From pilot to practice: how Circular Minds helps organisations embed circular procurement

Circular procurement works. Pilots demonstrate this time and again, and the market is also willing to adapt. The real challenge now lies elsewhere: how do you ensure that circular solutions do not remain isolated projects, but become an integral part of the way organisations operate?

Within the European Circular Minds project, Mónica Sánchez Groeneweg, Senior Circular Procurement Advisor at Rijkswaterstaat, is tackling precisely that question. We spoke to her about what is needed to achieve this and how you, as a procurer, can play a role in it.

What does Circular Minds do?

‘Over the past few years, we have set up pilot schemes in various European projects. We have learnt an enormous amount from them. At the same time, we saw that a successful pilot does not automatically mean that an organisation will subsequently start working differently, in a structural sense. That is why, with Circular Minds, we are focusing on the next step: behavioural change within organisations. We are investigating how organisations can adapt their internal processes and way of thinking so that circular procurement becomes the norm.

After all, a circular solution also demands something from the organisation itself. It often means collaborating differently, financing differently, or asking different questions earlier in the process. Within the Interreg Europe project, ten partners from across Europe are working together. Some regions are already well advanced in circular procurement, whilst others are still at the starting point. It is precisely this mix that is valuable, because we learn a great deal from one another.

The project consists of three parts. First, we assess where organisations stand: how far have they come in terms of a circular mindset and behaviour? We have developed an assessment framework for this purpose. Next, we collect inspiring practical examples from across Europe. In the final part, we translate these insights into concrete policy improvements. We also link tools and guidelines to an assessment framework that enables organisations to take steps themselves.’

Where does the biggest challenge lie?

‘The biggest challenge often lies not with the procurer themselves, but with the organisation as a whole. It is easy to say that circularity is the responsibility of the procurement department. But ultimately, a procurer carries out what the organisation asks for. Other departments are just as important when it comes to decisions on strategy, budgets or financing models.

Take a circular bridge, for example. The initial investment may be higher than for a traditional bridge, but over its entire lifespan, the solution may actually work out cheaper. You cannot make such a decision as a purchaser alone. You need finance, project management and senior management to be involved, for instance. If they are at the table early in the process, you can make better choices.

Sometimes you realise that you might not need to buy anything at all, but can reuse materials you already have. Buying nothing is the most circular solution.’

“The biggest challenge often lies not with the purchaser themselves, but with the organisation as a whole.”

Mónica Sánchez Groeneweg

Can you give a practical example?

‘A good example is the Judicial Institutions Service in Veenhuizen. There, (former) prisoners refurbish government furniture and make it ready for use again. Through an online marketplace, government bodies can put that furniture to use immediately, without buying new. The initiative also creates employment for people who are distanced from the labour market.

The driving force behind this project took ten years to convince the board. Using consistent figures, he demonstrated that it makes economic sense and delivers significant ecological and social value. It shows what is possible when someone with smart tactics and enough perseverance manages to get an organisation on board.

Many more examples of this kind can be found on the website of Circular Minds. Some have been awarded the ‘distinctive label’ by Interreg Europe, which recognises examples that stand out in Europe and inspire other organisations.’

How do you get the organisation on board?

‘A good first step is to start a dialogue and jointly identify who plays a role where. What works well is having an internal champion – someone who helps set up pilots and ensures they are properly embedded within the organisation. Delfland Water Board is working on precisely this approach. They have colleagues who help others to set up and scale up pilot projects, not only for circularity but also for themes such as digitalisation or climate. That broadens the support base.

Sometimes there are also benefits to be gained by telling the story differently. If you show that refurbishing furniture is cheaper, you suddenly appeal to different people. It helps to present it in a way that also aligns with what matters to them.’

And looking ahead, how do you see the future?

‘I think we’re going to look at these kinds of issues from an increasingly broader perspective. Procurement remains a key component, but departments such as operations are becoming increasingly involved. As a result, it’s becoming more and more of an internal collaboration: how do we work together to ensure our sustainability goals are implemented?

The challenge now lies within the organisation itself: getting colleagues on board, including those for whom sustainability isn’t automatically the top priority. That demands something of us, but that’s precisely where the opportunity lies. Change rarely comes at an ideal moment, but every reason to start working differently offers the chance to take new steps and embed sustainability more firmly within the organisation.’

Getting started with Circular Minds

On the Circular Minds website, you’ll find various good practices from across Europe that demonstrate how organisations are putting circular procurement into practice. In addition, the project is developing tools and insights to help organisations make circular procurement a structural part of their policy and working methods.