1、Climate Governance and the Circular Economy:A Primer for BoardsW H I T E P A P E RO C T O B E R 2 0 2 3In collaboration with AccentureImages:Getty Images 2023 World Economic Forum.All rights reserved.No part of this publication may be reproduced or transmitted in any form or by any means,including p

2、hotocopying and recording,or by any information storage and retrieval system.Disclaimer This document is published by the World Economic Forum as a contribution to a project,insight area or interaction.The findings,interpretations and conclusions expressed herein are a result of a collaborative proc

3、ess facilitated and endorsed by the World Economic Forum but whose results do not necessarily represent the views of the World Economic Forum,nor the entirety of its Members,Partners or other stakeholders.ContentsForewordExecutive summaryIntroduction1 The circular economy2 Benefits for my organizati

4、on3 How to start4 A circular organization5 Measurement&reportingConclusionContributorsEndnotes3456891213141516Climate Governance and the Circular Economy:A Primer for Boards2Karina Litvack Ambassador and Founding Chairman Climate Governance InitiativeWesley Spindler Managing Director,Sustainability;

5、Global Circular Economy Lead AccentureClimate Governance and the Circular Economy:A Primer for BoardsOctober 2023ForewordDeveloped by the Climate Governance Initiative(CGI)in collaboration with the World Economic Forum and Accenture,this primer aims to equip board directors(“board directors”refers p

6、rimarily to non-executive board directors)with a practical understanding of the circular economy and how it can be applied to help their organizations achieve climate and environmental commitments while generating new business value and resiliency.This guidance will provide board directors with a co

7、mplete overview of the circular economy by answering the following questions:What is the circular economy and why does it matter to my organization?How can embracing circularity help my organization meet its net-zero and climate goals?What questions do I need to be asking my management about how to

8、incorporate circular economy principles into the organizations strategy and operating model?What specific steps can my board take to begin and progress the journey to embed circularity in our core strategy?How should my board oversee the effective measurement and reporting of progress on circularity

9、 to our shareholders and other stakeholders?For over 18 years,Accenture and the World Economic Forum have strategically partnered and collaborated on many sustainability and circular economy initiatives,such as the Circulars Awards and Accelerator,the Circular Cars Initiative and the co-creation of

10、the Platform for Accelerating the Circular Economy(PACE).TheClimate Governance Initiative,a project in partnership with the Forum,provides a platform for non-executive directors to engage and understand how their role in the boardroom can accelerate corporate climate action.With networks of board di

11、rectors in over 50 countries globally,through content and events produced specifically for the board director audience,the CGI equips boards with the knowledge and skills to take climate action into the boardroom.By understanding the circular economy,board directors can play an instrumental role in

12、helping their companies leverage circular initiatives to maximize stakeholder value creation while advancing their climate transition strategy.Pedro Gomez Head,Climate;Member of the Executive Committee World Economic ForumClimate Governance and the Circular Economy:A Primer for Boards3Executive summ

13、aryThe transition to circular business models is a critical lever for organizations to achieve climate commitments and reach net-zero emissions.Almost half of the greenhouse gas(GHG)emissions reductions needed to meet the United Nations Climate Goal will be addressed by changing how goods are produc

14、ed and consumed and circularity plays a critical role in this.1 Since board directors2 play a pivotal role in steering companies,they must be prepared to champion and drive the circular agenda.The existing“take-make-waste”linear economic model is extractive and resource-intensive and thus has enviro

15、nmental consequences,such as the destruction of land and biodiversity and greenhouse gas emissions.A circular economy is an alternative systems transformation approach and a mechanism for the protection and restoration of the environment as it keeps materials in productive use and cycles them back i

16、nto the system,for example by engaging consumers in take-back and recovery programmes.The key is to embed circularity in decision-making throughout the value chain.In addition to driving environmental benefits,the circular economy can deliver financial value,operational efficiency and resiliency.At

17、stake is an estimated$4.5 trillion in value from the circular economy by 2030.3 Consumers further support the business case,with 40%of those surveyed by Accenture considering values-driven qualities as part of their decision-making process.4 Circularity also strengthens supply chains,minimizing expo

