Climate, Holistically.
Stepping into Gameplan 3.0, our Climate work is anchored in three interlinked pillars: Carbon, Nature, and Materials.
Our next chapter leads us to embrace a holistic approach to climate action. We’re staying true to our goal of lowering emissions, while also looking beyond carbon and adopting a broader perspective on environmental sustainability. For us, this means doubling down on the most impactful decarbonisation actions, taking accountability for our impact on nature, and continuing to prioritise material choices that benefit people, animals and the planet.
In short, our ambition is simple: to look at our climate work as a whole, avoid carbon tunnel vision, and always consider how decisions in one area can ripple across others.
Carbon
Our total emissions are down 32% compared to 2021.
With Gameplan 2.0, we laid the foundations. We mapped our full carbon footprint in detail, launched our first decarbonisation strategy, increased renewable energy use in our supply chain, and reduced our total emissions by 32% compared to our 2021 baseline (more on this below).
Gameplan 3.0 goes deeper. Our carbon target is now SBTi-verified, we’ve sharpened our decarbonisation focus to prioritise the areas with the highest potential for impact, and we’ve joined The Fashion Pact to help drive industry-wide progress.
The Scientific Stuff
Scope 1 — Direct emissions from owned or controlled sources, e.g. stores and offices (fossil fuels burnt directly and on-site)
Scope 2 — Indirect emissions from the generation of purchased energy
Scope 3 — Indirect emissions (not included in scope 2) that occur in the value chain of the reporting company, including both upstream and downstream emissions
Scope 1 & 2 represents less than 2% of our total emissions, but it’s an important part of the picture. These emissions come from the energy used in our offices and stores around the world. To calculate them, we collect data from each location, including electricity and heating sources, as well as overall consumption. In 2025, we directly operated more than 75 sites globally, so gathering this data required close collaboration with facility teams, architects, and local landlords.
Scope 3 holds the majority of our carbon footprint, capturing emissions across our value chain. The largest share comes from the lifecycle of our products — from raw material extraction through multiple production stages and final assembly to the use phase. It also includes transportation emissions from moving products between suppliers, warehouses, stores, wholesale partners, and customers, as well as employee commuting and business travel.
Scroll down for a closer look at our 2025 emissions across the Greenhouse Gas Scopes.
GANNI’s decarbonisation goal is now verified by the SBTi
Looking ahead to the next chapter of our climate strategy, we wanted to ensure our decarbonisation goal and roadmap are not only rooted in climate science but also verified by an independent third party. At the same time, we wanted to forge a strong connection with the rest of the fashion industry, recognising that real progress only happens if the industry moves forward as one, rather than working in isolation.
That’s why in 2025, we submitted our carbon goal to the SBTi (Science Based Targets initiative), along with a full overview of our emissions sources and our strategy for reducing them. We’re happy to say our targets were approved, and GANNI’s decarbonisation goal is now officially verified:
GANNI commits to a 50% reduction in absolute emissions across Scope 1, 2 and 3 by 2031 from a 2021 baseline.
Our ambition hasn't changed – we're still committed to a 50% reduction in absolute emissions – but our target year has shifted from 2027 to 2031. This isn't us rolling back our commitments. It's a direct result of getting our goal officially verified by the SBTi, which requires near-term targets to be set at least five years after approval and within ten years of the baseline. With verification completed in late 2025 and 2021 as our baseline, 2031 was simply the earliest year our goal could be approved. That said, we'd be naive not to acknowledge that more time helps — especially when so much of our strategy depends on scaling innovation and tech solutions that aren't yet commercially ready.
Under SBTi, each of our emission categories (Scope 1 and 2, Scope 3, and Scope 3 FLAG) now has a target of its own. This further strengthens our transparency and accountability.
GANNI reduces absolute Scope 1 and 2 emissions 50% by 2031 from a 2021 baseline.
To drive meaningful progress in our own operations, we’ve applied the same ambition to our Scope 1 & 2 emissions. This means that we’ll double down on cutting energy-related emissions from our stores and offices.
GANNI reduces absolute Scope 3 emissions by 50% by 2031 from a 2021 baseline.
Within Scope 3, our decarbonisation target covers the categories with the greatest impact: purchased goods and services (our products), upstream transportation and distribution, and downstream transportation and distribution. Together, these categories account for around 90% of our Scope 3 emissions, meaning progress here will have the greatest impact on our overall decarbonisation journey.
