POC Editorial Collection 2026 by Products of Change

A YEAR IN REVIEW

THE 2026 EDITORIAL COLLECTION FEATURING FUTURE FORECAST AND POC CONFERENCE 2026 N O I SH ER FA T

RT O R SP TE

Y TO ER

E AP TH CH

E PT TH HA C

E HAP H T C

ER P R PA TE

E AP TH CH

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WELCOME

WELCOME Welcome to the first ever Products of Change Editorial Collection! This year we have truly shaken up our editorial structure to better align with the resources and focuses our Community needs. Which meant sector-specific publications that dig deeper into each category than we were able to go previously. They have been titled ‘Chapters’ to represent that this was the end goal: for them to come together into one complete volume and collection for 2026. Each year, we will publish a new series

of Chapters and a new Editorial Collection as we chart the industry’s progress step by step towards 2030. Each Chapter is a celebration and documentation of the progress being made, those going the extra mile, the innovators breaking new boundaries, and the collaboration and systems change that is progressing us all forward. Each annual Collection will showcase a snapshot in time of where industry was at for that year, and hopefully provide a source of inspiration and drive for the following year to come. Our final Chapter to conclude the series is all about the POC Conference, where this Collection is being launched. Browse through the first dozen pages for all the information you need to know about this fantastic day and everything we have in store…

WHAT’S

INSIDE 02

The POC Conference Chapter

- 05 Foreword from Helena

- 06 Conference agenda

- 10 Supporters and exhibitors

- 12 The POC SDG Awards

The Toy Chapter

The Fashion Chapter

MEET THE TEAM

Kathryn Brand Editor and Content Manager

Helena MansellStopher CEO

The Sport Chapter

The Future Forecast

Nicola Webster, Community Manager

- 94 Toy Future Forecast

- 96 Fashion Future Forecast

Ruby Rocksmith Curator of Innovation

- 98 Paper Future Forecast

- 102 Sport Future Forecast

Andrea Green North American Markets

- 106 Licensing Future Forecast

The Paper Chapter

Copyright© 2026. While every effort has been made to ensure the information in this magazine was correct at the time of publication, the publishers cannot accept legal liability for any errors or omissions, nor can they accept responsibility for the standing of advertisers nor any organisation mentioned in the text. Views of contributors do not necessarily reflect those of the publishers.

Stacey Dobkins Strategic Partnerships

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Protecting the planet. It’s in our nature.

Louisa Skevington

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For licensing opportunities contact: louisa.skevington@nhm.ac.uk

07798 637 755

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CONFERENCE FOREWORD

SEVEN YEARS OF CHANGE.

As we welcome you to our seventh Products of Change Conference, I can’t help but reflect on just how far we’ve come together as an industry.

AND WE’RE ONLY JUST BEGINNING It feels like only yesterday that we announced our very first conference, then known as the Sustainability in Licensing Conference, back in 2020. And then, of course, COVID hit! Our first two conferences were broadcast from a tiny studio in Battle, alongside the wonderful Max Media team. With restaurants closed, we found ourselves eating our meals out of a bathtub. Not quite the glamorous conference experience we might have imagined! But what we did have was a shared belief that our industry could do things differently, and a determination to bring people together to start that conversation. In a poll we conducted during those early conferences, only 17% of our industry knew what the United Nations Sustainable Development Goals were, and very few businesses had a sustainability strategy in place. We knew there was an enormous journey ahead, but we also knew that the creativity, influence and collaborative spirit of the brand and licensing industry could become a powerful force for change. Fast-forward seven years and just look at where we are today. We are now in our fourth year at the magnificent Royal Geographical Society, surrounded by an extraordinary community of brands, retailers, manufacturers, licensees, service providers and innovators who are not simply talking about sustainability, but embedding it into the way they do business. Through the Products of Change Leadership Council, our working groups and industry initiatives, we’re helping businesses move beyond individual commitments towards shared solutions. Because the next phase of change isn’t something any one organisation can achieve alone. One of the greatest privileges of this journey has been witnessing the incredible people and organisations driving that progress. Our Products of Change SDG Awards, developed in collaboration with the United Nations, have become an important opportunity to recognise those going above and beyond to turn the Sustainable Development Goals into meaningful action. These awards celebrate the ingenuity, determination and partnerships that are moving our industry forward. And none of this would be possible without the organisations that stand alongside us. To every one of our conference supporters, sponsors, speakers and partners: thank you. Your

commitment enables us to create this space for the industry, bring important conversations to life and share the knowledge and innovation that help others take their next steps. For me personally, being at the heart of these conversations over the past seven years has been an extraordinary privilege. What began as an ambition to bring an industry together has grown into a community of people willing to challenge convention, share what they have learnt and help one another move forward. And that is what I hope you take from this year’s Conference. Take a moment to reflect on how far we’ve come. Think about what you can take back into your own business, what you could do differently tomorrow, and who you might collaborate with to make it happen. Because every single step matters. Every better material choice, every piece of packaging redesigned, every question asked of a supplier and every partnership formed contributes to something much bigger. We still have an enormous amount to do, and the next four years towards 2030 will be critical. But looking around this room and seeing the determination, creativity and collaboration that now exists across our industry, I am filled with optimism about what we can achieve together. Seven years ago, we started a conversation. Today, we’re helping an industry turn that conversation into action. And just imagine what the next seven years could bring. Warmest regards, Helena Mansell-Stopher Founder & CEO, Products of Change

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CONFERENCE AGENDA

The Products of Change Conference returns to the Royal Geographical Society, London, serving as a meeting place for industry leaders, where sustainable transformation takes centre stage. Across the consumer products industry, retailers are redef ining the way products are bought, brands are embedding sustainability into business strategy, manufacturers are investing in new capabilities, and innovators are unlocking entirely new possibilities. Meanwhile,

behind the scenes, buying teams, designers, engineers, commercial leaders and sustainability specialists are working together in ways that simply didn’t exist a few years ago. For the f irst time, the organisations leading that transformation will come together to share, not just

what they have achieved, but how they have achieved it. The Products of Change Conference 2026 is where the industry’s biggest challenges become practical solutions – and where the partnerships shaping the future begin.

POC CONFERENCE 2026 AGENDA 8.30-9.20 – REGISTRATION & NETWORKING REFRESHMENTS 09:30-09:50 – WELCOME TO THE PRODUCTS OF CHANGE CONFERENCE Setting the scene for the day ahead: where are we as an industry, what has changed, and what do the next four years require from us? A look at how Products of Change is evolving to help industry move from individual action towards greater alignment, shared infrastructure and collective impact. Helena Mansell-Stopher

Founder and CEO, Products of Change

09:50-10:05 – STATE OF OUR PLANET: WHY ACTION CANNOT WAIT An engaging and thoughtprovoking look at the environmental realities shaping our future, why the direction of travel for business is changing and the opportunity industry has to be part of building a more resilient future. Stuart Goldsmith Climate Comedian and Speaker

10:05-10:25 – SUSTAINABILITY AT SCALE A practical look at how Decathlon is embedding sustainability and circularity into its retail model, products and customer experience – and why this is increasingly important to the future of its business. Chris Allen

Business Transformation, Director of Sustainability and Circular Economy, Decathlon

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CONFERENCE AGENDA

10.25-10.45 – TURNING REGULATION INTO OPPORTUNITY A practical example of sustainability meeting commercial reality. The Works shares how it has been working with its buying teams and suppliers to mitigate EPR costs, rethink packaging and use changing regulation as a catalyst for innovation across a massmarket retail business. Matthew Graham

Head of Quality Assurance, Sourcing & Sustainability, The Works

11:02-11:35 – UNLOCKING CIRCULARITY AT RETAIL We’ve heard what individual retailers are building – now, what needs to happen collectively? Leading retailers come together to explore what it will actually take to unlock circularity at scale; what needs to change across product design, infrastructure, partnerships and customer engagement – and what do retailers need from brands, manufacturers and suppliers to make circular business models work?

Sam Meyrick

Sustainability Manager, The Works

10:45-10.55 – GLOBAL DATA READINESS A fast-paced update on the changing global data landscape, digital product passports and the infrastructure businesses need to start preparing for the next era of commerce. Wajih Rehman

Chief Visionary Officer, Fabacus

2 MINUTE SILENCE

Dylan Ross

Elle Walshe

Lynne Tooms

Chris Allen

The H&M Group

The Works

Asda

Decathlon

11:35-12:00 – NETWORKING SESSION #1 An opportunity to make new connections, find potential collaborators and meet others tackling similar challenges.

12:00-12:20 – PAPER, CREATIVITY & CIRCULARITY A story of business transformation through reshoring, manufacturing and clever paper engineering. UK Greetings shares how it is rethinking production and design across greeting cards, bags and gift wrap – demonstrating how reducing impact can unlock innovation, create new opportunities and strengthen UK manufacturing.

Chris Shaw

Head of Sustainability & Safety, UK Greetings

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CONFERENCE AGENDA

14:20-14:40 – EMBEDDING SUSTAINABILITY INTO THE BUSINESS OF LICENSING How do you move sustainability from ambition to becoming part of the everyday way a licensing business operates? Rights & Brands shares how it is embedding sustainability across its licensing business, partnering with Flowhaven to build the systems and infrastructure needed to enable change at scale. A practical look at how technology, partnership and better systems can turn sustainability commitments into business as usual.

Thomas Saurén

12:20-12:40 – REIMAGINING THE FUTURE OF UNIFORM What happens when you put the next generation at the heart of the design process? Girlguiding shares the journey behind its new uniform, developed alongside young people and with circularity, longevity and the future needs of its community in mind. Michelle Marley

Change Programme Buying Manager, Girlguiding

Beth Hancock

Head of Trading, Girlguiding

Wayne Hemingway MBE

14:10-14:20 – TAKING THE PULSE OF INDUSTRY: THE POC PARTNER MATURITY INDEX What is the data telling us about where our industry really is? An introduction to emerging Josh insights from Brocklehurst the Products of Head of Change Partner Maturity Index – Research, Kids Industries exploring where businesses are progressing, where the gaps remain and what this tells us about the support and infrastructure the industry needs next.

Founder, Hemingway Designs

Sustainability and Content Director, Rights & Brands

Kalle Törmä Founder and CEO, Flowhaven

14:40-15:00 – COLLABORATION IN ACTION Meaningful progress rarely happens alone. BBC Studios and Moose Toys share how working together across brand, licensing, product development and sustainability has helped challenge conventional thinking, transfer knowledge and accelerate innovation.

Greg Simmons Director of Sustainable Product Development, Moose Toys

Anita Majhu

FMCG and Brands & Licensing Sustainability Lead, BBC Studios

12.40-13.00 – POC SDG MEMBER AWARDS 2026 Celebrating the individuals, organisations, partnerships, and innovations helping move the industry forward.

13:00-14:00 – NETWORKING LUNCH & SPEED NETWORKING #2 Time to eat, connect and continue the conversations from the morning, alongside another opportunity for networking. 08 PRODUCTS OF CHANGE I THE CONFERENCE CHAPTER

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CONFERENCE AGENDA

15.00-15.20 – AFTERNOON BREAK 15:20-16:05 – 2030 STARTS NOW: ALIGNING AN INDUSTRY FOR CHANGE The next four years will be critical for our industry. Join some of the world’s leading brand owners as they explore how sustainability and innovation are being embedded both vertically within their own organisations and across their global licensing partnerships. The next phase of progress cannot happen business by business. Through the Products of Change Leadership Council and closed EPR Working Group, these organisations are already coming together to share knowledge, align approaches and tackle common challenges – from EPR and packaging to data, materials, circularity and partner engagement. This candid leadership conversation will explore what we can solve together, how we can make change easier for our partners, and where greater industry alignment can accelerate progress as we move along our pathway to 2030. Because the next stage isn’t simply about individual leadership – it’s about turning individual progress into collective industry transformation.

Siobhan Gardiner

Thomas Saurén

Marcus Parry Tottenham Hotspur

Eszter Csvicsai Mattel

Theron Grim

Greg Simmons

The LEGO Group

Hasbro

16:05-16:45 – INNOVATION SHOWCASE: THE FUTURE STARTS HERE Eight pioneering innovators take to the stage to showcase the materials, technologies and solutions helping businesses turn ambition into action. Fast-paced, practical and future-focused: what is the innovation, what problem does it solve and how could it help our industry move forward? The session will conclude with a short reflection from Products of Change, bringing together the key themes from the day and looking at what we collectively take forward next.

Roni GamZon

Laura Sturgess

Irene Maffini

Richard Edwards

BioFluff

DyeRecycle

io.tt

Baneco

Josh Holland

Genevieve Scullion

Brett Cotten

Miles Gibbons

James Cropper

Arda Biomaterials

James Cropper

Balena

Rights & Brands

Moose Toys

16:45 – CLOSING REFLECTIONS A thank you and farewell as Helena reflects on the conversations of the day and the actions we can take as a Community to build on the momentum of the Conference going forward. Helena Mansell-Stopher, Founder and CEO, Products of Change

Anita Majhu BBC Studios

Candace Hodder Disney Consumer Products

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SUPPORTERS AND EXHIBITORS

THE CHANGEMAKERS SUPPORTING THE POC CONFERENCE This year’s Products of Change Conference is bringing together the very best of the brand and licensing industry in a line-up of supporters that make the event possible.

Each supporter of the POC Conference is pledging their backing for both the event but also for an industry that is more responsible, equitable, resilient, and that allows innovation to flourish. A selection of POC Supporters and Community Members will be showcasing in the exhibition space during the Conference. A concept that has grown year-on-year, the dedicated company tabletops and meeting spaces have proved ever-popular and have encouraged the conversations and networking that is so valuable to the POC Conference. Find the supporters and exhibitors below:

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SUPPORTERS AND EXHIBITORS

AN INNOVATION SHOWCASE From material to systems innovations, they are invaluable members of the POC Community, and we take every opportunity to showcase their innovations to the brands and manufacturers that can adopt them, scale them, and facilitate their integration as the solutions to the problems we are facing. This year, we have a bigger line-up of innovators than ever. They will be exhibiting in the table top spaces, as well as taking to the stage at the end of the day for an Innovation Showcase, where they will each pitch and share their future-thinking solutions with the audience.

ARDA BIOMATERIALS Arda transforms agricultural waste into high-performance, plasticf ree polymers and materials, delivering scale and price parity while empowering circular economies. Treating nature as its structural reference system, Arda reconfigures natural protein hierarchies to engineer performance f rom the molecular level.

BALENA A material science company developing high-performance biopolymer materials for a diverse range of applications. Developed using a combination of high molecular weight biodegradable polymers, naturally occurring bio-based constituents, and other biodegradable modifiers to enable functionality, high performance, and circularity.

IO.TT

BANECO Baneco makes fibre from the four tonnes of residue left for every tonne of bananas harvested. It’s low-carbon, farmer-first and year-round, replacing plastic and virgin wood in packaging for global brands.

io.tt is a connected products platform with a client portfolio spanning brands, music and sports and powering more than 4bn QR and NFC triggers in 130+ countries across a breadth of use cases. At the Conference, io.tt will share some of the recent work it has delivered as product manufacturers respond to shifts like GS1 project sunrise and DPP.

Products of Change has an ever-growing network of innovators: the companies and start-ups that are pushing the boundaries of how and with what we operate as an industry.

BIOFLUFF

BioFluff is a start-up based in Paris, New York, and London which produces natural, plant-based alternatives to fur, shearling, plush and other fluffy materials. Creators of the world’s first 100% plant-based fur, shearling and plush, BioFluff has been working with leading brands across fashion, interiors and toys to reimagine fur.

DYERECYCLE DyeRecycle transforms real-world postconsumer textile waste into spin-ready materials. Its proprietary solvent strips away everything that currently sends textiles to landfill – returning high-quality fibres, f ree f rom dyes, blends, and finishes.

JAMES CROPPER Lake District, UK-based paper mill and innovation powerhouse, James Cropper, is a leader in advance materials and is at the forefront of fibre technology. One such innovation is its pioneering CupCycling technology, recycling used coffee cups into speciality paper.

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AWARDS

THE PRODUCTS OF CHANGE SDG MEMBER AWARDS As part of our annual Conference, Products of Change is co-hosting its SDG Awards, recognising the individuals and companies actioning the UN’s Sustainable Development Goals (SDGs). More than 1,500 individuals are leading sustainability action within their businesses – building the systems, tools, and culture needed to future-proof our industry. But among them are those who go above and beyond: the true pioneers, innovators, and changemakers who are setting the pace for us all. The POC SDG Awards shine a light on their incredible achievements.

Founded in partnership with the United Nations and launched by Caroline Petit, deputy director, United Nations Regional Information Centre, the awards are aligned with the UN’s 17 Sustainable Development Goals, a universal collection of objectives towards the protection of the planet, eradication of poverty, reduced inequality, and peaceful societies. This year, POC is excited to welcome internationally awardwinning climate comedian and speaker, Stuart Goldsmith, to host the awards and open the Conference. Known for his sharp, intelligent stand-up that tackles the climate crisis head-on, Stuart’s TV credits include performing stand up on Live at the Apollo (BBC) and Conan (TBS). The POC SDG Awards highlight four key SDGs most relevant to the brand and licensing industry: SDG 17 – Partnerships for the Goals, SDG 12 – Responsible Consumption and Production, SDG 13 – Climate Action, SDG 9 – Industry, Innovation, and Infrastructure. In true POC style, the trophies are not your average trophies, and themselves tell a story about circularity and responsible resource management. This year, for the first time, Products of Change has partnered with Dorset, UK-based Brothers Make, two brothers, Matt and Jonny, who collect discarded plastic from local communities, businesses and beyond, transforming it into high-quality, practical and thoughtfully designed products. Brothers Make strives to shift perceptions on plastic waste, encourage people to ditch single-use and move towards a truly circular economy. So, this year’s trophies, made by Brothers Make, will be continuing this story, and feels like an apt way to celebrate the individuals and companies that are working towards the same mission.

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AWARDS

POC SDG Member Award Winners 2025: SDG 9 – Industry Innovation, and Infrastructure: Universal Music Group and Bravado SDG 12 – Responsible Consumption and Production: RDP Creative SDG 13 – Climate Action: Moose Toys SDG 17 – Partnerships for the Goals: Eden Project, Dayrize, Pure Table Top, and Fabacus

POC SDG Member Award Winners 2024: SDG 9 – Industry Innovation and Infrastructure: Members of the Children’s Magazine Forum from Seymour Distribution, Immediate Media, Redan Publishing, Story House Egmont, Kennedy Publishing, DC Thomson and Frontline SDG 12 – Responsible Consumption and Production: TMSW SDG 13 – Climate Action: Natural History Museum SDG 17 – Partnerships for the Goals: BBC Studios

POC SDG Member Award Winners 2023: SDG 9 – Industry Innovation and Infrastructure: Wastebuster and Tesco SDG 12 – Responsible Consumption and Production: Asda and George at Asda SDG 13 – Climate Action: Carousel Calendars SDG17 – Partnerships for the Goals: The LEGO Group

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OUR PROMISE TO YOU To connect the people, knowledge and ideas that help our industry move from intent to implementation to impact.

What we’re moving forward together

IDEAS SHARED

CONNECTIONS MADE

ACTION ENABLED

Making progress measurable

Our Partner Maturity Index helps licensing partners understand their maturity, identify next steps and track progress.

Giving our industry a voice

Our licensing carbon methodology work brings the realities of our industry into the global accounting conversation.

Making complexity practical

Guidance on packaging, materials and emerging legislation helps businesses turn knowledge into better decisions.

Connecting ideas with opportunity

Our editorial chapters, podcasts and events put innovation and practical experience in front of the people driving change.

Moving circularity forward

Recycle to Read and our toy circularity work bring partners together to explore the next life of products and materials.

Building the connections for change

Working groups and leadership conversations unite brands, manufacturers, retailers and solution providers around shared challenges.

Your membership helps make this work possible.

Help shape what comes next. productsofchange.com

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THE TOY CHAPTER 2026

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IN THIS EDITORIAL: A deep dive into the world of sustainability in the toy industry through the progress and possibilities that are steering the industry into the next generation.

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CONTENTS

In this exclusive Toy Chapter for Products of Change, we explore the state of play for sustainability in the toy industry: who is doing what? What is being focused on? What has been achieved and what are the ambitions? And where does consumer perception lie across all of this? Despite numerous challenges, the toy industry is continuing to grow, push boundaries, innovate. What we are seeing now is not sustainability caving under the KATHRYN BRAND pressure, but it evolving to better serve the companies it is being rooted into. It is Editor and Content less about perfection, and more about progress and continuous forward steps. Manager The pace and volume of change required, whether it be across materials, packaging, transparency, data, circularity, or end-of-life, requires collective effort and collaboration and is too great to be solved in isolation. And this is the very role of Products of Change: to support the global brand and licensing industry through its sustainable transition, bringing together shared knowledge and industry-wide progress. Across the industry, companies are already taking meaningful steps forward: packaging is being reduced and redesigned; materials are being reassessed; new innovations are entering the market; data transparency is improving; and circular models are beginning to emerge. The foundations for the next generation of toys are already being built, and we can’t wait to see how they continue to grow.

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INSIDE 17-18

30-31

18-19

The state of play

Do consumers care?

20-21

Operational efforts

34-35

The facts & figures

The burgeoning business case

22-24

36-37

26-27

38-39

A legislative lookover

Progressing packaging

28-29

Innovation spotlight

An end-of-life

Building the way forward

Purposeful products Copyright© 2026. While every effort has been made to ensure the information in this magazine was correct at the time of publication, the publishers cannot accept legal liability for any errors or omissions, nor can they accept responsibility for the standing of advertisers nor any organisation mentioned in the text. Views of contributors do not necessarily reflect those of the publishers.

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THE STATE OF PLAY

THE STATE OF PLAY There are few industries more closely tied to the idea of the future than toys – which is exactly why its sustainability journey matters so much. Despite a challenging few years, featuring a cost-ofliving crisis, haphazard tariffing, increasingly complex compliance, and a burgeoning digital age, all adding pressures to the market, the toy industry continues to grow, experiencing its first year over year growth since 2022, according to License Global’s Special Report: Global Toy Trends. As of 2025, the toy market was valued at US $112.73 billion, and is expected to grow at a CAGR of 4.10% f rom 2026 to 2035, reports Expert Market Research. Yet, on the ground, toy companies are still reporting that the cost-of-living crisis and price conscientiousness of consumers abounds and is often serving as something of a barrier to further sustainability ambition from companies.

ABOVE: The toy industry is varied and complex but its imagination provides fuel for innovation. Credit: Shutterstock.

“Right now, there is more economic pressure and cost pressure than attention to sustainability,” commented Florian Hess, executive board member of Spielwarenmesse, one of the industry’s largest toy trade shows. “Where it is cost effective to do it, I think people are doing it,” added Dr Amanda Gummer, founder of the Good Play Guide. While at POC we champion the message that sustainability and commerciality are partners not foes, there are many moving parts at play that present barriers to sustainable development. One of which of course, over the last year or so, has been the political climate in the US with leading figures’ abject denial of climate urgency. USbased companies are now operating in a very different ecosystem than they were a few years ago, with sustainability being de-emphasised or reframed to make it more palatable. Speaking to Theron Grim, vice president of EHS, sustainability & corporate citizenship at Hasbro, he explained how Hasbro’s has been reimagining its Impact Report, but they are still doing the reporting, perhaps with more vigilance than ever. “It LEFT: The toy industry has been navigating bumps in the road but is assuredly making progress in sustainability. Credit: Shutterstock..

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THE STATE OF PLAY

has become less a narrative and more fact-based,” said Theron. The report previously had narratives on all its initiatives but now is focused on the data; “numbers, they’re not controversial, they’re just data, right?” he said. With such pressures, the question is: “How do we talk about it in a positive way, to make sure that the work is still being done to progress this forward?” asked Theron. And the resounding answer from the numerous toy companies we spoke to was that the ball must be kept rolling since “it is the right thing to do.” Despite all these challenges, the toy industry is indeed persevering with its sustainability journey; more and more companies are pushing it up their priority list, whether through legislative requirements or not, sustainability is not being sidelined – not in the slightest – and has firmly rooted itself into the conversation, whether actioned or not, of almost every company. “It seems the industry is slowly moving,” said Rebecca Tinsey, head of QA and compliance at toy retailer, The Entertainer. And for an industry that exists on the principle of providing joy, discovery, and an understanding of the world around them to the next generation, it could be argued that the safeguarding of the planet for that generation is unreconcilably bound to the toy industry and provides it with a blueprint of both the why and the how. LEFT: The toy industry is exploring new ways of operating to safeguard future generations. Credit: Shutterstock..

BUT DO CONSUMERS REALLY CARE?

DO CONSUMERS CARE?

How much the consumer cares is a topic that gets batted around and conjures varying answers depending on who you ask. The overarching narrative, though, is that they are interested in sustainability, they do of course care, but when what is sustainable and what is affordable goes head-to-head, when it comes to toys particularly, affordability is the priority for the vast majority of consumers. But where they have the option and it is price parable, sustainability is a great selling point, a marker of quality, and provides a ‘halo effect’ to the toy brand they are buying from.

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DO CONSUMERS CARE?

“The cost of living is not a favourable companion to sustainability priorities,” said Dr Amanda Gummer, it is still a “nice to have” for many, and can be “sacrificed on the altar of price,” she said. Greg Simmons, director of sustainable product development at Moose Toys, added that sustainability is a good story to have but most consumers are not seeking it out when purchasing toys. “So, it’s about actually making changes that are systemic, that everybody benefits from, but you don’t lead with it,” said Greg, “Sustainability can’t be that arrogant. It can’t assume that people will pay the difference, when people are not going to pay the difference.” Yet the consumer is more aware and educated on the topic of sustainability than ever before. Roger Panton-Kent, head of quality assurance & compliance at Addo Play, argued that “whether it’s FSC wood, or recycled materials, those [sustainability credentials] still have currency, […] they are an important element for many of our consumers.”

for the kids and the play value and the learning, you probably are also prepared to invest to make sure it’s sustainable,” noted Dr Amanda Gummer, who, through her company, The Good Play Guide, she assesses and recommends to parents the very best toys available for child development, safety and happiness. “It’s noticeable that a product that has clearly got a sustainability focus also does tend to be a good toy because they’ve invested in it, you know, they care about it.” In other words, sustainability resonates most strongly when it aligns with quality and value, rather than existing as an abstract concept. And toys, perhaps more than any other consumer product, have a natural advantage here. The best toys are already those that last longest, encourage creativity and are loved across generations. This is a sentiment that is reiterated in the research of Kids Industries, which has exclusively shared some of its findings with POC for this report.

ABOVE: Smoby is building on its sustainability credentials with the support of its consumers. Credit: Smoby.

Alexis Delorme, managing director at Smoby, concurred that “sustainability is becoming a key factor in consumer choice.” Demonstrating that if toy companies make it easy and accessible, consumers will choose it, they will care. And especially when it comes to toys, there are other priorities that naturally go hand-in-hand with it. “If you’re investing in the research to get the toy right and to make sure it’s maximised the benefit

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FACTS & FIGURES

THE FACTS AND FIGURES: KIDS INDUSTRIES

Headlines

■L arge global consumer surveys always show strong stated support for sustainability. ■ Most consumers report climate impacts in daily life, and many say sustainability matters in purchase decisions; 80%+ say they’re willing to pay more for sustainably produced/sourced goods. ■ The average stated willingness‑to‑pay premium for recycled toys is about 10%. ■ 52% of parents under 40 consider a toy’s environmental impact when buying. Younger parents are important – the change is coming.

■ In Christmas 2024 research, many parents said they’ll prioritise toys in budgets (69% would cut other expenses rather than toys). These show parents explicitly express sustainability interest alongside other purchase drivers.

Why families will pay Durability/reparability/longevity is commonly the top sustainability attribute parents/consumers cite; 58% prioritise durability for example. This translates into a willingness to pay for toys that last, can be passed down, or have take‑back/repair programmes. Packaging and clear material provenance (recycled content, lower carbon footprint) are also top tangible cues consumers use to judge sustainability. Consumers

Parental challenges Question: What do you think are the biggest challenges you face as a parent raising a child today? Teaching my child good morals / values Bullying or peer pressure experienced by my child Ensuring a child receives a quality education Negative media my child is exposed to Fears about my child’s physical safety Local violence / crime Financial pressures Not having enough time to spend with my child The ubiquity of technology / screens in our lives Access to quality healthcare Concerns about the environment / climate change Managing work / work security as a parent The influence of exposure to advertising Discrimination or violence faced as part of a minority group Societal expectations around parenting Changes to daily routines Extra pressures faced as part of a minority group

Base n = 5,032 families with children aged 4-13 from across the UK, USA, Germany, France, Brazil, India, South Korea, Mexico, Saudia Arabia & Nigeria.

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FACTS & FIGURES

Concerns for the future Question: What issues are you most concerned about in relation to your child’s future? Crime / violence Financial problems Illnesses / pandemics The environment and climate Lack of jobs Online safety War / military conflict Access to education Political instability Access to healthcare Gender inequality Deterioration of civil or minority rights

Base n = 5,032 families with children aged 4-13 from across the UK, USA, Germany, France, Brazil, India, South Korea, Mexico, Saudia Arabia & Nigeria.

look for packaging and specific product attributes (recyclability, recycled content, local sourcing) when assessing sustainability and are willing to pay small premiums for sustainable packaging.

Sustainability and propensity to purchase Stated influence is high but conditional: large global surveys show that many consumers say they’re willing to pay more or choose sustainable options, but actual purchasing is sensitive to price, age cohort, and income. Gen Z parents and higher‑income segments are most likely to convert stated willingness into purchases; inflation/cost‑of‑living reduces the realised purchase of premium sustainable items. Sustainability boosts propensity to purchase for a meaningful segment but price and perceived value continue to moderate actual purchase. The trend in recommerce/resale markets continues to grow rapidly and toy reuse/resale is a significant part of that trend: platforms and logistics players report rising reuse/resale volumes and toy take‑back programmes. Some reports suggest as much as 50% of toys are returned/reused through various provisions. That means families increasingly view resale/ hand‑me‑downs as a sustainability/cost strategy.

Specific takeaways Families will say they want sustainable toys; younger parents are the strongest segment. But price/ value signals (durability, learning value, brand

trust, packaging claims) determine whether that stated preference becomes a purchase. Use of durability and clear, specific claims (recycled content %, take‑back) rather than vague ‘green’ language is more effective in driving sales. Highlighting longevity, repairability, recycled content, and offering resale/take‑back or trade‑in options are all important to consider – these directly match the attributes families say they’ll pay for. Circular business models capture price‑sensitive and sustainability‑motivated families; invest in easy ways to resell/return and credible certification/third‑party verification of claims. For packaging specifically, many consumers will pay only a small premium: in US/other markets ~50% say they’d pay 1–3% more for sustainable packaging; 4–7% say they’d pay >10% in some categories.

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LEGISLATION

A LEGISLATIVE LOOKOVER Legislation is undoubtedly shaping the path of sustainability for companies of all shapes and sizes. Amidst the growing list of acronym soup regulations that are being proposed and coming into force all over the world, there are some that are particularly impactful and relevant to the toy industry. With the toy industry already heavily regulated across chemicals and safety, the management is definitely getting more complex. The biggest and most all-encompassing legislation is coming out of the European Union, through the European Green Deal. Though this body of work has many focus areas, the largest hitting the toy industry are: 1. Extended Producer Responsibility (EPR). 2. Eco-design for Sustainable Product Regulation (ESPR). 3. EU Empowering Consumers Directive (EmpCo). 4. Toy Safety Regulations (not part of the EU Green Deal, but environmental sustainability has been built

into the new regulation extending from social, chemical, to both environmental and circular considerations). Extended Producer Responsibility (EPR) EPR is a core component of the European Union’s broader Circular Economy Action Plan (CEAP), which aims to reduce waste and enhance product sustainability. The European Union’s legal framework on EPR is primarily governed by directives, and – though ladder up to the same goals – have different requirements across member states, similar to the US approach, so unfortunately there is not one global system which does add complexity. To add to this, under the CEAP the directives cut across four different areas: ■ Waste Framework Directive (2008/98/EC): Establishes minimum requirements for EPR schemes across member states, including financial responsibility for producers. ■ Packaging and Packaging Waste Directive (94/62/ EC): Regulates packaging waste and includes EPR measures for packaging producers. ■ Directive on Waste Electrical and Electronic Equipment (WEEE) (2012/19/EU): Establishes EPR for producers of electrical and electronic equipment. ■ Single-Use Plastics Directive (2019/904): Implements EPR obligations for producers of certain plastic products, such as plastic bags. Outside of mainland Europe, the UK also has its own version of EPR, which mirrors much of the EU regulation, with a particular focus on packaging, as it works to ensure that producers cover the full LEFT: Extended Producer Responsibility (EPR) is a priority for many companies at the moment. Credit: Shutterstock.

