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everyday

1. to use duolingo

2. listen to English music

3. Watch BBC news

4. remember vocabulary

Saturday and Sunday

5. to watch 2 movie by English

6. to see world news and summary to use word.

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1. When each assessment takes place and hat I will need to do to prepare.

-project focus: 30th June 7:00am

-reliability check: 7th july 7;00am

-poster and presentation: 14th July 7:00am

-reflective interview: 15th July 7:00am

-all section assessment: 16th July

2. What are you feeling confident about?

I like to decide interesting project topic, so I feel to confident about project focus.

3. what do you think will be most challenging?

poster and presentation, because I have never done anything to create something before.

4. What area do you want to improve?

Sometime, I don't understand how to use app. Therefore, I need to remember some app's setting and how to use.

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1. sustainability development goals

2. climate action

3. recycling

4. renewable energy

5. environment protection

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What did you choose?

-Fashion and apparel brand connected sustainability.

What is it about?

-The fashion industry is the second most polluting industry. All work involves carbon dioxide. Some brand are committed to sustainability.

Why did you choose it?

-It is important us because we wear some clothes. Hundreds of millions of clothes are produced each year.

How is it connected to sustainability?

-stella McCartney

-H&M

-Adidass

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Despite continued uncertainties in the world around us, with geopolitical and macroeconomic challenges, we see many opportunities. The market our industry serves is large, growing and fragmented. I look forward to continuing our journey as one of the world's leading fashion companies along with our fantastic colleagues. With the established plan we are now better prepared than ever to continue to take further steps towards our long-term goals."

CEO H&M Group as of 31 January 2024

Looking back at 2023 with Helena Helmersson, CEO H&M Group up to
31 January 2024

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Our 2022 Annual and Sustainability Report reveals the progress we made in the year behind us.

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Stella McCartney sustainability reports 2023

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Stella McCartney sustainability reports 2023

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Managing the environmental impacts along the entire value chain including our own sites is a key focus of our work. We are committed to decarbonization by reducing our absolute energy consumption as well as transitioning to clean energy. We are also committed to steadily increasing the use of more sustainable materials and manufacturing technologies in our products and expanding our circular services. We continue to address water efficiency and quality, with an advanced chemical management program in place. The following table provides an overview of the targets we have set ourselves that will help us reduce our environmental impacts.

Decarbonization

The climate crisis presents the most pressing long-term challenge facing civilization. For that reason, adidas has set targets that will help us limit emissions aligned with the 1.5°C benchmark and contribute to a net-zero future. adidas has committed to:

achieving climate neutrality (CO₂e) across its own operations (Scope 1 and 2) by 2025,

reducing absolute greenhouse gas (GHG) emissions across the entire value chain (Scope 1, 2, 3)¹ by 30% by 2030, measured against a baseline of 2017,

achieving climate neutrality (CO₂e) across the entire value chain by 2050.

Our emission reduction targets by 2030 have been approved by the 'Science Based Targets initiative' ('SBTi'). Within the 2025 target, we commit to reducing absolute Scope 1 and 2 GHG emissions by 90% from a baseline of 2017. This target is consistent with the reduction pathways needed to prevent a rise in average temperatures of more than 1.5°C - the most ambitious goal of the Paris Agreement. Our GHG reduction target for value chain emissions (Scope 3) meets the SBTi's criteria for ambitious value chain goals, meaning they are in line with current best practices.

2030 Goal

GHG emissions reduction across entire value chain

adidas pathway to climate neutrality

Our 'Environmental Footprint Tool' enables us to quantify, monitor, and be transparent about our carbon footprint not only across our own operations, but along our entire value chain. This covers all stages from extraction, production and processing of materials, product assembly, own operations, and logistics to the use phase and the disposal of our products at the end of their lifetime. Results for 2022 clearly show again that our environmental impacts are distributed unequally across the value chain, with the most significant impacts generated in the supply chain, particularly raw materials production and processing. We are moving ahead with our ambition to fully integrate the tool into our existing data-tracking systems to enable real-time simulations.

The following table shows the total annual GHG emissions across our value chain. The average Scope 1, 2, and 3 annual GHG emissions per product for 2022 decreased compared to the previous year. This reduction was majorly driven by our focus on innovation that enabled us to, for example, reduce emissions through low-carbon manufacturing and materials. In 2022, 96% of all polyester we used was recycled polyester, ensuring we are on the right path to achieving our target to only use recycled polyester. By continuing to focus on our decarbonization strategy which includes further material innovation, switching to cleaner energy sources at our supplier facilities, enabling low-carbon design for our products, and achieving climate neutrality (CO ₂ e) across our own operations, we will ensure we stay on track to achieve our target of 15% emission reduction per product by 2025 (baseline 2017).

Despite reducing our GHG emission intensity, as shown in the table, due to an increase in the number of products we created and shipped, and due to the return of employees to the offices after the pandemic, we see a slight increase in the total absolute GHG emission compared to the previous year.

Measuring our product footprint

In order to create new and elevated consumer experiences, we are developing and implementing tools that bring more transparency to our product creation process, enabling our development and innovation teams to identify materials as well as create products and concepts with lower carbon footprints. At the same time, this helps us provide consumers with greater transparency for more informed purchase decisions. Following the launch of our most climate-friendly shoe in collaboration with Allbirds, we continued to scale our capabilities to calculate and communicate our product footprints visible to consumers. During 2022, we introduced the Adizero Lightstrike with a carbon footprint of 3.5 kg CO ₂e per pair, achieving a 42% reduction compared to the previous version, and the Supernova 2 with a footprint of 8.9 kg CO ₂ e per pair, an 11% reduction.

