Your customers are increasingly reluctant to commit outright to assets that may not deliver full ROI before the next technology cycle arrives. This is reshaping the questions buyers bring to your sales conversations – and the answers your competitors are starting to offer.
Equipment is still widely treated as an investment – but for many businesses, it has become a source of capital lock‑up. That is exactly what our European Business Equipment Outlook 2026 reveals. Based on insights from more than 1,000 decision‑makers across 11 European countries, the report shows that for most businesses, capital locked into physical equipment is now actively constraining business growth.
For manufacturers and their distribution partners, these findings matter. They explain why customer conversations are getting harder, why deals stall later in the cycle, and why the question of how equipment is acquired is increasingly shaping whether it gets acquired at all. What follows is a read of your customers’ world – and what it signals for how you go to market.
A context that makes things worse
To understand why capital lock‑up has become such a pressing issue, we first need to look at the environment businesses are operating in. According to our survey, 95% of respondents say their equipment becomes obsolete faster than it did five years ago. The impact is significant: 43% say their equipment sometimes becomes obsolete before delivering the expected return on investment.
In this context, committing to heavy upfront investment is increasingly risky. This is where capital lock‑up becomes a central challenge, as businesses continue to tie up capital in assets that lose value faster than anticipated.
What this signals for OEMs and equipment suppliers
When equipment ownership constrains business growth
The numbers speak for themselves: 87% of business leaders say that capital lock-up in equipment has, at some point, limited their company’s growth opportunities. Only 13% say they have never experienced this problem.
This is not a marginal phenomenon. It is the norm. And for 35% of respondents, this constraint occurs frequently or very frequently – not occasionally, but on a recurring basis.
Geographic variations underline the scale of the issue: the Netherlands records the highest proportion of frequent constraints (45%), followed by Spain (38%). But no market is spared. In equipment-intensive sectors such as healthcare, transport and logistics, or agriculture, this phenomenon is cited as particularly significant.
Where buyers would deploy capital if it were freed up
What the numbers don’t say directly is what this blocked capital actually represents in practice. When asked what they would do if it were freed up, business leaders are clear: they would invest in areas that define future competitiveness.
33% would prioritise sustainability and green technology initiatives. 32% would focus on expanding into new markets. The same proportion would invest in digital transformation or technology upgrades. 31% would direct that capital towards innovation and R&D.
What stands out in these responses is their diversity. Business leaders are not looking for a single alternative: they are looking for the freedom to rebalance their investments according to their strategic priorities at any given moment. And that is precisely the freedom that capital lock-up takes away from them.
What this signals for OEMs and equipment suppliers
Every euro your customer doesn’t tie up in equipment is a euro they can deploy in sustainability, market expansion, digital transformation or R&D. The financing conversation is no longer competing only with other equipment vendors – it is competing with your customer’s entire growth agenda. That changes the bar your commercial proposition has to clear.
Technology uncertainty adds another layer of complexity
On top of these constraints, comes another: 64% of decision-makers say that uncertainty around future technologies is delaying their equipment investment decisions. Investing now means risking obsolescence. Waiting means risking a loss of competitiveness. A difficult dilemma to resolve when capital is already under pressure.
This creates a form of partial paralysis: businesses know they need to invest, but hesitate over when and in what, which, paradoxically, extends the lifespan of ageing equipment and compounds the obsolescence problem further.
What this signals for OEMs and equipment suppliers
Buyer hesitation directly affects your pipeline velocity. The manufacturers and dealers who can de-risk the investment decision through usage-based models, are quietly removing a barrier their competitors still impose on customers. In a market where 64% of buyers are already hesitating, that difference compounds.
Ownership still dominates equipment financing – but perspectives are shifting
Despite these pressures, asset ownership remains dominant: 41% of businesses primarily acquire equipment through outright purchase. This is not surprising. Ownership offers control, stability, and continues to be seen as fundamental across many sectors. But what is changing is how business leaders evaluate it. The question is no longer “Should we own?”, it has become “In which cases is the capital tied up in ownership still worth the cost?” A subtle shift in perspective, but a significant one.
What this signals for OEMs and equipment suppliers
Manufacturers who recognise this shift early – and who build flexible commercial propositions alongside their products rather than bolting them on later – will be having materially different conversations with buyers in two years’ time. The competitive question is no longer just what you sell, but how customers can access it.
