2025 was the first year in which Nybo Workwear worked with concrete ESG goals.

That made the year particularly important. Not only because the goals set a clear direction, but because they gave us the opportunity to learn how sustainability work creates real progress in practice. When goals are set for the first time, it is not only the results that matter. The learning matters too.

In 2025, we gained a better understanding of where we can create rapid progress, where the work requires more maturity, and where methods or formats need to be adjusted before they work well enough in practice. That is an important strength to bring forward.

Our overall conclusion is therefore positive. We did not succeed with every goal, but we did succeed with something essential: making our ESG work more concrete, more data-driven and more integrated into the way we operate. 2025 became the year in which we began to turn ambitions into practice.

Overview of Nybo’s ESG goals for 2025

Our overall assessment of 2025

2025 was a year of both results and important learning.

In several areas, we succeeded in creating concrete progress. This was particularly true for climate data, product data, traceability and supplier follow-up. In these areas, we managed to establish solutions and processes that already strengthen our work today.

In other areas, the year showed us that some goals need to be more clearly defined, more operationally anchored, or supported by a different method if they are to succeed. This is not a sign of stagnation. It is a sign that the goals are now being tested in reality and that we are actively using the experience gained.

Goals we achieved

One of the most important results in 2025 was CO2 calculation for all Tier 1 suppliers.

All Nybo suppliers delivered data for scope 1 and 2 calculations, giving us a much stronger data foundation in both supplier dialogue and product calculations.

We also succeeded in establishing knowledge of country of origin for all products.

This means that today we have greater insight into the value chain and not only know our suppliers in Tier 1 and Tier 2, but also have a better overview of the countries where weaving, spinning and raw material development take place.

Another important result was the documentation of the CO2 footprint for all products.

We now have PCF calculations for all products and can see a product’s climate impact divided into materials, transport and production. This provides greater transparency as well as a stronger basis for improving products in the future.

We also succeeded in documenting that all Tier 1 suppliers have a physical grievance mechanism.

This means that all suppliers now, at a minimum, have an anonymous grievance box. At the same time, it is clear that the next step will be to improve the quality of the system and expand the options with digital solutions.

Goals that provided important learning

Some goals were not achieved in their original form, but they provided important learning that strengthens our work going forward.

The goal of science-based target certification was approved by management. During the year, however, it became more uncertain whether the scope of the certification would become too demanding compared with the value it would create. This gave us an important strategic insight: reporting and certification must support improvements and not remove too many resources from them.

The goal of establishing an ESG Academy also proved not to be concrete enough.

In practice, we discovered that the level of demand and the operational effort involved in visiting customers and partners in the intended format would become too heavy. We are therefore now working on a model that is easier to operate and creates more value in practice.

Documentation of living wages for all Tier 1 suppliers also did not succeed as planned.

During the process, it became clear that suppliers could not use the standard calculation that had been developed, and that living wages require more explanation and more support in implementation. A new strategy is therefore now being developed.

Goals challenged by business realities

The goal of reducing stocked SKUs by 25 percent before 2030 was not realised in 2025.

It turned out that we could not reduce the number of SKUs at the same pace as new ones were introduced to meet customer needs. This is an important learning, because it shows that assortment simplification is not only about internal ambitions, but also about market demands and the way customers request solutions.

Goals for which 2025 created a stronger foundation

The goal that 10 percent of sold products should contain recycled fibres before 2030 was not achieved in 2025, but the year created a much stronger foundation.

We experimented with converting strategic products from virgin polyester to recycled polyester. This was successful for less critical products, but the most important gain was the experience we built up.

The subsequent plan shows that the baseline in 2025 was 0.6 percent of products with recycled material, and that the T800 series alone accounted for 9.5 percent of sales in 2025. The plan also indicates that converting the T800 series in 2026 could become an important step toward the target.

The same applies to the goal of reducing the total CO2 footprint of products by 15 percent before 2030.

Here, the goal was not completed in 2025, but we developed a calculator that makes it possible to simulate scenarios before changing a product or developing a new one. This leaves us better prepared to work more systematically with improvements in the coming years.

Next steps

We have defined four goals for 2026, which now set the direction for our continued work.

At the same time, we are revising both the goals and the processes from 2025. In the coming weeks, we will therefore define additional goals based on the experience we have gained.

The most important learning from 2025 is that ESG goals do not only create value when they are achieved. They also create value when they make us better at turning responsibility into action.

That gives Nybo a stronger foundation for the years ahead.