needed to implement the most eco-efficient and eco-effective strategy for the beverage packaging, both from an environmental and an economic point of view. The
decision support framework was tested in the case of the aluminium cans, with
main recommendation from both the LCA [7] and C2C perspective [8] to ensure a
system that enables can-to-can recycling. Designing packaging for “zero contamination” and improving transparency in materials composition to assure high quality
recycling were the main lessons learnt from the Carlsberg Circular Community [2].
The suggested framework for optimization of continuous loop system can be
applied and adapted by any other company familiar with LCA and C2C certification
tools, based on eco-efficiency and eco-effectiveness approaches, respectively.
3 Leveraging an Ecodesign Foundation to Enable
Circular Value Creation
Megann Head (Steelcase) presented Steelcase’s strong foundation of eco-design
practices, rooted in LCM principles. In the company, the three pillars that guide
efforts to innovate, improve, and deliver on product promises include materials
chemistry, life cycle thinking, and reuse/recycle. Each of these pillars are necessary
aspects of product performance as the company transitions to circular business
models. However, they may need to adapt, and new capabilities will need to
emerge. New design sensibilities need to be utilized, expanding upon those already
existing, such as design for disassembly and recycling. The new design sensibilities
could be designing for refurbishment and remanufacturing and harvesting parts that
feed new products. The products and services (business models) need to work
together in a circular economy, so they both need to be developed with a systems
mind-set. The existing tools used to evaluate these product-service systems, like
Life Cycle Assessment, can be useful in initial evaluations, but do need some
updates, such as for allocation, in a circular economy.
4 Raw Materials Are Products of Our Brain—What Does
This Mean for LCM?
For Friedrich-W. Wellmer (Federal German Institute of Geosciences and Natural
Resources) and Roland W. Scholz (former chair of Natural and Social Science
Interface, Swiss Federal Institute of Technology), raw materials are products of the
brain [9]. They are not a fixed parameter or quantity. They vary according to creativity,
demand and supply, and technology. This means that URR (ultimate recoverable
resources) cannot be a fixed quantity, as long as economic activity and innovations
continue. Individuals do not need raw materials as such. They need an intrinsic
property to fulfil a function. For finding solutions for functions, individuals have three
Life Cycle Management Approaches …
5
decision support framework was tested in the case of the aluminium cans, with
main recommendation from both the LCA [7] and C2C perspective [8] to ensure a
system that enables can-to-can recycling. Designing packaging for “zero contamination” and improving transparency in materials composition to assure high quality
recycling were the main lessons learnt from the Carlsberg Circular Community [2].
The suggested framework for optimization of continuous loop system can be
applied and adapted by any other company familiar with LCA and C2C certification
tools, based on eco-efficiency and eco-effectiveness approaches, respectively.
3 Leveraging an Ecodesign Foundation to Enable
Circular Value Creation
Megann Head (Steelcase) presented Steelcase’s strong foundation of eco-design
practices, rooted in LCM principles. In the company, the three pillars that guide
efforts to innovate, improve, and deliver on product promises include materials
chemistry, life cycle thinking, and reuse/recycle. Each of these pillars are necessary
aspects of product performance as the company transitions to circular business
models. However, they may need to adapt, and new capabilities will need to
emerge. New design sensibilities need to be utilized, expanding upon those already
existing, such as design for disassembly and recycling. The new design sensibilities
could be designing for refurbishment and remanufacturing and harvesting parts that
feed new products. The products and services (business models) need to work
together in a circular economy, so they both need to be developed with a systems
mind-set. The existing tools used to evaluate these product-service systems, like
Life Cycle Assessment, can be useful in initial evaluations, but do need some
updates, such as for allocation, in a circular economy.
4 Raw Materials Are Products of Our Brain—What Does
This Mean for LCM?
For Friedrich-W. Wellmer (Federal German Institute of Geosciences and Natural
Resources) and Roland W. Scholz (former chair of Natural and Social Science
Interface, Swiss Federal Institute of Technology), raw materials are products of the
brain [9]. They are not a fixed parameter or quantity. They vary according to creativity,
demand and supply, and technology. This means that URR (ultimate recoverable
resources) cannot be a fixed quantity, as long as economic activity and innovations
continue. Individuals do not need raw materials as such. They need an intrinsic
property to fulfil a function. For finding solutions for functions, individuals have three
Life Cycle Management Approaches …
5