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Right now, delegates at COP31 in Türkiye are discussing zero waste and the circular economy—one of the conference’s ten priority themes.
On the agenda is how to advance the following targets by 2035:
- At least 50% reduction in the growth of municipal solid waste, such as paper, plastics, or metal.
- More than double the global circular material use rate from under 7% to more than 15%. This could include, for example, greater use of crushed waste concrete in the production of new concrete.
The So What
“COP31 will highlight how the circular economy is a key lever for decarbonization with significant potential to reduce both emissions and energy usage,” says Alexander Meyer zum Felde, BCG’s global lead for the circular economy.
“As well as the green opportunity, increasing circularity can also be viewed as a growth strategy since reducing costs and maximizing value from resources can lead to improved margins. There is often also a business imperative to build resilience where there is scarcity of supply.”
Making progress involves moving from a linear model—where primary materials are consumed and then discarded—to a circular one where natural resources are reintegrated into the value chain through reuse, repair, remanufacturing, or eventual recycling.
In addition to considering the availability of appropriate sorting, separation, or recycling facilities, this could also include making sure the product is designed to allow for recovery, or incentivizing customers to trade in discarded products.
The drivers of adoption will vary significantly by sector and by region. For example, preventing plastic pollution is a key driver of increased circularity in Southeast Asia, while Japan, the US, and Europe are all keen to recycle more e-waste in order to reduce dependence on imports of critical raw materials.
Regulatory developments and economic gains are also the key factors changing behaviors in some jurisdictions.
Whatever is driving adoption, there is much to be gained from pockets of progress across many different sectors and regions, explains Meyer zum Felde.
“Introducing circularity often strengthens the business model itself by extracting more value from resources,” he explains. “And with many industries or countries starting from a relatively low base, the potential for growth is high.”
Now What
Here are some things to consider, as companies find strategies to preserve the maximum value of their products, regain access to these products, and then monetize them.
- Appoint a circularity leader with a mandate that covers design, service, returns, and sourcing. And hold that leader accountable for meeting specific targets.
- Establish where value suddenly drops and then decide whether it makes economic sense to recover some of the product’s value at that point.
- Build an end-to-end business case based on product lifetime margins rather than first-sale revenues.
- Lean into AI and data to help with traceability, digital records, and identifying recoverable assets. Use AI to help find the best pricing models for recovered products.
- Create an ecosystem of partners and investors. This includes establishing the roles and share of value for different stakeholders, such as suppliers, logistics providers, recyclers, investors, and customers.






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Matthew Van der Beeuren, Former Energy Analyst