Professional Documents
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Transition To Circular
Transition To Circular
Scholarship @ Claremont
Pomona Senior Theses Pomona Student Scholarship
2018
Recommended Citation
Seidel, Alexandra, "Closing the Loop: Exploring IKEA’s Transition to the Circular Economy" (2018). Pomona Senior Theses. 192.
http://scholarship.claremont.edu/pomona_theses/192
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Closing the Loop: Exploring IKEA’s Transition to the Circular Economy
Alexandra Seidel
Readers:
Bowman Cutter
John Jurewitz
Acknowledgements
I would first like to thank Professor Cutter for all of his help and guidance throughout the entire
motivated and made for a smooth-sailing semester. I would also like to thank Professor Jurewitz
Finally, I would like to thank my family, friends, and teammates for the love, support, and
Chapter 1: Introduction…………………………………………………………………….…...1
The Linear Model of Production………………………………………………………….1
The Foundation of the Circular Economy……………………………...……………........3
The Circular Economy Today…………………………………..………………………...7
Conclusion………………………………………………………………………………………95
Appendix………………………………………………………………………………………...97
References………………………………………………………………………………………101
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Chapter 1: Introduction
Two hundred years ago, we were living in a world with far more resources and a fraction
of the population we have today. In that environment, resources could be extracted at rates
greater than maximum sustainable yields for temporary periods without much consideration of
the consequences. The opportunity cost of extracting resources was low with the abundance of
exploitable resources. Due to this low opportunity cost, the most efficient system of production
at the time was a linear model. In this model, resources are extracted, produced, distributed,
The linear model continues to shape our methods of production and consumption today.
However, the significant increase in population over the years has resulted in an increase in
demand for resources—the days of extracting with low opportunity costs are over. At this point,
fewer new opportunities for resource exploitation remain, and the opportunity costs are higher
for today’s resources. Extracting more of one resource means having less of something else—
perhaps fewer ecosystem services or resources that could have been used for a different purpose
or saved for future use. With higher opportunity costs to extract resources, the linear model
begins to be challenged.
Rising extraction opportunity costs is just one problem faced by the linear model. Each
various challenges for its long-term sustainability. At the extraction stage, companies decide on
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the quality and quantity of resource to use. Resource extraction has many externalities
associated—costs that are not incorporated into the cost of the resource—associated with the
groundwater contamination, is not taken into account. In the production stage, companies decide
on product design and how durable products will be. Companies decide on fabrication techniques
in which some will be more wasteful than others. Production often has externality costs as well
that are not internalized in the price of the product. In distribution, companies have to decide on
producing locally or centrally. Consumers buy goods and use them until they can either extend
the products life through reuse or repair, or dispose of them. While consumers sometimes chose
to extend the life of products, more often they chose to dispose of them, resulting in the last big
problem of sustaining the linear model comes from the last stage.
Disposal has a couple of problems within the linear model. First, we often do not take
into account the negative aspects of disposal. From decreased air quality from incineration, to the
harmful leakage from landfills, disposal prices do not adequately address these environment and
social issues. The other big problem with disposal is that more often than not, consumers are
disposing of products prematurely, in the sense that products still contain some residual value.
After throwing away a product, consumers usually replace the product with a new one. So, when
consumers throw away a product they face the opportunity cost of disposal in addition to the cost
of new material extraction and the energy cost to produce the new product. Rather than
prematurely throwing away a product with residual value, it is much more economically efficient
to reuse, repair, or recycle it. Therefore, throwing away a product prematurely with residual
value left over, would be better economically to reuse it, repair it, or recycle it. Ultimately, the
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problems with the linear model are inherent in the first and last stages in the model, and they will
Many observers believe the linear model of production cannot continue at its current rate.
In the linear model with a rapidly growing population, the speed of resource depletion and waste
generation will continue to increase (Lieder & Rashid, 2016). McDonough and Braungart (2001)
conclude that, “due to the speed of resources at which the planet’s resources have been exploited,
an industrial evolution to effectively extend usable value of material assets is crucial to sustain
human activities in years to come” (McDonough & Braungart, 2001). In response to these ideas,
a new idea emerged to try to rethink the way we produce and consume goods called the circular
economy.
As the negative effects of the linear model started to become clear in the 1970s, a series
of academics started to discuss alternatives to the linear model. They hoped to point out the
flaws, the failed assumptions, and the detrimental results of the linear model of production.
Through an amalgamation of ideas, the circular economy emerged as the alternative. The circular
economy cannot be traced back to a specific date or author, but evolved from many ideas and
principles, and has become a heavily researched topic today. The publication of Silent Spring
sparked the discussion on the long-term unsustainable impacts of the modern system.
Rachel Carson’s Silent Spring was a catalyst for changing the current system. In her
pivotal piece, Carson takes a deeper look into the negative effects of the industrial system,
specifically through industry’s use of harmful pesticides (Carson, 1962). She accounts the
harmful effects of pesticide use, like DDT, on the environment. Her parable of a silent spring,
one without the chirping of the birds, awoke the country to the damaging effects of
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industrialization. She enlightened the idea that there is interconnectedness between all living
things and nature, an idea that prompted a change to the system. Although Carson aimed to
return to traditional ways of agriculture, she illuminated the flaws in the industrial system,
After the publication of Rachel Carson’s illuminating book, alternative ideas began to
flourish. Walter Stahel, architect and industrial analyst published a report in 1976 titled, “The
Potential for Substituting Man Power for Energy” (Stahel & Reday-Mulvey, 1976). Stahel
reinvigorated the idea of thinking of the economy in loops, an idea that modern economic growth
theory had mostly simplified out of modern models beginning earlier in the 20th century. He
envisioned a system with life-long products and the reconditioning of goods, which would result
in a reduction of waste. He concluded that an alternative economic model would be the best way
The next monumental idea that helped to shape the circular economy was Michael
Braungart and Bill McDonough’s Cradle-to-Cradle model. Braungart and McDonough combined
core promotes the idea that materials should be looped around and rebirthed into a new product.
In their design philosophy, Braungart and McDonough suggest that there are two cycles in the
industrial process: technical and biological. With these different processes in mind, the design
framework hopes to design products with a positive impact, while reducing the negative impacts
of commerce. To achieve this, the flow of technical materials must be designed for continuous
There are specific goals within the Cradle-to-Cradle concept that will help build the main
ideas in the circular economy. The first goal, “Waste equals food”, hopes to eliminate the
concept of physical waste within the production system. This goal is formed on the basis of
nature: in nature there is little waste. Each organism’s process contributes somehow to the health
of the whole ecosystem; one organism’s waste is another’s nutrients or food (McDonough &
Braungart, 2010). The next goal in the Cradle-to-Cradle framework is to, “use current solar
income”. The system must be powered on renewable energy in order to make it a sustainable,
ever lasting system. Lastly, the system hopes to, “celebrate diversity” by respecting human and
natural systems. Businesses need to change to accept social responsibility for their practices and
promote healthy ecosystems and respect local impacts. The Cradle-to-Cradle theory is an
Another important idea that provides basis for the circular economy is the concept of
biomimicry: the idea that nature knows best. Nature has existed far longer than any humans, and
has worked through a lot of different variations to find the best technique to achieve something.
In her book, “Biomimicry: Innovation Inspired by Nature,” Janine Benyus defines biomimicry as
a way to study nature’s best ideas and then imitate nature’s designs in order to solve human
problems. She presents three ways to use nature to solve problems: one must use nature first as a
model by emulating forms, processes, or strategies; second, one can use nature as a measure
through using ecological standards to judge the sustainability of innovations; lastly and most
importantly, Benyus argues that one must use nature as a mentor. Nature has more to offer than
simply the physical resources it provides. It also provides a prime example of how resources
should be cycled. This idea builds off Braungart and McDonough’s goal to eliminate waste, by
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enabling the most value to be extracted from resources through the workings of the ecosystem.
Biomimicry summarizes the natural undertones that the circular economy functions on.
Natural capitalism was another idea that helped to form the circular economy. Natural
capitalism, Paul Hawken, Amory Lovins, and L. Hunter Lovins’ idea, describes the
interdependencies between the production of human capital and the use of natural capital. The
concept has a similar framework to ecological economics and industrial ecology. All three make
it clear that the economy cannot exist without natural systems; thus the economy has certain
ecological constraints. In Natural Capitalism, the goal is to radically increase the productivity of
natural resources through changes in design and technology. Hawken, et al., builds off of
Benyus’ biomimicry with the goal to shift the system of production to one that is inspired by
biological systems. Lastly, both natural capitalism and industrial ecology suggest creating
circular loops, where waste can serve as an input, with the hope to eliminate bi-products. These
ideas resurface in formal definitions of the circular economy. The circular economy functions
From the transformative thoughts of Stahel with the performance economy, to the ideas
to emulate nature through Biomimicry, to thinking about our production in a closed cycle as seen
in Cradle-to-Cradle, all within the framework that our economy can only function within the
limits of the ecosystem, these theorists formed the conceptual foundations for the study of the
circular economy. The circular economy is a confluence of many ideas, which seek to create an
alternative way to produce and consume goods. These founding ideas resurface today in current
Theorists present the circular economy as a transformative shift that can enable economic
growth and environmental well being to coexist, and many have declared that there is a business
case for the circular economy. However, the circular economy relies on businesses to be one of
the main actors to help make the transition to the circular economy. Although in theory the
circular economy is a worthwhile endeavor for businesses, a tension exists between transitioning
to new circular models and traditional business motives. Transitioning to the circular economy is
challenging for all actors involved, especially while the linear model is so ingrained for
businesses and consumers. The transition involves changing to new business models, developing
new products, evolving the customer relationship, creating complex reverse logistics, as well as
altering the current meaning of waste; ultimately, transitioning to the circular economy is a
difficult feat to achieve, making it possible for some companies but impossible for others.
However, some companies today are taking steps towards the circular economy and are changing
their business models and implementing circular strategies within their businesses.
largely responsible for the material flows and the exchange of energy between human society
and the environment, and is one area that could benefit from transitioning to the circular
economy. The circular economy theories present many strategies and tactics to implement at the
business level. However, it is unclear what strategies and lessons from theory are actually being
put into practice, and why which ones are implemented over others. This thesis hopes to
illuminate which circular practices are succeeding and can make a business case for in order to
Although there are many companies actively pursuing the circular economy, all with
varying levels of success, one company stands out. Swedish retailer IKEA is a company working
towards becoming a player in the circular economy, and with its size, has the ability to make a
global impact. The ready-to-assemble furniture company is making strides towards a circular
business in a variety of areas, from long-term product design, to the repair and remanufacture of
goods, to the use of renewable and sustainable sources. IKEA will serve as a case study to
explore circular models and strategies being pursued in practice today, with the purpose to
discover how significant IKEA’s progress is in the transition to the circular economy. The thesis
will explore how and why the company has been able to achieve the success they have had.
Lastly, it will explore the ways of replicating IKEA’s success across the rest of the industrial
sector with the hope to speed up the transition to the circular economy.
The thesis is structured as follows. The second chapter explores the theories surrounding
the circular economy including the characteristics of what it means for a company to be working
towards the circular economy ending with two hypotheses that will be tested in the third chapter.
The third chapter examines six different companies pursuing the goals set out in the circular
economy theories to see if the topics discussed in theory are being followed in practice. Chapter
Four is a detailed case study of IKEA. Finally, Chapter Five draws conclusions about IKEA’s
circular efforts, explores the replicability of these insights, and discusses some other strategies to
production to the linear model through strategies to cycle the throughput of resources. In doing
so, the circular economy strives to extract the maximum value from the physical throughput of
resources. The literature lacks a coherent criteria for evaluating what it means to be a circular
company, so by synthesizing the literature on the circular economy and circular business models,
I craft my own criteria for what it means to be company engaged with the circular economy, with
my goal to evaluate IKEA in a later chapter. In this chapter I will explore what the circular
economy means in theory. After presenting the principles of the circular economy found in the
theory, I will lay out some criticisms of the model. Next I will explore what the circular economy
could be in reality and where the theory fits in at the business level: what does it mean to be a
company working towards the circular economy? Included in this section will be a discussion on
the end goal to maintain value. From there, I will present different strategies for circular
businesses. Lastly, from the findings in the literature, I will create hypotheses about the circular
business model. The following chapter will test the relevance of circular economy theories in
The circular economy has been on the rise since its founding ideas first emerged in the
1970s. Much more attention has been given to this idea, especially in countries such as China—a
country noticeably facing the effects of their production (Lieder & Rashid, 2016). Across the
literature, the circular economy is seen as a more sustainable solution to the traditional take-
make-dispose model because resources are kept in use for longer through durable, repairable,
and recyclable design, instead of ending up in the landfill with residual value. Additionally, the
circular economy creates opportunity for new business models that can assist in sustainable
development (Bocken, Pauw, Bakker, & Grinten, 2016; Lieder & Rashid, 2016; McDonough &
Braungart, 2002; Singh & Ordoñez, 2016). Additionally, the circular economy promotes a more
responsible and environmentally sound use of resources. The circular economy can also been
seen as a viable waste management strategy (Ghisellini, Cialani, & Ulgiati, 2016). In the past,
waste management had solely been about getting rid of waste, often through landfilling or
incinerating. These approaches however, may lead to huge losses in resource value, as well as
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harmful environmental impacts, such as the leakage of chemicals into groundwater, or the
release of particulate matter in the air. By the twentieth century, recycling emerged as a strategy
to capture residual value from materials and became a popular strategy for paper and metals.
Although not a new concept to recycle materials, the circular economy arose to take this idea of
making value out of waste even further. In addition to recycling, the circular economy strives to
not only recycle disposed products, but also finds ways to repurpose and remanufacture these
waste streams. By doing so, the throughput of resources to the landfill slows, therefore, within
the circular economy, waste management can be seen as a tool to recover resources and a way to
decrease environmental impact (Ghisellini et al., 2016). The circular economy has the potential
to reduce the environmental impact of extracting raw materials and landfilling of materials,
benefiting the social good. Additionally, the circular economy can create opportunities for the
In the literature, the circular economy has six main principles: (1) reduction, (2) reuse, (3)
recycle, (4) appropriate design, (5) reclassification, and (6) renewability. Within reduction, the
circular economy strives to minimize the inputs of primary energy, raw material and waste,
2016). Companies can reduce the flow of resources in two ways: they can either keep or increase
the useful life of their products while reducing their environmental impact by recycling more of
their mass and modifying the way in which they are ultimately disposed, or they can reduce the
amount of resources per unit of value (Figge, Young, & Barkemeyer, 2014). Reduction of the
physical volume of throughput per unit of time is a viable strategy to reduce ones environmental
impact.
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Reduction of throughput per unit of time is one way in which the circular economy
strives to be more sustainable than the linear model, however, this conclusion is often debated.
The sustainability of reducing throughput per unit of time is debated in the literature through the
discussion of the distinction between the terms “eco-efficient” and “eco-effective”. Eco-efficient
is the idea that products should be produced using the smallest amount of throughput per
product, essentially making the same amount of products out of less material. Current production
strives for this measure within the bounds of current market prices because it helps companies
lower their bottom-line costs through decreasing costs by using fewer virgin resources
(Braungart, McDonough, & Bollinger, 2007). However, such “eco-efficiency” may only be
compatible with a fully linear model. One example of an eco-efficient technique is a company
that develops a simplified form of packaging. Here, the company uses fewer resources per unit of
product, in this case the packaging. While this eco-efficiency technique reduces resources if the
number of products sold stays in a period of time remains constant. However, by being able to
produce the same amount of products with fewer resources, the fear with eco-efficiency is that
companies might begin producing a higher quantity of a more efficient product, which would
Cradle, proposes a transformation of products and their material flows to create synergy between
ecological systems and economic growth (Toxopeus, de Koeijer, & Meij, 2015). Where eco-
efficiency hopes to minimize the negative impact of material flows, eco-effectiveness hopes to
reduce the overall ecological footprint. The goal of eco-effectiveness is not to minimize the
cradle-to-grave flow of materials in the linear model, but to create circular cycles of materials
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(Braungart et al., 2007). Eco-effectiveness strives to maintain value in resources by finding ways
to extend the useful life of resources. Although eco-efficient and eco-effective strategies might
lead to the same results—a smaller environmental impact—the two strategies function in
different models. The literature suggests eco-efficiency functions in the linear model, where eco-
In addition to reduction of throughput, the circular economy also engages with the reuse
of materials. In the circular economy, materials can be reused in two ways. In the traditional
sense of the word, products that are reused are used again in the same way they were intended to
be used (Castellani, Sala, & Mirabella, 2015). Additionally, individual components and pieces of
products can also be reused in the circular economy. For example, for a sofa with reusable covers
that has reached the end of its life, the base of the sofa could be reused again, while only a new
cover is needed to extend the life of the sofa. Because there is no need to produce an entirely new
product—a whole couch in this example—the reuse of materials often requires fewer virgin
resources and less energy to produce, making reuse an appealing strategy for companies.
