Circular economy
Prevent waste and pollution, keep products and materials useful at their highest practical value, and support nature's regeneration. Design choices matter throughout sourcing, production, building use and eventual recovery.
The OSE business modelCircular economy.
Circular economy.
A business built around it.
OSE connects agricultural resources, local factories and building demand. We supply the technology and support; local partners turn it into productive capacity, jobs and building products.
01 · The principleBetter use of materials.
Better use of materials.
A reason to keep them valuable.
The circular economy describes the resource system. The circular business model explains how people and companies sustain that system commercially.
Circular business
Earn revenue by putting those principles into practice. For OSE, the starting point is suitable agricultural residue transformed into useful building products, supported by machinery, know-how and long-term factory capability.
The commercial opportunity connects several needs: farmers need viable markets for suitable surplus straw; factory owners need productive assets and customers; builders need suitable, competitively delivered wall systems. OSE brings the production technology and deployment support that connect these markets.
02 · Revenue & rolesOne system.
One system.
Several local businesses.
Material flows towards buildings. Customer payments support manufacturing and supply. Contracted technology and service payments fund OSE's role in the system.
Farmers & supply partners
Supply suitable surplus straw and organise collection, baling, transport and storage.
Commercial value: Straw sales and local logistics income.
Local factory licensees
Fund and operate the factory, employ the team, manage quality and sell the output.
Commercial value: Revenue from boards and, where offered, wall-system products.
Builders & project owners
Specify approved assemblies, procure materials and deliver buildings.
Commercial value: Construction and installation income; useful buildings for owners and occupants.
OSE Systems AB
Provide the technology, machinery, licensing, commissioning, training and continuing support.
Commercial value: Machinery, licensing and agreed services under each partner contract.
OSE's revenue model
Machinery & establishment
Supply the production system and agreed deployment services. The scope can include factory planning, installation, commissioning and initial training.
Licensing & support
License the technology and provide agreed continuing services. Recurring revenue depends on the signed fee structure, service scope and performance of the partner relationship.
Carbon value
Develop eligible carbon projects where rights and responsibilities are agreed. Revenue requires a suitable methodology, monitoring, verification, issuance and buyers.
The local licensee's board sales are its operating revenue. OSE's revenue is determined by its own machinery, licensing, service and any applicable carbon agreements.
03 · Factory economicsBuild a factory
Build a factory
around a real market.
A viable factory needs reliable customers, controlled production costs and enough cash to operate through the sales cycle.
Revenue drivers
Saleable output, realised selling price, product mix, customer demand and payment collection. Production becomes commercial value when customers accept and pay for it.
Cost drivers
Delivered straw, facings and adhesives, energy, labour, packaging, transport, maintenance, rejects and contracted fees. Compare complete installed wall costs as well as board prices.
Capital & cash
Machinery, premises, utilities, commissioning and training require initial funding. Seasonal straw stocks, inventory and customer credit create working-capital needs.
Each deployment needs a local operating model with utilisation, yield, pricing, cost and payment assumptions. The core factory case should be assessed on product sales; carbon income is modelled separately until its timing and deliverability are established.
See THEODOR 1200 capacity planning04 · Deployment & growthProve the local model.
Prove the local model.
Repeat the capability.
OSE's growth model combines a repeatable technology platform with local ownership, feedstock networks and construction demand.
- 01
Start with demand
Identify credible housing or construction customers, required wall specifications, purchasing budgets and delivery schedules.
- 02
Build the local case
Match demand to suitable straw supply, logistics, site utilities, staffing, approvals and the delivered cost of competing wall systems.
- 03
Fund and deploy
Agree the licensee structure and responsibilities. Secure machinery and site funding, installation costs and working capital through ramp-up.
- 04
Prove repeatable delivery
Commission the line, qualify the product, train operators and installers, and demonstrate reliable production and customer acceptance.
- 05
Repeat with evidence
Use operating results and confirmed orders to justify more capacity, stronger supply networks and further factory deployments.
The intended advantage grows through production experience, trained operators, quality systems, installation knowledge and partner relationships. Lessons from each deployment feed back into technology, training and the next factory plan.
05 · Materials & carbonCircularity is a plan
Circularity is a plan
for the whole product life.
Local sourcing and useful products begin the journey. Keeping materials in use and establishing viable recovery routes are essential to completing it.
Start with responsible sourcing
Collect suitable surplus wheat and rice straw while accounting for soil organic matter, existing farm uses, seasonal availability and transport. Feedstock planning should protect the agricultural system that supplies the factory.
Use more of what is produced
Coordinate board modules, cutting plans, handling and installation to reduce avoidable damage and offcuts. Maintenance and quality control help extend the useful life of both machinery and building products.
Develop reuse and recovery
Design for accessible connections and assess boards for reuse after their first application. Recovery options require validation for board condition, facings, adhesives, finishes and local facilities. Take-back and biological recovery are development pathways, not universal services already in place.
Measure climate outcomes
Straw-derived carbon can remain stored while boards are in use. Net climate performance depends on the full lifecycle, including production, transport, use and end-of-life. Stored carbon and avoided emissions are distinct claims and require appropriate evidence.
How progress should be measured
Track saleable output, yield, uptime, delivered cost, paid orders and cash collection alongside traceable straw sourcing, material losses, local employment, training and demonstrated reuse or recovery. These measures connect the business plan to outcomes that partners can assess.
Build the local business caseYour resources.
Your resources.
Your market.
A shared plan.
Bring the location, potential customers, feedstock supply and prospective factory partner. Together we can define the deployment scope and commercial case.
Discuss a circular business