From vision to action: Slovenia’s journey towards circular economy – an interview with Jasmina Karba

How do we ignite a nationwide transformation towards a circular economy? It’s a monumental challenge, far beyond mere adjustments to the existing system. But attempting to rebuild from scratch is akin to attempting surgery on a living organism. To navigate this complex journey effectively, we need a meticulously crafted and comprehensive strategy that considers all the moving parts and complexities involved and supports diverse stakeholder perspectives. By doing so, we can pinpoint the pivotal areas where our efforts yield the greatest impact. 

The Slovenian government has partnered with EIT Climate-KIC, whose Deep Demonstration model is being used across Europe to help countries, regions and industries achieve transformation at scale. A comprehensive analysis of the entire system, coupled with active collaboration with stakeholders extending beyond governmental entities from academia, business, non-governmental organisations (NGOs), and both private and public sectors is critical for successful change. Jasmina Karba, Undersecretary of the Ministry of Environment, Climate and Energy of the Republic of Slovenia, leads the Deep Demonstration programme. She provides insights into Slovenia’s aspirations, strategies, and nuanced execution in developing a pathway towards climate neutrality via a circular economy.                   

Q: What specific challenges is Slovenia facing on its path to achieving circularity?

Jasmina Karba: The primary hurdle we face in Slovenia is the prevailing mindset that overlooks the finite boundaries of our planet. This perspective undermines the importance of embracing the circular economy, viewing it more as an abstract notion rather than a vital framework for our current reality. Recent events such as the devastating floods in Slovenia highlight a pervasive lack of awareness, both at the political and individual levels, regarding the critical scarcity of resources. This poses a significant threat to our future and that of our children. While discussions on this issue are common among experts, universities, and research institutions, the message has yet to permeate the wider population. Although there are commendable achievements to acknowledge, the persistent misconception surrounding our environmental challenges remains a barrier to achieving genuine transformation.

Q: What is your vision for Slovenia’s transition to a circular economy model, including your ambitions and desired outcomes in this domain?

Jasmina Karba: The government needs to encourage all stakeholders and act as a role-model in bringing about the change. It necessitates governmental initiative and leadership along with a wide participatory approach so that we involve all relevant stakeholders to reflect their needs and perspectives. And here the results of transformation do not appear very quickly, so you need to plant the seed and very patiently move with the transformation over years, maybe even decades to be able to witness tangible outcomes. The intricate nature of these issues, where outcomes aren’t swift, straightforward, or easily discernible, poses a formidable challenge for decision-makers, particularly politicians and then also for practitioners.

Slovenia, much like other nations, excels in formulating comprehensive strategic documents and articulating action plans. Yet, the crux lies in the pivotal phase of implementation. This phase, often overlooked or underestimated, stands as the linchpin between rhetoric and substantial progress. These concerns aren’t unique to Slovenia; they resonate across borders, reflecting shared challenges faced by other countries.

To bridge this gap, a pivot towards concreteness becomes imperative. Concrete and actionable messages need to be sent to every stakeholder in the system on how one should behave or how one should operate how one should live – in simple words what an individual is expected to do. In this it is important that these messages come early enough to allow time to adjust. I think that the transformation would go quicker so that we’re not stuck behind nice words but concrete actions and this is what we aim for with the Deep Demonstration programme – to formulate a concrete and comprehensive roadmap of what needs to be done and delivered to achieve transformative and inclusive change.

Q: What in your opinion is feasible? What is missing and what is the role of the Deep Demonstration in it?

Jasmina Karba: The essence of a Deep Demonstration programme transcends the mere presentation of its outcomes. As important as it is to create the tangible set of interventions that make up the portfolio, the really crucial element to the whole endeavour is the process – a collaborative journey allowing stakeholders to come together so we can look at a specific challenge from all perspectives. And that’s also one of the things that is difficult, that requires energy, that requires good organisational skills, that requires a structured approach to get somewhere when you have this multilateral dialogue, which should be the biggest lesson that will be taken from the programme.

The methodology, along with the connections, collaboration and exchange of opinions from diverse perspectives, constitutes the true value of this process. Additionally, the iterative approach allows for continual enhancement with each portfolio, building upon past experiences. I think I am only now seeing the possible improvements in the portfolio composition for the food value chain, drawn from insights gained in the built environment portfolio composition.

For example, in our built environment portfolio, the identified priority measures are acknowledged by stakeholders as essential and well-understood, requiring primarily careful prioritisation and implementation. However, in the food sector, there’s a sense of novelty in the measures to be implemented, suggesting a need for fresh approaches. Despite the same overarching process, the unique characteristics of each sector necessitate tailored strategies to effectively address their specific challenges and opportunities.

Q: What would you like to achieve with the portfolio and the deep demonstration?

Jasmina Karba: I would like to see things truly move in the direction of a circular economy. And sometimes you just need a push from outside, and if you say that this is a result of working with an organisation like Climate-KIC, whose expertise is recognised outside of our own borders then somehow it gets more attention. These transformations need an innovative way to approach governance. And we have discussed with various stakeholders about the portfolio itself and what would be the best governance structures and I think we already have some ideas that we can implement.

Q: What are your reflections about working with a portfolio of innovative actions?
Jasmina Karba: The portfolio is an instrument for identifying systemic solutions, and its complexity is proportional to the scale of this ambition. Once you understand the underlying principles and steps of portfolio development, it seems like a very logical and straightforward process. However, there remain certain facets within the process that warrant enhancement in subsequent iterations of the portfolios. This is particularly pertinent within the context of orchestrating a comprehensive transformation toward circularity across the entire nation—a journey that appears foreseeable yet demands constant meticulous refinement. Finally, I think the strength of the Deep Demonstration methodology is the process itself, as it brings experts to discuss and challenge different opinions.

Q: What sort of leadership is needed to achieve such transformation, with the portfolio approach?

Jasmina Karba: Managing the portfolio needs strong, dedicated and goal-orientated leadership and a range of stakeholders from the sector coming together with their expertise to collectively develop portfolios of innovative actions to turn into circularity. In Slovenia, we have experience in orchestrating programmes of actions with shared responsibilities, such as like the Deep Demonstrations portfolio, across various domains. I believe effective management is feasible when stakeholders show clear interest and when decision-makers signal that the realisation of actions serves the public interest. The involvement of diverse stakeholders in the transformation process is essential and fundamental, given the nature of the endeavour. Therefore, the direction of the portfolio management will heavily rely on their active engagement and cooperation.

To learn more about EIT Climate-KIC’s work with the government of Slovenia, visit:

• English Deep Demonstration of a Circular, Regenerative and Low-Carbon Economy in Slovenia page
• Slovenian Deep Demonstration of a Circular, Regenerative and Low-Carbon Economy in Slovenia page
• See the leaflet with key programme goals and the methodology
• Read more articles about the programme: ‘Portfolios as a way out of linear short-termism’, ‘Pioneering Slovenia’s transformation: A blueprint for advancing circular economy’