18、sure to resource scarcity.Nearly half of CEOs(49%)are transitioning to circular business models to build supply chain resilience.5 Circular business models also drive efficiency and reduce waste streams with an estimated opportunity by 2025 to save$1 trillion in materials according to the United Nat

19、ions Industrial Development Organization(UNIDO).6 Companies should start their circular transformation by setting an ambition,vision and achievable targets that address the entire value chain and existing climate targets.There are several business models to consider at each step in the supply chain

20、to activate circularity,and five key enablers can be used to accelerate adoption:consumer engagement,design,reverse logistics,disruptive technologies and systems-wide partnerships.7 Implementing circular models is complex and companies should collaborate and build broad partnerships to share in the

21、risks and benefits,such as sharing the infrastructure for reverse logistics and recycling.This systemic transition requires companies to embed circularity at all levels and functions throughout the organization.Starting from the top,there should be clear governance,leadership and accountability.This

22、 needs to be accompanied by incentives and key performance indicators(KPIs)tied to circular and climate targets and training to equip staff with the skills and knowledge they need to champion and deliver circular models.Every function has a vital role to play.For example,the chief financial officer

23、reports on performance against circularity targets and the chief technology officer deploys tools that enable circular operations.With the standardization of frameworks,emerging regulations and stakeholder demand for transparency,there is increased pressure to get ESG reporting right,including the l

24、ink between circularity and emissions.For example,the European Commissions adoption of the updated versions of the European Sustainability Reporting Standards(ESRS),applicable to some 50,000 companies in Europe from 2024 subject to the Corporate Sustainability Reporting Directive(CSRD),mandates disc

25、losures on resource use and circular economy when material.8 To be ready,companies need to put ESG data and measurement infrastructure in place to respond to reporting requirements.With a strong understanding of the toolkit,board directors can initiate and inspire their companies along their journey

26、 to circular transformation,enabling the realization of financial value,decarbonization of their supply chains and operational resiliency.Climate Governance and the Circular Economy:A Primer for Boards4IntroductionThe circular economy is an essential lever for companies to move more rapidly on their

27、 net-zero emissions commitments while unlocking new business value.The transition to renewable energy and the deployment of energy-efficiency measures only addresses 55%of the required reduction in greenhouse gas(GHG)emissions needed to meet the United Nations climate goal to limit global warming to

28、 1.5C,compared to pre-industrial levels.9 Changing how goods such as cars,clothes and food are produced and consumed is the key to tackling the remaining 45%of emissions.10 Circularity is a critical lever to drive this change.Becoming a circular business means transforming full value chains and crea

29、ting a system in which all types of waste are designed out.It also means making sustainable options available to consumers and igniting their motivation to purchase them.The culmination of business efforts will help the world move to be net positive meaning putting back more into the environment,soc

30、iety and the global economy than is taken out and ensure the restoration of natural ecosystems and environmental sustainability outcomes.The circular economy isnt just beneficial for the planet it presents a substantial business opportunity,with an estimated$4.5 trillion in value at stake by 2030.11

31、 Since the circular economy demands significant strategic transformation,the call to action must be sponsored at the top of the organization.Hence,it is a critical topic for board directors12 to understand,champion and drive.The circular economy represents a$4.5 trillion opportunity by 2030Climate G

32、overnance and the Circular Economy:A Primer for Boards5The circular economy1Question for board directors:What is the circular economy and how can it help my company on its journey to net-zero emissions?In the current“take-make-waste”linear economic model,raw materials are extracted and transformed i

33、nto products;once used or consumed,they are typically thrown away as non-recycled waste.13 The linear economy is a heavily extractive,resource-intensive economic system with many adverse environmental consequences,such as the destruction of land and biodiversity,the over-consumption of energy and wa

34、ter,and the release of toxic chemicals and greenhouse gases.The linear economy is,therefore,a major contributor to climate change.The waste associated with the linear economy can be categorized into four types.Four types of wasteFIGURE 1Wasted resourcesUse of material and energy that cannot be effec

