_thumbnail.jpg)
- Municipality of Beuningen
The municipality of Beuningen has formulated a vision to be energy-neutral by 2040. The municipality sees the potential for circular procurement and wants to take the first steps in this direction. Especially considering the connection between the material transition and the energy transition.
- Assignment:
The municipality of Beuningen is already paying a lot of attention to the theme of energy. There was still a lack of specific knowledge and a clear vision on circular purchasing. A dot on the horizon, a promise, an approach with which the municipality of Beuningen can realize its objectives, together with its employees and chain partners.
Because the municipality has the intention to start circular procurement throughout the entire municipality, PHI Factory has been asked to support them in taking the first steps in this area.
- The PHI approach:
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 result:
The ambition session has been recorded and elaborated on, in a two-pager. This contains the jointly formed ambition. In addition, the definition of sustainability has been elaborated from three angels and preconditions have been taken into account. Finally, a piece of assurance and advice for follow-up steps has been incorporated that provides the municipality of Beuningen with tools to continue circular purchasing from here.
- Allen&Overy
Allen & Overy assists companies, financial institutions and government bodies with legal advice. They are active in 31 countries worldwide and employ 5000 people. In Amsterdam there are 335 employees, 190 of whom are lawyers. Allen & Overy has been working on sustainability for years by renovating the office building in cooperation with the landlord to label A and by various ISO certifications. The next step for the company was to make the development into a circular business operation.
- Assignment:
After the building and the ISO certifications, Allen & Overy wants to continue making its business operations more sustainable, including facility services and business travel, with a focus on circularity. They have asked PHI Factory to help develop a vision, ambition and roadmap for the Dutch department of the organization, located in Amsterdam.
- The result:
Interviews with employees and sessions with the greenteam showed that Allen & Overy considers sustainability of paramount importance. This belief is carried into all layers of the organization. This made it possible for the vegetable team to draw up an ambitious 5-year roadmap, called: ‘It’s time to be circular’. Objectives have been set for the theme areas of building, waste, food, purchasing, mobility and collaborations. The dot on the horizon: Take action, differentiate and collaborate to improve environmental sustainability.
With this roadmap, Allen & Overy takes responsibility for the impact of its own business operations and beyond: the company wants to set an example for its employees and for other companies. This also means that the objectives are not just on paper: What Allen & Overy says it wants to do, the company really wants to do well.
The roadmap was presented to all employees of the organization in Amsterdam and was immediately implemented. Allen & Overy has now taken steps to reduce residual waste through new waste separation units, the collection of coffee cups for recycling into toilet paper, and it is joining forces with surrounding companies for a Zero Waste Zuidas.
- Vattenfall
Fossil free living within one generation: that is Vattenfall’s ambition. As one of the largest energy suppliers of electricity and heat in Europe, Vattenfall sees sustainability as a major responsibility to which everyone can contribute.
They used the PHI Accelerator to mobilize its employees to become more sustainable, starting with employees from the departments RE&FM, Communication, HR, Sustainablity and Environment.
The Climate Smarter Offices Challenge: three weeks long, one challenge every week that encourages sustainability.
- Assignment:
The energy transition is an essential part of Vattenfall’s core business and therefore affects everyone in the organization. This requires that all employees are aware of the urgency and are able to translate it into their activities. Vattenfall has employed the PHI Accelerator to draw more attention to sustainability using the program name: The Climate Smarter Offices Challenge
- The PHI approach:
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.
- The result:
In September 2019, the Climate Smarter Offices Challenge was launched with an invitation to participate on a voluntary basis for 132 Vattenfall employees, located in the Netherlands, Germany, Sweden and Great Britain. Of these, no less than 83% took part in the challenges. 14 teams with creative team names such as REalgreenFM, The Climateers, The Green Optimizers and The Carbon Collective competing for 3 weeks to win.
In the challenges, participants were informed about their personal impact, the impact of fossil fuels, the impacts of their own business operations, the prevention and processing of waste and the impact of travel.
Vattenfall’s employees were already reasonably aware of their own impact and shared ideas for reducing their impact en masse. Nevertheless, 93% of the participants indicated that they had gained new knowledge about sustainability in the challenges.
Important themes that emerged from the shared ideas and results are measuring the CO2 impact of Vattenfall’s business operations, a mobility policy that encourages more sustainable travel, reducing the volume of disposable coffee cups and encouraging more sustainable choices by sharing figures and results.
- Nationale Nederlanden
Nationale Nederlanden wants to make its ambition for sustainable business operations tangible in the working environment. FM will play a very visible role in the development towards a CO2 neutral, low plastic, waste free, circular, food conscious and inclusive business operations.
Nationale Nederlanden wants to achieve this together with HEYDAY and the facility chain partners. PHI Factory has set up a super cool innovation program to guide the coalition in realizing micro changes to real system change. The working environment as an ecosystem.
