The assignment is executed in 2 steps.

• Step 1: internal analysis

The first step was desk research. In order to get a good picture of the current situation, relevant internal documents concerning the vision and ambition of the municipality were summarized. This information was processed as input and starting point for the workshop of step 2.

• Step 2: defining the definition, ambition & strategy

The second step was to define the WHY and the frame of definition. Formulating a vision and ambition for circular procurement and which strategy best suits the municipality. This was done with the right stakeholders in an interactive workshop.

The Climate Smarter Offices platform, completely in Vattenfall’s house style, was developed and started on a small scale. In this way, the tool could be tailored as well as possible to the entire organization. After defining the overarching themes, PHI and Vattenfall jointly developed the substantive challenges for the pilot. The three-week program included challenges about: living without fossil fuels, an economy without waste and travelling sustainably.

In order to create a solid cooperation with concrete objectives, PHI Factory provides an innovation program of 8 meetings during 2020. All sessions have a strong content component (knowledge), a development component (working on the objectives) and a collaboration component (working on coalition formation). In each meeting there is attention for the quick wins, and we work on the realization of micro changes. At the same time, the program focuses on greater change, collaboration power, system innovation and disruptive business models.

Initially, an inventory of the available documents took place. This included documents such as the tender documents, fact sheets that had already been drawn up and evaluation documents. This information was analyzed and merged. On the basis of this set-up, consultation took place with RWS regarding the information retrieved and PHI provided an overview of the information that was still missing. From there, the right information was retrieved from the right people within RWS. Precisely this information is valuable for this report to gain insight into the process, the obstacles and how this was handled.

Organizations emit a large amount of CO₂ with their business operations. Just think of the energy consumption of the building and the transport of all personnel and all goods. But that is not all. Organizations have much more influence on global CO₂ emissions than they think, namely in all materials used in and around their business operations. We also call this impact the hidden impact. This is the CO₂ emissions that are caused during the entire life cycle of a product (the extraction of raw materials, manufacturing, transport, use and processing after use).

The PHI Impact Calculator provides insight into this hidden impact. By means of this tool the impact of the products and services are made clear based on a quantitative analysis. For the calculation, the building, all facility services and ICT are mapped that can be related to the Waternet head office for the year 2019.

The project started with an inspiration session and a training on circular purchasing. PHI Factory then analyzed the current state of affairs by means of interviews and available documentation.

An ambition session was held with the facilities department to determine Waternet’s ambition and strategy towards a circular operational management and a start was made on setting objectives. The preconditions, support and assurance needed to achieve these objectives were also discussed. In a subsequent session the opportunities were mapped out and the objectives determined. All this information will be processed in a roadmap.

In order to arrive at an action plan for a concrete sustainable and circular offer of the services to be carried out, three sessions were organized. First of all, an ambition and strategy session. In this session, a joint vision was formulated. It was important to find a good match between the current objectives of NN in the field of sustainability and the integrated facility management offer of HEYDAY. Based on the results of the first session, we pragmatically drew up a plan of approach with concrete actions in the second session. Based on an outline of the services to be provided, the opportunities were inventoried.

From the perspective of ambition, we looked beyond the scope of the current collaboration. With an active work form, we looked at how the opportunities could be utilized. With the bundling of knowledge on circularity, sustainability and facility management from HEYDAY and PHI, alongside the progressive commissioning of NN, the outcome of this session is a feasible and sustainable long-term plan. This plan provides a clear timeline with projects, actions, measurements and a guideline for communication. For each objective, a product owner is chosen who will take care of further implementation. The last step in the process, as well as the final session, was sharing the results with the entire organization. In this session the product owners had the opportunity to present the step-by-step plan they had set up. The enthusiasm they have built up in formulating the new vision, ambition and action plan radiates to the rest of the organization and thus helps to create support.

PHI has been asked to provide support in the start-up phase of the living lab. On the one hand in gathering information about the different alternatives on the market, the potential participants, promising innovations and thinking about the design and branding of the living lab. On the other hand, PHI's task was to make an inventory of which partners were needed and to set up exploratory talks with these parties. By using our network and the necessary desk research, PHI made an inventory of the possible partners. In this phase PHI had many introductory talks after which PHI gave advice on how and with which parties to further build the living lab in this phase.

4 modules; basic knowledge circular economy, circular purchasing, circular facility management and circular building. Humanagers learned about circular business models, new collaborations, and were inspired by circular experts and practical examples.

PHI was asked to support the tender team in formulating the project ambitions, tender strategy and questions. The province had already formulated a vision for circular procurement. The province wants to keep its existing office furniture in functioning and representative condition for as long as possible. The depreciation period, currently eight years, no longer determines the lifespan of the material. High quality therefore means that the value of the furniture and components for the province and the entire production chain will remain as high as possible for as long as possible, with the right balance between quality, functionality and price. Based on the available information (vision circular procurement and the organization strategy), we drew up the vision and ambitions for the tender.

The innovative purchasing program is structured along four lines: widening the view, working together and embedding & securing. In a number of collaborating sessions, we co-created the program plan together with the municipality.