Policy
We use valuable materials in our operations and take measures to reuse them for as long as possible. This reduces the need to purchase new materials, conserves scarce resources, and lowers CO₂ emissions from production. At the same time, it helps reduce procurement costs.
Reuse aligns with several strategies on the R-ladder. After thorough testing and refurbishment, materials from decommissioned products are redeployed in our operations. We refer to this as reuse. By doing so, we extend the lifespan of our assets, prevent waste, and ensure the functionality and safety of our products. (E5-1 para 14, 15 a, 16, ESRS 2 MDR-P 65a, b, AR 9a). To maximise reuse, we are continuously optimising our reuse operations. A key milestone was the opening of an enhanced reuse facility in 2025. In 2026, we will continue to improve our operations by simplifying the ordering process for reused products.
Reuse takes place within our own operations. We primarily recondition and inspect components and parts so they can be safely reused. Reuse is a continuous process. (MDR-A 68)
KPI
Our aim is to increase the reuse of components and parts year on year. Until 2025, there was a KPI, but no formal target. This will be introduced for the first time in 2026. (MDR-T 81, E5-3 23, 24d, 25)
Measures
In 2025, the range of reusable products was expanded to include gas stations (refuse, repair, and reuse). To support further growth, reuse activities were relocated to a new site in Best in 2025. This location provides the space needed to further professionalise operations, streamline processes, and expand the team. As a result, the Reuse team grew by seven full-time equivalents (FTEs) in 2025.
In addition, we are working on implementing a more efficient system for managing processes and products. This will improve the alignment between supply and demand for reusable products and provide clearer insight into inventory levels. This will reduce the need for us to purchase new components and parts. (ESRS 2 MDR-A 68a,b,c)
Measuring progress and results
We measure the impact of reuse using the ‘avoided purchase value’ indicator. This represents the difference between the cost of purchasing a new component or part and the cost of making an existing product reusable.
In 2025, the avoided purchase value increased by more than €2 million, rising from €15.4 million in 2024 to €17.5 million. We were able to repair more components, which allowed us to avoid additional procurement. (MDR-T 77a, c, MDR-T 79c)