for longevity,
multi-function and non-aging. The products are
designed in such a way to accommodate repair,
reuse and recycling; by 2020, Patagonia had
repaired over 100k garments.
Design Model
Click to
READ
12

13. CIRCULAR
CREATIVES
13
Source
This model focuses on methods for
extending the usable life of products,
parts and materials. Key aspects
include repair, maintenance,
refurbishment, replacement,
repurposing and reuse.
Lifetime Extension Model

14. CIRCULAR
CREATIVES
Case Study
Interface
Interface manufactures commercial flooring;
the ReEntry programme takes used carpets and
some are reused as flooring, some are
repurposed into other products, and some are
converted to basic material for recycling. By
2021 Interface recovered 22k tonnes of end-of-
life carpet.
Lifetime Extension Model
Click to
READ
14

15. CIRCULAR
CREATIVES
15
This model focuses on methods for
increasing the functional capacity of
products that are already in
circulation. By using a digital platform
to connect existing products and
potential users, this can increase
access and reduce the need for more,
new products to be created.
Platform (Sharing) Model

16. CIRCULAR
CREATIVES
Case Study
iFixit
iFixit is a consumer-to-consumer platform that
allows users to create and share repair manuals
to encourage the repair of electronic devices
and thereby reduce electronic waste.
Platform (Sharing) Model
Click to
READ
16

17. CIRCULAR
CREATIVES
17
Source
This model focuses on providing a
customer/user with access to a
product without needing to become
the owner of the product. Agreements
are in place regarding the use of the
product and timeframe, performance
of the product, and a fee, with the
option to become the owner of the
product.
Product-as-a-Service
Model

18. CIRCULAR
CREATIVES
Case Study
MUD Jeans
MUD Jeans offers a rental service for denim
jeans. A consumer can pay a fixed price for one
month and then either return the jeans or
purchase. In 2020 they had a turnover of 1.6
million euro.
Product-as-a-Service Model
Click to
READ
18

19. CIRCULAR
CREATIVES
19
Activity
Are there any Circular Business
Models in your community ? What
are they? Find out what type of
Circular Business Model do they fall
under.

20. CIRCULAR
CREATIVES
Selecting the wrong circular business
model can be very detrimental to your
business. It is important to know which
model best suits your business structure
and your customers.
Read more about Interface and the switch
from a Product-as-a-Service Model to
Lifetime Extension Model, and what that
meant for the success of the business.
Article: The Circular Business Model;
Harvard Business Review, July-August 2021
Selecting a Circular
Business Model
20

21. CIRCULAR
CREATIVES
Adopting the correct circular business
model is one part of the process, but
creative entrepreneurs must also be aware
of the barriers and limitations they face in
trying to break into the circular economy.
Barriers can be INTERNAL, within the
company, and EXTERNAL, outside of the
company.
Internal barriers include risk aversion,
short-term orientation, economically
driven thinking, unwillingness to engage in
trade-offs, shortage of resources, lack of
knowledge.
External barriers can include technology,
market, legislation, society and consumers.
Barrier to Entry
21

22. CIRCULAR
CREATIVES
CIRCULAR
CREATIVES
22
In order to manage the impact of these barriers,
entrepreneurs must implement strategies that support entry
into the circular economy.
These strategies can include:
1. ALIGN your company values with the goals and
principles of the circular economy. There must be a
shared perspective at all levels of the business and with
all key stakeholders.
2. Create a series of GUIDELINES to help with decision
making and risk management. Some business decisions
will be at the cost of circularity, and it is important to
develop an approach that allows big picture thinking as
well as short and long term trade-offs.
Barriers to Entry

23. CIRCULAR
CREATIVES
CIRCULAR
CREATIVES
23
3. Think about the business from MULTIPLE
PERSPECTIVES in order to identify where to best focus
on circularity.
4. Develop a NETWORK AND COLLABORATE. Address
external barriers with other business and
organisations that have shared goals for circularity.
Partner with various stakeholders – public authorities,
consumers, academics and work towards
implementing changes that will eliminate barriers.
Create opportunities for discussions that can change
perceptions and actions.
Barriers to Entry

