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table. The commonly shared solution was the voluntary EPR. In
the other cases, a variety of new financial arrangements were
developed. For instance, in the case of clothing, newcomers
introduced various product service models, such as leasing,
borrowing and renting, among other arrangements to share costs
and benefits among partners. In the concrete case, it still remains
to be seen which new financial arrangements will be developed;
they will depend on the specific solutions that will be introduced.
In the regional circular economy programme, new financial
arrangements were introduced too. In strategy 1, closing the loop
of resource streams, new business models were adopted in about
60% of all cases. The model most often applied was the sharedcosts-and-benefits
model, in which key actors jointly estimate the
overall cost-result ratio in advance and make a calculation that
reflects the share of each actor in a well-balanced manner. Such
an honest account of the costs and benefits was often needed
to build a viable consortium that was economically attractive to
all consortium partners. Another business models that is being
considered is the formation of a cooperative, in which the profits
of recycling the resource streams of the food industry are shared.
In strategy 2, circular procurement, total cost of ownership was
seen as a key instrument in creating a circular business. New
business models were therefore also adopted here. Examples that
stood out were the leasing and second-hand use of office furniture,
workwear that was given a second life and circular building,
particularly in circular demolition and reuse of building materials.
Small-scale pilots sometimes also required a new business model,
for example, the collaboration between a catering company with a
start-up that grows mushrooms from coffee grounds and another
that makes products of discarded orange peels.
However, generally speaking, procurement officers were often
reluctant to introduce new business models, particularly when
not yet proven in the market. Constraints were that accountancy
rules are strictly interpreted and therefore rarely allow longer
depreciation periods, and that little experience exists with new