While we believe that achieving our targets will set us up for future success, we recognize that we cannot do this alone. By working closely with partners, suppliers, employees, and consumers, we aim to scale solutions and create meaningful impact across the industry. Explore the sections below to see our targets and the latest progress across each of our focus areas. For a deeper dive, see our latest Annual Report.
CLIMATE ACTION
CLIMATE ACTION
To ensure transparency and accountability, adidas has set ambitious climate targets validated by the Science Based Targets initiative (SBTi) (last validation obtained in 2024). The SBTi supports companies in setting reduction targets that are scientifically grounded, helping businesses contribute effectively to global climate action.
Product Carbon Intensity 2025 Target
| TARGET | ACHIEVE A 9% REDUCTION IN CARBON INTENSITY PER PRODUCT BY 2025 AGAINST A BASELINE OF 2022 |
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PROGRESS |
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CONTEXT | This target reflects consistent action across our value chain and marks further progress in decoupling emissions intensity from business growth.
Progress during the year was supported by the delivery against key mitigation levers, including significant advances in phasing out coal from our suppliers (where feasible), increasing the use of renewable electricity across our own operations and supply chain, and continuing to scale lower-carbon materials. |
SCOPE 1 & 2 2030 TARGET
| TARGET | AIM FOR A 70% REDUCTION IN SCOPE 1Scope 1 GHG emissionsScope 1 GHG emissions are direct GHG emissions from operations owned or controlled by an organization (SBTi, 2025). AND SCOPE 2Scope 2 GHG EmissionsScope 2 GHG emissions are indirect GHG emissions associated with the generation of purchased or acquired electricity, steam, heating or cooling consumed by an organization (SBTi, 2025). ABSOLUTE GREENHOUSE GAS (GHG) EMISSIONSGreenhouse Gas EmissionsGreenhouse gas (GHG) emissions are gases that trap heat in the Earth's atmosphere, a process called the greenhouse effect. Human activities, such as burning fossil fuels, increase the release of these gases, contributing to global warming and climate change (IPCC, 2018). BY 2030, MEASURED AGAINST A BASELINE OF 2022 |
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PROGRESS |
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CONTEXT | At adidas, we are aiming to reduce our GHG emissions across our own operations, including our administrative offices, distribution centers and retail stores. These are the areas that are in our direct control, tracked under Scope 1 and Scope 2 emissions. adidas does not consider the use of offsetsOffset/Carbon offsettingAccording to the Intergovernmental Panel on Climate Change (IPCC) a carbon offset is a reduction of GHG in order to balance out an emission made elsewhere. Essentially, offsetting refers to buying carbon credits which are tradable units of reduced GHG emissions from projects outside an organization‘s operations (IPCC). However, it’s important to note that buying these credits doesn't actually reduce the emissions created by the original activity—it's just compensating for them by funding projects that cut emissions elsewhere. In other words, carbon offsetting doesn’t directly lower the emissions from the activity you’re trying to offset. to achieve this target. To achieve this target, we are prioritizing two key initiatives: powering up on renewables (67% contribution to reduction) and improving energy efficiency (3% contribution to reduction) across our operations. |
SCOPE 3 2030 TARGET
| TARGET | AIM FOR 42% REDUCTION IN SCOPE 3Scope 3 GHG emissionsScope 3 emissions are indirect GHG emissions (other than those covered in Scope 2) that occur from activities not directly controlled by the organization. adidas includes emissions from the categories purchased goods and services, fuel- and energy-related activities, upstream and downstream transportation and distribution, business travel, end-of-life treatment of sold products and downstream leased assets in its 2030 ambition (SBTi, 2025). ABSOLUTE GREENHOUSE GAS (GHG) EMISSIONS BY 2030, MEASURED AGAINST A BASELINE OF 2022 |
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PROGRESS |
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CONTEXT | In addition to our direct operations, we are reducing our Scope 3 greenhouse gas (GHG) emissions. Recognizing that a significant portion of these emissions is linked to our suppliers, we understand that meaningful change depends on strong partnerships and meaningful collaboration with them. Through our Supplier Environmental Program, we provide the resources and guidance they need to reduce their environmental impact, which also impacts adidas’ carbon footprint. adidas does not consider the use of offsets to achieve this target. Our efforts focus on five key initiatives: driving energy efficiency and maximizing renewable energy (18%), advancing material innovation (10%), phasing out coal at Tier1 and Tier2 supplier facilities (6%), driving process improvements and innovation (5%), and applying other decarbonization levers (3%). |
LONG-TERM TARGET
| TARGET | AIM FOR A 90% REDUCTION IN SCOPE 1, 2, AND 3 ABSOLUTE GREENHOUSE GAS (GHG) EMISSIONS BY 2050 AGAINST A BASELINE OF 2022 |
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CONTEXT | As we aim toward 2050, we recognize that achieving this long-term ambition will require breakthrough innovations and technologies that are not yet fully developed or commercially available at scale. While only a small additional reduction will come from further improvements in our Scope 1 and 2 (1%), we expect the majority of reductions to come from our Scope 3 emissions (45%). |
Beyond our 90% target, we consider neutralizing the remaining (up to 10%) of our absolute emissions for which reduction actions aren’t viable. In line with SBTi, we will neutralize (offsetOffset/Carbon offsettingAccording to the Intergovernmental Panel on Climate Change (IPCC) a carbon offset is a reduction of GHG in order to balance out an emission made elsewhere. Essentially, offsetting refers to buying carbon credits which are tradable units of reduced GHG emissions from projects outside an organization‘s operations (IPCC). However, it’s important to note that buying these credits doesn't actually reduce the emissions created by the original activity—it's just compensating for them by funding projects that cut emissions elsewhere. In other words, carbon offsetting doesn’t directly lower the emissions from the activity you’re trying to offset. ) these remaining emissions through high-quality permanent carbon removal solutions. We will ensure that we invest only in certified high-quality projects that will ensure additionality, permanence, exclusivity and with environmental and social safeguards.