24. CIRCULAR
CREATIVES
Barriers to a Circular Economy in Small
and Medium-sized Enterprises. Journal
of Cleaner Production, August 2022.
24
Click to
READ
Read More

25. CIRCULAR
CREATIVES
It is important to document your
commitment to sustainability and
circularity; this is helpful as a guiding
document for your business growth, and
for your customers/clients to know. This is
also a policy document that you can revisit
over time, as you continue developing
circular practices within your business.
25
Writing a Circularity
Strategy

26. CIRCULAR
CREATIVES
A few tips to keep in mind
BE HONEST – an honest assessment of
where you are succeeding and struggling
in terms of sustainability is a great starting
point. Take note of the decisions you have
made that align with a move towards a
circular business, and take note of the
areas where you can do better.
26
Writing a Circularity
Strategy

27. CIRCULAR
CREATIVES
BE CLEAR – avoid buzzwords and instead
be very specific. This policy should be easy
for all interested parties to read and
follow.
THINK BIG – list the goals you have for
becoming more sustainable in your
business in the immediate future, and look
ahead at how you can continue to
innovate and be a leader in circularity.
Once a goal is met, the work isn’t done.
We must all keep developing better ways
to achieve circularity in our work.
27
Writing a Circularity
Strategy

28. CIRCULAR
CREATIVES
28
Activity
Principles of the circular economy:
• Reduce use of resources
• Design out waste and pollution
• Keep products and materials in use
• Regenerate natural systems
1. What principle(s) of the circular economy is
your business excelling at?
2. What principle(s) can you improve on in
your business?

29. CIRCULAR
CREATIVES
29
Activity
CIRCULAR BUSINESS MODEL
1. Which Circular Business Model aligns best
with your business?
2. What key actions do you need to take in
order to more closely follow one of these
circular business models?
BARRIERS
1. What are the main internal barriers facing
your business’s entry to the circular
economy?
2. What are the main external barriers facing
your business’s entry to the circular
economy?

30. CIRCULAR
CREATIVES
30
Activity
NETWORK
1. List 3 businesses/partners/organisations
that you could partner with in order to
build your network.
We will be adding to your Circularity Strategy in
Units 2, 3, 4.

31. CIRCULAR
CREATIVES
31
Further Study Material Recommendations
(Unit 2)
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VIEW
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VIEW
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VIEW
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VIEW
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VIEW
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VIEW
Article
Article
E-book
Whitepaper
Podcast
Podcast

32. Unit 2 Accumulating
reusable means of
production
03

33. CIRCULAR
CREATIVES
33
Source
In this unit we will explore various
production methods and evaluate
them based on circularity, and the R-
Ladder approach will be introduced in
terms of its application to production
strategies.
Introduction

34. CIRCULAR
CREATIVES
What is the Take-Make-Waste economy?
This model is the basis of the linear
economy which focuses on the collection
of raw materials (Take), transforming them
into products (Make) and then, after the
products are used for some time, they are
discarded (Waste).
In the diagram, we can see that there is
actually waste from each stage of this
process, as well as a reliance on resources
like water, land and energy. This results in
both a loss of biodiversity and significant
emissions.
Take-Make-Waste
34
Source

35. CIRCULAR
CREATIVES
35
In shifting to a circular economy, there
are multiple strategies that can be
applied however not all strategies are
the most suitable or effective, and
therefore a system of prioritising our
strategies is needed.
Take-Make-Waste

36. CIRCULAR
CREATIVES
The R Ladder is a method for prioritising which strategies have a greater positive impact
by requiring fewer resources. There are 11 strategies on the R Ladder:
R-Ladder
36
1. REFUSE
2. REDESIGN
3. RETHINK
4. REDUCE
5. REUSE
6. REPAIR
7. REFURBISH
8. REMANUFACTURE
9. REPURPOSE
10. RECYCLE
11. RECOVER

