board boekje web pages

procurement. Executing those strategies was, and remains, a
quest for the best way to realise different circular initiatives. It is
learning by doing; we could not have foreseen all the challenges
that crossed, and keep crossing, our path. In some cases
concerning closing the loop of resource streams, for example,
the circular initiative was hard to get off the ground because we
could not immediately find an innovative lead actor or relevant
complementary actors. In other cases, the search for a coalition of
the willing was quickly completed or concluded because the Board
had little to more add to what others already initiated. In the circular
procurement strategy, the focus on exchanging knowledge and
experiences among procurement officers from 33 organisations
was a worthwhile first step. In the next, we seek ways to motivate
procurement officers and others from crucial departments within
their organisation. Executing this strategy was a search for how to
overcome most procurement officers’ risk aversion. We had to find
ways to inspire them and facilitate their movement in the direction
of circular procurement through joint efforts. Since there was no
proven method for this, we learned this on the job.
135