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LEGISLATION responsibility of managing the waste f rom their packaging, encouraging more sustainable practices and for producers to reduce, eliminate and fund the systems to recycle end-of-life materials. Eco-design for Sustainable Products Regulation (ESPR) The regulation reaches far beyond product design and pushes responsibility across the entire lifecycle to: ■ Design out waste: Products must be conceived for durability, reuse, repair, and recyclability – minimising waste f rom the start and tackling issues like dead stock. ■ End-of-life financing: Producers are financially responsible for the systems that enable products to be collected, reused, or recycled at end-of-life moving into EPR (Extended Producer Responsibility). ■ Full supply-chain transparency: Digital Product Passports (DPPs) will capture and share detailed information on materials, repairability, and environmental impact. Key dates: The EU is aiming for substantial market compliance by 2030 for prioritised categories (garments, footwear, furniture, electronics, chemicals, paints, mattresses). The first working plan will define specific requirements for these categories with expected compliance required by 2027. EU Empowering Consumers Directive (EmpCo) The EmpCo Directive is being put in place by the EU to better protect consumers against greenwashing by shoring up rules around sustainability claims and product information. Applying across all business-to-consumer communications, not only does EmpCo consist of restrictions on greenwashing and sustainability labelling but also compels traders to provide information on durability and repairability of their products, and prohibits early obsolescence where products are designed to have a limited life span to encourage repeat purchases. The UK Green Claims Code, developed by the Competition and Markets Authority (CMA), ladders up to this same piece of legislation. As a business, you need to be sure your green claims are not misleading. You need to ask: 1. Are your claims truthful and accurate? 2. Are your claims clear and unambiguous? 3. Do your claims omit or hide important information? 4. Do they only make fair and meaningful comparisons? 5. Have you substantiated your claims? 6. Do they consider the full lifecycle of a product?

globe. Though politically it feels like this conversation is taking a back seat, reality shows that companies are getting ready for compliance over the next few years, and are very aware of the global impact of inaction. United States: SEC Climate Disclosure Rule (2025 start) requires large public companies to report climate-related financial risks, GHG emissions (Scope 1 & 2 mandatory, Scope 3 if material), and climate-related targets. Many companies also follow SASB industry standards for investor-focused ESG reporting. Japan: TCFD-aligned disclosures mandatory for listed firms. Australia: Mandatory climate reporting aligned with ISSB proposed from FY2024/25. China & Hong Kong: Exchanges requiring TCFD/ ISSB-aligned ESG disclosures for listed companies. EU Toy Safety Regulations In December 2025, the EU published its latest update to its Toy Safety Regulations, which will come into force from 1 August 2030. The purpose of the regulation is to safeguard children with high safety standards for the toys that are sold in the European Union, through the introduction of stricter requirements for manufacturers, importers, and distributors. Lars Vogt, director of EU policy at Toy Industries Europe, took POC Members through the changes in a webinar at the end of 2025: The key changes to the Toy Safety Regulation: ■T he Directive (TSD) becomes a Regulation (TSR). ■ A Digital Product Passport (DPP) will be required. ■ A reference to mental health for digitally connected toys. ■ New chemical restrictions. ■ Range of other technical updates – for example: - Acoustics (sounds/noise) - Labelling/warnings ■ New economic operators with new roles: - Fulfilment service providers - Online Marketplaces ■ Common Specifications. BELOW: Toy Industries Europe toy safety exhibition in the European Parliament, Brussels. Credit: POC.

Key dates: EmpCo entered into force in March 2024 and EU member states must have transposed the rules into their national law by 27 March 2026. The regulations become fully applicable to businesses f rom 27 September 2026. The UK Green Claims Code was published as guidance for businesses in September 2021, and active enforcement began in early 2022. As of April 2025, the CMA has been able to fine businesses directly for breaches in the code. Internationally While the EU, closely followed by the UK, are leading the way for large swathes of environmental legislation, that is not to say there isn’t plenty more going on across the

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LEGISLATION What is staying the same: ■ Definition of a toy (with some minor updates). ■T he CE marking. ■T he need for technical documentation (although elaborated). ■ Economic operator roles (manufacturers, importers and distributors). ■C onformity assessment, the use of standards and EC –Type approval. ■T he link to the EN 71 series and EN 62115. The challenge of enforcement of toy safety regulations is ever-growing, due to the sale of toys through e-commerce and online platforms, many of which come from outside of the EU and make it harder to enforce existing rules, allowing a concerning number of unsafe toys to slip through. Updates to the EU Toy Safety Regulation look to close loopholes and ensure compliance and safety of the toys sold in the region. How legislation is affecting toy companies Digital Product Passports (DPPs) are forming a significant part of what the future of toys and their regulatory compliance will look like. Not only will they be invaluable when it comes to adhering to Toy Safety regs and demonstrating toys are compliant, but down the line they will be central to how the consumer themselves interacts with a toy. As part of ESPR, DPPs can demonstrate the materials a toy is made from, where it has come f rom, and the environmental impact it has had being produced, much like nutrition information on BELOW: DPPs will provide product information for compliance purposes as well as sustainability information. Credit: Shutterstock.

food packaging. This is something Mattel has been exploring, as, even though regulations enforcing DPPs for ESPR are a little way off, all the data needs to be collected, accessible and ready before then. Addo Play is taking a similar approach, explained Roger Panton-Kent: “Whilst the digital product passport is some time away, we know we need to gear ourselves up in terms of the information that we’ll need to support that, but also just in terms of technology and integrating it with our exisiting systems.” EPR is the behemoth that is front and centre for many toy companies and beyond at the moment. Rebecca Tinsey from The Entertainer, explained that f rom a retailer point of view, EPR is a huge cost to the business. “EPR remains a major challenge for us, bringing with it a significant and growing cost burden. As we move into year two, those costs are set to increase further. While the sustainability work we’ve been undertaking is beginning to offset some of the impact, it continues to be an ongoing and rapidly rising expense, making it a clear priority,” she explained. “Over the past 12 months, and continuing into this year, our priority has been driving accurate packaging data. We’re partnered with Valpak to help collate much of the granular data required from suppliers, enabling us to establish clear and measurable KPIs.” Valpak is a UK-based environmental compliance scheme, helping businesses to manage, report and reduce packaging, waste electrical and electronic equipment (WEEE), and battery waste. Data collection was also the name of the game over at Hasbro. “I think the entire sustainability industry is struggling a little bit on the balance of how transparent, how much information do companies need to provide to drive decision making, to drive sustainability,” said Hasbro’s Theron. While various legislation is coming into force at different times and from different regions, the plea is for more universality and aligned regulations globally to streamline compliance. “[EPR] is an incredible administrative burden on the business,” said Moose’s Greg Simmons. “The first lesson is work out how to measure what materials. And then we get onto something called designing for EPR, where eco-modulation comes in, and you’ve got to then narrow the materials you use so you go in for the lower cost materials. And this is exactly what EPR is designed to do, is to save you money by making better design decisions.” So, although there is no shying away from the enormous challenge of regulatory compliance, these big toy companies are recognising the bigger picture and that it is driving progress. “There is a huge opportunity to create value from the compliance tasks, rather than to simply accept them as a cost of doing business. In other words, we are looking to see how we can exploit the increased understanding which comes from this work to simultaneously reduce our impact and optimise our operations,” commented Alys Dawson, director of product development, creative and marketing services, Rainbow Designs.

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IN CONVERSATION Products of Change Advisors are technical experts who help turn sustainability ambitions into practical action. With packaging legislation a pressing priority, we caught up with Mike Swain, POC’s Packaging Ambassador and Head Packaging Advisor.

WHAT ARE YOU WORKING ON THAT’S INTERESTING AT THE MOMENT?

design out waste and build efficiencies across their product and packaging portfolios, working through each area step by step.

We’re working on a substantial programme with the large brand owner, supporting its commercial team with packaging Extended Producer Responsibility (pEPR) and the EU Packaging and Packaging Waste Regulation (PPWR). We’re getting data ready for reporting and developing design strategies to reduce future costs and environmental impact. We’re also supporting three other key brands in similar ways, alongside many SMElicensees.

HOW ARE YOU SUPPORTING THE INDUSTRY?

We review businesses’ systems in detail and recommend what needs to be added or improved. We also help

WHAT’S THE BIGGEST CHALLENGE BUSINESSES ARE FACING?

The complexity of the data required, and having systems that make it easy to extract and use that information for compliance across different markets.

WHERE IS THE BIGGEST OPPORTUNITY?

There is so much interest in this area, and the rules are creating a reason to move forward. Brands are using this opportunity to reduce costs while reducing environmental impact. That’s a win-win for businesses and the wider industry.

START A CONVERSATION WITH MIKE POC members can book a complimentary 1:1. Members and non-members: contact hello@productsofchange.com to discuss how Mike can support your business

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PACKAGING

PROGRESSING PACKAGING

If there is one area where the toy industry has been able to make rapid progress, it is packaging. While the changes may appear small on the surface, the cumulative impact can be significant.

Since EPR is dominating the focus for many toy companies, naturally packaging is being prioritised throughout sustainability strategies industry wide. “Our focus, as a retailer, has to be in and around packaging, which it has been for probably the last two years,” commented Rebecca Tinsey from The Entertainer. “Packaging is an area we have imminent costs against because of compliance obligations, and we can make a difference in a way..” As with The Entertainer, and for many of the other toy companies we spoke to, this has comprised of three main areas: 1. Reduce packaging size/volume of material and standardise sizing. 2. Reduce or eliminate plastic usage. 3. Improve recyclability through clearer labelling and easier material separation. It is also something that toy companies feel they can make a significant amount of progress on and indeed many are well along their sustainable packaging journeys. “We had a project,” said Hasbro’s Theron Grim, “where we standardised for our action figures the size of the box, which seems boring and small, but by doing that, we LEFT: The LEGO Group’s Christian Lanckman spoke at the POC Conference 2025. Credit: POC.

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PACKAGING happened is that ultimately, this is the lowest cost when were able to optimise the amount of those that we put we’re talking about Extended Producer Responsibility into the bigger box, and then the amount of boxes we put taxations for a particular thermoform.” Not only is this into the shipping container. So, we were able to increase saving Moose money in taxes, but now PET is widely used the efficiency of our container loading, which means in thermoforms, the price has come down significantly. we had less containers, less shipping, and less shipping While many toy companies began their packaging energy. So again, these are really big impacts, right?” transition when the carrot was still being offered, now they Huge impacts, in fact, as the LEGO Group’s are meeting the biting point of the stick and having to sustainable packaging manager, Christian Lanckman, make these changes in order to avoid heavy EPR costs. attested to at the POC Conference in 2025. And there is the consumer perception and expectation Through creating the packaging optimisation programme to consider, too. Theron explained that, while Hasbro has for LEGO, Christian developed a performance prediction been working on sustainable changes for some time and algorithm which helps partners have more sustainable has made a lot of progress, there are certain changes that packaging by reducing material use while generating have been met with resistance from its consumer base. large financial savings, lowering EPR taxes, and enhancing For example, when Hasbro moved away from plastic logistic efficiency. This is largely achieved through windows to closed boxes, a lot of customers didn’t material improvement, lightweighting, right sizing, cube optimisation, and harmonisation of the packaging portfolio. like it. And while it is always to be expected there will be an amount of resistance to any change – humans Christian used the example of a LEGO partner are creatures of habit after all – and that it is a case of who, as a result of packaging optimisation, was able weathering the tide, it was Hasbro’s collector customers to put 44% more product on a pallet, reducing its that proved the real challenge. For collectors, the shipping costs, not to mention the savings from consumer behaviour is very different; the box often reduced packaging material use and EPR taxes. remains unopened for display purposes, for which a Working closely with vendors, manufacturers and window is essential. licensees is essential to be Similarly, Theron described able to ensure such a level of how Hasbro has tried to impact. Addo Play has created move its iconic Monopoly a sustainable packaging box to a smaller format: “The guideline for its vendors, Monopoly box, the traditional building and expanding on its Monopoly box, is probably a existing requirements to clearly third bigger than it needs to set out expectations to “make be. You could make it smaller them more prominent,” said because there’s a lot of void Roger Panton-Kent. “There’s space in there, but people an element of helping us meet want the big box. That’s legislative requirements in what you want when you terms of red, amber, green put it on the shelf, especially [RAG] materials, but also the retailers, in many cases, prompting them to think about I would say, especially in minimising pack sizes, you the US. While they say they know, optimising shipping.” want sustainability, then The LEGO Group has also ABOVE: The LEGO Group has been working closely with its they say, well, we want the been working hard to reduce partners to optimise packaging. Credit: Shutterstock. big box because we need single-use plastic – many of BELOW: An example of Addo Play’s packaging to fill up the shelf space.” which are classified as ‘red’ transition. Credit: Addo Play. It is that intention-action gap under the RAG Recyclability that we meet once again. However, Assessment Methodology (RAM). Theron’s “especially in the US,” is worth Now, 93% of the LEGO Group’s noting here, as UK toy retailer, The packaging by weight is made Entertainer’s Rebecca Tinsey, presents from paper, cardboard and a slightly different perspective: other paper-based materials. “Consumers can sometimes be Addo Play, similarly, has been frustrated by oversized packaging “stripping out and minimising relative to the product. We do see the plastic content of packaging. this feedback from time to time.” So where possible, we’ve As with everything, there is only so removed plastic and/or changed far you can paint such things with a the plastic material to make it broad brushstroke; regional variation more recyclable,” said Roger. is huge, and with sustainability it Meanwhile, Moose Toys has can be chasmic. Even comparing completely cut out PVC from developed countries like UK and its thermoform blisters, as PVC Europe with the likes of the US – a seriously contaminates PET recycling particularly stark example at this streams. “PVC is a contaminant time – the attitudes are different, in PET. It actually renders a bale especially from consumers, leaving of PET almost useless if you have it to brands to lead the way and “do one PVC component in there. And the right thing” regardless, setting we made the change a long time out what is the new normal. ago, probably three to four years ago, and it costs more. But what’s

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PRODUCT

PURPOSEFUL PRODUCT While packaging transformation is progressing rapidly, the product itself remains a more complex challenge. For an industry historically dominated by plastic, transitioning materials requires careful research and testing. Yet progress is underway. We’ve spoken about how sustainable packaging transformation gives companies huge opportunity to make rather a large dent in their environmental impact: reducing waste, material, size, cutting shipping space and therefore costs and emissions, and swapping out materials that will rack up large EPR bills. However, when it comes to the products these companies create – the toys that they are known and beloved for – making such impactful changes is profoundly more complex – or at least involves much greater overhaul, particularly for an industry that is overwhelmingly dominated by plastic. ABOVE: The LEGO Group is utilising mass balance to introduce renewable materials. Credit: The LEGO Group.

ABOVE: The LEGO Group is constantly exporing new materials for its beloved toys. Credit: The LEGO Group.

But there are companies making the change. Step by step, product by product, there are toy companies improving the sustainability of their products and showing that it is financially viable to do so. The LEGO Group, for example, is transparent about the journey it is on to reduce its reliance on fossil-fuel based plastic, exploring endless materials and configurations in the process, while remaining steadfast on maintaining the feel and quality of its bricks that its consumers know and love. Since 2018, LEGO’s flexible parts such as botanical

elements and minifigure accessories, have been made from bio-polyethylene (bio-PE), made from sugarcane. As of 2024, transparent elements such as windows and lightsabers contain 20% recycled materials, sourced from artificial marble kitchen worktops. And rigid LEGO elements, such as its axles, are being transitioned in 2026 to ePOM, a material made using renewable energy and CO2 from bio-waste to create e-methanol. The LEGO Group also shares that it is utilising the mass balance approach, where renewable materials are mixed with virgin materials to allow them to be slotted into existing production processes. The LEGO Group explains that this enables it to transition to more renewable materials, but is not the end goal, more a stepping stone to the next solution: 100% renewable material. The mass balance approach is also something that Mattel has been utilising in its Barbie Fashionista range. Since 2021, with its Barbie Loves the Ocean doll, Mattel has been incorporating recycled plastic into some of its dolls, and in 2024 launched the Barbie Getaway House which is made from 70% ISCC-Certified Plastic. Now, all of Mattel’s popular Barbie Fashionista range – a line that encourages diversity and inclusivity – are made from 53% ISCC-Certified Plastic. These are mass balance resins,

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PRODUCT

100% of its products. And as of 2025, Smoby’s entire range of outdoor toys had been converted to the use of recycled materials, one of which saw Smoby pick up an award at Toy Industries Europe (TIE)’s Play for Change Award in 2025 under the Sustainability category. Also targeting its virgin fossil-based plastic dependence is Moose. Greg Simmons explained that Moose is looking closely at how it can use material efficiently and utilise recycled material. He shared that recycled polyester is a fairly straightforward and costcompetitive switch; so that now GRSCertified recycled materials can be incorporated into Bluey plush toys. Addo Play has also been increasing recycled materials in its plastic products, and has made the switch ABOVE: Barbie Loves the Ocean set the scene for Barbie for almost all of its plush products Fashionista’s bio-based plastic inclusion. Credit: Mattel. to 100% post or pre-consumer and serve as drop-in equivalents of recycled material. Addo’s core iconic range of wooden Mattel’s standard materials, easing adoption and reducing toys sets it apart amid a sea of plastic on toy shop shelves; operational challenges involved in the transition. its wooden and paper-based toys are all FSC certified, For toy companies that create products predominantly and it is working on EUDR compliance, despite not from plastic, these being in the pipeline companies are for toys just yet. chipping away More and more, at their fossilwe are seeing based usage and companies begin to introducing new take responsibility for materials in a the products they are way that doesn’t creating or selling. throw off kilter Rebecca Tinsey from their production The Entertainer, noted processes, with that, as a retailer, goals to continue this is particularly progressing important; “We it further. do have a level ABOVE: Smoby Life products incorporating recycled material. Credit: Smoby. This process of responsibility, is visible most because we effectively clearly with Smoby. The toy sell the product to the consumers. You company launched Smoby Life know, we are responsible, albeit we’re back in 2024 for the brand’s 100th dealing with brands, we still have a level anniversary as a capsule collection of responsibility for those products.” of approx. 10 items, a large focus of this was the fact it was made using recycled materials. “The success and positive reception of Smoby Life prompted the decision to extend these sustainable practices across all Smoby’s product lines, as the company saw the potential for significant impact and growth in eco-friendly toy production,” said Alexis Delorme. Now, recycled material accounts for over 50% of Smoby’s material usage, and it is coursing ahead towards its ABOVE AND LEFT: Addo Play’s toys, featuring recycled polyester plush and ambition of incorporation into FSC certified wood. Credit: Addo Play.

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INNOVATION

INNOVATION SPOTLIGHT PROUD PENGUIN

While these major toy companies are making progress on product, there are still many more steps ahead and the time needed to make such signif icant transformations can be long and require signif icant operational change. This is where younger brands can come into their own. Smaller brands have the agility and flexibility to seize opportunities and do so quickly, embedding sustainability processes and considerations into the fabric of their companies f rom the very beginning. Proud Penguin is a fantastic example of this. A new company on the scene, but behind it years of research and trialling, to introduce high quality, realistic animal f igurines to the toy market, manufactured f rom ISCC PLUS certif ied TPE, which is linked to a minimum of 34% of bio-based feedstocks such as used cooking oil (mass balanced), instead of the PVC based f igurines currently dominating the market. Gary Wilmot, Proud Penguin’s founder, explained that in addition to the German production facility supplying the TPE material being ISCC PLUS certif ied, the ESCPcertif ied factory where the f igurines are injection moulded and hand painted in Tunisia achieved the same at the end of last year, and with Proud Penguin also a ISCC PLUS license holder, this affords Proud Penguin a completely transparent supply chain. “Securing ISCC certif ication was a real game changer for the Proud Penguin brand as I was looking for that stamp of approval that the consumer can begin to identify with and we can use in all our messaging across social media, ecommerce and at point of sale etc,” commented Gary. Proud Penguin f igurines are built to outlast childhood, with kids encouraged to pass them on to a sibling, f riend or charity shop or through a send back process to the company for a thank-you voucher. Returned toys are repaired where possible and donated to schools and community programmes near the factory that made them – a second life for the toy, and a thank-

you to the people who crafted it. Gary is working with a number of zoos, safari parks, aquariums and animal charities, securing distribution at retail and online as the highquality realistic animals reach the perfect audience of wildlife lovers at such locations. And with a price ABOVE AND BELOW: Proud point comparable to Penguin creates realistic animal current PVC options figurines. Credit: Proud Penguin. on the market, it is as economic as it is environmental. What’s more, the story can continue to be told, since each and every one of Proud Penguin’s f igurines sports a Digital Product Passport through the Buyerdock platform. Through a QR code on each f igurine’s product tag, the consumer can get access to a range of information tiles, f rom the ‘technical stuff ’ about the material and product journey, through to the ‘fun stuff ’ about the animals and the environments that they live in. As well as signing up for 1% for the planet, Proud Penguin continues to press forward to see how it can further reduce the environmental impact of its products. Having been founded with this mission, sustainability has become Proud Penguin’s identity and USP and is setting it apart f rom other toy brands out there. With an animal-centric brand, the toys are going to appeal to the children who are interested in and care about wildlife, and with the Digital Product Passport and the sustainability credentials of the toy, this story can continue to grow and foster a care of the planet in children f rom the get-go.

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INNOVATION

BIOFLUFF

Scaling new materials is the way forward, which is why Products of Change has continued to work alongside material innovation start-up, BioFluff, which creates bio-based plush for toy companies to replace their fossil-fuel based materials. Using 100% bio-based PLA made from corn polymers, BioFluff’s innovation is commercially ready and scalable, and is expected to be launching with a number of toy companies this year. Products of Change has been hosting working groups for the toy industry with BioFluff’s co-founder and CCO, Roni Gamzon, to bring this solution to market over the last couple of years. In consultation with some of the biggest toy companies, the material has been successfully refined, certified and brought to a market-ready price point. BioFluff began in the fashion industry, providing an alternative to polyester-based plush, and has now expanded to both the interiors and toy industries. The PLA material BioFluff has developed is made from renewable non-GMO corn that is non-food stock competitive. It has a

BALENA Another new face on the scene is Balena, also innovating and presenting solutions in the world of bio-plastics. Balena is a materials science company engineering the next generation of bio-based, highperformance plastics for drop-in industrial scale production. The material matches ABOVE: Balena’s formulations of bio-plastic the functional have numerous applications. Credit: Balena. performance of conventional plastics while offering safer formulations and end-of-life pathways through recycling and industrial composting. Balena also began in the fashion space, making products such as compostable shoe soles, but has now set its sights on how its solution could benefit the toy industry, explained Shoshana Kandel,

ABOVE: BioFluff’s sample plush toys made by Quty and Roni Gamzon presenting at the POC Conference 2024. Credit: BioFluff and POC.

carbon footprint half that of traditional PET, is industrially compostable or recyclable at end-of-life, as well as being durable, machine washable, and with low flammability. To achieve this, BioFluff has been working closely with its manufacturing partner and finished toy producer in Indonesia, Quty, which in turn has high sustainability standards, operating fully on renewable energy. BioFluff’s material is seamless to use in Quty’s exisiting machinery and passes its manufacturing tests. As BioFluff continues to grow and enter the commercial market, Roni explained they are always on the lookout for more champion brands or stores to work with the BioFluff material, and support the vision of making bio-based plush the new norm in the toy industry. business development lead, Balena. “Toys are often a child’s first interaction with the material world. They’re touched, squeezed, chewed, thrown, and loved for years, so the materials behind them truly matter. “At Balena, we design highperformance materials with carefully selected, safer inputs that are nontoxic. For us, performance and safety are inseparable, especially in products designed for children,” said Shoshana. Balena has two formulations of its product ideal for adoption in the toy industry: BioCir® Flex is particularly well suited for soft-touch components, squeezable toys, flexible parts, and wearable accessories, where elasticity and comfort are essential. Meanwhile, BioCir® X is ideal for more structural or impactresistant elements, offering the strength and durability required for moulded components and toys designed for active, high-energy play.

The future of toys does still seem to be full of plastic, but not as we know it, and not with the virgin fossil-fuel based materials of days gone by. Instead, it is coming to terms with a bio-based future that is increasingly scalable, affordable, and adoptable. PRODUCTS OF CHANGE I THE TOY CHAPTER 31

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Turn Broken Plastic Toys

into BOOKS for SCHOOLS! 1. Put your broken plastic toys

into a Recycle to Read collection bin in participating Tesco stores*

2. Scan the QR code! 3. Earn a Planet Care Point

and help your school get books and you will be entered into a weekly prize draw to win books and other great prizes too!

ENW ! N ALERT O I S S

y rtunit Oppo

to ea

* Recycle your broken hard plastic toys in Recycle to Read bins at participating Tesco stores. Your recycling helps give toys a new life as great new things and gets books for your schools. | Find your nearest Recycle to Read bin on the Tesco Store Locator at recycletoread.org

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OPERATIONS

OPERATIONAL EFFORTS When it comes to sustainability, it is of course not just the product and packaging that needs to be addressed, but the processes themselves of product creation and the supply chain operations, covered by Corporate Sustainability Reporting Directive (CSRD) in the EU.

Mattel has been making significant progress reducing its Scope 1 and 2 emissions, helped along by its adoption of certified sustainable plastics. And now the company is focusing more of its attention on Scope 3, which presents more of a challenge. This is a similar story for many companies at the moment – toy industry and beyond: the challenge of securing quality data for Scope 3 abounds. “We’ve asked our vendors to provide data on energy usage, gas usage, waste materials, water consumption, those sort of questions. And we’re going through that data at the moment. The object of the exercise is for us to use that data to highlight the high energy or water uses right within our supply chain and then highlight opportunities for efficiency improvement,” said Roger Panton-Kent from Addo Play. Rainbow Designs is working similarly; “We also completed our first broader carbon footprint assessment, covering Scopes 1, 2 and 3. In 2024, our total footprint was 1,495,069kg CO₂e, equating to an average of 1.03kg CO₂e per product manufactured. This has given us a clear baseline and informs the sustainability strategy, helping us to identify BELOW LEFT: Smoby’s manufacturing process. Credit: Smoby. BELOW RIGHT: Moose won a POC award in 2025 for SDG 13 – Climate Action. Credit: POC.

the main sources of environmental impact which can then be targeted for emissions reductions. “By mapping our suppliers and working collaboratively with them, we are building a clearer picture of risks, opportunities and achievable improvements. Importantly, because our emissions sit within our partners’ Scope 3 reporting, our progress directly supports theirs,” said Alys Dawson. Meanwhile, Moose has a target to be Net Zero by 2040 for Scopes 1, 2 and 3, which it has aligned with its three biggest customers: Walmart, Target, and Amazon; “they’ve all got the same targets,” said Greg Simmons. But it is not all about the emissions; it is about the company culture, it is about education, and it is about implementing broader systems company wide to do things differently. Rainbow has been working hard to embed sustainability into all of its operations; “into every decision we make, across product design, sourcing, operations and culture,” said Alys, led by its Rainbow Cares programme. This has also manifested across training as well as its communications. Moose has taken this a step further, embedding sustainability into its onboarding and internal comms, utilising its Membership access to the Products of Change platform to induct employees with the POC educational modules and Sustainability 101s. “Through POC, we’ve got this great educational tool we have embedded internally into our onboarding processes. And also, we invite anyone in the business to go and join up and go and look at those materials.” Having company-wide support and buy-in fosters an environment where sustainability is considered at every level, and in every decision. When it is an afterthought or an add on is when implementation requires that much extra energy and complexity.

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BUSINESS CASE

THE BURGEONING BUSINESS CASE

Perhaps the most encouraging shift across the toy industry is the growing recognition that sustainability and commercial success are not opposites. In fact, many sustainability initiatives are delivering operational efficiencies.

As the integration of sustainability continues to mature and progress in business, what is becoming increasingly evident is how beneficial sustainability is to business. Sustainability is dogged by the belief that it is always an expensive thing to do, it takes away from a company’s bottom line and simply costs a business more money. But we are seeing more and more that this doesn’t need to be the case. Sustainability by mere definition is all about efficiencies, resourcefulness and savvy decisionmaking that takes the long-term impact and success of a company into consideration. “We are still in the mindset that the best way to implement sustainability in our organisation is through efficiencies

ABOVE: Addo Play works closely with its partners to minimise cost increases associated with sustainable switches. Credit: Addo Play.

and cost savings. There’s so much that we can do throughout the supply chain to reduce costs, and those costs have associated energy and greenhouse gas emissions. And again, this is not the exciting part but is the meat of where most of those savings are going to be,” commented Theron Grim from Hasbro. A lot of companies speak about implementing sustainability because it is the “right thing to do,” which of course, it is, however it needn’t be solely altruistic; it can – and should – also benefit the company and the consumer. “Sustainability has a lot of value that it brings to business. And actually what we find is that you can improve your bottom line, but also you can reduce the amount of emissions that we’ve got as well,” said Greg, “This is where sustainability has to see a commercial lens, and has to see – where is the financial value? Not just – are we reducing emissions?” Moose has 2030 goals to be net zero for scope 1 and 2 emissions, and operate solely on renewable energy. So, in December, Moose changed its energy contract for its head office to a three-year contract that will be 100% renewable by the end of the three years. As a result, Moose expects to see significant financial savings over the term of the contract. “Year three will be 100% renewable, and we’re going to save money,” said Greg. Greg also explains that it is about working hand-

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BUSINESS CASE

in-hand with the rest of the business and other teams in the company; having them onboard and active in the process both eases and contextualises any financial demands. Roger Panton-Kent f rom Addo Play also discussed the need for close relationships with partners and vendors, so that they are brought on the journey too. “That’s why things can’t happen overnight,” he said, “What we’ve managed to do is work closely with our vendors to minimise the cost impact,” as there can be cost increases associated with sustainable switches. Roger explained that Addo Play is a great quality but a chiefly value-based brand, so it has been important for them to not increase the costs to their customers. “It’s doable, but you have to work at it, to explore opportunities,” said Roger. “I think that’s where, I think we’ve been quite successful. Everybody’s got behind those objectives. You know, it’s not, doesn’t feel like a burden. They just recognize that there’s a good thing to do.” There is also a huge business benefit to be had around consumer perception. While we may be at a point where consumers are not reliably always willing to pay more for sustainability, that doesn’t mean they don’t still see it as a positive for the toy they are buying – a benefit but also an indicator of the kind of company they are purchasing f rom. Amanda Gummer through her role with The Good Play Guide, has observed that the toy companies that “focus on well-being and learning through play, historically, are the ones who are more likely to make the shift towards the sustainability agenda.”

LEFT: Mattel is a key sponsor of Recycle to Read. Credit: Wastebuster.

Sustainability connotes a thoughtful toy maker, one who is working to safeguard the future of its young customers. This is also evidenced in the work of Recycle to Read, the Wastebuster programme founded by Katy Newnham alongside Products of Change. Katy explained that parents are saying that the brands that are supporting the Recycle to Read programme – and as a result appear on the communication materials – they view to be a responsible brand. Particularly for Mattel, as a key supporter of this initiative. “The parents are saying that it definitely makes me think differently about them. It makes me think that they do actually really care, and that they’re actually probably a very responsible producer of toys,” said Katy. This consumer trust is something that is priceless, especially when it comes to the toys parents are buying for their children. “Practising business responsibly is simply the right thing to do, but it is also central to long-term growth, strong partnerships and brand credibility,” commented Alys Dawson from Rainbow Designs. “Sustainability is becoming an expected standard, but how genuinely and holistically it is embedded still differentiates brands.” So while sustainability can be associated with an additional financial cost, we are seeing more and more that companies are taking this in their stride and seeing it for what it is: an investment in the future of the company, and a signpost to consumers that they care about the products they are creating and the future of the tiny humans they make them for.

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END-OF-LIFE

AN END-OFLIFE STORY

As well as ensuring toys and packaging are made from lower impact materials, it is also now falling on brands to consider what happens to their toys at the end of their life. Traditionally, toys have had limited endof-life pathways. But this is starting to change.

ABOVE AND RIGHT: Recycle to Read works with schools to collect unwanted toys in exchange for books. Credit: Wastebuster.