37. CIRCULAR
CREATIVES
CIRCULAR
CREATIVES
The first four strategies should be the top priority as
they support responsible use and manufacturing of
products.
1. REFUSE – prevent the use of raw materials in
products
2. REDESIGN – design products and materials in line
with the principles of circularity
3. RETHINK – reconsider ownership and use of
products
4. REDUCE – decrease the use of raw materials in
products
R-Ladder
37

38. CIRCULAR
CREATIVES
CIRCULAR
CREATIVES
The middle four strategies help to preserve and extend
the life of products, therefore they are positive strategies
if the previous four are not able to be implemented.
5. REUSE – encourage the use of products by a second
owner for the same purpose as it was designed
6. REPAIR – maintain and repair existing products
7. REFURBISH – restore and improve products
8. REMANUFACTURE – use parts of discarded products
to make products with the same purpose
R-Ladder
38

39. CIRCULAR
CREATIVES
CIRCULAR
CREATIVES
The last three strategies use waste as a resource; they
are helpful but should also be limited due to the fact that
they can lower the quality of the resources.
9. REPURPOSE – use discarded products or parts to
make new products with a different purpose
10. RECYCLE – process waste into materials that can be
used for new products
11. RECOVER – incinerate materials to recover energy
R-Ladder
39

40. CIRCULAR
CREATIVES
40
Source
Moving up the ladder is
moving towards increased
Circularity.
R-Ladder

41. CIRCULAR
CREATIVES
41
Activity
Consider your key production methods and
business activities.
Where do they fall on the R Ladder?
Propose an alternative for each that falls higher
on the R Ladder.

42. CIRCULAR
CREATIVES
CIRCULAR
CREATIVES
When considering production, it is imperative that
renewable materials and reusable means are
implemented into the production process. Sometimes
this involves some investment of time and resources in
order to see a long term benefit. Start with small
changes and build up to more impactful shifts that will
result in more responsible production.
For example:
• Use LED lighting
• Consider battery powered equipment as opposed to
gasoline
• Move to reusable supplies and paperless practices
Reusable Means of Production
42

43. CIRCULAR
CREATIVES
CIRCULAR
CREATIVES
When exploring reusable means of production, we
must focus on closing, narrowing and slowing
production loops.
• Closing loops focuses on eliminating waste from
production systems.
• Narrowing loops focuses on resource efficiency and
doing more with less.
• Slowing loops focuses on keeping resources in use
for longer, before they come to the end of their
functional life.
Reusable Means of Production
43

44. CIRCULAR
CREATIVES
Case Study
Sustainable
Fashion
The fashion industry is one with a particularly
problematic track record in terms of circularity.
“Globally, just 12% of the material used for
clothing ends up being recycled.” - Why Clothes
are So Hard to Recycle, BBC.
In 2022, the Ellen MacArthur Foundation
partnered with Camera Nazionale della Moda
Italiana to launch their Sustainable Fashion
Awards.
Learn about the innovative stories of those
using off-cuts to create new materials,
implementing design for disassembly and
deconstruction, and shifting consumer
behaviours.
44
Click to
WATCH

45. CIRCULAR
CREATIVES
Case Study
IKEA
In IKEA’s 2021 Sustainability Report, the
company documents their business strategies
towards circularity. They identify four circular
loops that they have applied to their
business: Reuse, Refurbishment,
Remanufacturing and Recycling.
Click to
READ
45

46. CIRCULAR
CREATIVES
Case Study
IKEA
Additionally, IKEA developed a Circular Design
Guide that highlights the means by which
circular thinking is implemented from the
design phase, aiming to ensure that they are
able to focus on circularity throughout their
business activities from connecting with
customers, developing products, sourcing
materials, manufacturing, transport and supply
chain.
46

47. CIRCULAR
CREATIVES
47
Further Study Material Recommendations
(Unit 2)
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VIEW
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VIEW
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VIEW
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VIEW
Build Resilient infrastructure, promote inclusive and
sustainable industrialisation and foster innovation
Ensure sustainable consumption and production Report

