Without Direct Taxes How To Finance Circular Initiatives

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…Without Direct Taxes How To Finance Circular Initiatives… Sat Pillai, UK

…Without Direct Taxes How To Finance Circular Initiatives… Sat Pillai, UK

33 years 7 years 8 years

33 years 7 years 8 years

Three Secrets 1. Total Resource Efficiency 2. Simplify First 3. Linear AND Circular On

Three Secrets 1. Total Resource Efficiency 2. Simplify First 3. Linear AND Circular On Financing the Circularity How To Use All* Resources for Maximum Effect How To Cut the Causes & Effects of Waste How To Get the Best of The Linear Economy *All Resources: Materials, Skills, Money, Time and Capital Markets

Points of View On Total Resource Efficiency 1 a. Industry • How To Cut

Points of View On Total Resource Efficiency 1 a. Industry • How To Cut the Cost of Misaligned Goals To Cut the Cost of Unintended Effects (Exxon) • How To Cut the Cost of “Nudging” The Consumer (Gillette) 1 b. Management Consulting • It Is Not Cheap (League Table of Consulting Fees) • Yet 74% of Clients Are Left Unimpressed (Study) • Does Not Foster Self-Reliancy 1 c. Latest Thinking (Wharton & Harvard) • Stakeholder Alignment is the Key to Resource Efficiency • Cuts Cost (by up to 30%) and Time (by up to 50%) • Raises Quality and Durability of Outcomes Significantly The Resource Efficiency Framework Able to be reused, recycled. Generate or composted BUT are local Build Govt. waste firms ready Establish Rapid, Pinpoint an and are Identify Most management Pre-empt Agree & to do so? Gather All Relevant Opinions Deepest Group Insights Accurate Conclusions Necessary Conversations Endorsed Case For Action Valuable Objectives Stakeholder Resistance Coordinate Actions Monitor Drifts From Agreement

Points of View On Total Resource Efficiency 1 a. Industry • How To Cut

Points of View On Total Resource Efficiency 1 a. Industry • How To Cut the Cost of Misaligned Goals (Unilever) • How To Cut the Cost of Unintended Effects To Cut the Cost of “Nudging” The Consumer (Gillette) 1 b. Management Consulting • It Is Not Cheap (League Table of Consulting Fees) • Yet 74% of Clients Are Left Unimpressed (Study) • Does Not Foster Self-Reliancy 1 c. Latest Thinking (Wharton & Harvard) • Stakeholder Alignment is the Key to Resource Efficiency • Cuts Cost (by up to 30%) and Time (by up to 50%) • Raises Quality and Durability of Outcomes Significantly How to eliminate unintended consequences to society? The Resource Efficiency Framework Gather All Relevant Opinions Establish Deepest Group Insights Generate Rapid, Accurate Conclusions Pinpoint Necessary Conversations Build an Endorsed Case For Action Identify Most Valuable Objectives Pre-empt Stakeholder Resistance Agree & Coordinate Actions Monitor Drifts From Agreement

Points of View On Total Resource Efficiency 1 a. Industry • How To Cut

Points of View On Total Resource Efficiency 1 a. Industry • How To Cut the Cost of Misaligned Goals (Unilever) • How To Cut the Cost of Unintended Effects (Exxon) • How To Cut the Cost of “Nudging” The Consumer 1 b. Management Consulting • It Is Not Cheap (League Table of Consulting Fees) • Yet 74% of Clients Are Left Unimpressed (Study) • Does Not Foster Self-Reliancy 1 c. Latest Thinking (Wharton & Harvard) • Stakeholder Alignment is the Key to Resource Efficiency • Cuts Cost (by up to 30%) and Time (by up to 50%) • Raises Quality and Durability of Outcomes Significantly The Resource Efficiency Framework Gather All Relevant Opinions Establish Deepest Group Insights Generate Rapid, Accurate Conclusions Pinpoint Necessary Conversations Build an Endorsed Case For Action Identify Most Valuable Objectives Pre-empt Stakeholder Resistance Agree & Coordinate Actions Monitor Drifts From Agreement

Points of View On Total Resource Efficiency 1 a. Industry • How To Cut

Points of View On Total Resource Efficiency 1 a. Industry • How To Cut the Cost of Misaligned Goals (Unilever) • How To Cut the Cost of Unintended Effects (Exxon) • How To Cut the Cost of “Nudging” The Consumer (Gillette) 1 b. Management Consulting • The Large Firms Are Not Cheap. Yet 74% of Clients Are Left Unimpressed (Study) • Does Not Foster Self-Reliancy 1 c. Latest Thinking (Wharton & Harvard) • Stakeholder Alignment is the Key to Resource Efficiency • Cuts Cost (by up to 30%) and Time (by up to 50%) • Raises Quality and Durability of Outcomes Significantly The Resource Efficiency Framework Gather All Relevant Opinions Establish Deepest Group Insights Generate Rapid, Accurate Conclusions Pinpoint Necessary Conversations Build an Endorsed Case For Action Identify Most Valuable Objectives Pre-empt Stakeholder Resistance Agree & Coordinate Actions Monitor Drifts From Agreement

Points of View On Total Resource Efficiency 1 a. Industry • How To Cut

Points of View On Total Resource Efficiency 1 a. Industry • How To Cut the Cost of Misaligned Goals (Unilever) • How To Cut the Cost of Unintended Effects (Exxon) • How To Cut the Cost of “Nudging” The Consumer (Gillette) 1 b. Management Consulting • It Is Not Cheap (League Table of Consulting Fees) • Yet 74% of Clients Are Left Unimpressed • Does Not Foster Self-Reliancy 1 c. Latest Thinking (Wharton & Harvard) • Stakeholder Alignment is the Key to Resource Efficiency • Cuts Cost (by up to 30%) and Time (by up to 50%) • Raises Quality and Durability of Outcomes Significantly The Resource Efficiency Framework Gather All Relevant Opinions Establish Deepest Group Insights Generate Rapid, Accurate Conclusions Pinpoint Necessary Conversations Build an Endorsed Case For Action Identify Most Valuable Objectives Pre-empt Stakeholder Resistance Agree & Coordinate Actions Monitor Drifts From Agreement