Identifying ways we can make lower-impact products requires a detailed and thorough approach that includes not only optimizing our own operations but also the manufacturing of each of our products. And since most of our carbon emissions occur outside our direct control, we collaborate with our suppliers located across the globe, helping them improve their carbon footprint during production processes.

Supply chain

We continued to work with our suppliers to ensure they are continuously optimizing their environmental footprint in energy use and carbon emissions. Strategic suppliers producing most of our products and materials are enrolled in our environmental program, which means we partner closely with them and provide suitable training to achieve their targets and progressively improve their footprint.

adidas aims to have the supply network with the lowest carbon footprint in the industry. At the start of 2022, we reached a major milestone on our path to meeting that goal, when we shared a set of clear expectations, the adidas Decarbonization Manifesto, with our strategic Tier 1 and Tier 2 ² suppliers. This Manifesto clearly presents how we expect our suppliers to support our decarbonization efforts. Our expectations include:

Environmental stewardship: Suppliers should set targets that get approved by the SBTi by 2024.

Materials: 100% of new material offered to adidas must be of sustainable content and produced using low-carbon-intensive processes.

Product: Suppliers should aim for an aggressive adoption of more sustainable and low-carbon materials spanning from creation to manufacturing.

Transparency: Suppliers should build in-house capacity to provide full transparency and traceability, from raw material to finished product, and connect to the adidas sustainable material tracing tool that is used to trace the source of origin.

Energy sources: Suppliers should adopt clean energy, including rooftop solar energy, energy sourced through renewable energy purchase power agreements (PPAs), and other renewable alternatives, and also achieve a phase-out of coal by or before 2025.

Manufacturing processes: Suppliers should adopt low-carbon technologies from the adidas low-carbon technology portfolio.

Becoming the industry's lowest-carbon-footprint supply network is a team sport. Meeting the conditions of our Manifesto will form the basis for continuing business operations with our suppliers beyond 2025. We have put measures in place to incentivize high-performing and committed supplier partners. These measures include:

Product allocation priority,

Opportunity for existing, high-performing supplier partners to gain market share,

Entry opportunity for new, disruptive supplier partners,

First-mover advantage and sustainability leadership position.

We encourage all our suppliers to enroll in the 'UNFCCC Climate Action Training' program. This, in addition to other upskilling initiatives conducted by our in-house team, helps suppliers develop their own decarbonization pathways, since they are best placed to understand their own circumstances and find the most appropriate measures for their future reduction in GHG emissions. Beyond that, we have driven various initiatives to help suppliers scale their use of renewable energy and increase their energy efficiency:

Phasing out coal-fired boilers: With only one exception for administrative reasons, we have been successful in ensuring our suppliers refrained from installing new coal-fired boilers, heaters, or power generation systems from 2022 onwards, and remain committed to phasing out coal-fired boilers at all Tier 1 and Tier 2 direct supplier facilities by 2025. We asked these suppliers to conduct coal phase-out feasibility studies and provide us with a clear roadmap for replacing coal. During 2022, all relevant suppliers have confirmed their commitment to replace or modify their coal-fired boilers by 2025, and 18 boilers have already been converted to non-coal fuel or decommissioned this year.

Increasing adoption of on-site renewable energy for electricity generation: Electricity is the other major source of emissions in our manufacturing process. We are therefore asking our suppliers to obtain their electricity from on-site and off-site renewable energy sources and have incorporated renewable energy ('RE') and decarbonization performance of our suppliers in our supplier assessment process. Rooftop solar projects are one of the major contributors to such on-site RE electricity. Total rooftop solar capacity across our key suppliers has doubled to 186 MWp in 2022, putting us ahead of our internal roadmap. We will continue to increase rooftop solar capacity over the next few years.

Preparing suppliers to purchase electricity from off-site renewable energy sources: We are also encouraging our suppliers to source renewable energy through off-site options such as PPAs, green tariffs and Energy Attribute Certificates ('EACs') or Renewable Energy Certificates ('RECs'). We provided supplier training workshops in multiple countries to upskill suppliers on how to source off-site RE and to communicate our expectations on scaling up RE. In 2022, our suppliers in China secured a total of 25,000 MWh of renewable energy through recently launched green power contracts.

Advocating for policy to scale up renewable energy: Many of the key operating countries in our supply chain do not have the policies required to support PPAs or to maximize rooftop solar potential. We engaged with the governments of Vietnam, Indonesia, and Cambodia, as well as their respective electricity utilities, to communicate our concerns and recommendations with a view to facilitating PPAs and removing the barriers to rooftop solar. We also actively collaborated with other stakeholders such as Euro-Cham, Am-Cham, USAID, and fashion industry associations on their policy advocacy work across multiple countries during 2022.

Continuing to increase energy efficiency: We use a supplier self-governance model for energy efficiency. Our efforts in recent years to improve our suppliers' ability to measure, monitor, and conserve their energy use have enabled us to transfer full responsibility to our suppliers for their own efforts and achievements, while adidas continues to track and monitor their energy efficiency performance. In 2022, strategic suppliers enrolled in our environmental program successfully achieved an annual improvement in energy efficiency of almost 4% compared to the baseline of 2019, leading to an accumulated improvement of almost 12% over the last three years.

