Kunak collaborates in Navarre’s circular economy strategy

October 21, 2020

The Government of Navarre, with the collaboration of the AIN (Association of the Industry of Navarre), has organized a virtual event where different examples of regional companies that want to create economic value and at the same time restore the natural and social capital and promote the exchange of good practices that can add value are presented.

These companies and actions want to collaborate with similar experiences in other European regions, willing to disseminate and expand their business cases and to contact European business networks for the regeneration of biodiversity.

To this end, they have drawn up a catalogue called the “Circular Navarre Catalogue” which shows different organisations located in Navarre that contribute to a Circular Economy, including Kunak.


Circular Navarre Catalogue


The aim of this catalogue is to present and offer opportunities for European collaboration in R&D and the marketing of some circular business model in Navarra.

The catalogue includes the description of 20 organisations. It is only the first selection of companies located in the region of Navarra, and many others could also be included here or in future editions.

The information collected shows the key aspects of the organisation’s business model, including identifying the circular business model in which the company works and the cycle in which the company is creating value (technical and biological). It also includes descriptions of enabling organisations that offer services or products that help others to become more circular.

It also includes additional information on the company’s sustainability profile, a description of the positive impacts on social, environmental and economic aspects and how value is created, captured and distributed across the value chain.

We also find a slight description of the previous experience in European projects and the international activity of the organization.


What role does Kunak play in Navarre’s circular economy strategy?

This catalogue includes other organisations that, though not being considered examples of Circular Business Models as such, offer products and services that enable others to start or manage their transition to more circular business.

That includes new industrial technologies that allow more efficient processes or those that ease environmental data or controls for the transition monitoring, industrial packaging distributors that offer returnable solutions, educational centres working at the sectorial level with circularity approaches and, of course, digitalisation solutions for a better decision making in the path to more circular business models.


Environmental data, control & monitoring

In order to guarantee the natural capital regeneration and the restoration of natural ecosystems it becomes crucial to identify the indicators to control and monitor the improvements achieved by more circular business models. Environmental data become indicators of healthy, pure and high-quality air, water and soil and drive our transition to a Circular Economy. This is where Kunak plays a key role thanks to the technologies it develops.



Digitalising the industrial processes enables more accurate decision-making on which type of materials use, how to define the optime layout or design products for zero-waste in manufacturing.

Digitalisation also provides the information needed to create the “life story” of materials, components and products that will allow their reintegration back into the economic system

If you wish, you can download the document in PDF format.


5 circular business models (CBMs)


For each organisation, the circular business model where the company works is identified.

It enables the recognition of how companies create value and how this value is captured and distributed along the value chain.

  • Value creation: generating economic, social and customer value following the circular economy principles.
  • Value capture: turning the circular and social value created into profits or competitive advantage. Making a profitable business case.
  • Value distribution: how the value created is distributed amongst the value chain. Main value chain actors and stakeholders affected.


Thus, we have in the value chain:

  • CIRCULAR SUPPLY CHAIN (Reform use of resources): Use of renewable energy, bio-based or potentially completely recyclable material.
  • SHARING PLATFORM (Optimise capacity use): Increased usage rates through collaborative models for usage, access or ownership.
  • PRODUCT AS A SERVICE (Offer outcome-oriented solutions): Offering of products for use with retention of product ownership which incentivises an increase in resource productivity along the whole life cycle.
  • PRODUCT LIFE EXTENSION (Extend life cycles): Extension of the life cycle through repair, maintenance, upgrading, resale and remanufacturing.
  • RECOVERY & RECYCLING (Recover value in waste): Recovery of usable resources or energy from waste or by-products.