Points of View On Total Resource Efficiency 1 a. Industry • How To Cut

Points of View On Total Resource Efficiency 1 a. Industry • How To Cut the Cost of Misaligned Goals (Unilever) • How To Cut the Cost of Unintended Effects (Exxon) • How To Cut the Cost of “Nudging” The Consumer (Gillette) 1 b. Management Consulting • It Is Not Cheap (League Table of Consulting Fees) • Yet 74% of Clients Are Left Unimpressed (Study) • Does Not Foster Self-Reliancy in the Organisation 1 c. Latest Thinking (Wharton & Harvard) • Stakeholder Alignment is the Key to Resource Efficiency • Cuts Cost (by up to 30%) and Time (by up to 50%) • Raises Quality and Durability of Outcomes Significantly The Resource Efficiency Framework Gather All Relevant Opinions Establish Deepest Group Insights Generate Rapid, Accurate Conclusions Pinpoint Necessary Conversations Build an Endorsed Case For Action Identify Most Valuable Objectives Pre-empt Stakeholder Resistance Agree & Coordinate Actions Monitor Drifts From Agreement

Points of View On Total Resource Efficiency 1 a. Industry • How To Cut

Points of View On Total Resource Efficiency 1 a. Industry • How To Cut the Cost of Misaligned Goals (Unilever) • How To Cut the Cost of Unintended Effects (Exxon) • How To Cut the Cost of “Nudging” The Consumer (Gillette) 1 b. Management Consulting • It Is Not Cheap (League Table of Consulting Fees) • Yet 74% of Clients Are Left Unimpressed (Study) • Does Not Foster Self-Reliancy in the Organisation 1 c. Latest Thinking (Wharton & Harvard) • Stakeholder Alignment is the Key to Resource Efficiency • Cuts Cost (by up to 30%) and Time (by up to 50%) • Raises Quality and Durability of Outcomes Significantly The Resource Efficiency Framework Gather All Relevant Opinions Establish Deepest Group Insights Generate Rapid, Accurate Conclusions Pinpoint Necessary Conversations Build an Endorsed Case For Action Identify Most Valuable Objectives Pre-empt Stakeholder Resistance Agree & Coordinate Actions Monitor Drifts From Agreement

Points of View On Total Resource Efficiency 1 a. Industry • How To Cut

Points of View On Total Resource Efficiency 1 a. Industry • How To Cut the Cost of Misaligned Goals (Unilever) • How To Cut the Cost of Unintended Effects (Exxon) • How To Cut the Cost of “Nudging” The Consumer (Gillette) 1 b. Management Consulting • It Is Not Cheap (League Table of Consulting Fees) • Yet 74% of Clients Are Left Unimpressed (Study) • Does Not Foster Self-Reliancy in the Organisation 1 c. Latest Thinking (Wharton & Harvard) • Stakeholder Alignment is the Key to Initiative Success • Cuts Cost (by up to 30%) and Time (by up to 50%) • Raises Quality and Durability of Outcomes Significantly Late Professor Thomas Schelling Professor George Day The Resource Efficiency Framework Gather All Relevant Opinions Establish Deepest Group Insights Generate Rapid, Accurate Conclusions Pinpoint Necessary Conversations Build an Endorsed Case For Action Identify Most Valuable Objectives Pre-empt Stakeholder Resistance Agree & Coordinate Actions Monitor Drifts From Agreement

Points of View On Total Resource Efficiency 1 a. Industry • How To Cut

Points of View On Total Resource Efficiency 1 a. Industry • How To Cut the Cost of Misaligned Goals (Unilever) • How To Cut the Cost of Unintended Effects (Exxon) • How To Cut the Cost of “Nudging” The Consumer (Gillette) 1 b. Management Consulting • It Is Not Cheap (League Table of Consulting Fees) • Yet 74% of Clients Are Left Unimpressed (Study) • Does Not Foster Self-Reliancy in the Organisation 1 c. Latest Thinking (Wharton & Harvard) • Stakeholder Alignment is the Key to Resource Efficiency • Cuts Cost (by up to 30%) and Time (by up to 50%) • Raises Quality and Durability of Outcomes Significantly The Resource Efficiency Framework Gather All Relevant Opinions Establish Deepest Group Insights Generate Rapid, Accurate Conclusions Pinpoint Necessary Conversations Build an Endorsed Case For Action Identify Most Valuable Objectives Pre-empt Stakeholder Resistance Agree & Coordinate Actions Monitor Drifts From Agreement

Points of View On Total Resource Efficiency 1 a. Industry • How To Cut

Points of View On Total Resource Efficiency 1 a. Industry • How To Cut the Cost of Misaligned Goals (Unilever) • How To Cut the Cost of Unintended Effects (Exxon) • How To Cut the Cost of “Nudging” The Consumer (Gillette) 1 b. Management Consulting • It Is Not Cheap (League Table of Consulting Fees) • Yet 74% of Clients Are Left Unimpressed (Study) • Does Not Foster Self-Reliancy in the Organisation 1 c. Latest Thinking (Wharton & Harvard) • Stakeholder Alignment is the Key to Resource Efficiency • Cuts Cost (by up to 30%) and Time (by up to 50%) • Raises Quality and Durability of Outcomes Significantly The Resource Efficiency Framework Gather All Relevant Opinions Establish Deepest Group Insights Generate Rapid, Accurate Conclusions Pinpoint Necessary Conversations Build an Endorsed Case For Action Identify Most Valuable Objectives Pre-empt Stakeholder Resistance Agree & Coordinate Actions Monitor Drifts From Agreement

Points of View On Total Resource Efficiency 1 a. Industry • How To Cut

Points of View On Total Resource Efficiency 1 a. Industry • How To Cut the Cost of Misaligned Goals (Unilever) • How To Cut the Cost of Unintended Effects (Exxon) • How To Cut the Cost of “Nudging” The Consumer (Gillette) 1 b. Management Consulting • It Is Not Cheap (League Table of Consulting Fees) • Yet 74% of Clients Are Left Unimpressed (Study) • Does Not Foster Self-Reliancy in the Organisation 1 c. Latest Thinking (Wharton & Harvard) • Stakeholder Alignment is the Key to Resource Efficiency • Cuts Cost (by up to 30%) and Time (by up to 50%) • Raises Quality and Durability of Outcomes Significantly A Framework for Self-Financing Circularity Through Resource Efficiency Savings Gather All Relevant Opinions Establish Deepest Group Insights Generate Rapid, Accurate Conclusions Pinpoint Necessary Conversations Build an Endorsed Case For Action Identify Most Valuable Objectives Pre-empt Stakeholder Resistance Agree & Coordinate Actions Monitor Drifts From Agreement

