From pilots to paradigms: Harriet Lamb’s blueprint for a circular future

Joined up thinking

Collaboration is both the challenge and the cornerstone of WRAP’s approach, although the path to progress is rarely straightforward. Through this journey, WRAP’s leadership underscores the importance of remaining both tenacious and reflective, ensuring that every step, whether forward or back, contributes to a broader vision of a sustainable future.

“I think we have to be patiently impatient,” Lamb stated. “I mean, we’re really hungry for change. We have a mission to 10X the scale of our work.” This will include focusing on longer term solutions like designing for durability and eliminating unnecessary packaging.

“Collaboration is easy to say but always so hard to do. However, I must say that’s at the heart of everything we do, with the Plastics Pact being the most successful example. When we launched in 2018, 40 companies came forward. We are still working with companies like Lidl, Waitrose and Morrisons. Currently, we have a total of 195 organisations or businesses engaged with the Pact. It’s no mean feat to maintain momentum and not just sustain but grow it. Sometimes, companies have a wave of enthusiasm following a strong public outpouring, but then business as usual takes over – daily pressures arise, the stock market fluctuates, and shareholders have demands. It’s all too easy for priorities to slip down the agenda. It’s equally important that we constantly push those items up the agenda.

“I have to say it’s to the credit of these companies that they have been ready to engage in so much pre-competitive collaboration. A great example is the Refill Coalition, where companies like Unilever partnered with Asda to trial different ways of enabling customers to refill in-store. They explored different approaches, such as focusing on environmental messages about plastics in the sea versus highlighting cost savings for customers. Despite these efforts, Asda recently concluded that after four years, they will close the refill station pilots in their stores.

“I think it’s important to acknowledge where things are really difficult. We should put that on the table, regroup, and think about the solutions. There’s no question of anybody giving up, and Asda has been really open about sharing their experiences. The question is, what’s the next way we’re going to try all this? We know that’s how you create a culture change. Companies have made leaps and bounds, but now we need the next leaps and bounds.”

With a focus on international collaboration and cutting-edge solutions, WRAP is addressing current challenges and setting the stage for a future where sustainable living is the norm. Lamb believes this evolving narrative underscores a profound shift in how we handle resources, making it clear that the path to a sustainable future is both inspiring and attainable.

She continued: “I think it’s both because we see the progress companies have made. For example, if you look at one area where we’ve had a complete transformation, it’s the redistribution of surplus food. A decade ago, it was pioneering and amazing to redistribute surplus food from retailers to charities to help people in need. Now, that’s standard industry practice. Last year, 400 million meals were redistributed to people in need. When you see that kind of transformation, you realise it can be done.

“I feel the same way about changes like those in milk bottles, where we’ve seen little wins. For instance, the lids used to be coloured, but now they are plain and can be recycled. We’ve reached a point where our milk bottles are being recycled and returned to us within two weeks. These are some of the gains along the way, and it’s inspiring.

“Working in collaboration with others, whether with companies or NGOs like WWF and the Ellen MacArthur Foundation, helps keep us focused on the right issues and where we can achieve maximum change. I genuinely think we’re on the cusp of a shift from a linear economy, characterised by “take, make and chuck,” to a circular model. This model enables companies to make money without constantly consuming virgin resources.

“For example, Vinted has seen a 61% increase in profit and achieved off-the-scale growth. Companies like IKEA have managed to halve food waste across 33 countries, smashing their targets and implementing take-back programmes for furniture. Many mainstream companies, such as Decathlon, Primark, and DFS, alongside leaders like John Lewis, are exploring rental, repair, and refurbishment as future economic models. This shift will allow us to live within one planet and make circular living commonplace. It’s inspiring, especially with the support of a new government committed to driving legislative changes to underpin these efforts.”

In addition to broadening its reach, WRAP is also pioneering new opportunities within the circular economy. The Circular Change Council, supported by eBay, has highlighted a significant rise in consumer interest in second-hand goods, particularly furniture, driven by economic pressures. Collaborations with key partners like Dunelm and the British Heart Foundation are fostering innovative solutions to scale the second-hand market and address evolving consumer needs.

As WRAP explores new sectors, it is developing standards designed to make circular living more accessible to the public.

Lamb added: “We have decided to up our game in several areas, beginning with international expansion. We’ve always been a global NGO, but now we’re increasing our pace because these are global supply chains and issues. We often work with global companies, and we have a repeatable model. To achieve the scale of change needed, we must operate worldwide. We now have an office in Australia and recently opened up in the USA to work across the Americas. Scaling up this work and connecting people globally is already showing positive results. We had partners from South Africa, Kenya, Chile, Colombia, and the US meet in Ottawa for discussions on the Global Plastics Treaty, sharing best practices, tackling difficulties, and contributing to global debates. This is one area where we see potential for a greater impact.

“Another focus area is identifying new opportunities. We’re pleased to have a Circular Change Council supported by eBay, which last year focused on furniture. It’s interesting that eBay has noticed a significant rise in consumer interest in second-hand furniture due to the cost-of-living crisis. It reported a 140% year-on-year increase in searches for pre-owned furniture. We are collaborating with partners like Dunelm, Simba, and the British Heart Foundation to explore ways to scale up the second-hand furniture market and meet consumer needs.

“This same group will continue working on furniture but is also exploring other household items, like electricals. We are always pushing into new sectors, and we will launch standards later this year to help the public buy pre-loved items. These circular product standards will start with pre-loved clothing and expand to include refill and durability. This effort represents a new frontier in making it easier for the public to navigate this evolving market with confidence.

“We are also expanding our focus in the food and drink sector. We recognise the need to address carbon and water issues alongside waste. We’ve identified where most of our food and drink comes from and the areas of underwater stress. We’ve managed to bring companies together to pool funds and take collective action to address water issues on the ground. Constantly pushing into new areas like these is also fascinating.”