Recycling is the next strategy within the circular-economy literature. Recycling entails
recovering waste materials in order to reprocess into products, materials, or other substances for
the original product or for another purpose (Ghisellini et al., 2016). Although recycling is often
assumed to be one of the best environmental waste management strategies, the use of some
materials makes recycling more difficult or a less attractive option. For example, some materials
take more energy to recycle than would be used in extracting more virgin material. Or
sometimes, like in the case of recycling solar panels, harsh chemicals are often used in the
recycling process. However, the recycling of some materials can be environmentally beneficial.
For example, Woolridge et al. (2006) performed a life-cycle assessment of the energy footprint
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used in a recycling operation compared to the use of virgin materials. The authors found that 65
kWh of energy were saved for every kilogram of virgin cotton that was displaced by second-
hand cotton. Additionally, replacing virgin polyester with recycled polyester saved 90 kWh.
Therefore, the recycling of textiles is more energy efficient than producing textiles with virgin
materials (Woolridge, Ward, Phillips, Collins, & Gandy, 2006). Recycling and remanufacturing
create additional ways to keep resources out of the landfill. If disposal was priced at a level to
discourage landfilling, the circular economy could open up opportunities for growth in the
The Ellen MacArthur Foundation, one of the leading organizations promoting and
inspiring the transition to the circular economy, describes the last three principles of the circular
economy, which are echoed throughout the circular-economy literature. The next principle in the
circular economy is appropriate design—a strategy that helps to reduce, reuse, and recycle.
Through appropriate design, such as designing for durability and longer life, as well as for
disassembly and repairability, companies can find solutions to avoid products ending up in the
landfill. Building off of the Cradle-to-Cradle concept, the next principle is reclassification; in the
materials. The non-biodegradable materials are intended to cycle in loops, while the
biodegradable materials should be non-toxic so they can safely return back to the biosphere. The
last principle built into the circular economy is renewability. To promote a resilient and
sustainable economy, the circular economy must be run on renewable inputs, for example with
Based on these six main principles of the circular economy, many different definitions of
the circular economy have evolved, yet most reach the same conclusions. First and foremost, the
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circular economy is restorative by design which, “aims to keep products, components and
materials at their highest utility and value, at all times” (Webster, 2015). Following this idea,
Geissdoerfer et al. presents a comprehensive definition for the circular economy: “the circular
economy is a regenerative system in which resource input and waste, and emission leakage are
minimized by closing material loops. This can be achieved through long-lasting design,
Bocken, & Hultink, 2017). The circular economy is a broad term to encompass many different
ideas, all of which promote the transition to a more sustainable system of production that
renewability—lay the ground for the main goal of the circular economy, which is to extract as
much value as possible before discarding. The circular economy hopes to keep resources at their
highest value by using them for their primary use for the longest period of time. Subsequently,
the circular economy continues to extract value from resources by making use of components for
secondary uses, or the materials themselves for tertiary uses. Taking a carpet, for example, the
circular economy would first strive to reduce the amount of material needed to produce the
carpet. Then, the carpet would be used and reused in its original state. At some point, when it no
longer has value as a carpet, the fibers would be recycled to form something else, such as
insulation. Extracting the highest amount of value from resources throughout their lives, keeps
resources in use for longer, which decreases the rate at which they end up in the landfills. Thus,
the circular economy should result in a decrease in the demand for virgin resources.
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A certain condition that denotes when a good should be recycled is not stated explicitly in
the circular economy theory, however it is a topic discussed in the recycling literature. This
condition might depend on the technicality of recycling certain materials, for example some
materials have a certain level of degradation in which they cannot be recycled. It could also
depend on consumer preferences, something that will be discussed further in the final chapter.
Clear guidelines on the conditions for when to recycle or dispose of a good is lacking in the
discuss the concept of “the waste hierarchy”. The waste hierarchy consists of several levels: (1)
reduction of material content; (2) re-use; (3) recycling (in the form of upcycling or downcycling;
(4) energy recovery; and (5) disposal. The waste hierarchy helps set a framework for this idea
and establishes the fact that not all forms of waste management are of the same environmental
impact. Additionally, the waste hierarchy considers the amount of resources needed to extend the
life of a good or material. According to the Environmental Protection Agency, reduction and
reuse are at the top of the waste hierarchy (“Sustainable Materials Management: Non-Hazardous
Materials and Waste Management Hierarchy,”). These strategies maintain resources at the
highest level, often considered upcycling. Reduction and reuse are the most preferred strategies
downcycling depending on if the product maintains or decreases in value. This often has to do
with the material make-up of the resource. Aluminum and other metals can be recycled almost
indefinitely due to the material complexity. However, most materials have a limit to the number
of times they can be recycled and, for this reason, recycling is third in the hierarchy.
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The last two levels in the waste hierarchy are energy recovery and disposal. Energy
recovery converts non-recyclable material into useable heat, electricity, or fuel, thus capturing
some of the value of the product. However, once this material is converted to a form of energy, it
can no longer return to its original state. Thus, all of the value from the original resources is gone
once the energy is used. Lastly, disposal is at the bottom of the waste hierarchy. In disposal,
unless the landfill is mined for methane or other resources, most value is lost and it is the most
environmentally degrading form of waste management. Currently, in the United States, the most
The first waste hierarchy was presented in 1970, and since then there have been several
amendments to address the idea of waste. These amendments include measures of prevention,
preparation for reuse, and recycling. Also, the scope of the waste hierarchy presents some
limitations. Depending on some factors, such as materials, recovery and recycling costs, the
waste hierarchy may be ordered differently for some industries. Other authors have presented
alternative hierarchies measured on value of waste. Additionally, other limitations have been
presented about the concept of the waste hierarchy. For example, businesses lack guidance and
support from government for choosing the appropriate level in the hierarchy (Gharfalkar, Court,
Campbell, Ali, & Hillier, 2015). Although the waste hierarchy has some drawbacks, it is an
important framework when considering the circular economy. The circular economy hopes to
keep resources at their highest value by focusing its efforts on the first two levels of the waste
hierarchy. Reduction, reuse, and recycling are the preferred options and the strategies practiced
The circular economy is a term that ideally focuses on the entire economy, with the hope
to alter the current system of production. The literature presents the foundation and principles
necessary to create a circular economy as a whole. However, businesses are the main actors to
lead the economy into a new, more sustainable direction. Transitioning to the circular economy
will need to take place at the micro level with individual businesses models. A business model is
a holistic approach to how a firm “does business”, and defines the way a firm creates and
delivers value to customers (Teece, 2010; Zott, Amit, & Massa, 2011). By exploring different
circular business models and strategies presented in theories, this thesis hopes to craft a more
general definition and framework for a business model in the circular economy.
The circular economy presents many opportunities for businesses to pursue circularity
through new business models that include product design and better use of resources. Circular
business models hope to achieve the goals of the circular economy through the way a firm does
business. Linder and Williander declare that a circular business model is one in which value is
created based on utilizing the economic value retained in products in the production of new
goods (Linder & Williander, 2015). In a more typical business model framework, Metink defines
a circular business model, as “the rationale of how an organization creates, delivers, and captures
value within closed material loops” (Metink, 2014). Lastly, incorporating an important factor,
Bocken, et al., determine that circular models, “enable economically viable ways to continually
reuse products and materials, using renewable resources when possible” (Bocken et al., 2016).
The literature presents many interpretations as to what makes a circular business model.
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Within the circular business model, many different characteristics make up what a
circular business entails. The Ellen MacArthur Foundation presents one approach for a circular
business with the acronym ‘ReSOLVE’—Regenerate, Share, Optimize, Loop, Virtualize, and
represents a shift to renewable energy or materials. “Share” comes next with the goal to
maximize the utilization of products through sharing among users as well as reusing products
and prolonging life through repair and maintenance. The ‘O’ stands for “optimize”; through
increases in efficiency, a circular company can remove waste from the production process and
the supply chain. A company needs to aim to keep materials in closed loops, hence the ‘L’.
“Virtualize”, the ‘V’ in ReSOLVE, aims to deliver utility virtually instead of materially. Lastly,
‘E’ stands for “exchange”, meaning a company should replace old materials with renewable
ones. The ReSOLVE principles create a solid framework for thinking about what makes a
circular business. However, I am skeptical about the applicability across multiple industries,
specifically with the goal to virtualize. For example, the manufacturing industry will continue to
create value through material products. Ideally in a circular business, these products will be
created efficiently and with reclaimed materials, but they will never be virtual products.
Although virtualize does not work for every business and industry, the ReSOLVE principles
create an overarching framework for circular business. Additionally, the ReSOLVE principles
characteristics into three main principles. The first is that products and services are maintained,
through repair and adjustments, ultimately extending the lifecycle of existing products and
processes. Second, resources should cascade down the waste hierarchy to be used for subsequent
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uses by creating new combinations of products from upcycled waste streams. And lastly, the
business should be run entirely on renewable energy and sustainably harvested renewable
materials (Renswoude, ten Wolde, & Joustra, 2015). Building off of that, the authors suggest
four requirements for the business model. The business’s value proposition must reflect the
balance of economic, ecological, and social needs. The business should be actively engaged in
supply chain management. Additionally, the business should engage with customers, to motivate
them to take responsibility for their consumption and disposal decisions. And lastly, the
business’s financial model should reflect a holistic distribution of economic costs and benefits
circular economy authors. Most other authors, including the Ellen MacArthur Foundation, fail to
mention business engagement with customers on sustainability. This is an area I’d like to explore
with IKEA, to determine how IKEA engages with their customers about their circular products
and programs. Renswoude et al. (2015) assumes customer engagement is crucial for a circular
business model. This belief might only hold true for certain varieties of the circular business
model. For example, customer engagement would be crucial for any business models that hinge
on creating value from recovering resources, thus need customer involvement in take-back
programs. Additionally, businesses must engage and inform customers on the circular agenda to
help create an advantage over non-circular competitors. However, customer engagement might
not be necessary for all companies pursuing the circular economy. For example, a company that
remanufactures goods from a different waste stream does not have to rely on customers bringing
back their own products to remanufacture. Customer engagement might not be necessary in all
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aspects of the circular business, but engaging with customers on sustainability agendas might
business pursuing the circular economy. Although the circular economy can be made up of
different attributes, the end goal is always to maintain value of components of a product in order
to extract all of the value of the resources before disposal. Maintaining value can be done in a
variety of ways, and Bocken et al. (2016) developed a specific framework to differentiate the
different approaches. The authors build on previous literature surrounding the variation in
different resource cycles, such as technical and biological loops, and create terminology of
slowing, narrowing, and closing the loop (Bocken et al., 2016). The terms they introduced
encompassed topics that were already being discussed in the literature, but no one else had felt
the need to classify the different terms. While closing the resource loop strives to cycle resources
in a closed cycle, slowing and narrowing refer to throughput in the system. Slowing means
reducing the speed of throughput in the system, while narrowing refers to decreasing the amount
of throughput entering the system at a time. Having specific terms, like slowing and narrowing
throughput, and closing the loop allows for more specificity within design and business strategies
compared to simply using the broader and more open-ended term, “closing the loop”. I use
Bocken et al.’s (2016) terminology of slowing, narrowing, and closing going forward in
First, businesses can engage in the circular economy through actions that will slow the
rate of throughput. Slowing the rate of throughput entails designing products for the prolonged
use of goods over time. By extending the lifecycle of a product, the period that a product will be
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utilized is extended. Therefore, the resources necessary for that one product will slow down,
ultimately slowing the rate of extraction and waste disposal. Companies should consider some
key design features when designing their products. With the goal in mind to ensure a long
utilization period of a product, products should be designed for emotional and physical
durability. Emotional durability entails creating products that, “will be loved, liked, or trusted
longer”. Most circular design strategies only focus on the physical durability, but Bocken et al.
realizes the multi-dimensionality of keeping products in use for longer. However, it is also
important that products are designed to last physically. Thus they should be designed for service
loops; maintenance and repair allows products to be maintained in their top condition, making
sure the functional capabilities remain. While maintenance loops cannot continue indefinitely as
products eventually become unrepairable, having the ability to repair products makes it possible
to extend a products life. Another key design feature for slowing the rate of throughput is
standardization and compatibility. By creating products with parts or interfaces that fit other
products well, it is easier to maintain products or to upgrade. It is also beneficial in slowing the
loop to design products for dis and reassembly. This helps with material and component reuse.
In addition to specific design strategies for slowing the rate of throughput, a series of
business models also falls under this category, including extended product value and long-life
models. Extended product value is a business model that captures the residual value remaining in
its used products and adds additional value through reconditioning and refurbishing. The value
proposition comes from manufacturers being able to deliver the customer a “new” product as a
replacement for the old one. This business model can only function if take-back systems are in
place to enable the return of products to businesses so they can capture new value. Another
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business model for slowing the rate of throughput is the long-life model, in which businesses
focus on delivering long-life products that are designed for durability and repair (Bocken et al.,
2016). In this model, businesses often offer high levels of customer services through various
repair programs. An example of this business model can be seen in companies that encourage
sufficiency by seeking strategies to reduce the rate of end-user throughput and disposal. These
companies create products that last and allow users to hold on to them as long as possible
approach to marketing and sales (Bocken et al., 2016). A great example of a company pursuing
this strategy is Patagonia, with their famous “Don’t buy this jacket” ad campaign (“Don’t Buy
This Jacket, Black Friday and the New York Times,” 2011). All of these business models hope
to slow resource use, by keeping products in utilization for longer periods of time.
Another approach businesses can take to transition to the circular economy is narrowing
the amount of throughput. Narrowing the amount of throughput aims to use fewer resources per
product, as well as fewer resources in the production process. The challenge with narrowing the
al. (2016) takes an eco-efficiency standpoint and argues that strategies that narrow the amount of
throughput with resource efficiency can speed up linear resource flows by selling greater
quantities of a more efficient product, an example of the Jevons Paradox. Additionally, using less
resources per product could potentially reduce the durability of a product, resulting in shorten
life span of the product. Thus, Bocken et al. (2016) is skeptical that narrowing the amount of
throughput could lead to an actual reduction in resource throughput rates, and therefore does not
accept resource efficiency as a valid circular practice. However, Braungart et al. (2007) argue
that resource efficiency is a worthwhile effort, taking the eco-effective stance (Braungart et al.,
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2007). Resource efficiency is a worthy attempt to take steps towards circularity if businesses are
cognoscente of the implications of speeding up the resource flows. Narrowing the amount of
throughput can be put into practice by reducing the inputs per product and production.
Lastly, closing the loop is the final category of circular strategies. Closing the loop aims
to connect and direct products at the end of life back to the manufacturing process. For design
designed with safe and healthy materials for biodegradability. In closed-loop practice, products
should be designed for disassembly and reassembly (Go, Wahab, & Hishamuddin, 2015). The
business model associated with closing the loop is extended resource value. In this model,
businesses exploit the residual value of collected resources and create new forms of value in new
products.