GANNI reduces absolute Scope 3 FLAG emissions 50% by 2031 from a 2021 baseline.
FLAG refers to Forestry, Land, and Agriculture emissions. For GANNI, these emissions come from our material choices – specifically at the raw material stage, and mostly from cotton (farming) and wool (animal land grazing).
2025 Carbon Footprint
GOAL GANNI reaches a 50% reduction in absolute emissions across Scope 1, 2 and 3 by 2031 from a 2021 baseline.
Our 2021 baseline sits at 37,036.87 tCO2e. This is the starting point we use to track our decarbonisation progress. In simple terms, it’s the number we aim to cut in half by 2031.
Last year, we reported a 24% reduction against the baseline, taking us nearly halfway toward our goal. In 2025, we’re happy to see us continuing on this declining trajectory, with our total emissions at 25,065.61 tCO2e. That puts us at a 32% reduction in total emissions in 2025.
Our progress since 2021 is mainly driven by shifting to preferred materials, scaling innovative fibres, implementing carbon insetting projects in our supply chain, and increasing the use of primary data. In 2025, further emissions reductions were driven by continued improvements in material choices, along with lower production volumes compared to 2024.
Overview of GANNI’s Carbon Footprint
Here’s a breakdown of our emissions by category across the GHG scopes. As expected, 98% come from Scope 3.
The largest share (over 70%) is from our products, mainly due to material choices and how they’re made. The next biggest source is upstream transportation – moving finished products from our manufacturing suppliers to our warehouse partners, and from the warehouses to our stores or wholesale partners.
Chart Key:
Direct Emissions (Scope 1): 0.5%
Indirect Emissions (Scope 2): 1.1%
Purchased Goods (Our Products) (Scope 3): 67.1%
Purchased Services (Scope 3): 9.9%
Fuel and Energy-related Activities (Scope 3): 0.3%
Upstream Transportation and Distribution (Scope 3): 13.5%
Waste generated in Operations (Scope 3): 0.1%
Business Travel (Scope 3): 0.4%
Employee Commuting (Scope 3): 0.1%
Upstream Leased Assets (Scope 3): 0.1%
Downstream Transportation and Distribution (Scope 3): 1.6%
Use of sold products (Scope 3): 2.9%
End-of-life Treatment of Sold Products (Scope 3): 2.0%
Franchises (Scope 3): 0.4%
Category
2021 (tCO2e) (Baseline)
2025 (tCO2e) (Latest)
2025 Comparison to Baseline
Scope 1 & 2
Direct Emissions
86.05
146.31
+70%
Indirect Emissions
91.42
303.01
+231%
Scope 3
Purchased Goods (Our Products)*
29,451.87
17,930.61
-39%
Purchased Services*
1,288.35
2,646.23
+105%
Fuel and Energy-related Activities
33.70
89.77
+166%
Upstream Transportation and Distribution*
5,803.43
3,605.09
-38%
Waste Generated in Operations
9.38
14.88
+59%
Business Travel
39.96
100.86
+152%
Employee Commuting
72.02
35.97
-50%
Upstream Leased Assets
12.05
20.74
+72%
Downstream Transportation and Distribution*
315.75
434.36
+38%
Use of sold products
1,829.39
768.79
-58%
End-of-life Treatment of Sold Products
952.27
536.19
-44%
Franchises
0.00
95.16
+10%
Total Carbon Footprint**
39,985.64
26,727.97
-33%
Total Carbon Footprint across Scopes 1, 2 and 3 covered by our Science-based Targets
(Energy & Industrial + FLAG)
37,036.87
25,065.61
-32%
*Scope 3 categories covered by our SBTi targets. Together, these categories account for around 90% of Scope 3 emissions. Emissions from the 'Use of Sold Products' are considered optional under the GHG Protocol Scope 3 Standard and fall outside the minimum reporting boundary. Consequently, they are also excluded from the boundary for science-based targets.
**Minor adjustments to previously reported 2021 results reflect updated methodology from our carbon accounting partner, Carbonfact, and the inclusion of additional emission sources as part of our submission to the SBTi.
For an even more detailed breakdown of our carbon footprint and progress towards all of our SBTi-approved targets, see the 2025 Carbon Footprint and SBTi Progress Report.