Own operations

Own operations refer to administrative offices, distribution centers, and our own retail stores. In 2022, this equaled a coverage of 3,730,035 m ² of gross leased area. Our efforts are underpinned by the clear targets we have set. By 2025, we aim to achieve climate neutrality (CO ₂ e) across own operations. To achieve this target, we will steadily increase our overall environmental performance data coverage and continue to implement eco-efficiency standards through a holistic integrated management system (IMS) at key sites. All of these efforts will support us on our way to achieving a 30% reduction in GHG emissions across our entire value chain by 2030, measured against the baseline of 2017.

2025 Goal for Own Operations

Climate Neutrality (CO ₂ e)

We defined a clear roadmap to achieve our emission reduction targets for our own operations, including measures such as implementing on-site renewable energy production, improving energy use efficiency, and sourcing renewable energy through green tariffs in Europe. In 2022, we continued to invest in own operations and offered Green Funds to subsidize local energy efficiency and on-site renewable energy projects. These initiatives included the on-site solar renewable energy projects in Herzogenaurach, Bogota, Caspe, and Stockport. We also improved energy efficiency through LED retrofits, HVAC (heating, ventilation, and air conditioning) equipment upgrades, energy monitoring, sensors, and automatization. Additionally, in response to the natural gas crisis, we implemented significant energy-saving measures in Europe, e.g., reducing building temperatures to a minimum and planning shutdown sequences for district heat networks.

In 2021 we began collecting electricity consumption data for our own retail stores. During 2022, we managed to increase our primary data coverage for own retail by 15 percentage points to 36% globally compared to last year. Data coverage for administrative offices and distribution centers is at 100%, while data for showrooms and small offices was estimated. In 2022, our total energy consumption across own operations globally was 510,539 MWh (2021: 512,050 MWh), equivalent to a total of 164,149 tCO ₂e (2021: 138,411 tCO ₂ e). While we continue our transition toward renewable electricity in Europe through green tariffs, in 2022 we decided to switch our focus from short-term initiatives, such as the purchasing of EACs for Europe and North America, to focus on more impactful measures, e.g., securing long-term contracts such as PPAs starting in 2023. We have also expanded our scope of GHG Scope 1 and 2 reporting through the first-time inclusion of company vehicles in 2022, and as a result see an absolute increase compared to the previous year.

Implementing sustainable processes: Our Integrated Management System ('IMS') helps us to reduce potential negative impacts and secure all relevant ISO management certifications for key locations, such as environmental management (ISO 14001), health and safety management (ISO 45001) and energy management (ISO 50001). We aim to further expand these certifications to more key sites through implementation of the standards as well as internal and external audits, as these support our efforts to achieve our energy, water, waste, and health and safety targets. As of 2022, 64 sites (2021: 64) were certified for ISO 14001, 112 sites (2021: 63) for ISO 45001, and 322 sites (2021: 327) for ISO 50001 (applies to locations with more than 50 employees or space exceeding 4,500 m²).

Continuing Green Building certification: We continue to use 'Green Building' certifications in the interior design and construction of own retail stores - including 'LEED' ('Leadership in Energy and Environmental Design') and 'BREEAM' ('Building Research Establishment Environmental Assessment Method') certifications. As Green Building certification is used for strategically relevant projects, a set of internal eco-efficiency standards has been continuously implemented for all projects that mirror the priorities of the LEED certification. The ultimate goal is to achieve energy reduction through investment in high-energy-efficient equipment and energy monitoring. In 2022, our distribution center Suzhou X in China, one of the biggest highly automated distribution centers, was awarded LEED Platinum certification for Building Design and Construction, the highest level of sustainability recognition. The key Green Building features at Suzhou X include, but are not limited to, rooftop solar, LED lighting and control, top-vent air conditioning, HVLS ventilation fans, a building management and energy management system, rainwater collection, and a recycling system.

Water efficiency

We continued to expand our water-reduction efforts by including additional, high-consuming Tier 2 suppliers in our environmental program. In 2022, Tier 1 suppliers achieved a 20% reduction in water intensity (liters/worker-hour of operation) and Tier 2 suppliers a 29% intensity reduction (m ³/total product output value in US-$), compared to the 2017 baseline. By 2025, we aim to achieve an overall reduction in water intensity of 40% against the 2017 baseline. This will be accomplished with the aid of new technologies and through continued support for our suppliers in the form of environmental good practice guidelines with examples for water-saving initiatives.

At own operations globally, we also aim to continue to strengthen water efficiency and wastewater projects in the coming years. By the end of 2022, our water intensity at administrative offices and distribution centers totaled 0.145 m ³/m ² (2021: 0.128 m ³/m ²). This year, we have again included new administrative offices into our reporting and, with that, continued to expand our data coverage. In combination with the gradual return of employees to the office after the pandemic, we see an increase of the absolute volume of water consumption compared to 2021. Overall, we achieved an accumulative reduction of 25% (2021: 34%) compared to the 2019 baseline (0.193 m ³/m ²), and with that exceeded the target we set ourselves for 2025.

Chemical management

It is necessary to use a range of chemicals to facilitate innovation and deliver high-performance products. For years, adidas has been implementing a holistic chemical management program in its supply chain, spanning the use of positive input chemistry, monitoring the chemical output of manufacturing and reporting supplier performance data publicly.

As a founding member and participating company, we continue to work closely with the Zero Discharge of Hazardous Chemicals ('ZDHC') Foundation and to promote the application of their guidelines and Manufacturing Restricted Substances Lists ('MRSL') across our suppliers. We are proud to have reached 'Progressive Level' ³ in the ZDHC 'Brands to Zero' program in 2022, which measures the level of suppliers' adoption and implementation of ZDHC guidelines and tools.

