STICA PROGRESS REPORT 2025

Signatory Spotlight

STICA PROGRESS REPORT 2025

Signatory Spotlight

Marielle Krus, Sustainability Manager, Bubbleroom

Bubbleroom: Driving Emissions Reductions Through Materials, Logistics, and Operational Change

We are among the STICA signatories that have recently reported measurable progress toward our 1.5°C-aligned Scope 3 Category 1 target, increased revenue since our base year, and reduced our absolute emissions over the same period.

What actions has your company taken to achieve this?

Bubbleroom has implemented a range of measures across operations, sourcing, packaging and logistics to reduce emissions while supporting continued business growth. In 2021, both customer services and the return hub were outsourced and therefore reported under Scope 3. Since then, the majority of these functions have been brought in-house, shifting them to Scope 2 and enabling the use of 100% renewable energy.

In manufacturing (Tier 1), the company has actively pushed suppliers to transition towards renewable energy, and these efforts are now starting to deliver results. Working with a smaller supplier base has increased the impact of these initiatives, as progress with individual suppliers translates into more substantial overall reductions.

For purchased materials (Tier 2–4), the share of low-CO₂e materials in 2021 was very low. By setting clear material targets and assigning responsibility to individual buyers, Bubbleroom has achieved a 28% reduction in emissions from purchased materials between 2021 and 2024. This includes a significant reduction in the use of acrylic, alongside an increased share of recycled fibres and certified viscose, such as ECOVERO™.

Packaging has also delivered notable reductions. Following a major packaging project initiated two years ago, emissions from packaging materials decreased by more than 50% between 2021 and 2024.

In transport, Bubbleroom has adopted a zero-vision policy for air freight. No air freight orders were placed in the previous year, and none have been placed so far in 2025. The largest reductions have been achieved in inbound transport, where air freight accounted for a few percent of shipments in 2021. Emissions have also been reduced by relocating the return hub in-house, resulting in less transport, and through outbound transport, where an increasing share of deliveries is electrified.

What key challenges do you anticipate as you continue this work?

One of the key challenges going forward is ensuring reliable traceability, data quality and verification across the textile value chain. As a smaller company, Bubbleroom’s direct influence over upstream suppliers is limited, and progress often depends on factors beyond the company’s control, such as supplier capacity, local energy infrastructure and access to financing.

At the same time, balancing ambitious financial growth targets with absolute greenhouse gas reduction goals remains a significant challenge. Operating in a highly competitive market requires continuous prioritisation and long-term investments, as well as careful trade-offs between short-term cost efficiency and long-term climate impact.

Finally, achieving meaningful emissions reductions requires strong alignment and engagement across all tiers of the value chain. Building shared commitment takes time, trust and ongoing collaboration.

What opportunities do you foresee as you move forward?

Looking ahead, Bubbleroom sees opportunities in accelerating the transition towards circular business models and renewable energy across the textile value chain. By designing products for longer lifetimes, increasing the share of low-impact materials and renewable energy, and exploring models such as resale and remake, the company aims to decouple growth from resource use and emissions while strengthening its brand and customer relationships.

There is also significant potential at the intersection of regulation, innovation and customer engagement. Clearer legislation and growing demand for responsible products can help create a more level playing field, making circular solutions and the transition to renewable energy not only environmentally necessary, but also commercially viable.

Through collaboration within initiatives such as STICA, supported by enabling policies and engaged customers, Bubbleroom sees an opportunity to scale these transitions and contribute to a more resilient and future-proof fashion industry.

Sandra Roos, Vice President Sustainability, Kappahl

Kappahl Group: Cutting Emissions from Fibre to Finish

We are among the STICA signatories that have recently reported measurable progress toward our 1.5°C-aligned Scope 3 Category 1 target, increased revenue since our base year, and reduced our absolute emissions over the same period.

What actions have you taken to achieve this?

The main drivers of our emission reductions since our base year in 2022 have been renewable electricity and energy efficiency in our Tier 1 production. Prior to 2022, we took several important steps, including a 2020 ban on air freight and the transition of fibres to low-carbon alternatives. By 2022, 80% of our products already used transitioned raw materials, and today, in 2025, we are approaching 100%.

What key challenges do you foresee as you continue this work?

Collecting reliable data from Tier 2 and Tier 3 factories that are not yet reporting in verified Higg FEM modules remains a challenge. Our lack of leverage, when we have small volumes and are not the direct customer to suppliers at these tiers, can make it harder to implement change consistently across our full supply chain.

What opportunities do you foresee moving forward?

Looking ahead, we see opportunities to accelerate reductions through electrification combined with greater access to renewable energy in our production countries, improving energy efficiency in Tier 2–4, and implementing regenerative agricultural methods. We also aim to increase the share of resale in our business, which will further support our climate goals.

Eliina Brinkberg, Climate & Environmental Manager, Nudie Jeans

Nudie Jeans: Driving Emissions Reductions Through Deep Supplier Engagement and Material Strategy

We are among the STICA signatories that have recently reported measurable progress toward our 1.5°C-aligned Scope 3 Category 1 target, increased revenue since our base year, and reduced our absolute emissions over the same period.

What actions have you taken to achieve this?

One of the most important enablers of our progress is our intentionally small supplier base. Because of this long-standing structure, we receive a large amount of primary data directly from Tier 1–3 suppliers, which greatly improves the accuracy of our emissions calculations and allows us to target reductions more effectively.

For many years, we have systematically encouraged and supported suppliers to improve energy efficiency and transition to renewable energy. These discussions take place annually, and although progress can be slow, we are now seeing steady, meaningful results. We have also explored I-RECs with suppliers, even though uptake has so far been surprisingly difficult to secure.