48. Unit 3 Reducing waste
04

49. CIRCULAR
CREATIVES
49
In this unit we will explore sustainable
and circular materials, material
traceability, strategies for waste
reduction and using waste as a
resource, and methods to find a
balance between consumption and
production.
Introduction

50. CIRCULAR
CREATIVES
In order to reduce waste, we first have to
understand how products and materials
can be kept in circulation.
There are two key cycles that describe how
materials can be kept in use: TECHNICAL
CYCLE and BIOLOGICAL CYCLE
Circular Materials
50

51. CIRCULAR
CREATIVES
TECHNICAL CYCLE – The most effective
way to retaining the value of products is to
reuse them, maintained as their intended
function. A functional product is more
value than its disassembled parts. The
technical cycle focuses on keeping
products in their whole form in order to
increase use and value. When we explored
circular business models, the Lifetime
Extension Model and Product-as-a-Service
Model both focus on this part of the
technical cycle.
Technical Cycle
51

52. CIRCULAR
CREATIVES
Once the product can no longer be used in
this original form, then it can be broken
into components and remanufactured; the
Resource Model focuses on this part of the
technical cycle.
If parts cannot be remanufactured, they
can be broken down into recyclable
materials. In some cases, the materials that
cannot be remanufactured are
biodegradable materials and therefore
become a part of the biological cycle.
Technical Cycle
52

53. CIRCULAR
CREATIVES
BIOLOGICAL CYCLE – Biodegradable
materials that cannot be reused can be
circulated back into the economy in the
biological cycle. Composting organic
materials means they can provide
nutrients that helps to regenerate the land
needed for renewable materials like wood.
Biological Cycle
53

54. CIRCULAR
CREATIVES
When considering circularity with material
selection, consider which cycle it is a part
of and how is can be sources with
circularity in mind.
IF THE MATERIAL IS PART OF THE
TECHNICAL CYCLE:
• Can it be derived from waste of another
manufacturing process?
• Can it be derived from post-consumer
waste?
IF THE MATERIAL IS PART OF THE
BIOLOGICAL CYCLE:
• Can it be derived from waste, such as
agricultural or food waste?
• Are biodiversity and ecosystems at risk
when this material is
collected/extracted?
• Does the consumption of this material
happen at a rate that is slower or faster
than its regeneration?
Circular Materials
54

55. CIRCULAR
CREATIVES
Read more about the Material
Selection Method of the Circular
Design Guide
55
Read More
Click to
READ

56. CIRCULAR
CREATIVES
Case Study
Sea Stone
Material-led design studio newtab-22 has
developed a sustainable material made from
discarded seashells.
Every year, 7 million tons of seashells are
discarded by the fishing industry and by
aquafarming. Part of this waste is then reused
to make fertiliser, but the vast majority lies
abandoned along shores and coastlines. These
shells are materials with high potential,
consisting of over 90% calcium carbonate,
similar to the amount of calcium carbonate in
limestone which is seen as a valuable
biomaterial.
56

57. CIRCULAR
CREATIVES
Case Study
Sea Stone
newtab-22 collects discarded shells from the
seafood industry, processes and grinds them
down, mixes with natural binders to create a
product that can be used for interior tiles and
homewares. Their manufacturing process
avoids the use of heat and chemical
treatments.
Click to
READ
57

58. CIRCULAR
CREATIVES
58
Activity
In learning about Sea Stone, which cycle do you
think this material falls into?

59. CIRCULAR
CREATIVES
59
Resource and Databases
For more information on building materials, the Healthy Materials Lab provides a
series of material collections:
Exterior and Structural
Interior Paints
Flooring
Insulation
Wallboard
Carpet
Additionally, the Institute of Making has an online
Materials Library.
Click to
VIEW

60. CIRCULAR
CREATIVES
The importance of reducing waste is
further supported by a series of initiatives
designed to support creatives and
entrepreneurs in focusing on this aspect of
circularity.
The No Waste Challenge launched in 2021
and was a global competition that tasks
creatives to rethink the production and
consumption cycle. As a direct response to
the Take-Make-Waste approach, the No
Waste challenge offered three design
briefs which highlights three alternative
approaches to waste reduction – TAKE
LESS, MAKE BETTER, HANDLE SMARTER.
No Waste Challenge
60
Source