Frequently asked questions
What is capital lock-up in equipment financing?
Capital lock-up refers to capital that is tied up in owned physical assets and is therefore unavailable for deployment elsewhere in the business. According to the European Business Equipment Outlook 2026, 87% of European business leaders report that capital lock-up has limited their company’s growth opportunities at some point.
Why is equipment becoming obsolete faster?
95% of European decision-makers surveyed say equipment becomes obsolete faster than it did five years ago, driven by accelerating technology cycles, embedded software, and connectivity standards that evolve independently of the hardware itself.
What are the alternatives to outright equipment purchase?
Businesses are increasingly evaluating leasing, rental and usage-based models alongside traditional purchase. The choice depends on asset type, technology cycle length, and how the business values flexibility versus control.
How does this affect OEMs and equipment suppliers?
The shift in buyer perspective means manufacturers and equipment suppliers are increasingly expected to offer flexible financing solutions alongside their products. Vendors who integrate financing and usage-based options into their go-to-market are removing a friction point that competitors still impose on customers.
Get the full report
Get practical, data‑driven insights into how European businesses are rethinking equipment strategy. Based on research with over 1,000 business leaders across six key sectors, the European Business Equipment Outlook 2026 highlights the trends, challenges and priorities shaping equipment strategy today, and what they mean for businesses looking to stay competitive.
In our next article, we explore another major challenge identified by European decision-makers: the growing complexity of equipment lifecycle management and why it is reshaping procurement criteria for European businesses.
A recent briefing from the European Environment Agency reviewed evidence on how circular economy strategies can contribute to reducing greenhouse gas emissions. One of its most useful contributions is not a headline number, but a framework: impact sits across before use, during use and after use.
For business leaders, this is less about sustainability rhetoric and more about how assets create value over time. Circularity is not just about recycling. It is about how products are designed, how intensively they are used, and what happens to them once their first use cycle ends. Increasingly, these stages are commercially connected.
Before Use: Design Shapes Cost and Performance
A significant share of a product’s cost base – and environmental footprint – is determined at the design and production stage. Decisions around durability, repairability, modularity and material efficiency directly affect uptime, maintenance costs and replacement frequency. Manufacturers are already responding to supply chain volatility, material constraints and regulatory pressure. Designing products that last longer and can be upgraded rather than replaced is becoming a competitiveness issue.
Business models influence this. When value is delivered over time rather than captured only at the point of sale, durability and serviceability become commercially relevant.
During Use: Utilisation Is an Efficiency Question
The “during use” phase is often overlooked in executive discussions, yet it is where significant operational inefficiency can sit. Across sectors, assets are frequently underutilised, replaced earlier than necessary, maintained inconsistently and disconnected from structured lifecycle planning
From a management perspective, this represents idle capital and avoidable cost. Usage-based approaches – including rental, product-as-a-service and performance contracts – shift the focus from ownership to outcomes. Instead of asking “Who owns the asset?”, the question becomes “How efficiently is it delivering value?”
Higher utilisation rates can mean fewer assets are required to deliver the same business output. Extended lifetimes reduce replacement cycles and disruption. Structured maintenance improves reliability and productivity.
Research reviewed by the European Environment Agency suggests that these shifts can contribute to lower emissions by reducing demand for new production. But even without the climate lens, the commercial logic stands: better utilisation improves capital efficiency and operational resilience. Any emissions benefit is a by-product of improved asset productivity – not a standalone claim.
After Use: Recovery Depends on Earlier Decisions
Recycling and recovery remain important, but they rarely compensate for inefficient use upstream. End-of-use outcomes can depend on multiple factors such as:
- Whether condition and usage data were tracked
- Whether the product was designed for refurbishment or disassembly
- Whether secondary applications exist
If assets are deployed within structured frameworks where maintenance and condition are monitored, then refurbishment and redeployment become more viable. For the user, this translates into smoother transitions, less operational disruption and more predictable asset planning. Again, the commercial driver is continuity and efficiency. Environmental gains follow when fewer new products need to be manufactured to replace prematurely discarded ones.