Points of View On Total Resource Efficiency 1 a. Industry • How To Cut

Points of View On Total Resource Efficiency 1 a. Industry • How To Cut the Cost of Misaligned Goals (Unilever) • How To Cut the Cost of Unintended Effects (Exxon) • How To Cut the Cost of “Nudging” The Consumer (Gillette) 1 b. Management Consulting • It Is Not Cheap (League Table of Consulting Fees) • Yet 74% of Clients Are Left Unimpressed (Study) • Does Not Foster Self-Reliancy in the Organisation 1 c. Latest Thinking (Wharton & Harvard) • Stakeholder Alignment is the Key to Resource Efficiency • Cuts Cost (by up to 30%) and Time (by up to 50%) • Raises Quality and Durability of Outcomes Significantly A Framework for Self-Financing Circularity Through Resource Efficiency Savings Gather All Relevant Opinions Establish Deepest Group Insights Generate Rapid, Accurate Conclusions Pinpoint Necessary Conversations Build an Endorsed Case For Action Identify Most Valuable Objectives Pre-empt Stakeholder Resistance Agree & Coordinate Actions Monitor Drifts From Agreement

Points of View On Total Resource Efficiency 1 a. Industry • How To Cut

Points of View On Total Resource Efficiency 1 a. Industry • How To Cut the Cost of Misaligned Goals (Unilever) • How To Cut the Cost of Unintended Effects (Exxon) • How To Cut the Cost of “Nudging” The Consumer (Gillette) 1 b. Management Consulting • It Is Not Cheap (League Table of Consulting Fees) • Yet 74% of Clients Are Left Unimpressed (Study) • Does Not Foster Self-Reliancy in the Organisation 1 c. Latest Thinking (Wharton & Harvard) • Stakeholder Alignment is the Key to Resource Efficiency • Cuts Cost (by up to 30%) and Time (by up to 50%) • Raises Quality and Durability of Outcomes Significantly A Framework for Self-Financing Circularity Through Resource Efficiency Savings Gather All Relevant Opinions Establish Deepest Group Insights Generate Rapid, Accurate Conclusions Pinpoint Necessary Conversations Build an Endorsed Case For Action Identify Most Valuable Objectives Pre-empt Stakeholder Resistance Agree & Coordinate Actions Monitor Drifts From Agreement

Points of View On Total Resource Efficiency 1 a. Industry • How To Cut

Points of View On Total Resource Efficiency 1 a. Industry • How To Cut the Cost of Misaligned Goals (Unilever) • How To Cut the Cost of Unintended Effects (Exxon) • How To Cut the Cost of “Nudging” The Consumer (Gillette) 1 b. Management Consulting • It Is Not Cheap (League Table of Consulting Fees) • Yet 74% of Clients Are Left Unimpressed (Study) • Does Not Foster Self-Reliancy in the Organisation 1 c. Latest Thinking (Wharton & Harvard) • Stakeholder Alignment is the Key to Resource Efficiency • Cuts Cost (by up to 30%) and Time (by up to 50%) • Raises Quality and Durability of Outcomes Significantly A Framework for Self-Financing Circularity Through Resource Efficiency Savings Gather All Relevant Opinions Establish Deepest Group Insights Generate Rapid, Accurate Conclusions Pinpoint Necessary Conversations Build an Endorsed Case For Action Identify Most Valuable Objectives Pre-empt Stakeholder Resistance Agree & Coordinate Actions Monitor Drifts From Agreement

Points of View On Total Resource Efficiency 1 a. Industry • How To Cut

Points of View On Total Resource Efficiency 1 a. Industry • How To Cut the Cost of Misaligned Goals (Unilever) • How To Cut the Cost of Unintended Effects (Exxon) • How To Cut the Cost of “Nudging” The Consumer (Gillette) 1 b. Management Consulting • It Is Not Cheap (League Table of Consulting Fees) • Yet 74% of Clients Are Left Unimpressed (Study) • Does Not Foster Self-Reliancy in the Organisation 1 c. Latest Thinking (Wharton & Harvard) • Stakeholder Alignment is the Key to Resource Efficiency • Cuts Cost (by up to 30%) and Time (by up to 50%) • Raises Quality and Durability of Outcomes Significantly A Framework for Self-Financing Circularity Through Resource Efficiency Savings Gather All Relevant Opinions Establish Deepest Group Insights Generate Rapid, Accurate Conclusions Pinpoint Necessary Conversations Build an Endorsed Case For Action Identify Most Valuable Objectives Pre-empt Stakeholder Resistance Agree & Coordinate Actions Monitor Drifts From Agreement

Points of View On Total Resource Efficiency 1 a. Industry • How To Cut

Points of View On Total Resource Efficiency 1 a. Industry • How To Cut the Cost of Misaligned Goals (Unilever) • How To Cut the Cost of Unintended Effects (Exxon) • How To Cut the Cost of “Nudging” The Consumer (Gillette) 1 b. Management Consulting • It Is Not Cheap (League Table of Consulting Fees) • Yet 74% of Clients Are Left Unimpressed (Study) • Does Not Foster Self-Reliancy in the Organisation 1 c. Latest Thinking (Wharton & Harvard) • Stakeholder Alignment is the Key to Resource Efficiency • Cuts Cost (by up to 30%) and Time (by up to 50%) • Raises Quality and Durability of Outcomes Significantly A Framework for Self-Financing Circularity Through Resource Efficiency Savings Gather All Relevant Opinions Establish Deepest Group Insights Generate Rapid, Accurate Conclusions Pinpoint Necessary Conversations Build an Endorsed Case For Action Identify Most Valuable Objectives Pre-empt Stakeholder Resistance Agree & Coordinate Actions Monitor Drifts From Agreement