The likes of Hasbro, Moose, and Rainbow Designs run various take back schemes where they collect and rehome unwanted toys. And this is becoming increasingly popular; perhaps fuelled by the cost-of-living crisis, consumers are looking more and more to second-hand toys. Rainbow Designs works closely with The TOY Project, a UK-based organisation which collects unwanted toys and gives them to children who need them, offering art and storytelling workshops for communities, while raising money for local events. But what about the toys that are broken or unusable, and can’t be passed on to a new loving home? This is where the Wastebuster team comes in with its

Recycle to Read programme, developed in partnership with Products of Change. Recycle to Read collects broken hard plastic toys in Tesco stores across the UK, which are then assessed and recycled. The scheme now covers 167 large Tesco stores, sponsored by Mattel, for a cross-sector international research programme, exploring the application of circular economy principles within the toy industry. Contributing children earn books for their schools in an additional push for child literacy; 1 in 7 UK schools does not have a library, and around 1 in 15 children do not own a book of their own at home, a problem Recycle to Read is tackling alongside the lack of real end-of-life solutions for broken toys. Recovered toys are sorted and mechanically processed in the UK by authorised recycling partners; plastics are separated and converted into recycled feedstock suitable for use in the manufacture of new products containing postconsumer recycled content. Despite the fact that Recycle to Read has been only trialling and scaling its programme over the last couple of years, already over 800 schools have signed up, and it has collected over 13 tons over a 10-month period, without any focused promotion. This demonstrates the willingness and engagement of the UK consumer for playing their part and contributing to this scheme. Wastebuster is now analysing a 500kg sample of collected toys, identifying the materials present, as well as the types and ages of toys and brands – invaluable information for toy

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END-OF-LIFE

ABOVE: ESCP’s recycled material assessment will enable greater use of recycled material in toys. Credit: ESCP. BELOW: Moose Toy’s takeback scheme. Credit: Moose Toys.

companies to learn and understand, especially when designing for recyclability. “Products of Change is working alongside Wastebuster to establish Recycle to Read as a cross-sector collective impact programme – making change but also spearheading a new way of doing business and a new way of positioning brands to consumers as responsible businesses,” said Katy Newnham, CEO of Wastebuster. In a true circular economy, toys would be recycled to make new toys, completely closing the loop, however we are not there yet, and that is largely due to the safety BELOW: ESCP at the POC Conference in 2024 (left: Carmel Giblin speaking on stage) and 2025 (right: ESCP exhibiting). Credit: POC.

challenges around recycled material use in toys. There are very stringent measures in place as part of toy safety regulations, governing what particular material types can be used for toys – they are around children after all, and inevitably find their way into toddlers’ exploratory mouths. Transparent traceability of recycled materials is still being established – and is something the Ethical Supply Chain Program (another partner of Products of Change) is working on, alongside Mattel, the LEGO Group, Crayola, and Target. The ESCP is working to establish a Recycled Materials Chemical Safety Assessment (RSCA). “The reason it has been created is the use of raw materials in toys is managed by existing chemical management software, however the use of recycled materials produces more variables, so existing chemical management systems are not suitable – collaboration to find a solution was essential,” Carmel Giblin, ESCP president and CEO explained at a previous POC Conference. The aim is to create a database of approved recycled material grades that are suitable for use in toys that material procurement or product development teams can use as a resource to more easily connect with recyclers, bringing varying methodologies together into one unified process. This will be a gamechanger for using recycled materials – particularly plastics – in toys, making it safer and more accessible, especially for the SMEs that don’t have the resources to do the level of research and due diligence that is otherwise required. The database will level the playing field for those companies, allowing the huge toy companies leading the industry to put them in place for the good of the wider industry and the environment that we share.

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BUILDING THE WAY FORWARD

BUILDING THE WAY FORWARD For many toy companies, especially the leading ones, sustainability remains firmly on the agenda – and has for some time now so that we’re at a point where how sustainability is spoken about and actioned is maturing and learnings are being gathered and shared.

Which is the very reason Products of Change was established and continues to operate across industries – collaborations and shared learning are being proven time and time again to be the most effective way forward when it comes to addressing sustainability. No one company or industry can save the planet alone, and the system changes that are required need all handson deck. You only have to look at the Wastebuster or ESCP projects – both initiatives that have had fantastic investment and support from across the toy industry, producing something that will benefit everyone. “The role of sustainability should be, actually, to share

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BUILDING THE WAY FORWARD

RIGHT: Addo Play is working to build things right the first time. Credit: Addo Play.

information. Put it this way, if somebody learns it, they can apply it, and actually, if their business grows out of it – great, awesome,” commented Greg Simmons f rom Moose. “If somebody gets something out of it, we are all going to benefit.” Where possible, Products of Change brings these learnings and resources together on our platform for anyone in the Membership to benefit f rom – whether it be our Sustainable Packaging Guidebook, created in collaboration with the LEGO Group, Magic Light, and Tesco; or the Carbon Methodology proposal for the brand licensing industry, led by the Walt Disney Company, the LEGO Group, Universal Music Group (Bravado), the BBC, the Jamie Oliver Group, Paramount, Manchester City, and many others; or the Members willing to put their own company resources on the POC website, such as Tesco’s packaging requirements or Nobody’s Child Digital Product Passport Playbook; or even getting our members on the platform through webinars and working groups to openly talk about the progress they’re making or the challenges they are facing. “We’re not standing on a pedestal to demonstrate how wonderful we are f rom a sustainability perspective, we just think we need to do the right thing and crack on

and do it,” said Roger f rom Addo Play. “I think sustainability, if you go back a few years, was putting wrongs right. [...] What we’re trying to do now is make it right first time,” and building sustainability into processes from the very beginning makes this possible. So while the toy industry is facing its own set of challenges – whether from digitalisation or economic and political uncertainties – sustainability is and has to be woven-in to sure the industry up against any future challenges it may face and ensure it continues to stay resilient and thrive. “The momentum is clearly building. Sustainability is no longer a niche conversation in the toy industry; it is fast becoming the new norm, driven by regulation, retailer expectations and shifting consumer values. While there are still challenges around cost and materials, there is also growing collaboration and innovation,” said Alys from Rainbow Designs, adding: “We see strong demand from partners for credible, practical solutions rather than perfect answers. The industry is moving from intention to action, and those who invest now in understanding impact, improving design and working transparently will be best placed for the future.” The toy industry is moving – step by step, product by product, partnership by partnership – toward a more thoughtful way of making toys. And that feels like exactly the kind of future play deserves.

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From licence to launch. Faster, smarter, without waste

Want to see what your brand could do? join.teemill.com

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THE FASHION CHAPTER

IN THIS EDITORIAL: An inside look at the first mover fashion companies leading the way, and the innovations and technologies that are driving the circular transformation of the industry.

2026

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CONTENTS

KATHRYN BRAND Editor and Content Manager

45 48 56 WHAT’S

INSIDE 43

Introduction

45-47

On the ground with the fashion companies

48-49

Legislating fashion

50-51

The detail is in the data

56-57

How technology is driving sustainability’s next wave

A positive outlook

Innovation spotlight

52-53

The future is circular

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WELCOME

...to the Products of Change Fashion Chapter, where we hear from the fashion brands themselves navigating sustainability, and take a glimpse into what the future of the industry will look like.

Other than the food and drink industry, fashion and apparel is said to be the sector that the consumer is the most attuned and conscious of when it comes to sustainability. Whether that is because clothes are an important part of our identity and how we express ourselves, or because ethical and environmental issues identified in fashion supply chains routinely pop up on media and news platforms, most consumers are at least somewhat conscious of where their clothes come from. This, combined with mounting government legislation, particularly in the EU and California, is demanding more and more f rom the industry. It is demanding greater transparency, greater accountability, and greater impact management. And for this we need some imaginative innovation and some very smart tech. In POC’s debut Fashion Chapter, we will take a look at just that: the companies doing the legwork, those first movers who are leading the way, and a look behind the scenes of apparel companies and the enormous amount of hard work and passion that are driving the change needed in the industry. Because there can be no doubt that there is work to be done. Julia Redman, POC’s Ambassador for Fashion, founder of Buyers Eye, and lecturer at London University of the Arts, provides her two cents. She explained that the Covid pandemic was a real catalyst for many businesses in the fashion industry: “it gave us time to stop and think about what we were really doing and how we could do it better.” But it also took a huge toll on supply chains, and many businesses have been struggling since, while consumers are ever more price conscious. “People are looking for alternative ways to get better value for money,” and this is resonating with both the ultra-fast fashion

retailers, as well as the second-hand market – opposing ends of the sustainability and ethical spectrum but united by the thrifty and price sensitive consumer. As lecturer in fashion management at the University of the Arts, Julia is helping shape the next generation of apparel professionals – and sustainability is deeply embedded in the curriculum, said Julia. As she tells her students, but something that is equally applicable to anyone: “the power is in your hands. No single person can do this on their own, but collectively, if we’re all making the effort to change it will eventually start to make a difference.” Because there is so much to be optimistic about. Even in the last couple of years, we have seen huge changes in the status quo of fashion business operations, and certain brands coming forward as leaders in the space, trialling new technologies that will transform the way we shop, consume, and dispose of our clothes. So while this Chapter is an honest overview of the challenges very real companies are facing in sustainability, the hurdles and the stunted progress, it is also a celebration of the sheer brilliance, ingenuity and tenacity of the industry, as well as a very exciting look into what the best minds in fashion are shaping the industry to look like for the future. A big thank you to all those who contributed their insights to this Chapter: Jamie Beck, Fabacus; Laura Bonareu, Hallotex/Organic Sound; Dov Brachfeld, H&M; Rob Caulfield, Teemill; Kyra Claeys, Erve; Roni Gamzon, BioFluff; Philippa Grogan, Nobody’s Child; Karen Hewitt and Sophie Wai, Character.com; Jessica Lenhart, US Polo; Lindsay Lorusso, Alexandra Lorusso, Carol Lovell, Material Rebellion; Simon Platts, CircKit; Jeremy Piercy, Shared Earth; Lara Pizzato, Amphico; Lizzy Ramsden, WRAP; Julia Redman, POC, Buyer’s Eye; Louisa Skevington, Natural History Museum; Adele Stafford, Worldly; Amy Tsang, The Mills Fabrica; Sam Tweedie, SEWN; Sophie Vaud, Colorifix; and Paul Wright, PDS Group.

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Protecting the planet. It’s in our nature.

For licensing opportunities contact: Louisa Skevington

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louisa.skevington@nhm.ac.uk

07798 637 755

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COMPANY PERSPECTIVES

ON THE GROUND WITH THE FASHION COMPANIES

A look behind the scenes at the fashion brands and licensed apparel companies that are actively working to adopt sustainable change, and the progress they are making. The fashion and licensed apparel companies that are doing sustainability well, are the ones that are embedding it into their modus operandi, with their efforts supported by top level and C suite buy-in. And it is becoming increasingly clear that this is helping those companies secure a much more resilient and future-proofed business. “As a business, we’re sort of moving away from really looking at sustainability as an isolated thing and really embedding it into how we operate as a company,” said Karen Hewitt, who recently stepped back from Character. com, having co-founded the successful apparel retailer and licensee with her husband, Stephen Hewitt. Kyra Claeys, quality and compliance manager at Erve, also a major licensed apparel company, concurs that “through this approach we hope to be more resilient in the long-term. We hope to be more stable and adaptable over time with our approach to always look for sustainable alternatives.” And this approach has led to some really stand-out, successful product for these companies – some beautiful examples of which come from the Natural History Museum. Through its collaborations with responsible apparel companies Little Green Radicals, Palava, and Lucy & Yak, the Museum has grown its apparel collection and introduced new audiences to its stunning archives of illustrations and message to admire and protect the natural world, while adhering to the Museum’s thorough sustainability guidelines. It’s new Little Green Radicals collection even includes a small repair kit with fabric patches to help extend the life of the garments as kids wear them for adventures. Also bringing all its hard work in responsible sourcing together is U.S. Polo Assn., which will launch its USPA LIFE Polo Shirt globally for the spring-summer 2027 season, bringing together the best of the sustainable capabilities of each of its regional licensees, including recycled or

ABOVE: Natural History Museum’s collection with Lucy & Yak. Credit: Lucy & Yak. RIGHT: Character.com’s plant-able swing tags. Credit: Character.com. BELOW: Erve is working to root sustainability into its licensed apparel. Credit: Erve.

organic cotton, buttons and trim made of preferred materials, and a QR code on the swing tag to signpost its credentials. “As an icon born from the game, the U.S. Polo Assn. polo shirt is our most recognisable and bestselling product,” said Jessica Lenhart, director of sustainability at USPA Global/U.S. Polo Assn. “The USPA LIFE Polo Shirt brings together the very best in sustainability from our partners around the world while maintaining the value and quality customers expect.” While there are many beautiful examples of apparel where sustainability is at the front and centre of the product, it is not without its difficulties. Erve’s Kyra explained

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COMPANY PERSPECTIVES

that availability and lead times of more sustainable materials can prove challenging, as well as the “huge workload to collect data and proof for some of the sustainable materials used such as GOTS, GRS or RCS.” But a challenge that came up again and again speaking to the brands and licensees, was of course cost. “Probably one of the biggest challenges still to date for us is actually balancing that sustainability versus accessibility to that core value customer who is our end customer,” and the price they are willing to pay, said Karen. Not only that, but they are having to compete with the likes of ultra-fast fashion brands, whose “price is so attractive that most [consumers] forget they cared about sustainability,” explained Karen, and don’t comply with the same standards that established retailers and brands adhere to, “operating however they want with disregard for the things that brands like us hold dear,” added Philippa Grogan, sustainability lead at Nobody’s Child. Defined by mass-produced, low-quality, low-priced clothing, fast fashion is responsible for 10% of the global annual carbon footprint, according to Uniform Market. And while it is a $150.82 billion industry (per Uniform Market), much of the clothing has RIGHT AND an incredibly short life span and is BELOW: Natural History Museum’s routinely linked with non-compliance new collection to safety standards or chemical usage. with Little Green Radicals. Credit: “How do we explain to the consumer Tim Mitchell. that we’re doing it correctly?” asked Karen, wondering if licensors that have sustainability strategies should simultaneously licence their brand to these ultra-fast fashion platforms. But while such sites may be unbeatable on price – an undoubtedly crucial consideration for consumers – it is not the only consideration. “Sustainability needs to feel relevant in a customer’s everyday life,” said Dov Brachfeld, sustainability manager at H&M. “It’s about turning broad ambitions into clear, everyday benefits – in materials, products designed to last, and making resale easier to access.” And that has to be the key to winning over the wallet of the consumer; more often than not, sustainability is not enough to sell a product on its own. This is something Character.com thought about in its own collaboration with the Natural History Museum. Creating a more sustainable children’s apparel range with the Museum, meant having to price the collection slightly higher than its other ranges to cover the costs, “so we wanted to give something back in terms of perceived value,” which led to the company innovating its plasticfree paper packaging into a fold out colouring sheet. “So not only is the packaging not plastic, but it is also dual use,” said Karen. The company has also experimented with plant-able seed swing tags, to again, add to the value and storytelling of the product and of the work that has gone into it to make it a more conscious choice for the consumer.

Combining that mindset of sustainability as added value for the consumer, with established, trusted relationships with suppliers, while working on a sustainability plan together with your supply chain, and developing economies of scale with industry partners, all continues to make the more sustainable option that much more affordable. “We see our extended role in the markets where we operate – supporting jobs, working conditions, energy system development…” commented Dov. “And we work closely with our suppliers, co-invest where needed, supporting their transitions over time.” Which is why supply chain transparency is so crucial – and a topic of much focus across the industry right now due to the data being demanded by regulatory bodies. Worldly, a new partner of Products of Change, is supporting brands and licensees on just that, bringing standardisation to the reporting process through its Higg Index, governed through its platform, Cascale. “Licensed apparel is one of the most structurally difficult areas of the fashion industry for supply chain oversight,” explained Adele Stafford, chief growth officer, Worldly, but “standardised data means licensees can be held to consistent, measurable performance expectations rather than vague commitments – and licensors can track progress across an entire licensed portfolio with clarity.” Not only does this allow for visibility, but also better business resilience and preparedness, and confidence to communicate sustainability efforts with precision, during a time when greenwashing is a valid and feared accusation. The greater scrutiny around greenwashing is nonetheless welcome to many in the industry. While it may have reduced some of the noise, it’s also raised the bar – “what does come through today tends to be more clear and ultimately more trustworthy,” said Dov. “We try to avoid vague language and stick to facts about our actions and progress and let that speak for itself.” He added: “With that in mind, if we can show that we can be profitable while reducing emissions and contributing positively to people’s lives, then that’s meaningful progress – ABOVE: Character.com’s Blippi and even if it’s a Natural History Museum colouring-in packaging. Credit: Character.com. complex journey.

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LEGISLATION

LEGISLATING FASHION

Legislation is an important a topic as ever and is a huge focus of the fashion industry right now, especially when it comes to data reporting. While many see it as a challenge and a hindrance, the apparel companies leading when it comes to sustainability are seeing legislation as an opportunity to gain a better understanding – and therefore control – of their supply chains, as well as recognising the opportunities for differentiating and futureproofing. As Simon Platts, co-founder of SP&KO and chief implementation officer at CircKit, said: “things tend to work smarter and better when there are some rules in play.” The biggest and most all-encompassing legislation is coming out of the European Union, through the European Green Deal. Though this body of work has many focus areas, the largest hitting the fashion industry are: 1. Eco-design for Sustainable Product Regulation (ESPR) 2. Corporate Sustainability Reporting Directive (CSRD) 3. Corporate Sustainability Due Diligence Directive (CSDDD) 4. Extended Producer Responsibility (EPR) 5. EU Empowering Consumers Directive (EmpCo) 6. Uyghur Forced Labor Prevention Act (UFLPA) 7. New York Fashion Act ECO-DESIGN FOR SUSTAINABLE PRODUCTS REGULATION (ESPR) The regulation aims to ensure product durability, reusability, recyclability, and therefore increased circularity. A key component of this is digital product passports (DPPs). Fabacus details some of the latest updates: ■E SPR is moving from concept to reality, becoming real, enforceable requirements, with textiles being one of the first priority categories. ■F rom July 2026, large companies will be banned from destroying unsold textiles and footwear. ■S tandardised ways to measure product performance, including durability, repairability, and recyclability are being introduced. Clear scoring systems and labels are in development.

ABOVE: Legislation is attempting to tackle the huge amounts of waste currently caused by the fashion industry. Credit: Shutterstock.

■D PP core requirements are being refined as: product ID, manufacturer information, sustainability metrics, repair data, substances of concern, and regulatory information Key dates: EU aiming for substantial market compliance by 2030 for prioritised categories (garments, footwear, furniture, electronics, chemicals, paints, mattresses). The first working plan will define specific requirements for these categories with expected compliance required by 2027. EU DISCLOSURE DIRECTIVES Regulation is effectively setting the data agenda, reports Adele Stafford, chief growth officer at Worldly, who takes us through the details: The EU Corporate Sustainability Reporting Directive (CSRD), the Corporate Sustainability Due Diligence BELOW: Digital Product Passports (DPPs) are a major part of ESPR legislation. Credit: Nobody’s Child.

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LEGISLATION Directive (CSDDD), and a growing body of sector-specific legislation are creating detailed, mandatory disclosure requirements that cascade down the supply chain. And how far that reach extends is the part that catches a lot of companies off guard. These regulations don’t stop at tier 1. They push into tier 2, tier 3, and in some cases all the way to raw material origin – to the farms, the smelters, the chemical suppliers, the spinning mills. That’s a fundamentally different data ask than what most brands have historically been built to answer. Estimates only offer a limited view. Deeper, more specific, primary data gives a fuller picture: energy consumption by source, water withdrawal and discharge volumes, scope 3 emissions by category, and social impact data well beyond tier 1. For licensed apparel, the implications are especially sharp. A licensor RIGHT: Recycled materials will begin may have limited to be prioritised. Credit: Shutterstock. contractual leverage BELOW: Repairability and extending the life of garments counters early over the supply chain obsolescence. Credit: Shutterstock. choices of a licensee – yet the regulatory and reputational obligations roll up to the brand on the label. Having a platform like Worldly that standardises what’s collected and how, makes it possible to set and enforce data requirements across a licensed portfolio, without negotiating bespoke audit programmes with every licensee.

EU EMPOWERING CONSUMERS DIRECTIVE (EMPCO) The EmpCo Directive is being put in place by the EU to better protect consumers against greenwashing by shoring up rules around sustainability claims and product information. Applying across all business to consumer communications, not only does EmpCo consist of restrictions on greenwashing and sustainability labelling, but also compels traders to provide information on durability and repairability of their products, and prohibits early obsolescence where products are designed to have a limited life span to encourage repeat purchases. The UK Green Claims Code, developed by the Competition and Markets Authority (CMA), ladders up to this same piece of legislation. As a business, you need to be sure your green claims are not misleading. Key dates: EmpCo entered into force in March 2024 and EU member states must have transposed the rules into their national law by 27 March 2026. The regulations become fully applicable to businesses from 27 September 2026. The UK Green Claims Code was published as guidance for businesses in September 2021, and active enforcement began in early 2022. As of April 2025, the CMA has been able to fine businesses directly for breaches in the code.

INTERNATIONALLY While the EU, closely followed by the UK, are leading the EXTENDED PRODUCER RESPONSIBILITY (EPR) way for large swathes of environmental legislation, that EPR is a core component of the European Union’s broader is not to say there isn’t plenty more going on across the Circular Economy Action Plan (CEAP), which aims to globe. reduce waste and enhance product sustainability. Under the CEAP, the directives cut across four different United States: areas: ● SEC Climate Disclosure Rule (2025 start) requires large ■ Waste Framework Directive (2008/98/EC): Establishes public companies to report climate-related financial minimum requirements for EPR schemes across risks, GHG emissions (Scope 1 & 2 mandatory, Scope 3 if member states, including financial responsibility for material), and climate-related targets. producers. ● The Uyghur Forced Labor Prevention Act in the US, ■ Packaging and Packaging Waste Directive (94/62/EC): places the burden of proof on brands to demonstrate Regulates packaging waste and includes EPR measures that goods were not produced using forced labour in for packaging producers. specific regions. ■ Directive on Waste Electrical and Electronic Equipment ●N ew York Fashion Sustainability and Social (WEEE) (2012/19/EU): Establishes EPR for producers of Accountability Act requires fashion electrical and electronic equipment. BELOW: Packaging is tackled by EPR retailers and manufacturers to disclose ■ Single-Use Plastics Directive legislation, encouraging recyled and environmental and social due diligence, map (2019/904): Implements EPR minimised materials. Credit: Shutterstock. their supply chains, protect the obligations for producers of certain rights of their workers, and set plastic products, such as plastic bags. environmental impact targets. Outside of mainland Europe, the UK also has its own version of EPR, which Japan: TCFD-aligned disclosures mirrors much of the EU regulation, with mandatory for listed firms. a particular focus on packaging, as it Australia: Mandatory climate works to ensure that producers cover reporting aligned with ISSB the full responsibility of managing proposed from FY2024/25. the waste from their packaging, China & Hong Kong: Exchanges encouraging more sustainable requiring TCFD/ISSB-aligned practices and for producers to reduce, ESG disclosures for listed eliminate and fund the systems to companies. recycle end-of-life materials.

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LEFT: Th to safegu

INNOVATION

INNOVATION SPOTLIGHT

At POC, we like to keep our fingers on the pulse of some of the most exciting and relevant innovations for the industry, and here is your line-up of what most excites us in fashion right now.

Something humans are wonderful at is ingenuity and invention – of new technology, new ways of doing things, and new materials that we can work with to better suit our needs. And with legislation demanding those solutions sooner rather than later, organisations such as The Mills Fabrica are working closely with innovators to scale their solutions and connect them with the brands that need them. Products of Change has partnered with the Mills Fabrica to support them in this work, and connect them with our Community of brands across the licensing industry. Speaking to Amy Tsang, head of Europe at the Mills Fabrica, she explained that it is legislation that is guiding the types of innovations that are coming to the market right now – particularly in the way of circularity and recyclability as brands are being asked about the end-of-life pathways of their products. She added that the “forever chemicals” PFAs are also coming under particular scrutiny both in public opinion and

BIOFLUFF

BioFluff is a biomaterials startup based between Paris, New York, and London, creating bio-based alternatives to fur, shearling, plush, and other fluffy textiles for the fashion, toy and consumer products industry. Founded in 2022 by a team of entrepreneurs and material engineers, BioFluff develops next-generation soft materials designed to combine premium ABOVE: BioFluff’s Flax Blend Ecotactile performance Fur collection with Croquis (JNBY). with a lower-impact, animal-free and petroleum-free composition. Since launching with Stella McCartney at Cop28, BioFluff has worked alongside a number of brands, particularly

in regulations, and so “toxic-free” products and coatings are also seeing a surge. This was something the Mills has been showcasing in its most recent exhibition ‘Performance without Toxicity’, a display of some of the brands and innovations adopting PFA- or synthetic-free solutions for their performance wear. The exhibition shows that the breadth and range of solutions do exist, said Amy: “Because I think now what we’re starting to discover is quite scary; it’s not only harming the planet, but also its harming human health.” But, Amy adds, while “there is a lot of appetite for it, the real challenge is how to transform that initial spark into real impact,” which is where brands need to invest in and work closely alongside the innovators to scale their solutions and develop them for their market requirements. The success stories out there have been through years of R&D – it doesn’t happen overnight, and it’s the brands’ input and testing that are the essential ingredient in making them happen. Simon Platts, founder of SP&KO and chief implementation officer at CircKit, shared something similar: “There is an industry that needs things, and then there is a group of people that have created tools and solutions that are needed by that industry. Sometimes they don’t quite know how to talk to each other.” But the industry needs to see them as value adders rather than costs or hassle, he said. So for your dose of inspiration and insight into some of the changemaker innovators out there.

in the premium space, including Louis Vuitton (as featured in a recent New York Times article), Martine Rose, JNBY, Arcs London, Balsais, Collina Strada, and more. Offering both plant fibre solutions from hemp, flax, and nettle, as well as 100% bio-based PLA made from corn polymers, BioFluff offers a range of solutions, feels and aesthetics to suit. BELOW: Product shots of BioFluff’s collection with Balsais. Credit: All images courtesy of BioFluff.

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INNOVATION

COLORIFIX

AMPHICO

Amphitex™ is a 100% recyclable waterproof breathable membrane that achieves its performance without PFAS or any persistent toxic chemistry. The Amphicolor™ platform uses predictive colour intelligence to model how different weave geometries will render specific colour outputs, allowing precise ABOVE: Amphico’s example product on display at The Mills colour targeting without any Fabrica. Credit: Amphico. wet processing. The result is fabric where colour is a structural property of the weave. Amphicolor™ and Amphitex™ are relevant across sportswear, technical outerwear, and fashion. Any category that demands colour precision, performance durability, or is facing pressure to move away from harmful chemistries is a natural fit.

MATERIAL REBELLION Powered by its proprietary design technology, Material Rebellion works with ethical factory partners to capture cutting-room offcuts and end-of-roll fabrics and reimagine them as premium garment blanks, and scalable, merchready collections. With roots in music and culture-led merch, Material Rebellion’s model is white-label and private-label ready, enabling brands, artists, and enterprise partners to integrate circular production into their own collections, by treating waste not as scrap, but as a commodity and a valuable resource to be maximised. Through MR Intelligence™, Material Rebellion’s traceability and allocation system, it is ensured that circular production is structured, measurable, and audit-ready – not just a marketing claim. It’s what happens when waste becomes the starting point, not the endpoint – when we design with what already exists. ABOVE AND LEFT: Material Rebellion wants to change the narrative on waste. Credit: Material Rebellion.

Colorifix is revolutionising textile dyeing by using biology instead of harmful chemicals. The innovative process employs microbes to produce and fix pigments onto fabrics, reducing water by up to 77%, and energy consumption by up to 53%, and removes the use of heavy metals and toxic synthetic fixatives that result in hazardous effluent and high CO2 emissions. After identifying an organism that produces a desirable ABOVE AND BELOW: Colorifix offers bioconcentrate dyes colour, Colorifix refers to enable scalability of its to an online database solution. Credit: Colorifix. to identify the genes in the DNA that are responsible for colour production which is then synthesised and inserted into a microbe to replicate and produce the colour dye. This process not only eliminates the need for harmful chemicals but also utilises renewable, non-toxic resources, making it an environmentally friendly alternative to traditional dyeing methods.

HALLOTEX Apparel manufacturer for the likes of Inditex Group, Mango, Desigual, and Patagonia, Hallotex has been building the sustainability capabilities of its Morocco-based facilities. This includes recycled fibre and postABOVE AND BELOW: Hallotex recycles 100% cotton consumer waste material garments into yarn for new incorporation projects with an apparel. Credit: Hallotex. ecosocial foundation comprised of five companies in Spain. Hallotex has also extended its expertise into music merchandised apparel with its subsidiary company, Organic Sound, which has been working closely with Bravado to recycle old unsold stock in storage into new collections for its artists – most notably for Billie Eilish.

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THE FUTURE IS CIRCULAR CIRCULARITY

As we have covered, ESPR and similar legislations are demanding fashion companies consider circularity in their processes, whether that is through design or ensuring there is an endof-life solution for the garment. “The one bit that is not going away is the circularity,” said Paul Wright, group executive director of ESG at the PDS Group. “I don’t think anyone’s really cracked that yet at scale,” he added. But there are an increasing number of fashion brands trying and sharing their progress. Primark has recently published its updated Circular Product Standard 2.0, bringing together its past three years of learnings. Inspired by the Ellen MacArthur Foundation’s vision for a circular economy for fashion, Primark is working to embed circular design principles into its products, focused on durability, materials, and recyclability. Circular design guidelines have now been developed for nine of Primark’s key product areas, including denim, jersey, knitwear, nightwear, shirts, skirts, blouses, dresses, and leisurewear. Since around 80% of a product’s environmental impact is decided at the design stage, according to BELOW: H&M has partnered with second-hand fashion platform, Sellpy. Credit: H&M.

the Ellen MacArthur Foundation, circularity needs to be considered when a product is first conceived, for it to have any possibility of a circular solution at its end-of-life. “We need to be building in strategies for end-of-life at the beginning, not trying to deal with the problem after it’s happened, but obviously we have this massive problem in that there’s so much clothing already on the planet right now,” said Julia Redman. One such solution is textile recycling, with brands designing their products with the possibility of recycling in mind, through limiting fabric blends or hardware that can reduce its recyclability. They are also increasingly incorporating recycled material into their garments. But at the minute, we lack the infrastructure to make textile-to-textile recycling a scalable ready-to-go solution, explained Julia, as what currently exists is not “joined up” enough to meet the problem at hand. “When it comes to end-of-life and circularity, the entire industry is still at a very early stage,” concurred Dov Brachfeld, sustainability manager at H&M. But there is progress being made, and the EU for one, is recognising this gap, and has launched an €11m fund to support textile recycling technologies and their commercialisation for post-consumer clothing waste. Meanwhile, textile recycling and circular design are nothing new to print-on-demand licensed apparel manufacturer, Teemill, and its own fashion brand, Rapanui, which launched its own takeback scheme, Remill, when the business was founded in 2008. All apparel Teemill produces, whether through licensed collaborations including Aardman’s Wallace & Gromit, or through its own Rapanui brand, includes care label messaging encouraging consumers to return garments when they are no longer wanted, in exchange for store credit. Returned garments are collected and sent back to Teemill, where they are shredded and re-spun into new cotton blanks that can then be reused across future production runs. For licensors facing increasing pressure around circularity

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CIRCULARITY reduced price point, one: gets you another customer base, but two: also optimises the original resources that went into the garment production,” commented Philippa. H&M has also made a strategic partnership with a second-hand fashion company to offer this alternative purchasing stream. Sellpy sells both high-fashion brands as well as H&M collaborations. “Sellpy plays an important role in encouraging more circular habits by making resale LEFT: Nobody’s Child both accessible has introduced rental and second-hand and rewarding for options. Credit: Nobody’s customers,” said H&M. Child. BELOW: Second-hand “At the same time, fashion platforms like Vinted and growing fast. it’s a new industry; Credit: Shutterstock. this space is still developing, and no one has all the answers yet. We welcome external scrutiny because it helps highlight what needs to improve. That’s also why we’re investing in recycling innovation – it’s a critical area that must continue to advance for circularity to scale effectively,” said Dov. So while there are huge amounts of potential – and momentum – towards takeback schemes, whether it is for recycling or resell, there is much development and “joining up” required to fully integrate it into the fashion business model. “You’re basically having to rewire your house in a different way. And change consumer behaviour as well as the rest of it,” said Paul Wright, from the PDS Group, adding that takeback needs to even be considered in store design for it to be integrated into consumer behaviour and have the capacity to operate at scale. This is something that technology can go a long way to support and is the very topic we will explore in the next section.

and evolving legislation, such as ESPR, the model offers a rare example of a commercially scaled circular system already embedded into the product lifecycle. “The legislation is only moving in one direction,” said Rob Caulfield, senior business development manager for brand licensing at Teemill. “Having a circular model that has been operating for nearly two decades gives rights holders a way to engage with circularity through an existing operational model, rather than needing to build those systems from scratch.” Even better than textile recycling, however, is being able to give garments multiple lives before that point through resell and takeback. The secondhand fashion market is booming, expanding three times faster than traditional retail and comprising approximately a tenth of global fashion sales (The Guardian), meeting the needs of both the cost and environmentally conscious consumer. Adam Jay, chief executive of Vinted, recently shared in a Guardian article that Vinted, Shein and Temu are all growing for “fundamentally the same reason,” which is “because it’s cheap and easy.” Ethically focused fashion brand and retailer, Nobody’s Child, has embraced the secondhand market fully, with its onsite rental fashion capabilities with partner Zoa, offering its consumers the rental option alongside purchasing. “It really bakes it into the usual customer journey,” explained Philippa

ABOVE: Inside Teemill’s factory on Grogan, sustainability lead the Isle of Wight. Credit: Teemill. at Nobody’s Child, “you’re RIGHT: Teemill’s care label with Remill takeback also potentially signposting information. Credit: Teemill. circular business models to audiences that otherwise wouldn’t be aware of them.” Nobody’s Child also offers consumers a takeback and second-hand purchasing option through its partnership with Reskinned. “It’s adding value to something that traditionally has been sort of stigmatised. Like how quickly in our lifetimes has the language around second-hand things, and pre-loved, and all that jazz evolved. It’s gone from car boot and jumble sales to second-hand, preloved, re-loved vintage – it’s evolving. And I think being able to give customers access to existing garments, potentially even at a

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RESEARCH

THE DETAIL IS IN THE DATA

Market intelligence research firm, Mintel, shares findings from its UK Fashion and Sustainability Market Report 2025, as presented by Tamara Sender Ceron at the POC Conference 2025. The research gives insights into the growth of more circular shopping behaviours in UK consumers and how far they actually value information on the sustainability of the products they buy.