35、tively restored over time,such as fossil energy and non-recyclable materialWasted capacityProducts and assets that are not fully used across their useful lifeWasted life cyclesProducts reaching the end of life prematurely due to poor design or lack of second-life optionsWasted embedded valueComponen

36、ts,materials and energy not recovered from waste streamsSource:Lacy,P.,Long,J.and Spindler,W.,The Circular Economy Handbook,Palgrave Macmillan,2020.By contrast,the objective of the circular economy is to decouple growth from the consumption of scarce or harmful resources.In a circular system,product

37、s are kept in productive use for as long as possible and,at the end of use,they are looped back into the system.The circular economy is a systemic transformation and a mechanism for the protection and restoration of the environment,including land,biodiversity,oceans and climate.These benefits can be

38、 delivered at all stages of the value chain,be it through embedding circular criteria into design to use materials more efficiently or recovering and recirculating resources at end of life.The circular value chainFIGURE 2CircularDesignReverselogisticsEnd-of-userecyclingProduct useLogisticsManufactur

39、ingSourcingSource:Lacy,P.,Long,J.and Spindler,W.,The Circular Economy Handbook,Palgrave Macmillan,2020.Climate Governance and the Circular Economy:A Primer for Boards7Benefits for my organization2Embracing circularity offers multiple benefits for organizations.These include financial value realizati

40、on,supply chain agility and resilience,and positive environmental impact.There is a powerful business case for the circular economy;aside from the$4.5 trillion in value at stake previously noted,there are notable efficiency savings that come with a transition to a circular economy with an estimated$

41、1 trillion that could be saved in materials by 2025,according to the United Nations Industrial Development Organization(UNIDO).14 Additionally,consumers have expressed a clear preference for circularity,with 40%strongly considering values-driven attributes in their decision-making.15 It is important

42、 that board directors recognize the financial imperative of the circular economy and encourage management to identify the areas of greatest business value.The circular economy is also a key lever of supply chain resiliency.By transitioning away from procuring virgin materials,companies are less depe

43、ndent on volatile supply chains due to resource scarcity.Nearly half of CEOs(49%)are transitioning to circular business models to build supply chain resilience.16 Indeed,while circular inputs are not immune to supply shortages for example,demand for recycled PET has at times exceeded supply17 many a

44、re in abundant supply and will be increasingly so as technologies develop from lab-grown cotton to clean energy.Additionally,the environmental benefits of the circular economy extend beyond reducing the extraction of scarce and harmful resources.As noted above,the circular economy is a key mechanism

45、 for reducing carbon emissions and enabling the net-zero agenda.The circular economy can reduce carbon emissions in multiple ways,including by reducing emissions resulting from the extraction and production of raw materials,preserving the embodied energy(the energy associated with producing a produc

46、t or service)through extended use and resource recovery18 and through the restoration of natural systems leading to increased carbon sequestration.19 Circularity can be applied as a decarbonization lever across a range of industries,such as in fast-moving consumer goods by designing products that re

47、quire fewer materials or include circular raw material inputs,in fashion by deploying new business models including re-commerce,rental and repair,or in information and communications technology through the refurbishment and reuse of existing devices and recovery of valuable and critical materials at

48、 end of use.20Therefore,the circular economy boosts value across financial,operational and environmental performance.Question for board directors:How can embracing circularity help my organization reach its net-zero goals and deliver financial benefits?Nearly half(49%)of CEOs are transitioning to ci

49、rcular business models to build supply chain resilience.Climate Governance and the Circular Economy:A Primer for Boards8How to start3Question for board directors:How can I begin or accelerate my organizations circular journey?As with any strategic transformation,it is important to set an overarching

50、 ambition and vision for a successful circular transition.Clear,measurable KPIs enable companies to track the progress and effectiveness of circularity programmes and business models towards the achievement of net-zero emissions and climate goals.Define your ambition An organizations circular KPIs s