An innovation program of 8 meetings during 1 year with all facilities chain partners of Nationale Nederlanden.
- Assignment:
Based on the principle of ‘moving forward together’, Nationale Nederlanden wants to join forces with its chain partners. With the help of a strong substantive annual program, it wants to bring its suppliers together in a coalition. A coalition with concrete objectives and a clear approach to put the objectives into practice. An approach in which incremental improvements as well as new collaborations, disruptive business models, system changes and real innovations become feasible.
- The PHI approach:
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.
- The result:
A coalition with all facilities chain partners with a clear approach to bring the sustainable and circular objectives of an organization into practice.
- Rijkswaterstaat
In 2016-2017 Rijkswaterstaat has tendered a new framework contract for ‘circular office furniture’ with the national government. This framework contract, with a potential size of €200 million, is the largest circular procurement contract so far tendered in the Netherlands.
Not only in terms of financial size, but also in terms of circular ambition level, the project is special and instructive for other authorities. It is therefore important for the development of circular procurement to map out this particularly instructive trajectory and thus disseminate the gained knowledge.
Rijkswaterstaat sets the tone with a circular office design request
- Assignment:
Because reporting and communication on this innovative tender has been limited so far, PIANOo wanted to report on the lessons learned from this tender. PHI Factory was asked to retrieve, analyze and unlock these lessons in an accessible and clear report.
- The PHI approach:
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.
- The result:
The delivery of a clear and accessible report describing the lessons learned from the tender circular office furniture of Rijkswaterstaat. This proved to be important in order to take sufficient time in the preparation of the tender and to ensure that the creation of support is disconnected from the tender process. The qualitative circular award criteria were also decisive and thus a clear success factor. This report provides other contracting authorities with valuable insights and tools to get started with circular procurement themselves. In this way, Rijkswaterstaat contributes to knowledge sharing and the development of circular procurement in general and for office furniture in particular.
- Waternet
Together with the Facilities Department (FD) of Waternet, PHI Factory has already developed a roadmap towards circular business operation in 2025. In order to confirm the steps FD wants to take to realize this circular operational management, they want to map out the CO2 footprint of the working environment and facility services. In addition, FD considers it important to give all employees insight into the impact of making the working environment more sustainable.
The working environment, the way people work, mobilize and make use of the various facilities, has a great value for the visibility of sustainability within Waternet. FD’s CO2-reducing measures are also in line with Waternet’s CO2 reduction ambition: CO2 neutral in 2020. However, this objective is mainly focused on Waternet’s primary processes, the impact of the working environment and all secondary processes is limited by comparison.
- Assignment:
Waternet asked PHI Factory to map the CO2 footprint of the head office, all elements in the working environment, facility services and ICT. The PHI Impact Calculator was used to make this baseline measurement.
- The PHI approach:
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 result:
The result is an overall picture of the total CO2 footprint of Waternet’s head office. This overview is divided into thirteen product categories such as: the building, the working environment, catering and logistics services.
By gaining insight into the CO2 footprint associated with the head office and its business operations, FD gains clear insight into the largest impact areas and can calculate which measures have the greatest potential for improvement. PHI Factory has described this potential in an advice that can be applied specifically per product category. This provides Waternet’s facilities department with a tool that can be used for future policy decision to reduce the CO2 footprint.
- Waternet
Waternet is the first water cycle company in the Netherlands and is the result of a unique merger. The organization manages the Waterschap Amstel, Gooi and Vecht, processes wastewater from the region and supplies drinking water to the region. Sustainability is one of Waternet’s three core values, in addition to service and efficiency.
In order to fulfill the core value of sustainability, the goal has been set to be climate neutral as an organization by 2020. At the moment, the actions to achieve this mainly take place in the activities of Waternet, but not yet in the operational management. Facility management wants sustainability and circularity to be embedded in the daily work. PHI Factory supports Facility management by developing a roadmap to a circular operational management.
- Assignment:
Facilities Affairs of Waternet is looking for the right tools and knowledge to set up the upcoming tenders in a sustainable and circular way. PHI Factory has drawn up a trajectory that leads to a roadmap towards the development of circular business operations.
- The PHI approach:
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.
- The result:
The results of the session have been incorporated into a fantastic roadmap for the facilities department of Waternet. It contains the objectives, ten guiding principles, quotes from the interviews, a logo and a route to the dot on the horizon in 2025. The route outlines all actions that can be taken from 2020 to 2025 to achieve sustainable and circular business operations. A wonderful result that has been achieved together with the unbridled efforts of the facilities department.
- Nationale Nederlanden
Nationale Nederlanden (NN) has entered into a 5-year agreement with HEYDAY Facility Management. As a leading service provider in the financial sector, NN wants to put sustainability and corporate social responsibility at the heart of its business operations.
