CAS2.0 – Circular40.eu

Circularity Assessment Score 2.0

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Circular 4.0 Form

A self assessment tool of Circular4.0

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Step 1 of 6 - Information

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Are you a responsible person in the organisation to which the information you are about to fill in this questionnaire refers?*

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TYPE OF BUSINESS MODEL

1. What is your organisation's primary focus in tackling circular opportunities?

Circular product or service design

Optimal product / service use

Value recovery

(Please, choose one.)

2. What are the primary drivers of your circular transformation?

The organisation's vision, based on untapped business opportunities

Technology disruption in the industry

Recently introduced legal or other regulatory changes

Announced or expected legal or other regulatory changes

Price volatility of inputs: materials, energy or mobility/transportation

Shortage of material inputs

(Please, chose a maximum of three answers that best describe your organisation’s situation.)

3. Please, choose your industry sector according to the GICS (Global Industry Classification Standard).

Energy

Materials

Industrials

Consumer discretionary

Consumer staples

Health care

Financials

Information technology

Communication services

Utilities

Real estate

BUSINESS MODEL POTENTIAL FOR CIRCULARITY

Please, assess the level of circular potential of the business model your organisation has been pursuing assuming it was implemented to the maximum extent. Circular supplies and use (regeneration) of secondary resources

1. Does your organisation acquire material inputs from secondary sources in a significant proportion (at least 20%) of the total material asset acquisition?

In minor quantities (less than 40%)

In significant quantities (40% or more)

In predominant quantities (more than 70%)

2. Does your organisation trace the origin of material inputs (primary and secondary sources) by digital means:

a) before the acquisition

In a minor part of supplies (less than 20%)

In significant or predominant quantities (20% or more)

b) through its own internal processes (production, inbound logistics, etc.)

In a minor part of supplies (less than 20%)

In significant or predominant quantities (20% or more)

c) after the outputs are sold to buyers and/or enter the consumption phase

In a minor part of supplies (less than 20%)

In significant or predominant quantities (20% or more)

Modularity of products and services

3. Does your organisation develop and design products and services by taking into account circular principles (modularity, reproducibility and degradability, reducing product size or material use, extended use of tangible artefacts)?

In minor quantities (less than 40%)

In significant quantities (40% or more)

In predominant quantities (more than 70%)

Use of sustainable energy sources

4. To what extent does your organisation use renewable energy sources, based on the volume of total procurement (energy value)?

No use of renewable energy sources

In minor quantities (less than 40%)

In significant quantities (40% or more)

In predominant quantities (more than 70%)

Selection of suppliers

5. Does your organisation use sustainability and/or circular criteria in the selection process when selecting suppliers of materials and energy and buyers of its products and services?

In a minor part of its operations (less than 40%)

To a significant part of its operations (40% or more)

In a predominant part of its operations (more than 70%)

Product life-cycle extension and second life

6. Does your organisation provide incentives, services or infrastructure (a platform) for a secondary use or a re-use of the product (or physical component services) or for the extension of their life span?

In a minor part of its operations (less than 40%)

To a significant part of its operations (40% or more)

In a predominant part of its operations (more than 70%)

Reverse logistics

7. Does your organisation enable the use of scrap material and/or provide logistics services and reverse logistics infrastructure?

In a minor part of its operations (less than 40%)

To a significant part of its operations (40% or more)

In a predominant part of its operations (more than 70%)

A) COMMITMENT TO CIRCULAR TRANSFORMATION Please, evaluate the level of managerial and overall organizational abilities actually deployed to seize the maximum potential of your current business model (commitment).

8. Does the applied technology(-ies) that support(s) the core business model allow the production process to be adapted to circular principles (modularity, reproducibility and degradability, reducing product size or material use)?

To a minor degree (tied to less than 20% of revenues)

To a significant degree (tied to 20% of revenues or more)

Yes, predominantly or completely (tied to over 80% of revenues)

9. Please, assess the level of digitalisation maturity of your organisation

Very low (basic or no connectivity)

Low (basic connectivity supporting the information flow among organisational units, partially autonomous maintenance of digital (IT) systems)

Middle (standard connectivity, mainly autonomous maintenance of digital (IT) systems)

High (autonomously supported processes, mainly autonomous maintenance of digital (IT) systems and active involvement in digital development)

Very high (own digital development of supported processes, mainly autonomous maintenance of digital (IT) systems)

Planning and control of the circular transformation

10. Does your organisation have a plan or a pilot project to integrate circular principles (modularity, reproducibility and degradability, product size reduction) in its business model?

In the experimental/early stage

Yes, in a significant part of its operations (tied to over 20% of revenues)

Yes, in a predominant part of its operations (tied to over 60% of revenues)

Accountability and structure

11. Are there any specific commitments and responsibilities related to the circular economy practices, allocated to employees and departments across your organisation, supported by the yearly budget/business plan and by reporting routines?*

In the experimental/early stage

Yes, a significant part of operations is dedicated to circular transformation (tied to over 20% of revenues)

Yes, a predominant part of operations is dedicated to circular transformation (tied to over 60% of revenues)

Capability of circular collaboration

12. Does your organisation collaborate with research or advisory organisations in the area of the circular transformation, is it active in industry and other business associations, or actively engage with other players up and down the value chain in sustainable innovation?

In the experimental/early stage

Yes, a significant part of operations is dedicated to circular transformation (tied to over 20% of revenues)

Yes, a predominant part of operations is dedicated to circular transformation (tied to over 60% of revenues)

Barriers

13. Are there any legal, legislative, market, employment or financial barriers, obstacles or frictions identified for the transition to the circular business model?

Yes, high and persistent

Medium, may be mitigated or removed over time

Low level, transitory obstacles

None

Resistance

14. Is there some degree of resistance to the circular transformation by employees?

Yes, high

Middle, transitory

Low resistance

None

Engagement with suppliers

15. To what degree are major suppliers involved in your organisation's circular transformation and what is their attitude?

Resistant to circular practices, want to sell the "linear stuff"

Disengaged and neutral

Engaged in experimental or early stage

Engaged at the strategic level of a structured collaboration

Engagement with buyers

16. To what degree are major buyers involved in your organisation's circular transformation and what is their attitude?

Resistant to circular practices, want to sell the "linear stuff"

Disengaged and neutral

Engaged in experimental or early stage

Engaged at the strategic level of a structured collaboration

Engagement with users

17. To what degree are end-users of your products and services involved in your organisation's circular transformation and what is their attitude?

Not aware, disengaged

Aware of the advantage of circular aspects of their consumption

Aware of the advantage of circular aspects of their consumption and requesting circular solutions

Aware of the advantage of circular aspects of their consumption, requesting circular solutions and engaged in the transformation

Level of circular activity

18. Are your organisation’s past and current general and R&D investments aimed at increasing energy or resource efficiency and boosting its circularity potential?

Our organisation is engaged at a low or experimental level of circular investments

Yes, our organisation's business model is being transformed due to current circular investments

Yes, our organisation's business model is partly based on past and current circular investments

Yes, our organisation's business model is predominantly based on past and current circular investments

If finished, click below to submit your assessment. Otherwise return to previous pages to review your answers.

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Circularity Assessment Score 2.0

Circular 4.0 Form

TYPE OF BUSINESS MODEL

BUSINESS MODEL POTENTIAL FOR CIRCULARITY

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