Points of View On Total Resource Efficiency 1 a. Industry • How To Cut

Points of View On Total Resource Efficiency 1 a. Industry • How To Cut the Cost of Misaligned Goals (Unilever) • How To Cut the Cost of Unintended Effects (Exxon) • How To Cut the Cost of “Nudging” The Consumer (Gillette) 1 b. Management Consulting • It Is Not Cheap (League Table of Consulting Fees) • Yet 74% of Clients Are Left Unimpressed (Study) • Does Not Foster Self-Reliancy in the Organisation 1 c. Latest Thinking (Wharton & Harvard) • Stakeholder Alignment is the Key to Resource Efficiency • Cuts Cost (by up to 30%) and Time (by up to 50%) • Raises Quality and Durability of Outcomes Significantly A Framework for Self-Financing Circularity Through Resource Efficiency Savings Gather All Relevant Opinions Establish Deepest Group Insights Generate Rapid, Accurate Conclusions Pinpoint Necessary Conversations Build an Endorsed Case For Action Identify Most Valuable Objectives Pre-empt Stakeholder Resistance Agree & Coordinate Actions Monitor Drifts From Agreement

Points of View On Total Resource Efficiency 1 a. Industry • How To Cut

Points of View On Total Resource Efficiency 1 a. Industry • How To Cut the Cost of Misaligned Goals (Unilever) • How To Cut the Cost of Unintended Effects (Exxon) • How To Cut the Cost of “Nudging” The Consumer (Gillette) 1 b. Management Consulting • It Is Not Cheap (League Table of Consulting Fees) • Yet 74% of Clients Are Left Unimpressed (Study) • Does Not Foster Self-Reliancy in the Organisation 1 c. Latest Thinking (Wharton & Harvard) • Stakeholder Alignment is the Key to Resource Efficiency • Cuts Cost (by up to 30%) and Time (by up to 50%) • Raises Quality and Durability of Outcomes Significantly A Framework for Self-Financing Circularity Through Resource Efficiency Savings Gather All Relevant Opinions Establish Deepest Group Insights Generate Rapid, Accurate Conclusions Pinpoint Necessary Conversations Build an Endorsed Case For Action Identify Most Valuable Objectives Pre-empt Stakeholder Resistance Agree & Coordinate Actions Monitor Drifts From Agreement

Points of View On Total Resource Efficiency 1 a. Industry • How To Cut

Points of View On Total Resource Efficiency 1 a. Industry • How To Cut the Cost of Misaligned Goals (Unilever) • How To Cut the Cost of Unintended Effects (Exxon) • How To Cut the Cost of “Nudging” The Consumer (Gillette) 1 b. Management Consulting • It Is Not Cheap (League Table of Consulting Fees) • Yet 74% of Clients Are Left Unimpressed (Study) • Does Not Foster Self-Reliancy in the Organisation 1 c. Latest Thinking (Wharton & Harvard) • Stakeholder Alignment is the Key to Resource Efficiency • Cuts Cost (by up to 30%) and Time (by up to 50%) • Raises Quality and Durability of Outcomes Significantly A Framework for Self-Financing Circularity Through Resource Efficiency Savings Gather All Relevant Opinions Establish Deepest Group Insights Generate Rapid, Accurate Conclusions Pinpoint Necessary Conversations Build an Endorsed Case For Action Identify Most Valuable Objectives Pre-empt Stakeholder Resistance Agree & Coordinate Actions Monitor Drifts From Agreement

Points of View On Total Resource Efficiency 1 a. Industry • How To Cut

Points of View On Total Resource Efficiency 1 a. Industry • How To Cut the Cost of Misaligned Goals (Unilever) • How To Cut the Cost of Unintended Effects (Exxon) • How To Cut the Cost of “Nudging” The Consumer (Gillette) 1 b. Management Consulting • It Is Not Cheap (League Table of Consulting Fees) • Yet 74% of Clients Are Left Unimpressed (Study) • Does Not Foster Self-Reliancy in the Organisation 1 c. Latest Thinking (Wharton & Harvard) • Stakeholder Alignment is the Key to Resource Efficiency • Cuts Cost (by up to 30%) and Time (by up to 50%) • Raises Quality and Durability of Outcomes Significantly A Framework for Self-Financing Circularity Through Resource Efficiency Savings Gather All Relevant Opinions Establish Deepest Group Insights Generate Rapid, Accurate Conclusions Pinpoint Necessary Conversations Build an Endorsed Case For Action Identify Most Valuable Objectives Pre-empt Stakeholder Resistance Agree & Coordinate Actions Monitor Drifts From Agreement

Points of View On Simplify First 2 a. Design, Development and Manufacturing • Complex

Points of View On Simplify First 2 a. Design, Development and Manufacturing • Complex • Many Components, Many Inter-dependencies • Lots of Effort in Research & Development 2 b. Warwick Manufacturing Group • Business Process Re-engineering Techniques • Successful Research Collaboration with Malaysia • Visited by the late Prime Minister Mothair Muhammed 2 c. Discovered Systems Thinking • Everything Can Be Simplified Into Cause & Effect Loops • Vicious Loops, Virtuous Loops and Self-Correcting Loops • Created A Systems Thinking Group at Gemini Consulting A Framework for Simplifying For the Circular Economy Identify All Drivers & Indicators of Performance Indicate Cause & Effect Relationships Between Them Indicate Direction of Growth or Decline of Relationships Identify Vicious, Virtuous & Self. Correcting Loops Pinpoint Opportunities To Effect Changes Quantify The Drivers and Metrics To Monitor Change Study Cause & Effect and Update Understanding

Points of View On Simplify First 2 a. Design, Development and Manufacturing • Complex