While businesses have a variety of different ways to engage with the circular economy
through various design strategies and business designs, it is important to keep in mind that the
discarded products back into a company’s manufacturing process to capture residual value is the
goal of closing the loop, however in reality potential challenges arise on an individual company
level. The ecosystem, the biomimicry inspiration for the circular economy, illuminates some of
these challenges. An ecosystem functions together with producers, consumers, and decomposers.
The producers, companies extracting raw resources, produce resources for the consumers. The
primary consumers, say a company’s supply chain, consumes those producers to create
primary consumer to create a product. Lastly, a tertiary consumer consumes the secondary
consumer, say a customer buying a product. Primary, secondary, and tertiary consumers all
produce waste that is decomposed by decomposers, and the resources are returned to the
producers. While there is very little waste in an ecosystem as a whole, individual organisms still
produce waste. The ecosystem as a whole is able to close the resource loop, not necessarily an
individual organism. Closing the loop is an area businesses do not necessarily have control over,
thus making it challenging to complete this goal on an individual basis. An individual firm
pursuing a circular business model cannot by itself create the circular economy. Additionally, if
all businesses tried to pursue circular business models to the extreme, there would likely be a
sub-optimization of resources from the lack of coordinated action. Lastly, in the circular
economy, decomposers are not the only actors responsible for eliminating waste, thus the design
strategies and business models developed for slowing and narrowing throughput, and closing the
The theories describe the circular economy as a regenerative, circular model, in which
resources can be cycled continuously in a closed loop, leading to a multitude of both economic
and environmental benefits. In theory, the economy should transition from the linear model
completely over to the circular model as if it is binary decision, suggesting businesses should aim
for closed-loop practices. Although the circular model presents itself as a more sustainable
version of the linear model, there are some aspects to be critical of.
First and foremost, the circular economy in the extreme sense is impossible. The ability
to cycle resources continually in a closed loop cycle that is discussed in the theory violates the
first and second law of thermodynamics. The first law—energy can be transformed from one
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form to another but cannot be created or destroyed—demonstrates that what goes into the system
must come out. All economic activity creates the material outcome of physical waste, which
cannot be returned into the loop. Thus, we must introduce new materials to a certain extent. The
second law states that in a closed system, the amount of energy available to do work constantly
declines. However, energy is needed to recycle and remanufacture goods, thus the system cannot
Based on these fundamental laws of physics, a 100 percent closed-loop system is not
feasible. Additionally, there are economic and environmental factors that make such a transition
Second, sometimes it takes more energy to recycle materials than it does to extract new virgin
environmental standpoint.
The system of production and consumption should be thought of as a continuum with the
linear model on one end and the circular economy on the other. Businesses can move towards the
circular economy by taking steps to incorporate more recyclable material, to make more from
less, or by adopting other characteristics of circular business. While in theory the circular
economy strives to close the resource loop, in reality, the circular economy is an unattainable
goal to make progress towards, but a goal that will never be met. The diagram below depicts a
more realistic representation of the circular economy with resources entering in and out of the
system, while also incorporating ways to slow throughput through repair and narrow the amount
of throughput in product design. Going forward when discussing closed loop practices and
companies pursuing the circular economy, these terms will be used cognoscente of the fact that
!
Figure 3 A more realistic diagram of the circular economy. (“Circular Advantage”).
Even though the complete circular economy is not the end goal, the circular economy can
still be used as a tool for businesses to become more sustainable by partaking in the business
models and strategies discussed in theory. So, what does it mean to be a company taking steps to
Hypotheses
The theories on the circular economy suggest that businesses must be working in a
variety of different ways as they transition to be part of the circular economy. Based on the
definitions and strategies of a circular business from the literature, my first hypothesis is that to
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be a company transitioning to the circular economy, the business must engage in five different
areas. The first area is the recycling of materials. Second, products are designed and maintained
for a lifespan meaningfully longer than chosen by a typical firm in the same industry. Third, the
company should be taking extraordinary steps to reduce waste compared to a typical firm in the
same industry. Fourth, production processes should be powered by renewable energy. Finally,
My second hypothesis is that because of the more complex and challenging nature of
closing the loop, businesses today are more likely to implement strategies that slow the rate of
throughput and narrow the amount of throughput than strategies to close the loop completely.
These hypotheses will be tested in the following chapter by analyzing a variety of business case
In addition to the findings about circular models and strategies, the literature also
discusses some important topics relevant to the spread of the circular economy. Although not
specifically in reference to the circular economy, change methodologies will be useful to make
judgment on broader business model change. Gauthier and Gilomen (2016) present a business
change methodology. Business model as usual is the first change, in which business models
undergo no transformations to business models. A business that continues to operate under the
linear model of production is business as usual. Next is business model adjustment if marginal
modifications to one element of the business model occur. For example, a business that expands
their operations to include a repair service for their goods could be classified as business model
adjustment. Business model innovation occurs when major business model transformation is
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implemented. For example, a business that pursues multiple areas of circularity, like using
renewable energy and sustainable sources, and incorporating waste as a resource has achieved
business model innovation. Lastly, in the case that a company rethinks the organization of the
business model, which results in new value propositions, the business model has been redesigned
(Gauthier & Gilomen, 2016). One way a business could achieve business model redesign is by
incorporating many circular principles and changing its business model entirely, by becoming a
service-based model where the ownership of products remain with the business and customers
rent products. This framework for business model change can be applied to businesses
Although a metric for business model innovation exists, due to the relatively new nature
of circular business models, relatively few metrics to measure circularity within a business exist.
Laubsher and Marinelli (2014) present one framework to measure circular business that only
includes three factors: ecological footprint, value of recovered materials and assets, and an
increase in revenue through new business models (Laubsher & Marinelli, 2014). The simplicity
of this framework allows for businesses to apply multiple strategies to achieve some circularity.
Additionally, this framework is beneficial because it takes into account economic growth of a
business, which is an important factor. A circular business still needs to turn a profit. Metink
(2014) presents another, more detailed set of metrics that could be used to evaluate a circular
business. Included in this framework are indicators that capture the percentage of revenue from
repairs, reused parts, refurbished products, and second-hand products. He also includes the
lifetime value of products, the times of reuse of resources, as well as the amount of toxic
materials used (Metink, 2014). These indicators draw from all of the different strategies to close
the loop and slow and narrow throughput, making it easier for businesses to measure the result of
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a strategy they implemented. Lastly, the Ellen MacArthur Foundation creates another broad
framework. The foundation’s circular indicators measure the virgin and recycled and reused
material use, the lifespan of products, the amount of material that goes into landfill, energy
recovery, or recycled, and the efficiency of the recycling processes used to produce new products
(“Circularity Indicators.,” 2015). No consistent metrics to measure a circular business exist, but
the indicators from Laubsher, Metink, and the Ellen MacArthur Foundation create a starting
point for an evaluation of a circular business. Additionally, as the circular economy spreads to
more and more business, a more standard metric might be created, which would help to get
The circular business model opens up many new opportunities for businesses. However,
with all new business models, the circular business model does have some barriers and
challenges. First, environmental culture of business leadership can factor into whether or not the
company plans to pursue green business strategies, such as the circular economy. Another barrier
for circular business is the lack of internal technical skills. Lacking the time or expertise to
engage in green strategies could prevent the business from taking advantage of circular
circular strategies can be challenging due to financial barriers, for example through large
& Arunachalam, 2006). These investments often have longer payback periods, which can be
logistics, making the return and remanufacture of products difficult. Additionally, another
challenge businesses adapting circular models face is the modern consumer. Compared to earlier
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times, consumers are less interested in products that will be around for a century to pass down to
family members. Additionally as the cost of repair has increased, consumers are more inclined to
buy new. Many similar market barriers inhibit the spread of the circular business model.
Although the circular business model has many challenges and barriers, businesses have
many incentives to introduce circular practices. Circular business helps to build resilience by
using more sustainable inputs and being run on renewable energy, both creating economic
benefit in the long run (Lewandowski, 2016). A circular business can lead to improved customer
interaction and loyalty. For example, with take-back and repair programs, the customer becomes
a user as opposed to a consumer, thus extending the relationship between business and customer.
Businesses can see reduced input costs by implementing closed-loop practices that recirculate
components and materials (“Circular Economy Report - Towards the Circular Economy Vol. 1,”
more conscientious consumers. The theory on the circular economy suggests that the circular
business model is good for business and the planet. The following chapter explores the reality the
The theory of the circular economy developed beginning with some of its earliest ideas
back in the 1970s. The previous chapter analyzed the literature to synthesize the theories,
strategies, and ideals of the circular economy. The theories on the circular economy present the
idea as a successful alternative to the current system of production, both environmentally and
economically. In order to achieve the ideals of the circular economy—an economy that is
restorative by nature—the real change must come at the business level. The literature presents
multiple different business models and strategies for businesses to help pursue the circular
economy, including strategies to slow and narrow resource throughput and to close the loop.
With a variety of different strategies and models, the theory of the circular economy suggests
that any business, in any industry can work towards the circular transition. The theories suggest
the transitioning away from the linear towards the circular economy is worthwhile, feasible, and
The theories claim the circular economy is the solution to decouple growth from resource
use, enabling businesses to continue to grow while decreasing the negative environmental
impacts of business growth. In theory, the circular economy is an important and significant
concept. However, are businesses today actually implementing the theories in practice? Are
businesses using any of the strategies to slow, narrow, and close the manufacturing/consumption
loop? And are business leaders seeing value in sustainability and the circular economy, enough
This chapter hopes to figure out whether what is presented and advocated in theory is
actually being acted on in practice by analyzing the business practices of six different
manufacturing companies. All of these companies are actively working to engage in the circular
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economy. By examining business practices and strategies, this chapter will test my five-point
framework for what it means to be a circular business. Looking at recycling of materials, long-
term product design, waste reduction, renewable energy use, and sustainable sourcing of raw
materials, this chapter will determine what these companies are or are not actually doing and
accomplishing. Additionally, this chapter will examine their business tactics and stated intention
to try to figure out why these companies are able to achieve what they have. Lastly, exploring
other companies’ efforts in the circular transition will create some context for evaluating how
well IKEA is performing in making the transition toward a fully circular business model. The
chapter is broken into sections based on company, starting with some company background and
the company’s overarching sustainably agenda. Then, strategies for each area will be examined.
Lastly, each section will explore the business tactics and rational offered by each company
Interface
One of the most prominent companies pursuing the circular economy is US carpet
manufacturer Interface. Former CEO Ray Anderson helped to transform his company to be one
of the most sustainable companies in the country. Interface is the world’s largest manufacturer of
“modular” carpet, a special approach to the carpet business that the company pioneered about
fifty years ago. Today, Interface operates in over 80 countries providing affordable and elegant
Interface’s sustainability journey started in 1994 when former CEO Ray Anderson had a
personal epiphany about his business. This epiphany resulted in a paradigm shift in the way
Interface did business. Ray Anderson set the company on a new path called Mission Zero, with
the goal to eliminate any negative impact Interface has on the environment by 2020 (“Our
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Mission”). Mission Zero includes seven different goals, five of which are applicable to circular
business: (1) eliminate waste from every area of business, (2) eliminate emissions and toxic
substances from products, (3) operate facilities with 100 percent renewable energy, (4) close the
loop and redesign products and processes efficiently to close the technical loop using recycled
and bio-based materials, and lastly (5) redesign commerce to create new business models. With
Mission Zero as the driving force behind the way Interface does business, the company has made
Area 1—Recycling of materials: through their efforts to close the loop, Interface is
making an impact in Area 1, recycling of materials. Interface created a new process called
ReEntry to enable them to close the loop. The ReEntry process makes it possible to cleanly
separate the carpet fibers from the backing. This allows Interface to gather the maximum amount
of post-consumer material to be recycled into new products. The plastics that cannot be used in
again in Interface carpets are distributed to other industries. The ReEntry process has lead to
significant increases in the recycled content of products from post-consumer waste. In 1996, less
than one percent of material was coming from recycled content. However, Interface’s current
Area 2—Long-term design: Interface fails to mention this area in detail. The company
is more focused on ways to recycle and remanufacture their products compared to designing the
Area 3—Reducing waste: Interface has made large strides in reducing waste in their
Interface saves on material costs, reduces raw material extraction, energy use, and transportation
costs. One way Interface has achieved dematerialization is through reducing the face weight and
backing weight of its carpet tiles, which decreases the amount of raw materials to produce a
square yard of carpet by ten percent (“Waste”). Additionally, Interface has also created a way to
install carpet tiles without glue in their TacTiles. By eliminating the need for glue, Interface
saves about three ounces of material per square yard of carpet installation. These strategies have
Area 4 and 5—Use of renewable energy and sustainable sources: Using renewable
energy is another one of Interface’s goals in Mission Zero. Through investments in renewable
energy, Interface has successfully achieved their goal; 100 percent of their manufacturing
electricity comes from renewable energy sources. Because of the switch to renewable energy,
Interface has reduced 95 percent of their net greenhouse gas emissions per unit of product
(“Environmental Footprint”). Lastly, for Area 5 –use of sustainable sources of raw materials—
Interface is in the process of researching renewable materials, and is experimenting with fibers
practices for turning their sustainability goals into reality. The company has worked closely with
their supply chain through Supplier Summits, workshops and educational trainings that enable
suppliers to work towards Interface’s sustainability goals. Through collaborating with suppliers
on sustainability and life-cycle assessment, Interface has been able to develop sustainable
innovations for the carpet industry. Interface also strives to be transparent in their progress
toward Mission Zero (“Supply Chain”). Rather than hiding their strategies and techniques as
“proprietary secrets”, the company finds transparency as a way to share knowledge and
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and transparency is evident as they were the first company to publish a sustainability report back
in 1997. Interface also makes use of EDPs, a life cycle assessment tool that measures the
materials and environmental impact of their products. EDPs help Interface work with suppliers to
The most important driver of Interface’s circular transition is the personal determination
and drive of Ray Anderson. Anderson has said that his epiphany came after he read Paul
Hawken’s Ecology of Commerce, which resulted in a total shift in mindset and the determination
to change every aspect of his business (“Ray’s Life”). Interface managers quickly realized that
there was a competitive advantage to be captured. The rest of their competitors were failing to
advantage by providing the sustainable option in the carpet industry. Additionally, as carpet
their operations drove Interface to start developing cost-beneficial ways to recycle materials
(Rajala, Westerlund, & Lampikoski, 2016). Lastly, crucial to transforming Interface was a mind
set shift to reimagine the company’s purpose. Interface brought in sustainability consultants to
catalyze a new way of thinking to incorporate sustainability into the values, culture, and
leadership of the company. Interface’s circular and sustainability efforts have resulted in large
savings; by 2010, the company had saved more than $400 million dollars from their waste
reduction activities (Rajala et al., 2016). Interface has gone through tremendous change and
Desso
tiles and broadloom with an emphasis on cradle-to-cradle design. The company is active in more
than 100 countries and operates two factories and a major distribution center in Europe. One of
the company’s main focus areas is cradle-to-cradle; Desso acknowledges that the linear model is
unsustainable and strives to design all of their products according to cradle-to-cradle principles
by 2020.
offering a program to collect used carpets in order to remanufacture. Within their production
process, Desso identifies material streams that can be taken back and reincorporated into the
production process and works with their customers to take back carpet. Then, they separate the
yarn from the backing, and return the yarn to the yarn manufacturer for future production. The
bitumen from the carpet backing is recycled in roofing, and concrete. Desso has also worked
with suppliers to help develop new technology for recycling old products. One of their suppliers,
Aquafil, developed technology to recycle old yarn from used carpet into a new material, called
Econyl. This new material is made from 100 percent recycled nylon from post-consumer yarn.
Currently, over half of Desso’s carpet tile range is available with Econyl yarn (“C2C &
Corporate Responsibility”).
Areas 2 and 3—Long-Term design and reducing waste: Area 2 and 3 are missing
within Desso’s business model. Similarly to Interface, the company is more focused on the
recycling of materials and processes to achieve that compared to making products more long
lasting.