61. CIRCULAR
CREATIVES
This approach provides an interesting
framework for creative entrepreneurs:
TAKE LESS – tackle the root cause of waste
by addressing the desire for mass
production and over consumption;
consider alternative practices and
perspectives to increase the value of
products.
MAKE BETTER – rethink how products are
made, and what they are made of, to
reduce waste at all stages of the
production process.
HANDLE SMARTER – focus on ways to
educate and inform consumers about ways
to manage waste so that it can be
processed in a way that is more
responsible.
No Waste Challenge
61

62. CIRCULAR
CREATIVES
THAMIRES PONTES LORDÃO
• COUNTRY: Brazil
• ORGANIZATION: Brazilian Fashion Lab
• WEBSITE:
DULCE GONZÁLEZ
• COUNTRY: Mexico
• ORGANIZATION: UNAM FES Aragón
CHELLE SHIN
• COUNTRY: Brazil
• ORGANIZATION: Mundi
Read more about the innovators and
the full list of projects that address
these three approaches to waste
reduction.
62
Read More
Click to
VIEW

63. CIRCULAR
CREATIVES
CIRCULAR
CREATIVES
Informed material selection and manufacturing
methods will have a significant impact on reducing
waste, however it is essential to be aware of
traceability and to verify claims of material health.
To design for circularity, we need to be able to identify
materials throughout their lifecycle. Traceability refers
to the process of tracking a material from start to
finish.
Traceability
63

64. CIRCULAR
CREATIVES
Understanding where and how a material
is extracted, processed, combined with
other materials, and turned into a product
allows for more transparency in terms of
the components in a product, how they
can be repaired/remanufactured/recycled
and also increases accountability. A
business needs to be able to articulate
their circular business strategies, and
needs to be able to prove those claims.
How traceability can be used in the fashion
industry to enable circularity.
Traceability
64
Click to
READ

65. CIRCULAR
CREATIVES
CIRCULAR
CREATIVES
A business’ Circularity Strategy should include a section on waste reduction.
Key strategies that can implemented in your business include:
• AUDIT CURRENT WASTE STREAMS – figure out what the main waste streams are. For
example: packaging material
• ZERO WASTE GOAL SETTING – once the type of waste in known, plans can be put in
place towards zero waste goals. For example: Can packaging materials be
repurposed? Are there alternative packaging options?
• WASTE PREVENTION AND PLANNING – take steps to change the supply chain or to
implement new processes. Track progress.
Waste Reduction Strategies
65

66. CIRCULAR
CREATIVES
• SAVINGS – save money spent on waste
disposal by increasing recycling and
focusing on reuse
• KNOWLEDGE – determine alternatives
by understanding and gaining a clear
picture of the amount and type of waste
your business produces
• REPORTING – accurate information can
be an important way to connect with
customers and stakeholders
Benefits of a Waste
Reduction Plan
66

67. CIRCULAR
CREATIVES
67
Activity
Complete a waste audit and develop a waste
reduction plan that includes proposed changes
to sourcing/supply chain.

68. CIRCULAR
CREATIVES
68
Further Study Material Recommendations
(Unit 3)
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VIEW
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VIEW
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VIEW
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VIEW
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Handbook
Cradle to Cradle Certified Product Standard
UN Sustainable Development Goals
resources.
Podcast

69. Unit 4 Retaining key
and talented
employees
05

70. CIRCULAR
CREATIVES
70
An element that will underpin the success of a move to circularity will be the ability
of your business to embrace the principles of the circular economy through
leadership, staffing and the development of a company culture that values
circularity.
Operating in the circular economy requires buy-in from your team, and as a leader,
your ability to recruit and retain the right people.
In this unit we will explore leadership, the role of collaboration, and skill sets that
benefit circular business models
Introduction

71. CIRCULAR
CREATIVES
71
There are three key priorities for a
business to consider at this stage of
their circular development. Bringing
these aims into the strategic plan
will help to ensure the entry into the
circular economy is supported
throughout the company:
• Invest in Knowledge
• Be Open Minded
• Collaborate
Company Practices