Ensuring robust input chemical management: We are continuously working to promote sustainable chemistry in our product creation by accelerating the adoption of chemicals that meet the highest level of ZDHC MRSL conformance (Level 3). In 2022 we partnered with ZDHC and TESTEX, a certification organization, to hold workshops for some 160 suppliers in our major sourcing countries (China, Vietnam, and Indonesia). These events increased supplier awareness of ZDHC MRSL conformance and improved their competence in Level 3 certification and registration of chemical products on the ZDHC Gateway platform. Proactively involving key chemical formulators to these conversations underlines our ambition to motivate the entire industry to use more sustainable chemicals. We also launched the 'ZDHC Supplier to Zero' program in 2022 to assist suppliers in adopting safer chemistries. At the end of 2022, at least 50% of chemicals used at 46% of supplier facilities were ZDHC MRSL Level 3. At the manufacturing level, we continue to ban the intentional use of priority chemical groups classified as particularly hazardous under ZDHC standards and the EU REACH Candidate List of Substances of Very High Concern ('SVHC'). We are working to find suitable alternatives and phase out harmful chemicals from our supply chain. adidas has successfully achieved a 99% phase-out of polyfluorinated and per-fluorinated chemicals (PFCs) since 2017.

Monitoring output chemical management: With regard to eliminating the discharge of hazardous chemicals, we believe it is critical that our suppliers adopt the 'ZDHC Wastewater Guidelines' in order to monitor the quality of directly discharged wastewater. In 2022, we successfully maintained our high standard of compliance, with 89% of these suppliers achieving ZDHC Wastewater 'Foundational Level' through the implementation of our Effluent Treatment Plant evaluation tool. In 2023, this tool will be integrated into the ZDHC supplier platform to support a wider group of facilities and will be adopted by other ZDHC brands as well.

Waste management

We make continuous efforts toward optimizing waste diversion across our supply chain with the aim of increasing the value of waste within the life cycle, e.g., through recycling or reuse. We have developed waste management guidelines to help our suppliers improve waste segregation in manufacturing, prioritizing, recycling and reuse for non-hazardous waste. These guidelines specify that the non-recyclable waste materials should also not be directly landfilled. In 2019, in collaboration with co-processing partners in our major sourcing countries, we developed a waste diversion program to use non-recyclable manufacturing waste in energy production. Co-processing is a proven and sustainable solution that can reduce pollution, reduce consumption of natural resources, reduce landfill space, and ultimately contribute to a smaller carbon footprint. To further optimize the waste diversion, we have scaled up this solution across the globe, especially in sourcing countries with immature co-processing infrastructure. Globally, the suppliers enrolled in our environmental program collectively achieved a 96% landfill diversion in 2022, exceeding our target of 95% for this year. With the promising result in 2022, we are currently working on setting a more ambitious target for future waste diversion.

At own operations, during 2022, we also focused on improving the quality of waste-related data from our administrative offices and distribution centers by upskilling team members on the data collection process of waste streams. This resulted in a higher data quality but also a lower diversion rate. As of 2022, 89% (2021: 74%) of our own operations by square meters are monitoring and tracking waste. By the end of 2022, a total of 32,246 tons (2021: 32,951 tons) of waste was generated, and we achieved an accumulated diversion rate of 88% (2021: 92%) for administrative offices and distribution centers.

Transportation

We regularly track the environmental impact related to the transport of our goods. Compared to the previous year, performance remained relatively stable. While the use of air freight increased in 2022 as part of our efforts to counterbalance covid-related supply chain challenges to 2.0%, the vast majority of our transportation continued to take place via sea freight and truck, with 81.4% via sea freight and 16.6% via truck, almost unchanged compared to the previous year.

Materials

We are moving to a comprehensive sustainable article offering at scale. Our ambition is that 90% of our articles will be sustainable by 2025. We define articles as sustainable when they show environmental benefits versus conventional articles due to the materials used, meaning that they are - to a significant degree - made with environmentally preferred materials. The majority of the environmentally preferred materials currently used are recycled materials or more sustainable cotton. Additionally, innovative materials such as biobased synthetics and more sustainably grown natural materials are used on a small scale already and will become increasingly relevant in the future.

Share of more sustainable articles by 2025

To qualify as a sustainable article, environmentally preferred materials have to exceed a certain predefined percentage of the article weight. The applied criteria for environmentally preferred materials and the percentage of the article weight are defined based on standards reflecting the latest industry developments, competitor benchmarks, and expert opinions: For apparel, the environmentally preferred material content is required to be at least 70% of the article weight, for accessories and gear at least 50%, and for footwear at least 20%. ⁴ This standard has been applied for the year 2022 onward. By the end of 2022, we managed to have seven out of ten of our articles sustainable.

The table below shows materials that are among the most used ones for our products.

Recycled polyester: Polyester is the most widely used material in adidas products. In 2017, we set ourselves the ambitious target of replacing all virgin polyester with recycled polyester in all products where a solution exists by the end of 2024. We set clear internal milestones for our product creation teams and have seen progress throughout the last several seasons. In 2022, 96% (2021: 91%) of all the polyester we used was recycled. With that, we are on track to use only recycled polyester by the end of 2023 - one year ahead of schedule. While recycled polyester has been in use for a long time, it is still not the standard in the textile industry, with only 15% of polyester produced worldwide being recycled polyester.

Parley Ocean Plastic: Since 2015, adidas has partnered with the environmental organization 'Parley for the Oceans' and uses 'Parley Ocean Plastic' as a replacement for virgin polyester. Parley Ocean Plastic is plastic waste collected from remote islands, beaches, coastal communities, and shorelines, preventing it from polluting the oceans. In 2021, we continued to roll out Parley Ocean Plastic in key categories, both in 'Performance' and 'Lifestyle' products across footwear, apparel, and accessories and gear. In 2022, we produced close to 27 million pairs of shoes containing Parley Ocean Plastic. (2021: close to 18 million).