Connecting the Phases: Why Business Model Matters
The EEA’s lifecycle framing highlights something practical: the three phases reinforce each other:
- Design affects longevity.
- Utilisation affects replacement demand.
- Traceability affects redeployment options.
Usage-based models operate most directly in the “during use” phase, but they influence the others. When revenue is linked to performance over time, here is greater incentive to support durable design, maintenance becomes structured rather than reactive and asset planning becomes lifecycle-based rather than transaction-based.
This alignment does not automatically reduce emissions. Outcomes depend on sector characteristics, energy systems and user behaviour. But it does create conditions in which lower material throughput – and therefore lower upstream production emissions – become more likely. For general management, that translates into improved asset productivity, reduced operational downtime and stronger collaboration with suppliers. The climate dimension increasingly sits within these operational choices, rather than outside them.
A Practical Perspective
Circular economy discussions can become abstract. The more relevant question for executives is straightforward: How do we extract more value from the assets already in circulation?
- Extending useful life by two or three years?
- Increasing utilisation across difference customer segments?
- Designing products that can be upgraded instead of replaced?
These are operational decisions with financial consequences. The European Environment Agency’s research suggests that when these shifts occur at scale, they can also contribute to emissions reduction. The degree of impact will vary, and it should be measured rather than assumed.
No single model guarantees outcomes. What matters is whether lifecycle thinking becomes embedded in commercial decision-making. In that sense, the circular economy is less about waste management and more about asset strategy – and for many sectors, that conversation is already moving from sustainability teams into the boardroom.
At BNP Paribas Leasing Solutions, our purpose is clear: to unlock the circular economy to sustain the world we share.
This is not a sustainability statement added alongside our business strategy. It reflects how we believe equipment markets are evolving – and where long-term value will be created.
Across Europe and beyond, expectations are changing. Customers want flexibility. Regulators expect longer product lifecycles. Secondary markets are becoming more structured. Equipment is expected to deliver performance over time – not just at the point of sale.
For manufacturers and suppliers, this raises a strategic question:
How do we design commercial models that keep assets productive for longer – while protecting margin and strengthening customer relationships?
Traditional equipment sales are built around ownership transfer.But ownership is not always what customers prioritise. Increasingly, they want:
- Access instead of capital commitment
- Predictable monthly costs
- Guaranteed uptime and service
- Flexibility to upgrade or scale
Usage-based and rental models respond directly to these needs. They also allow OEMs and distributors to:
- Stay connected to assets beyond first delivery
- Organise refurbishment and second-life channels more effectively
- Retain greater visibility over residual value
- Build recurring revenue streams
This is not theory. It is commercial logic aligned with market reality.
Leasing as a Strategic Enabler
Leasing is often seen as a financing solution that supports sales. But in a circular context, it can do more. When structured deliberately, leasing becomes a framework for:
- Usage and rental programmes
- Take-back and redeployment
- Lifecycle extension
- Professional remarketing
It creates continuity between first use and subsequent use. That continuity is what makes circularity operational – not aspirational.
Working with OEMs to Make It Real
Unlocking the circular economy requires alignment across the equipment ecosystem.
Our role is to work alongside OEMs, distributors and dealer networks to develop models that are:
- Commercially viable
- Operationally manageable
- Scalable across markets
This includes supporting:
- Usage-based leasing and rental offers
- Refurbishment strategies
- Structured second-life deployment
- Data visibility across the asset lifecycle
Through partnerships with manufacturers and equipment suppliers, as well as our collaboration with BNP Paribas 3 Step IT, we are contributing to models that integrate financing, asset management and refurbishment capabilities.
These initiatives are not presented as complete solutions. They are disciplined steps toward more controlled and sustainable equipment lifecycles.
A Leadership Opportunity
The transition toward circular models will not happen uniformly across sectors. Some manufacturers will move cautiously. Others will test hybrid approaches. A few will shape the standards that others follow. Those who take early steps to integrate usage, lifecycle management and structured redeployment into their commercial strategy can:
- Differentiate their offer
- Strengthen long-term customer value
- Improve control over used-equipment channels
- Position themselves credibly in a market that increasingly values resource efficiency
The circular economy is not achieved through declarations. It is built through operating decisions.
Purpose in Action
Our commitment to unlock the circular economy means focusing on what we can influence:
- Designing financing solutions that encourage usage.