ATTITUDES TOWARDS SUSTAINABILITY IN THE UK

To what extent do you agree or disagree with the following statements? More information about the environmental impact of different types of clothing/footwear materials would be useful (eg organic cotton versus recycled polyester) Sample

Any agree

Neither agree nor disagree

Any disagree

2000

62%

28%

10%

Generation Z (28 and under)

423

76%

19%

Millennials (29-44)

546

67%

25%

Younger Millennials (29-35)

242

71%

21%

Older Millennials (36-44)

304

63%

28%

Generation X (45-60)

520

59%

29%

12%

Baby Boomers (61-79)

461

49%

38%

13%

Base: 2,000 internet users aged 16+

All Generation

Source: Mintel. Research Partner: Kantar Profiles. Fieldwork: May 2025

FASHION SHOPPING BEHAVIOURS IN THE LAST 12 MONTHS (UK)

Which of the following have you done in the last 12 months? Please select all that apply. Sample

Bought second-hand fashion items

Sold unwanted fashion items

2000

21%

19%

11%

Generation Z (28 and under)

423

26%

25%

20%

Millennials (29-44)

546

25%

23%

13%

Younger Millennials (29-35)

242

23%

21%

14%

Older Millennials (36-44)

304

26%

25%

12%

Generation X (45-60)

520

17%

20%

10%

Baby Boomers (61-79)

461

16%

Base: 2,000 internet users aged 16+

All

Had a fashion Rented fashion item repaired items

Generation

Source: Mintel. Research Partner: Kantar Profiles. Fieldwork: May 2025 To read the full report, search ‘UK Fashion and Sustainability Market Report 2025’ and contact POC for 20% off.

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TECH AND DPPS

HOW TECHNOLOGY IS DRIVING

SUSTAINABILITY’S NEXT WAVE Fabacus, a global technology and data business that supports the retail, licensing, and manufacturing industry, has been at the forefront of such technological developments – particularly when it comes to the adoption of digital product passports (DPPs). Speaking to Jamie Beck, senior vice president of sustainability and compliance at Fabacus, he explained that there has been a surge in demand for supply chain mapping and companies ensuring their data is accurate and verifiable, brought on by the demands in legislation. It is also crucial that fashion companies have their data in order ready for the DPP requirements. From 2028, textile DPP requirements will apply for all textile products placed on the EU market. “You’ve got some forward-thinking brands that are just going, right, we’re going to do it. So let’s go ahead,” said Jamie. Ethical fashion brand, Nobody’s Child, and sister company to Fabacus, was one of the first fashion brands to bring the DPP to its products in 2023, and Jamie explained that the company has seen huge benefits of being a first mover, from accolades and awards to industry and consumer recognition.

With the direction of sustainability in fashion very much focusing on traceability, transparency, and circularity, new technology is being developed to support companies with this progress.

“But everyone’s so focused on compliance at the moment, they don’t see it as an opportunity,” said Jamie, “So our phrase that we often use is: don’t see it has handcuffs, see it as an opportunity.” Because there are huge benefits that reach far beyond that of compliance, traceability, and visibility. There are numerous marketing opportunities as it gives companies a new way to interact with their consumer, engaging them in competitions and offering a new channel to share both the brand story and the product story – “there’s a huge business ABOVE: An example of a Nobody’s Child digital product passport. Credit: Fabacus. RIGHT: DPPs will become mandatory on garments. Credit: Shutterstock. BELOW: AI and 3D technology are already revolutionising the fashion industry. Credit: Shutterstock.

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TECH AND DPPS webinar with Sam last year on the POC site, and what was impossible to not acknowledge, was just how much the space has evolved over the year since we had the webinar. Beginning by utilising 3D image technology to mock-up garments, trial designs, draw up patterns and experiment with fabric types, now AI is adding a whole new dimension to these capabilities in fashion. It can LEFT: 3D mockups can reduce the need for sampling. make hyper realistic product imagery, Credit: Shutterstock. down to the close-up fabric texture, as BELOW: Some brands are well as realism of the models and fits of already offering virtual ‘try-on’ the garments from different angles. technology. Credit: Shutterstock. Sam explained that the key benefit BELOW LEFT: Technology is being of both the 3D and AI technology is shown to significantly reduce a garment’s impact in the design the massive reduction in sampling stage. Credit: Shutterstock. requirements. 3D virtual garments can be tested on models of different case there alone,” said Jamie, “This sizes, narrowing down the number is not just going to be solely about a of fittings needed and negating the DPP and ESPR. You will find that it’s need to send samples back and forth going to be a tool for so much more.” between manufacturer and designer. The consumers have to be incentivised Meanwhile, AI can support with this as to scan the QR code and engage with well as replicate realistic environments the DPP, and for many consumers, the and models for digital photoshoots, lure of sustainability information and meaning reduced cost and footprint metrics is not enough, but discounts and of an on-location photoshoot. entries to competitions can do the trick. Of course, there is a far from But crucially another negligible environmental impact of particular advantage of AI technology, in particular with the DPPs lies in its capabilities energy demands of the data centres, however this is to support end-of-life something Sam speaks about candidly. SEWN is built solutions for product. around the mission to utilise technology to lower the Not only could it direct environmental impact of the fashion industry, and consumers to textile therefore everything is highly considered, and the use recycling points, apparel of AI is restricted to as few regenerations as possible, donation collections, or with Sam ensuring they use the imagery they have repairers, but it can also generated as much as possible before creating new. streamline the reselling And the carbon footprint of utilising AI vs physical process. “I think that sampling and on-location photoshoots is carefully bit will be one of the managed, and Sam explained it is still significantly biggest things to help less. It all comes down to using it responsibly. the circular economy,” “I think the virtual testing side of it is where we think we commented Jamie. can make the most sustainable impact,” said Sam, explaining As we know, second-hand fashion is a huge industry, but it that brands can generate digital 3D mock-ups of new styles could be even bigger, and what holds back many from utilising for their consumers to review and vote on before they even go it more are the extra steps to list and sell. Jamie explained that, into production, a concept menswear brand, Neem, are already in future, consumers could effectively have a digital ‘wallet’ of all making use of. This allows brands to really understand what the products they own, with all the relevant information needed their customer wants and massively reduce the vast volumes to sell it on, which could link straight through to resell platforms, of marked down and unsold stock that gets generated. enabling ease and trust from buyers, reducing the risk of Also tackling this waste issue is the potential for 3D fakes, as well as driving better quality items on the market. modelling of customers own bodies and sizing for them to This digital ‘wallet’ or perhaps more aptly ‘wardrobe’ of virtually ‘try-on’ clothes before buying and thereby reducing clothes owned could also come in handy with repair and the risk of returns from ill-fit. Sam explained “if you could replacement, keeping the consumer, the brand, and the get something like that working, you can really make a product connected all the way through its lifespan, with difference to a brand. You could affect their markdowns and potentials far beyond fashion. The ongoing connection can returns, and you could also reduce the amount of waste also enable greater consumer feedback and conversation that they’ve got in the industry. So that’s the way I want to with the brand throughout the product’s whole lifecycle, go in the future; that’s where I think the future should be.” supporting in the development of other products. Technology always has and always will support progression in the way we operate, the way we create RIGHT: Reducing unsold stock can improve a product, and now how we ensure we do so responsibly. brand’s bottom line and And the use of AI is no exception. While its rapid enable investment in sustainability. adoption is reason for some trepidation, there is also Credit: Shutterstock. enormous potential and no denying it is here to stay. In the same way that sustainability is, at its core, all about efficiencies and using resources effectively, so is AI, and the fashion industry has been quick to adopt its capabilities in myriad areas. POC caught up with Sam Tweedie, co-founder of digital virtual fashion agency, SEWN, after we hosted a

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CONCLUSION

A POSITIVE OUTLOOK

So while the fashion industry gets rather a bad rep for its environmental impact that only seems to worsen, it is also not hiding in the shadows and, step by step is tackling the issue head on. As Jamie Beck from Fabacus noted: “There’s quite an emotional contact between clothing and people,” so it has to change, and the brands who are taking this in their stride and working to improve are already the ones coming out on top and pushing ahead of the crowd. Because it is the smart thing to do, it is the business-savvy thing to do, and it’s what will shore up businesses for future pressures and challenges. “This isn’t just me and you trying to hug trees. This is all commercial,” said Simon Platts from CircKit. “If you don’t want to do it because it’s responsible and it’s better and it’s greener, do it because it’s bloody commercial. It’s literally going to make you money.” And the first movers are already seeing this happen. “What matters most is demonstrating that this approach works – that you can be profitable while delivering on

sustainability. If we can show that, others will follow, and then the impact just spreads.” added Dov from H&M. The investment in the tech, in the traceability, in the supply chain data, ready to be in accordance with legislation, was a key theme throughout every conversation for this Chapter. Technology is going to continue to better support the industry on its sustainability journey, and there is much to be excited about. The possibilities of digital wardrobes, virtual try-ons, and activewear made from plants and dyed used microbes seems far-fetched and fanciful, but it is anything but. It is at our fingertips; the solutions are there – they just need to be embraced, invested in, scaled, shared and collaborated on. And then a future when the fashion industry no longer has negative sustainability connotations doesn’t seem so far away after all.

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THE PAPER CHAPTER

IN THIS EDITORIAL: From across the paper-based industries – from books, magazines, greetings cards and more – there is a decidedly positive momentum towards

2026

responsible fibre sourcing, content creation, and some very exciting innovation.

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BETTER BRAND EXPERIENCES. DESIGNED TO LEAVE LESS BEHIND. RDP CREATES LICENSED MERCHANDISE, PROMOTIONAL PRODUCTS AND BRAND ACTIVATIONS THAT PEOPLE WANT TO KEEP.

FROM FIRST CONCEPT THROUGH RESPONSIBLE SOURCING, PRODUCTION AND DELIVERY, WE COMBINE STRONG CREATIVE WITH PRACTICAL MANUFACTURING EXPERTISE AND TRANSPARENT SUSTAINABILITY CHOICES.

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CONTENTS

WELCOME

Products of Change is a purpose-driven, not-for-profit membership organisation, working to drive and support sustainable change in the brand and licensing industry by turning ambition into action. Comprised of regularly updated educational resources and webinars, trade show activations, events, an annual conference, newsletters, and editorial publications, POC brings its ever-widening network together with the tools, guidance, and community to help you achieve your environmental goals within a supportive global network. To find out more about becoming a member, visit: productsofchange.com/membership. The Paper Chapter was definitely one I was looking forward to this year (although I couldn’t possibly choose a favourite), as my publishing background piqued my personal interest. But also because it provides the perfect battleground for sustainability progress; not only is there the footprint reduction of the physical products – chiefly paper – that make up the books, magazines, greeting cards, calendars, diaries, stationery, gift wrap, but there is the additional level of the content itself. Creating less of a direct environmental impact but with boundless opportunity to have indirect positive impact, by the implicit – or indeed explicit – behaviours that it highlights, normalises and encourages. This doesn’t mean being preachy, but means considering how content that is published should be read and met in the current state of the world. It is that storytelling potential. And we also see in this Chapter how that is done beyond the written word, by clever and innovative fibre choices to engage consumers on the product’s creation and encourage them to consider the material that went into it. It is an exciting area for sustainability, and this Chapter highlights the progress made, the innovations forged, the legislation that is springing challenges and opportunities, and the tenacity of companies to tread the path towards a more sustainable paper industry. A thank you goes out to all those who contributed their time and insights to this Chapter: Claire Bates, Danilo; Sarah Downey, Coffeenotes; Richard Edwards, Baneco; Émilie Hames, Penguin Random House; Mirjam Hazenbosch, Zoological Society of London; Josh Holland, James Cropper; Elliot Moran, Hearst; Sue Morrish, Ecofriendly Card Company; Niina Niemelä, UPM; Steve Plackett, Carousel; Chris Shaw, UK Greetings; Duncan Shearer, POC Ambassador; Hayley Slack, Little Coffee Cup; Michelle Whitehead, Immediate; Tom Willday, Willsow.

KATHRYN BRAND Editor and Content Manager

70 WHAT’S

INSIDE 62-63

The rise of alternative fibres

64-66

70-71

The power of publishing

A greeting cards evolution

67-69

What supply chain legislation means for paper

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THE RISE OF ALTERNATIVE FIBRES INNOVATION SPOTLIGHT

Paper isn’t just made from trees. From coffee cups to crop waste, alternative fibres are reshaping how paper is produced – bringing sustainability, resilience, and compelling circular stories to the forefront of the industry. LEFT: A selection of Coffeenotes notebooks, made from recycled coffee cups. Credit: Coffeenotes.

When we think of paper and where it comes from, most people’s minds go to trees, and rightly so as it is almost all made from wood pulp these days – emphasis, however, on the ‘these days’. As it is only since the mid-19th century that wood pulp was widely used in paper making. Before then, a variety of regional fibres were used until the industrial revolution made it viable to process cheaper, more abundant wood pulp at a wider scale. And now, in that cyclical way history is predisposed to do, we are seeing paper RIGHT: Coffee cups collected and ready to be recycled. Credit: James Cropper. BELOW: The James Cropper paper mill in the Lake District. Credit: James Cropper.

mills and manufacturers innovate and explore alternatives to wood pulp to reduce reliance on a single material and turn waste streams into valuable resources. One such innovation brings together multiple companies within the POC Community and uses a fibre source that would have been completely alien to our historical paper makers. Lake District, UK-based paper mill and innovation powerhouse, James Cropper, pioneered its CupCycling technology, recycling used coffee cups into speciality paper. CupCycling overcomes one of the major barriers to coffee cup recycling by separating the paper cup from its plastic lining. The fibre is made into recycled paper like its Rydal Packaging Collection, and the plastic is also recycled into new products. Products of Change visited the paper mill earlier this year and saw the process in action. The process is now part of the National Cup Recycling Scheme, which sees cups collected and sent to five UK recycling facilities. The cups are largely collected by participating companies such as Costa and McDonald’s, which have specialist collection points in their stores for consumers to dispose of their used cups. Among a number of other customers, James Cropper’s CupCycling paper is the source of paper used by two of POC’s Members: Coffeenotes and The Little Coffee Cup. Created as a sister company to Epic Print by founder, Sarah Downey, Coffeenotes creates premium stationery from the coffee cup paper. Offering a selection of formats, the range utilises thoughtful material use, and recyclable elements. “Stationery is a single-use item – you’re not going to reuse it; it’s not going to have that long a life. We try to encourage people to think about what’s going to happen to it afterwards,” said Sarah. All Coffeenotes paper products are recyclable in usual paper waste streams, and can also be composted, making them easy for consumers to responsibly dispose of them at end-of-life. As well as selling direct to consumer through its website, Coffeenotes stocks its notebooks in various specialist stationery shops, lifestyle shops, coffee and tea shops, restaurants, and some museums. “I much prefer to think of Coffeenotes

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INNOVATION SPOTLIGHT LEFT: Baneco uses agricultural banana waste to make fibre moulded packaging. Credit: Baneco.

being in smaller, independent shops, where somebody’s going to be prepared to talk about it and engage with customers, than it being lost in a melee of lots of other things and the story behind it not being very visible,” commented Sarah. Telling the story of the paper is exactly what Little Coffee Cup does, in the form of a children’s book made from recycled coffee cups. Little Coffee Cup and the Big Surprise, follows the tale of a coffee cup from its coffee shop origins, to becoming litter by the side of a road, and being rescued by a litter picker before being taken to the James Cropper paper mill and recycled into the very book you’re reading. In fact, each copy contains 13 former coffee cups, given a new purpose instead of ending up as landfill. With a background working at waste company, Biffa, author, Hayley Slack, is using the Little Coffee Cup as an educational mascot to teach people about effective and accurate recycling, getting children involved and forging an understanding of where things come from and the responsibility that entails. Coffee cups are far from the only alternative material source James Cropper is exploring. Josh Holland, business development manager at James Cropper explained that the mill has trialled cotton fibres from recycled textiles such as jeans, as well as hemp, and even waste from food like pineapples. James Cropper also offers ‘inclusion’ paper, utilising coffee and cocoa waste, reducing the percentage of wood pulp needed. “We’re always exploring what we can do for alternative fibres, just in case; a lot of it is around safeguarding the planet, the mill, and what we do here,” said Josh, asking “How can we take something away from landfill, and

ABOVE: The four generations of the Willday printing family. Credit: Willsow. LEFT: Willsow’s founder, Tom Willday, with the plantable book. Credit: Willsow.

better protect the supply chain for paper?” Based in the Lake District National Park, Josh credits much of the sustainable ethos of Croppers to its location and the constant reminder of the magnificence of nature; “When you arrive at work and you’re basically in a national park, it’s always there […] I think the fact of where we are pushes a lot of the innovation we do around sustainability.” This shows itself in myriad ways throughout the business, whether through its water recycling, pulp sourcing, supply chain management, its plasticfree moulded fibre packaging (COLOURFORM™), natural dyes, or zero waste to landfill. Where James Cropper’s paper mill has existed since 1845, down the other end of the UK is a much newer

paper mill, opened only last year, and marks the first paper mill to open in the UK in the last 75 years. The SeedPrint Mill in Cornwall has been set up by Willsow, founded by Tom Willday. Tom explained that he wanted to build on his fourth-generation family printing business, and diversify its offerings by introducing seed paper – paper that has seeds embedded into it to be planted at end of use. The SeedPrint Mill uses only recycled paper, fibres, and water to make its paper, adding in non-GMO flower seeds to create “the floweriest, bloomiest, growiest seed paper on the market.” And it is seeing huge success, with licences from Aardman and the RHS, as well as collaborations with Charlotte Tillbury and POC Member, the Zoological Society of London (ZSL) – the latter to create something rather unexpected. Willsow and ZSL have been collecting poo from the herbivorous animals inhabiting ZSL’s Whipsnade Zoo and using it to make paper. “We’ve made a puzzle, which is the first puzzle in the world made out of poo, and we’ve made a book about poo made from poo,” said Tom. All kids are obsessed with poo, he added, “We wanted them to pick it up and be inspired.” Once again, we come back to the storytelling capabilities and the possibilities are endless. Tom spoke about potential projects such as with a fashion brand, recycling their denim into fibres and making the next season’s jean’s swing tags, or using brewery waste to create labels or packaging for beer. The SeedPrint Mill is able to make fully traceable, individual batches for specific projects such as these. When something is as visual and tangible as this, the circular story is so clear to the consumer – they understand where it came from. There is ownership and providence to the recycled paper, that tells a wordless yet powerful marketing story. Another example from the POC Community that cannot be missed, is Baneco, which turns agricultural waste from bananas into industrial-grade fibre for paper, packaging and non-woven applications. After bamboo, banana agri-waste contains the second strongest organic fibre on earth – and is an abundant resource with around 60% of total banana biomass left as waste during harvesting and processing. Its exceptional strength and durability enable it to be effectively used on existing machinery. Baneco’s co-founder and CBO, Richard Edwards, explained that the company’s focus is on “making waste-based, lowcarbon materials commercially viable at scale – not as a niche alternative, but as a credible part of mainstream supply chains.” The potential in paper innovation seemingly stretches as far as your imagination, and while responsibly managed forests remain a fantastic source of fibre, diversifying the inputs adds resilience to the supply chains, as well as a good deal of creativity, and of course, that all important circular storytelling. LEFT: Willsow’s Tom Willday demonstrating the handmade seed paper process. Credit: Willsow.

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GREETING CARDS

A GREETING CARDS EVOLUTION The transition the greetings card industry has been on in the last few years is apparent to even the majority of consumers. While not yet completely across the board, the movement away from unnecessary plastic has seen such effectuation in the industry – particularly when it comes to the clear plastic packaging or cello bags that cards come in.

ABOVE: Danilo’s licensed plastic-free gift wrap range. Danilo.

Speaking to some major players in the greetings card industry, including UK Greetings, Carousel Worldwide, Danilo, and The Eco-friendly Card Co., the consensus was similar. “The biggest impact has been plastic free packaging over the years, and more and more printers and publishers are signing up to SBTi or other similar schemes in which I hope we’ve been instrumental in trying to lead the way,” commented Steve Plackett, production director at Carousel Worldwide. Sue Morrish, director at The Eco-friendly Card Company added: “Over the last 20 years there has been enormous change – many cards are now printed on FSC stock and there has been a big move away from having cards individually wrapped in bags and using card clasp labels instead.” And beyond specific achievements, Claire Bates, senior marketing & sustainability manager at Danilo, observed an evolving mindset and modus operandi: “The industry has changed enormously over the last few years. Sustainability has moved from being a niche discussion to something that’s now embedded in product development, retailer conversations and business strategy. “There’s much greater transparency, better access to sustainable materials and a real willingness across the industry to collaborate. While there is

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GREETING CARDS still work to do, it’s encouraging to see sustainability becoming a shared priority, with so many companies committed to driving positive change.” Products of Change saw this evolution firsthand on a visit to UK Greeting’s manufacturing site in Dewsbury earlier this year. UK Greetings has undergone a huge shift towards sustainability, changing everything from the design of its cards, how they are packaged, and even where and how they are made, working to embed the UN Sustainability Goals into its practices. “The scale at which we’ve been able to change ABOVE: Left image shows previous to a new method, a new with plastic sustainable method, without design googly eyes. compromising design, has Right design with moveable paper been something that I’ve version. Credit: been particularly proud UK Greetings. of,” said Chris Shaw, head RIGHT: Left version shows woven of safety & sustainability. paper ribbon and POC met with the 3D foiled effect flower to replace design teams at UKG, the nylon ribbon who explained how they and charm on the have completely removed right. Credit: UKG. glitter, gems, diamantes, sequins, nylon ribbons, foam pads, and vinyl and acetate windows – all plastic based components – from its cards. But rather than a restriction, the design team took this on as a challenge – how to make high value, desirable cards without these elements? And they more than excelled. UKG’s paper engineers innovated googly eyes, moving components, foiled embossing, card pads, paper ribbons and endlessly more designs that delivered on the impact without the footprint. Another huge change at UKG was the reshoring of the majority of its card manufacturing. After offshoring production to East Asia in 2015, UKG commenced a phased return to its Dewsbury, West Yorkshire location, saving huge amounts of carbon on shipping. “It gives us that control, emission reduction, speed to market, many, many different benefits that come from having manufacturing on our doorstep,” said Chris. This has also meant shifting its paper sourcing from Asia to Europe, meaning that even though it is a growing business and its volumes of paper are going up, the emissions are not, meaning the pro rata tonnage is much better. The paper itself is also all FSC sourced. “The industry expects nothing less than everything sustainably sourced, FSC,” said Chris, articulating what is being recognised as the bare minimum standard for paper related products these days. He added that UKG then wanted to go a step further and is working with the World Land Trust to directly protect threatened areas and offset the carbon emissions related to the manufacturing of the paper it uses. Danilo, Carousel, UK Greetings and The Eco-friendly Card Company attest to FSC being the standard, with each either offering exclusively FSC certified products or the vast majority as such. Eco-friendly Card Company was the first

direct to retail greeting card publisher to hold its own FSC chain of custody back in 1996. It is also now committed to using 100% recycled paper. Sue explained this is something that has got easier as the company has grown, affording it more purchasing power, and building strong relationships with its paper suppliers. But this also has meant sourcing more paper from Europe than UK: “It seems that Europe is much further ahead when it comes to recycling and environmental innovation in the paper industry, as it is with bio-based alternatives to fossil-fuel derived plastics. “I’d love to see more of the paper collected for recycling here in the UK recycled into quality recycled paper in the UK, rather than just newsprint and cheap tissue. It seems ill-thought through that we send paper waste into Europe to be converted into recycled pulp which I then buy back from mills as recycled paper made in Italy or Germany.” Other sustainable focuses of greeting card companies include emissions, SBTi backed targets, and pathways to net zero, as well as greater supply chain transparency, use of vegetable and soy-based inks, as well as of course removing plastic packaging. “Sustainability is all about continuous improvement, so we’re always looking at where we can make further positive changes while still delivering the quality products our customers expect,” commented Claire from Danilo. Both Danilo and Carousel spoke of the important role licensing has played in their sustainability journeys. Steve commented that Carousel works with over 90 brands and many of them are particularly interested in the company’s sustainability work. Claire agreed that “many licensors now have ambitious sustainability goals of their own, which helps drive meaningful conversations throughout the supply chain. We’ve found that licensors, retailers and manufacturers are increasingly aligned in wanting to reduce environmental impact […] When everyone is working towards similar goals, it creates a great opportunity to share ideas and accelerate progress across the industry.” When standards are being encouraged and even enforced along multiple points of the supply chain, a unity of goals and collaborative progress can be achieved. Licensors or licensees can bring their partners on the journey with them. But it hasn’t all been plain sailing, and more hurdles can be expected on the horizon. “It’s definitely been a learning curve. One of the biggest challenges is that sustainability isn’t always straightforward – there often isn’t a single “right” answer or one solution that works for every business,” said Claire, adding that

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GREETING CARDS reporting requirements are constantly evolving. Similarly, Steve speaks to the increased complexity of SBTi Version 2.0 and the additional traceability and evidence requirements. The moving goal posts of legislation has added further difficulty into the mix and is something we try to outline in the Legislation section of this publication. Chris from UK Greetings also spoke about the challenge of ambition outpacing the materials available. The company wanted to remove all plastic from its cards, but it had to undergo a transitionary process while it sourced alternative materials or innovated solutions that otherwise weren’t available. “The challenge is just trying to keep the momentum going and ensuring the innovation is working with suppliers to try and meet those needs,” said Chris. Claire explained how Danilo tackled this: “What’s helped is staying curious, collaborating with suppliers, and engaging with industry groups such as Products of Change. The work POC is doing to encourage collaboration and help drive greater consistency across the licensing industry has been incredibly valuable. The more businesses share experiences and learnings, the easier it becomes for everyone to move forward together.”

ABOVE: Sue Morrish with the first direct to retail greeting card publisher FSC chain of custody certification. Credit: The Eco-friendly Card Company.

And it is through this collaboration and knowledge sharing that has led to such change in the greetings card industry, such as companies sharing their innovations to replace cello bags to the extent that we are continuously seeing plastic wrapped cards decrease in use – and hopefully also in favourability from the consumer. So what does the future hold for the greeting card industry? And what will our greeting card companies get up to next? A main focus is reportedly continued emissions reduction and work towards energy efficiencies. Steve

added that Carousel wants to continue to engage closely with its printers and providers on their sustainability commitments, encouraging them on the journey with Carousel. Similarly, Chris said that UKG wants to look into more detail at the carbon footprint of its mills and work with them accordingly. “That’s where we would be looking at how we utilise the POC Maturity Index, not just from a licencing perspective, LEFT: A UKG but also how we can utilise designer talks through new that with those vendors, so designs. Credit: that we could see where UK Greetings. they are in their journey, BELOW: A selection of UKG’s and look at setting them new plastic-free goals,” commented Chris. cards. Credit: UKG. The Maturity Index is also something Danilo looks to benefit from as Claire explained how “we’d love to see greater consistency and standardisation across sustainability reporting and environmental claims. The industry has made fantastic progress, but clearer frameworks would help businesses make more informed decisions and drive even greater collective impact.” UK Greetings additionally wants to continue its reshoring and nearshoring efforts, as well as ensuring the company continues to evolve and innovate, said Chris. The Eco-friendly Card Company’s ambitions are similar, as Sue explained that it is working with James Cropper to bring some of its paper manufacturing back to the UK, as well as commissioning Cropper’s postconsumer coffee cup paper. More on James Cropper’s innovation and coffee cup paper on page 4. So, there is much more to see from the greeting card industry yet, when it comes to the sustainability conversation. Chris added: “There’s a lot of different publishers working at different speeds, but because of the nature of the customer base, and the sentiment that’s attached with greeting cards, there’s real thought and consideration for the production of greetings cards that has moved it on as a category extremely well.” This thought and consideration has fuelled its sustainable transition and we look forward to its continued evolution. BELOW: RSPB and WWF licensed card ranges. Credit: Carousel Worldwide.

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BELOW: Extended Producer Responsibility (EPR) is a priority for many companies at the moment. Credit: Shutterstock.

LEGISLATION

WHAT SUPPLY CHAIN LEGISLATION

MEANS FOR PAPER With regulations tightening across sourcing, packaging and waste, the paper and publishing industry is entering a new era of accountability. Here’s what the latest EU and global legislation means in practice – and why traceability is now business‑critical. There is a lot of movement and discussion around legislation in global supply chains with different regulatory bodies and regions exerting their influence in different ways. In this section, we will cover two major areas of legislation that are particularly relevant to the paper and publishing industries. Whilst they are separate regulations with different objectives, they are all connected through the lifecycle of a product, from the sourcing of raw materials, through to how products and packaging are managed at end of life.

It covers several key commodities that have historically been linked to deforestation risk, including timber, paper and pulp products, cattle, cocoa, coffee, soy, palm oil and rubber, alongside a range of derived products. While EUDR spans all of these sectors, for the purposes of this discussion we’re going to focus specifically on paper and paper-based products. For many businesses in our industry, paper is likely to be one of the first materials where the impact of these regulations will be felt, making it a useful place to start when understanding how the wider regulatory landscape is evolving. At the heart of EUDR is the EU’s ambition to ensure that products entering the European market are not contributing to global deforestation.

The EU Deforestation Regulation (EUDR) The EU Deforestation Regulation (EUDR) is arguably one of the most significant pieces of environmental legislation currently coming out of the European Union. It forms part of the EU Green Deal, alongside the Green Claims Directive, Eco-design for Sustainable Products Regulation (ESPR), and Extended Producer Responsibility (EPR).

