Implementation

1. Definition and stakes

The “Implementation” lever corresponds to the company’s ability to move concretely into action, by turning its intentions and analyses into real changes in its practices.

It is at this stage that the circular economy approach becomes tangible: evolving processes, changing habits, putting new solutions in place. This lever mobilises the company’s resources, organisation and environment alike.

For a micro or small-to-medium enterprise, the challenge is not to transform everything immediately, but to put in place concrete, progressive actions that are suited to its means, while operating within a logic of continuous improvement.

Key stakes:

• Turning intentions into concrete actions
• Structuring and deploying tailored solutions
• Engaging teams over the long term
• Embedding changes into day-to-day operations

2. What does a high score mean?

A high score indicates that the company is already engaged in a dynamic of concrete, structured action.

In practice:

• Actions are implemented on a regular basis
• Projects are organised and monitored
• Teams are involved in implementation
• The company tests, adjusts and improves its practices
• Changes are visible in day-to-day operations

The company does not merely consider: it acts and progressively transforms the way it operates.

3. What does a low score mean?

A low score indicates that the company has intentions or ideas, but that these are struggling to translate into concrete actions.

This may manifest as:

• Projects that remain at the reflection stage
• Difficulty moving into action
• A lack of time, resources or prioritisation
• One-off actions with no follow-up
• Loss of motivation in the face of perceived complexity

The main barrier is no longer understanding, but the capacity to act concretely.

4. Priority action pathways

1) Prioritise one simple, concrete action

Start with a realistic action that can be implemented quickly.

Example: reduce a specific type of waste or optimise an identified area of consumption.

2) Define a clear action plan

Structure actions with steps, responsible parties and a timeline.

Example: formalise a mini action plan over 3 months with 2 or 3 objectives.

3) Test on a small scale

Experiment before rolling out more broadly.

Example: test a new practice on one site or activity before extending it.

4) Allocate time and resources

Plan for a minimum level of resources to ensure implementation.

Example: dedicate a few hours per month to putting actions in place.

5) Monitor progress on actions

Put in place simple tracking to prevent projects from being abandoned.

Example: hold a monthly review of progress on actions.

6) Adjust and continuously improve

Adapt actions based on results and feedback.

Example: modify a solution if it is not suited to actual operations.

5. Expected benefits

Activating this lever makes the approach concrete and visible.

In the short term:

• First visible actions
• A sense of progress
• Strengthened motivation

In the medium term:

• Improved practices
• Measurable results
• Team engagement

In the long term:

• Progressive transformation of the company
• Lasting integration of new practices
• Transition to a more efficient and resilient model