More sustainable cotton: adidas has steadily increased the sourcing of more sustainable cotton throughout the last several years. Since the end of 2018, 100% of the cotton we use has come from more sustainable sources.

Responsibly sourced leather: adidas uses leather on account of its unique performance properties in products where it is the optimum material for the purpose. Currently, more than 99% of our leather volume is audited in accordance with the Leather Working Group ('LWG') protocol, and most of our hides are sourced from tanneries with the highest LWG rating (LWG Gold). We believe the existing LWG audit protocol and chain of custody provide a strong foundation on which to create a robust and scalable traceability solution for leather hides. For this reason, adidas is working with the LWG to broaden the scope of the audit to include traceability to the slaughterhouse by 2030. This will allow higher transparency on important environmental impacts such as deforestation from the origin of the material.

Natural materials: In 2022, adidas collaborated with innovative material startups such as Infinited Fiber Company, Spinnova, and Pond to develop materials from natural resources that we can use in our products. Together, we are striving to replace fossil-based plastics with plant-based raw materials, without compromising product performance. In the fall, we successfully launched a small apparel collection made with at least 60% fibers from recycled cotton waste and 40% organic cotton in partnership with Infinited Fiber Company and the EU-funded New Cotton project. This three-year project aims to collect, sort and regenerate textile waste into a new man-made cellulosic fiber that looks and feels like cotton, based on Infinited Fiber Company's textile fiber regeneration technology. Also in the fall, we launched our 'made with nature' Ultraboost, which features a knitted upper made with lyocell, a material made from cellulose fibers derived from sustainably grown wood.

Synthetic fibers are widely used in our industry due to their unique performance properties, such as elasticity, light weight, and high durability. We are aware that products made from synthetic fibers can have a negative environmental impact during both material production and product use. We acknowledge that fiber fragmentation is a complex challenge for our industry, but it is one we are proactively addressing. adidas is a co-founder of 'The Microfibre Consortium' ('TMC'), which has developed a test method for assessing fiber release and in future aims to advise the textile industry on mitigating the impact of fiber fragmentation. In 2022, TMC published position papers on microfiber degradability and wastewater management that are fully consistent with our internal guidelines and contribute to the industry's knowledge on this topic.

Circular services

In addition to using recycled content or other more sustainable material in our products, we are rethinking entire processes to design products that have a circular end-of-life solution and are 'made to be remade' (MTBR), meaning they can be completely recycled after use and the material can be reused. We successfully scaled this concept from prototype back in 2019 to a fully commercial MTBR footwear offer across multiple categories in 2022 (including Ultraboost, Stan Smith, Terrex Free Hiker, and NMD Hype) and have meanwhile expanded the concept to apparel. In 2022, we introduced the adidas by Stella McCartney tracksuit made of viscose that can be returned and recycled into new fibers.

Besides various product launches we also continued with our circular services in 2022, which have the objective of prolonging the life of the product. In our Munich Terrex store, we launched a repair service, and in several flagship stores such as Berlin, London, Dubai, or Shenzen we are offering sneaker cleaning services.

Biodiversity

adidas is aware of the potential impacts and dependencies its business operations can have on ecosystem services and nature assets. As a consequence, biodiversity has been recognized as a material topic for external reporting in 2022. In our industry, preserving and restoring biodiversity is a complex challenge that requires strong collaboration between multiple actors, including direct and indirect suppliers, certifiers, and innovators. In 2022, we began working on a systematic approach to address biodiversity challenges in our value chain. Using scientifically validated frameworks we identified actions to be taken across our entire value chain activities related to the five drivers of nature change as identified by the Science Based Targets Network ('SBTN') ⁵. As a first step, we aim to work with our suppliers to develop a deforestation-free roadmap for nature-derived materials. We will further assess our strategic facilities for potential impacts on protected areas, key biodiversity areas and the International Union for Conservation of Nature ('IUCN') Red List of Threatened Species. Finally, for downstream impacts in our value chain, adidas will evaluate future contributions to biodiversity-enhancing projects.

In line with our ambition to source our nature-derived materials more responsibly, we launched our standards for animal-derived materials in 2022. They demonstrate our commitment to sourcing animal-derived materials in an ethical and sustainable manner that respects animal welfare and species conservation. We do not source or process raw materials from endangered or threatened species as defined by the IUCN in its Red List. All down used in our products is either virgin down certified by the Textile Exchange's Responsible Down Standard ('RDS') or recycled down. Regarding the sourcing of wool, we are committed to increase the share of wool that is certified by Textile Exchange's Responsible Wool Standard ('RWS') to 100% by the end of 2024.

We have also started to explore how we can increase biodiversity in our own facilities. In an exploratory phase, the adidas headquarters has taken steps to map the current biodiversity status of the campus, the steps to reduce the impacts and to define measures to increase the number of species present on the campus.

Packaging

We are committed to using more sustainable packaging materials and reducing the impact of packaging by optimizing box sizes and number of shipments.

Most of our paper-based packaging, such as shoe boxes and shipping boxes, is made with recycled content. Practically all plastic packaging ( polybags) used to protect finished products during shipping is made from 100% recycled LDPE (low-density polyethylene). The only current exception are the DCs where e-commerce returns are repackaged, and no local vendor of recycled LDPE polybags is available yet (less than 1% of polybags). For many years already, all the carrier bags handed out in adidas retail stores have been made with recycled paper.