- Supporting partners ready to extend asset lifecycles.
- Building frameworks that keep equipment in productive use for longer.
We do not claim that the circular economy is already realised. But we believe it will be shaped by practical collaboration between manufacturers, suppliers and financing partners who are willing to evolve. And we are committed to being one of those partners.
As organisations accelerate their digital transformation efforts, the volume of IT equipment in circulation continues to grow, and so does the challenge of managing it efficiently and responsibly.
At BNP Paribas Leasing Solutions, our purpose “committed to unlocking the circular economy to sustain the world we share” comes to life through concrete actions. One of the most significant is our partnership with BNP Paribas 3 Step IT, a joint venture combining the financial expertise of BNP Paribas Leasing Solutions with the circular lifecycle management capabilities of 3stepIT, a recognised leader in the sector.
Together, we are helping organisations move from traditional, linear consumption models toward a smarter, more sustainable way of financing, using, and renewing technology.
A Joint Venture designed for circularity and efficiency
BNP Paribas 3 Step IT was created in 2019 with a clear vision: enable businesses to adopt a more sustainable, secure and financially efficient technology model by embedding circularity throughout the entire lifecycle of IT equipment.
The joint venture empowers organisations to procure devices cost‑effectively, manage them with full transparency, and recover value at end‑of‑use through certified refurbishment and secure processing. This approach supports customers in achieving their operational, financial, and sustainability goals, without compromising one for the other.
A major milestone: our refurbishment and remarketing centre in France
The opening of the BNP Paribas 3 Step IT refurbishment centre in Buchelay, France, marks a significant step forward in strengthening Europe’s circular technology infrastructure. Designed to process an initial 200,000 devices per year, with capacity scaling to 400,000 units annually, the centre enables secure, efficient, and compliant handling of IT assets at the end of their first lifecycle.
Here, devices such as laptops, desktops, smartphones, tablets and servers enter a fully controlled process that includes:
- complete data sanitization using industry‑leading standards
- detailed inspection and technical grading
- refurbishment and preparation for reuse
- responsible recycling via certified partners when refurbishment is not possible
This capability reinforces BNP Paribas’ commitment to advancing the circular economy across Europe and supports organisations seeking to reduce electronic waste, extend asset life, and unlock residual value. The centre also upholds strong social commitments by integrating inclusive recruitment practices that support people with disabilities, those in reintegration pathways, and seniors.
A platform for end-to-end lifecycle management : from financing to a second life
Circular lifecycle management is not simply a sustainability initiative: it is a smarter operational model.
When IT assets are financed and managed within a structured lifecycle plafform, organisations benefit from:
- greater visibility into where devices are, how they are used, and when they need to be refreshed
- proactive cost optimisation, including competitive residual value‑based financing
- secure and compliant data governance, with certified erasure at end‑of‑use
- reuse pathways that give devices a meaningful second life and reduce premature disposal
This approach helps maintain the value embedded in technology while reducing emissions associated with manufacturing new equipment, a crucial component of modern ESG strategies. It also simplifies compliance with evolving European circularity and e‑waste regulations, an area of growing importance for all organisations.
A social commitment in line with our Employer Brand
The centre also upholds strong social commitments by integrating inclusive recruitment practices that support people with disabilities, those in reintegration pathways, and seniors, via its Disability Mission.
Testimonials for Hellowork, such as that of Christophe, an employee recruited through the Disability Mission, highlight the positive impact of these policies: they provide a new professional chance and contribute to the creation of rewarding career paths in technical jobs related to the circular economy.
One step further towards sustainable models
This new centre perfectly illustrates how practical solutions such as IT refurbishment can support an efficient circular economy, address environmental challenges related to electronic waste, and offer inclusive career paths to our employees.
By combining innovation, sustainability and inclusion, BNP Paribas 3 Step IT and BNP Paribas Leasing Solutions truly help propel the circular economy, in line with our purpose and our vision of a more sustainable and shared world.
Find out more about BNP Paribas 3 Step IT.
At BNP Paribas Leasing Solutions, we believe the circular economy is not achieved through declarations alone. It is built through practical models that prioritise usage over ownership, maximise material efficiency, and extract full value from the resources embedded in every asset.