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Area 4—Use of renewable energy: Desso realizes the importance of the circular
economy being run on sustainable power and aims to achieve 100% renewable by 2020. The
company covered their roofs with 25,000 m2 solar cells, helping to achieve this goal. However,
as of 2015, 27% was from renewables, while the rest was natural gas. Thus, Desso still has a
Area 5—Use of sustainable raw materials: While Desso does not clearly state the
sustainability of its sourced materials, the company focuses more on the quality and health of
their materials. This work is in line with their goal to improve the health of the environment and
people. Desso has a third-party assessment of the safety of each material used in production, and
currently up to 97 percent of the materials used are positively defined, meaning the products are
Company’s stated rationale and goals: Desso’s first step in transitioning to the circular
economy came from the vision that creating cradle-to-cradle products would be a design and
quality initiative to boost the company’s innovation, and convinced shareholders that it was a
way to build business (Mendoza, 2010). The company then set out to foster strong relationships
with its suppliers who shared their vision, and in turn could be dedicated to improving their
products and operations towards environmental and social excellence. The company manages
their suppliers and products with two assessments. The Material Health Assessment analyzes the
product and material ingredients, in which products must be defined as positive in order to be
considered as a purchasing option. Secondly, Desso assesses their suppliers on Social Risk,
which examines the circumstances under which products are made. This assessment analyzes
how suppliers run their operations on promoting health and safety of employees the environment.
These two assessments help Desso engage suppliers on their sustainability and closed-loop
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agendas. Desso also values transparency in their sustainability goals and is open to feedback.
Desso finds its motivation and drive for circularity in the alignment of its sustainability goals
with the UN’s Sustainable Development Goals. The motivation for Desso being a part of the
solution to the UN’s goals is felt throughout the value chain, all the way up to the CEO. Current
CEO, Alexander Collot d'Escury, believes designing all products to be cradle-to-cradle is a way
to help achieve these goals (Desso, 2015). Desso has seen its circular efforts pay off. The
company’s incremental earnings from their investment in carpet tile recycling increased from 1
to 9.2 percent from 2006 to 2010, notably at a time when the carpet industry dropped by 30%
due to the recession (Beavis, 2012). Desso is making progress towards becoming a circular
business, especially through recycling carpet in its take-back programs, but the company might
need more attention to designing products for a longer life, as well as creating ways to extend the
Steelcase
seating to desks and tables, to storage and waste bins. Steelcase is making efforts to transition to
the circular economy. Steelcase operates globally, working with a network of channels, including
800 dealer locations. Steelcase is a large, publicly traded company; it saw revenue of 3.0 billion
little effort in. In their current product line, 50 products have been certified for cradle-to-cradle.
To be certified cradle-to-cradle, the product must be made with safe, renewable, and recyclable
materials, produced with renewable energy in socially responsible supply chains. Product
certification incorporates material recycling, only a small portion of their product range is
certified.
Area 2—Long-term design: Although Steelcase has done little to recycle materials,
Steelcase is innovating and offering many ways to reduce and slow the flow of throughput.
Steelcase provides many avenues to extend the life cycle of their products, through repair and
refurbishment, or by finding their products new homes. Steelcase makes it possible to refurbish
their products with new fabrics and finishes, in addition to adding new components. Steelcase
encourages their customers to use these services instead of buying brand new products; for
example, Steelcase makes it clear that by reusing existing furniture in projects may help the
project earn credits toward the LEED certification. Additionally, because the products are
designed for easy disassembly, it is easy to separate pieces efficiently for repair or recycling.
Steelcase also makes it easy to keep their products in use for the longest time possible by
working with their customers to sell or connect with non-profits or charities to donate the used
furniture, giving Steelcase furniture a second home and life (“Sustainability,”-a). Steelcase is
Area 3—Reducing waste: Steelcase is also progressing in other circular areas. Since
2010, Steelcase has reduced their waste output by 44 percent (Steelcase, 2016).
Area 4—Use of Renewable Energy: Additionally, to date Steelcase has offset all of
Area 5—Use of sustainable raw materials: Lastly, not only do they design their
products for end of life with sustainable resources, but also Steelcase is working to eliminate
toxic chemicals from their supply chain. Steelcase has assessed over 1,600 materials and is
working to eliminate and phase out materials of concern and to develop alternative materials.
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Company’s stated rationale and goals: Customer and stakeholder expectations are a
primary driver of Steelcase’s sustainability efforts. The company surveyed their customer base
and other partners and then aligned their efforts to help advance their environmental performance
to align with the views of their shareholders. Steelcase collaborated with suppliers to develop
and share best practices, although the company fails to include specific examples of these efforts.
The company strives to achieve a supply base that can provide products at low costs, while
assessment to measure the overall impact of their products in order to improve them. In regards
to Steelcase’s end-of-life options, CEO Jim Keane described these programs as a way for the
company to grow as none of their competitors offered anything like it (Keane, 2016). Steelcase is
leading the way in keeping resources in use for long periods, but the company does not include
Walmart
An unexpected company to enter the circular conversation is global retailer Walmart. The
company has simplified their sustainability agenda into three goals: to create zero waste, operate
with 100 percent renewable energy, and sell products that sustain resources and the environment
(“Walmart 2017 Global Responsibility Report”). To achieve these goals, Walmart plans to use
company is making a small impact in closing the loop. One way Walmart is closing the loop is
by working with suppliers to help recirculate materials. For example, Walmart is working with
Metrolina to recycle potting trays. Walmart runs a take-back program for used floral containers
and delivers them to Metrolina to be recycled. In the last year, 1.4 million pounds of plastic trays
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were returned and then recycled into new flowerpots (“Walmart 2017 Global Responsibility
Report,” n.d.). Walmart plans to work with other suppliers to create more processes to close the
loop.
Area 2—Long-term design: Walmart is also working hard to keep products in use for
longer. The company is working with suppliers to improve package and product design. Walmart
also offers solutions to refurbish products. Across the US, Walmart operates four refurbishing
centers to repair damaged phones, tablets, televisions, computers, and more, and then the
refurbished products are sold at a discounted price. Walmart kept six million electronic items out
of the landfill in fiscal year 2017. In addition to repairing damaged products, Walmart works to
prevent unsold goods ending up in the landfill. Walmart works with charities, including Good
360, Harvest Time, and United Way, to donate unsold goods. This past year, Walmart donated
13,000 tons of unsold products in the United States (“Eliminating waste in our operations”).
Walmart strives to keep resources out of landfills by offering ways to repair goods, as well as
Area 3—Reducing waste: Waste, one of the main goals of Walmart’s sustainability
strategy, is an area Walmart is putting a lot of effort into. The company has diverted 82 percent
of materials away from the landfill that was previously considered waste. One way the company
has been able to achieve this goal is through the implementation of a data management system
for waste. The data management system can measure waste diversion performance at the
country, region, and store levels. Additionally, Walmart has increased the number of trade-in
programs like tablets, smartphones, and video games, in order to recycle those goods. In order to
decrease waste in packaging, in Canada, Mexico, United Kingdom, and the United States,
and shrink-wrap. Walmart is also working with its suppliers to implement eco-efficiency
measures in their packaging. For example, Walmart worked with suppliers to reduce the
thickness of plastic bags used for shipping apparel (“Eliminating waste in our operations”). By
decreasing the amount of resources per item, Walmart saves resources and money. By changing
the way packaging is traditionally done, Walmart is seeing results in its waste reduction.
Area 4—Use of Renewable Energy: Use of renewable energy is also a part of the
Walmart’s sustainability agenda. The company aims to power 50 percent of their operations with
renewable energy by 2025, through onsite generation and through purchases of green energy.
Currently, Walmart has over 460 renewable energy systems installed at their stores and
distribution centers. Additionally, by investing in energy efficiency, Walmart has reduced energy
use per square foot by 12 percent since 2010 (“Reducing energy intensity and emissions in our
operations”).
approach for sustainable sourcing. Although the company is not directly attempting to source
sustainably or encourage their suppliers to, the company is doing something to try to conserve
resources. In the US, Walmart collaborated with the National Fish and Wildlife Foundation to
establish the Acres for America program. The program set out to permanently conserve one acre
of wildlife habitat for every acre of land developed by Walmart, or about 100,000 acres.
However, this goal has been significantly achieved and been exceeded ten times (“Walmart 2017
Walmart relies on its power of influence to make sustainability changes within its supply
chain. With Walmart’s supplier relationships, physical assets and capabilities in logistics,
Walmart is able to make a significant difference in their sustainability efforts. Walmart’s scale
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enables the possibility to continue transitioning to the circular economy, but also presents
Company’s stated rationale and goals: The driving force behind everything Walmart
does, including sustainability and the circular economy, is the bottom line. To Walmart, the
business case for sustainability is the predominant reason to pursue sustainability measures. In
many of Walmart’s effort to engage in sustainability and the circular economy, cost savings are
always mentioned. For example, with the thinner plastic apparel bags, saving money is the first
benefit Walmart lists. This is also the case when it comes to reducing the energy intensity of their
operations. Transitioning to the circular economy is just another opportunity to cut costs, reduce
prices, and make higher profits. Ultimately, Walmart is taking steps in the transition towards the
circular economy.
Kingfisher
The company operates five different brands in ten countries across Europe, Russia and Turkey.
One Kingfisher is Kingfisher’s plan to become the leading home improvement company. This
plan includes the goal to become NetPositive: creating positive change in business and the world.
KingFisher’s focus areas include wood and paper, energy, products and innovation, and
communities.
Kingfisher currently has 818 products in their range with closed-loop credentials. These closed-
loop credentials are a list of 10 factors developed by KingFisher to help gage its products’
with closed-loop credentials are made from a composite of recycled waste that includes plastics,
Area 2—Long-term design: In terms of Area 2, Kingfisher does not go into detail on
designing their products for longevity. However, Kingfisher’s primary focus is on creating
products that promote sustainability within customers’ homes. These products are developed to
be quality, affordable, and enable customers to be save energy or water. Although enabling
customers to live more sustainably is beneficial, Kingfisher fails to mention how their products
Area 3—Reducing waste: Kingfisher is also finding ways to cut down waste in their
operations. They are another company that is practicing eco-efficiency in their packaging. The
company is in the process of slimming down the amount of packaging needed for their goods.
For example, many of their kitchen faucets now come in boxes that are 30% smaller than the
previous design. By cutting down on the amount of packaging, Kingfisher ends up saving 45
tons of packaging a year. This enables more efficient transportation, and decreased fuel costs.
of renewable energy within their facilities. Currently, renewable energy generation is installed in
their headquarters, as well as at two stores, and three distribution centers. The company has plans
Area 5—Use of sustainable raw materials: Lastly, Kingfisher has made the largest
strides in sustainable sourcing. As one the first major retailer to launch a sustainable timber
policy over 25 years ago, Kingfisher takes responsibility for the sourcing of their wood by
purchasing responsible sourced wood and paper from the Forest Stewardship Council and the
Program of the Endorsement of Forest. To date, 96 percent of wood sourced for Kingfisher
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Products is sustainably sourced (“Wood and Paper”). With one third of their products including
wood or paper, Kingfisher feels the need to manage their resources wisely.
Company’s stated rationale and goals: Kingfisher has been able to work towards a
circular business by integrating sustainability into the foundation of their business. Sustainability
falls under the responsibility of the CEO, demonstrating how important the topic is to the
preference, supply chain resilience, and efficiency and productivity. In order to embrace each of
these areas, Kingfisher has a very detailed sustainability management structure, that is proudly
displayed on the company’s website (“Managing Sustainability”). Top leadership is at the front
of the sustainability agenda, followed by sustainability teams that implement strategies with
stakeholders and the supply chain. Products and sourcing is the next category in their
and products. Tracking of performance is done annually which allows the top leadership to
review the progress on the company’s targets. Kingfisher also includes sustainability in
employee training as well as makes sure that their leadership has the knowledge and skills to lead
on sustainability. The last piece of their sustainability management system is learning and
engaging with stakeholders to better understand their views. Having an extensive sustainability
management plan enables Kingfisher to make the changes to transition to a circular business.
Lastly, Kingfisher realizes the connection between its success and the sustainability of the
The last company working towards the circular economy is UK retailer Marks &
Spencer. With over 1,433 stores globally, Marks & Spencer is a big company trying to make a
large impact. Plan A, Marks & Spencer’s sustainability strategy, guides the company towards
Area 1 and 2—Recycling of materials and long-term design: Marks & Spencer makes
no efforts to close the loop with materials recycling, however it does offer some strategies to
extend the life of their products. For example, Marks & Spencer donates all of their damaged or
unsold clothing to Oxfam or Newlife, two prominent UK charities. They have also started a
program called Shwopping with the goal to encourage customers to donate unwanted clothing to
Oxfam to be resold, reused, or recycled. Marks & Spencer eventually aims to recycle as many
clothes as the company sells. This idea, and the lack of a long-term design strategy, raises
Area 3—Reducing waste: Waste is an area Marks & Spencer is putting a lot of effort
into. Marks & Spencer are committed to zero waste from operations and construction activities
for their activities in the UK and the Republic of Ireland, their two biggest markets. As of 2012,
the company achieved their goal and diverted the entirety of all their operational and
construction waste from the landfill from their stores, offices, and warehouses. Additionally,
Marks & Spencer also redesigned their packaging to reduce material by 25 percent per item, and
redesigned their packaging to be 90 percent recyclable. Marks & Spencer is making a good effort
Area 4—Use of Renewable Energy: Use of renewable energy is an area Marks &
Spencer is doing well in. As of 2017, all of the electricity purchased for stores and offices was
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renewable. Their efforts in renewable energy have enabled their UK stores and operations to be
carbon neutral.
Area 5—Use of sustainable raw materials: Marks & Spencer takes sustainable
sourcing seriously as wood is an essential commodity for the company. Wood provides the base
material for many of their products. As part of the idea about a sustainable company is a better
long-term company, Marks & Spencer currently uses 99 percent responsibly sourced wood.
Cotton, another large input for the company, is only sourced 49 percent sustainably (Marks &
Spencer, 2017).
Company’s stated rationale and goals: Marks & Spencer works toward the circular
economy by using the initiatives and goals set out in Plan A. This plan is grounded and aligned
in the UN Sustainable Development Goals, which provides an overarching objective for the
company. Marks & Spencer claims that Plan A is an integral part of the M&S brand. Another
important factor for the company’s circular success is their stakeholder involvement in the
development of Plan A. The company worked with customers, suppliers, and their retail advisory
board in order to craft the best Plan A for the company, the customers, and the environment.
While Marks & Spencer sees benefits from the savings from their circular efforts, the company
also claims to have become more attractive of an employer for embracing the triple bottom line.
Evaluation
The companies analyzed in this chapter help test whether the strategies and practices that
are discussed in the circular economy theory are truly happening in practice. The companies
ranged from privately owned firms to large publicly traded firms, with the hope to gain an
understanding of circular efforts going on across a range of different companies. For all of the
above companies attempting to transform into circular businesses, it is clear that no company is
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making monumental shifts to becoming a circular business. These companies, however, can see
the benefits and opportunities of a circular business that are discussed in the theory, and are
taking initiative to try to move along the continuum from a linear model to a circular model.
These case studies served as tests for the two hypotheses. The first hypothesis suggested
that companies pursuing circularity had to be engaged in five different areas. The case studies
demonstrate that no one company is doing well in all five areas. Even Interface, the company
that has made the largest transition, fails to engage with long-term product design. However,
when looking across all six companies, the five different areas presented in the hypothesis are the
areas that companies are working towards. This demonstrates that a company does not have to
engage in all five areas in order to make significant progress towards circularity at this point in
time. However, the theory still presents these five areas as characteristics of future circular
businesses.
The second hypotheses predicted that fewer companies were pursuing strategies to close
the loop, and more companies were engaging with other strategies slow and narrow throughput.