72. CIRCULAR
CREATIVES
Invest in Knowledge – before shifting to a
new business or modified business model,
it is important to gain relevant knowledge
from experts and peers. This should
include internal team members, external
stakeholders and customers Aim to
understand the opportunities and
challenges in order to determine the value
that will be gained from moving to a
circular business model.
Be Open Minded – a focus on innovation
and reframing your business; be open to
new solutions, and to identify
new opportunities in the market.
Company Practices
72

73. CIRCULAR
CREATIVES
Collaborate – collaboration and
cooperation with stakeholders is essential
in order to embrace a circular business
model effectively. From transparency with
supply chains to having a collective voice in
advocacy, developing a network of
collaborators will help your business
throughout the journey to circularity.
Company Practices
73

74. CIRCULAR
CREATIVES
Read more about leadership and
addressing 21st century challenges.
74
Read More
Click to
READ

75. CIRCULAR
CREATIVES
The disruptive design method promotes an
approach to problem solving that moves
beyond innovation, into meaningful
change making; this idea of combining
systems thinking, sustainability sciences
and design methodologies is valuable for
creative entrepreneurs and circular
economy leaders as it supports creating
positive impact and sustainable value.
Disruptive Design
Method
75
Source

76. CIRCULAR
CREATIVES
With the principles and goals of the circular
economy, disrupting linear processes is
essential. The Disruptive Design Method is
divided into three distinct parts, and there
is clear alignment with the mindsets and
methods of the circular design process.
The three parts are:
• Mining
• Landscaping
• Building
Disruptive Design
Method
76

77. CIRCULAR
CREATIVES
Mining focuses on curiosity and
exploration, using tools such as research,
observation, exploration, participatory
action, data collection and insights.
Landscaping focuses on systems mapping
and exploration, pulling together the
insights support intervention.
Building is focused creative ideation
through divergent thinking.
Watch UN Champion of the Earth Leyla
Acaroglu share more about the Disruptive
Design Method in this
Disruptive Design
Method
77
Click to
WATCH

78. CIRCULAR
CREATIVES
78
One of the key skills needed to drive
the circular economy is the ability to
overcome obstacles and drive change.
The disruptive design method is a tool
that can support creative
entrepreneurs and their teams to
invite new ideas and create solutions
for the future.
Disruptive Design
Method

79. CIRCULAR
CREATIVES
CIRCULAR
CREATIVES
The Circular Design institute discusses the
importance of acknowledging the
psychological drivers of customer
behaviour in order to make sustainable
products more desirable and to help shift
society away from over-consumption. They
purport that over-consumption is often
driven by:
• Self-identity
• Self-expression
• Status symbol
• Out of Habit
• Design for Novelty
By focusing on a methodology that
considers the drivers of human behaviour,
circularity can be more desirable.
This same principles can be applied to
individuals working within the
circular economy.
Making Circularity Desirable
79
Source

80. CIRCULAR
CREATIVES
80
Consider the benefits for individuals in
the circular economy.
• Job Creation
• Health
• Simplified Lifestyle
Making Circular
Employment Desirable

81. CIRCULAR
CREATIVES
CIRCULAR
CREATIVES
Circulating materials back into the economy will
require a different kind of labour than linear processes;
this presents an opportunity for job creation and skill
development. Improved material and waste
management can impact societal and individual health,
and overall, a move towards circularity shifts the
individual away from over consumption to a more
simplified lifestyle, and a more connected relationship
with the products that we do purchase.
Making Circular Employment
Desirable
81

82. CIRCULAR
CREATIVES
CIRCULAR
CREATIVES
As a leader and entrepreneur, an important starting
place for recruiting and retaining talented employees is
being aware of the motivations for an individual to
participate in the circular economy, and ensuring that
those motivations are met within the circular business.
Change leaders must shift from traditional definitions
of workplace abilities, and begin to engage with non-
traditional employees in order to align ability,
motivation, and behaviour with the goals of the circular
business model.
Recruitment and
Retention
82