Our partnership with Aprolis is a clear example of how this ambition is translated into action – turning equipment financing into a driver of durability, reuse, and long-term performance.
The joint venture Aprolis Finance*, created by Aprolis and BNP Paribas Leasing Solutions, is a perfect illustration of this approach.
Aprolis: A model built on subscription and durability
A subsidiary of the Monnoyeur Group*, Aprolis specialises in full-service rental for material handling equipment. Its business model is rooted in a core circular principle: maximise the intensity and lifespan of each machine before new resources are consumed.
Forklifts and pallet trucks typically have a lifecycle of around 15 years or 15,000 operating hours, enabling two to three successive usage cycles. To fully unlock this potential, Aprolis has invested in a dedicated reconditioning centre in Calais, focused on refurbishing equipment at the end of its first rental contract (after around five years). Rather than replacing assets prematurely, Aprolis extends their productive life, ensuring that the materials, energy, and manufacturing effort embedded in each unit are fully utilised. text, leasing can act as a connector between manufacturers, users, service providers and second-life operators – helping to build more integrated lifecycle ecosystems.
Reconditioning: Extending value, reducing negative impact
At the Calais centre, machines undergo a complete inspection, refurbishment, and certification process aligned with “Gold and “Silver” quality standards. This includes:
- Mechanical and safety upgrades
- Performance optimisation
- Used component replacement
- Quality certification
For electric forklifts, refurbishment may also include replacing lead-acid batteries with lithium technology, improving energy efficiency, reducing environmental impact, and extending operational life.
Once reconditioned, equipment is returned to the rental fleet with a warranty. Each additional usage cycle extracts more value from the original materials and significantly reduces the need for new production. After multiple cycles, machines may still serve occasional or secondary needs before being recycled or dismantled for parts reuse at end of life.
This approach can save up to 89% of CO₂ emissions compared with manufacturing a new unit – while delivering reliable, ready-to-deploy solutions for customers. are still developing, they illustrate how usage-based approaches can further align economic and environmental objectives.
“Reconditioning and full‑service rental allow us to combine economic performance with environmental responsibility. It’s a key lever to reduce our impact while meeting the real needs of our clients.”
Benjamin de Castelnau, CEO of Aprolis
Aprolis Finance: enabling long-term susbscription
For more than 30 years, BNP Paribas Leasing Solutions has supported this model through the Aprolis Finance joint venture.
This long-term financing approach aligns economic performance with material efficiency and lifecycle optimisation. The partnership demonstrates how leasing, when designed with a long-term perspective, becomes a catalyst for sustainable resource use by:
- Prioritising usage over ownership
- Extending equipment lifespans
- Supporting refurbishment and reuse
- Limiting waste and material loss
Together, we are proving that usage is not only an economic lever – it is a sustainability lever, enabling businesses to extract full value from the resources they rely on, while building a more sustainable and shared future.
* Aprolis Finance is a joint venture owned 51% by BNP Paribas Leasing Solutions and 49% by Aprolis.
**The Monnoyeur Group is an international family-owned group specialising in the distribution of industrial, energy, construction, and agricultural equipment.
In our first article, Unlocking the Circular Economy Through Use, we shared how our purpose reflects a long-term ambition – and why progressing towards more circular models requires practical, collaborative action.
One of the most important levers in this journey is usage.
At BNP Paribas Leasing Solutions, our purpose commits us to unlocking the circular economy to sustain the world we share. Turning this ambition into reality requires more than intention. It requires business models that support longer asset lifecycles, improved resource efficiency and responsible end-of-use management.
This is not simply a change in terminology. Usage transforms how organisations access equipment, manage it over time and create value. It reshapes incentives and responsibilities across the entire asset lifecycle.
For decades, economic performance was largely built on ownership. In a context of resource constraints, rapid technological change and rising environmental expectations, this model is increasingly under pressure.
At BNP Paribas Leasing Solutions, we advocate a different approach: use better rather than own more. By prioritising performance and longevity over volume, usage-based models help reduce waste and improve asset productivity.
Usage enables organisations to optimise utilisation, extend lifecycles and limit losses linked to underuse or premature obsolescence. It also supports more flexible solutions that can adapt to evolving operational needs.