51、hould be quantitative,ambitious and achievable,albeit with significant effort,transformation and investment and should be based on a thorough analysis of what is viable and addressable.When setting targets,it is important to assess where your organization can have the most material impact,i.e.where

52、the most waste occurs in the value chain and where your organization has the greatest ability to address it.For example,is the design phase of your business where most waste can be prevented?How much of your companys waste lies with the end-consumer or customer and can this be recovered?How can your

53、 company work with suppliers to be more circular?Or will you have more impact targeting consumer behaviour?It is important for board directors to encourage management to lead this analysis and to use the outputs to inform decision-making at the board level.To help drive improved circular KPIs,the Ci

54、rcular Economy Indicators Coalition(CEIC),a partnership between the Platform for Accelerating the Circular Economy(PACE)and Circle Economy,supported by Accenture,has published the Corporate Circular Target-Setting guidance.The guidance seeks to harmonize the circular target-setting landscape and poi

55、nts companies to useful standards and measurement approaches across four outcome KPIs Circular Inputs,Operational Waste,Circular Outputs,Circular Revenues.21As the guidance suggests,it is important to prioritize activity across the entire value chain and system;however,a materiality analysis can als

56、o inform where to start in your roadmap to define and set your circular KPIs.Climate Governance and the Circular Economy:A Primer for Boards9Adopt circular business modelsTo activate your circular strategy,there are several crucial business models and enablers to leverage.Circular business models ca

57、n be mapped across the value chainFIGURE 4ResourcerecoveryProduct asa serviceCircular inputsUsing renewable sources,bio-based materials and artificial materials that are recycled or highly recyclable to enable partial or total elimination of wasteResource recoveryUsing the embedded materials or ener

58、gy at the end of use of a product and recovering through collection,aggregation and processingProduct as a serviceRetaining ownership of products and selling benefits through a service modelProduct use extensionProduct use extended through design considerations,repairs,reconditioning,upgrades and re

59、sale for second useSharing platformsOptimizes use rates of products and assets through shared ownership,access and useDesignSourcingManufacturingLogisticsProduct useEnd-of-userecyclingReverselogisticsSource:Lacy,P.,Long,J.and Spindler,W.,The Circular Economy Handbook,Palgrave Macmillan,2020.Examples

60、 of outcome KPIs that span the value chainFIGURE 3100%recycled,reclaimed or renewable resources in apparel by 2025PatagoniaZero operational waste,including eliminating single-use plastics,by 2030GSKBy 2025,90%of servers and components within regional data centre networks will be reused.MicrosoftBy 2

61、025,generate 25%of revenue from circular products,services and solutionsPhilipsSource:Patagonia,Our Environmental Responsibility Programs,https:/ GSK,ESG Performance Report 2021,2021,https:/ Environmental Sustainability Report,2021,https:/ circular imperative,https:/ on five key enablersFive key ena

62、blers come into play to capture the full potential of the business models and scale adoption.Five key enablersFIGURE 5Consumer engagementRedefine what the customer actually values through the use of the product and anticipate evolving customer demand to drive new behavioursDesignDesign products to e

63、nable longer use cycles and end-of-use recoveryReverse logisticsCreate takeback loops by managing the return and recovery of products back into the value chainSystemsEngage within and across industries and sectors and with policy-makers and other societal stakeholders to build new networks to boost

64、and scale circularityDisruptive technologiesAccelerate by using Fourth Industrial Revolution*innovations to enable the smart use of resources and create new opportunities*The Fourth Industrial Revolution can be characterized by the merging of technologies that blur the boundaries between digital,phy

65、sical and biological disciplines.(Source:Schwab,K.,The Fourth Industrial Revolution:what it means,how to respond,World Economic Forum Agenda blog,2016,https:/www.weforum.org/agenda/2016/01/the-fourth-industrial-revolution-what-it-means-and-how-to-respond/.)Source:Lacy,P.,Long,J.and Spindler,W.,The C

66、ircular Economy Handbook,Palgrave Macmillan,2020.Leverage systems-wide partnershipsThe circular economy is an agenda that companies cannot pursue alone.The complexities,interdependencies and technical challenges that the transition demands require broad collaboration and partnerships across industry