Points of View On Simplify First 2 a. Design, Development and Manufacturing • Complex • Many Components, Many Inter-dependencies • Lots of Effort in Research & Development 2 b. Warwick Manufacturing Group • Business Process Re-engineering Techniques • Successful Research Collaboration with Malaysia • Visited by the late Prime Minister Mothair Muhammed 2 c. Discovered Systems Thinking • Everything Can Be Simplified Into Cause & Effect Loops • Vicious Loops, Virtuous Loops and Self-Correcting Loops • Created A Systems Thinking Group at Gemini Consulting A Framework for Simplifying For the Circular Economy Identify All Drivers & Indicators of Performance Indicate Cause & Effect Relationships Between Them Indicate Direction of Growth or Decline of Relationships Identify Vicious, Virtuous & Self. Correcting Loops Pinpoint Opportunities To Effect Changes Quantify The Drivers and Metrics To Monitor Change Study Cause & Effect and Update Understanding

Points of View On Simplify First 2 a. Design, Development and Manufacturing • Complex

Points of View On Simplify First 2 a. Design, Development and Manufacturing • Complex • Many Components, Many Inter-dependencies • Lots of Effort in Research & Development 2 b. Warwick Manufacturing Group • Business Process Re-engineering Techniques • Successful Research Collaboration with Malaysia • Visited by the late Prime Minister Mothair Muhammed 2 c. Discovered Systems Thinking • Everything Can Be Simplified Into Cause & Effect Loops • Vicious Loops, Virtuous Loops and Self-Correcting Loops • Created A Systems Thinking Group at Gemini Consulting A Framework for Simplifying For the Circular Economy Identify All Drivers & Indicators of Performance Indicate Cause & Effect Relationships Between Them Indicate Direction of Growth or Decline of Relationships Identify Vicious, Virtuous & Self. Correcting Loops Pinpoint Opportunities To Effect Changes Quantify The Drivers and Metrics To Monitor Change Study Cause & Effect and Update Understanding

Points of View On Simplifying First 2 a. Design, Development and Manufacturing • Complex

Points of View On Simplifying First 2 a. Design, Development and Manufacturing • Complex • Many Components, Many Inter-dependencies • Lots of Effort in Research & Development 2 b. Warwick Manufacturing Group • Business Process Re-engineering Techniques • Successful Research Collaboration with Malaysia • Visited by the late Prime Minister Mothair Muhammed 2 c. Discovered Systems Thinking • Everything Can Be Simplified Into Cause & Effect Loops • Vicious Loops, Virtuous Loops and Self-Correcting Loops • Created A Systems Thinking Group at Gemini Consulting A Framework for Simplifying For the Circular Economy Identify All Drivers & Indicators of Performance Indicate Cause & Effect Relationships Between Them Indicate Direction of Growth or Decline of Relationships Identify Vicious, Virtuous & Self. Correcting Loops Pinpoint Opportunities To Effect Changes Quantify The Drivers and Metrics To Monitor Change Study Cause & Effect and Update Understanding

Points of View On Simplifying First 2 a. Design, Development and Manufacturing • Complex

Points of View On Simplifying First 2 a. Design, Development and Manufacturing • Complex • Many Components, Many Inter-dependencies • Lots of Effort in Research & Development 2 b. Warwick Manufacturing Group • Business Process Re-engineering of Aero-engine Design • Successful Research Collaboration with Malaysia • Visited by the late Prime Minister Mothair Muhammed 2 c. Discovered Systems Thinking • Everything Can Be Simplified Into Cause & Effect Loops • Vicious Loops, Virtuous Loops and Self-Correcting Loops • Created A Systems Thinking Group at Gemini Consulting A Framework for Simplifying For the Circular Economy Identify All Drivers & Indicators of Performance Indicate Cause & Effect Relationships Between Them Indicate Direction of Growth or Decline of Relationships Identify Vicious, Virtuous & Self. Correcting Loops Pinpoint Opportunities To Effect Changes Quantify The Drivers and Metrics To Monitor Change Study Cause & Effect and Update Understanding

Points of View On Simplifying First 2 a. Design, Development and Manufacturing • Complex

Points of View On Simplifying First 2 a. Design, Development and Manufacturing • Complex • Many Components, Many Inter-dependencies • Lots of Effort in Research & Development 2 b. Warwick Manufacturing Group • Business Process Re-engineering Techniques • Successful Research Collaboration with Malaysia • Visited by the late Prime Minister Mothair Muhammed 2 c. Discovered Systems Thinking • Everything Can Be Simplified Into Cause & Effect Loops • Vicious Loops, Virtuous Loops and Self-Correcting Loops • Created A Systems Thinking Group at Gemini Consulting A Framework for Simplifying For the Circular Economy Identify All Drivers & Indicators of Performance Indicate Cause & Effect Relationships Between Them Indicate Direction of Growth or Decline of Relationships Identify Vicious, Virtuous & Self. Correcting Loops Pinpoint Opportunities To Effect Changes Quantify The Drivers and Metrics To Monitor Change Study Cause & Effect and Update Understanding

Points of View On Simplifying First 2 a. Design, Development and Manufacturing • Complex

Points of View On Simplifying First 2 a. Design, Development and Manufacturing • Complex • Many Components, Many Inter-dependencies • Lots of Effort in Research & Development 2 b. Warwick Manufacturing Group • Business Process Re-engineering Techniques • Successful Research Collaboration with Malaysia • Visited by then-Prime Minister Mahathir Mohamad 2 c. Discovered Systems Thinking • Everything Can Be Simplified Into Cause & Effect Loops • Vicious Loops, Virtuous Loops and Self-Correcting Loops • Created A Systems Thinking Group at Gemini Consulting A Framework for Simplifying For the Circular Economy Identify All Drivers & Indicators of Performance Indicate Cause & Effect Relationships Between Them Indicate Direction of Growth or Decline of Relationships Identify Vicious, Virtuous & Self. Correcting Loops Pinpoint Opportunities To Effect Changes Quantify The Drivers and Metrics To Monitor Change Study Cause & Effect and Update Understanding

Points of View On Simplifying First 2 a. Design, Development and Manufacturing • Complex

Points of View On Simplifying First 2 a. Design, Development and Manufacturing • Complex • Many Components, Many Inter-dependencies • Lots of Effort in Research & Development 2 b. Warwick Manufacturing Group • Business Process Re-engineering Techniques • Successful Research Collaboration with Malaysia • Visited by the late Prime Minister Mothair Muhammed 2 c. Discovered Systems Thinking • Everything Can Be Simplified Into Cause & Effect Loops • Vicious Loops, Virtuous Loops and Self-Correcting Loops • Created A Systems Thinking Group at Gemini Consulting A Framework for Simplifying For the Circular Economy Identify All Drivers & Indicators of Performance Indicate Cause & Effect Relationships Between Them Indicate Direction of Growth or Decline of Relationships Identify Vicious, Virtuous & Self. Correcting Loops Pinpoint Opportunities To Effect Changes Quantify The Drivers and Metrics To Monitor Change Study Cause & Effect and Update Understanding

