Europe’s first circular economy factory for vehicles: Renault
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“向循环经济过渡,我们所有人都必须团队合亚博足球分析作并致力于做出根本不同的事情。”
飞利浦首席执行官Frans van Houten
Philips is a global health technology company focused on improving health and enabling better outcomes for people, from healthy living and illness prevention, to diagnosis, treatment and homecare. Philips products include large scale medical equipment, such as imaging, as well as smaller medical equipment and homecare products. Philips services support the whole spectrum of activities in the health industry. The company employs over 80,000 staff and generates EUR 19.5 billion through products and services sold in over 100 countries.
飞利浦的大小和性质of the services and products it provides, means it is in a prime position to spearhead the transition to a more circular healthcare industry. Philips is working to embed the principles of the circular economy into everything the company does and is developing new business models to support this, such as product-as-a-service, take-back schemes, and upgrade and refurbishment programmes.
Philips’ ambition is to decouple its growth from finite resource consumption across its entire value chain. To achieve this, Philips takes a holistic approach, embedding circularity into the DNA of the company, empowering all employees to contribute, and building it into the products and solutions it offers customers. Philips also partners with others to jointly drive global change.
Increasing circularity at Philips means more effective management of resources end-to-end, through product design and business model innovation, as well as harnessing the potential of digital and emerging technology.
医疗设备可以由客户交易并由飞利浦进行翻新。这始于大型医院设备,例如MRI系统,并将在未来五年内扩展到较小的设备,例如患者监视器和呼吸机。
这些是具有性能保证的“新品质”。例如,钻石选择范围翻新设备包括MRI扫描仪,X射线机和高级成像系统。
By providing equipment through a service contract, rather than a one-way transaction, Philips maintains ownership and responsibility for the hardware, such asEnterprise Monitoring as a Service.
数字产品和服务可以减少例如通过升级和预测维护来促进患者与看护者之间的远程交互或扩大设备的性能。临床决策算法和分析也可以提供个性化的可行见解。
In the next few decades the global healthcare industry is预测两者都会扩展并进化。这种转变将由一系列因素驱动,例如发展市场的人口变化,技术进步以及对积极健康结果的原因的了解。
Many aspects of healthcare delivery are very resource intense and generate large volumes of waste. For example, hospitals produce approx.13 kg waste per bed per day,of which 15-25% is hazardous waste. The US healthcare system wastes每年超过7600亿美元, due to overmedication, unnecessary services, and inefficient care delivery.
随着全球医疗保健部门直到接下来的几十年 - 既服务于患者的增加以及应对许多不同的环境和社会挑战 - 循环创新可以帮助塑造同时改善生活和获得护理的医疗保健解决方案,同时又有同时改善医疗保健解决方案保护地球。
循环经济亚博足球分析基于设计的三个原则,由设计驱动:消除废物和污染,将产品和材料保存以及再生自然系统。
但是,飞利浦还认为,循环经济的好处扩展到其客户 - 通过提高质量和绩效来带来更多的价值。亚博足球分析
Shifting to different circular healthcare solutions allows Philips customers to achieve their own ESG goals and improve their bottom line:
这些增强了客户投资,扩大设备的功能和寿命,并通过远程服务增加正常运行时间。
这些方案捕获了旧系统的价值,并确保负责任的寿命管理,而无需垃圾填埋场。
客户可以以降低的成本获得高质量和性能,从而降低环境影响并使用原材料,并更容易扩展临床能力。
The amount of use equipment gets can be improved through digital technologies, helping to treat more patients per day. Also, adopting cloud-based technology can reduce material and energy use and reduce operational costs.
Circular economy can benefit Philips as a business, improving financial performance in three distinct ways:
随着越来越多的客户考虑采购决策的环境,竞争优势和长期价值创造。
Stronger customer relations and enhanced loyalty with clients leading to more repeat business through, for example, product-as-a-service offerings, take-back programmes and upgrade schemes.
Cost savings to the company through reduced material use.