Interface and Desso are the only companies truly taking back their own products to recycle into
new products. The rest of the companies either certify their products with Cradle-to-Cradle,
which takes into account material health and reutilization, but does entail closed loop that is
discussed in the theory. Steelcase is the best example for a company not focusing as much on
closed loop, but more on decreasing the rate of throughput. Based off of these six case studies,
more companies are pursuing other ways to take steps toward circularity on the production
continuum without closing the resource loop and recycling their own products.
Besides answering these hypotheses, some other common themes emerged from these
case studies. The first is that supplier relationships are incredibly important to make circular
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change. Most of these companies were able to achieve the circular progress they had by working
closely with their suppliers, whether through helping to source products sustainably or working
with them on resource efficiency. Additionally, many companies were using life-cycle
assessment to gage the impact of their products as a tool to produce more sustainable and circular
products. Using a tool to measure product impact helps guide companies to produce better, less
environmentally impactful products. The last theme drawn from these case studies is the use of
often ignores the speed of resource flows. However, these case studies confirm that eco-
efficiency is a worthwhile strategy used by many companies to reduce their resource use. Many
companies use eco-efficiency in their packaging, like Walmart and Kingfisher, as well as in their
These companies had different motivations to pursue circular practices. Many found
circular practices to be a competitive advantage, which gave them an edge over their competitors
that were operating at business as usual. Some companies found that circular practices opened up
new opportunities for design and innovation, as well as even new ways for value creation by
working with products at the end of their lives. Customer and stakeholder values also drove
companies to pursue sustainability. Lastly, while the business case for the circular economy is
clear in some cases, like with Interface, the business case for other companies is unclear.
Lastly, while most of the companies are working to become part of the circular economy
ecosystem, Interface and Desso, both carpeting companies, are working to close the loop within
their business. Perhaps carpeting is an industry that can be set up as a closed loop. Interface and
Desso both work with their customers to take back their products in order to recycle the material
into new carpet. Possibly because the material itself is easier to remanufacture than say furniture,
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or because carpeting is an easier product to promote a follow-up sale, making the take-back
process easier. Interface and Desso suggest that carpet companies might be able to play the
The following chapter will dive deeper into IKEA’s circular efforts towards the circular
economy. It will assess IKEA in each of the five areas, as well as the business strategies IKEA is
using. These case studies hope to offer some comparison when looking at how significant is
IKEA, a company known for its flat pack furniture and Swedish meatballs, is embracing
the circular economy and attempting to take steps towards becoming a circular business. The
blue and yellow company is implementing programs and strategies to slow and narrow
throughput and to close the resource loop. However, are these attempts to become circular
worthwhile? Are these programs and strategies lessening IKEA’s environmental impact? Is
IKEA making significant progress on becoming a circular company and how are they able to
achieve this feat? This chapter is broken into two main sections. The first section will evaluate
IKEA’s circular efforts based on the five-point framework created in the previous chapters:
recycling of materials, long-term product design, waste reduction, use of renewable energy, and
use of sustainable natural resources. Each area will be examined at the company level and will be
supported by specific programs and strategies. The second part of the chapter will analyze the
business strategies and tactics utilized in IKEA’s circular transition. This chapter hopes to
For a company that started as a small mail order business in southern Sweden, today
IKEA is the largest seller of furniture in the world. Founded by 17-year-old Ingvar Kamprad
back in 1942, IKEA is a retail company that designs and sells ready-to-assemble furniture,
appliances and home wares. IKEA’s values, hard work and resourcefulness, stem from its
humble beginnings in Småland, Sweden. Although the company has grown out of the confines of
Småland into a major global company, IKEA’s values remain true to its roots, and can be seen in
many aspects of the company—from the design of products to employee engagement. IKEA’s
functional home wares at cost-conscious prices, which has allowed IKEA to become accessible
to a large market making it possible for them to create a better everyday life for many people.
Most known for their self-assembled furniture, IKEA offers a wide product range with
9,500 items. All IKEA products are designed according to the principles of “Democratic
Design”. Democratic Design hinges on five key areas: quality, function, sustainability, form, and
low price. Products should be able to withstand some wear and tear, while remaining fully
functional. They should be produced in a sustainable manner and be true to Scandinavian design
heritage with clean and simple design. Lastly, all of these characteristics must be achieved at
The accessibility of IKEA products helped the company grow to the dominant size they
are today. As of fiscal year 2016, IKEA operated 340 stores in 28 countries and had 783 million
customers visit its stores, with an additional 2.1 billion visits to ikea.com. IKEA saw total sales
of 34.2 billion euros, resulting in a net profit of 4.2 billion euros (IKEA Group, 2016, p. 20). To
make all of this happen, IKEA employed 163,000 people, notably called co-workers, throughout
IKEA relies on a large network of suppliers to produce all of its goods. IKEA designers
in Sweden design and develop products, and then IKEA works with suppliers all over the world
to turn these designs into products. For home furnishing alone, IKEA utilizes 1,028 suppliers
(IKEA Group, 2016). IKEA buys from manufacturers primarily located in Europe (64%),
followed by Asia (33%), and the rest in North America (3%) (IKEA Group, 2016). The IKEA
Way, or IWAY, is the supplier code of conduct for purchasing, materials processing, and
services that sets minimum requirements on environmental, social standards, and working
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conditions. IKEA prides itself on good relationships with its suppliers, which help to form a
Ingka Foundation, based in the Netherlands, owns the IKEA Group. The Foundation can either
reinvest its funds back into the IKEA Group or donate its funds to charitable organizations
through the Stichting IKEA Foundation. A Supervisory Board, headed by President and CEO,
Peter Agnefjäll, leads Ingka Holding B.V., the parent company of the IKEA Group. The IKEA
Group operates shopping centers, retail interfaces, and customer fulfillment, in addition to
managing sustainability. IKEA’s ownership structure allows for long-term thinking, making
Creating a better everyday life for people entails having a positive impact on the planet.
IKEA sees value in sustainability, which the company defines as “meeting the needs of people
and society without compromising the ability of future generations to meet their needs (i.e., the
same as the classic Brundtland Commission definition), thus acting in the long-term interests of
the many people and not just the few” (IKEA Group, 2012). IKEA uses sustainability to drive
innovation and transformational change throughout the entire value chain to decrease their
environmental impact.
IKEA’s sustainability strategy, “People and Planet Positive”, seeks to make a positive
impact on the planet. The strategy is broken down into three main pillars; the first two connect to
the company’s efforts at the circular economy. The first pillar is to inspire and enable customers
to live a more sustainable and healthier life at home. The second pillar strives for resource and
raw materials, promoting recycling, and using resources within the limits of the planet. The last
pillar of People and Planet Positive encompasses the social aspect of sustainability and aims to
create a better life for the people and communities impacted by the business (IKEA Group,
2012). People and Planet Positive sets clear goals for IKEA’s sustainability agenda.
Steve Howard, IKEA’s Chief Sustainability Officer shed light on the need for the circular
economy when he declared that the world had reached “Peak Stuff”. At the Guardian Sustainable
Business Debate in January of 2016, Howard explained that: “If we look on a global basis, in the
West we have probably hit ‘peak stuff’. We talk about ‘peak oil’. I’d say we’ve hit peak red
meat, peak sugar, peak stuff…peak home furnishings” (Ferrell, 2016). Even though the notion of
peak stuff has the connotation of declining production, to Howard and the rest of IKEA, peak
stuff creates opportunities to change the way business is done while maintaining business goals
of increasing profits. The circular economy presents a way to produce and consume within the
In the 2016 Sustainability Report, IKEA acknowledges that the linear model is
unsustainable and that resources are not unlimited, and calls for a shift to a more circular model
(IKEA Group, 2016, p. 23). IKEA has actively been engaging in the dialogue over the circular
business model and the circular economy. In FY16, IKEA joined CE8, a coalition aimed to help
European businesses and consumers’ transition to the circular economy. As a member of the
Ellen MacArthur Foundation’s Circular Economy 100, IKEA works with businesses to promote
the circular economy at the corporate level. IKEA sees value in the circular economy and is
IKEA has a specific agenda for their circular transition. The strategy has three areas of
focus: products and services, buildings and transport, and customer support. Products and
Services must last as long as they are needed, be made with recycled, renewable, or sustainable
materials with the most efficient use of resources, and be designed for repair, disassembly and
reassembly, and adaptability. For Buildings and Transport, IKEA plans to work across
operations and with their suppliers to produce and distribute products in the most efficient way,
while using all renewable energy. Additionally, IKEA plans to reduce waste across operations
and turn unavoidable material residuals (now regarded as “waste”) into useful resources. Lastly,
IKEA plans to increase customer support by providing them ways to prolong the life of their
products through repair programs. Additionally with customer support, IKEA plans to find ways
to rent and share products, as well as creating the opportunity to return unwanted IKEA products
in order to give products a second home or to be recycled into a new product. IKEA’s circular
Recycling of materials, or closing the loop, is the ultimate ambition of the circular
economy. Closing the loop entails bringing back products that would have been wasted and
connecting that back into the manufacturing process. Thus, by closing up the resource loop,
waste is eliminated from the production/consumption system. Closing the loop is the one of the
most challenging aspects to achieve of the circular economy because many new steps are needed
to make it function successfully. For example, in order to get the resources returned, take-back
systems, often referred to as “reverse logistics”, need to be put in place. Additionally, new
technology for recycling and remanufacturing is also often needed to close the loop. IKEA is
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working on ways to close this notoriously resistant loop with their design team, as well as with
Creating products from waste is one of the ways circular businesses create value, and this
can be done from waste associated with IKEA’s own products or from other streams of waste.
IKEA developed and continues to work on creating products out of waste. The PS vase and the
TÅNUM rug are two products produced with waste from the manufacturing process (IKEA
Group, 2016, p. 23). After gathering up glass that had been rejected in other IKEA products due
to bubbles or defects, IKEA manufacturers melt down this glass to mouth blow into new PS
Vases. Because the glass used to manufacture the vases is coming from a variety of different
IKEA products, this allows the PS vase collection to have an assortment of different colors,
making each one unique. The TÅNUM rug is another product that makes use of wasted material.
Created from the leftover fabric from the production of bed linen, this rug makes use of recycled
cotton from IKEA’s own operations. Similarly to the PS vases’ unique color make-up, the
TÅNUM is also individual and distinctive because of its recycled material composition. Not only
does IKEA make use of waste in its own production, but the company also finds ways to make
use of other people’s waste. For example with the TOMAT spray bottle, IKEA incorporates
recycled plastic from waste plastic in stores, like plastic water bottles. The recycled plastic has
come to replace the virgin plastic that used to be used to manufacture these spray bottles.
Additionally, the KUNGSBACKA kitchen fronts also make use of recycled plastic bottles.
Plastic PET bottles are recycled into a plastic foil that covers parts of the wood front. Making use
of waste, whether the waste from IKEA’s own production or the waste from others, is a way to
help achieve the goals of the circular economy by keeping resources in use for longer and
keeping them out of landfills. With the examples of the PS vase and TÅNUM rug, IKEA was
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able to create value from their own waste. The TOMAT and KUNGSBACKA are two products
where the value of the plastic bottles has decreased—no longer can the plastic bottle be bottles—
yet, the value of these resources remains higher in new products than if the bottles were simply
thrown away. IKEA closes the loop with these four products.
IKEA also engages with suppliers on ways suppliers can recycle materials. One of their
mattress suppliers, Dendro Poland, has created a method to chemically recycle mattress foam
that is wasted in the manufacturing process (IKEA Group, 2016, p. 39). By taking and recycling
mattress foam from the production process (a very important and potentially voluminous
category of waste know as “prompt waste”), the mattress manufacturer can take this foam and
replace more of the petroleum-based raw inputs that traditionally go into a mattress. Not only is
Dendro taking waste and turning it into something new, the company is also decreasing the
amount of non-renewable inputs in the products making the foam recycling a win-win solution.
Designing products for longer life is one of the strategies to slow the rate of throughput.
To create products that are kept in use for the longest time possible, products need to be designed
to be durable, flexible, easy to repair, and easy to disassemble and reassemble. Creating long-
lasting products is one of the focus areas in IKEA’s circular economy strategy, and the company
Democratic Design, IKEA’s five-point framework, is the basis for all products, geared to
better the lives of everyone. Two pillars of democratic design stand out to that encompass
sustainability goals: quality and sustainability. Quality denotes that products must be high quality
and long-lasting products that weather the wear and tear of everyday life. With sustainability,
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products are to be made in ways that are good for people and good for the environment. Both
quality and sustainability are important design features IKEA takes into account.
IKEA is developing products to be long lasting and versatile. These characteristics can be
seen in two IKEA products: VALLENTUNA and the EKTORP (IKEA Group, 2016, p. 35). The
VALLENTUNA is a sofa designed to be entirely modular, with the ability to change in and out
the seats, armrests, backrest, and cushions. This flexibility allows customers to change and
repurpose their sofa based on changing needs, as well as making it easier to move. By allowing
versatility within products, IKEA is opening up ways to slow the loop by keeping resources, like
the frame and base of the sofa, in use for longer. The EKTORP is another product that slows the
loop by having removable sofa covers. The removable covers can be machine washed and
replaced if customers want to revamp their sofa. Removable covers allow customers to keep their
products in use for longer because they do not have to replace their sofa as often compared to if
they could not remove the covers. The VALLENTUNA and the EKTORP are just two examples
IKEA also makes it possible to extend the lifetime of products by providing ways to
repair IKEA products. The company encourages customers to keep their products in use for
longer and supports them by offering ways to repair their products. As part of IKEA policy,
IKEA offers spare part replacement. The use of this service is growing; in fiscal year 2015,
155,000 repair kits were sent out to customers (IKEA Group, 2015). By the following year,
however, IKEA Components sent out 1.3 million repair kits to its customers, resulting in a 739
percent increase (IKEA Group, 2016, p. 36). These repair parts help customers maintain their
IKEA not only helps customers extend the life of their own products, but the company
also extends the lives of products their customers’ no longer want by finding them second
homes. For example, this past Earth Day, IKEA USA partnered with Goodwill to put on a
national furniture take-back day. Customers were encouraged to bring furniture they no longer
wanted to IKEA parking lots where Goodwill trucks were stationed to deliver to these products
to their stores to be sold again at lower prices. In exchange for the unwanted products, IKEA
customers were given a twenty-dollar coupon (IKEA Corporate News, 2017). Furniture take-
back creates the opportunity to keep products in use for longer, another way the company is
Waste reduction, the third pillar of a circular business, entails reducing waste in all
aspects of a business. From the designing and manufacturing of products, all the way through
operations, waste reduction is necessary at every step of the way. Waste reduction is important
environmentally to keep resources out of the landfill, but it also makes business sense as it can
help increase the bottom line. IKEA focuses on reducing waste in operations and finding
efficient ways to recycle these reduced levels of waste. The flat-pack package design, often a
defining characteristic of IKEA products, is a notable way IKEA is reducing waste in their
operations. IKEA revolutionized the flat-pack concept around 1955 (“Milestones in our history,”
n.d.). Flat packs are a quintessential example of eco-efficiency because flat packs require less
cardboard and other packaging materials. Flat packs not only decrease the amount of material
and resources used in packaging, but they also lead to more efficient transportation. By being
able to pack products more efficiently in trucks and other forms of transportation, IKEA cuts
down the number of trips needed, and thus decreases its carbon emissions (IKEA Group, 2016,
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p. 42). This method of packaging also opens up more space in distribution and storage facilities.
IKEA’s flat pack system provides multiple benefits to the company and the environment, while
decreasing waste.
By focusing on resource efficiency within their wood furnishing products, IKEA has
been able to implement another eco-efficient strategy. In fiscal year 2016, IKEA used two
percent less cubic meters of wood than in fiscal year 2015, even though they increased the
volume of products containing wood that was sold that year (IKEA Group, 2016, p. 25).