67、 sectors,value chains and a variety of stakeholder groups.For example,together,companies can develop and share the infrastructure capabilities for reverse logistics and recycling,create secondary marketplaces for waste and industrial symbiosis,support the research required to inform policy that supp

68、orts the circular transition,and finance the scaling of innovative solutions to key circular challenges all while sharing the risks and benefits of these investments.Catena-X:Automotive industry collaboration to drive the circular economyBOX 1Catena-X Automotive Network is a collaborative effort to

69、build a scalable data ecosystem for the automotive industry.The focus of this European Union initiative is to develop a standardized and secure global data exchange with stakeholders throughout the end-to-end value chain,including partners,users and suppliers.The ultimate goal is to drive efficiency

70、,sustainability and resiliency along the value chain.22 On the circular agenda,Catena-X is looking to overcome transparency challenges in circularity data such as that product life-cycle information tends to only be available locally and,in response,is working with companies to collect the informati

71、on required to create a digital product passport.With the availability of specific product data,companies can develop circularity use cases,e.g.in material sourcing,component reuse,remanufacturing or recycling.The initiative fosters collaboration and alignment throughout the value chain to reap trap

72、ped circularity value,which a company can hardly leverage alone.23Climate Governance and the Circular Economy:A Primer for Boards11A circular organization4Question for board directors:What would embracing circularity look like in my organization?In addition to having the right partnerships in place,

73、the transition to circular systems depends on how well companies embed it in their DNA.Circular principles need to be part of a companys vision and mission,accompanied by tangible incentives that motivate people to innovate and deliver on circularity.To optimize the conditions for success,boards nee

74、d to ensure a well-functioning culture that embraces the circular transformation.Clear governance and leadership prioritization are crucial to aligning the entire organization on circularity.Accountability for the circular agenda should be cross-organizational;all functions should have KPIs driving

75、them towards the organizations central circular economy ambition.Reporting lines and governance must reflect this shared mission rather than limiting responsibility to the sustainability function.What might that look like?Consider a chief marketing officer who communicates circular messaging to exte

76、rnal stakeholders,a chief financial officer who,as the custodian of ESG data,reports on performance against targets that have been set to deliver circular outcomes(e.g.from installed capacity of renewable power generation,to sales figures from circular business models),and a chief technology officer

77、 who deploys the enabling tools that will accelerate circular operations,deliver circular products and enable traceability,transparency and measurement across the value chain.Circular economy leadership needs to come from the top and extend company-wide.Every leader should understand the holistic na

78、ture of circular transformation,its impact on business,and the nuances and trade-offs it may present in decision-making.They must also champion circular transformation and make it a priority throughout the business.This goes hand-in-hand with promoting the agenda in the public realm,among business p

79、artners,suppliers and industry peers,to encourage collaboration that drives required systems-wide change.It may be necessary to explore the upskilling of leadership to champion the circular economy and navigate its complexities effectively.While leaders guide the way forward,the entire workforce sho

80、uld be proficient in the circular economy.Employees should understand their companys positioning and strategy and be clear on how it impacts their job,regardless of where they sit in the organization be it strategy,product development and design or the shop floor.Board directors should consider how

81、they can drive the cultural change required and engage with management to ensure effective measures are taken to achieve it through circular economy training programmes and other awareness-raising activities.Danone:Adopting a circular roadmapBOX 2Danone has taken the following steps to embed circula

82、rity in the organization:Re-envisioned priority resources for the business as“cycles”,reflecting the intention to keep these resources in a looped system and instilling circular terminology;Adopted circular KPIs through which select long-term incentives have been established for top management based

83、 on delivery against circular economy targets;Formed a multilateral alliance with like-minded companies active across the full agricultural value chain to accelerate the adoption of regenerative agriculture practices;24 Developed partnerships and supported ecosystem investment to accelerate the agen