Product safety

Product safety is an imperative. As a company we have to manage the risk of selling defective products that may result in injury to consumers. To mitigate this risk, we have company-wide product safety policies in place that ensure we consistently apply physical and chemical product safety and conformity standards.

The creation of respective adidas standards and policies is a collaborative, cross-functional approach involving experts from the Corporate Legal and Global Operations departments to ensure all aspects of a specific product are covered. This includes subsequent updates and training activities. Application and monitoring are ensured through our Global Operations function. One of these policies is the Restricted Substances Policy ('A-01' Policy) that we pioneered in 1998. It covers the strictest applicable local requirements and includes best-practice standards as recommended by consumer organizations. The policy is updated and published internally and externally at least once a year based on findings in our ongoing dialogue with scientific organizations, and it is mandatory for all business partners. Both our own quality laboratories and external institutes are used to constantly monitor material samples for compliance with our requirements. Materials that do not meet our standards and specifications are rejected. As a result of our ongoing efforts, we did not record any product recalls in 2022.

Over the last several years, we have substantially contributed to the AFIRM 'Restricted Substances List,' which constitutes a harmonized restricted substances list across the industry. While the uptake of the list as an industry best practice matured further, and AFIRM membership continues to grow, various tools have been developed further in 2022, such as a harmonized Test Request Form, the third-party Lab Evaluation Questionnaire, or the Supplier Online Training Videos. All these will be issued to the public and available to other companies from the textile and sporting goods industry and their suppliers. We also continued our participation in several major public stakeholder consultation processes initiated by the European Commission (e.g., European Chemicals Agency) and US state legislative initiatives to inform governmental entities on implications and opportunities of drafted legislation.

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Environmental Impacts - adidas Annual Report 2022

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Managing the environmental impacts along the entire value chain including our own sites is a key focus of our work. We are committed to decarbonization by reducing our absolute energy consumption as well as transitioning to clean energy. We are also committed to steadily increasing the use of more sustainable materials and manufacturing technologies in our products and expanding our circular services.

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1. Environmental issues

High water and energy consumption

Water Pollution

Unprocessed waste

2. Labor Issues

3. Human health issues

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I feel difficult note taking by use circle because I don't know how to separate some information. I feel easy to write freedom. However, I sometime feel easy to write by use chart. Moreover, I couldn't write collect spelling, so I spend more time to writing spell. It is big problem because if I don't know some spelling, it spend time. I feel need to study more vocabulary. First time, I felt difficult to write, but I try to write second, third, and more. I can feel became it.

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Project Step 1 Template - SUSTAINABILITY

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Environmental pollution:

-Water pollution, chemical emissions, and large amounts of waste during the textile production process

-Increase in carbon emissions from transportation

-Environmental impact due to incineration and landfilling of used clothing

Labor issues:

-Forced labor and child labor with low wages and poor working conditions

-Decrease in domestic employment due to relocation of production bases overseas

Social issues:

-Encouraging wasteful habits by encouraging excessive consumption Loss of individuality due to following temporary trends

-Homogenization through standardized mass-produced products exploitation of the poor

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1. What did the 2018 climate report say?

2. What happened after 6 years of the project?

3. What name of city that has a climate art project.

4. Why is art important for climate change?

5. Who has worked with Arts Council England to help the environment?

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Project Step 2 – Written submission template - Sustainability

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Can Asia Transition From Fast Fashion Nightmare to Circular Fashion Solution?

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Can Asia pivot away from its fast fashion industry toward more sustainable, circular fashion? The NGO Canopy is trying to make it happen.

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The global clothing industry is valued at over $1.7 tn and employs more than 300 million people across its value chains. Fast fashion in Asia has been a booming industry over the past two decades, but this is set to change as the European Union is concerned about the negative environmental and social impacts that are attached to fast fashion.

The fashion industry is responsible for about 20% of industrial water pollution, and contributes 35% to oceanic primary microplastic pollution, said a report by Asia-Europe Environment Forum. The industry also produces nearly 10% of global CO2 emissions as well as vast quantities of textile waste which makes it into a landfill.

Europe is the world's biggest consumer of textiles, whereas Asia produces more than 50% of the world's supply of fibres and fabric. Fast fashion - cheap trendy clothing that is mass-produced in Asia - is in the crosshairs of the European Union, forcing companies to overhaul their clothing supply chains to recycle fabrics and reduce the negative social and environmental impact.

Problems with Asia fast fashion

Over the past few decades, suppliers had shifted their manufacturing to Asia in the search of lower wages and cheap land. Garments make up 80% of Bangladesh and Cambodia's exports. China has over 10 million people employed in the textiles industry. In India, the textile industry is the second biggest employer after agriculture.

Meanwhile, over 70% of imports of textile and clothing in Europe come from Asia. The European Parliament in a report back in 2014 had said that Asian workers work in sweatshop conditions with poor wages and scarce security. Long working hours, low wages, lack of regular contracts and systemic hazardous conditions are among the few problems faced by garment workers in Asia. Additionally, overproduction of clothes is rampant, with over 30% of stocks remaining unsold annually.

The EU's executive arm has now called for mandatory minimum use of recycled fibres by 2030 and will ban the destruction of unsold inventory. "We want sustainable products to become the norm," European Commission Vice President Frans Timmermans said. "The clothes we wear should last longer than three washes."