Decarbonisation Strategy
Fewer Workstreams, Greater Impact
With our new SBTi targets in mind, we decided to carry forward four strong workstreams with the greatest potential to lower our emissions. Essentially, we’re placing our bets on fewer areas but aiming for a bigger impact.
In 2026, we'll work with our carbon partner Carbonfact to set measurable, time-bound targets for each workstream, tracking impact through to 2028.
Renewable Energy
Applies to approximately 2% of our total emissions.
With a separate target covering Scope 1 and 2 emissions (energy used in our stores and offices), this workstream is about doubling down on renewable energy and building a step-by-step roadmap to switching more of our operations to a higher share of renewable energy.
Transportation
Targets approximately 15% of our total emissions.
Transportation emissions stem from moving goods — from suppliers to our warehouses, and onward to stores, wholesale partners, and customers. Upstream transportation is our second-highest-emitting category, with the bulk coming from supplier to warehouse shipments. Our decarbonisation focus here is clear: reduce air freight.
In 2026, we'll begin with mapping our highest-impact routes to identify where shifting away from air transport makes the biggest difference.
Carbon Insetting
Tackles around 70% of our total emissions – those generated during the making of our products. Carbon insetting projects can help reduce emissions from processing stages across our supply chain.
Up until now, carbon insetting meant co-funding solar panel installations with key suppliers. We will continue this work but expand the scope, opening the door to other initiatives — from renewable electricity transition plans and battery storage solutions to coal removal projects deeper in the supply chain.
Under Gameplan 2.0, our goal was to roll out carbon insetting to seven suppliers by the end of 2025 — a goal we didn't reach. As of now, we've collaborated with four suppliers in Portugal and Italy on solar panel installations, all of which now produce our products using a share of renewable energy. The main reason for falling behind on our target was fluctuation within our own supply chain, brought about by product strategy changes and the significant pressure global supply chains have been under, given current geopolitical instability. It's also worth putting carbon insetting into context, because it's about much more than a financial investment. Kicking off a project like this means committing to certain production volumes at a supplier site for several years ahead, which requires a level of supply chain stability that hasn't always been possible. We also require that suppliers own their factory facilities, which adds another layer of complexity and isn't always the case.
Under Gameplan 3.0, our work continues by gaining full visibility into energy sources and consumption across all Tier 1 suppliers — mapping out opportunities there before going deeper into the supply chain.
Preferred Materials
Targets the 70% of our total emissions coming from our products, but from a different angle. Material selection influences emissions at the raw material stage (think cotton farming) and shapes which processing steps are needed further down the line.
Since our materials play a big part in the overall impact of our products, they get their own chapter under the Carbon pillar. Jump to the Materials section to read more about how we'll work with materials under Gameplan 3.0.
Nature
Going Beyond Emissions
Climate and nature are closely linked. Healthy ecosystems (think forests, soils, oceans) absorb carbon, regulate water cycles, and support the biodiversity that keeps our planet functioning. At the same time, it's no secret that fashion puts enormous pressure on these systems through growing fibres, dying fabrics, and other processing steps that depend on and affect both land and water. In short, if we only focus on emissions, we're only telling half the story.
That's why our previous biodiversity pilots are evolving into a dedicated focus area, aimed at recognising and reducing our impact on natural ecosystems. As of now, we don't yet know what shape this work will take – 2026 is all about figuring that out. We're exploring multiple areas, but incorporating biodiversity, regeneration, or even water strategies requires a careful materiality assessment (in a nutshell, figuring out which issues are most relevant to our business and where we can drive the biggest impact). So that's where we'll start – defining our priorities, setting measurable goals, and aligning with incoming legislation.
GOAL: GANNI launches its nature strategy by 2027
Biodiversity pilot projects
Portugal
In 2022, alongside the launch of our carbon insetting initiative, we worked with two Portuguese suppliers to enhance and restore biodiversity around their factories. Together with local consultancy STRIX, we assessed the areas and put actions in place to support local fauna and flora – from planting shrubs and fruit trees to installing bee hotels and bat boxes, creating log piles, and even building a pond to attract frogs and other native species.