83. CIRCULAR
CREATIVES
83
Traditional, linear business models use
traditional methods for recruiting candidates.
Identifying non-traditional routes and methods
will support the recruitment of diverse
candidates, and can help highlight shared values
with individuals and companies.
Recruitment and
Retention

84. CIRCULAR
CREATIVES
CIRCULAR
CREATIVES
The strategic advantages of exploring non-
traditional recruitment methods include:
• Attracting potential employees with
strong problem solving skills. This can
include those with diverse academic
and experience backgrounds, that
provide different perspectives in a
team. When focusing on innovation, the
ability to ideate multiple solutions is a
great benefit.
• Attracting a diverse cross section of
potential employees. A study by
Deloitte found that employees ability to
innovate increased by 83% when they
felt their organisation was committed
to diversity.
• Attracting potential employees with
strong transferable and interpersonal
skills provides a strong foundation for
your employees to embrace circular
design mindsets.
Recruitment and Retention
84

85. CIRCULAR
CREATIVES
85
Activity
Think about some beneficial partnerships your
business could develop that may increase your
network of talented employees. Consider local
advocacy groups, academic institutions,
interest groups, virtual meet-ups and
conference participants.

86. CIRCULAR
CREATIVES
CIRCULAR
CREATIVES
To connect with non-traditional candidates, ensure you
are very clear about your business values especially in
relation to your circular business model and strategy,
and be mindful to remove barriers for participation for
potential employees. Reconsider job descriptions that
no longer align with a culture of circularity.
Recruitment and
Retention
86

87. CIRCULAR
CREATIVES
87
Activity
Identify current gaps in skills and knowledge
within your business. Re-write existing position
descriptions to resonate with a sustainable
business model in the circular economy.

88. CIRCULAR
CREATIVES
In this white paper from Steelcase, the
concept of piloting new work spaces
and behaviours is discussed.
When implementing a shift to
circularity, prototyping these changes
can support a more successful
transition for teams.
88
In Practice
Click to
READ

89. CIRCULAR
CREATIVES
89
Further Study Material Recommendations
(Unit 4)
Click to
VIEW
Click to
VIEW
Click to
VIEW
Click to
VIEW

90. CIRCULAR
CREATIVES
90
Further Study Material Recommendations
(Unit 4)
Click to
VIEW
Click to
VIEW
Click to
VIEW

91. CIRCULAR
CREATIVES
Reference to sources
91
1. Methods (circulardesignguide.com)
2. Circular design: turning ambition into action
(ellenmacarthurfoundation.org)
3. policy-highlights-business-models-for-the-circular-economy.pdf
(oecd.org)
4. Circular design tools (ellenmacarthurfoundation.org)
5. (PDF) Toward a Circular Economy Scan: Measuring Circular
Practices among Retailers in the Brussels Capital Region
(researchgate.net)
6. Goal 12 | Department of Economic and Social Affairs (un.org)
7. Goal 9 | Department of Economic and Social Affairs (un.org)
8. Stories of Impact / Publications – Impact Hub
9. Creative Industries – Circular Glasgow
10. The role of collaborative leadership in the circular economy -
ScienceDirect
11. Nature Inspired Design
12. The Circular Business Model (hbr.org)
13. Barriers to a circular economy in small- and medium-sized
enterprises and their integration in a sustainable strategic
management framework - ScienceDirect
14. How bad design is driving the ‘take-make-waste’ economy -
What Design Can Do
15. Why clothes are so hard to recycle - BBC Future
16. 512088_v2.pdf (azureedge.net)
17. Material Selection (circulardesignguide.com)
18. Healthy Materials Lab | Material Collections
19. Materials - Materials Library - Institute of Making
20. 21st century leadership challenges | Deloitte Insights
21. Making Change by Design: The Disruptive Design Method | by
Leyla Acaroglu | Disruptive Design | Medium
22. What is Circular Design? – Circular Design Institute

92. www.circularcreatives.eu
Any questions?
Thank you