Leasing: A Model Built Around Usage
By design, leasing and rental solutions are based on access rather than ownership. They enable organisations to benefit from high-performing equipment while integrating a longer-term perspective on maintenance, performance and end-of-use management.
Within a usage logic, leasing and rental can contribute to circularity in several ways:
- assets are more systematically monitored and maintained
- repair, refurbishment and redeployment are facilitated
- residual value is actively managed across multiple usage cycles
This structured approach helps preserve asset value while improving environmental performance. According to the European Environment Agency, extending product lifespans is among the most effective levers for reducing environmental impact.
In this context, leasing can act as a connector between manufacturers, users, service providers and second-life operators – helping to build more integrated lifecycle ecosystems.
Towards More Advanced Usage-Based Models
Beyond traditional leasing, more advanced models are emerging, including Product-as-a-Service (PaaS). In these approaches, value is increasingly linked to performance or service outcomes rather than product ownership.
Such models encourage:
- more durable and repairable product design
- optimised maintenance strategies
- improved end-of-life planning and recovery
They also require adapted financial, contractual and data frameworks to manage long-term performance and risk.
While these models are still developing, they illustrate how usage-based approaches can further align economic and environmental objectives.
Progress Through Partnership
As highlighted in our first article, circularity depends on collective action.
Progress relies on close collaboration between manufacturers, distributors, service providers, users and recyclers. No single actor can deliver systemic change alone.
Our role is to help connect these stakeholders, structure sustainable financing solutions and support the maturity of usage-based ecosystems over time.
By supporting this transition, we help organisations balance operational efficiency, environmental responsibility and long-term value creation. We create the conditions for assets to be used more intensively, maintained more effectively and retained within circular systems for longer.
Progress remains gradual. Capabilities continue to evolve. But by working step by step with our partners, we are contributing to the long-term maturity of the circular economy – in line with our purpose to sustain the world we share.
At BNP Paribas Leasing Solutions, our purpose is clear: we are committed to unlocking the circular economy to sustain the world we share.
This ambition guides our strategy, our solutions and our long-term commitments. But it can only become a reality through the people who bring it to life every day: our employees.
Delivering on our purpose requires more than strong intentions. It requires engaged, skilled and supported teams who are empowered to contribute, develop and thrive. That is why our employer promise is built around three pillars: Shape, Grow and Thrive.
Together, they reflect how we support our people in contributing to a more sustainable future – while building meaningful and rewarding careers.
Shape a Better Future
Shape is about enabling our employees to actively contribute to the transformation of our business and operating models. We encourage initiative, collaboration and innovation so that everyone can have a tangible impact – on our activities, our customers and the communities we serve.
By involving our teams in the development of responsible, forward-looking solutions, we create opportunities to turn ambition into action.
Discover how we empower our people to shape a better future.
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Grow Your Career
The transition towards more sustainable and resilient models requires strong, evolving skills and continuous learning. Through Grow, we support our employees in developing their expertise, expanding their career paths and strengthening their long-term employability.
Training programmes, mobility opportunities and personalised development pathways enable our people to progress – while reinforcing our collective ability to respond to economic, environmental and technological change.
By investing in talent, we invest in our future.
Discover how we help our people cultivate their potential. Discover more >>
Thrive in a Positive Culture
Thrive means creating the conditions for everyone to flourish – professionally and personally.
We are committed to fostering a working environment built on trust, inclusion, diversity and well-being. We promote respectful dialogue, work-life balance and psychological safety, recognising that sustainable performance depends on engaged and fulfilled teams.
A positive culture is not an aspiration. It is a responsibility we take seriously every day.
Discover how we support our employees to thrive.
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A Purpose Powered by People
Our purpose is ambitious. Delivering it requires people who are empowered, supported and inspired.
By helping our employees Shape, Grow and Thrive, we enable them to fully contribute to our mission – and to their own professional journey. Together, we are building a company capable of addressing the challenges of the transition to more circular, responsible and inclusive models.
Because unlocking the circular economy starts with unlocking the potential of our people.
At BNP Paribas Leasing Solutions, our purpose is clear: we are committed to unlocking the circular economy to sustain the world we share.
