In this article, we explore concrete examples of circularity strategies for critical raw materials (CRMs) in commercial settings. We propose a company-level framework for systematically evaluating circularity strategies (e.g., material recycling, product reuse, and product or component lifetime extension) in specific applications of CRMs from the perspectives of specific industrial actors. This framework is applied in qualitative analyses—informed by relevant literature and expert consultation—of five case studies across a range of industries: (1) rhenium in high-pressure turbine components, (2) platinum group metals in industrial catalysts for chemical processing and oil refining, (3) rare earth permanent magnets in computer hard disk drives, (4) various CRMs in consumer electronics, and (5) helium in magnetic resonance imaging (MRI) machines. Drawing from these case studies, three broader observations can be made about company circularity strategies for CRMs. Firstly, there are multiple, partly competing motivations that influence the adoption of circularity strategies, including cost savings, supply security, and external stakeholder pressure. Secondly, business models and value-chain structure play a major role in the implementation of circularity strategies; business-to-business models appear to be more conducive to circularity than business-to-consumer models. Finally, it is important to distinguish between closed-loop circularity, in which material flows are contained within the “focal” actor’s system boundary, and open-loop circularity, in which material flows cross the system boundary, as the latter has limited potential for mitigating material criticality from the perspective of the focal actor.

@en

For hydrogen to play a meaningful role in a sustainable energy system, all elements of the value chain must scale coherently. Advocates support electrolytic (green) hydrogen or (blue) hydrogen that relies on methane reformation with carbon capture and storage; however, efforts to definitively choose how to deliver this scaling up are premature. For blue hydrogen, methane emissions must be minimized. Best in class supply chain management in combination with high rates of CO2 capture can deliver a low carbon hydrogen product. In the case of electrolytic hydrogen, the carbon intensity of power needs to be very low for this to be a viable alternative to blue hydrogen. Until the electricity grid is deeply decarbonized, there is an opportunity cost associated with using renewable energy to produce hydrogen, as opposed to integrating this with the power system. To have a realistic chance of success, net zero transition pathways need to be formulated in a way that is coherent with socio-political-economic constraints.@en