Our material strategy has also been important to our climate commitments. We have exclusively used organic cotton since before our baseyear and have now began the transition to regenerative organic cotton. In addition, we address the smaller shares of other materials in our fiber portfolio by, for example, minimizing synthetics and when synthetics are necessary, we require them to be recycled. We also strive to work with only certified animal fibers. This consistent approach helps keep our material emissions profile aligned with our climate commitments.

We have mapped our logistics and transportation routes to identify opportunities to reduce emissions, particularly by limiting air freight. By improving production planning, for example, we recently shifted some deliveries to Australia from air to sea freight, and we aim to expand this further.

What key challenges do you anticipate as we continue this work?

Financing remains a major barrier for suppliers when it comes to electrification or efficiency improvements. Many of the actions needed require investments that are difficult for suppliers to fund without systemic support.

We also face structural challenges, particularly when it comes to phasing out carbon-based fuels in the supply chain. The energy infrastructure in many manufacturing countries limits how quickly suppliers can transition, even when willingness exists.

What opportunities do you see moving forward?

We see strong potential in electrification among Tier 1 suppliers and in conducting energy audits at T2 and T3 facilities to pinpoint efficiency opportunities. We remain optimistic that several suppliers will be able to shift away from carbon-based fuels in the coming years.

On the material side, we will continue moving toward regenerative organic cotton. We also see clear opportunities to further optimise transportation as planning and forecasting improve.

Finally, we recognise how production levels and business decisions influence our emissions. As we continue to grow—this year opening new stores—we expect some upward pressure on emissions. However, we are encouraged to see that our emissions per sold product are decreasing, reinforcing that our long-term strategy is delivering real efficiency gains.

Maria Schartau, Sustainability Manager Snickers Workwear & Solid Gear, Hultafors Group

Snickers Workwear: Turning Data into Decisive Climate Action

We are among the STICA signatories that have recently reported measurable progress toward our 1.5°C-aligned Scope 3 Category 1 target, increased revenue since our base year, and reduced our absolute emissions over the same period.

What actions has your company taken to achieve this?

We believe that taking consistent action is what ultimately drives change. In 2022, Covid affected our operations, leading us to maintain higher security stock levels than normal. Since then, we have optimized stock management, which benefits both finances and emissions. We have also shifted to preferred fibers, and reduced the average weight of materials used. We see an increase in sales of lower-emission products, such as topwear over heavy winter jackets. Some of these changes were planned, while others resulted from natural fluctuations.

What key challenges do you anticipate as you continue this work?

Organic growth in the coming years could reduce some of the head start we’ve achieved. Renewable energy uptake in our supply chain is progressing slowly, and calculating emissions – including the energy efficiency of our operations – remains challenging, even though we know our supply chain is already efficient.

What opportunities do you foresee as you move forward?

We see opportunities to reduce waste and streamline operations across our supply chain, and we are beginning to see the benefits of renewable energy reflected in our emissions calculations. When suppliers transition to renewable energy, the impact on our total emissions can be significant. Circular projects and the phasing out of coal by one of our larger Tier 2 suppliers also present major opportunities to advance our climate goals.

Titti Larsén, Quality & Sustainability Manager, Stadium

Stadium: Driving Emissions Reductions Through Smarter Logistics, Materials, and Supplier Engagement

We are among the STICA signatories that have recently reported measurable progress toward our 1.5°C-aligned Scope 3 Category 1 target, increased revenue since our base year, and reduced our absolute emissions over the same period.

What actions has your company taken to achieve this?

Over the past year, we have taken action across logistics, buying, production, and reporting to reduce emissions while continuing to grow revenue. In logistics, we moved forward with electrification in line-haul transport for part of our logistics flows and now use fossil-free transport to all terminals. We have also maintained our policy of zero air freight, which has been in place since 2020.

In buying, several shifts have contributed to lower emissions. Our product mix has changed so that the average product weight is now reduced. We have also purchased fewer individual pieces by moving low-quantity products to our marketplace, which means they are not included in our emissions. Clear goal-setting for our buying department has helped guide these decisions, and we have stopped buying from certain suppliers or products from external brands that do not have a clear sustainability agenda.

In production, we have increased the use of renewable energy, both through on-site installations and through certification schemes such as I-REC. Being a synthetics-heavy company, we have taken advantage of the wide availability of recycled polyester, which comes with a small price difference compared to virgin polyester. Material consolidation has helped as well, allowing high-volume styles to drive the transition to recycled materials. We also engage in yearly reviews and discussions with suppliers about their emissions and progress, keeping momentum and accountability in the supply chain.

On the reporting side, we now work with more primary and granular data than in previous years. A growing number of our external brands – 33 this year – are providing real emissions data, thanks in part to the support and influence of fellow STICA companies. And finally, inflation has naturally contributed to increased revenue, which affects the overall relationship between emissions and financial growth.

What key challenges do you foresee as you continue your work?

One major challenge ahead is aligning Product Environmental Footprint (PEF) calculations with current emissions-reporting methodologies. Differences between these systems may require additional work, refinement, or methodological adjustments. We will also need to manage an increasingly large volume of data, which will continue to demand significant effort until our system interfaces are fully integrated. Additionally, market instability may pose uncertainties, and we also need to establish strong KPIs for tracking progress more granularly – metrics that can guide meaningful action independently of sales volume or inflation.

What opportunities do you see moving forward?

Looking ahead, we see opportunities emerging from shifts in global logistics, supply chain transparency, and data improvements. The eventual return of shorter shipping routes – once container traffic from Asia no longer needs to be diverted around Africa – will reduce both emissions and transport times. Improved traceability offers benefits far beyond better data; it supports stronger compliance, deeper supply chain alignment, and more informed decision-making. We also expect continued progress as more of our external brands move toward providing real emissions data, enabling more accurate reporting and clearer insights for action.