This purpose reflects an ambition. It recognises both the urgency of environmental challenges and the responsibility of financial services to support more sustainable models of production and consumption. It guides our long-term direction and informs how we work with partners at a time when organisations are rethinking business models to balance performance, resilience and sustainability.
We are not claiming to have “solved” circularity. We are on a journey – working step by step with our partners to make circular practices more mature, more scalable and more impactful over time.
What the Circular Economy Means – and Why It Matters
The circular economy offers an alternative to the traditional linear model of take, make, use, dispose. Instead, it aims to:
- reduce pressure on natural resources
- extend the useful life of products and components
- keep materials and assets in circulation for longer through reuse, refurbishment, remanufacturing and recycling
This transition is now a priority in Europe, notably through the European Commission’s Circular Economy Action Plan, which encourages longer product lifespans, improved end-of-life management, and the development of usage-based economic models.
Beyond environmental considerations, circularity also represents a significant economic opportunity. According to the Ellen MacArthur Foundation, circular business models could unlock trillions of dollars of value globally, while helping rebalance resource consumption with ecosystem regeneration.
For businesses, this means rethinking not only how products are designed and manufactured, but also how they are financed, maintained, used and recovered.
Why Usage Matters More Than Ownership
At BNP Paribas Leasing Solutions, we see use rather than ownership as a practical lever for advancing circularity.
When assets are financed through usage-based models such as leasing or rental, responsibility for performance and value is shared across the lifecycle. This creates incentives to manage equipment more actively and sustainably.
In practice, usage models can help to:
- optimise asset utilisation through monitoring, servicing and structured maintenance programmes
- extend lifecycles by enabling repair, refurbishment and component replacement rather than premature disposal
- improve end-of-use outcomes by facilitating asset recovery for reuse or recycling
Crucially, usage models make it easier to keep assets within professional management frameworks, where their condition, performance and residual value can be actively managed over time.
Our Commitment in Action
Bringing our purpose to life means working collaboratively across the value chain.
Today, our focus is on:
- supporting partners in developing usage-based commercial offers
- integrating financing into asset lifecycle strategies
- helping to develop secondary markets and asset recovery processes
We recognise that progress depends on collective action. Circularity cannot be delivered by finance alone. It requires alignment between manufacturers, service providers, users, recyclers and policymakers. Our role is to help connect these stakeholders and remove financial barriers to more sustainable practices.
A Journey Towards a Sustainable and Shared Future
At BNP Paribas Leasing Solutions, we do more than finance equipment. We support businesses in moving towards more sustainable patterns of consumption – where value is created through performance and longevity, not volume and disposability.
We are still building capabilities. Many circular models remain at an early stage. Measurement frameworks, infrastructure and market maturity continue to evolve. There is more to do.
But by focusing on usage, partnerships and lifecycle management, we are laying practical foundations for progress.
Our purpose reflects this long-term commitment: to unlock the circular economy to sustain the world we share – step by step, together with our partners and clients.
Since 1997, the joint venture (JV) between CNH and BNP Paribas Leasing Solutions has been empowering customers across Central Europe with flexible, integrated financing. By combining industrial and financial expertise, the partnership helps businesses invest efficiently in agricultural and construction equipment – fuelling productivity, innovation, and long-term customer value.
What began as a financial partnership has evolved into a strategic alliance that strengthens sales, deepens customer relationships, and drives transformation across industries.
“The JV allows us to deliver competitive financing solutions directly integrated with equipment sales,” says Doug MacLeod, President, Financial Services at CNH. “It’s not just about funding – it’s about building loyalty and making financing a strategic business driver.”
Operational excellence through collaboration
One of the JV’s greatest strengths is its collaborative governance model. Regular steering meetings and operational reviews enhance coordination, decision-making, innovation and speed to market.
“These structures improve communication and help us act quickly, streamlining information flows and reducing risk,” explains Florence Roussel Pollet, CEO for the JV. “Together, we adapt our processes to local market realities to maintain operational excellence.”
Digitalisation is also transforming the way the JV operates. New self-serve portals for partners and clients, along with tools to track dealer satisfaction, are streamlining sales cycles and embedding a culture of continuous improvement and consistent customer experience.
“Having a joint venture with a trusted partner has allowed us to grow with certainty of funding and a controlled cost of risk,” adds Doug. “Digital tools have made us faster, more agile, and they allow us to provide an exceptional customer experience.”
