BMW accelerates into the circular economy

德国豪华汽车制造商宝马早已闻名的制造能力。但在消防制造业和重工业都为他们的高排放和缺乏透明度，许多企业都在寻求采取行动。在长时间的汽车制造商并没有什么不同 - 它的许多技术实际上是循环经济的做法，由再生材料到产品设计到商业模式的创新。手机app买球靠谱吗

I had the chance to visit the company's European headquarters and find out more about where transportation meets the circular economy. I sat down with Jury Witchnig, head of sustainability strategy for products and production in Munich, for an interview.

This interview is part two of Pete May's two-part interview with Jury Witschnig. Find the first part这里。这次采访已编辑的长度和清晰度。

皮特五月：所以，我想现在转移到谈论废塑料和循环经济的一点点。手机app买球靠谱吗宝马如何界定是循环经济？手机app买球靠谱吗

评委Witschnig：手机app买球靠谱吗循环经济,一般来说,是一个非常广泛的挑战nition from recycling to designing for second use to avoiding buying and using products. So, if we talk about the production of our products, we mainly define circular economy as, where is the source of materials? Are they primary or secondary materials? And what is the recycling process for the materials at end of life? Can they be recycled? So it's a narrow definition of circular economy.

如果我们谈论我们的产品，我们有一个更大的定义，说：“是的，我们今天所拥有的产品的定义。”但接下来的步骤是第二次使用，如用电池。我们可以在车上首次使用，电池的汽车的第二个境外使用在回收之前。从本质上讲，是共享经济，这也是循环经济的部分的一部分。手机app买球靠谱吗

May: Are there any examples or any particular plants where you think BMW has been a particular innovator in circular economy?

Witschnig：一个例子是我们的车框的金属线圈。在一方面，可以回收铝等材料，其中有一个很大的市场。但有趣的讨论，我们可以做一个直接的合同，我们的供应商直接从我们的材料生产出帧的材料相同的质量再次，所以没有downcycling？

In one plant, we’ve created a closed loop. We have a direct contract with our supplier. He gets back the direct steel from us, and produces the same quality of steel. It takes less energy to produce the steel this way, and we both can save money. And we want to make it a larger project.

In one plant, we’ve created a closed loop. We have a direct contract with our supplier.

Another example is the market for remanufacturing parts of the car. This is a really interesting market — it’s about how to take the materials and modules out of a car before they’re scrapped. The market is actually currently very small. We built a company, Encory, to work on that.

它与ALBA，德国回收公司的合资企业。的，这个难度是不回收的过程;这是在物流，如何回到车上。我们每年生产超过200辆万辆汽车在30位世界各地。但每年超过200万的人有不同的汽车，你必须让他们回来回收它们。这是一个艰难的过程，可能会使其更有点难以得到真正的回收或这些汽车的再制造。

May: We’ve heard about that from other companies — the challenge of the last quarter of the loop.

Witschnig：究竟。问题不在于回收过程。问题是物流，而物流成本。

And there we think future platforms like Encory can join together with other companies to get materials or parts out of a product and reuse them.

而最后一步是使用回收塑料作为资源。我们实际上是不同的汽车，我们有车内再生塑料20％-25％，但我们要增加它。此外，要问，什么是我们的一部分？第一个问题是成本。再生塑料可以在某些情况下更便宜。另一件事就是问，我们可以设计汽车不同，使材料更容易脱身？或者，我们可以改变流程，以获得回料的再生品制造商，使他们能够做出再次不同的塑料出来的？

阿美：我想在这里转移话题你的产品和电动汽车的主题。宝马已经宣布你打算通过2023年有25个新的电动车你是不是这个领域的第一。其他人更早更快了。现在你有了这个新的激进目标。什么是想朝着更加积极的投资组合这一转变在EV产品方面在投资组合中的转折点？

Witschnig：Going back a few years, we were the first in the market with electric vehicles, launching the i3 in 2013. This was a purpose-built car, designed from scratch as an electric vehicle. And it was a huge change in the industry. And we struggled with key questions like battery size and range. Other companies started — like Tesla, like Volkswagen, with their own products, and BMW waited on the development of the battery. We needed to show the benefit for the customer.

而这需要时间。不仅使特制的汽车;我们希望有一个平台，让客户在一天结束对它负责，可以选择一种动力传动系统的他们想要的东西：内燃机，混合动力或电池电动汽车。必须有一个最低限度或范围。我们不得不等待技术发展地说，“这是我们对客户的承诺，最好的承诺，我们可以在宝马放弃。”我们需要这段时间来制定正确的汽车。而现在这些车都来了。今年，我们有更大的电池I3的不同发展。今年我们正在走出与MINI，X3的。

我们认为现在是合适的时间为客户使用电动汽车，因为它是建立在被使用。

So, different cars are coming, every year more and more cars, so you can choose in the future from any line a pure electric vehicle. But today, already you can choose a hybrid electric vehicle.

So, it's a question between customer, technical developments and infrastructure. We believe that now is the right time for the customer to use the electric vehicle as it is built to be used. We are still the largest manufacturer in the premium market. We have many more vehicles sold in the last year, electrified vehicles, than any other premium auto maker. So, maybe we are not that loud but we have more products.

五月：与汽车行业中是独一无二的，因为它是一个较长的产品周期。

Witschnig：To develop a new car you need about six years. And if changing the architecture of a car takes much more time.

阿美：我的最后一个问题是，什么是未来的样子？给我们你要尽量做到为你的客户什么样的未来可持续性宝马持有的你的目标而言，什么感。竞彩足球app怎么下载

Witschnig：We are re-developing our strategy and we have more focus — we still have many internal efficiency targets, but we are also focusing now on the answers we got when we asked stakeholders: "What are you looking to us for?" And first of all, we want to see what the future is for climate-neutral mobility.

The second is materials. What is the future of circular economy for BMW? It's a global challenge but also a business challenge. The third is the other question of transparency — in sourcing materials, being able to say where they are coming from, how they are built, and the social and environmental aspects in purchasing materials.

第四个是说，什么是流动性本身的未来？城市正在发生变化。人们正在改变他们的心态。技术可能性与数字化改变。

五月：与千年消费者有关于汽车的不同的感觉。

Witschnig：They expect the possibility to use, but maybe they don't want to buy. So, we have to make them an offer. In the future, we have our four targets, and we see those four challenges for us as the future challenges, to say, "Yes, there will be climate-neutral mobility over the whole life cycle. It will be coming."

Editor's note: Pete May is the president of GreenBiz.