Points of View On Simplifying First 2 a. Design, Development and Manufacturing • Complex

Points of View On Simplifying First 2 a. Design, Development and Manufacturing • Complex • Many Components, Many Inter-dependencies • Lots of Effort in Research & Development 2 b. Warwick Manufacturing Group • Business Process Re-engineering Techniques • Successful Research Collaboration with Malaysia • Visited by the late Prime Minister Mothair Muhammed 2 c. Discovered Systems Thinking • Everything Can Be Simplified Into Cause & Effect Loops • Vicious Loops, Virtuous Loops and Self-Correcting Loops • Created A Systems Thinking Group at Gemini Consulting A Framework for Simplifying For the Circular Economy Identify All Drivers & Indicators of Performance Indicate Cause & Effect Relationships Between Them Indicate Direction of Growth or Decline of Relationships Identify Vicious, Virtuous & Self. Correcting Loops Pinpoint Opportunities To Effect Changes Quantify The Drivers and Metrics To Monitor Change Study Cause & Effect and Update Understanding

Points of View On Simplifying First 2 a. Design, Development and Manufacturing • Complex

Points of View On Simplifying First 2 a. Design, Development and Manufacturing • Complex • Many Components, Many Inter-dependencies • Lots of Effort in Research & Development 2 b. Warwick Manufacturing Group • Business Process Re-engineering Techniques • Successful Research Collaboration with Malaysia • Visited by the late Prime Minister Mothair Muhammed 2 c. Discovered Systems Thinking • Everything Can Be Simplified Into Cause & Effect Loops • Vicious Loops, Virtuous Loops and Self-Correcting Loops • Created A Systems Thinking Group at Gemini Consulting A Framework for Simplifying For the Circular Economy Identify All Drivers & Indicators of Performance Indicate Cause & Effect Relationships Between Them Indicate Direction of Growth or Decline of Relationships Identify Vicious, Virtuous & Self. Correcting Loops Pinpoint Opportunities To Effect Changes Quantify The Drivers and Metrics To Monitor Change Study Cause & Effect and Update Understanding

Points of View On Simplifying First 2 a. Design, Development and Manufacturing • Complex

Points of View On Simplifying First 2 a. Design, Development and Manufacturing • Complex • Many Components, Many Inter-dependencies • Lots of Effort in Research & Development 2 b. Warwick Manufacturing Group • Business Process Re-engineering Techniques • Successful Research Collaboration with Malaysia • Visited by the late Prime Minister Mothair Muhammed 2 c. Discovered Systems Thinking • Everything Can Be Simplified Into Cause & Effect Loops • Vicious Loops, Virtuous Loops and Self-Correcting Loops • Created A Systems Thinking at Cap Gemini Consulting A Framework for Simplifying For the Circular Economy Identify All Drivers & Indicators of Performance Indicate Cause & Effect Relationships Between Them Indicate Direction of Growth or Decline of Relationships Identify Vicious, Virtuous & Self. Correcting Loops Pinpoint Opportunities To Effect Changes Quantify The Drivers and Metrics To Monitor Change Study Cause & Effect and Update Understanding

Points of View On Simplifying First 2 a. Design, Development and Manufacturing • Complex

Points of View On Simplifying First 2 a. Design, Development and Manufacturing • Complex • Many Components, Many Inter-dependencies • Lots of Effort in Research & Development 2 b. Warwick Manufacturing Group • Business Process Re-engineering Techniques • Successful Research Collaboration with Malaysia • Visited by the late Prime Minister Mothair Muhammed 2 c. Discovered Systems Thinking • Everything Can Be Simplified Into Cause & Effect Loops • Vicious Loops, Virtuous Loops and Self-Correcting Loops • Created A Systems Thinking at Gemini Consulting A Framework for Simplifying For the Circular Economy Identify All Drivers & Indicators of Performance Indicate Cause & Effect Relationships Between Them Indicate Direction of Growth or Decline of Relationships Identify Vicious, Virtuous & Self. Correcting Loops Pinpoint Opportunities To Effect Changes Quantify The Drivers and Metrics To Monitor Change Study Cause & Effect and Update Understanding

Points of View On Simplifying First 2 a. Design, Development and Manufacturing • Complex

Points of View On Simplifying First 2 a. Design, Development and Manufacturing • Complex • Many Components, Many Inter-dependencies • Lots of Effort in Research & Development 2 b. Warwick Manufacturing Group • Business Process Re-engineering Techniques • Successful Research Collaboration with Malaysia • Visited by the late Prime Minister Mothair Muhammed 2 c. Discovered Systems Thinking • Everything Can Be Simplified Into Cause & Effect Loops • Vicious Loops, Virtuous Loops and Self-Correcting Loops • Created A Systems Thinking at Gemini Consulting A Framework for Simplifying For the Circular Economy Identify All Drivers & Indicators of Performance Indicate Cause & Effect Relationships Between Them Indicate Direction of Growth or Decline of Relationships Identify Vicious, Virtuous & Self. Correcting Loops Pinpoint Opportunities To Effect Changes Quantify The Drivers and Metrics To Monitor Change Study Cause & Effect and Update Understanding

Points of View On Simplifying First 2 a. Design, Development and Manufacturing • Complex

Points of View On Simplifying First 2 a. Design, Development and Manufacturing • Complex • Many Components, Many Inter-dependencies • Lots of Effort in Research & Development 2 b. Warwick Manufacturing Group • Business Process Re-engineering Techniques • Successful Research Collaboration with Malaysia • Visited by the late Prime Minister Mothair Muhammed 2 c. Discovered Systems Thinking • Everything Can Be Simplified Into Cause & Effect Loops • Vicious Loops, Virtuous Loops and Self-Correcting Loops • Created A Systems Thinking at Gemini Consulting A Framework for Simplifying For the Circular Economy Identify All Drivers & Indicators of Performance Indicate Cause & Effect Relationships Between Them Indicate Direction of Growth or Decline of Relationships Identify Vicious, Virtuous & Self. Correcting Loops Pinpoint Opportunities To Effect Changes Quantify The Drivers and Metrics To Monitor Change Study Cause & Effect and Update Understanding