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LEGISLATION

Case study from UPM With printed products apparently now out of scope, it is the paper mills that are now the most impacted by the legislation. Niina Niemelä, sustainability director at UPM Communication Papers shares how it has been tackling the regulation: “The EU Deforestation Regulation (EUDR) has significantly shaped how we organise data, systems and customer support, and we see this as a positive development. UPM paper businesses are on track to be fully compliant by the legal deadline, and preparations have been ongoing well ahead of the regulation’s application. “A key focus for us has been making EUDR implementation

as straightforward as possible for our customers. The amended regulation and the Commission’s

The goal is to make sure that paper and paper-based products originate f rom sustainably managed forests, building on practices that many responsible forestry organisations have been implementing for years. Crucially, it is the only regulation coming out that can actually prevent products f rom being sold within the European market if they do not comply, rather than functioning as a tax for non-compliance. With EUDR, if businesses cannot demonstrate compliance, products can be stopped at the border. One of the more positive developments over the past year has been the simplification of some of the requirements. As discussions have continued around the complexity of implementation and the number of operators involved, regulators have taken a more phased approach. Initially, the focus will be on larger companies, with responsibility sitting primarily with the first operator placing the product on the EU market. That operator must be able to demonstrate that the material originates from a compliant source and provide the required due diligence information. POC Member, the Zoological Society of London (ZSL) has been doing a lot of work on EUDR, working with organisations to create guidance and to prepare. One such project has been with the Book Chain Project to publish six country-specific guides (Thailand, Brazil, Malaysia, Mozambique, India, Argentina) on the sourcing requirements of each region and its paper mills. Mirjam Hazenbosch, sustainable business programme manager at ZSL, provided more detail: “It’s really about telling individual companies what they need to do, what documents they need to look at when they’re sourcing f rom the different countries. […] We have an overview of the different key documents that publishing companies need to collect f rom specific countries to comply with EUDR, and that looks at different categories, including land use rights, for example, environmental protection, forest-related rules, third parties’ rights, labour rights, human rights, FPIC, and then any tax and anti-corruption regulations.” These guides are available to download f rom bookchainproject.com/resources. ZSL’s other EUDR projects include work with HSBC on an EUDR Guide for Relationship Mangers and what it means for financial institutions that invest in companies affected by EUDR. It has also been working

updated guidance have clarified responsibilities, simplified downstream requirements and excluded certain printed products from scope. We have adapted our processes accordingly and aligned our systems with the updated EU Traces platform. “For customers who do need to submit due diligence statements, we provide the required data, including geolocation, harvesting timef rames and species information through a dedicated system we have developed for this purpose. “The main challenge has been the complexity and evolving nature of the regulation, but the positive outcome is greater transparency and confidence across the value chain.”

on the Timber Origin Testing Project with World Forest ID to develop isotope testing to provide independent geographic origin evidence for timber so that its origins can be proven for enforcement agencies. This is particularly necessary, Mirjam explained, because fraud is still a big issue in timber supply chains as they remain reliant on a paper trail. “I think that will be very important for enforcement agencies to consider and to do alongside checking the paperwork, because the paperwork is quite easy to tweak,” she said. And while there have been numerous delays and simplifications, most significantly at the end of last year, the postponed implementation date of 30 December 2026 now looks unlikely to change. One such revision particularly pertinent to the paper and publishing industry, was the removal of certain printed products from the scope of EUDR for the time being, including books, newspapers, printed pictures, and likely also greeting cards and calendars, but there is some contention there and further clarity is being sought. There may still be edits and revisions, but “I think it’s all about just getting started and getting something across the line that will be very important,” said Mirjam, adding that “with traceability comes responsibility, and once you know, you can’t say that you didn’t know, so I think in that way EUDR is having a positive influence.” It is opening up visibility of supply chains for companies, beyond tier 1, and ensuring greater accountability, which, while undoubtedly causing significant administrative burden, can only be a positive change in the long-term. Extended Producer Responsibility (EPR) and the Packaging Waste Regulation (PPWR) Once we move beyond sourcing and begin looking at the product itself and its end-of-life journey, the picture becomes more complex. In the UK, there is Extended Producer Responsibility (EPR), which is fundamentally a producer-pays system. Businesses are charged based on the volume and weight of packaging they place on the market, alongside how recyclable that packaging is through existing kerbside collection systems. Across Europe, the Packaging and Packaging Waste Regulation (PPWR) takes a slightly different approach. Whilst EPR focuses heavily on funding waste management systems, PPWR is designed to drive

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LEGISLATION better packaging design f rom the outset, encouraging packaging that is easier to recycle and has a stronger circular end-of-life solution. Alongside this, the UK also has the Recyclability Assessment Methodology (RAM). RAM determines how recyclable packaging is in practice. For example, paper packaging may be highly recyclable and therefore attract lower EPR fees. However, if laminates, coatings or other materials are added that reduce recyclability, the packaging will receive a lower recyclability rating and incur higher fees through eco-modulation. In simple terms, the less recyclable the packaging becomes, the more it is likely to cost. When we look beyond the UK and Europe, the United States is also beginning to implement EPR schemes across multiple states. However, unlike Europe, there is currently no single federal approach. Each state is developing its own requirements, timelines and fee structures. The challenge is that recycling infrastructure varies significantly across the US. In many cases, the systems are not as mature as those found across Europe. This means that packaging formats which may be considered recyclable in the UK or EU may not be recyclable in certain US states. Laminated paper packaging is a good example. In some markets it may be accepted within recycling systems, whilst in others it may not. As a result, brands and product manufacturers are increasingly having to assess packaging on a stateby-state basis, gathering evidence to demonstrate whether a packaging format should be considered recyclable and whether EPR fees apply. The result is an increasingly complex regulatory landscape that requires businesses to understand not only the materials they use, but also how those materials perform within different recycling systems around the world. This complexity is exactly why Products of Change has established its Packaging and EPR Working Group BELOW: The objective of EUDR is to minimise to risk of products linked to deforestation being imported into the EU. Credit: Shutterstock.

INSET: Traceability of paper based products is paramount with EUDR. Credit: Shutterstock.

and a Paper Working Group, run by Duncan Shearer, POC’s Ambassador for paper. By bringing businesses together, we can share knowledge, divide research costs and focus collectively on the packaging formats most commonly used across our industry. Rather than every company carrying out the same research independently, we can work together to build a stronger evidence base, reduce duplication and help the industry navigate this transition more efficiently. Ultimately, the challenge facing businesses today is not just compliance with one regulation but understanding how multiple regulations connect across the lifecycle of a product. By taking a collaborative approach, we can reduce complexity, lower costs and help the industry move more confidently towards a future that is both commercially and environmentally sustainable. POC hosts regular legislation update webinars on its website, as well as resources to guide you through the details.

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PUBLISHING

THE POWER OF

PUBLISHING Publishing holds a unique power not just to inform, but to shape behaviour. As sustainability becomes more urgent, the industry is increasingly recognising the lasting influence content leaves on audiences and is backing that up with progress behind the pages. Publishers, whether it be of books, magazines, or indeed anything pertaining to the written word, have an unparalleled opportunity and level of influence when it comes to sustainability or in fact any important messaging. Michelle Whitehead, sustainability lead at Immediate, referred to this as a “brain-print” – the footprint that the written word can leave on the minds of its readers. “Increasingly, publishers recognise that sustainability isn’t only about reducing operational impact but also about using trusted brands and platforms to help audiences navigate climate issues constructively and positively, while normalising sustainable behaviour,” said Michelle. She explained that all of Immediate’s brands work under its Climate Content Pledge, which asks: “Does this feel like it was created in a climate emergency?” This doesn’t mean that everything has to be about climate change but that teams are encouraged to integrate sustainability naturally and positively, where relevant. This represents a broader shift towards the importance of sustainability content in the publishing industry, and the power it has to influence people, and at Immediate this typically comes in the form of normalisation of sustainability and its consideration in everyday life, as well as a focus on stories of collective action and optimism. And this extends to its licensing programme: RIGHT: Good Food explores lower-impact cooking, seasonal eating and food waste reduction. Credit: Immediate. BELOW: Climate Heroes explores how communities are responding positively to climate challenges. Credit: Immediate.

ABOVE: Immediate highlighted the life and work of Sir David Attenborough for his 100th birthday earlier this year. Credit: Immediate.

“Licensing also gives us the opportunity to communicate sustainability messages through trusted and recognisable brands. Whether through Bluey and CBeebies encouraging recycling and creativity, or partnerships linked to initiatives like Green Football Weekend, licensed properties can help engage audiences in accessible and positive ways,” commented Michelle. Hearst UK is also recognising the power of publishing: “Our Sustainability Editors Programme also plays an important role. The programme brings together editors from across our brands who act as champions within their teams, identifying opportunities for credible, responsible sustainability content and providing editorial input on environmental topics. “This is particularly important because our audiences consistently tell us they care deeply about environmental issues and expect brands

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PUBLISHING BELOW: Hearst sustainability team’s visit to a FSC emissions since 2019, moving to lead by example. By empowering certified forest where it purchases paper. Credit: Hearst. towards its 2030 SBTi target of editors across the business, we can a 65% reduction in Scope 1, 2 ensure sustainability is embedded and 3 emissions, and running its within our content strategy and operations on 100% renewable that the information we publish is electricity. Both magazine accurate, relevant and engaging for publishers have eliminated or our audiences,” said Elliot Moran, massively reduced their plastic licensing sales manager at Hearst UK. packaging use, through reusing This focus on accuracy is unsold covermounts or sending particularly key at Hearst UK, as it subscriptions in paper wrap has clear review processes in place instead of plastic, respectively. to prevent greenwashing and Émilie explained that there ensure sustainability claims are has been a shift in focus when evidence-based, transparent, and it comes to sustainability in responsibly communicated. Hearst publishing – in part spurred by EUDR. The biggest shift UK’s licensing programme is also benefitting from this has been from this sole focus on carbon, and now we’re focus as it works to encourage conscious consumerism. starting to kind of branch away from that, and that’s “Using our editorial channels, we can help partners not just Penguin, I think that’s an industry shift, and not to build complete transparency around their claims on just publishers, but other kinds of stakeholders in the environmental and social commitments. Partners can industry, so the printers and the paper mills, the forests.” work with Hearst UK’s in-house ESG experts to assess and Even though books are now out of scope for EUDR as substantiate these claims, giving them the confidence they they come under printed products, a lot of supply chain need to produce sustainable product ranges. Last year, as and transparency work had already been undertaken. part of Good Housekeeping UK’s accreditation programme, “It’s caused us all to look more deeply at our supply chain, the Good Housekeeping Institute (GHI) launched its Green beyond the tier one suppliers,” said Émilie, “I think it has Seal in partnership with Planet FWD. The Green Seal gives completely shifted how we approach sustainability as customers added confidence that a product has not only an industry. It’s not just about carbon anymore. It should passed GHI’s rigorous performance tests, but it has also be about responsible sourcing. It should be about the been through a thorough Life Cycle Assessment to evaluate ethical and the human rights side. It should be about its carbon impact at every stage of its lifecycle. It’s all rooted biodiversity and nature impact too. And I think now we’re in the power of brand association and storytelling – it’s at that stage where we’ve made that realisation, and what Hearst’s licensing programme does best,” said Elliot. we’re starting to look outwards and more holistically.” Because publishing is all about storytelling. And This has included logistical improvements, printing more that is an element so crucial to sustainability action, locally to distribution and utilising lower footprint freight enabling impactful communication. But there is of options. Penguin even makes use of what it colloquially calls course a lot more to publishing than content, and we the ‘Veggie Trucks’ which run on vegetable-based biofuel have been seeing real progress across the board. rather than diesel to deliver close to two million books, with Penguin Random House has been making strides, under another two million consolidated and shipped via rail. its parent company, Bertelsmann, which has thorough Across the publishers that we spoke to, what they sustainability targets. In 2022, Penguin first published kept coming back to and commenting on was the role its Sustainable Production Toolkit, which has seen collaboration has played in their sustainability journeys. updated iterations since, setting out the carbon footprint “I feel like there’s been an increasing amount of of different papers, and the environmental impact of industry collaboration,” said Émilie, “having these different finishes of books so that informed decisions could dedicated sustainability forums where publishers be made by production, design, and editorial teams. and print and supply chain partners can attend to Émilie Hames, sustainability and compliance production share ideas, share initiatives, talk about projects manager also explained about Penguin’s Paper Carbon that there’s a mutual need to collaborate on.” Cap initiative: “The cap is essentially looking at the carbon Michelle added: “Organisations like the PPA, Ad footprint of every single one of those [paper mills] and then Net Zero and Products of Change have helped shaving off those that have a really incredibly high carbon publishers, advertisers, retailers, and suppliers work footprint,” which goes hand in hand with responsible together on shared standards and practical solutions. sourcing and FSC requirements. Since implementing this Collaboration is critical if we are to move at pace.” initiative, Penguin has seen its emissions go down, and its “Achieving meaningful progress requires collaboration mills actively working to reduce their emissions further. across the entire organisation, from editorial and Similar work has been undertaken at Immediate, which commercial teams to procurement, operations and supply has also seen its emissions fall through switching to lowerchain partners,” Elliot agreed, “Having that network has carbon paper choices and improving printer efficiency. been invaluable in helping to accelerate progress and drive Hearst has achieved a 57.6% reduction in its carbon meaningful change across the sector.” It’s about ensuring sustainability is something that is owned collectively, at a business level, integrating it into every department, as well as at industry level through pre-competitive collaboration. LEFT: Immediate publishes a wide range of titles. Credit: Immediate.

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THE SPORT CHAPTER

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IN THIS EDITORIAL: The nature of sport is all about pushing the boundaries of possibility and now we are seeing this energy being increasingly directed towards making

2026

this much-loved industry future-fit.

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CONTENTS

WELCOME

Products of Change is a purpose-driven, not-for-profit membership organisation, working to drive and support sustainable change in the brand and licensing industry by turning ambition into action. Comprised of regularly updated educational resources and webinars, trade show activations, events, an annual conference, newsletters, and editorial publications, POC brings its ever-widening network together with the tools, guidance, and community to help you achieve your environmental goals within a supportive global network. To find out more about becoming a member, visit: productsofchange.com/membership. Unlike the other Chapters we have published this year, sport is far less vertical and covers such a broad spectrum of sectors and industries, all with interlocking parts and dependencies. This Chapter aims to capture a slice of each, with a focus on those that orbit around the licensing industries – so apparel, merchandise, events, and sporting goods. We are fortunate at POC to have a Sports Ambassador, Simon Gresswell, who is in and amongst conversations around sustainability in sport on a daily basis. So, to open the Chapter, Simon shares his observations and standout insights from across the sporting industry, documenting how it is evolving on its sustainability journey, the pace of change, and the urgency of such change – something that has recently become almost impossible to ignore. There is no doubt that climate change is already having a profound impact on the way sport is played, from the grassroots up to the professional, and this of course has a knock-on effect on the rest of the industry and the products and services that support it. We’ll dive into this a little deeper and highlight some of the fantastic associations and programmes tackling this, the legislation that is most pertinent to the industry, and the eye-opening innovations that will enable it to take its next steps. A thank you goes out to all those who contributed their time and insights to this Chapter: Chris Allen, Decathlon; Shaun Bajada, ASGA; Joanna Czutkowna, 5Thread; Leigh Fletcher, Wilson; Simon Gresswell, POC; Lian Huddle, Designworks; Jessica Lenhart, US Polo; McLaren; Roberta Montagnoli and Paul Goldsmith, Event Merch; The Mills Fabrica; Marcus Parry, Tottenham Hotspur FC; and Tamara Sender Ceron, Mintel.

KATHRYN BRAND Editor and Content Manager

82 WHAT’S

INSIDE 76-77

Insights from POC’s Sport Ambassador

78-81

Operations fit for the future

82-83

86-87

Sporting data points

88-89

Equipped for change

Legislating your field

The sustainability race in sports apparel

84-85

Detoxifying performance wear

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INSIGHTS

INSIGHTS FROM POC’S SPORT AMBASSADOR,

SIMON GRESSWELL The sporting world has such a broad spectrum of stakeholders, from brands to retailers to merchandisers, events to federations and physical to digital outputs (on and off sport spaces, fields, pitches, courts, courses and water etc). And this is all not to mention the human element: athletes, players, managers, coaches and a myriad of support staff… and the biggest and most important group of all, the fans, as we quaintly know ourselves! Add to that many different types and distances of travel, event hospitality, sponsor and broadcast partners and you have a whole universe of sustainability opportunity… or waste possibility, depending on how you look at it. Puma stands out as one of the big brands in the biggest sports and it has perhaps made the most progress with its RE:FIBRE programme which produces garments made up of

BELOW: POC’s Sport meeting at The Mills Fabrica earlier in 2026. Credit: POC.

95% recycled textiles and other waste materials. We were fortunate to have execs from Puma join us at our last POC Sports meeting at one of the football Clubs they work closely with… you may have heard of them, Man City FC. Reflo also stands out as a very fastgrowing, challenger brand, with perhaps the biggest goal all: becoming the most sustainable sportswear brand in the world. Wimbledon and the

How is the sporting world evolving in terms of sustainability? In one word, gradually.

AELTC have sought to include a whole raft of sustainability measures over the mid/ long-term already, from less visible ones like recycling the famous tennis balls, to more sustainable food choices in some of the hospitality areas and more overt ones such as the living walls and roofs of some of the famous Club’s infrastructure. While working on strategy with the International Federation for Equestrian ABOVE: Simon Gresswell, POC’s Sport Ambassador. Credit: POC. Sports (FEI) a couple of years ago, I was told about The Helsinki International Horse Show in 2019, which used 100 tons of horse manure collected from regularly competing horses in the series, to generate 150 megawatt-hours of electricity. This powered the entire four-day Longines FEI World Cup Jumping event, including arena lights, scoreboards, and phone charging stations, while supplying surplus heat to local homes… and this was seven years ago already, pretty impressive! And in the electric-powered and wind-powered sports arenas, pioneered by the likes of Formula E and SailGP, a special mention to the still relatively nascent E1 Series, an electric racing boats series, founded on the celebrity investor franchise model, with the likes of Rafa Nadal, Tom Brady, Virat Kohli and Will Smith among its Team leads. It has, more interestingly for the environment, the overall, long-term objective of helping to convert all marine traffic to electric power, sometime in the future. Mass participations events are various… and there are a huge amount of these now, with massive increases in triathlon and open water swimming over recent years and all the product, hydration and fuel considerations. Organisations big and small like World Triathlon Organisation (WTO), Race for Life and Human Race, have worked hard to return their racecourses (the environment) to their original state and have also campaigned tirelessly for their critical elements, like clean water to participate in. Special mention here to the British Triathlon Federation, who just last week (at time of writing) launched a KitHub, working with the company Kit Revolution, creating a dedicated space to buy, sell, swap, and donate surplus and pre-loved triathlon kit. When it comes to digital output, the best example I’ve

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INSIGHTS Pushing back the domestic rugby season here, as has heard of is already nearly 10 years been announced, is of course a first world problem, but old, when Sky Sports and outside the heat now annually associated with major events broadcast partner, Telegenic, like the Australian Open (AO) in Melbourne or this pioneered remote broadcast summer here in Europe, Roland Garros, Wimbledon and in the Super League, Rugby much of the cricket season, is being seriously affected League’s premier competition from the top to the grassroots of many sports. in the Northern Hemisphere. In a few more than three words, the continued When a Canadian franchise commercialisation of sport and the desire for bigger, better, was established, the Toronto more frequent and just MORE, in so many major, global Wolfpack RLFC, the technical broadcast team and individual sports, has led to the establishment partnership, used fixed cameras and minimal air miles and of challenger series, leagues and staffing, to direct and produce some of their home games, from LEFT: POC Sport Members on a tour their offices in High Wycombe. of Performance Without Toxicity It’s already some years exhibition. Credit: POC. since the then Arsenal player, tours, all of which contribute more Hector Bellerin, created a cool, to long-term sustainability and sustainable range of clothing eco challenges, on a macro level. with H&M, but we haven’t While it’s impossible to be seen a lot of these kinds of objective, given some sporting initiatives led by footballers, the events and federations will most world’s biggest sport by far. likely continue to make largely And if we stick with football, profit-over-purpose decisions as the world’s biggest and to host major events in climates most obvious commercial that dictate the need for aircircus and area for debate, I conditioned stadia, in order to am mindful that big Clubs attract the core fan, it’s as clear as a bell to the fans how and Federations should be leading in sustainability, not daily life (sport included) could be further negatively just expecting that the fans can make all the difference. affected by the slow pace of change and, in particular But could these two traditionally adversarial groups, come this year, by the overt signs of climate change. together sometime soon, on one or both of two initiatives: As alluded to above, the more climate change, the 1. Less iterations of Club shirts each season more dangers and the greater the need for use of other (hat tip to Brentford FC for their initiative natural resources to counter its effects. Water and fossil a couple of seasons ago) and/or – fuels (generated primarily via electricity) make up 2. The much bigger and more controversial opportunity extensive cooling techniques, already huge features of for disruption, to evolve to a subscription model or full rest and recovery in sport, whether that’s ice baths for loop manufacture, for football shirt purchase each season team sports, ice-jackets for cycling classics like the Tour (myself and associate in this area, Joanna Czutkowna, de France, or refrigerated towels for players at ATP & would be very happy to WTA tennis events. NB…I am not 100% across how some speak to Clubs about this). It of these things are cooled but would love to know! may not be viewed as ideal to The leading sporting goods manufacturers and industry have to return your shirt, but associations, ALL have sustainability initiatives and that’s an individual’s choice, continually evolving plans at the top of their collective and individuals do have a part agendas. And key category-leading brands to play… just as they do when LEFT: Simon at the like Patagonia and Berghaus, have wellthey decide to wear the same Sport Positive Summit. publicised eco plans and as referred to clothes, make-up or footwear Credit: Simon Gresswell. earlier, even brands that are only five that one of their sport, fashion, BELOW: POC Sport years old, like REFLO, are able to – and lifestyle, music heroes Members. Credit: POC. choose to – lead the way in this area. do! Habits need change Individual and team sports have for and can change quickly, many years been creating and refining but they need leaders their sustainability plans and activities. and role models, more We probably all expect F1 to become than influencers IMHO. a hydrocell-powered sport at some But most challenges future point… but do we know when? and barriers, ironically UEFA has comprehensive sustainability come down to a three guidelines, in part authored by word summary: climate, industry colleague and sustainability climate and climate. in sport specialist, Joanna Czutkowna, As we’ve seen this summer, but it is down to individual member climate change is wreaking associations as to what they pick up havoc on landscapes, from these and when they implement. nature, urban areas and of With Paris 2024, where athletes were course sports. Ultimately consistently at risk from heat and the this drives a much greater FIFA World Cup in Qatar – already two demand on resources and and four years ago respectively, the obvious question to capital expenditure, which is likely to be diverted from raise and debate further is always, what’s really changed...? other (green) areas or passed on in some way, to fans.

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OPERATIONS

OPERATIONS FIT FOR

THE FUTURE ABOVE: Pollinator monitors situated around Spurs’ training ground. Credit: Tottenham Hotspur FC.

Sport has the power to shape behaviour far beyond the pitch, track or stadium – and its sustainability leaders are proving that climate action can be both urgent and inspirational.

which could reportedly erode up to $1.6 trillion off annual revenue by the middle of the century. To tackle this, The World Economic Forum has developed the Sports for People and Planet insight report to highlight the urgency for action, from both public and private bodies. BELOW: Spurs’ reuseable cup scheme. Credit: Tottenham Hotspur FC.

Sport as a category, encompasses so much, from grassroots to professional, across fans and athletes themselves, and the myriad brands, associations and organisations that enable it. Perhaps the most visible of all and the way many people interact with sport is through the events, sporting bodies and professional teams: following their favourite team or club, attending matches or games, visiting stadiums. And it is these sporting bodies that have the most profound influence – over their fans and followers – and can wield it to exert positive change that transcends the sports world into everyday culture. On the other side, they are also at an especial risk as climate change begins its disruptive influence. The World Economic Forum estimates the global sports economy is worth $2.3 trillion and is projected to reach $8.8 trillion by 2050, however this is at severe risk due to rapidly accelerating environmental challenges,

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OPERATIONS Few will not have observed that increasing occasions of sporting events being disrupted or cancelled due to inclement weather. Take this past summer in the UK and Europe for a recent and stark example. The record-breaking heatwaves and prolonged periods of drought have led to relocated and delayed matches, implementation of mid-game cooling and refreshment breaks, as venue infrastructure struggled to cope with the heat and keep fans and players safe. Even at a grassroots level, pitches became so hard that games have been cancelled due to fear of injury; the RFU community rugby season has delayed its start from 5 September to 21 September for this reason. Not to mention the sports grounds impacted by rampant wildfires. During the other half of the year, torrential rain or subzero temperatures are causing disruption from professional to local. Football for Future reports that 120,000 English grassroots matches are called off annually due to the weather, with 25% of English clubs anticipated to be flooded by 2050. “We need to create the biggest movement the world has ever seen, to tackle the biggest threat that humanity has ever faced,” Football for Future urged. This is where sporting associations and clubs have an opportunity: an opportunity to use their influence to help safeguard their future. And there are many who are seizing this wholeheartedly. Take the Australian Open, which has developed the AO Circular Design Guidelines, a tool for delivery teams, agencies, designers and builders that shape the footprint of the temporary build of the Australian Open. AO is encouraging everyone to use it to better understand and adopt circular design practices, increase the use of responsible materials, and track the circularity outcomes of these endeavours. “Everything we build can play again” is the goal of the guidelines, with targets for a 10% reduction in waste per year and a 10% increase in material reuse by AO27. The Australian Open also employs the business case to highlight why such efforts are essential. It purports that circular design enhances its reputation and elevates the bottom line for both AO and its suppliers. AO stated that building from scratch each year does not make fiscal sense so where materials can be reused, they should, bringing down costs. It also reduces the risk of supply chain disruption and material shortages that are becoming ever more common due to both geopolitical tensions and climate change-related disruption. Also leveraging its influence is Tottenham Hotspur FC, which is working hard to embed sustainability into its Club operations, with Marcus Parry, its sustainability manager, at the helm. Since 2022, the Club has reduced operational greenhouse gas emissions by 32.6%. In 2025, total energy consumption reduced by a further 2.6% (over 900,000 kWh) despite a 62% increase in third-party events, demonstrating

LEFT: Spurs encourages biodiversity on its grounds. Credit: Tottenham Hotspur FC.

that operational efficiency can improve alongside growth. Operating under the ISO 20121:2024 Sustainable Event Management System, sustainability is integrated into everyday decision-making through robust governance, continual improvement and real-time optimisation of heating, cooling, lighting and electrical systems. “We source 100% renewable electricity, ensuring environmental performance is embedded across the Club rather than delivered through standalone initiatives,” said Marcus. Its food has been a key driver of this, introducing seaweed-based food packaging to replace almost 1.8 million single-use plastic items, and balancing its menu options in favour of lower-carbon alternatives such as wild venison and fermented vegetables in place of beef. “More than 40% of the General Admission menu is vegan, vegetarian or plant-forward, while 80% of food suppliers are located within 50 miles of the Stadium, supporting lowercarbon procurement and local supply chains,” said Marcus. He added: “Our ambition extends beyond carbon reduction. Recognising that there is a nature crisis as well as a climate crisis, Tottenham Hotspur became the first Premier League club to join the Sports for Nature Framework in 2025, committing to protect and restore biodiversity alongside reducing carbon emissions.”

The Sports for Nature Framework was created to deliver transformative action across sports by 2030 and beyond, operating across four key principles: Principle 1: Protect nature and avoid damage to natural habitats and species GOAL: Commit to protecting and avoiding damage to natural habitats and species, including respecting protected areas. Principle 2: Restore and regenerate nature wherever possible GOAL: Take positive action to restore and regenerate nature in and around the indoor and outdoor environments where we operate. Principle 3: Understand and reduce risks to nature in your supply chains GOAL: Reduce risks to nature and enable opportunities to conserve and restore nature in our supply chains, linking wherever possible to climate goals. Principle 4: Educate and inspire positive action for nature across and beyond sport GOAL: Educate and inspire greater awareness and action for nature within our sport and our wider communities and stakeholders.

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OPERATIONS

ABOVE: The Oval, London, hosted the Sport Positive Summit 2024. Credit: Simon Gresswell.

The Framework recognises the potential and power sport wields to exert huge amounts of influence, since they are often the leaders and figureheads people look to for inspiration. They offer a channel of communication about the climate crisis that is accessible to so many more people. Where they lead, others will follow. McLaren Racing has taken this on board, assessing: what can we do that would have the most visibility and demonstrate our innovation, expertise and industry-leading position in sustainability? Developing a circular Formula 1 car, of course. Setting its sights on this ambition back in 2021, Mclaren realised it needed to mitigate the risk of global resource pressures and reduce its impact. “Our ambition to create a circular Formula 1 car provides a unifying goal that aligns teams and drives progress across materials, manufacturing and operations,” McLaren said in its 2025 Sustainability Report. “By working towards circularity at the highest level of performance, we signal demand to suppliers, strengthen supply chain resilience, improve resource efficiency and unlock new ways of working. Innovation in Formula 1 has always led the way, and the progress we make here has the potential to drive wider change across our business, our sport and consumer industries.” Read McLaren’s Sustainability Report for greater detail on its progress on this project. While the Circular F1 car serves as a fantastic spotlight initiative, McLaren is doing plenty more work behind the scenes. It cites joining

Products of Change this year as a driver of its responsible merchandise and reuse, including resale of 10,000 items of surplus stock, raising money for charities. It has also reused and recycled volumes of uniforms, rebranding them for different events, rather than disposing of them. As the bigger players in the sporting industry continue to adopt more sustainable practices and communicate effectively about them, more will follow suit, supported by the numerous organisations set up solely to support the industry with its transition, such as the Sports for Nature Framework, Green Sports Alliance, and Football for Future. As we know, power in numbers is everything and when industries come together to solve challenges, the burden is much lighter and fosters a new competitiveness for innovation.

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APPAREL

THE SUSTAINABILITY RACE IN SPORTS APPAREL

Sports apparel faces many of fashion’s toughest sustainability problems, but without the same sector-specific legislation, however, new circularity charters, material innovations, and brand initiatives are emerging, showing the sector’s drive to move from ambition to action. When it comes to sustainability and sporting apparel, the fashion industry is something of bunk mate and has become more so in recent years, sharing much of the same challenges (which we covered in detail in the Fashion Chapter earlier this year). Sportswear is not at all reserved for those partaking in sporting activities, but have long since been fashion staples, bolstered by the advent of ‘athleisure.’ But while it overlaps, in many ways, with fashion, it also has its own unique identity and sustainability challenges. Whether it is high-spec professional kit, licensed fan apparel, athleisure, or everything in between, it does comprise quite a broad spectrum of formats. However, something they all largely have in common is the prevalence of polyester and synthetic materials and finishes, which makes them difficult to recycle, reliant on fossil-fuel resource streams, and completely resistant to biodegradation. As we highlighted in the Fashion RIGHT: A Blunt Story’s footwear materials from agricultural residues, plant oils, recycled textiles. Credit: Calum Barlow. BELOW: Bales of textiles for recycling. Credit: 5Thread.

Chapter, apparel and the fashion industry pose a major environmental challenge, generating approximately 10% of global greenhouse gas emissions (UNCC), with enough clothes on Earth to dress the next six generations of the world’s population, according to the Ellen MacArthur Foundation. And there is legislation gradually coming into place, particularly in Europe and California that is tackling this problem. But where does this leave sports apparel? While much of it is still covered by the legislation, it lacks specific regulatory frameworks bespoke to the sports industry or to sport licensees. But there are organisations that have arisen to help shoulder this burden. The Sustainable Sports Apparel Charter was developed for exactly this purpose, set up and tested by numerous professional sports organisations all the way through to grassroots. Its signatories include the Royal Yachting Association, British Triathlon, and Paralympics GB. The Charter provides a practical sustainability framework for goals that are reasonably within a company’s control. “We see the charter as almost like a foundation, so you don’t stop there. But this is the basics that we expect everybody to have to build upon,” said Joanna Czutkowna, director of 5Thread. “Ultimately you need to be taking action now; we’ve passed the time for getting our house in order; we need to really start to create that change.” The goal is to mitigate any barriers to sustainability – companies can pledge or become full signatories to it and receive quarterly support over the two-year framework

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APPAREL period and be certified at the end of the pathway. It can also be used to overcome internal barriers, in particular financially, by helping to identify the business case. “If your business model is based on selling new product and you can’t change that, how do you improve it? So how can you assess the retail offer that you’ve got and actually still create that revenue, but while having less impact environmentally?” said Joanna. This is something U.S. Polo Assn, has been working closely on, with the launch of its USPA LIFE Polo Shirt globally for the spring/summer 2027 season. It brings together the best of the sustainable capabilities of each of its regional licensees, including recycled or organic cotton, buttons and trim made of preferred materials, and a QR code on the swing tag to signpost its credentials. “As an icon born from the game, the U.S. Polo Assn. polo shirt is our most recognisable and best-selling product,” said Jessica Lenhart, director of sustainability at USPA Global/U.S. Polo Assn. “The USPA LIFE Polo Shirt brings together the very best in sustainability from our partners around the world while maintaining the value and quality customers expect.” Initiatives like this prove that, when integrated well and set as a standard company-wide, consumers can be onboard when there is a story to get behind and quality is not compromised, especially when it is from a recognised and trusted brand. This “myth of commerciality” as Joanna refers to it – the idea we can and have to only generate revenue from the linear model of selling a product – is continuing to be challenged by sporting leaders. Take Brentford FC,

ABOVE: Sportswear stock. Credit: 5Thread.

for example, which has been making waves by rolling over its kit of more than one season, while freezing its prices, making fan kit more accessible to its fans. “We don’t lack innovation,” said Joanna “There’s a lot out there. I think it’s the adoption of that and the scale of that. But I think, ultimately, it’s about people in positions of power taking decisions to do things differently. That’s going to be the most exciting thing. […] “I think what we’re really looking to is leaders who are taking that on because they really believe it aligns with the core values of their club or brand.”

You can see a whole host of innovation and the brands that are adopting it on page 12 from The Mills Fabrica exhibition Performance Without Toxicity. From seaweed-based elastane, fibres made from graphene, and completely circular textiles, the solutions are available and ready to be adopted, they just need the brands to take that step. Any many are, such as Puma with its RE:FIBRE programme, which produces garments made from 95% recycled textiles and LEFT: Performance Without Toxicity other waste materials. exhibition at The Mills Or Reflo, a fastFabrica. Credit: Calum Barlow. growing sustainable BELOW: TeraMira’s sportswear brand, seaweed-based with Harry Kane as elastane alternative for circular stretch. investor and promoter, Credit: Calum Barlow. and holding licences for the R&A for The Open Championship, The Dubai 7s, Luton Town FC, and Forest Green Rovers FC. Another great example comes from the Australian Sporting Goods Association, with its Tread Lightly initiative. Specifically targeting sporting footwear, Tread Lightly exists to find solutions to the 23 billion pairs of shoes produced globally each year; the 98% of used shoes that end up in landfill; and the 1,000 years it takes on average for shoe components to decompose. The initiative collects footwear, 30% of which is donated, and 70% recycled into outdoor concrete pavers, rubber flooring for gym facilities and industrial spaces, or punching bags filled with granulated rubber and textile fibre. To date, Tread Lightly has recycled one million pairs of shoes, collected from 937 collection points, diverting 500,000kg from landfill, and saving three billion litres of water and six million kg of CO2. And major sporting and footwear brands and organisations are getting in on the action, including: Nike, Adidas, Asics, Converse, New Balance, Merrell, Clarks, Ecco, Hush Puppies, Puma, Dunlop, and more. Sports footwear is notoriously hard to recycle, due to its multitude of materials and components, but the Australian Goods Association has demonstrated that recycling solutions are possible, and at scale. “We really need to remove any barriers to action and get people going,” said Joanna. “It’s that famous quote: ‘We don’t need 1% doing sustainability perfectly, we need everybody doing it imperfectly,’ so if we can give people structures and frameworks to help them. Let’s get going with this, because, like we said, time is of the essence, isn’t it?” In the following pages, you can read more about the innovators and brands steering away from materials that are causing environmental damage, as well as insights from Mintel on the growing consumer interest in natural fibres and rental and repair services for their sportswear.