“Working on healthy people and a healthy planet are two sides of the same coin”
飞利浦的圆形和其他相关环境、社会和治理的承诺s support at least three of the UN sustainable development goals (SDGs):
SDG 3: Healthy lives and promote well-being for all at all ages
SDG 12: Sustainable consumption and production patterns
SDG 13: Action to combat climate change and its impacts
To help measure environmental benefits, Philips has incorporated Life Cycle Analysis as the backbone of its EcoDesign process to determine the environmental impact at each stage of a product’s life — from raw material extraction through its use phase(s) to final disposal and recycling.
通过数字化,可以更有效地使用资源,并可以减少硬件的使用,从而减少CO2排放。
数字化also facilitates a faster shift towards distributed and inclusive models of healthcare, allowing wider access to care thereby contributing to Universal Health Coverage (UHC).飞利浦Lumify这是一种直接与卫生保健工作者的iOS或Android设备连接的移动超声机器(而不是单独的患者监视器),这体现了数字集成如何创建更具分布和负担得起的医疗保健系统的方式。
To illustrate the potential of the shift to circular and more digital healthcare:
用远程医疗的任命代替身体就诊,导致碳排放量显着下降了40-70倍。
Switching to cloud storage reduces server requirements by 75% and can result in energy savings of up to 93%.
更智能和有效的软件使用可能会导致能源利用减少30-90%,并减少材料消耗。
Philips’ circular transformation journey began in 2012, a year after Frans van Houten took over as CEO. For his first five-year strategy, he took the bold step of embedding circular economy explicitly into Philips’ strategy, justifying this decision using both a business rationale of increased competitiveness, cost savings and better customer relationships, as well as the need to do business responsibly in the light of environmental impact and finite resources.
To support Philips’ circular economy2016 - 2020 business strategy, a set of ‘circular KPIs’ was developed as part of a broader set of sustainability targets. The formalisation of these circular KPIs, along with a concrete target of 15% of revenues from circular products and services, were the key mechanisms to ensure that Philips was progressing on its circular transformation journey. In addition, Philips is the world’s first health technology company to have its CO2 emission targets approved by the Science Based Targets initiative.
In September 2020, Philips updated its commitments across all the Environmental, Social and Governance (ESG) dimensions to guide the execution of their 2021 - 2025 strategy and support delivery of the UN Sustainable Development Goals.
Zooming in on circular economy specifically, by 2025 Philips is committed to:
Generating 25% of sales from circular products, services and solutions
Closing the loop on all professional medical equipment including responsible end-of-use management
Embedding circular practices at all Philips’ sites, including sending zero waste to landfill
Having established a direction of travel and clear targets, Philips set about ensuring that key internal and external stakeholders were both fully invested in the plan and equipped with the necessary skills and knowledge to implement it.
Increasing employee engagement around the topic of circular economy required a multi-pronged approach that included:
Storytelling to bring life to the circular economy concept to different audiences
建立社区并为不同部门和地区创建专门的枢纽,以与知识和专家建立联系
Dedicated training for priority audiences
Embedding best practices and learning from pilots into the key processes, such as strategic roadmaps and design guidelines
飞利浦的产品和服务架构师是优先组的一个例子。对该小组的培训意味着将设计的概念扩展到不仅仅是成本和性能,包括能源效率,模块化,升级性,物质和物质使用和重复使用等标准 - 换句话说,考虑到整个系统。这些“生态设计标准”已完全嵌入了飞利浦的工作方式中,并包括针对单个产品类别的特定“循环现成”设计要求。
To support internal capacity building across the organisation, a circular community of practice was established, with experts, cases, and learning from across businesses, functions and markets, to ensure that the circular economy is integral at every stage of the value chain.
亚博ag亚博体彩买球苹果版意甲赞助商艾伦·麦克阿瑟基金会(Ellen MacArthur Foundation)致力于加速向循环经济的过渡。亚博足球分析我们发展和促进循环经济的思想,并与商业,学术界,决策者和机构合作,以全球大亚博足球分析规模动员系统解决方案。
Charity Registration No.: 1130306
OSCR注册号:SC043120
公司编号:6897785
Ellen MacArthur Foundation ANBI RSIN nummer: 8257 45 925
艾伦·麦克阿瑟基金会的工亚博ag亚博体彩买球苹果版意甲赞助商作得到了我们的支持Strategic Partners and Partners.