However, the changes require a massive shift in an industry whose focus has been to keep costs and prices down. EU has tried to use the large market to push manufacturers to adopt green goals by levying carbon border tax and extending producer responsibility. Over 50% of textile imports in Europe come from China, Bangladesh, and Turkey, with Cambodia, Vietnam, India, the UK, and some other countries making up the rest of the textile imports figure.

And some of these countries are under criticism. The European Parliament in its report takes note of the Rana Plaza garment factory disaster in Dhaka, Bangladesh, in 2012 that killed over 1,000 people, and another accident in the same year in the Tazreen Fashion factory that killed over 100 people.

In Cambodia, garment factory workers are crammed into vehicles, and thousands have lost their lives in road accidents. Contractors use flatbed trucks to transport people, which is illegal according to Cambodia's traffic laws, while a majority of these trucks are over 15 years old.

Overhaul of fashion supply chains

Europe's love for fast fashion comes from retailer brands such as H&M, Primark, Decathlon, and Zara, among others. However, consumer tastes are changing, and they want sustainable, environment-friendly and traceable fashion choices. Upcycling and other methods to reduce the carbon footprint of clothing have also become a mainstay. Sustainability has also taken the centre stage with luxury brands; an example is the sustainability focus of UK designer Stella McCartney and more recently designer Gabriela Hearst.

The changing economics of the textile industry and the need for sustainable supply chains have manufacturers exploring new technology and methods of production. Brands that are unable to overhaul their strategy from disposable, low-margin retail clothing are becoming obsolete.

Retail giants such as H&M, or Inditex, owner of Zara, or Fast Retailing, parent firm of Uniqlo, have invested in new technology with a promise of recycled materials used in their clothing items. These companies, as well as other retailers, are also implementing better supply chain management practices and "smart logistics" systems to avoid waste of inventory.

Swedish retailer H&M has a target to reduce its emissions by 56% by 2030 and reach net zero by 2040. After the Rana Plaza disaster, H&M joined the Bangladesh Fire Safety Accord and has also pledged to use 100% recycled materials by 2030. However, Australia-based sustainable fashion rating firm Good On You says while the company has launched sustainable fashion collections such as 'Conscious', its workers still do not have adequate health and safety standards. Overall H&M is rated 'It's a Start'.

Irish fashion firm Primark in 2020 decided to provide additional support to its suppliers at the start of the pandemic and created a salary fund for factory workers in Bangladesh, Cambodia, India, Myanmar, Pakistan, Sri Lanka and Vietnam. The company has also pledged to improve the durability of its clothes by 2025 and halve emissions by 2030.

When Covid-19 hit, textile factories across Asia faced major issues as brands cancelled orders and refused to pay for ordered products, forcing many of them to shut down. The Worker Rights Consortium had reported that at least 13 clothing brands had cancelled orders from Asian factories. The crisis also laid bare the fragility of contracts between brands and suppliers, with human rights activists and trade unions calling out clothing brands to shoulder their responsibility.

What should investors do?

"Leading branded apparel companies can suffer market value destruction ranging up to 30% of their long-term margins and growth assumptions are reset at lower levels following a shake-up of their existing low-cost model," says Devi Subhakesan, insights provider who writes on SmartKarma.

Subhakesan's report analyses big 'affordable' fashion brands for their sustainability practices and sensitivity of valuations to changes in margins. The report makes the following suggestions for investors - pick stocks that will not just win the cost race but do so in sustainable ways. Monitor achievements closely, and stay clear of those who refuse to adapt and adopt sustainability goals.

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The death of fast fashion in Asia - AsiaFundManagers

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Europe's garment sustainability rules will come into full effect by 2030 and could lead to the demise of fast fashion in Asia.

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Fashion, responsible for 10% of annual global carbon emissions. Do you know what is fast fashion and its environmental impact? Click and read

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Top 10 Clothing Manufacturing Countries in the World

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The garment manufacturing industry is quite vast, with different countries contributing to the production meant for meeting the needs of brands worldwide. Whether you are a fashion startup or a large multinational brand, choosing the right manufacturing country is critical to achieving cost-effectiveness, high quality, and timely delivery. In this article, we go into an overview of the top clothing manufacturing countries in the world, as well as the things to consider when selecting a manufacturing partner for your brand.

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衣料品製造業界は非常に広大で、世界中のブランドのニーズを満たすために、さまざまな国が生産に貢献している。ファッション新興企業であれ、大規模な多国籍ブランドであれ、適切な製造国を選択することは、費用対効果、高品質、タイムリーなデリバリーを実現する上で非常に重要である。この記事では、世界の衣料品製造国のトップと、あなたのブランドのために製造パートナーを選ぶ際に考慮すべき点について概観する。

衣料品製造業界において、中国は依然として最大のプレーヤーであり、最も大きな影響力を持っている。世界最大数の衣料品を生産している。その製造能力は、大規模なものでは他の追随を許さない。

- 現場での経験 高級衣料から日常着まで、中国の縫製工場はほとんどすべての種類の製品を扱っている。そのため、中国は にとって絶好の進出先となっている。

バングラデシュは、世界で最も費用対効果の高い衣料品製造拠点の一つとして、大きな勢いを見せている。人件費が安く、若い労働力が多いバングラデシュは、低コストでの衣料品生産を求めるブランドにとって、非常に理想的な国だ。ここ数年、バングラデシュは衣料品、特にファストファッション分野の主要輸出国の一つとして台頭してきた。