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INNOVATION SPOTLIGHT

DET XIFYING PERFORMANCE WEAR

Products of Change Partner, The Mills Fabrica, demonstrates that our top performance wear no longer needs to rely on synthetics with no end of life solutions.

Sportswear has always been at the cutting edge, utilising the latest material innovation and pushing the boundaries of possibilities – for both product and human capability. By definition it is there to enhance and support the performance of athletes, but for a number of decades now it has developed an overreliance on fossil fuel-based materials and coatings, the impacts of which are increasingly being questioned, from human health to environmental degradation. However, there are alternative solutions out there: the pioneers, innovators and questioners of the norm that have developed materials and products that readdress our understanding of what performance wear needs to be, and centres longevity and sustainability into the very essence of the design, rather than as an afterthought.

FUTURE FOOTWEAR: INNOVATION IN EVERY STEP Even everyday shoes are designed to protect our feet, providing them with comfort and support, and the standard for this goes even further for performance footwear. But this means a single pair can contain ABOVE: Vivobarefoot: over 60 different materials, Minimalist footwear brand limiting or completely ruling supporting natural movement out their recyclability at endusing circular materials. of-life so that nearly 90% of the 24 billion pairs of shoes sold each year are landfilled or incinerated. But BELOW: SOLK: ‘Made-to-fade’ brands and innovators biocircular, fully compost capable. are making progress to combat this, choosing lower-impact materials, cutting carbon, chemical and water use, and developing modular and mono-material constructions that support circularity without compromising performance.

There is no better focus for this conversation or purveyor of information on this topic than from innovation hub and POC Partner, The Mills Fabrica, or more specifically, its Performance Without Toxicity exhibition from earlier this year. Products of Change hosted its Sports Meeting at the Mills Fabrica, where attendees got a private tour of the showcase. The exhibition featured a curated assortment of the products and companies that have tackled this problem head-on and come out the other end with the solutions, across the four categories below. It is a glimpse both into the future of high-functioning apparel where the planet is no longer an after-thought, as well as an insight into the very real applications of this innovation right now and the brands already using them to stand above the crowd.

GREENER CHEMISTRIES

Performance wear is oftentimes the way that it is because it is enhanced beyond just the blend of fibres. It is treated with coatings, membranes, finishes, repellents, dyes and functional additives that provide water, stain, or odour resistance, UV protection, stretch and comfort. Such additives, such as perABOVE: Amphico: and polyfluoroalkyl substances PFAS-free recyclable (PFAS) have for a long time been waterproof textiles and waterless colouration. used without deeper analysis of their impact: their resistance to breaking down, creating a barrier to recycling, reuse, and circularity, their accumulation in ecosystems and human bodies and the health risks BELOW: Colorifix: Microbebased dyeing to produce associated with them. and fix pigments. But innovation is now revolutionising coatings to offer the same performance but without persistent or harmful chemicals, for reduced ecological and hominid contamination, and better circularity.

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INNOVATION SPOTLIGHT

All images courtesy of Calum Barlow via The Mills Fabrica.

REIMAGING MATERIALS: PERFORMANCE WITHOUT PETROCHEMICALS It was the mid-20th century when petrochemicals, such as nylon, were first popularised in clothing, lending stretch, durability, breathability and lightness – perfect attributes for performance wear. These days, more than 60% of global fibre production is made of fossil fuel-based synthetics, largely polyester. However, the cost of this is the production of greenhouse gas emissions, microplastic shedding into the environment, and reliance on chemical treatments that are ABOVE: Hyosung TNC: Global elastane leader integrating sustainability across textile operations. LEFT: Nanoloom: Non-toxic graphene-based fibres replacing synthetics.

ABOVE: Supercarb: Plastic-free performance fibres from food and seaweed waste.

bioaccumulative and cause human and ecological harm. But it is being shown that high performance is not necessarily dependent on virgin petrochemicals; that there are in fact numerous natural fibres that have been utilised by humanity for thousands of years, and a new generation of materials that have been developed to replace conventional synthetics.

BEYOND DURABILITY: DESIGNING FOR LONGEVITY AND CIRCULARITY

ABOVE: BIORESTORE: Re-Tergnt treatments repairing, restoring and renewing garments. LEFT: Finisterre: Functional long-lasting clothing reducing marine environmental impact.

Durability is often a key feature of performance wear, but indestructability relies on synthetics invariably meaning it cannot be broken down at end-of-life. Keeping garments

in use for longer is a meaningful contribution to the circular economy – but crucially there still needs to be an end-of-life solution for it when it does meet its end. Since large proportions of ABOVE: Resortecs: Heat-dissolvable threads enabling textile recycling. our performance wear these days is made from synthetic materials that shed microplastics as they degrade, new approaches to design and care are needed for them at end-of-life. Longevity is an important piece of the circular puzzle to complement other endeavours. Effective and innovative durability can look like repairability, modular and adaptable design, as well as timeless design for style durability. Providing consumers with the information they need to look after their products and prolong their life, such as through washing practices, can support this. On a large scale, the adoption of brand and retail-led textile-to-textile recycling can keep materials and fibres in use for longer. The focus needs to be on longevity rather than infinite durability through thoughtful design and responsible care to reshape the lifecycle of performance wear.

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RESEARCH

SPORTING DATA POINTS

Market intelligence research firm, Mintel, has shared extracts of its data from its Sportswear and Performance Wear UK 2026 Report, showing consumer demand for rental, repair, and nontoxic materials in their sportswear. Tamara Sender Ceron shares her analysis of the data.

MOST IMPORTANT FACTORS WHEN DECIDING WHAT SPORTSWEAR/ PERFORMANCE WEAR TO BUY

“What is important to you when deciding what sportswear/performance wear to buy?” Base: 1,503 internet users aged 16+ who have bought sportswear/performance wear (including footwear) in the last 12 months

Sample

Made from non-toxic materials (eg natural fibres, without microplastics)

1503

17%

Male 16-24

132

24%

Male 25-44

309

23%

Male 45-64

234

12%

Male 65+

90*

Female 16-24

122

16%

Female 25-44

304

20%

Female 45-64

212

12%

Female 65+

94*

15%

Gender other than male/ female, any age

–

All Gender and age

* Small sub-sample: 75 to 100 is a low base size; below 75, the base size is too low for data to be meaningful so the data points are not displayed. Source: Mintel. Research Partner: Kantar Profiles. Fieldwork: March 2026

Young people are leading healthier lifestyles and spending more of their disposable income on fitness and buying sportswear. As 23% of Gen Z shoppers place high importance on items made from non-toxic materials when purchasing sportswear, this shows that younger generations are becoming more aware of the impact of forever chemicals/PFAS and microplastics from textiles on their bodies and health. Regulations banning PFAS are pushing brands to remove some of these toxic materials from their supply chains and to develop new alternative performance materials and partner with next gen material innovators. A combination of rising awareness among young people who are the main sportswear shoppers and regulations is accelerating change and means there are growing opportunities for brands to tap into this with ‘clean’ sports and outdoor clothing and footwear ranges.

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RESEARCH

INTEREST IN WHAT SPORTSWEAR/PERFORMANCE WEAR RETAILERS SHOPPED AT SHOULD OFFER

“Thinking of the retailers/brands you have bought sportswear/performance wear from in the last 12 months, which of these would you be interested in them offering? Please select all that apply.” Base: 1,503 internet users aged 16+ who have bought sportswear/performance wear (including footwear) in the last 12 months

Sample

Option to have sportswear/ performance wear items repaired or refreshed

Rental services for occasional sports (eg skiing, surfing)

1,503

18%

12%

Male 16-24

132

28%

19%

Male 25-44

309

24%

17%

Male 45-64

234

13%

10%

Male 65+

90*

13%

Female 16-24

122

17%

25%

Female 25-44

304

22%

13%

Female 45-64

212

10%

Female 65+

94*

10%

Gender other than male/ female, any age

–

All Generation

There are opportunities for offering more circular services for sportswear and performance wear and making them part of the story of the brand. There is scope to appeal to young people who are leading healthier lifestyles and spending more of their disposable income on fitness and buying sportswear. These younger generations are also the most open to using alternative retail models and renting items for occasional sports such as skiing and surfing rather than buying new. Rental will become more normalised for certain categories as ownership models shift and consumers have less storage space. Young men show growing interest in retailers offering the option to have sportswear / performance wear items repaired or ref reshed and brands can use this to drive loyalty. Alpkit, which has seen a 33% growth in spend over the last two years, has repair stations at all of its 10 stores and describes this service as its best selling product. A growing trend for visible repairs taps into the rising importance of helping customers bond with their fashion items. Outdoor brand Rab offers a low impact second stitch repair service that uses offcut materials and visible patches to make it unique and promote the customer’s product journey, tapping into its emotional durability. To read the full report, search Mintel Sportswear and Performance Wear UK 2026 Report and contact POC for 20% off.

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SPORTING GOODS AND MERCHANDISE

EQUIPPED FOR CHANGE We have spoken about apparel, we have spoken about the stadiums and sporting associations themselves, but there is also the whole world of sporting goods: the equipment that is fundamental to the sports, the event merch that becomes keepsakes, and the retailers that offer us the purchasing experience we savour. When it comes to sporting goods and equipment, there is an expectation that it must fulfil a specific purpose and do so well, meaning quality, durability, and functionality are key considerations. But quite often sporting equipment is heavily used, exposed to the elements and this means it can wear out. This is something Decathlon understands keenly, and has been embracing, by integrating circular practices and services into its consumer experience, both online and on the shopfloor. Since 2020, revealed Chris Allen, Decathlon UK’s director of sustainability and head of circular economy, Decathlon designers have had the mandate to design for circularity, meaning they are designing for products to be repairable, for spare parts to be available to consumers, and designing for durability so that products last a long time but then still continue to ask: ‘how can we make it last even longer?’ The repairability is a crucial part of this offering as not only are the products designed to be repairable, but Decathlon offers the repairing services in-house for its customers – something it has in fact been doing since it opened back in the 70s, mainly for bikes. But since 2018/19 this has continued to expand to also cover SUPs, kayaks, tents, poles, textiles and large sports equipment, as that is where the volume of waste lies if they are to be disposed of instead of repaired. “We have spare parts available; we’ve upskilled teams,” said Chris. And what cannot be repaired in its in-store hubs, can be sent to Decathlon’s national refurbishment centre.

Per year, Decathlon provides approximately 20,000 warranty repairs, and 60,000 paid-for repairs by consumers, even repairing products from other retailers. But Decathlon’s circularity initiatives don’t stop at repair. It also has a second life tag on its website where customers can find and identify refurbed products that Decathlon has made available for sale. Crucially this is also integrated into its shopfloors, with a selection of such items available in its brick-and-mortar stores. Decathlon refurbs about 20,000 items a year and has also recently begun to offer buy back opportunities for its customers, which sees another 10,000 items acquired and refurbed. Chris explained that this is where the company is seeing the biggest driver of its circular transition, with 30,000 refurbed items resold each year. “The integration of our services within a traditional retail environment, that was a big shift. So, we integrated a workshop on the shopfloor where people could see it, integrating used products next to new products so people could shop like-for-like,” commented Chris. How to communicate this to the customer has been a key component. Reframing the promotion of these initiatives from environmentally-led to ABOVE AND BELOW: Decathlon now buys back products from customers to repair and re-sell. Credit: Decathlon.

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SPORTING GOODS AND MERCHANDISE

money saving-led – how getting product repaired, or buying second-life, or selling their products back to Decathlon, can all save the consumer money. This is what resonated. It is not that people don’t care about sustainability, it just can’t be expected to be the sole driver of consumer behaviour, particularly not en masse. This is what we come back to time and time again with sustainability conversations – how price and quality are key, and this perhaps is most true when it comes to sports goods as performance is everything. “One of the biggest challenges for Wilson, and the sporting goods industry as a whole, is balancing sustainability with product performance,” said Leigh Fletcher, head of golf UK & Ireland, Wilson. “There is the added responsibility of ensuring products meet high standards for performance, durability, and safety. As a result, innovation often requires balancing sustainability goals with the quality and performance that athletes and consumers expect, making progress both an opportunity and an ongoing challenge.” Nevertheless, Wilson has been making strides to improve everything that falls within its sphere of power. The company is committed to reaching net zero emissions by 2050 and reducing its Scope 3 emissions by 25% by 2030, in line with SBTi validated targets. In doing so, Wilson has identified key emissions hotspots across products and operations, enabling more targeted reduction efforts, supported by Life Cycle Assessments (LCAs). This all comes under Wilson’s initiative to ‘Protect Home Field,’ including a focus on its packaging, reducing plastic and increasing recycled content use, such as removing plastic sleeves f rom its steel-shafted golf club sets, eliminating unnecessary material use. Meanwhile, it is incorporating lower-impact materials into its products, exploring the use of recycled and bio-based materials, such as its Gen Green Capsule Collection. Sustainability is prioritised at Wilson because, not only does the company recognise the threat it poses via climate change to sports across the globe, but it recognises the influence it has to leverage its impact. “The sporting goods industry has a unique opportunity to drive positive change because sports connect with millions of people around the world. Athletes and other influential figures can help raise awareness and inspire action, while brands can lead by example through their products, operations, and partnerships. Together, the industry can use its platform to promote healthier communities and more sustainable behaviours,” commented Leigh. And this reach can extend even further through merchandise for sporting events, connecting with often thousands of people at a time, a reach known well by Event Merchandising. Always adapting to new retail channels, new product supply and sustainability, while working with key unbranded suppliers, Event

Merchandising has implemented federations’ eco and sustainability requirements, even as far back as the build-up to the London 2012 Olympics. “At EML, our approach is increasingly focused on building sustainability into the merchandise process from the outset, looking at product choice, quantities, materials, packaging, supplier selection, logistics and what happens to surplus stock after an event,” commented Roberta Montagnoli, office and operations manager, at Event Merchandising. The company mainly buys organic cotton, sources as many products as locally as possible, and offers, for example, recycled plastic lanyards and recycled stainless steel bottles. The challenge with sourcing sustainably and ethically, is the lead times. “One of the biggest areas of progression we see is greater collaboration between rights holders, event organisers and merchandise partners at the procurement stage. Understanding an event’s sustainability priorities early allows us to build them into product selection, materials, packaging, production quantities, f reight and surplus planning rather than addressing them retrospectively. “We’ve recently been working with clients on exactly this approach and are looking at introducing event-specific sustainability checklists at the start of merchandise briefs ABOVE AND LEFT: Wilson is actively integrating sustainability to help establish into its operations and the creation measurable priorities of its sporting goods. Credit: Wilson. from the outset,” said Roberta. “We’re trying to educate our clients as early as we can to be more sustainable in that side of things and really think about merchandise as an important element, which they are doing more so,” added Paul Goldsmith, director at Event Merchandising. And this is having the desired effect; not only is it allowing sustainability conversations to be embedded into the planning process but is also demarcating EML as a company that cares about sustainability and will prioritise it, which is becoming more and more desirable in business partnerships. “It is a key element of how we run an event. I think that’s a good USP, and we’re proud to have that within us within our business,” commented Paul. “It’s the right message to put to put out there, and it’s important for the future.” Sustainability is undoubtedly an important optic for the sporting industry – an industry built on wellness, health, and the outdoors, all of which are threatened in some capacity by climate change and environmental negligence. And whether it is products, equipment, merchandise, events, or apparel, the increasing focus on and importance of sustainability is unavoidable. The companies that are forging ahead are those that are embracing this wholeheartedly and adapting to this changing way of doing business.

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LEGISLATION

LEGISLATING YOUR FIELD

When it comes to legislation, there is little – if any – specifically for the sporting industry, however the numerous sectors that sports and play covers are certainly being impacted by current and upcoming regulations, particularly in the UK and European Union.

Image courtesy of Shutterstock.

There are eight core pieces of sustainability legislation that are most relevant to sporting operations, affecting toys, games, sport equipment, apparel, footwear, licensed merchandise, packaging, and electronically enabled products. ECO-DESIGN FOR SUSTAINABLE PRODUCTS REGULATION (ESPR) ESPR is one of the most impactful pieces of legislation, forcing long-term product change. It enables requirements covering durability, repairability, recycled content, environmental footprints, substances of concern and digital product passports. Textiles and footwear are among the priority product groups, so sportswear, teamwear, and footwear will be early areas of impact. ESPR also prohibits large companies from destroying unsold clothing and footwear from 19 July 2026. PACKAGING AND PACKAGING WASTE REGULATION (PPWR) Packaging is one of the first areas to be impacted and cracked down on. PPWR has applied generally since 12 August 2026, and covers packaging minimisation, recyclability, recycled plastic content, reuse, labelling, and EPR. It directly affects product packaging, e-commerce packaging and licensed gift packaging. All packaging must move towards recyclability by 2030. EU WASTE FRAMEWORK DIRECTIVE – TEXTILE AND FOOTWEAR EPR As part of Extended Producer Responsibility (EPR), EU countries are required to establish producer-responsibility schemes for textiles, textile-related products, and footwear. Brands placing sportswear, fanwear, costumes, plush/textile toys and footwear on EU markets will ultimately contribute to collection, sorting, reuse and recycling costs. EU DEFORESTATION REGULATION (EUDR) EUDR requires due diligence and traceability for commodities that are most at risk of deforestation practices, such as timber and rubber. This can affect natural-rubber balls, footwear components, grips, wooden toys, games and some paper-based products, depending on their customs classification. Current application dates are 30 December 2026 for large and medium operators and 30 June 2027 for most micro and small operators. EU BATTERIES REGULATION This is essential for electronic toys, wearables, fitness trackers, e-bikes, and light-up products. It introduces requirements covering removable and replaceable batteries, recycled content, collection, recycling, and environmental and social due diligence for battery raw materials such as lithium and cobalt.

REACH AND CHEMICAL RESTRICTIONS This regulation is to control hazardous substances in materials, coatings, inks, adhesives, artificial surfaces, textiles and plastics. Particularly relevant issues include PFAS, phthalates, substances of very high concern and the restriction on intentionally added microplastics. This reaches everything from toy formulations and textile treatments to glitter and synthetic sports surfaces. EMPOWERING CONSUMERS FOR THE GREEN TRANSITION DIRECTIVE (EMPCO) EmpCo forms the most immediate legislation for environmental marketing, tackling greenwashing. From 27 September 2026, it strengthens rules against vague claims such as “green”, “eco-friendly” or “sustainable”; unreliable sustainability labels; misleading carbon-neutral claims based on offsetting; and poor information about durability. It affects products, packaging, websites, campaigns, and licensing approvals. While the UK does not have specific legislation against greenwashing, it is covered and governed by the Competition and Markets Authority (CMA). EU FORCED LABOUR REGULATION From 14 December 2027, products made wholly or partly with forced labour can be prohibited, withdrawn or prevented from being exported from the EU. It applies to companies of every size and is highly relevant to global sportswear, footwear, toys, promotional merchandise, and raw-materials supply chains. CORPORATE LEGISLATION DRIVING REQUIREMENTS DOWN THE SUPPLY CHAIN Two further laws may apply directly only to larger companies, but their data requests will reach licensees, manufacturers and suppliers: • Corporate Sustainability Reporting Directive (CSRD): Requires in-scope companies to report environmental and social impacts, risks and performance. Even businesses outside its direct scope will receive requests for emissions, materials, waste, workforce and supply-chain data. • Corporate Sustainability Due Diligence Directive (CSDDD/ CS3D): Requires very large businesses to address human-rights and environmental impacts across their chains of activities. Following the 2026 revisions, national transposition is due by July 2028, and application begins in July 2029. Importantly for POC, the scope can include very large franchisors and licensors meeting the thresholds.

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FUTURE FORECAST REPORT 2026

IN THIS REPORT:

– Toy Future Forecast – Fashion Future Forecast – Paper Future Forecast – Sport Future Forecast – Licensing Future Forecast

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FUTURE FORECAST

TOYS: FUTURE FORECAST Toy company

Emissions Scope 1 and 2

Scope 3 emsissions

Water

Waste

The LEGO Group

Reduce absolute GHG emissions by 37% by 2032 compared to base year of 2019, SBTi approved.

Ongoing focus on reducing water consumption across operations.

Target of ≤28,000 waste volume (tonnes) for 2025.

Reduce absolute scope 1 and 2 GHG emissions 90% by 2050 from a 2019 base year.

Reduce absolute scope 3 GHG emissions 90% within the same timeframe.

Three consecutive years of reducing water (2022-2024).

Target of ≤13 waste to landfill (tonnes) for 2025.

Active investments in water recycling and reuse, and alternative water sources (rainwater, groundwater, reclaimed water). Collaboration with supplier on water efficiency improvements across the value chain.

Bandai

FY2030: 32,500 tons (50% reduction compared to FY2019; ahead of schedule). FY2035: 27,000 tons (55% reduction compared to FY2019; newly established based on government guidelines).

Promotion of response in Scope 3 (increase accuracy of calculations and explore measures to reduce Scope 3 emissions in the supply chain).

No public commitments at time of review.

Reduced paper usage. Started shrink wrap recycling at logistics centers. Converted plastic waste generated at factories to RPF: 105 tons in FY2024.

FY2050: Net zero emissions.

Hasbro

Promotion of waste recycling at each business site.

Overall net zero Target: Reach net zero greenhouse gas emissions across the value chain by 2050 from a 2020 base year.

Reduce absolute scope 3 GHG emissions 42% within the same timeframe.

Near-term targets: Reduce absolute scope 1 and 2 GHG emissions 47.5% by 2030 from a 2020 base year.

Long-term targets: Reduce absolute scope 1, 2, and 3 GHG emissions 90% by 2050 from a 2020 base year.

Owned and operated (O&O): Reduce water withdrawal in O&O facilities by 40% by 2030 from a 2020 base year.

No public commitments at time of review.

Upstream value chain: Improve water withdrawal data accuracy by 2026 from a 2023 base year.

Mattel

Reduce absolute Scope 1 & 2 GHG Emissions by 50% by 2030 (versus 2019 baseline).

No public commitments at time of review.

Achieve zero manufacturing waste by 2030.

Ravensburger

Over two-thirds of products produced in own facilities in Europe. Product development takes place in offices in Europe and the USA. Those operations will be carbon neutral by 2023.

Reduce entire carbon footprint by 40% (Scope 1, 2 & 3) by 2030 compared to 2018. E.g. this also includes emissions from delivered materials or logistics services.

No public commitments at time of review.

SIMBA

Achieve and maintain carbon neutrality of Scope 1 and 2 emissions.

No public commitments at time of review.

Continue to monitor water usage closely to ensure efficient consumption.

Tracking onsite waste since July 2024 with a goal to set key benchmarks and waste reduction targets to develop an action plan.

SpinMaster

70% reduction in Scope 1 & 2 emissions by 2030.

No public commitments at time of review.

Zero waste in owned and leased facilities by 2035.

No public commitments at time of review.

Moose Toys also commits to reduce absolute scope 3 GHG emissions by 90% within the same timeframe.

No public commitments at time of review.

Reduce waste materials (appropriate inventory control, promotion of the 3Rs, reassessment of containers and packaging).

No public commitments at time of review.

Net Zero for Scope 1 & 2 by 2050 from a baseline year of 2019.

Tomy

Achieve a 50% reduction in Scope 1 & 2 emissions (compared to FY22) by 2030, and net zero by 2050. 40% renewable energy by 2030.

Moose

Overall net zero target: Reach net zero greenhouse gas emissions across the value chain by 2040. Near-term targets: Reduce absolute scope 1 and 2 GHG emissions 42% by 2030 from a 2022 base year. Long-term targets: Reduce absolute scope 1 and 2 GHG emissions 90% by 2040 from a 2022 base year.

Jazwares

No public commitments at time of review.

Products of Change would like to thank all those who contributed to this Toy Chapter: Alys Dawson, Rainbow Designs; Alexis Delorme, Smoby; Roni Gamzon, BioFluff; Theron Grim, Hasbro; Amanda Gummer, The Good Play Guide; Florian Hess,

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FUTURE FORECAST This Future Forecast details the sustainability commitments of some of the largest toy brands. Where public commitments are not yet visible, many of these organisations are active POC Members working collaboratively to build the data, systems and strategies required to deliver measurable environmental progress. This overview reflects publicly available information at the time of review. Absence of a public commitment does not necessarily indicate absence of internal activity. Materials

Sustainable design

Nature and biodiversity

Supplier/licensee engagement

In 2025, 52% of the materials bought to make LEGO bricks and elements came from recycled and renewable sources, with the goal to keep increasing this.

Introduced Planet Promise Design Guidelines in collaboration with WWF to embed socially and environmentally responsible narratives into LEGO sets, stories, and packaging.

Plans to invest DKK 18 million (USD$18 million) into four carbon removal projects, including restoring degraded tropical forest across 14,000 + hectares in Mexico.

Launched a dedicated Supplier Sustainability Programme to drive impact across its procurement ecosystem, including mandatory carbon data disclosure and science-based reduction targets.

Promotion of environmentally friendly design in own products and services.

Collaborating with stakeholders to achieve a harmonious balance between operations and the natural world.

The Bandai Namco Group is addressing environmental issues across the entire supply chain in an effort to achieve a sustainable value chain with fewer environmental impacts.

Build on portfolio of sustainable material use throughout including plant-based or recycled plastics, FSC®-certified materials, and/or recycled paper-based materials.

No public commitments at time of review.

Achieve 100% recycled, recyclable, or biobased plastic materials in products and packaging by 2030.

No public commitments at time of review.

Use FSC® certified paper, cardboard and wood.

No public commitments at time of review.

Evaluate product range against circular design principles and put in place a product design policy that incorporates circular design principles.

Committed to further reducing environmental impact through ongoing conservation efforts.

Undertake a materiality assessment, engaging with stakeholders to confirm the material issues that are important to each stakeholder.

No public commitments at time of review.

Introduce recyclable packaging across all areas of business – as of 2025, 95% of packaging by weight is made from paper, cardboard and other paper-based materials. Reduce single-use plastic and introduce paper-based bags in all LEGO® sets. Aim that all packaging will be made from either recycled or FSC content. Reduction in petroleum-based plastic use. Promotion of product recycling. Utilised recycled plastics and alternative materials.

Reduce single-use plastics and increase the share of recycled material in paper and plastics. Improve recyclability of products and packaging, looking at both ecological and economic alternatives for plastics derived from fossil oil. Expand upon microplastic research with Deakin University to engineer and design a new, low microplastic sheeting fabric.

Embed APCO action plan implementing public commitments and review packaging design. Continue to research and explore options for end-of-life and textile take back. Reduction in the use of virgin plastic in all packaging materials. Windows and blisters on any new products uses recycled 30%-35% minimum rPET. Switched to non-mineral-based inks. Melissa & Doug have an ongoing goal to reduce overall volume of packaging materials.

Continuously exploring opportunities to reduce the use of virgin materials in toys through innovative methods or by incorporating recycled or certified responsibly sourced content. Goal to maintain the best play experience while finding ways to minimise environmental impact.

Over 3.5 million pounds of packaging have been eliminated since 2021. No public commitments at time of review.

No public commitments at time of review.

Research eco-conscious materials, conduct demonstration verifications, and disclose progress with the aim of reducing and recycling petroleum-derived plastic in products.

Explore repairable and disassemble-able design for better end-of-life solutions.

No public commitments at time of review.

Collaborate with suppliers to build and implement a system achieveing sustainable procurement (conduct SAQs, audits, and briefings).

No public commitments at time of review.

Spielwarenmesse; Shoshana Kandel, Balena; Mattel; Katy Newnham, Wastebuster; Roger Panton-Kent, Addo Play; Greg Simmons, Moose Toys; Rebecca Tinsey, Entertainer; Gary Wilmot, Proud Penguin.

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FUTURE FORECAST

FASHION: FUTURE FORECAST Company name

Emissions Scope 1, 2 & 3

Water, waste, and biodiversity

Sustainable design and material use

Supply chain engagement

H&M

56% reduction by 2030 of absolute Scope 1, 2 and 3 GHG emissions from a base year of 2019. Achieve net-zero by 2040 by reducing absolute scope 1, 2 and 3 emissions by at least 90% against a 2019 baseline, and balance out any remaining emissions with permanent carbon removals.

30% reduction of absolute freshwater usage in Tier 1 and 2 by 2030, from a baseline of 2022. Achieved 100% of Tier 1 and 2 factories with discharged water quality that meets the ZDHC wastewater guidelines. Renewed partnership with WWF to jointly address key environmental impacts, focusing on water, biodiversity and climate transition.

100% recycled or sustainably sourced materials in commercial products by 2030. Achieved 1,855 SEK million total turnover from resale. 2,832 SEK m invested in decarbonisation and material innovation. 100% of packaging from recycled or sustainably sourced materials by 2030.

Achieved 100% of workers in Tier 1 factories have access to grievance and dispute resolution mechanisms.

Primark

50% reduction in Scope 1, 2, and 3 carbon emissions by 2030 from a 2018/19 base year.

Eliminate all single-use plastics and non-clothing waste by 2027. Work to restore biodiversity with Primark Cotton Project which will use more regenerative agricultural practices by 2030. Reduce the water footprint of products sold in the UK by 30% by 2030

Strengthen durability of clothes by 2025. Clothes recyclable by design by 2027. All clothes made from recycled or more sustainably sourced materials by 2030. Expand in-store Textile Takeback scheme with Yellow Octopus Circular Solutions. Partnership with Reverse Resources to map and trace textile waste in supply chain.

Pursue a living wage for workers in the supply chain and support with financial literacy training and access to social protection by 2030. Strengthen the position of women through skills development and addressing barriers to progression by 2030. Ensure access to effective grievance processes and widen access to help for mental and physical wellbeing by 2030.

55% reduction in Scope 1 and 2 emissions by 2030, against a 2016/17 baseline. 40% reduction in Scope 3 emissions by 2030 against a baseline of 2019/20 per £1m sales.

Divert at least 95% of operational waste from landfill. Produce and sell product that minimise pollution and waste. FatFace Foundation charity outlet shop helps keep end-of-line product out of landfill.

Source 100% of main raw materials through known, responsible or certified routes by 2030. Embed circular principles into the buisness and keep materials in use for longer; took part in Durability Research Project. Reiss Pilot Repairs Service launched in two stores. Partnership with The Handbag Clinic to give customers access to pre-loved handbags and services.

Established Wellbeing Programme promotes good mental health, and several employee-led networks champion the diversity of people. Committed to increasing the visibility of suppliers and raw materials.

Inditex Group

90% reduction in Scope 1 and 2 emissions from 2018 baseline. 50% reduction in Scope 3 emissions from 2018 baseline.

Protect, restore, regenerate or enhance the biodiversity of 5 million hectares by 2030. Advocate for new textile recycling technologies and build the necessary capacities to make them a reality. Reduce water consumption in the supply chain by 25% by 2025. Eliminate single-use plastic for consumers and switch to recycled paper e-commerce packaging.

Use only preferred textile raw materials with a lower impact by 2030. Goal by 2030 to source 25% of textile fibres from state-of-theart materials that don't yet exist at industrial scale; 40% of textile fibres from conventional recycling processes; 25% to come from crops grown using organic or regenerative farming; remaining 10% made from preferred fibres. Launched Zara PreOwned in 2022, managing repair services, sales between customers, and donations.

Implemented a Supply Chain Transformation Plan, which takes shape through collaboration with suppliers and improvement plans for water management, waste, chemical product management and energy.

LVMH

50% reduction in Scope 1 and 2 by 2026 and reduce emissions per unit of added value by 55% across Scope 3 by 2030.

Aim to use 100% certified raw materials by 2026 and regenerate 5 million hectares of natural habitats by 2030. Reduce water withdrawal by 30% by 2030 (Scope 1), integrating technology to recycle wastewater and recover rainwater, achieving a 10% reduction already at end-2024 (2019 base). Reduce waste generation by 10% at all production and logistics sites by 2030.

Intensify efforts and aim to apply sustainable design principles to all its products by 2030. Zero virgin fossil-based plastic in packaging by 2026, and all new products included in the ecodesign process by 2030. Deploying sustainable services such as repair, refill or recovery and expanding application of sustainable design in products and packaging. Optimise existing fabrics and invent new sustainable fabrics.

By 2030, have developed complete traceability for 100% of its strategic supply chains, from raw materials to finished products.

