2026 will be an important year for Nybo Workwear’s sustainability efforts.

After working systematically with ESG goals for the first time in 2025, we are now using those experiences to make our goals more specific, measurable and closely connected to the way the company operates.

The 2026 goals are designed both to create results here and now and to bring us closer to our long-term ambitions. They therefore include concrete improvements to products and processes, as well as analyses and plans that will provide a stronger basis for future decisions.

How our goals are structured

We work with three types of goals:

• Directional goals show the long-term direction of Nybo’s work.
• Development goals focus on creating the methods, plans and processes required for future improvements.
• Progress goals show the concrete steps we need to take towards the long-term goals.

This means that a goal does not necessarily have to be completed in 2026. Some goals are intended to create a specific improvement during the year, while others are intended to ensure that the right decisions, analyses and processes are in place.

Overview of the goals

The goals cover Nybo’s climate footprint, product development, purchasing practices and social conditions in the value chain. They are also designed to create a clear link between our long-term ambitions and the actions to be carried out in 2026.

Environment: From calculations to reductions

Nybo has already built a strong data foundation for the company’s and products’ CO₂e footprint. In 2026, the data must increasingly be used to create concrete reductions.

One of the central goals is that Nybo’s total emissions must not exceed 3,396 tonnes of CO₂e in 2026. This provides a clear framework for the year’s decisions and makes it possible to track whether development is moving in the right direction.

At the same time, an internal reduction plan towards 2035 must be prepared. The plan must show how emissions are to be reduced year by year, who is responsible for the individual initiatives, and which decisions must be made across the company.

This work cannot be carried by the ESG function alone. Reductions may affect supplier requirements, product choices, transport, purchasing processes and sales priorities. The plan must therefore be anchored in management and have clearly assigned owners.

A concrete reduction scenario for a product

Nybo has set a goal of reducing the total CO₂e footprint per product by 15% by 2030.

In 2026, at least one product or collection must therefore go through a concrete improvement process. A documented reduction scenario must be calculated, and the subsequent process must be approved.

This may, for example, involve changing materials, construction, transport or other factors affecting the product’s total footprint.

The purpose is to move the work from calculation to action. Product data should not only show where emissions come from. It should also help Nybo decide how they can be reduced.

Social conditions: A more concrete approach to living wages

Nybo’s long-term ambition is that all suppliers pay a living wage to all employees by 2040.

Living wage is a complex area, and the experience from 2025 showed that the work requires more than a standard calculation. Suppliers must understand the method, accept the data basis and take part in developing a realistic timeline.

In 2026, one strategic supplier must therefore accept a concrete living wage programme with a calculation model, baseline and timeline. At the same time, the supplier must be selected for a pilot programme in which Nybo not only sets requirements, but also contributes support to the process.

The pilot programme will provide practical experience with how Nybo and suppliers can work together to reduce the gap between current wages and a calculated living wage.

We are examining our own purchasing practices

Responsible working conditions in the value chain do not depend only on the actions of suppliers. Nybo’s own decisions and purchasing processes can also affect suppliers’ ability to plan production and create decent working conditions.

That is why we are carrying out an analysis in 2026 of the impact of our purchasing practices.

The analysis will include the significance of:

• forecasts and missing customer forecasts
• lead times
• order changes
• prices
• payment terms
• other decisions that may create pressure in the value chain

The results will be used in Nybo’s risk assessments and form the basis for future improvement proposals. The goal is not only to identify issues at supplier level, but also to examine where Nybo’s own processes can be improved.

Better insight into employee grievances

All of Nybo’s Tier 1 suppliers already have a grievance mechanism that employees can use anonymously.

The next step is to create more consistent registration of the grievances received. In 2026, Nybo will therefore develop and approve common categories for future use by suppliers.

A common categorisation will make it easier to identify patterns and follow developments across suppliers. Categories may, for example, cover wages, working hours, management, safety or discrimination.

Once the categories are in place, suppliers must be trained to use them. The goal is for all Tier 1 suppliers to use the common model by 2028.

Responsible product development: More recycled material

Nybo has set a goal that 10% of products should contain recycled fibres by 2030.

In 2026, the share must reach 2.5%, and the share of sold products containing recycled fibres must also be higher than in 2025.

One of the most important steps of the year is the transition of the T800 series from conventional polyester to recycled polyester. The series represents a significant share of Nybo’s sales, and the transition will therefore have a noticeable impact on the overall share of products containing recycled fibres.

The T800 series is also the first complete series to make the transition. The work must therefore both create a concrete improvement and provide Nybo with experience that can be used when the next product series is selected and converted.

The goals require decisions across Nybo

ESG goals only create value when they influence the decisions the company makes.

Several of the 2026 goals therefore require collaboration between management, design, supply chain, sales and ESG. Some product choices may need to change. Suppliers must be involved in new processes. Existing ways of working may also need to be adjusted.

That is exactly the intention.

The goals should not sit alongside the business. They should help Nybo integrate responsibility into product development, purchasing, supplier collaboration and management decisions.

How we follow progress

We follow progress on the goals continuously and update our ESG universe when there are new results, decisions or experiences.

This also means that we will be open about the areas where the work takes longer than expected. Some goals can be reached through a specific product change. Others require several years of collaboration, learning and development.

The 2026 goals give us a clear direction. They make it easier to prioritise our efforts and connect Nybo’s long-term ambitions with concrete actions in the year ahead.

The conclution of the 2025 ESG goals can be found here.