Open Table Insights: Circular Economy: How Do We Secure Resources in Uncertain Times?

Some of the most valuable conversations at Foodtech Forum 2026 happened around the table. Through six Open Table Discussions, participants met in smaller groups to dig deeper into some of the questions shaping the future of food, from AI and circularity to scaling, investment and new business models. One conversation focused on a question becoming increasingly important for food businesses: how can we secure access to resources in uncertain times? Here are some of the key insights from the discussion, led by Emma Dalväg, CEO, Co-founder & Advisor at Unwasted.

Summary

The discussion explored how growing uncertainty around access to raw materials, water, energy and other essential resources is changing the way food businesses approach sustainability and circularity.

Geopolitical tensions, rising commodity prices, supply chain disruptions and resource scarcity are making previously overlooked sustainability issues into strategic business concerns. Circularity is increasingly moving from the sustainability department to the management agenda, as companies recognise that resource efficiency and resilience are closely connected.

A central takeaway was that circularity is no longer only about sustainability – it is becoming a question of business resilience, competitiveness and resource security. While some companies are proactively developing circular business models, many are still reacting to rising costs and immediate pressures. Stronger collaboration across industry, SMEs, academia and the public sector will be essential to accelerate the transition.

Resource uncertainty is changing business priorities

Emma Dalväg shared insights from discussions with experts and industry representatives about the changing business landscape. Access to affordable resources, including coffee, water, energy and raw materials, is becoming increasingly unpredictable.

Companies are facing a situation in which previous assumptions about stable supply chains and resource availability can no longer be taken for granted. Issues that were once considered secondary sustainability concerns are now becoming strategic questions for company management.

However, many businesses still lack a holistic understanding of how resource dependencies affect their entire value chain. The discussion highlighted two broad responses: companies can either become more agile in reacting to change or proactively redesign their operations and business models to become more resilient.

Circularity creates opportunities to strengthen resilience

Examples from Swedish industry illustrated how circular approaches can help businesses reduce resource dependency and create additional value.

Sotenäs: The discussion highlighted the potential of geographically connected circular systems. By bringing different actors and resource flows together locally, businesses can create more integrated systems in which the outputs of one activity become inputs for another.

Lantmännen: A key example was the development of multiple value streams from the same raw material. By processing raw materials into several products, including ethanol and gluten, the company can extract more value from available resources. The same principle is being applied in the development of a new yellow pea factory.

These examples demonstrate that circularity can be more than waste management. It can become a strategic approach to resource utilisation, new revenue streams and industrial competitiveness.

Water and nutrients are critical areas for circular innovation

Water emerged as an important area where resource scarcity is already driving innovation. While Sweden has historically benefited from relatively favourable water availability, regions such as Gotland and Kalmar are experiencing greater pressure.

Examples involving farmers and food companies, including Kronfågel, illustrated opportunities to improve water recirculation and resource efficiency.

The discussion also highlighted Sweden’s dependence on external inputs such as fertilisers, seeds and animal feed. Improving the circulation of nutrients and making better use of available resources is therefore not simply an environmental ambition; it is also a matter of long-term food system security.

Participants emphasised the importance of looking beyond finished products to the entire system, including soil health, nutrients, water and other resource flows.

The business case for circularity is evolving – but unevenly

Participants questioned whether circularity is becoming more economically viable than it has been in the past.

The answer was nuanced. The business case depends on the resource in question, geographical location, sourcing arrangements and prevailing market conditions. For some businesses, circular solutions are becoming increasingly attractive, while others still struggle to make them financially viable.

Three approaches were evident:

• Proactive companies integrate resource efficiency and circularity into their long-term business strategy.
• Reactive companies respond when resource prices rise or supply becomes uncertain.
• Undecided companies move back and forth without committing to a clear direction.

The discussion suggested that the companies most likely to benefit are those that anticipate future resource constraints rather than waiting for a crisis to force change.

Participants also noted that some side streams may be available at little or no cost, creating opportunities for businesses that can identify and utilise them effectively.

SMEs need collaboration and practical support

A major challenge is that smaller companies often lack the time, capital and expertise to develop circular solutions independently.

Emma emphasised the importance of connecting SMEs with public-sector actors and other organisations that can help identify opportunities, share knowledge and support implementation.

Public procurement was highlighted as one potential lever. By prioritising robust, local and resource-efficient systems, public buyers can help create demand for circular solutions and encourage businesses to invest in new approaches.

Participants also discussed examples of untapped opportunities, such as municipalities purchasing surplus bread for freezing or selling remaining school meals to staff at the end of the day.

These examples illustrate how better coordination between organisations can reduce waste, improve resource utilisation and create value from existing resources.

The discussion also highlighted the role of larger companies. ICA shared how it works to identify opportunities for improvement throughout its supply chain and how collaboration can create value for both academia and industry.

Making side streams visible and connecting existing solutions

One recurring challenge was the lack of knowledge about available side streams and their potential uses.

Businesses may generate materials that could become valuable inputs for other companies, but these opportunities remain hidden when information is fragmented and organisations operate in isolation.

Participants suggested that a platform or another structured way of sharing information could help make side streams more visible and connect potential suppliers with users.

Coffee fruit was mentioned as an example of a resource that can generate substantial residual material but may offer opportunities for further utilisation.

More broadly, participants observed that many of the building blocks for a circular food system already exist. The challenge is to connect them, make them accessible and develop the partnerships needed to turn individual initiatives into a functioning system.

7. Consumer demand and the role of public actors

The discussion also addressed the challenge of consumer willingness to pay for sustainable products. If consumers become less willing or able to pay a premium, businesses may find it harder to finance sustainability initiatives through product sales alone.

This reinforces the need to develop circular business models that are commercially viable and competitive, rather than relying exclusively on consumers paying more.

Participants also highlighted the importance of public actors as relatively neutral conveners who can connect businesses, researchers and other stakeholders. Their role can be particularly valuable when collaboration requires organisations to look beyond their own immediate commercial interests.

Despite the challenges, the discussion ended on a cautiously optimistic note. Resource scarcity is creating stronger incentives for change, and promising examples already demonstrate what is possible.

Key takeaways

The discussion highlighted seven priorities for advancing circularity in the food system:

1. Treat resource security as a strategic business issue: Integrate circularity into business planning rather than leaving it solely to sustainability teams.
2. Extract more value from existing resources: Develop business models that turn side streams and residual materials into valuable inputs and new revenue streams.
3. Prioritise water, nutrients and soil health: Address fundamental resource dependencies across the entire food system.
4. Move from reactive to proactive action: Anticipate resource constraints and build resilience before disruptions occur.
5. Strengthen collaboration: Connect SMEs, large companies, academia and public-sector organisations to share knowledge and develop practical solutions.
6. Make side streams visible: Improve access to information about available resources and potential uses, potentially through shared platforms or networks.
7. Use procurement and local partnerships as drivers of change: Create demand for circular solutions and strengthen resource-efficient regional systems.

Overall conclusion

The discussion highlighted that circularity can help food businesses navigate uncertainty by reducing resource dependency, creating new revenue streams and strengthening resilience across supply chains.

However, the transition requires more than individual company initiatives. It depends on connecting existing solutions, sharing knowledge about underutilised resources and creating the commercial and institutional conditions that make circular business models viable.

The central message was that crises can create opportunities for change. As resources become more uncertain, the ability to use them more efficiently, circulate them locally and extract greater value from every resource becomes an increasingly important competitive advantage.