M&S

55% reduction of Scope 1 and 2 emissions by 2029/30 vs 2016/17 baseline year. Reduce absolute Scope 3 emissions by 42% by FY2030 from a FY23 base year. Net zero by 2040.

Maintain 0% operational waste to landfill. 100% of packaging to be recyclable by 2025/26. Support regenerative and nature‑positive farming through the Plan A for Farming programme. Design out waste and scale circular solutions across the business. Remove unnecessary packaging and increase recyclability.

By 2025/26: 100% of cotton used in fashion, home and beauty products to be sourced from more responsible sources; 100% of polyester used in fashion, home and beauty products verified from recycled sources; 100% ManMade Cellulosic Fibres from more responsible sources. By 2030/31: 100% of wool from more sustainable sources and 100% of leather sourced from LWG-certified tanneries. Remove 1bn individual plastic units from M&S own-brand packaging portfolio by 2027/28 from 2016/17 baseline. Expand reuse initiatives, including hanger reuse. Scale rewear, repair and resale through Another Life programme. Work with recycling partners such as Circulose and Reverse Resources.

Engagement with distribution centre to cut down on plastic packaging and hangers. Look beyond own operations to spark change and support decarbonisation across full value chain.

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FUTURE FORECAST

This Future Forecast details the sustainability commitments of some of the largest players in the fashion and apparel industry. This overview reflects publicly available information at time of review, and the companies’ commitments may not be limited to what is presented in the table as it is intended as a snapshot. For more detailed insights into a specific organisation’s targets and achievements, please visit their website or view their sustainability reports. Company name

Emissions Scope 1, 2 & 3

Water, waste, and biodiversity

Sustainable design and material use

Supply chain engagement

Fast Retail

90% reduction in Scope 1 emissions by FY2030 compared to FY2019. Reduce Scope 3 emissions by 20% by FY2030 compared with FY2019.

Realise "Zero Waste" early by reducing, replacing, re-using, and recycling materials used in the process of delivering clothes to customers. Based on the results of a 2021 risk assessment, the company is working to minimise its impact on biodiversity across identified risk areas, while also conserving and promoting biodiversity throughout its value chain. Fast Retailing carries out its Water Action Plan to bring the local water environment into a healthy state, preventing and reducing water pollution, reducing water withdrawal.

Increase proportion of recycled materials and materials with low greenhouse gas emissions to approximately 50% by FY2030. By December 2030, procure 100% of cotton for use by all Fast Retailing Group brands from preferred sources that meet full list of designated standards. In July 2019, Fast Retailing adopted a group policy to eliminate the use of unnecessary plastic throughout its supply chain and, where plastic is necessary, switch to recycled plastic or alternative materials. Established Fast Retailing Group Policy on Responsible Paper Procurement to promote the use of paper from more sustainably sourced materials, from the perspective of sustainable use of forestderived materials and preserve biodiversity. Working to extend the life of garments and advance RE.UNIQLO initiative for a more circular society.

Advance the establishment of work environments where the health, safety and human rights of workers are protected, covering its own employees as well as people working in the supply chain. Aiming to create a better society for and with customers, Fast Retailing also conducts a wide range of global and local social contribution activities. Strengthen transparency and traceability to raw material level; identify and correct human rights, labour and environmental issues in the supply chain.

PVH Corp

90% reduction in absolute Scope 1, 2, and 3 emissions by 2040 from 2021 baseline year. Reach net-zero across value chain by 2040.

Reduce packaging, expand reusability, and transition to recycled content to reduce Greenhouse Gas emissions and minimise waste. All PVH offices, distribution centers, and stores will achieve zero waste by 2030. Establish five collective action projects in the most water-stressed sourcing communities by 2025. Water leaving key wet processors will have zero hazardous chemicals and be filtered for harmful microfibers by 2025.

All PVH products will contribute to the circular economy throughout the product lifecycle (design, use, and end of life) by 2030. Sustainably source 100% of PVH's cotton, viscose and wool by 2025, and 100% of polyester by 2030.

Support the delivery of professional and life skills development programmes and services to 500,000 workers across the PVH global supply chain by 2030. 100% of PVH suppliers will meet or exceed environmental and social standards by 2030.

Gap

90% reduction on Scope 1 and 2 by 2030 from 2017 baseline. Reduce Scope 3 from purchased goods and services by 32.5% by 2030 from a 2017 baseline. Achieve net zero across value chain by 2050.

By 2030, reduce water use and replenish water to nature, equivalent to 100% of the water used in manufacturing apparel and in company-operated facilities. Water-resilient value chain by 2050. Positive water impact in waterstressed regions by 2050. Eliminate the discharge of hazardous chemicals within supply chain, and phase out chemicals of particular concern, including by eliminating PFCs.

Source 100% of cotton from more sustainable sources by 2025. Source at least 45% of polyester from recycled sources (rPET). Eliminate unnecessary or problematic plastics in packaging to consumers by 2025 and in packaging to businesses by 2030. Ensure at least half of all plastic packaging is 100% recycled content, for packaging to consumers by 2025, and in packaging to businesses by 2030. Support innovation in circular manufacturing. Partnership with thredUP for resell and donation of clothes.

Empower 5 million people touched by the apparel industry to improve their equitable access to clean water and sanitation.

Shein

42% reduction in Scope 1 and 2 emissions by 2030 from 2023 baseline. Reduce Scope 3 by 25% by 2030. Reach net-zero by 2050.

Utilise on-demand business model to minimise wastage and overproduction. Scale innovations that reduce water use in manufacturing.

Source 100% forest-safe viscose and paperbased packaging for SHEIN-branded products by 2025. Ensure all packaging sourced for SHEIN-branded products contains 50% preferred materials by 2030. Transition 31% of the polyester used for SHEIN-branded products to recycled polyester by 2030. Source 50% of SHEIN-branded products through evoluSHEIN by Design initiative by 2030. Establish a fully circular textile supply chain by 2050 in alignment with World Circular Textiles Day commitment.

Aspirations to improve lives of communities reached and be a responsible purchasing partner for suppliers.

Tesco

85% reduction in Scope 1 and 2 emissions by 2030. Reduce absolute Scope 3 emissions by 55% by 2032. Net zero across all scopes by 2050.

30% reduction in aggregate water footprint of new products sold by 2030. Reduce the aggregate greenhouse gas footprint of new textile products by 50%, in line with the Paris Agreement on climate change. Phase out hazardous chemicals in supply chain through Tesco Detox Commitment. Members of The Microfibre Consortium (TMC) and committed to 2030 roadmap to work towards zero impact from fibre fragmentation.

100% of fabrics used to make products responsibly and sustainably sourced by 2030. Working with the Salvation Army Trading Company to reduce the amount of clothing sent to UK landfill by introducing textile collection bins into more carparks. Instore textile takeback collection units available in almost 900 stores. Developing a circularity toolkit which will support design, buying and technical colleagues to make product ranges with circularity principles in mind.

Mapping areas of upstream supply chain for traceability and standards adherence. Supporting supply chain partners to set ambitious science-based targets and transition to renewable energy.

Asda

Net zero Scope 1 and 2 emissions by 2040. Net zero Scope 3 emissions by 2050.

Reduce water consumption in operations year-on-year. Zero deforestation forest-risk commodities by 2025. Net positive biodiversity in new site development. 100% recyclability of own brand packaging by 2025. Working to deliver zero waste through group wide efforts to reduce, reuse, recycle, and redistribute operational waste.

George policy is that at least 25% of the overall product fibre composition has a recycled content. Suppliers are required to work to the Global Recycled Standard (GRS) or the Recycled Claim Standard (RCS). Use an average of 30% recycled content across all own brand plastic packaging by 2025.

Incentivising action across supply chain through open conversation, shared learning, policy alignment, contractual commitments, long term partnerships, and collaborative innovation.

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FUTURE FORECAST

PAPER: FUTURE FORECAST Book publishers

Emissions Scope 1, 2 & 3

Water, waste, and biodiversity

Sustainable design and material use

Supply chain engagement and ambitions

Penguin Random House (Bertelsmann Group)

As part of the Bertelsmann Group, PRH has a 2030 climate target to reduce absolute scope 1, 2 and 3 greenhouse gas emissions by 50% from a baseline year of 2018.

Bertelsmann are committed to using water as resource-efficiently as possible. They use water from mains networks or groundwater reservoirs to cool buildings and facilities, and require suppliers to use water responsibly and efficiently. It is committed to protecting nature and combating deforestation by using recycled or responsibly-produced paper, and works closely with suppliers to avoid forest loss and degradation, greenhouse gas emissions and damage to biodiversity. It does not use trees from old/endangered forests or those with high conservation value.

PRH 2030 aim: ensure 100% of paper and other core materials are ethically and sustainably sourced, and achieve 47% reduction of plastic. Currently, all paper is currently FSC certified, and 63% comes from Holmen, a Swedish mill that utilises sustainable forestry and production of renewable energy to produce lowcarbon paper. It has capped the use of high-carbon papers so they no longer use papers from mills with a high carbon footprint. This reduced the carbon footprint associated with their paper by 10%, and saved 2,066 tonnes of carbon by 2022.

PRH are founding members of Publishing Declares, committing to industry-wide collaboration on climate action.

Hachette

Hachette UK aim to reduce absolute scope 1 and 2 emissions by 56.8% from 2019 levels by 2030; to source 100% of electricity supply from renewable sources by 2030, up from 25% in 2019; to reduce absolute scope 3 emissions by 27.5% from their 2019 level by 2030. Has already exceeded target of reducing Scope 1 and 2 emissions by 56.8%, cutting these emissions by 57.8%.

Hachette Livre has improved fiber traceability in line with the EUDR, and has initiatives to protect forest ecosystems and improve supply chain transparency. It adjusts its print runs to limit unsold copies and waste using data analysis, print on demand and automated printing. It undertake systematic sorting of plastic and cardboard at all distribution centers. Any unsold books not redistributed are recycled completely. Upcycling initiatives are also being implemented: Gigamic and Blackrock turn promotional banners into pencil cases and bags, and Lightning Source France repurposes scrap paper into notebooks. In the United Kingdom and the United States, 75% of damaged pallets are reused in the supply chain or recycled.

Hachette Livre’s low-plastic plan aims to reduce the volume of plastic in France by 25% by 2030. Recycled plastic wrap is being implemented in the UK. Hachette Livre is taking a more streamlined approach to production, reflected in the 12% reduction in the number of new releases between 2019 and 2025. 99.9% of the paper used by the Group is FSC® or PEFC™ certified, as of 2025. Eco-design is incorporated from the start of the book creation process, opting for optimal formats and paper weights, while limiting non-essential elements.

Hachette UK are committed to sourcing 100% of electricity from renewable sources by 2030, up from 25% in 2019; now get 94% of electricity from such sources and we are on track to meet this target. They are working collaboratively with key printers, distributors, manufacturers, and other suppliers throughout the supply chain to reduce Scope 3 emissions and have signed the UN Global Compact. They are involved in the Book Chain Project; through the Book Chain Project environmental questionnaire, they gather and assess environmental data from printers.

Harper Collins

Established SBTi-approved goals to further reduce emissions over the coming years, with the goal of 65% reduction across operations and 25% reduction across supply chain by 2030 or earlier. Aim to reach net zero carbon emissions across operations and supply chain by 2050 or earlier. Has attained Carbon Neutral status for its direct operational emissions (Scopes 1 and 2) and a portion of Scope 3 emissions.

Aim to maintain zero waste (90% or more recycled) across major business sites. Aim to actively evaluate opportunities to power our operations with cleaner sources of energy. All mono books are printed using only renewable energy.

Hachette UK aims to source all key raw materials sustainably and is working with other publishers within the Book Chain Project to identify more sustainable choices around plastic packaging, inks and varnishes and manage chemical inputs throughout production. It is committed to removing as much plastic from the supply chain as possible. Supports the FSC and purchases paper through approved suppliers and printers with valid FSC or PEFC (or both) certificates. Aim for all paper or board to be certified by FSC or PEFC, or those which meet the Book Chain Project Grade 3 as a minimum. Use Book Chain Project forest sourcing database to identify papers and their forest sources. Committed to using timber from legal, sustainable and well-managed sources and support initiatives and forestry management schemes that promote this. Paper is 99% FSC certified, 1% PEFC certified. Aim to maintain 100% certified paper material in products globally. Support the use of environmentally sustainable fibre, strives to reduce pollution, and aim to conserve natural resources through recycling and waste reduction. Working to lower the overall use of virgin pulp where possible, reducing basis weights on titles where appropriate in order to minimise the use of raw materials consumed in the production of that paper. No longer use glitter; all colour books and book jackets/ covers are produced using vegetable-based inks which are petroleum free.

Hachette Livre’s aims lie in streamlined inventory management, reduced carbon intensity among suppliers, and more efficient book shipping in the Group’s four main markets. Group employees take part in workshops, training and company events for the environment. The Hachette Livre Eco-Challenge will soon be expanded to the UK.

Aim to work with business partners and suppliers to increase sustainability across the supply chain and use sustainable production wherever it can. Aim to engage customers, employees, suppliers, and partners to reduce environmental impact. Align carbon reduction goals with a global temperature rise limit of 1.5°C above preindustrial levels. Advocate for climate action, internally and externally. Ask partners to reduce emissions including in transportation and plastic and packaging in global supply-chain. Aim to work with printing partners to jointly help reduce environmental impact as an industry and seek to work with suppliers who act in a responsible and sustainable way.

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FUTURE FORECAST

This Future Forecast details the sustainability commitments of some of the largest players in the publishing and card retailer industry. This overview reflects publicly available information at time of review, and the companies’ commitments may not be limited to what is presented in the table as it is intended as a snapshot. For more detailed insights into a specific organisation’s targets and achievements, please visit their website or view their sustainability reports. Book publishers

Emissions Scope 1, 2 & 3

Water, waste, and biodiversity

Sustainable design and material use

Supply chain engagement and ambitions

Simon & Schuster

No public information available.

Working with Trees for the Future to turn degraded land into Forest Gardens to promote biodiversity and offer climate resilience. Signed the Publishing Declares pledge to show that they are committed to protecting biodiversity. Part of the Book Chain Project to move towards responsible forest sourcing. Better forecasting to reduce paper, material and chemical wastage.

Committed to only using paper which is FSC or SFI certified. Latest figures I was able to find showed that 36% of paper used was FSC and 64% was SFI certified. Warehouses are uses solar panels to help reduce carbon footprint by harnessing renewable energy resources. Reduction of footprint is estimated at 942 metric tons per annum. Reducing the amount of physical proofs being sent.

Warehouse packing materials made from 100% recycled materials. Majority of shipping containers made from recycled materials. Print planning improvements. Better forecasting to reduce overstocking.

Macmillan

Macmillan Holdings, LLC. have stated they plan to reduce absolute scope 1 and 2 GHG emissions 90.0% by 2050 from a 2023 base year. Macmillan Holdings, LLC. are also committed to reduce absolute scope 3 GHG emissions 90.0% within the same timeframe. Aims to be net-zero in terms of greenhouse gas emissions across the value chain by 2050.

As part of the Book Chain Project they are able to access information on carbon and paper forest sources, as well as water stress levels, wastage rates. Managing the impact that publishing efforts has on biodiversity to check the depth of their effects.

Focus on paper being FSC or SFI certified and fibre is harvested from sawmills to make recycled paper. Fibre testing is completed twice a year to determine species of trees and check that the trees being used comply with sustainability standards/requirements. Plan to reduce colour paper carbon footprint by 50% by 2030. Exploring new material and pri

Work closely with partners to ensure that all business partners comply with their standards and are working collaboratively to reduce CO2 emissions across the supply chain. Working with mills, suppliers and disributors and printers to ensure everyone is adherring to sustainable practices that meet their expectations. All printers are FSC certified. Macmillan procures 100% renewable energy for all facilities around the world through the purchase of Energy Attribute Certificates (EACs), or agreements with local utility suppliers (as of 2020). Monitoring fuel sources to find the most sustainable options and reducing their carbon footprint through exploring a range of transportation modes and options.

Card publishers/ retailers

Emissions Scope 1, 2 & 3

Water, waste, and biodiversity

Sustainable design and material use

Supply chain engagement and ambitions

UK Greetings

SBTi validated targets with American Greetings and Schneider Electric: Scope 1 & 2 – 42% reduction, Scope 3 – 25% reduction, FLAG emissions – 30.3% reduction. Aiming to proactively reduce energy consumption and only use 100% renewable electricity within UK operations. Will continue to reduce, minimise and offset carbon emissions from UK and global operations. Have reduced Scope 1 & 2 emissions by over 5%. Carbon emissions produced from manufacturing paper and board to produce single cards are now Carbon Balanced through The World Land Trust. Due to increasing internal manufacturing capabilities, electricity consumption has increased, but are looking to mitigate this.

Looking for ways to remove waste from every stage, aiming to reduce operational waste by good design and review of processes. Are zero waste to landfill through work with waste partners. Reuse boxes from external suppliers until they are recycled at end of life; all cartons are FSC certified. Currently over 95% of product waste is recycled. Separate types of waste produced in operations to reduce the frequency of non-recyclable vendor waste collections. Have fitted LED lighting throughout the organisation and will continue to look for opportunities including selfgenerated solar power. Reduced energy consumption by over 1.5 million kilowatt-hours since 2019, avoiding over 400 tonnes of CO2 emissions, and have seen a 23% reduction in natural gas consumption since 2022, through in-office adjustments. Working to maximise recyclability by investing in internal print management system solutions, halving the volume of paper printed since 2019, and strengthening internal antiplastic initiative.

Will continue to use 100% FSC certified stock. By constantly improving and reviewing portfolio of products and implementing new techniques, aim to reduce the impact of plastics associated with products and packaging. Aim to extend sustainable sourcing policies beyond paper and board whilst promoting the use of sustainably managed forests. Have eradicated single-use plastic cello bags and will continue to invest in methods to reduce plastic packaging from distribution centres. Have invested in machinery for roll wrap which enables the product to be plastic free. Goal is for all our products to be sustainable and fully recyclable, helping to conserve natural resources. Product recyclability is above 97% of card lines. Ensure all inks, varnishes and foils don’t prevent the recyclability of boards and papers. Are replacing plastic hooks with recyclable paper alternatives. Have reduced cellophane rollwrap packaging by 30% since 2017 and lowered the length of gift bag handles by 18% since 2019.

Plan to introduce a sustainability scorecard for entire product range, providing a clear view of products’ environmental impacts to inform eco-conscious design choices. Will enable setting more ambitious goals for the future. Committed to reducing carbon emissions from the transportation of our goods. Innovating to promote lower carbon transport and distribution; invested in paperless warehouse technology. Collaborate with brokered suppliers to combine deliveries from our UK distribution centres direct to customers. To transport products from Asia to UK distribution centres, are working with a sea freight company that offers climate-neutral transport solutions. Work with a distribution partner with a strong commitment to high environmental standards.

Danilo

Aim to offset Scope 1 and Scope 2 emissions by 42% by 2030, from a 2023 base year, and measure and reduce Scope 3 emissions across value chain. Currently offset Scope 1 & 2 emissions through verified carbon reduction projects and UK tree planting.

50% of energy at head office comes from solar panels; boost recycling, have installed LED & sensor lighting. Have planted 79,000+ trees since 2020 through Ecologi. In-office EV chargers to help staff switch to cleaner travel.

99% of products are FSC certified. 99% of cards and 67% of calendars and diaries use plastic-free packaging in 2025. Committed to using FSC-certified materials across all products. Eliminated glitter, saved 11.2 tonnes of plastic by going plastic-free on packaging where possible and adding recycling labels. Non-recyclable parts have been removed from calendars. Are exploring new reusable formats that can be framed after use.

Working with logistics partners to reduce emissions through better delivery planning, fuel-efficient routes, and lower-carbon transport options. Launched a Ways of Working group to explore issues including social sustainability. Conducted a staff sustainability survey and a Heat & Energy Audit at office to identify practical ways to cut energy use and emission. Started measuring full carbon footprint to track real progress.

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FUTURE FORECAST Card publishers/ retailers

Emissions Scope 1, 2 & 3

Water, waste, and biodiversity

Sustainable design and material use

Supply chain engagement and ambitions

Carousel Worldwide

Committed to reducing Scope 1 and Scope 2 emissions by 46% by 2030 from a 2019 base year, and to measure and reduce its Scope 3 emissions. Are carbon neutral for all direct emissions.

Pursue schemes that supply renewable power, plant woodland, reduce deforestation and provide clean water and other fuels. Changed power sources to renewables/biogas, all cars to electric/hybrid, added EV charging points in car parks. Implemented energy savings on premises including LED lighting and changing thermostat temperatures. Pursuing a re-wilding project run by a team of volunteers.

Paper for 95% of products sourced from FSC-accredited suppliers. Seeking to add additional information to products about their sustainability. 65% of Carousel’s dated-product range are now packaged without plastic and have introduced plastic-free packaging options to calendars; will continue to increase this across full range, as well as removing plastics within the products. Achieved four-tonne reduction by changing box calendar stands from plastic to cardboard. Removed shrinkwrap across 75% of the business’ calendar range.

Encourage the use of sustainable materials across supply chain. Aim to encourage 50% of key product suppliers to sign up to SBTi by 2025.

Products use polypropylene (PP) or polyethylene (PE), accepted in many recycling centres, but key goal is to reduce the use of packaging entirely. Aim is to make all of its packaging reusable, recyclable or compostable by 2025 or earlier.

Hallmark

Reduce scope 1 and 2 emissions by 46.2% by 2030. Reduce scope 3 emissions by 27.5% by 2030.

100% commitment to sourcing materials sustainably to achieve zero-net deforestation. Stoney Ridge Plantation - wildlife site owned by Hallmark with 75 plant and animal species - dedicated to supporting biodiversity and looking after the local wildlife.

50% reduction in emissions caused by products and packaging. 100% commitment to sourcing raw materials from sustainable sources. All suppiers and partners muct follow sourcing and procurement standards. In the process of removing single use plastic from all products – between 20192023, 1000 tonnes of plastic was removed. All cards produced now fully recyclable. Developed card based solutions for special touches/ finishes; replaced plastic items with 'paper-gems' and faux effects, emphasis on design with 3D paper engineering. Removed plastic foam pads. CupCycling – partnered with James Cropper to make cards from recycled paper products from disposable coffee cup industry and FSC-certified materials.

By 2030: 100% renewable electricity in own operations globally, 100% top suppliers use renewable electricity. 20% reduction in logistics/transport emissions. 25% reduction from employee commuting. 38% from less business travel. 100% roll wrap and over 50% cars are produced in the UK to reduce carbon footprint. Already 100% renewable energy for electricity to head office, factory and distribution centres.

Cardfactory

Reduce absolute Scope 1 and 2 GHG emissions by 54.6% by 2033.

Work with suppliers to reduce impact of material sourcing to help protect natural environment. Develop partnerships to restore nature. Signed a two-year biodiversity partnership with GreenTheUK in September 2025 to plant 24,000 climate-resilient trees and restore five hectares of wildflower-rich meadows.

Design and source products and packaging that minimise virgin material use and maximise recyclability. Address product endof-life, identifying opportunities for re-use and recycling. Own-label soft toy fillings are now made from 100% recycled materials. New own-label roll wrap is now fully recyclable and no longer includes cellophane wrap. Printcraft manufacturing facility has eliminated use of bubble wrap, replacing it with cardboard shredding to reduce single-use plastics and reuse waste materials.

Goals to achieve by 2050: decarbonise operations through clean energy and energy optimisation. Net zero pathway for the whole group company. Collaborate with top suppliers to decarbonise. Replaced 25 diesel vans with plug-in hybrid electric vehicles and added one fully electric van for short journeys, reducing total average emissions by 144t CO2e each year.

No public information available.

Launched 'perfect packaging' project - workshops/guidance/tracker to improve recyclability and consistency.

Maintain supplier data and transparency around what our suppliers are doing to be more ethical and responsible with their business practices. Plans for FY26 is to introduce tangible metrics to evaluate supplier criteria and performance evaluation. No public information available.

Reduce Scope 3 emissions by 61.1% by 2033 on an economic intensity basis.

The Works

Scope 1 - Net zero target - by 2035 Scope 2 - Net zero target - by 2030 Scope 3 - Net zero target - by 2045 (ambition by 2040).

Tesco

Net zero across all own operations by 2035. Net zero across value chain by 2050 validated by SBTi Reduce absolute Scope 1 and 2 emissions by 85% by 2030, ahead of SBTi target of 82% by 2032

Working with suppliers across the value chain.

No public information available.

Media/magazine publishers

Emissions Scope 1, 2 & 3

Water, waste, and biodiversity

Sustainable design and material use

Supply chain engagement and ambitions

Hearst

Work towards a 65% carbon reduction for Scope 1, 2 and 3 by 2030 - key goal to be validated by SBTi - this is against its 2019 baseline figures.

Reduced waste per person by 29% and operate with a verified zero wasteto-landfill strategy. All paper is 100% FSC or PEFC certified, coming from responsibly managed forests.

Eliminated all plastic magazine wrap, choosing sustainable paper alternatives.

Paper suppliers and printers are ISO 14001 certified, maintaing high environmental standards throughout the supply chain. Climate and greenwashing training across all departments. Reducing operational energy by using certified renewable electricity, transitioning to heat pump systems and no petrolpowered vehicles.

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FUTURE FORECAST Media/magazine publishers

Emissions Scope 1, 2 & 3

Water, waste, and biodiversity

Sustainable design and material use

Supply chain engagement and ambitions

Immediate

Aim to reduce internal CO2 emissions by 30% by 2030 and reach a target of being net zero by 2045 – fom a 2002 baseline. Currently 3% ahead of target. Use a Scope 3 calculator to understanding wider impact of digital advertising. Joined AdNet Zero.

Part of the PPA Sustainability Action Group to think about the lifecycle of a product and set industry wide targets. Better forecasting of paper for net zero pathway. Zero to landfill policy and clear signage at recycling points. For every tree harvested, at least 2 are replanted. Sold retained copies online and to secondary markets reducing waste. First publisher to invest in the Wastebusters Programme and have a seat on the advisory board. Support global biodiversity and climate change programmes in line with UN's Sustainable Development Goals. Support UK woodland biodiversity through The Woodland Trust. Printed 12% fewer magazines 2023-2024 with a 9% reduction in print intensity emissions, driven by a reduction in paper tonnage and in energy efficiencies at its printers.

Make informed choices around types of paper used and take into account both the quality and environmental impact of paper choices. Source the majority of the paper in the UK. 10% of paper purchased is carbon balanced in partnership with World Land Trust. 100% supply mills are FSC or PEFC certified. Only sourced from UK and Europe. Elimated certain materials and reduced number of different plastics so easier to recycle. Use recycling labelling to help consumers know how to recycle. Removed non-recyclable materials (e.g. glitter and polystyrene). Removed PVC to make packaging more easily recyclable. Increasing amount of recycled plastic being used.

80% of servers run on renewable energy (hosted by AWS). Audited websites to identify hotspots and understand where emissions can be reduced. Sustainability added as internal roadmap development criteria. UK sourcing of paper to reduce transport emissions. Sales based replenishment to reduce unnecessary transport emissions. Promote recyclability and sustainability messaging to consumers.

Conde Nast

Scope 1, 2 and 3 looking at the entire value chain as well as internal practices.

Focusing on a circular economy to decrease waste and increase resource efficiency. Responsible paper sourcing with FSC certified paper to support biodiversity and anti-deforestation commitments.

Integrate recycled materials and focus on circular economy principles across its operations.

Committed to reducing Scope 1 and Scope 2 emissions by 46% by 2030 from a 2019 base year, and to measure and reduce its Scope 3 Supply chain integrity. Uphold the high standards of ethical trading across its supply chain, ensuring fair labour practice and due diligence. Create policies to support sustainable procurement and due diligence. Develop supplier codes, sustainability criteria for sourcing, and ESG screening tools. Working towards achieving net-zero greenhouse gas emissions across entire value chain, becoming carbon neutral by 2030.

Meridith

No public information available.

National Geographic

No publicly declared commitment to reducing Scope 1, 2 & 3 emissions. Aim to identify and measure direct GHG emissions and those resulting from business collaborations, and plan to explore opportunities to mitigate emissions.

Continuously aim to minimise use of toxic materials and finite natural resources; prioritising durability, reparability and recyclability in products to reduce waste; replacing, replanting and regenerating renewable resources like wood and water. Requires that no National Geographic-branded products are made from threatened, endangered or illegally sourced or imported animals, plants or forest products. Strives to have no animals, plants or forest products used when their use is questionable from an ethical or conservation standpoint. Aims to limit water consumption to what is necessary and make efforts to replenish or regenerate water sources in comparable volumes.

Goals: to source and use only materials that are certified to be legally secured, sustainably harvested or manufactured; have 100% of fibre used on print products certified by at least one certifier (PEFC, FSC, SFI or ATFS); and minimise packaging, make it as reusable/recyclable as possible, and consider alternative packaging options that further reduce waste. Seeks materials that are sustainably made using renewable materials and energy and can be recycled. Also seek to minimise paper consumption; eliminate all paper products containing irresponsibly/illegally harvested fibres; and maximise the use of recycled fibre. Committed to testing the use of recovered fibre in print products with the goal of incorporating as high a percentage of recycled fibre as possible. Already specify high-recycled content in many products and supplies, including copier paper, cartons and packaging.

Committed to addressing equity of impact throughout the value chain for all stakeholders. All business collaborations are required to use paper made only from legally sourced wood, refrain from using wood sourced from protected forests, support sustainable fibre use, reduce pollution and conserve natural resources through recycling and waste reduction. Expects paper suppliers to conform to internationally recognised and accepted certification programmes, and monitor and report air and water effluent. Prioritise collaborations that follow resource efficient and cleaner production practices including pollution prevention, source reduction, waste minimisation, eco efficiency, reuse of waste, process modification, and awareness of and reduction of the use of hazardous materials. Aim to reduce travel, source locally, and prioritise low-emission transport options.

Egmont

By 2030: reduce emissions from printed products by 33%, reduce emissions from goods transportation by 28%, and reduce emissions from all current Scope 3 categories by 33%, from a baseline of 2021. Aims for 100% green electricity from 2022 were achieved. In 2025, scope 1 emissions decreased by 72% compared to 2019 and 51% compared to 2024.

Contribute towards biodiversity initiatives in their solar parks. Invested in two solar parks in Denmark and Sweden, ensuring their future energy consumption will be mostly renewable. All passenger cards and vans must be EVs; plan for all remaining vehicles to be replaced with electric ones. Has replaced fossil-based burning oil with biofuel in one facility. Matched 100% of electricity consumption with renewable electricity certificates in 2025. Scope 2 emissions reduced by 27% in 2025 due to matching all electricity consumption with 100% renewable electricity since 2022, and reducing district heating and cooling consumption by 20%. Absolute energy consumption decreased by 18% in 2025.

Its publishers implement a sustainability toolkit for producing books; focus has been on reducing volumes of unsold copies through enhanced sales forecasts, smaller printing volumes and automated printing. Increasingly using digital printing to reduce carbon emissions. Consolidate paper suppliers to optimise cost and emissions efficiency. Absolute emissions from printed products decreased by 42% from 2021-2025. Has implemented initiatives to remove covermounts, reuse covermounts, and use plastic alternatives. Since 2021, its media business has focused on removing foils from selected magazine titles and replacing them with paper and recycled plastic. Absolute emissions from packaging decreased by 5% from 2021-2024.

Work with existing initiatives to reduce emissions from Goods Transportation; maintain a focus on optimising shipments, identifying more sustainable modes of transport, and selecting the right suppliers. Prioritise suppliers that focus on decarbonisation initiatives. Absolute emissions from Goods Transportation have decreased by 38% between 2021-2025 due to decreased volumes and weight being transported, reduced frequency in shipments, and reduction initiatives implemented by suppliers (e.g. fossil-free freight and co-loading).

Hubert Burda Media

No public information available.

Burda is focusing efforts on reducing greenhouse gas emissions and regenerating resources. Compensation strategy focuses on education and developments in regenerative farming, and they invest in projects supported by ClimatePartner, leading the company to become carbon neutral in 2021.

All paper used for Burda magazines is 100% PEFC or FSC-certified. It has a 30% lower carbon footprint than standard graphic papers in Germany. Waste paper and packaging are recycled, ink use has been cut by over 20%, and solvents are recovered and reused. Printing cylinders are refurbished and raw materials recycled. The focus is on conserving natural resources: reducing material use, recycling, and embedding circular economy principles. 100% separation and recycling of paper and plastics at BurdaDruck.

Conducts an annual corporate carbon footprint to derive strategies and actions in the core areas of Energy, Resources, Mobility, and People.

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FUTURE FORECAST

SPORT: FUTURE FORECAST This Future Forecast details the sustainability commitments of some of the largest players in the sport industry. This overview reflects publicly available information at time of review, and the companies’ commitments may not be limited to what is presented in the table as it is intended as a snapshot. For more detailed insights into a specific organisation’s targets and achievements, please visit their website or view their sustainability reports. Company name

Emissions Scope 1, 2 & 3

Water, waste, and biodiversity

Sustainable design and material use

Supply chain engagement

Liverpool FC

- During 2020-21 season switched all mains fed energy (gas and electricity) to renewable tariffs. Covering all sites.