The biodiversity measures were implemented between 2022 and 2025, with STRIX returning to both locations to assess their impact. At both sites, an increase in on-site biodiversity was observed, but within the short time span, the results were driven mainly by the planting of native flora, the creation of new micro-habitats, and the adoption of organic farming practices. With that in mind, one of our key takeaways is that when it comes to nature, small actions matter and can compound into real positive impact — but only with continuous maintenance and a long-term perspective.
Space data for biodiversity
Our third biodiversity-focused pilot took a more zoomed-out approach — literally. Starting in 2024, we worked with EUSPA (European Union Agency for the Space Programme) and Renoon to test how satellite data could help identify the main drivers of biodiversity loss in our supply chain. The satellite monitoring phase ran from January to June 2025, followed by a detailed assessment to identify the key insights.
During the six-month monitoring phase, EUSPA and KANOP used historic and real-time satellite data from the Copernicus Earth Observation Programme to track landscape and biodiversity changes between 2017 and 2025 around three of our suppliers in Portugal and Italy. The aim was to understand how shifts in land, vegetation, and ecosystems over time might point to drivers of biodiversity loss — and how this data could help guide better decisions in the future.
By detecting environmental stress and long-term land-use changes, the project highlighted several potential drivers of biodiversity loss that can be monitored from space over time. Near our supplier facilities, the observed examples included changes in land and forest cover, shifts in biomass (the total weight of shrubs and grass growing in an area), and loss of soil moisture. The monitoring also showed that some areas close to our supply chain sit near habitats of protected species.
For us, this marked an important milestone — testing how space data technology could be applied in a fashion supply chain. At the same time, the pilot offered only a snapshot of possible biodiversity issues in GANNI’s supply chain, limited to a few locations in Europe. Moving forward, we’ll use these learnings to shape our next steps on nature protection, while continuing to explore technologies that could help monitor biodiversity and ecosystems across our wider supply chain.
For the full list of partners involved in this pilot, head to our 2024 Responsibility Report.
Industry Partnerships
Protecting ancient and endangered forests with Canopy
Back in 2024, we officially joined forces with Canopy to eliminate sourcing textiles and paper packaging from Ancient and Endangered Forests. We realise that protecting the world’s forests is one of the fastest and most impactful ways to combat climate change, and through our work with Canopy, we’re making sure our sourcing stays aligned with that. In 2025, this commitment kicked off with us re-prioritising our traceability work and getting a clearer picture of where our forest-derived fibres come from. These are fibres made from wood pulp (for example, viscose, lyocell, and modal), also called MMCF – man-made cellulosic fibres.
In 2026, we’ll share this traceability data with Canopy for the first time and begin a closer collaboration. Together, we’ll review our sourcing locations against Canopy’s Hot Button Report to see whether there are any improvements we need to make on our side to reduce any potential sourcing risk.
This year, we’ll also begin sharing more information about our paper packaging materials with Canopy to identify opportunities for improvement — but more on that next year!
Joining The Fashion Pact
In late 2025, we officially joined The Fashion Pact, a global coalition of fashion brands committed to building a net-zero and nature-positive future through collaboration, CEO-level leadership, and knowledge-sharing across the industry. Nature is one of The Fashion Pact's key focus areas, and in 2026, we're excited to work together to drive impact that wouldn’t be possible alone.
Materials
Our products make up for 70% of our total carbon footprint.
The material choices we make at the very start of a product’s life heavily shape its overall environmental impact. When the product reaches our customers, those choices continue to matter, influencing longevity, care, and repairability. Finally, material selection determines how responsibly a garment can be handled at the end of its life, including whether and how easily it can be recycled. Recognising the pivotal role materials play in our climate and responsibility journey, this part of our work focuses on two areas: our Preferred Materials strategy and End-of-Life solutions.
Prefered Materials
Preferred Materials are those that challenge conventional practices – think organic or recycled materials, or responsibly sourced animal fibres, all with a traceable chain of custody and third-party verification. They’re well-studied, widely available alternatives to conventional materials.
To keep ourselves accountable and make better choices day-to-day, we developed the GANNI Fabric Score — an internal tool that sorts materials into three categories: 1) Preferred & Fabrics of the Future, 2) Better, and 3) Avoid. The Fabric Score is reviewed annually, with materials placed in each category based on GANNI’s carbon footprint data, insights from industry reports, and guidance from organisations such as Textile Exchange.