Points of View On Simplifying First 2 a. Design, Development and Manufacturing • Complex

Points of View On Simplifying First 2 a. Design, Development and Manufacturing • Complex • Many Components, Many Inter-dependencies • Lots of Effort in Research & Development 2 b. Warwick Manufacturing Group • Business Process Re-engineering Techniques • Successful Research Collaboration with Malaysia • Visited by the late Prime Minister Mothair Muhammed 2 c. Discovered Systems Thinking • Everything Can Be Simplified Into Cause & Effect Loops • Vicious Loops, Virtuous Loops and Self-Correcting Loops • Created A Systems Thinking at Gemini Consulting A Framework for Simplifying For the Circular Economy Identify All Drivers & Indicators of Performance Indicate Cause & Effect Relationships Between Them Indicate Direction of Growth or Decline of Relationships Identify Vicious, Virtuous & Self. Correcting Loops Pinpoint Opportunities To Effect Changes Quantify The Drivers and Metrics To Monitor Change Study Cause & Effect and Update Understanding

Points of View On Simplifying First 2 a. Design, Development and Manufacturing • Complex

Points of View On Simplifying First 2 a. Design, Development and Manufacturing • Complex • Many Components, Many Inter-dependencies • Lots of Effort in Research & Development 2 b. Warwick Manufacturing Group • Business Process Re-engineering Techniques • Successful Research Collaboration with Malaysia • Visited by the late Prime Minister Mothair Muhammed 2 c. Discovered Systems Thinking • Everything Can Be Simplified Into Cause & Effect Loops • Vicious Loops, Virtuous Loops and Self-Correcting Loops • Created A Systems Thinking at Gemini Consulting A Framework for Simplifying For the Circular Economy Identify All Drivers & Indicators of Performance Indicate Cause & Effect Relationships Between Them Indicate Direction of Growth or Decline of Relationships Identify Vicious, Virtuous & Self. Correcting Loops Pinpoint Opportunities To Effect Changes Quantify The Drivers and Metrics To Monitor Change Study Cause & Effect and Update Understanding

Points of View On Simplifying First 2 a. Design, Development and Manufacturing • Complex

Points of View On Simplifying First 2 a. Design, Development and Manufacturing • Complex • Many Components, Many Inter-dependencies • Lots of Effort in Research & Development 2 b. Warwick Manufacturing Group • Business Process Re-engineering Techniques • Successful Research Collaboration with Malaysia • Visited by the late Prime Minister Mothair Muhammed 2 c. Discovered Systems Thinking • Everything Can Be Simplified Into Cause & Effect Loops • Vicious Loops, Virtuous Loops and Self-Correcting Loops • Created A Systems Thinking at Gemini Consulting A Framework for Simplifying For the Circular Economy Identify All Drivers & Indicators of Performance Indicate Cause & Effect Relationships Between Them Indicate Direction of Growth or Decline of Relationships Identify Vicious, Virtuous & Self. Correcting Loops Pinpoint Opportunities To Effect Changes Quantify The Drivers and Metrics To Monitor Change Study Cause & Effect and Update Understanding

Points of View On Simplifying First 2 a. Design, Development and Manufacturing • Complex

Points of View On Simplifying First 2 a. Design, Development and Manufacturing • Complex • Many Components, Many Inter-dependencies • Lots of Effort in Research & Development 2 b. Warwick Manufacturing Group • Business Process Re-engineering Techniques • Successful Research Collaboration with Malaysia • Visited by the late Prime Minister Mothair Muhammed 2 c. Discovered Systems Thinking • Everything Can Be Simplified Into Cause & Effect Loops • Vicious Loops, Virtuous Loops and Self-Correcting Loops • Created A Systems Thinking at Gemini Consulting A Framework for Simplifying For the Circular Economy Identify All Drivers & Indicators of Performance Indicate Cause & Effect Relationships Between Them Indicate Direction of Growth or Decline of Relationships Identify Vicious, Virtuous & Self. Correcting Loops Pinpoint Opportunities To Effect Changes Quantify The Drivers and Metrics To Monitor Change Study Cause & Effect and Update Understanding

Points of View On Simplifying First 2 a. Design, Development and Manufacturing • Complex

Points of View On Simplifying First 2 a. Design, Development and Manufacturing • Complex • Many Components, Many Inter-dependencies • Lots of Effort in Research & Development 2 b. Warwick Manufacturing Group • Business Process Re-engineering Techniques • Successful Research Collaboration with Malaysia • Visited by the late Prime Minister Mothair Muhammed 2 c. Discovered Systems Thinking • Everything Can Be Simplified Into Cause & Effect Loops • Vicious Loops, Virtuous Loops and Self-Correcting Loops • Created A Systems Thinking at Gemini Consulting A Framework for Simplifying For the Circular Economy Identify All Drivers & Indicators of Performance Indicate Cause & Effect Relationships Between Them Indicate Direction of Growth or Decline of Relationships Identify Vicious, Virtuous & Self. Correcting Loops Pinpoint Opportunities To Effect Changes Quantify The Drivers and Metrics To Monitor Change Study Cause & Effect and Simplify Further

Points of View On Linear AND Circular 3 a. Financial Regulation • Protect Consumers

Points of View On Linear AND Circular 3 a. Financial Regulation • Protect Consumers & Investors • Protect Corporations & Counterparties • Protect the Financial Markets, Banks & Institutions 3 b. Investment Banking & Capital Markets • Syndicated Lending • Corporate & Commercial Credit • Other Debt Products (e. g. , Bonds) 3 c. Bonds and Mini-Bonds • Provide Liquidity to Borrowers At Low Interest Rates • Can Be Thematic (Municipal, Environmental, Customers) • Bonds Offer Financing for Scaling-up of Circularity A Framework for Bond-Financing the Circular Economy Identify High-Potential Circular Initiatives Establish Resource. Efficiency Within Initiative Define Systemic Drivers and Indicators of the Initiative Work With Institutions To Define A Bond Structure Create Bond Offering Memorandum Issue Bond Via Underwriters And Other Institutions Make Interest Payments to Bond=holders Until End of Term