- Recycle 100% of food waste by 2030. Current surplus matchday food is redistributed, providing 1,200 meals each week to local communities across Merseyside.

- The Anfield pitch is fully recycable since the old turf is repurposed into benches for the AXA training Centre orchard.

- No public commitments at time of review.

- The Nike shirts that players wear on the pitch and the replica jerseys for the fans to buy are constructed with 100% recycled polyester fabric, which is made from recycled plastic bottles.

- Sustainability strategy is built around UN Race to Zero, UN Sports for Climate Action, and ISO 20121 sustainable event management certification.

- Phase One of one of sport's largest solar panel projects completed; powering key facilities across the Etihad Campus.

- No public commitments at time of review.

- Harvested 10,000 acorns from veteran oaks on Wimbledon Park which are growing in nurseries for replanting and over 600 of which have been donated to sites across Merton, Wandsworth, and other London boroughs.

- In collaboration with Barclays installing innovative solar thermal collectors on the roof of the Aorangi Pavilion. Powered by the sun, this technology provides zero carbon heat to the hot water system for the building.

- No public commitments at time of review.

- Introducing bee hives at Community Tennis Centre at Raynes Park.

- In partnership with Emirates launched "Championing Nature" a programme aimed to build greater connections and engagement with nature. The programme is delivered by four Wildlife Trusts and funds besopke projects and initiatives.

- 162 tCO2e domestic charter flight emissions removed with Sustainable Aviation Fuel. - 100% emissions offset from football operations. - Joined the UN Sports for Climate Action Framework committing to achieve halving operational emissions by 2030 and aiming to achieve net zero by 2040.

- On-site allotments and gardens to help promote seasonal produce and strengthen the connection between players, staff and club partners to sustainable food practices.

- Signed up to United Nation's Race to Zero in 2022 helping to achieve net zero as soon as possible.

- Remove single use plastics such as straws and cutlery at Anfield, rollout of reusable cup and food-tray schemes and fan-facing recycling programmes (more than one million plastic bottles collected in recent seasons).

- Team buses run on Hydrotreated Vegetable Oil, reducing emissions by 90%.

- 60,000 bees housed across club sites to support pollinators. - 1,000+ trees and hedges planted.

Tottenham Hotspur FC

- Halve carbon emission by 2030 - Become net-zero by 2040

- Water consumption minimised across the stadium with waterless urinals and low-flow fittings and fixtures. Since FY2021/2022 baseline reduced irrigation consumption at the stadiums by 57%. - The Training Centre has a sedum 'green roof' installed in significant portions of the main building to enable the capture and reharvesting of rain water across the site. - A comprehensive drainage and extraction system is set in place through installation of an attenuation pond and two onsite bore holes that extract water (with licences and agreement from the Environment Agency).

Manchester City FC

- CO2 emissions reduced by 25% across 2024/2025, with Scope 1&2 operations carbon neutral. - Energy consumption reduced by 182 tonnes CO2 in 2024/2025, with over 1MW of solar energy generated on-site. - All other electricity used is 100% renewable, and gas usage has been reduced by 160,000 kWh. - Diesel fuel consumption has dropped by 350 litres, which contributes to the 182-tonne CO2 reduction.

Wimbledon

- Use electric buggies to transport guests during the Championships and yearround use electric maintenance buggies. - Use electric vehicles for year-round use including their staff minibus and all buggies used on site are electric. - Use electric lawnmowers and horticulture equipment around the grounds. - Removing the need for generators by connecting to its renewable electricity supply to power Championship facilities in Wimbledon Park. - Decarbonise the Aorangi player pavilion by removing gas cooking, heating and hot water equipment, replacing with induction cookers and electric boilers. - Part of the commitment to the UN Sport for Climate Action Framework their goal is to reduce these emissions (Scope 3) by 50% by 2030 and to net zero by 2040.

- Water use down by 30 million litres in 2024/2025, supported by new rain gardens and advanced irrigation systems. - Waste reduced by 123 tonnes, with 100% of PET removed from Club operations. - Enhanced rainwater harvesting, attenuation systems, and introduction of 36 new rain gardens. The Club recycles over 80% of its water.

- Introduced a living wall on No.1 Court which incorporates flowering plant species to encourage pollinators and have a range of pollinator-friendly areas throughout the site. - Have a Centre Court themed 'bug hotel' in The Queue and other bug hotel and log pile habitats around the Grounds.

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FUTURE FORECAST

Company name

Emissions Scope 1, 2 & 3

Water, waste, and biodiversity

Sustainable design and material use

Supply chain engagement

Rugby Football Union (RFU)

- No public commitments at time of review.

- Allianz Stadium operates a zero waste to landfill policy. The stadium waste is either recycled, or the energy recovery is performed to remove the CO2 emission. (was accredited with ISO 50001:2018 Energy Management System and retaining BS20121 Event Sustainability accreditation, achieved a Gold Standard accreditation from ECOsmart, ISO 14001 accreditation, and Green Tourism Silver accreditation).

- Reusable eco cups at the Allianz have been replaced by Lyfecycle self-destructing cups, which break down in landfill within two years, allowing no microplastics or toxins, and biodegradable Notpla food containers and drink carriers had been replaced with plastic alternatives.

- The meat and fish are ethically sourced from the UK where it is possible, with 70% of fruit and vegetable is UK-grown.

- Planting around the Allianz grounds, with new hedging and trees to the west perimeter both in the North and West Car Parks. - Given over 1000m2 of land in Rosebine Car Park and also around the Stadium to wildflower meadows. - Harvested over 85 full post of honey with beehives used both in the VIP catering and sold for the funds for the Injured Players Foundation. - Carbon emission were limited by preparing 95% of food onsite. - All fish is MSC grades 1-3. - The Allianz aims for 25% of match day concourse food to be plant-based, and with 50% of conference and event menus.

National Football League (NFL)

- NFL each year inventories the estimated energy usage at the event facilities and then they purchase renewable energy certificates (RECs) equivalent to that energy usage total. This allows to provide funding to increase 'green' electricity capacity throughout the country.

- NFL Green works closely with the stadiums and facilities hosting events by maximising and increasing recycling and waste diversion rates. The sponsors themselves engaged and support Zero Waste and fan engagment initiatives. Every host community would present unique opportunities for waste diversion from local landfills. - The Waste Diversion programmes are created each year to take advantage of existing venue practices and community infrastructure for recycling and composting.

- Canned drinks are now to be served directly in decompressed cans, replacing plastic bottles and saving 600,000 bottles per season. - (2024/25 period) installed Passive Infrared Sensor control to the lighting of the majority of back of house areas and finished all front of house areas.

- All beef that is used is outdoor reared British grassfed, with target to reduce beef use by 50% by the end of 2025. - Surplus food is regularly donated to Olio, City Harvest, and The Felix Project.

- Protocols for event heating and cooling have been improved to reduce unnecessary energy consumption. - Putting in place a summer heating regime in order to reduce gas consumption by the boilers during warmer months.

- Major events would generate tens of thousands of pounds of fabric, building materials, decor, and signage. These materials are then to be recovered and donated to organisations like Habitat for Humanity, Salvation Army, schools, and artist groups. Preventing materials to be released into landfills and allows to create a circular designloop for event infrastructure.

- No public commitments at time of review.

- The Hawks' Full Court Press sculpture is made from 404 pounds of upcycled aluminium cups and cans, which will serve as a sustainability symbol inside the arena.

- No public commitments at time of review.

- Sourcing of products and services is taken into account of environmental and social impact.

- Applying responsible sourcing criteria to the procurement of key goods and services

- NFL Green: Tree planting, habitat restoration, community gardens, and reforestation projects with tens of thousands of seedlings.

National Basketball Association (NBA)

- Part of the UN Sport for Climate Action Framework; aspires to reduce carbon footprint by 50% by 2030.

- In 2024, NBA India announced 'Nets for Change,' a pilot programme to recycle discarded underwater fishing nets into basketball nets for local communities.

- NBA confims Clippers' new arena will be fully electric and powered by solar panels that will be supported by an 11.5 MWh battery system capable of powering an entire NBA game off-grid.

- 16,528 pounds of waste diverted from landfill throughout 2025 NBA All-Star. - April 2021: Atlanta Hawks (world's first sports and live entertainment venue to achieve TRUE Platinum Certification for zero waste) diverted 97% of fan generated waste in the 2021 NBA All-Star Game. In 2023, over 3 million pounds were diverted from landfills through reductions, reuse, recycling, and composting. - Cleveland Cavliers' arena have rebuilt their waste room and installed new equipment to improve recycling and compositing.

International Olympic Association (IOC)

- Achieve carbon neutrality by reducing direct and indirect GHG emissions, and by compensating emissions as a last resort. - Reduce the IOC's travel impact (business travel for IOC staff, members and guests). - Effective carbon reduction strategies are set in place for operations and events, and that they are aligned with the objectives of the Paris Agreement on climate change. - The adaptation to the consequences of climate change is taken into account in planning for sports facillities and events. - Vehicles should favourably be electric or hybrid vehicles or low fuel-consumption vehicles (labelled A or B under the EU labelling scheme) that would meet the EURO 6 emission standards. - For long distance: transport by boat and train is favoured over air transport.

- Preventing waste and applying circularity principles to reduce material consumption. - The IOC is a memeber of Clean Seas (to fight against marine litter by addressing the root causes of the problem) that aiming to reduce their own waste, providing educational resources to the sports community, and to help support coastal clean-ups.

- Products and materials are treated as valuable resources and their lifecycle is optimised. - Proposing products and services that generate minimal amounts of waste during their life cycle, this would include avoiding single-use plastics - Ensuring that the products that are supplied and their packaging can easily be reused and recycled. - World Sailing: clothing suppliers have stopped using plastic covers on new kit and have now extended thie approach to all its customers resulting in major reduction in plastic waste.

- Collaborating with their suppliers and partners across the Olympic Movement to implement sustainable solutions. - Delivery of goods or services, suppliers are aimed to minimise transport distances and optimise transport efficiency. Low or zero- emission transport modes should be favoured.

- World Archery: tackled waste from plastic water bottles at its annual World Cup, by introducing a plastic bottle deposit scheme. This increased recycling and cut costs and reduced the number of bottles used. In 2019 at the Youth Championship in Madrid they installed water refill stations and gave out refillable water bottles to all competitors, significantly reducing single-use plastic.

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FUTURE FORECAST

Company name

Emissions Scope 1, 2 & 3

Water, waste, and biodiversity

Sustainable design and material use

Supply chain engagement

McLaren

- In 2025, limited unnecessary transport and reducing journeys back to the UK. Using sea freight instead of air freight to move show cars to reduce emissions. Optimising sequential routing, allowed avoidance of unnecessary journeys and associated emission on European and international events.

- Partnered with social enterprise network Community Wood Recycling to divert 14.5 tonnes of wood from waste stream and to save seven tonnes of CO₂e, while also offering social benefits to disadvantaged people.

- After the withdrawal from Formula E, a stock take was conducted for the hospitality kit and found new uses for many elements including shelving, reception desk and dressing. Instead of disposing of these items they were refurbished, rebranded, and used for their Papaya Club hospitality from 2025. Anything that was not reused was returned to the manufacturer for reuse or recycling rather than being disposed of. The Formula E uniforms were also repurposed for World Endurance Championship team at Le Mans 2025.

- In 2023 partnered with carbon removal organisations, Mombak and UNDO to remove excess carbon dioxide from the atmosphere and store it for the medium to long-term.

- Continued use of the biofuel hydrotreated vegetable oil (HVO) for all outbound truck logistics to European races is helping them stay on track to achieve 2030 scope 1 Science Based Target of reducing emissions by 80% from 2019.

- Every month Waste Knot helps to save 26kg of veg and 80kg of fruit from waste, by supplying surplus fruit and veg that farms would otherwise throw away (equivalent to saving 250 meals per month). - During Zero Waste Week sold discounted salad boxes of surplus salads in the restaurant honesty section, reducing food waste, and offering nutritious food out of hours, benefitting the night shift team. - Through Olio, donated 347 items of surplus packaged food to low-income households, reducing food waste. - In 2025, introduced a takeaway tax to encourage people to bring their own reusable takeaway boxes. - Aqua Libre helped McLaren to commit to removing single-use plastic (SUP) through filtered water taps. In 2025, the taps in the MTC restaurant served more than 43,000 litres of water, saving 86,000 single-use plastic bottles.

- Machine One: A collaboration between McLaren's Racing's Accelerator Programme and Great Barrier Reef Foundation. The early model is set to assemble up to 100,000 coral seeding devices per week - meaning coral planting can go from currently 100,000 a year to 1,000,000 and at a major cost reduction.

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START PLANNING NOW! The powerhouse brands. The game-changing partnerships. The strategic insights that define success. This year, opportunity knocks louder than ever. IT STARTS HERE.

25-27 MAY, 2027 Mandalay Bay Convention Center LICENSINGEXPO.COM

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FUTURE FORECAST

LICENSING: FUTURE FORECAST Since the POC’s first Future Forecast Report in 2024, there has been a significant increase in commitments and initiatives across the board, especially within the POC Membership Community. It is encouraging to see the growing focus that major brands are dedicating to sustainability, demonstrating that it is now a necessary part of business.

TOP 10 GLOBAL LICENSORS OF 2026 Licensor

Emissions Scope 1, 2 & 3

Water, waste, and biodiversity

Sustainable design and material use

Supply chain engagement and ambitions

The Walt Disney Company $63B (E)

Reduce absolute Scope 1 and 2 GHG emissions 46.2% by FY2030 from a FY2019 base year, SBTi approved.

WATER: Implement localised watershed stewardship strategies.

Goals for Disney-branded products by 2030:

Commit that 20% of suppliers, measured by emissions covering purchased goods and services, will have science-based targets by fiscal 2027. Commit that 72% of licensees, measured by emissions covering franchises, will have SBTi targets by fiscal 2027.

Reduce absolute Scope 3 GHG emissions from purchased goods and services, capital goods, fuel and energy related activities, upstream transportation and distribution, waste generated in operations, business travel, employee commuting and franchises 27.5% within the same timeframe, SBTi approved.

Authentic Brands Group $36B (E)

No public commitments at time of review.

People Inc (formerly Dotdash Meredith) $27B (E)

No public commitments at time of review.

NBCUniversal $20B (E)

Goal to be carbon neutral by 2035 for Scope 1 and 2 emissions. Are a member of SBTi on climate action.

WASTE: Strive toward zero waste-to-landfill for owned and operated parks, resorts, and cruise ships. Increase food waste diversion to at least 50% and reduce single-use plastics in parks and resorts. Eliminate single-use plastics on cruise ships by 2025. BIODIVERSITY: Commitment to no net loss of species biodiversity at Lookout Cay at Lighthouse Point in The Bahamas, bird recovery efforts at Shanghai Disney Resort, and long-standing sea turtle, songbird, and pollinator conservation efforts near Walt Disney World Resort.

Paper and wood: Source 100% recycled, certified, or approved alternatives Palm oil: Source using approved certification programmes Plastics: Source ≥30% recycled content or approved alternatives Textiles: Source ≥50% recycled content or approved alternatives Packaging: Design for reuse, recycling, or composting Manufacturing: Facilities to maintain Higg FEM or an approved equivalent assessment Design new projects to sustainable design standards and achieve ≥90% diversion of construction waste across projects in the US and Europe by 2030.

No public commitments at time of review.

Encourages partners to reduce their collective impact on the planet by using natural fibres for high-quality and low-impact products.

No public commitments at time of review.

WATER: Working to better measure water usage across key facilities in order to implement better management and locate reduction opportunities.

NBCUniversal has managed large-scale set reuse programmes for decades.

No public commitments at time of review.

Taking action with internal sustainability committee, gathering data.

Actively reporting Scope 1 and 2 emissions.

WASTE: In an effort to reduce the amount of waste sent to landfill, several facilities have implemented efforts such as recycling, composting, promoting a culture of re-use, and eliminating single-use plastics. A combination of these efforts across Universal Studios Hollywood, the Universal Studio Lot, and DreamWorks Animation have resulted in over 75% of waste diverted f rom landfill.

Film and TV productions donate materials to the local community, including nonprofit organisations, local schools, theatres, and more.

To minimise food waste, the NBCUniversal Sustainable Production Program has donated over 125,000 meals to hunger relief charities. In addition, employee commissaries, along with food establishments, donate excess food regularly. Working to replace singleuse items with reusable alternatives. Universal Orlando Resorts and Universal Studios Hollywood both increased guest-facing reusables to avoid single-use serving items like plates and utensils BIODIVERSITY: No public commitments at time of review.

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FUTURE FORECAST

This Future Forecast details the sustainability commitments of some of the largest players in the licensing industry. This overview reflects publicly available information at time of review, and the companies’ commitments may not be limited to what is presented in the table as it is intended as a snapshot. For more detailed insights into a specific organisation’s targets and achievements, please visit their website or view their sustainability reports.

Licensor

Emissions Scope 1, 2 & 3

Water, waste, and biodiversity

Sustainable design and material use

Supply chain engagement and ambitions

Hasbro $17.55B (E)

Committed to reduce Scope 1 and 2 GHG emissions by 47.5% by 2030 from a 2020 base year. Reduce Scope 3 emissions by 42% within the same timeframe, SBTi-validated.

WATER: Improve water withdrawal data accuracy from Tier 1 suppliers by 2026 from a 2023 baseline year. Reduce water withdrawal across all owned and operated facilities by 2030 from a 2020 baseline year.

Collaborate with the Forest Stewardship Council to add FSC label to accredited products and packaging.

Learning about water data collection as part of its annual supplier scorecard assessment and supply chain engagement and education initiatives.

Reduce Scope 1, 2 & 3 GHG emissions by 90% and Net-Zero across its value chain by 2050 from 2020 baseline, SBTivalidated. SBTi-validated target to reduce Scope 3

WASTE: 2025 focus to reduce waste within its events. Committed to providing customers with a sustainable way to recycle toys through its Hasbro Toy Recycling Program. Employed TerraCycle recycling boxes at MagicCon events for MAGIC: THE GATHERING booster wrappers.

emissions by 42% by 2030.

Ethical Sourcing team created and implemented Resilient Supply Chain Training to equip suppliers with the knowledge and tools to understand industry best practice. Training Tier 1 suppliers on environmental audit requirements and emission inventory calculations to support decarbonisation efforts within Scope 3.

BIODIVERSITY: No public commitments at time of review.

The Pokémon Company International $15.70B (E)

No public commitments at time of review.

Warner Bros. Discovery $15.50B (E)

Tracking and reporting annual GHG emissions but no publically available commitments at time of review.

WATER: Aim to reduce water use across operations.

Buying sustainable products, such as Forest Stewardship Council (FSC)certified plywood for sets, reusable and compostable products, and recycled paper.

No public commitments at time of review.

At all directly managed stores, switched shopping bags from plastic to paper bags made from low-impact recycled paper and other materials. Also uses plant-derived plastic for gift bags.

Distribute clear rules for respecting human rights and ensure full compliance throughout the supply chain.

At all directly managed stores, switched shopping bags from plastic to paper bags made from low-impact recycled paper and other materials. Also uses plant-derived plastic for gift bags.

Distribute clear rules for respecting human rights and ensure full compliance throughout the supply chain.

Goal to achieve 100% recycled, recyclable, or bio-based plastic materials in products and packaging by 2030.

Continue to work toward reducing the environmental impact of its activities, both at owned and/or operated sites and elsewhere in our supply chain, by taking steps aimed at increasing energy efficiency and optimising resource use.

From 2024: Increase energy efficiency and explore renewable energy projects with potential purchase of Renewable Energy Credits (RECs) and carbon offsets.

WASTE: Strives to identify ways to further reduce waste in our business operations. Initiatives to reduce and divert waste around the globe to save resources, reduce costs, and reduce GHG emissions. Invests in ongoing initiatives across many of its facilities, including WBD corporate offices and studios. Reducing solid waste by reusing set materials throughout production and among WBD productions, recycling and composting materials, aiming to avoid single-use or nonrecyclable products on set and in production offices, donating production materials and food, and implementing virtual and digital production practices like electronic document distribution. BIODIVERSITY: No public commitments at time of review.

Bluestar Alliance - $13B (E)

Working with stakeholders to achieve targets of reducing Scope 1 and 2 emissions by 60% compared to FY3/2019. Working with stakeholders to achieve targets of reducing Scope 3 emissions per unit of sales by at least 10%.

WATER: No public commitments at time of review. WASTE: Target of reducing the amount of product waste in its domestic product sales business by 80% or more compared to FY3/2021 by FY3/2025 by reducing the amount of product waste and reusing inventory. BIODIVERSITY: No public commitments at time of review.

Sanrio - $11.70B

Mattel $9.10B (E)

Reduce absolute Scope 1 & 2 GHG Emissions 50% by 2030 (versus 2019 baseline).

WATER: No public commitments at time of review.

Stated in 2023 “Measured 2023 absolute Scope 3 GHG emissions to establish a baseline for measuring Scope 3 emissions progress moving forward.” No definitive commitments made since.

WASTE: Achieve zeromanufacturing waste by 2030. BIODIVERSITY: No public commitments at time of review.

Ensure that the cotton fibre sourced for doll fashion and other soft goods meets the standards outlined in its RSCC.

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FUTURE FORECAST

LICENSING: FUTURE FORECAST CONTINUED PRODUCTS OF CHANGE COMMUNITY Licensor

Emissions Scope 1, 2 & 3

Water, waste, and biodiversity

Sustainable design and material use

Supply chain engagement and ambitions

The LEGO Group

Reduce total GHG emissions by 37% by 2032 compared to base year of 2019, SBTi approved.

WATER: Aim to reduce water consumption.

Goals to create LEGO bricks from sustainable sources without compromising quality or safety, make packaging more sustainable by eliminating single use plastic, and to design products and packaging for a circular economy and explore new business models to ensure LEGO bricks never go to waste.

To drive down carbon emissions in its supply chain, LEGO has launched a new Supplier Sustainability Program in recognition of the critical role that suppliers play in helping achieve its targets to reduce emissions by 37% by 2032 (against a 2019 baseline) and achieve net zero by 2050.

No public commitments at time of review.

UMG aims to partner with suppliers who share its sustainability goals, and incorporate its Supplier Social Responsibility Policy into all global manufacturing agreements. UMG has developed sustainability strategies for Universal Music Manufacturing & Logistics and Bravado, UMG’s merchandising arm. Also encourages suppliers to take increasingly meaningful sustainability action.

Work to promote efficiency and reuse within productions and corporate operations and collaborate with industry groups to support long-term systemic change. In 2025, Netflix began piloting new approaches for sustainable waste management at the end of a production to improve circularity for materials that are no longer needed. This includes testing waste diversion efforts in new markets for set construction materials and onboarding new vendors who support hard-to-recycle materials.

No public commitments at time of review.

Worked with merchandising partners to incorporate sustainable materials and practices.

Commits that 67% of its suppliers by emissions covering purchased goods and services, capital goods, and business travel, will have Science-Based Targets by 2028.

Reduce absolute Scope 1 and 2 GHG emissions 90% by 2050 from a 2019 base year, SBTi approved.

Committed to reducing reliance on fresh water in its sites. WASTE: Aim to meet zero-waste-to-landfill target. BIODIVERSITY: Aim to protect natural resources and reduce climate impact.

Reduce absolute Scope 3 GHG emissions 90% within the same timeframe, SBTi approved.

Universal Music Group

Netflix

Reduce absolute Scope 1 and 2 GHG emissions 58% by 2032 from a 2019 base year, SBTi approved.

WATER: UMG partnered with Hydroflask to create a new global partnership to encourage the reduction of single-use beverage waste within the music industry.

Reduce Scope 3 GHG emissions from purchased goods and services, capital goods, fuel- and energyrelated activities, upstream transportation and distribution, waste generated in operations, business travel, and employee commuting by 62% per EUR value added within the same timeframe, SBTi approved.

In its first year, the UMG programme aims to eliminate over 10,000 single-use drinks and distribute more than 2,000 reusable bottles across all studios, with the potential to cut studio beverage container waste by up to 80%.

Reduce absolute Scope 1 and 2 GHG emissions 46.2% by 2030 from a 2019 base year, SBTi approved.

WATER: No public commitments at time of review.

Reduce absolute Scope 3 GHG emissions 55% per million USD of value added within the same timeframe, SBTi approved.

WASTE: Aim to reduce waste generated in operations. BIODIVERSITY: No public commitments at time of review.

WASTE: Work to promote efficiency and reuse within its productions and corporate operations and collaborate with industry groups to support long-term systemic change. In 2025, it began piloting new approaches for sustainable waste management at the end of a production to improve circularity for materials that are no longer needed. This includes testing waste diversion efforts in new markets for set construction materials and onboarding new vendors who support hard-to-recycle materials. BIODIVERSITY: Supports multiple projects that provide ecosystem restoration and protect biodiversity.

Paramount

Reduce absolute Scope 1 and 2 GHG emissions 50.1% by 2030 from a 2019 base year, SBTi approved (Paramount UK). Reduce Paramount UK’s Scope 3 carbon emissions across the remainder of this decade (Paramount UK). As of 2026, SBTi did not list information for Scope 3 emission commitments for Paramount.

WATER: No public commitments at time of review. WASTE: Paramount also supports a centralised food recovery programme to help route extra meals from productions and events to local food banks. Reducing and diverting waste generated by Paramount productions and events not only saves resources but reduces GHG emissions associated with the production and disposal of materials. In 2021, 51% of waste from Paramount Television Studios and Motion Picture Group productions was diverted from landfill.

Whenever possible, we deploy dedicated teams to handle post-production assets and rent or reuse set materials, rather than building them from scratch.

BIODIVERSITY: No public commitments at time of review.

BBC Studios

Reduce absolute Scope 1 and 2 GHG emissions 46.2% by FY2030/31 from a FY2019/20 base year. Commits to reduce absolute Scope 1 and 2 GHG emissions 90% by FY2050/51 from FY2019/20 base year. SBTi approved. Reduce absolute Scope 3 GHG emissions 28% by FY2030/31 from a FY2019/20 base year. Commits to reduce absolute Scope 3 GHG emissions 90% by FY2050/51 from FY2019/20 base year. SBTi approved.

WATER: Exploring land and water targets and have developed a set of performance audience-facing metrics to monitor the performance of our environmental content. WASTE: Has a zero waste to landfill target. BIODIVERSITY: The BBC will remove emissions in a way that supports nature in the future, for example investing in ecological restoration projects that benefit biodiversity and sequester carbon, supporting our strategy to be Nature Positive Investigating in methodologies to calculate its biodiversity footprint in order to measure its biodiversity net gain performance. In addition, it will be determining deforestation, water and land use risks in its supply chain.

No public commitments at time of review.

By working together with other content organisations, it is identifying opportunities to reduce downstream emissions from its streaming services and jointly use its influence to engage with device manufacturers and other parts of the supply chain. Its value chain decarbonisation strategy has two areas of focus and action: improving Scope 3 data quality and decarbonising emissions in its supply chain, productions, business travel and licensees.

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FUTURE FORECAST

Licensor

Emissions Scope 1, 2 & 3

Water, waste, and biodiversity

Sustainable design and material use

Supply chain engagement and ambitions

SEGA Sammy

Reduce total GHG emissions under Scope 1 and Scope 2 by approximately 50% by 2030, and to achieve carbon neutrality by 2050.

WATER: Work to conserve water resources, promote the efficient use of water, and prevent water pollution.

No public commitments at time of review.

Implementing circular economy and eco-design principles for its equipment: recycling and refurbishing set-top boxes and reducing plastic usage: 60% of set-top boxes supplied to French subscribers in 2023 are refurbished boxes, while the new generation of set-boxes emits 40% less greenhouse gases than the previous one.

No public commitments at time of review.

The Mighty Red plush toy is crafted from 100% recycled materials.

No public commitments at time of review.

Reduce scope 3 GHG emissions by approximately 22.5% or more by 2030.

WASTE: Comply with laws and regulations concerning the proper disposal and recycling of waste, and work to reduce the amount of final waste generated during the manufacturing process of its products. BIODIVERSITY: To ensure the conservation of biodiversity, it will promote sustainable procurement and product development in its business activities.

StudioCanal

Liverpool FC

Commitment to a sciencebased decarbonisation pathway, actively reducing CO₂ emissions across all scopes.

WATER: No public commitments at time of review.

Commitment to a sciencebased decarbonisation pathway, actively reducing CO₂ emissions across all scopes.

BIODIVERSITY: No public commitments at time of review.

WASTE: No public commitments at time of review.

Reduce absolute carbon emissions by 50% by 2030 (FY30), and achieve Net-Zero carbon emissions by 2040 (FY40).

WATER: Manage water usage through water drainage and waterless urinals and reduce CO₂ emissions by installing low energy lighting.

Reduce absolute carbon emissions by 50% by 2030 (FY30), and achieve Net-Zero carbon emissions by 2040 (FY40).

WASTE: Has a number of wider commitments to sustainability through the award winning “Reds Going Green” programme. As part of this programme all of its staff are committed to reduce, recycle or reuse waste. Recycle over 55% of the waste and regularly review what improvements can be made on match and non-match days.

LFC Retail offers toys made from sustainable plywood, highlighting its commitment to using eco-conscious materials. To cut down on single-use plastics, LFC Retail uses hangers that are 100% reusable and recyclable.

BIODIVERSITY: No public commitments at time of review.

Tottenham Hotspur FC

McLaren

50% absolute reduction in Scope 1 and 2 emissions (Market-based) by 2030 from a FY2022 baseline. And 50% absolute reduction in Scope 3 emissions by 2030 from a FY2025 baseline.

WATER: Water consumption is minimised across the stadium with waterless urinals and lowflow fittings and fixtures. Since FY2021/2022, its baseline year for carbon reporting, it has reduced its irrigation consumption at the stadium by 57%, using advanced monitoring systems and a dedicated grounds team.

Net-zero (at least 90% absolute reduction) Scope 1 and 2 emissions (Market-based) by 2040 from a FY2022 baseline. Net-zero (at least 90% absolute reduction) Scope 3 emissions by 2040 from a FY2025 baseline.

BIODIVERSITY: The kitchen garden enhances biodiversity across Club land through organic growing methods, crop diversity and pollinator-friendly planting.

Committing to halve its carbon emissions by 2030 and become net zero carbon by 2040.

Commits to reach net-zero greenhouse gas emissions across the value chain by 2040. SBTi approved.

WATER: Filtered water taps have reduced the need for an estimated 86,000 single-use plastic bottles. WASTE: In 2025, its catering partners diverted 26kg of vegetables and 80kg of fruit from waste every month through surplus supply arrangements.

Commits to reduce absolute Scope 1 and 2 GHG emissions 90% by 2040 from a 2019 base year. SBTi approved.

Managed to reduce total waste by 14% and introducing some bio-derived materials in its car production process.

Commits to reduce absolute Scope 3 GHG emissions from purchased goods and services, capital goods, upstream transportation and distribution, and business travel 50% by 2030 from a 2022 base year. SBTi approved.

Successfully implemented a sustainable waste management strategy across all UK sites which has meant that it has avoided sending any generated waste to landfills since 2018.

Tottenham Hotspur FC embraces initiatives and technologies that reduce its environmental impact whenever possible, working towards improving efficiency and sustainability across the Club at all levels - encouraging employees, suppliers and partners to do the same. Committed to provide appropriate resources and responsibilities to deliver sustainable events.

WASTE: Goal of zero waste to landfill for waste at events.

Commits to reduce absolute Scope 1 GHG emissions 80% by 2030 from a 2019 base year. SBTi approved.

Commits to reduce absolute Scope 3 GHG emissions from purchased goods and services, capital goods, upstream transport & distribution, and business travel 90% by 2040 from a 2022 base year. SBTi approved.

Implemented the elimination of single-use plastic water bottles inside the Stadium, instead offering carton water. Also implemented a reusable beer cup scheme.

Working towards building a circular Formula 1 car, requiring it to rethink every part of production, from the materials it uses to the way it designs, builds and manages the lifecycle of its cars.

Its supply chain mirrors the circular processes of its own factory. Sources materials through takeback schemes to maximise process efficiency and circularity whilst securing consistent supply

Adopting a circular factory, where everything is designed to maximise material efficiency whilst minimising waste and eliminating single-use consumables entirely. It designs components around the use and reuse of circular materials. Any material that leaves the factory is segregated for recycling, and nothing goes to landfill or incineration.

Taking responsibility for its supply chain impacts remains a key priority as it continues to strengthen collaboration and influence with its suppliers. Investigating ways in which its decarbonisation targets can accommodate its growth, and working with the SBTi to maintain the highest standards and credibility as it seeks to address its supply chain emissions intensity.

BIODIVERSITY: As part of its Climate Contribution Programme, McLaren Racing has partnered with The Great Barrier Reef Foundation: an Australian non-profit focused on scaling solutions that restore and enhance the resilience of coral reefs and ocean habitats.

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