Capgemini-金融实践的四个转变促进循环经济（英）-2023_市场营销策划_重点报告20230.docx

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1、0pg4AmiFOUR SHIFTS IN FlNANClFL PRACTICES TO BC0ST THECIRCULAR ECONOMYThe progress towards a circular economy is slowThe circular economy appears to be reaching a tipping point as a fast-growing number of organizations are starting to embed circular economy targets, initiatives, and strategies. Amon

2、g consumer companies, the global retailer IKEA aims to be a circular business by 2030, and UniIeveraiiTis to use 100% reusable, recyclable, or compostable plastic packaging by 2025. And among cities, Amsterdam is embedding the circular economy into its policies and roadmaps.At a national level, Scot

3、land,s national Zero Waste Scotland accelerator program fosters circular economy growth in small and medium-sized enterprises. Regional and national regulatory pressures are also coming into effect, such as the EU Circular Economy Action Plan, and more recently the UK,s Critical Minerals Strategy.Ho

4、wever, despite these positive signals, the world is not becoming more circular. According to the 2023 CirCUlaritV GaP RePort materials cycled back into the economy after their useful life account for only 7.2% of the total in 2023, down from 8.6% in 2020. From a macro perspective, there is a long wa

5、y to go regarding providing the right infrastructure, access to finance, supply chain transparency, and regulations.From a company perspective, despite the rise of circular economy business models, progress is slow: current management practices are not in sync with circularity, starting from financi

6、al and accounting tools and approaches. We know that systemic change does not come easily, especially when what is required is a fundamental rethink of the way that organizations do business.The role Offinance and accountingAt the heart of understanding why organizations are still struggling to laun

7、ch and scale circularity is the concept of value. The current and dominant way of thinking about value is linear. All the seemingly laudable and useful practices, criteria, and metrics adopted so far have been consistent with this linear paradigm.But the circular economy transforms the value concept

8、. Value is created through what would have been labelled in a linear economy as waste - through circular value chains, networks, and strategies such as leasing and re-defining products as services.Trying to gain internal buy-in and navigate gate keeping processes for circular investment is difficult

9、 when organizations are dominated by linear practices and thinking. This is especially true when significant budgets and financing is needed to support the scale-up.Ifthe circular economy is to move from enthusiasm to achievement, we need to shift from a theoretical debate about the strategic benefi

10、ts to concrete business innovations powered by new financial models and metrics that enable people to write successful business cases - to understand and price risks, and to financially account for the transition to a nonlinear model. Updated financial tools will need to account for the complexity o

11、f a value-chain-wide transformational shift, redefining the value of resources and including multiple future scenarios. Our research and consulting experiences with pioneering companies demonstrate that a change is not only necessary, but possible.Empowering Finance: Taking the lead with Four Key Sh

12、iftsThe circular economy challenge is so complex that we are now at a point where it requires finance and accounting teams to assume a leading role. This is because these teams contribute to overall decision-making in organizations, including OpEx and CapEx budgets, assessing risks and viability ass

13、ociated with new business models, and typically holding large amounts of data to manage reporting and transparency. As part of this role, they will need to become innovation agents and show the rest of the organization the way to make change possible.To make this shift more actionable, we recommend

14、focusing on four main financially-oriented components, see Figure 1. The first two (#1and #2) would be part of any major innovative effort, but circularity makes them even more critical and urgent. The other two (#3 and #4) are strongly linked with new sustainability and circularity imperatives.Figu

15、re 1: Four Key Shifts and two critical enablers in financial practices to boost the adoption of a circular economyShift horizonsMaximizing the use of resources and the wider benefits from a circular economy will not be visible within a financial quarter, at least not in the earlier stages. Organizat

16、ions must avoid the trap of short-termism and redesign their metrics and the structure of their profit & loss (P&L) to incentivize longer-term investment.The reality is that a short-term focus kills value-creating opportunities. While this concept is generally accepted, the corporate reality remains stubbornly locked on the shortterm. At Unilever, then CEO Paul Polman made a frontrunning move to simply stop