GOAL 100% of all materials used are category 1 ‘Preferred’ as per the GANNI Fabric Score by 2028
At GANNI, Preferred Materials include innovative fibres that we refer to as ‘Fabrics of the Future’, even though they come with their own dedicated goal (more on that later). In 2025, 85% of all materials we used were classified as ‘Preferred’ according to our Fabric Score.
Our 2025 goal was for 90% of all materials used to be ‘Preferred’. While we still have some work to do here, we’re committed to staying the course and ensuring that by the end of Gameplan 3.0, all fibres used in our collections are Preferred according to the GANNI Fabric Score.
Explore our 2025 material mix and most used fibres below.
GANNI Material Mix 2025
Overview
Chart key
Plant Fibres: 47%
Synthetic Fibres: 26%
Animal Fibres: 20%
FOTF: 4%
Forest-Based Fibres (MMCF): 3%
Metal: <1%
Other Fibres: <1%
Overview
Chart key
Cotton: 46%
Polyester: 15%
Leather: 12%
Wool: 11%
Polyurethane: 6%
Forest-Based Fibres (MMCF): 3%
Polyamide: 3%
Nylon: 2%
Other: 2%
Silk: <1%
As we shared above, 85% of all materials we used were classified as ‘Preferred’. To further show how we got there, below is a detailed breakdown of fibres within our four most used materials: Cotton, Wool, Leather, and Polyester. Together, these four groups make up over 80% of our total material use.
Cotton
Organic Cotton (GOTS, OCS)
Recycled Cotton (GRS, RCS)
Conventional Cotton
Polyester
Recycled Polyester (GRS, RCS)
Conventional Polyester
Fabrics of the Future (Cycora, Tex2Tex)
Wool
Responsibly Sourced Wool (RWS, RAS, RMS, GCS)
Recycled Wool (GRS)
Conventional Wool
Leather
Recycled Leather (GRS)
Fabrics of the Future (Pelinova, Oleatex)
End of Life Solutions
GOAL: Scale global sorting and recycling partnerships with fibre-to-fibre capabilities across EU, US, and APAC by 2028.
Under Gameplan 3.0, we’re carrying over our goal to ensure that 100% of our excess materials are reused, upcycled, or recycled, with no clothing knowingly ending up in landfill or incineration. This includes leftover fabrics, yarns, unsold products, and any defects or damages.
Our work here is driven by a simple ambition – contributing to a better infrastructure for fibre-to-fibre recycling (basically turning excess materials or old garments back into new fibres of the same type). Right now, only around 2% of global textiles make it back into new fibres, so we've got a long way to go. For fibre-to-fibre recycling to work, a garment first needs to be made in a way that makes it possible, then sorted by colour and material, de-trimmed (zippers, buttons, labels removed), and prepped for the right recycling process.
To do our part, our strategy is built on establishing localised sorting and recycling partnerships across the EU, US, and China – so garments have a responsible end-of-life solution in place without being shipped halfway around the world just to be recycled. Under Gameplan 3.0, we're aiming to move from pilots to fully operational setups, prioritising partnerships that scale and test fibre-to-fibre solutions. For items that aren't eligible, our partners handle downcycling — repurposing fibres that can't become new ones into lower-grade ones, later used as materials for insulation or padding.
In the EU, we've rolled out a recycling partnership with FastFeetGrinded — a company with a unique system that pulverises and separates every part of a shoe or a bag, recovering materials like rubber, foam, textiles, and leather to turn them back into usable resources. We ran pilot projects throughout 2023 and 2024, moving to larger volumes in 2025. With an operationalised solution for footwear and accessories, in 2026, we'll focus on scoping recycling partnerships for ready-to-wear garments.
In the US, we've been working with circular solutions provider SuperCircle to test the fibre-to-fibre recycling potential of our products. Across three pilots between 2023 and 2025, we sent in everything from nylon rain jackets and leather loafers to a mix of damaged ready-to-wear and footwear from our US stores – testing eligibility for fibre-to-fibre recycling and gathering valuable learnings along the way.
Across 2024 and 2025, we ran our first recycling pilot in China, working with Chinese Textile Recycling YJ-QS in Guangzhou — focusing on damaged ready-to-wear, footwear, accessories, and leftover fabrics. In 2026, we'll continue the partnership to deepen our understanding of fibre-to-fibre potential in the region.