84、da by strengthening circular infrastructure,particularly in countries without formal collection systems or with higher risk of waste leakage.25Climate Governance and the Circular Economy:A Primer for Boards12Measurement&reporting 5Question for board directors:What circular economy KPIs should my com

85、pany be measuring and reporting to monitor progress and evaluate success on net-zero emissions and climate ambitions?Organizations face mounting pressure from stakeholders for greater transparency on their environmental strategies and progress.At the same time,the regulatory landscape for disclosure

86、s is rapidly evolving.In June 2023,the International Sustainability Standards Board(ISSB),which was formed at the UN Climate Change Conference in 2021,issued its first set of global standards for sustainability-related disclosures,integrating sustainability and financial reporting.26To date,climate-

87、related disclosures have been at the centre of sustainability reporting.Thousands of organizations around the world have adopted disclosure standards and guidelines from the Task Force on Climate-Related Financial Disclosures(TCFD),the International Organization for Standardization(ISO),CDP(formerly

88、 the Carbon Disclosure Project),the Global Reporting Initiative(GRI)and others.While there are some circular themes across these guidelines including for sustainable inputs(e.g.what counts as a recycled input)or waste(e.g.what constitutes waste diverted from disposal)in general,the imperative for ci

89、rcular measurement and reporting has been less prominent.However,a notable circular economy measurement and disclosure development is the European Commissions adoption of the updated versions of the European Sustainability Reporting Standards(ESRS).This will make disclosures on resource use and circ

90、ular economy,when material,mandatory for some 50,000 companies in Europe from 2024,subject to the Corporate Sustainability Reporting Directive(CSRD).27 The aforementioned Corporate Circular Target-Setting guidance from the CEIC focuses on supporting companies in navigating the evolving circularity m

91、etrics and targets space.It includes a consolidated view of metrics and measurement approaches(e.g.the Circular Transition Indicators(CTI),Circulytics),standards(e.g.ISO,GRI,Climate Disclosure Standards Board(CDSB),Cradle to Cradle)and guidance on how to set and scale circular KPIs.To adhere and to

92、truly understand and compare circular progress and impact organizations must have the strategy,frameworks,data and measurement capabilities in place.It is imperative that board directors recognize the importance of these aspects and ensure the right people are positioned within their organization to

93、 lead.Climate Governance and the Circular Economy:A Primer for Boards13ConclusionBoard directors have a critical role in steering their companies towards a circular future that restores natural ecosystems and accelerates the achievement of net-zero emissions.These are not changes that happen overnig

94、ht;transitioning to a circular economy represents a systemic shift.However,by leveraging the complete circular economy toolkit,boards can guide their companies to deliver on their strategic climate objectives,starting with setting ambitious circular KPIs and embracing transformation.This way,the cir

95、cular economy will enable companies to build resiliency in the face of extreme impacts of a changing climate while driving business value.Climate Governance and the Circular Economy:A Primer for Boards14ContributorsLead authorsEmily Kowal Manager,Sustainability Strategy,AccentureHarriet Poulter Circ

96、ular Economy Expert,Sustainability Strategy,AccentureContributorsRachel Allen Content Lead,Climate Governance InitiativeSamantha Barber Board Effectiveness and Sustainability Lead,Europe,Middle East and Africa,AccentureHelen Burdett Head of Technology Strategy,Centre for Nature and Climate,World Eco

97、nomic Forum Patrick Ford Circular Economy Supply Chain Manager,Accenture Natasha Fortuin Secondee to the Climate Governance Initiative Secretariat(2021 2022)Joy Jadam Project Fellow,Climate Governance Initiative,World Economic ForumDebra McCormack Global Board Effectiveness and Sustainability Lead,A

98、ccentureClimate Governance and the Circular Economy:A Primer for Boards151.Ellen MacArthur Foundation,Completing the Picture:How the Circular Economy Tackles Climate Change,2019,https:/www.ellenmacarthurfoundation.org/publications/completing-the-picture-climate-change.Note,other studies indicate tha