Producing more products with less wood is a perfect example of eco-efficiency. In theory, eco-
efficiency was seen as a less attractive option than eco-effective strategy if the speed of resource
consumption increased, through the sales of a more efficient product. However, in this case,
IKEA is able to sell more, while cutting down on overall wood use, therefore eco-efficiency is a
IKEA also influences their suppliers to cut down waste in their suppliers’ operations. For
synthetic textiles, IKEA is working with suppliers to improve the sustainability of their
production techniques and methods. For example, one of IKEA’s suppliers, Hilong, introduced a
fiber dying technique called dope dying. Traditional textile involves multiple steps and is very
water intensive. Dope dying, however, dyes fabric in fewer steps, using eighty percent less water
than traditional dying. Using this technique, Hilong saves about 300,000 liters of water annually
(IKEA Group, 2016, p. 39). These savings inspired more of IKEA’s suppliers to switch to dope
dying. As of fiscal year 2016, half of the polyester used in the IKEA supply chain is dope dyed.
Hilong dope dying is one way IKEA has reduced waste within its supply chain.
IKEA is also working to reduce the amount of waste within its own operations, ultimately
by decreasing the amount of waste being sent to the landfill. The company has been able to
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increase the amount of waste being recycled by adding in bailing machines into their operations.
With the bailing machines, IKEA is able to compress packaging waste into neat bales, which
makes it much more efficient to recycle. Additionally, IKEA has been able to increase their
recycled material by eliminating expanded polystyrene foam from their packaging. Expanded
polystyrene foam was traditionally used in packaging because of its durable and lightweight
characteristics, as well as its cheapness. But, the foam is made from fossil fuels, and could not be
recycled. Intrigued by the challenge to find ways to reduce waste, IKEA developed a new
material for packaging. The new material is light, yet strong, is honeycomb shaped and can
fiscal year 2016, IKEA has phased out all expanded polystyrene foam from all of their flat packs,
another way the company has been able to decrease the amount of waste going to landfill.
IKEA’s recent efforts have been focused on decreasing waste sent to landfill. As of fiscal
year 2016, only 10.8 percent of IKEA’s waste stream is going to landfill. 77.6 percent is
recycled, 11.1 percent is incinerated for energy recovery, and .5 percent is incinerated without
energy recovery, as can be seen in Figure 1 (IKEA Group, 2016, p. 50). To decrease the amount
of waste sent to landfill, IKEA must increase the waste that can be recycled or incinerated with
energy recovery. As seen in Figure 2, IKEA made significant improvement in decreasing landfill
waste, while increasing recycling and energy recovery from fiscal year 2013 to 2014. However,
from 2014 onward, that positive trend has been reversed. Even though the percentage of
landfilling has decreased slightly, the percentage of waste that is recycled has increased since
fiscal year 2014. While increasing the amount of waste that can be recycled or incinerated for
energy recovery is beneficial, IKEA is now transitioning their focus to reduce waste relative to
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the volume of goods sold by focusing on ways to reduce the amount of throughput within its
production.
IKEA has also been able to cut waste within operations by creating ways to reduce
product damage. Damaged products and packaging are responsible for a significant amount of
waste within IKEA’s operations. IKEA implemented two programs aimed to combat damaged
products. Handle with Care is an initiative to ensure that every product is package well and
arrives at its end destination in perfect condition. Every co-worker is tasked to monitor each
delivery and correct and report damaged goods. Another program to decrease waste from
damaged products was launched in fiscal year 2014 called Recovery Direction. The goal of this
program was to give damaged products a second chance by repackaging, repairing, or selling the
products at a discounted price. IKEA installed repackaging machines in 250 stores, as well as in
80 percent of distribution centers. In fiscal year 2016, IKEA was able to repackage 29% of
products in which packaging was damaged, and the rest could be sold at discounted prices
(IKEA Group, 2016, p. 51). This is another example for the business case for sustainability;
resources are staying out of the landfill, while additional sales are being made. IKEA’s efforts to
reduce waste throughout the value chain are making a positive impact.
The circular economy, and therefore circular businesses, must be run on renewable
implementing to tackle climate change. The company is putting the money where its mouth is;
since 2009, the company has invested 1.5 billion euros in purchasing its own wind turbines and
solar panels. As of fiscal year 2016, IKEA owns and operates 327 wind turbines and has installed
730,000 solar panels (IKEA Group, 2016, p. 43). Additionally, IKEA is also utilizing biomass to
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generate electricity for their buildings. Additionally, IKEA’s renewables produced 3,209
gigawatt hours in fiscal year 2016 (IKEA Group, 2016, p. 43). IKEA aims to be a leader in
renewable energy and is striving to produce more than they consume by 2020. The company is
making significant progress toward its goal, but still has a ways to go with three years left to
meet their 100% renewable goal, as seen in Figure 3. Renewable production has grown since
fiscal year 2010, when just under half of energy consumed was renewable. But by fiscal year
2016, 71% of purchased or on-site energy generation was renewable. IKEA is still in the process
The growth of IKEA’s renewable energy investments has led to large reductions in the
company’s carbon footprint. This reduction is exemplified in the product carbon efficiency
metric, the carbon footprint per product sold. From fiscal year 2010 to 2016, the carbon footprint
per product was almost halved with a 49.3% decrease, as seen in Figure 4. For fiscal year 2016,
the carbon footprint per product sold was 17.5 kg CO2 per cubic meter of product (IKEA Group,
2016, p. 42). From investing in renewables to increases in production efficiency and more
especially as companies are in the process of making the transition. A sustainable resource is a
resource that is replenished at a rate equal to its consumption that takes into account
environmental and social factors. No company can be completely closed loop and will always
sustain production while functioning within the limits of the ecosystem. Additionally, with the
goal to separate into biological and technical loops and materials, materials need to be natural
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and biodegradable. IKEA is taking steps to achieve both of these goals, which are in line with
Sustainable Forestry
As the largest furniture retailer in the world, wood and paper are essential to the success
of IKEA. Two-thirds of IKEA home furnishing products contain wood, as well as notebooks,
napkins, and packaging that require paper. IKEA uses about one percent of all the world’s
commercially used wood (IKEA Corporate News, 2015b). Due to the scope of IKEA operations,
there is an opportunity, as well as a responsibility for IKEA to protect the earth’s forests. The
size of IKEA’s operations also makes it possible to achieve large impacts even through small
changes. To take responsibility for forests, IKEA has pledged to become forest-positive by 2020,
a goal to source 100 percent of its wood from sustainable sources, while also working to increase
the area of forests that are managed sustainably. According to IKEA, ‘sustainably sourced’
means timber from forests that are certified to the Forest Stewardship Council Forest
profit organization working to protect forests across the world for future generations. The
Certification ensures that wood is coming from responsibly managed forests that provide
environmental, social, and economic benefits and is evaluated on ten different criteria
(“Certification,” n.d.). While the Forest Stewardship Council has been criticized for the true
sustainability of its certified forests, the organization is still responsible for sustainable forest
practices across the world. IKEA is taking their commitment to sustainably sourcing wood
seriously, and have made progress toward their goals. From fiscal year 2011 to fiscal year 2016,
IKEA’s percentage of sustainably sourced wood has increased 281%, increasing about 10% each
year over the last five years, as seen in Figure 5. As of fiscal year 2016, 61% of the wood
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sourced is from more sustainable sources. Because of their commitment to more sustainable
sources of wood, IKEA is one of the world’s biggest users of Forrest Stewardship Council
certified wood, purchasing about 9 million cubic meters annually (IKEA Group, 2016, p. 25).
Although IKEA is working with the Forest Stewardship Council to decrease its impact in
the forests, the company is still responsible for using an enormous amount of wood resources.
These amounts have grown over the last five years, as seen in Figure 6. Although IKEA saw a
2.3 percent decrease in total wood used from fiscal year 2015 to 2016, the company’s total wood
use has increased 14.3 percent since fiscal year 2011. In fiscal year 2016, IKEA’s total wood use
amounted to 15.75 million cubic meters of wood. 61 percent is sourced from Forest Stewardship
Certified wood. What about the remaining 39 percent? Perhaps this wood is coming from forests
that are being deforested, which is leading to the loss of habitat, and increased erosion and run
off. IKEA has work to be done to sustainably source the last 39 percent.
Sustainable Cotton
The next resource that IKEA has a dominant presence over is cotton. Cotton is found in a
variety of IKEA products—from bed sheets and blankets, to pillows and tablecloths. IKEA uses
about one percent of the world’s cotton supply, and is committed to sourcing the entirety of its
cotton from sustainable sources (IKEA Group, 2016, p. 29). IKEA defines ‘sustainably sourced’
to mean a variety of different standards or organizations that the company deems as sustainable
cotton. First, cotton is more sustainable if it is recycled cotton. Next, cotton grown at the Better
Cotton Initiative Standard is considered a sustainable source. The Better Cotton Initiative
Standard is an international non-profit promoting better global cotton production, and bases its
Standard on environmental, social, and economic factors (“About BCI -- Better Cotton
Initiative,” n.d.). Cotton is sourced from farms working towards Better Cotton. IKEA also
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sources sustainable cotton from the e3 Cotton Program, Bayer CropScience’s program to
promote sustainable cotton farming (“e3 -- Sustainability Grown Cotton,” n.d.). By working with
these organizations and certified farmers, IKEA has made significant gains in its sustainable
cotton. In fiscal year 2010, only 13% of their cotton was from sustainable sources. By fiscal year
2016, IKEA achieved their goal of sourcing 100% of their cotton from sustainable sources
(IKEA Group, 2016, p. 29). This tremendous progress can be seen in Figure 7. Similar to its
scale in the forest industry, IKEA can also assert its dominance in the cotton industry and inspire
change by other corporations. Director of the World Wildlife Market Transformation Initiative
Richard Holland argues that, “cotton from sustainable sources across all IKEA products is a
potential game-changer for the global cotton market because it demonstrates the clear business
case for sustainability. We need more companies to follow IKEA’s lead” (IKEA Corporate
News, 2015a). IKEA’s recognition of the business case for sustainably is evident in their
IKEA is committed to becoming “water positive” meaning it will use water as efficiently as
possible in operations, while promoting good water stewardship throughout and beyond IKEA’s
value chain. To achieve water positive, IKEA plans to focus their efforts on reducing the impact
within their operations, as well as their suppliers’ operations. The company is also supporting
water management in river basins, and working to increase people’s access to clean water. With
these goals in mind, IKEA understands the importance of water and the responsibility it has for
good stewardship.
decrease harmful chemicals within their supply chain. Decreasing chemicals is necessary for
separating materials into technical and biological loops, as the biological components should be
able to break down naturally. While some chemicals provide benefits for products, such as
adding color, creating texture, and providing protection through paint and other coatings, some
chemicals can be detrimental to the health of the environment and to workers along the supply
chain. IKEA aims to eliminate the use of chemicals that are potentially harmful to people and the
environment. The company’s entire product range must comply with the strictest laws and safety
standards in all of their markets. The European Union’s chemical policy REACH is currently the
strictest, thus all products must adhere to these chemical restrictions (“IKEA and the new EU
legislation on chemicals, REACH,”). To comply with this policy across the whole range, as well
as accomplish its goal of eliminating harmful chemicals, IKEA created a chemical strategy for its
products and suppliers (IKEA Group, 2016, p. 37). Two examples of this strategy in action
include IKEA’s ban of PVC, a synthetic plastic, in all of their products, as well as the elimination
of lead from its mirrors. IKEA has also worked to substitute chemicals with more natural
alternatives in some of its products. For example, IKEA worked with suppliers to introduce a
new water-based wood surface treatment for solid wood replacing the traditional chemical-based
operation (Ivarsson & Alvstam, 2011). By continuing to eliminate harmful chemicals and
substituting them for alternatives, IKEA will continue to create more natural products that can be
IKEA is implementing strategies and designing products to help achieve the goals of the
circular economy. The company is recycling waste to create new products, as well as designing
products and offering strategies to extend the lifecycle of their products. IKEA is striving to
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reduce waste in their operations, while powering production on renewable energy, and sourcing
sustainably to keep resources flowing. But why has the company been able to achieve such steps
in the transition to a circular business and why is IKEA able to see the larger picture of the
circular economy? The next section explores these questions and examines the business
strategies and tactics IKEA is implementing in their transition to becoming a circular business.
IKEA has been able to achieve their sustainability success and integrate circular practices
into their business because of a variety of managerial and business strategies. By integrating
sustainability as a key driver into their business since the beginning, while having a long-term
view, IKEA has been able to push circular practices throughout their business. Two key tools
IKEA uses to make design and operations more sustainable are their Sustainability and Supplier
Sustainability Scorecards. These tools have allowed the company to measure the impact of their
products, making it possible for IKEA to then improve the sustainability of their products.
Lastly, IKEA’s vast network of sustainability managers throughout the business enables IKEA to
make use of its scale to make a large sustainable impact. IKEA’s business strategies and tactics
have enabled their progress towards becoming a player in the circular economy.
First, IKEA’s business structure allows the company to more easily make sustainability
changes. As a privately owned company, owned by the Stichting Ingka Foundation, IKEA can
function with a longer outlook. Publicly traded companies are often challenged in sustainability
agendas by shareholders who expect earnings in quarterly returns, thus most decisions are made
for profit maximization. However, as IKEA is not beholden to shareholders, the company is able
to pursue any objective it wants. This can lead privately owned firms to pursue behaviors other
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than profit maximizing behavior, such as companies wanting to be more sustainable. Because
these companies do not have solely profit maximization, these companies are able to take
advantage of opportunities that might have a longer payback period. These companies also can
take a longer outlook on their business, something important in sustainability. Just because IKEA
is a private company does not automatically make it a company that wants to pursue
sustainability and the circular economy, but it allows the company to choose to take advantage of
more opportunities.
IKEA’s dedication to sustainability since the foundation of the company has been an
important factor for pursuing the circular economy. Sustainability has been a common thread
throughout the company’s history (IKEA Group, 2010). In 1956, flat packs became a part of the
IKEA concept, making it more efficient to package and transport IKEA products. By 1989,
IKEA appointed its first-ever environmental manager followed by IKEA’s first environmental
policy published in 1990. By 1991, IKEA banned the use of tropical wood not coming from
sustainable forestry or plantations. Later, in 1993, IKEA became one of the founding members of
the Forest Stewardship Council. IKEA appointed its first forestry manager in 1998. In 2003,
IKEA released its first Social and Environmental Responsibility Report, which discusses ways to
create maximum benefit for its consumers from minimum impact. In this report, IKEA presented
its ‘eWheel’ method, a tool providing a systematic approach for gathering information on the
environmental impact of a product throughout its life cycle (IKEA Group, 2003). Fourteen years
ago, IKEA was already looking into ways to perform eco-efficiency strategies, use recycled raw
materials, manufacture production waste into new products, and reclaim products at the end of
their lives. By 2006, IKEA launched “IKEA Goes Renewable”, a goal to become powered solely
on renewable energy. In 2010, IKEA developed a Sustainability Direction for 2015 with key
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priorities and goals. Sustainability has been a driving force for IKEA since the beginning, and it
remains an integral part of the company’s growth agenda, and “essential for business success”
(IKEA Group, 2016, p. 6). Sustainability for IKEA is a driving force behind innovation, and is a
way to crate transformational change, to challenge the old ways and embrace the new innovative
ways to take action (IKEA Group, 2012). Sustainability has been a driving force for IKEA
throughout the company’s existence, and transitioning to the circular economy is the next way
One explicit way IKEA has sought to integrate sustainability within their business is seen
in the alignment with the United Nations Sustainable Development Goals within their own goals.