Points of View On Linear AND Circular 3 a. Financial Regulation • Protect Consumers

Points of View On Linear AND Circular 3 a. Financial Regulation • Protect Consumers & Investors • Protect Corporations & Counterparties • Protect the Financial Markets, Banks & Institutions 3 b. Investment Banking & Capital Markets • Syndicated Lending • Corporate & Commercial Credit • Other Debt Products (e. g. , Bonds) 3 c. Bonds and Mini-Bonds • Provide Liquidity to Borrowers At Low Interest Rates • Can Be Thematic (Municipal, Environmental, Customers) • Bonds Offer Financing for Scaling-up of Circularity A Framework for Bond-Financing the Circular Economy Identify High-Potential Circular Initiatives Establish Resource. Efficiency Within Initiative Define Systemic Drivers and Indicators of the Initiative Work With Institutions To Define A Bond Structure Create Bond Offering Memorandum Issue Bond Via Underwriters And Other Institutions Make Interest Payments to Bond=holders Until End of Term

Points of View On Linear AND Circular 3 a. Financial Regulation • Protect Consumers

Points of View On Linear AND Circular 3 a. Financial Regulation • Protect Consumers & Investors • Protect Corporations & Counterparties • Protect the Financial Markets, Banks & Institutions 3 b. Investment Banking & Capital Markets • Syndicated Lending • Corporate & Commercial Credit • Other Debt Products (e. g. , Bonds) 3 c. Bonds and Mini-Bonds • Provide Liquidity to Borrowers At Low Interest Rates • Can Be Thematic (Municipal, Environmental, Customers) • Bonds Offer Financing for Scaling-up of Circularity A Framework for Bond-Financing the Circular Economy Identify High-Potential Circular Initiatives Establish Resource. Efficiency Within Initiative Define Systemic Drivers and Indicators of the Initiative Work With Institutions To Define A Bond Structure Create Bond Offering Memorandum Issue Bond Via Underwriters And Other Institutions Make Interest Payments to Bond=holders Until End of Term

Points of View On Linear AND Circular 3 a. Financial Regulation • Protect Consumers

Points of View On Linear AND Circular 3 a. Financial Regulation • Protect Consumers & Investors • Protect Corporations & Counterparties • Protect the Financial Markets, Banks & Institutions 3 b. Investment Banking & Capital Markets • Syndicated Lending • Corporate & Commercial Credit • Bond Financing 3 c. Bonds and Mini-Bonds • Provide Liquidity to Borrowers At Low Interest Rates • Can Be Thematic (Municipal, Environmental, Customers) • Bonds Offer Financing for Scaling-up of Circularity A Framework for Bond-Financing the Circular Economy Identify High-Potential Circular Initiatives Establish Resource. Efficiency Within Initiative Define Systemic Drivers and Indicators of the Initiative Work With Institutions To Define A Bond Structure Create Bond Offering Memorandum Issue Bond Via Underwriters And Other Institutions Make Interest Payments to Bond=holders Until End of Term

Points of View On Linear AND Circular 3 a. Financial Regulation • Protect Consumers

Points of View On Linear AND Circular 3 a. Financial Regulation • Protect Consumers & Investors • Protect Corporations & Counterparties • Protect the Financial Markets, Banks & Institutions 3 b. Investment Banking & Capital Markets • Syndicated Lending • Corporate & Commercial Credit • Other Investment Banking Services (Industry Coverage) 3 c. The Invention of the Mini-Bond! • Bonds Provide Liquidity to Borrowers At Low Interest Rates • Can Be Thematic (Municipal, Environmental, Customers) • Bonds Offer Financing for Scaling-up of Circularity A Framework for Bond-Financing the Circular Economy Identify High-Potential Circular Initiatives Establish Resource. Efficiency Within Initiative Define Systemic Drivers and Indicators of the Initiative Work With Institutions To Define A Bond Structure Create Bond Offering Memorandum Issue Bond Via Underwriters And Other Institutions Make Interest Payments to Bond=holders Until End of Term

Points of View On Linear AND Circular 3 a. Financial Regulation Linear Economy incl.

Points of View On Linear AND Circular 3 a. Financial Regulation Linear Economy incl. Financial Markets Go Fast • Protect Consumers & Investors • Protect Corporations & Counterparties • Protect the Financial Markets, Banks & Institutions 3 b. Investment Banking & Capital Markets • Syndicated Lending • Corporate & Commercial Credit • Other Investment Banking Services (Industry Coverage) No progress 3 c. The Invention of the Mini-Bond! • Bonds Provide Liquidity to Borrowers At Low Interest Rates • Can Be Thematic (Municipal, Environmental, Customers) • Bonds Offer Financing for Scaling-up of Circularity Circular Economy Go Far A Framework for Linearity AND Circularity Identify High-Potential Circular Initiatives Establish Resource. Efficiency Within Initiative Define Systemic Drivers and Indicators of the Initiative Work With Institutions To Define A Bond Structure Create Bond Offering Memorandum Issue Bond Via Underwriters And Other Institutions Make Interest Payments to Bond=holders Until End of Term

Thank You And Let’s Get Started Now! Financing the Circular Economy 1. Total Resource

Thank You And Let’s Get Started Now! Financing the Circular Economy 1. Total Resource Efficiency 1) Efficiency Savings • Efficiency Savings Linearity Go Fast • Protect Corporations & Counterparties • Protect the Financial Markets, Banks & Institutions 2. Simplify First 3) Market Financing Competition Efficiency No Progress Collaboration • Efficiency Savings • Corporate & Commercial Credit • Other Investment Banking Services (Industry Coverage) 3. Linear AND Circular • Capital for Scaling-Up Circular Initiatives, Environmental, Customers) • Bonds Offer Financing for Scaling-up of Circularity 2) Efficiency Savings Contact Sat Pillai [email protected] com Go Far Circularity