Financing the future: Sustainability and transformation
As industries transition toward greener, smarter technologies, the JV is helping customers finance sustainable solutions. CNH’s environmental ambitions are reinforced by tailored financial products that support the adoption of alternative energy equipment and circular-economy practices.
“Sustainability is a core focus for us,” notes Doug. “We’re developing financial products that support biomethane and electric machines, remanufactured parts, and insurance solutions that protect against climate-related risks.”
These initiatives directly advance CNH’s Environmental, Social and Governance (ESG) strategy – driving both environmental responsibility and customer resilience.
Supporting new business models
The rise of connected equipment and service-based models is reshaping how customers finance and use machinery. The JV is pioneering flexible options – such as rental and pay-per-use models – integrated with data-driven services that enhance total cost of ownership and customer experience.
“Our latest-generation machines are fully connected,” says Doug. “This creates opportunities for innovative financing models and positions our sales teams as trusted advisors who understand customers’ operational and financial needs.”
A shared vision for the future
Within the JV, roles are clearly defined yet deeply complementary. CNH leads on sales and marketing, while BNP Paribas Leasing Solutions manages underwriting, funding, and customer service. Many functions are co-managed, underpinned by a strong ‘One Team’ mindset that has been developed and reinforced over the years.
“We each bring our strengths to the table,” says Florence. “The key is collaboration and trust – working together toward a single goal: supporting customers and helping them grow.”
As industries continue to evolve toward sustainability, connectivity, and intelligent mobility, the CNH–BNP Paribas Leasing Solutions JV will remain a cornerstone of customer value – combining industrial expertise and financial innovation to help businesses invest, grow, and transform for the future.
As climate change intensifies and resources become increasingly scarce, the traditional linear model of produce – consume – discard is no longer sustainable. Industries, governments, and consumers are all searching for smarter, more resilient alternatives.
The circular economy provides that alternative. By maximizing resource efficiency, extending equipment lifespans, and reducing waste, it helps both the environment and the bottom line. According to research from the Ellen MacArthur Foundation, the transition could unlock $4.5 trillion in economic benefits by 2030.
One powerful and often underappreciated enabler of this transition is leasing in the circular economy.
Leasing and the Circular Economy: A Natural Fit
Built on the principle of access over ownership, leasing sits at the heart of circular thinking. Instead of businesses purchasing equipment outright, leasing allows them to use assets for a defined period. At the end of the term, these assets can be recovered, refurbished, reused, or recycled – keeping products and materials in use longer and reducing waste.
According to Leaseurope, leasing supports circular business models by enabling:
- End-to-end lifecycle management of equipment
- Reduced obsolescence, thanks to upgrade and return options
- Improved resource efficiency across manufacturing, logistics, and end-of-life processes
A Powerful Tool for Sustainable Business
Shifting to usage-based business models helps companies become more agile, cost – effective, and environmentally responsible. The World Economic Forum highlights that these models – such as leasing – can cut CO₂ emissions by up to 20% in certain industrial sectors.
Key business advantages of leasing:
- Access to high-performance equipment without large upfront costs
- Lower Total Cost of Ownership (TCO) over time
- Improved ESG performance through smart, sustainable asset management
Leasing transcends traditional financing. It becomes a catalyst for both commercial growth and environmental leadership.
The Role of Leasing Providers
Leasing providers are the central champions of circularity – they orchestrate sustainable solutions across industries.
At BNP Paribas Leasing Solutions, we partner with clients to bring these models to life by:
- Ensuring asset traceability from deployment through return
- Managing “second – life” strategies, including refurbishment and remarketing
- Designing comprehensive, circular solutions with maintenance, upgrades, insurance, and recycling built in
This approach ensures businesses remain competitive while aligning with global sustainability goals.
Conclusion
Leasing is far more than a financing tool – it’s a catalyst for the circular economy. It brings the usage – based model into reality, aligning sustainability with operational efficiency and financial performance.
At BNP Paribas Leasing Solutions, we believe the future of leasing is circular. And we’re already building the solutions today to make that future sustainable, scalable, and commercially successful.
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Explore how BNP Paribas Leasing Solutions supports businesses in building resilient, circular models for the future.