In 2015, world leaders came together at a UN Summit and created 17 Sustainable Development
Goals as part of the 2030 Agenda for Sustainable Development (“The Sustainable Development
Agenda,” 2016). The SDGs can provide inspiration for businesses to turn environmental
challenges into opportunities for new markets, products, services, and models. By acting as a
blueprint, the SDGs enable businesses to create more positive social and environmental change,
which can ultimately create value for investors and stakeholders (United Nations Industrial
Development Organization, 2017). The Chief Sustainability Officer of the IKEA Group, Steve
Howard, describes the Sustainable Development Goals as, “the master plan for a cleaner, fairer
world. We [at IKEA] want to lead with passion and purpose to help make that world possible”
(IKEA Group, 2016, p. 10). To make that happen, IKEA has aligned its sustainability strategy,
People and Planet Positive, with the SDGs. For a business to gain the most from the SDGs, it is
crucial to focus in on the goals toward which the business can make the biggest impact (Scott,
2017). IKEA identified seven goals to guide the company in their sustainability journey, three of
which are in line with the goals of the circular economy: Goal 7, Affordable and Clean Energy;
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Goal 12, Responsible Consumption and Production; and Goal 15, Life on Land. Using the SDGs
for the foundation and inspiration for their own goals demonstrates IKEA’s commitment to
making serious change, and leading the way for the rest of the industry.
series of business tactics to achieve sustainability success. The Sustainability Score Card is an
internal tool developed in 2010 to encompass the sustainability of IKEA products, taking into
account the sustainability of a product at every stage in its life cycle. IKEA uses the scorecard to
see how products have been progressing in the sustainability area in Democratic Design. There
are 11 different factors on the score card: more from less, renewable materials, reused and
recycled materials, materials from more sustainable sources, recyclability at product’s end of
life, quality, transport efficiency, energy in production, renewable energy in production, raw-
material utilization in production, and sustainable life at home. These 11 factors are all weighted
differently (IKEA Group, 2016, p.35)1. A product is deemed “sustainable” if the product scores
higher than 120 points on the Scorecard and is IWAY approved (IKEA Group, 2012).
Additionally, products are only approved for production if the new product scores higher than an
existing product. For example, one of IKEA’s table lamps passed this sustainability test by
having a wider base to eliminate the need to use a metal weight to hold the lamp upright, as well
as a rectangular flat cloth attached with Velcro to decrease the amount of material used.
Additionally, the lamp components were designed for disassembly (Hayles, 2011). Since 2010,
IKEA has designed more sustainable products like the table lamp with the help of the scorecard.
As of fiscal year 2016, 55 percent of total sales value came from home furnishing products that
!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!
1
The factor weights, as well as product scores from the scorecard are not published to the public.
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were classified as sustainable (IKEA Group, 2016, p.35). IKEA’s goal is to increase the share of
sustainable products to 90 percent by 2020. IKEA has been working with designers and product
developers to update the criteria and scorecard tools throughout FY16 in order to make sure the
tool stays relevant for the future. The new scorecard will include 9 criteria organized around
design, material, and supply. IKEA finds that by developing the tool with the people using it, the
new scorecard will be able to scale up successfully. Designing and producing products with the
scorecards enables IKEA to improve its performance by focusing on specific criteria with
measureable progress.
Many of the factors on the Sustainability Scorecard can be used to engage with goals of
the circular economy. Such factors, like increased recyclability at the end of a product’s life, and
raw-material utilization are factors that could be weighted more heavily to incentivize designers
and product developers to design for circularity. These circular factors could potentially be
developed into a circular scorecard in the future to help gage a product’s circularity. As IKEA
continues its transition to a circular business, these measurements of circular performance will be
Building off of the Sustainability Score Card, IKEA also utilizes a Supplier Sustainability
Index to assess the sustainability of its suppliers. Partnering with suppliers on the sustainability
agenda is crucial for making products more sustainable. The Supplier Sustainability Index
evaluates suppliers on four different areas: strategy and management systems, sourcing and
procurement of energy, water, chemicals, and sourcing materials, manufacturing processes, and
non-utilized resources including waste, chemicals, materials and water (IKEA Group, 2016, p.
38). The results of this index feed directly into the Sustainability Score Card. The Index helps
IKEA track their suppliers’ performance on sustainability criteria, with the ultimate goal to help
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develop and improve the impact of their suppliers. In FY16, IKEA took feedback from suppliers
and updated the Sustainability Supplier Index to make it easier to use and more action oriented
(IKEA Group, 2016). IKEA values strong relationships with its suppliers, demonstrated by the
average supplier relationship being 11 years (IKEA Group, 2016, p. 62). Long relationships help
In order to push the sustainability agenda throughout their company, IKEA has made use
responsibility report in 2003, the company stated that environmental coordinators and managers
help support each IKEA business unit with their operational responsibility for social and
environmental issues (IKEA Group, 2003). By 2010, the environmental manager role
management, and water and energy conservation projects (IKEA Group, 2010).
Today, IKEA has developed these positions even more to help drive the sustainability
agenda to its suppliers. IKEA created specific sustainability managers to work within each
category of purchasing. The purchasing structure is broken down into seven categories: flat line
wood, wood and fibers, textiles, electronics, metal, plastic and float glass, and home furnishings.
Each category has a sustainability developer that supports the suppliers and business teams in
various levels across the value chain. The Chief Sustainability Officer, who reports directly to
the IKEA Group President, chairs the Sustainability Management Group, which brings together
sustainability players from across the business. The Sustainability Management Group includes
sustainability managers from Policy and Compliance, Innovation, Communication, from Range
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and Supply, IKEA Industry, and Retail and Expansion (IKEA Group, 2016, 84). From the supply
chain to product design and innovation, a specific person is in charge of making sure
sustainability is happening at every step of the way. The Sustainability Management Group
works to evaluate IKEA’s progress in its sustainability goals. By employing many people to
ensure sustainable practices are taking place within IKEA’s operations and the operations of
IKEA’s suppliers enables IKEA to make progress on their sustainability and circular
performance goals.
managed with the bottom line in mind. In order for sustainability to happen, business must
happen first. IKEA has managed the challenge of being sustainable while turning a profit by
integrating sustainability into its business, making sustainability the responsibility of everyone
working at IKEA. They also provide cross-organizational working groups that provide
leadership, best practices, research and support for sustainability topics, making sure that
management and co-workers are continually informed and updated on sustainability matters.
Additionally, IKEA Sustainability managers work to make the business case for sustainability
Sustainability Manager, Joanna Yarrow, made the business case to turn waste from a cost into a
revenue stream by increasing the amount of waste recycled. IKEA UK has not only achieved
zero waste going to landfills, but even turns a small profit on its recycled uses of the waste (“Ikea
Has Some Very Surprising Uses For Its Recycled Material,” 2017). Additionally, IKEA does not
plan to reduce product sales or revenue streams to achieve its sustainability goals. Instead, the
company plans to focus on sourcing products sustainability, designing for long life, and
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transitioning to a circular model. Through these strategies, IKEA hopes to meet the needs of its
its co-workers that everyone in the company is responsible for achieving its sustainability goals.
This is just another way sustainability is integrated throughout the business. IKEA engages co-
workers as actors in the sustainability agenda as co-workers are the ones interacting with
customers on a daily basis. Thus, co-workers are the ones learning and understanding the needs
of customers. Additionally, co-workers are ambassadors for sustainable lives at home. To get co-
workers on board with IKEA’s sustainable life at home products, IKEA created a co-worker
engagement project dedicated to giving the opportunity for co-workers to take home these
products. Since fiscal year 2014, about 3,300 co-workers have participated in the program (IKEA
Group, 2016, p. 20). IKEA’s engagement with co-workers allows the sustainability agenda to
IKEA Evaluation
Home furnishing giant IKEA is making progress in becoming a circular company. From
sourcing sustainably, and running on renewables, IKEA is actively pursuing ways to enter the
circular economy. But how significant is the company’s progress? Is IKEA close to becoming
circular? After evaluating IKEA on my 5-point framework, the company is making progress, yet
has room improve in all of the areas. However, the business strategies and tactics IKEA has
implemented are setting the company up well to continue the journey towards circularity.
Materials, is most likely the weakest area for the company. As confirmed by the previous
chapter, this area is the weakest for most companies pursuing circularity. Closing the loop and
remanufacturing of products is still in early stages, as recycling technology and reverse logistics
are still being researched and implemented. Ultimately, more companies, including IKEA, are
pursing strategies to close the loop compared to slowing it. However, the work IKEA has
achieved so far with their suppliers, and designing products like the TÅNUM rug, appears
IKEA is making more progress on Area 2, Long Term Product Design. However, this is
another area where the company can continue to improve. The versatility and flexibility of some
IKEA products enables resources to be kept in use for longer, thus slowing the flow out of the
loop. Additionally, the growth in repair kit use signals more customers are taking advantage of
the opportunity to repair their IKEA products instead of buying a whole new product. Other
ways to slow the flow out of the loop could be improved though, including the expansion of
take-back programs.
IKEA is making a positive impact in reducing waste within their operations by only
sending a small fraction of their waste to the landfill. With eco-efficient strategies in place,
IKEA is lessening their environmental impact through resourcefulness. However, more attention
needs to be placed on reducing waste in the first place. Additionally, IKEA should engage in
even greater dialogue with its customers to help them reduce waste at the end of the product’s
life cycle.
Use of renewable energy is an area IKEA can continue to improve on. The company is
making progress towards their 100 percent renewable goal, but has a ways to go to reach the 100
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percent goal by 2020. Additionally, there is some ambiguity on the use of renewable energy by
the company’s suppliers, making it difficult to assess how well IKEA is actually doing in this
area. IKEA must continue to invest in renewables and encourage its suppliers to do the same.
Lastly, IKEA has made significant progress in the sourcing of sustainably produced
materials. Specifically in regards to wood and cotton, IKEA’s two largest inputs, IKEA has
worked hard with its suppliers to source sustainably. Although sustainably sourcing is important,
the magnitude of resources IKEA consumes is worth considering when evaluating this area and it
leads to questions on whether a company like IKEA could ever be considered sustainable if they
are consuming resources at such magnitudes? Additionally, while the certifications are from
outside organizations, IKEA is still responsible for picking and choosing which sources are
considered ‘sustainable’, something that leads to a bit of skepticism. Nonetheless, sourcing from
sustainable sources is more beneficial than not sourcing from them at all.
two, IKEA is currently at the stage of business model innovation. The company has moved far
beyond “business as usual”. IKEA has made more than make a marginal modification to one
element of the business model. Nonetheless, the company has not yet rethought the organization
of the entire business model. Therefore, business innovation is continuing to happen at IKEA as
Transformational Change
IKEA has focused on sustainability throughout the history of its company, from being a
sustainability managers, to designing products with its lifecycle in mind with the ‘eWheel’.
However, IKEA has really buckled down on their sustainability agenda since the late 2000s.
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While no one explanation accounts for the shift in mindset, customer values is one catalyst for
the change. IKEA prides itself on designing and producing in a way to improve the lives of its
customers by visiting homes and talking to customers. In addition to product design, IKEA found
that more customers were concerned about IKEA’s impact on the environment and the working
conditions of the people making their products. In order to fulfill the wants of customers, IKEA
started taking bigger steps on its path to sustainability. This increased effort can be seen in the
company’s sustainable cotton and LED lighting range. Chief Sustainability Officer Howard
described the situation as, “we could have a niche range of Better Cotton products or a niche
range of LEDs but if it's better for the customer and better for the company, why offer
alternatives? Why not go all-in?" (Murray, 2015). When it became clear that sustainability and
sustainable options were what customers desired, IKEA started a more serious transformative
change.
Part of this transformational change included the development of the Sustainability Score
Card in 2010. The Sustainability Score Card is another tactical strategy that will continue to help
IKEA pursue circularity. IKEA is actively engaged in creating sustainable products and is taking
into account the sustainability of a product at every step of its life cycle. The Sustainability Score
Card creates a framework to measure progress toward this goal. And as IKEA progresses to
become more circular, the factors on the Scorecard that apply to the circular business will
become increasingly important. In addition to the Sustainability Score Card, the Supplier
Sustainability Index will also continue to be helpful in the transition. With a company the size of
IKEA with hundreds of suppliers, it is crucial that the sustainability of each supplier is
monitored. The Index enables IKEA to continually push their sustainable and circular
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performance agenda to their suppliers. Lastly, IKEA’s creation of sustainability managers and
developers to work with suppliers on sustainability will be valuable as IKEA implements more
circular strategies. IKEA is making progress on transitioning to a circular business, and its tactics
and business strategies have set the company up to continue improving its sustainability.
IKEA serves as a great case study because of its size. The IKEA case study demonstrates
that sustainability and the circular economy are not reserved solely for small, higher-end, niche
sustainability companies. These companies, like Patagonia, have been able to create a niche
market for sustainable products, which attracts a certain consumer willing to buy products at a
higher price. However, IKEA demonstrates that any company, regardless of whether it’s in a
Additionally, the IKEA case study identifies scale as a tool to make a global impact. Chief
Sustainability Steve Howard describes, “scale [as] an enabler for sustainability…we make
products incredibly efficiently, transport them effectively, and drive economies of scale”
(Confino, 2017). By influencing close to one percent of the world’s commercial timber, in
addition to their large share of cotton, to using efficient logistics to manage their supply chains,
IKEA has the ability to change multiple industries, in addition to making their own products
more sustainable. IKEA is making it possible for everyone to buy sustainable products, not just
the few able to shop at places like Patagonia. The IKEA case study demonstrates to other large
companies that it is possible to pursue sustainability and circularity at a company its size.
Lastly, it is important to note that most of the data gathered for this case study came from
IKEA publications. The bulk of my sources were IKEA annual sustainability reports. These
reports synthesize and report IKEA’s sustainability efforts, often portraying the results in the
most positive light. That being said, my analysis on IKEA is limited by the lack of variety in my
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sources. To further my case study analysis, I would have loved to dive in deeper to gain a better
understanding of how the company is truly performing. How many raw materials are used in the
manufacturing processes; how much physical waste is produced; has the company reduced the
amount of throughput? What proportion of its product line is made from manufacturing waste?
Are customers actually swapping out couch covers instead of buying a whole new couch? Are
there other ways the company is working to support customers besides part replacement? These
are just a few of the questions I would ask in a future, more extensive analysis of IKEA.
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The circular economy is still in early stages and there is a ways to go in the transition.
IKEA, in addition to the companies discussed in Chapter 3, is just one of many companies that is
working to transform their business model into a more circular and restorative one. This final
chapter explores the possibilities and opportunities to promote the transition to the circular
economy. First, this chapter will discuss the conclusions that can be drawn from IKEA’s circular
efforts, as well as how these findings can be replicated across the industries. Next, the chapter
discusses challenges for spreading the circular economy, including a discussion on consumer
mindset and the throwaway society. Lastly, the chapter will explore other ways to further the
transition.
IKEA is engaged with the goals of the circular economy, and the company is using a
variety of business tactics and strategies to make circular changes. IKEA’s efforts as a circular
business reveal some conclusions about circular business as a whole and how these conclusions
lead to circular success. Additionally, IKEA uses some strategies that help the company in the
transition that would be beneficial for other companies to emulate to help speed up the transition
The first conclusion drawn from the IKEA case is that current gains from circular
practices are achieved largely within a company’s own operations. The theory of the circular
economy suggests that the largest gains are had when companies can create value from wasted
products that are retuned at the end of the life cycle. However, the theory also suggests that to
reach the end goal the circular economy must function as a whole sustainable ecosystem. While
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companies like Interface and Desso may be able to close the loop and take back products, other
companies may create value within their own operations. IKEA’s circular gains happen within
their own operations, instead of in closed-loop products. In this case, IKEA is acting as the
decomposer within its operations to produce more resources to consume. For example, IKEA
makes use of waste within its own supply chain to create products, which is seen in the creation
of the vases made out of broken glass, or the rugs made out of scrap fabric. In these examples,
IKEA is making use of resources that were previously regarded as waste before they developed
the capabilities to extract the residual value from these resources. In doing so, IKEA can extract
more value out of its raw materials, enabling the company to reduce their overall volume of
throughput. Additionally, IKEA engages with circular product design to help keep products in
use for longer by designing for versatility, disassembly, as well as offering to replace parts to
enable customers to repair products. By producing and designing these products more efficiently,
IKEA sees gains by being more resourceful with resources. IKEA’s circular gains come from the
The IKEA case study demonstrates the challenges of extending its logistics past the point
of sale. In order for a single company to successfully achieve closed-loop practices, the company
must be able to master reverse logistics. Reverse logistics entails many challenges and hurdles
for a company, such as policies around transporting waste, the geographic challenge of collecting
materials, the variability of return flows, and the high cost (Moigne, 2016). For an individual
company, pursuing closed-loop practices is challenging because it involves not only creating the
product, but also managing the reverse logistics chain and the remanufacturing process. Another
important factor required for closed-loop cycles to work is the transition of customers from
consumers to users. As users, customers no longer end all contact with the company at the point
Seidel 84
of sale, but continue to engage with the company to repair, upgrade, or take-back products.