99、t the circular economy may have an even bigger role in achieving GHG emissions reductions.2.The term“board directors”is used throughout this paper to refer to non-executive or independent directors of the board.3.Lacy,P.,Long,J.and Spindler,W.,The Circular Economy Handbook,Palgrave Macmillan,2020,ht

100、tps:/ of Brands Survey,2021.5.Accenture,Reimagining the Agenda,2023,https:/ Nations Department of Economic and Social Affairs,Cooperatives,The circular economy,cooperatives and the social and solidarity economy,2 August 2021,https:/www.un.org/development/desa/cooperatives/2021/08/02/the-circular-eco

101、nomy-cooperatives-and-the-social-and-solidarity-economy/.7.Lacy,P.,Long,J.and Spindler,W.,The Circular Economy Handbook,Palgrave Macmillan,2020,https:/ Commission,The Commission adopts the European Sustainability Reporting Standards,2023,https:/finance.ec.europa.eu/news/commission-adopts-european-su

102、stainability-reporting-standards-2023-07-31_en.9.United Nations Framework Convention on Climate Change(UNFCCC),Paris Agreement,2015,https:/unfccc.int/process-and-meetings/the-paris-agreement/the-paris-agreement.10.Ellen MacArthur Foundation,Completing the Picture:How the Circular Economy Tackles Cli

103、mate Change,2019,https:/www.ellenmacarthurfoundation.org/publications/completing-the-picture-climate-change.Note,other studies indicate that the circular economy may have an even bigger role in achieving GHG emissions reductions.11.Lacy,P.,Long,J.and Spindler,W.,The Circular Economy Handbook,Palgrav

104、e Macmillan,2020,https:/ term“board directors”is used throughout this paper to refer to non-executive or independent directors of the board.13.Lacy,P.,Long,J.and Spindler,W.,The Circular Economy Handbook,Palgrave Macmillan,2020,https:/ Nations Department of Economic and Social Affairs,Cooperatives,T

105、he circular economy,cooperatives and the social and solidarity economy,2 August 2021,https:/www.un.org/development/desa/cooperatives/2021/08/02/the-circular-economy-cooperatives-and-the-social-and-solidarity-economy/#:text=Transitioning%20to%20a%20circular%20economy,increase%20the%20efficiency%20of%

106、20production.15.Accenture,Purpose of Brands Survey,2021.16.Accenture,Reimagining the Agenda,2023,https:/ Challenges of strong rPET demand,Recycling Today,June 2021,https:/ Energy,https:/ MacArthur Foundation,Fix the Economy to Fix Climate Change,2021,https:/ellenmacarthurfoundation.org/topics/climat

107、e/overview.20.Lacy,P.,Long,J.and Spindler,W.,The Circular Economy Handbook,Palgrave Macmillan,2020,https:/ for Accelerating the Circular Economy(PACE),Actions working toward circular metrics Corporate Circular Target-Setting,https:/pacecircular.org/corporate-circular-target-setting.22.Catena-X Autom

108、otive Network,About us,https:/catena- Automotive Network,Circular Economy,https:/catena- Spindler,W.,The Circular Economy Handbook,Palgrave Macmillan,2020,https:/ economy of packaging,https:/ issues inaugural global sustainability disclosure standards,https:/www.ifrs.org/news-and-events/news/2023/06

109、/issb-issues-ifrs-s1-ifrs-s2/?utm_medium=social&utm_source=linkedin&utm_campaign=s1_s2.27.European Commission,The Commission adopts the European Sustainability Reporting Standards,2023,https:/finance.ec.europa.eu/news/commission-adopts-european-sustainability-reporting-standards-2023-07-31_en.Endnot

110、esClimate Governance and the Circular Economy:A Primer for Boards16World Economic Forum9193 route de la CapiteCH-1223 Cologny/GenevaSwitzerland Tel.:+41(0)22 869 1212Fax:+41(0)22 786 2744contactweforum.orgwww.weforum.orgThe World Economic Forum,committed to improving the state of the world,is the International Organization for Public-Private Cooperation.The Forum engages the foremost political,business and other leaders of society to shape global,regional and industry agendas.