バングラデシュの衣料品製造業の主な強み：

ベトナムは、世界の衣料品製造の強力な競争相手として急速に台頭している。低賃金と品質水準の向上が相まって、ベトナムはお気に入りの進出先のひとつになりつつある。

インドは繊維生産において偉大な歴史的背景を持ち、現在も世界有数の繊維生産国である。最高級の綿花生産国として、また高品質な生地生産国として知られるインドは、伝統的な職人技と最先端の製造技術を巧みに融合させ、ありとあらゆるアパレル製品においてトップクラスの生産国となっている。

イタリアは高級ファッションと高品質の衣料品製造の代名詞である。生産量では中国やバングラデシュに及ばないが、それでもイタリアは高級衣料品や生地の生産においてリーダー的存在であり続けている。イタリアのメーカーは品質、デザイン、クラフツマンシップに重点を置いており、高級アパレルブランドにとってイタリアはトップクラスの進出先となっている。

過去20年間、トルコはアパレル製造、特にヨーロッパ市場向けのブランド製造の主要プレーヤーとして台頭してきた。トルコは、伝統的な職人技と近代的な技術を併せ持ち、高品質の衣料品を競争力のある価格で生産することを可能にしている。ヨーロッパとアジアの間に位置するトルコの戦略的立地は、物流面でも大きなメリットをもたらしている。

米国は繊維・衣料品、特に高級生地、スポーツウェア、特殊繊維の重要な生産国のひとつであり続けている。人件費の高騰により国内生産は激減しているが、米国は技術革新、繊維研究、開発において依然リードしている。

インドネシアは、世界の衣料品製造業、特にカジュアルウェア、スポーツウェア、テキスタイルの製造業において、ますます重要な存在になりつつある。同国は、比較的低い人件費、成長し続ける労働力、東南アジアの戦略的立地を享受している。

パキスタンの繊維産業は堅調で、綿を主原料とする衣料品が多い。綿花の最大生産国のひとつであり、国際市場への繊維製品・衣料品の主要サプライヤーとしての地位を確立している。

メキシコは、特に米国を拠点とするブランドにとって、衣料品製造の目的地としてますます人気が高まっている。メキシコは米国に近く、手頃な労働コストとUSMCAのような貿易協定があるため、ニアショアリングの魅力的な選択肢となっている。

あなたのブランドに最適な衣料品製造国を選ぶための主な考慮事項

衣料品を製造する国の選択は、コストと品質のバランスを考慮する必要がある。例えば、中国やバングラデシュのような国は低コストで生産できるが、イタリアやアメリカのような国は高品質で高級な生地を提供する。

選ぶ国が倫理的な労働慣行を適用し、安全な労働環境を維持していることを確認する。バングラデシュやベトナムのような国々は労働条件を改善しつつありますが、十分な注意を払う必要があります。

中国やアメリカなどの国々は、技術的進歩においてリードしており、品質と効率の面で業界を強化する価値提案を提供している。

中国が世界の衣料品製造業をリードする理由

中国の比類ない生産規模は、大量生産と専門製品の提供により、大小の衣料品ブランドの需要に対応することを可能にし、以下を実現するのに理想的である。 製造のニーズに最適である。

中国はオートメーションとスマート製造のリーダーであり、生産効率と衣服の品質を大幅に向上させている。

大量生産におけるコスト効率とサプライチェーン・マネジメント

確立されたサプライチェーンとコスト効率の高い生産能力により、中国は高品質の衣料品を競争力のある価格で生産することができる。

中国の工場は、高級品からファストファッションまで、あらゆるものを生産することができる。そのため、以下のようなグローバル・ブランドの幅広いニーズに応えることができる。 といった専門的なオーダーにも対応している。

繊維・衣料品産業に対する政府の支援と輸出志向の政策により、中国は衣料品生産のハブとしての地位を世界的に維持している。

衣料品製造の国を選ぶ際には、コスト、品質、労働条件、技術の進歩などを考慮することが不可欠だ。多くの国が独自のメリットを提供する中、中国は衣料品製造の世界的リーダーとして際立っている。比類のない生産規模、高度な技術、コスト効率、多様な衣服の種類にわたる広範な専門知識により、中国はあらゆる規模のブランドに理想的なソリューションを提供している。

中国のアパレルメーカーとして、私たちはお客様のブランドのニーズに合わせた高品質の製品をお届けすることに誇りを持っています。大量生産、カスタムデザイン、ニッチで高品質なアパレルのいずれをお探しでも、中国の確立されたサプライチェーンと製造の専門知識が最適な選択となります。効率性、信頼性、そして卓越性でお客様のビジョンを実現しましょう。

中国 は、その規模、コスト効率、多様な生産能力により、衣料品製造において総合的に最も優れている。

イタリア は、その職人技と高級素材のおかげで、最高品質の衣料品、特に高級衣料品を生産することで知られている。

トップ10は以下の通り：

4. 小さなブランドは、衣料品製造のパートナーを選ぶ際、大企業と競争できるのか？

そう、小さなブランドは、ベトナムやメキシコのような柔軟な協力条件を提示してくれるメーカーを見つけることで、競争に打ち勝つことができるのだ。中国も可能性がある。

バングラデシュと中国はファストファッションに最適な国だ。人件費が安く、生産ペースが速いからだ。

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世界の衣料品製造国トップ10

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衣料品製造業界は非常に広大で、世界中のブランドのニーズを満たすために、さまざまな国が生産に貢献している。ファッション新興企業であれ、大規模な多国籍ブランドであれ、適切な製造国を選択することは、費用対効果、高品質、タイムリーなデリバリーを実現する上で非常に重要である。この記事では、世界の衣料品製造国のトップと、あなたのブランドのために製造パートナーを選ぶ際に考慮すべき点について概観する。 ...