Ultimately, many logistic challenges exist to make closed-loop practices achievable for one
individual company.
This conclusion exemplifies the concept that the circular economy must function like an
ecosystem, instead of one individual organism. For the circular economy to function as
suggested in the theory, companies specialized in reverse logistics and remanufacturing must be
created, to act as the decomposers in the ecosystem. These decomposers will capture and process
materials to be used again as resources. Increasing the scale of reverse logistics will help lower
the marginal cost for collecting, transporting, and sorting operations, ultimately making more
effective and efficient return flows (Moigne, 2016). Companies have achieved incredibly
complex supply chain networks, and now the same has to be done with post-consumer streams
across another network (“Set up global reverse networks,”). Although perhaps not as complex as
supply chains, a reverse chain would include actors responsible for recycling, remanufacturing,
and refurbishing of materials, broken down to insert back into the production of new products. In
the circular economy, some companies would be responsible for the production and consumption
of resources, while others would work to decompose and recycle those resources back into the
production stream. However, this might be the case only for large multi-national companies who
have the logistics and capabilities to run both supply and reverse logistic chains. Additionally,
this might also be dependent on the type of material used in products. For example, IKEA uses a
wide variety of different materials, but a company like Interface, that specializes in carpet fiber,
is better able to recycle their older carpets back into their manufacturing stream to produce new
carpets. In that case, product type and material make it possible to be an individual company
Another conclusion drawn from IKEA’s efforts in the circular economy is the way IKEA
acts as a hub for technology transfer. The best example of the way IKEA has acted as a hub to
transfer knowledge and technology is through their work with Hilong, one of their key suppliers.
IKEA helped Hilong develop a more sustainable, water efficient dying technique. From there,
IKEA was able to spread this technique across the rest of their textile suppliers, with a large
proportion of their suppliers using the technique today. By taking the best practices from one
supplier, and spreading the technique to the rest, IKEA is able to create a much bigger impact.
IKEA also transferred knowledge with one of their printing suppliers, Antezza Tipografi. The
graphics supplier redesigned their production system to eliminate the older pre-press printing
system to reduce its environmental impact. IKEA saw this technique and embraced their role to
diffuse this knowledge across the rest of their supply chain (Martucci & Schirone, 2015). By
transferring technique and technological knowledge among their suppliers, IKEA is gaining
long-term competitive advantage (Martucci & Schirone, 2015) and promoting a more sustainable
cooperative efforts between the buying firm and its suppliers to upgrade a suppliers’ technical,
quality, delivery, and cost capabilities for ongoing improvement” (Watts & Hahn, 1993). Chief
Sustainability Officer Howard describes that “part of doing business with IKEA is driving
improvement” (Holder, 2016). Supplier development has been found to result in positive
performance. IKEA engages in supplier development, especially with their wood suppliers. For
example, IKEA assists suppliers to source certified wood and natural fibers, as well as
Seidel 86
contributes to expanding and upgrading production technology. IKEA has also worked with
suppliers to introduce friendly, water-based treatment technologies across all of their wood
suppliers (Ivarsson & Alvstam, 2010). In a technology transfer study on IKEA’s Chinese and
South East Asian suppliers, Ivarsson and Alystam (2011) found that IKEA had a strategy of
technology transfer, which often resulted in providing suppliers with long-term technological
support to master new products and process technology (Ivarsson & Alvstam, 2011).
Additionally, with an average supplier relationship of 11 years, IKEA has put in the effort to
create worthwhile relationships, which helps to foster the spirit of supplier development. Howard
also notes that, “supply chains are very powerful—you can share best practice, you can co-
invest, you can share education around techniques…a huge lever for change” (Holder, 2016).
Howard describes that “part of doing business with IKEA is driving improvement. Supplier
development and transfer of technology and knowledge is a beneficial practice for IKEA in their
transition to the circular economy and will continue to be a good tool as more circular processes
The replicability of the technology transfer role is mostly limited to large multi-national
companies. Small, vertically integrated firms have no suppliers to spread technology and
knowledge across. Medium-sized firms with suppliers could take advantage of this role to some
extent, but have less of a knowledge and technology base to work from. Therefore, large firms
with extensive supply chains have the most to gain from the technology transfer role. These
companies have a wider base of knowledge and technology to spread to their suppliers, which
means these firms will have a larger impact when they implement a new technology or practice
across their entire supply chain. Additionally, this role could be applied across any industry and
Lastly, another beneficial practice that should be taken from IKEA is the use of the
Sustainability Scorecard. Sustainability Scorecards are not necessarily unique to IKEA. Among
the companies analyzed in Chapter 2, Walmart and Marks & Spencer both use some type of
scorecard in their businesses. These two companies use their sustainability scorecards primarily
to assess and monitor the sustainability of their suppliers. IKEA makes use of a Supplier
Sustainability Scorecard, but also uses a unique Sustainability Scorecard to assess each product.
By assessing each product on eleven different sustainability factors, IKEA can help assure that
not only are the products being produced in a sustainable way, but also that they are designed
companies and industries. The Scorecard takes into account eleven different factors that have to
do with material composition, recyclability and more, making it a tool that can be applied to
different industries. Additionally, the Scorecard can be applied to companies of any size, making
it a versatile tool. As the transition to the circular economy continues, the Scorecard could be
adapted more to place more emphasis on the attributes needed to achieve a truly circular business
model.
Many lessons can be gained from IKEA’s efforts to become part of the circular economy.
From the gains in one's own operations compared to fully closing the loop, to acting as a hub to
transfer knowledge across a supply chain, to the use of a sustainability assessment at the product
level, the lessons drawn from IKEA can be spread across other companies and industries to help
Challenges and Opportunities for Promoting the Business Transition to the Circular
Economy
demands of their customers—the business case for going circular is unclear at this point. Some
companies have seen significant cost savings from some practices, like reducing waste and being
more efficient with resources, but business benefits garnered from making the switch are
uncertain or unknown. The spread of the circular economy is hindered by a variety of barriers
that make it hard to make the business case for an individual company.
The barriers fall under four main areas: funding, reverse logistics, resource pricing, and
and recovery infrastructure, as well as investment in circular skills and design. Investment is
often a challenging area as circular programs and changes often take a while to produce visible
results. The development of reverse logistics is crucial in order to enabling the full use of waste
as a recycled resource, but the limited investment, research, and collaboration in this area hinders
the spread of circularity (Eco-Innovation Observatory, 2016). Another challenge that slows the
circular transition is resource pricing. Current resource pricing does not promote sustainable
management of resources, especially as the prices of many virgin materials do not take into
account the adverse environmental impacts associated with extracting these resources.
Furthermore, a case can be made that some non-renewable mineral resources should be priced
more highly to avoid premature depletion and protect the interests of future generations. Lastly
and perhaps most importantly, the business transition to the circular economy is hindered by the
Consumers have not always been so quick to toss. Goods used to be passed down, like
the old antique chair in the corner of the living room, the silver cutlery, and the cast iron skillet.
Items were repaired before being thrown away. Products were built with higher quality resources
and built to last a long time, especially goods like furniture that were expected to be passed down
across generations. But the Industrial Revolution dramatically increased the availability of
consumer goods with the spread of mass production. The rise of consumerism has led to a
This relationship is due in large part to the changing costs of products and repair. Over time, the
cost of repair has increased compared to the price of a new product. Therefore, consumers weigh
the relative costs of repairing a product versus replacing it when making a disposal decision.
With cost as a huge determinant, repairing a good versus replacing it has become more difficult
to justify (McCollough, 2009). As the opportunity costs for repair and refurbishment have
increased, consumers are more inclined to buy new. Thus, consumers' demand for goods with
In addition to the changing relative costs of repair versus replacement, consumers have
faced a couple of other reasons to increasingly dispose of products. The first obstacle is fashion
obsolescence where products simply lose their appeal because of the introduction of a new
product in the market. Another reason to dispose of a product is due to functional obsolescence
in which products physically fall apart (King, Burgess, Ijomah, & McMahon, 2006). Functional
obsolesce could also be a version of planned obsolescence, a strategy that entails the substitution
of lower cost materials into their products in order to decrease product life span. Rapid
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technological progress is the last reason for the rising rates of disposal. Especially in consumer
electronics and computers, rapid technological change creates newer models of products that
make outdated versions obsolete. Consumers have faced a growing number of reasons to buy
new instead of repairing and maintaining current products, a key factor inhibiting businesses
The rise of cheap consumer products has led western, wealthy nations into the throwaway
society we live into today. Vance Packard first reveals the “throwaway society” in his 1960
book, The Waste Makers, a commentary on how the rapid growth of disposable consumer goods
has degraded the environmental, financial, and spiritual character of American society (Packard,
1960). Waste streams have continued to rise even after this term was first popularized. In the
period from 1960 to 2014, municipal solid waste generation increased 193 percent. Also in that
period, the municipal solid waste generated per capita per day increased 66 percent, as seen in
Figure 8 (US EPA, 2015). Waste streams have been on the rise due to rising levels of affluence,
cheaper consumer products, functional and fashionable obsolescence, the increase of packaging,
the demand for convenience products, as well as the underpricing of disposal. (O’Brien, 2013).
McCollough (2012) found positive and significant relationships between increases in household
income and the consumption of more products. Additionally the percentage of disposable goods
has increased over time (McCollough, 2012). As products become more accessible and cheap,
many products that were once considered reusable are now considered disposable, a fact that
It is important to note that the throwaway society has multiple connotations. Some
wealthy societies and consumers take advantage of the throwaway society in order to not be
"hassled" with the repair of old and worn out goods. They would rather simply replace them
Seidel 91
with new goods. Most wealthy people have a high opportunity cost to the expenditure of their
own personal time. Not every society or consumer has the wealth and luxury to behave this way
and, therefore, chooses to repair and extend the life of products as long as possible. However, it’s
the practice of disposing undamaged goods and goods that could have been repaired and reused
that has proliferated in wealthy societies and promoted the environmental problems discussed at
Changing the consumer mindset to be more open to circular products is just one way to
help businesses transition to the circular economy. Another tool to enable companies to go
the government’s purchasing power to stimulate a demand for goods. Green public procurement
has the specific agenda to increase the demand for green products. The European Union is
leading the way in this area and finds that by choosing environmentally friendly goods and
services, they can help create a demand for more sustainable goods and services which might
otherwise be difficult to get into the market by strictly relying on private purchasing behavior
Public Procurement for a Circular Economy. This approach recognizes the role public authorities
can have in supporting the transition towards the circular economy. The European Commission
defines circular public procurement as, “the process by which public authorities purchase works,
goods, or services that seek to contribute to closed energy and material loops within supply
chains while minimizing and avoiding negative environmental impacts and waste creation across
their whole life cycle” (European Commission, 2017). The brochure highlights circular public
procurement programs across the EU with different examples of purchases. The circular
Seidel 92
purchases included recycled concrete, biogas busses, and energy efficient appliances. The public
sector can financially help businesses that are implementing circularity by purchasing their
Circular Indicator
Lastly, another tool to make the transition to the circular economy easier for businesses
would be the creation of a way to measure circular progress. There is no single framework that
enables organizations to assess and report their circular progress, which is one of the greatest
opportunities and needs for the circular economy (Szellner, 2016). At the very basic level, there
should be some measure to understand how well resources are being circulated through the
supply chain compared to using virgin materials or disposing of products in the landfill. The US
Chamber of Commerce suggests that a circular metric should include some of the following
recovered and recycled (Szellner, 2016). The Ellen MacArthur Foundation was the first to
release a measurement tool called the Material Circularity Index that analyzes the amount of
materials that are recirculated (“Circularity Indicators.,” 2015). The MCI is a promising start to
As more businesses take steps towards the circular economy, the more a circular measure
would be beneficial. The demand for a circular measurement is increasing with more businesses
looking for guidance on the circular transition (Egerton-Read, 2017). Adrian Wain, a business
that within business, “there is an understanding of circular economy and a direction of travel, but
companies don’t truly know yet what their new Key Performance Indicators should be”
(Egerton-Read, 2017). Creating a metric would also help compare companies in order to gauge
Seidel 93
how much progress is being made. Such a metric would also help to keep companies accountable
to their circular goals. Ultimately, a circular measurement should focus on throughput in the
system, looking at the quality and quantity of resources entering and exiting the loop. By
measuring this throughput, companies will be able to see if the processes happening within the
loop are resulting in a reduction in throughput. With the increase of large data sets, the Internet
privately owned company, IKEA is in a unique situation that enables them to make circular
changes. However, the transition to the circular economy relies on all businesses in order to
companies to take steps towards circularity, public policy is required. Policies are needed to
rationalize the rates of resource extraction and disposal to reflect the true costs. By targeting the
input and output of resources in the system, businesses will be incentivized to make change
government, and other non-profit organizations like the Ellen MacArthur Foundation.
Additionally, for circular change to occur, consumers need to move away from the throwaway
society and embrace sustainable consumption. Consumers have the ability to change the market
by voting with their wallet on what products they want. There must be a realization that when
one throws products “away”, there is often residual value leftover. Millennials are starting the
opportunities put on by companies, participate in product take-back, and change their standards
for cheap, low quality, disposable goods. By doing so, businesses will follow and the economy
Conclusion
The linear take-make-dispose model cannot persist sustainably given the finite base of
non-renewable resources, the limits on the Earth's assimilative capacity to deal with waste, and
the economic and ecological opportunity cost of ever-expanding landfill space. The circular
economy presents an alternative form of production and consumption that enables economic
growth to decouple from the volume of resource throughput. By slowing and narrowing
throughput, and closing the resource loop, the circular economy makes it possible to function
within the finite limits of the planet. Through the exploration of circular economy theory and
current practices of companies pursuing circularity, it is clear the circular economy still has a
long way to develop in order to truly decouple the environmental impact of business on
economic growth.
IKEA is making strides in its transition to the circular economy. By designing with waste
as an input and focusing on long term product design, to reducing waste through eco-efficiency,
and producing with renewable energy, as well as incorporating sustainability within the core of
the business, IKEA is well on its way to being a leader in the circular economy. Additionally,
IKEA also demonstrates that circular change is possible even at a company of its size. However,
IKEA cannot make the transition alone. IKEA’s efforts to transition into a circular business
enlightened the idea that the circular economy must function as an ecosystem with many
companies working together. Company collaboration can combine to form a synergy to close the
loop, by enabling the spread of reverse logistics and the development of recycling and
remanufacturing technology.
For the circular economy to be truly embraced public policies directed at resource
extraction and disposal must be created to incentivize businesses to make circular changes.
Seidel 96
Additionally, there must be a transformation away from the throwaway culture we live in today
Appendix
0.5
10.8
Recycled
11.1
Incinerated with Energy
Recovery
Landfilled
90
80
70
60
Site Generation
50
40
30
20
10
0
2010 2011 2012 2013 2014 2015 2016
Fiscal Year
35
kg CO2 / cubic meter of product
30
25
20
15
10
0
2010 2011 2012 2013 2014 2015 2016
Fiscal Year
60
50
40
30
20
10
0
2011 2012 2013 2014 2015 2016
Fiscal Year
16
15.5
Million Cubic Meters
15
14.5
14
13.5
13
12.5
12
2011 2012 2013 2014 2015 2016
Fiscal Year
100
80
60
40
20
0
2010 2011 2012 2013 2014 2015 2016
Fiscal Year
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