In doing so, NN wants to create an impact in both its own services and those of its clients. During this cooperation period, NN and HEYDAY want to work together to achieve the organization’s sustainable objectives. To achieve this, the parties formulated a joint ambition, strategy and concrete approach towards circular integrated facility management.
Making an impact together with integrated facility management: the FM roadmap
- Assignment:
HEYDAY asked PHI Factory to facilitate the creation of ambition, strategy and approach for achieving HEYDAY’s sustainable objectives at NN. PHI fulfilled both a role as a facilitator and as an expert in circular FM.
- The PHI approach:
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.
- The result:
The result of the three sessions is a widely supported shared vision, ambition and a sustainable long-term plan for the cooperation between HEYDAY and NN. It is clear how the cooperation will be shaped to achieve the objectives in the field of sustainability and circularity. This enables both parties to jointly take steps towards circularly integrated facility management.
- The Student Hotel
The Student Hotel is progressive and innovative. With hotel and student accommodation in one, they have created a hugely popular concept. TSH is already succesful in many areas by making their buildings and business operation more sustainable. But it does not stop there: in addition to making their own buildings more sustainable, TSH also wanted to contribute to making the built environment as a whole more sustainable. They asked PHI for capacity, knowledge and the right network to boost the start-up of their Living Lab.
- Assignment:
Together with 3 other founding partners, The Student Hotel wanted to set up a living lab program for solving sustainability issues that occur in buildings. This program focuses on 3 different parties: real estate owners, independent researchers and innovative startups. The real estate owners pose a challenge in one of their buildings, this building is then used as a test lab where an innovative solution is tried, in order to solve the problem of the real estate owner. The result is then measured and monitored by independent researchers and the resulting knowledge is disseminated.
- The PHI approach:
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.
- The result:
The Innovation Lighthouse is now live. With the support of PHI, there is a solid basis to build partnerships. In addition, the extra capacity has helped to get Innovation Lighthouse up and running as quickly as possible. This not only gives innovative startups the opportunity to test their solutions, this knowledge is also being disseminated so that Innovation Lighthouse contributes to accelerating the sustainability of existing real estate.
- Humanagement
The ambition of Humanagement is to embed circularity in the DNA of the organization. They want to make all their customer organizations more circular! In order to boost the level of knowledge of all employees, Humanagement has asked us to put together a Circular Economy Boostcamp. Based on our learninglab, we have designed a customized program.
- Assignment:
In order to boost the level of knowledge of all employees, Humanagement asked us to put together a Circular Economy Boostcamp.
- The PHI approach:
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.
- The result:
Through the mix of theory, practice, games, homework assignments, speed dating and coaching, Humanagers can apply the earned knowledge in projects.
- Province of Utrecht
The province of Utrecht has set itself the target of spending at least 10% of its total influenceable purchasing budget circularly by 2020! After a circular tender for ICT hardware, it is now the turn of the provincial house in Utrecht. They asked PHI to support them with this.
- Assignment:
In 2012, the Province of Utrecht moved into a new building, the former Fortis building on the Rijsweerd office park in Utrecht. With the relocation of the province, her entire office furnishing was newly purchased. It is expected that the current inventory will increase in size in the coming years. In addition, at the beginning of 2017 the province signed the National Commodities Agreement, which aims to reduce the use of primary raw materials in the Netherlands by 50% by 2030 and to have a 100% circular economy by 2050. The Province also committed itself to using the procurement instrument to accelerate the circular economy, with the target of 10% circular procurement by 2020 and a 100% transition to a circular economy by 2050. The tender Circular Maintenance and Circular Complement Office Furniture anticipates this goal and is the province’s first large-scale project aimed at high-quality reuse of products and materials. In the previous year, the province already piloted with circular ICT hardware.
- The PHI approach:
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 result:
The ambitions have been designed in a poster, as well as a request for a market consultation. In June 2018, the province carried out a market survey among interested manufacturers and suppliers of office furniture and office furnishings. The purpose of the survey was to investigate what the office furnishing market has to offer in terms of circular products and services, now and in the future. The results are now being processed in the tender dossier.
- Municipality of The Hague
The innovative Purchasing program is high on the agenda of the municipality of The Hague. The goal of this program is to get the organization moving in the field of innovative procurement. PHI has supported the program team as an advisor on innovative procurement by translating the program into a clear roadmap.
- Assignment:
The municipality is working on innovative and circular purchasing in various areas. PHI Factory has been asked to guide the municipality to connect these dots in a logical way with a step-by-step plan from head to toe.
- The PHI approach:
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.
A visually appealing roadmap for the Innovative Purchasing program, with an additional excel for the actions per step.