To find out more about our approach and actions, see our Climate Action page and our Climate Transition Action Plan.
CIRCULARITY AND MATERIALS
CIRCULARITY AND MATERIALS
The footwear and apparel industry is resource intensive and has impacts on the environment along the entire value chain, from raw materials extraction to the manufacturing of products and the end of their life. We strive to mitigate these impacts through responsible material sourcing practices and strict waste management in our value chain. With our long-term circularity strategy, we are working toward gradually embedding circular economy principles into our business model.
CIRCULARITY AND MATERIALS
| TARGET | 100% OF THE POLYESTER USED IN OUR PRODUCTS TO BE RECYCLED POLYESTER BY 2024. |
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PROGRESS | 99% first achieved in 2023 and has been maintained since. | |
CONTEXT | Polyester is the most used material in our products, therefore the transition to recycled polyester is an important lever in our materials strategy. All recycled content is verified through third-party certifications such as the Global Recycled Standard (GRS) and the Recycled Claim Standard (RCS). |
| TARGET | 10% OF THE RECYCLED POLYESTER USED IN OUR PRODUCTS COMES FROM RECYCLED TEXTILE WASTE BY 2030. |
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PROGRESS | Target ongoing. | |
CONTEXT | We are working with supply chain partners to scale textile-to-textile recycling for integration across our product portfolio. This target marks a shift from recycled plastic bottles to textile waste as the feedstock for our recycled polyester. Over the past few years, we have closely accompanied technological progress and its adoption in our supply chain. Textile-to-textile recycling technologies have matured to the point of at-scale production, enabling us to set and pursue this ambitious target with confidence. |
WASTE MANAGEMENT
| TARGET | 98% OF WASTE FROM TIER 1 AND TIER 2 SUPPLIERS TO BE DIVERTED FROM LANDFILLS BY 2025 |
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PROGRESS | In 2025, we achieved a 95% landfill diversion rate among suppliers in our environmental program. | |
CONTEXT | This target is aligned with our waste management guidelines and waste diversion program. The program supports our suppliers in enhancing waste segregation during manufacturing, increasing the reuse of non-hazardous waste, and prioritizing recycling or waste-to-energy initiatives. Progress is monitored through supplier-reported data and verified via audits conducted under adidas’ Environmental Program. This target was concluded in 2025, and we remain committed to minimizing waste generation while promoting the extension of waste shelf life from our production processes. Moving forward, we will place greater focus on collaboration with our suppliers to develop a circular system within our sourcing markets. |
For more information on our approach and actions, visit our Circularity page.
BIODIVERSITY
BIODIVERSITY
Our biodiversity approach is emphasized by our commitment to achieve deforestation- and conversion-free (DCF) supply chains by 2030, integrates human rights considerations, and aligns with our decarbonization goals. The adidas Nature Strategy focuses on our upstream supply chain, particularly sourcing materials with deforestation risks such as leather, natural rubber, and timber, while also targeting compliance and the reduction of indirect carbon emissions from land use. Our targets fully support its implementation.
DEFORESTATION- AND CONVERSION-FREE (DCF) COMMITMENT
| TARGET | WE AIM TO ACHIEVE A DEFORESTATION- AND CONVERSION-FREE (DCF) SUPPLY CHAIN FOR ALL HIGH-RISK COMMODITIES (BOVINE LEATHER, NATURAL RUBBER, AND TIMBER-RELATED MATERIALS) USED IN OUR PRODUCTS BY 2030. |
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PROGRESS | We are taking steps to improve supply chain transparency, including mapping the supply chains of these high-risk commodities. Since 2023, we have been working with our direct and indirect suppliers to understand the origins of these materials down to the extraction and production level. We continuously monitor our performance by tracking sourcing volumes, country of origin, and enhancing due diligence for suppliers sourcing from high-risk areas. | |
CONTEXT | This target covers all bovine leather, natural rubber, and timber (man-made cellulosics and paper-packaging) sourced for adidas products, excluding recycled leather and trims. It is informed by the EU Biodiversity Strategy for 2030 and is based on research by the World Resources Institute (WRI) and the World Wide Fund For Nature (WWF). Achieving this target depends on two key enablers: traceability and certification. There is currently no deforestation-free certification in the leather industry, and traceability systems are still evolving. We are therefore actively supporting industry initiatives to build scalable traceability and certification solutions, partnering with organizations such as the Leather Working Group (LWG) and Textile Exchange. |
ZERO SOURCING FROM ENDANGERED SPECIES
| TARGET | NO SOURCING OR PROCESSING OF RAW MATERIALS FROM ENDANGERED AND/OR THREATENED SPECIES |
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PROGRESS | Target successfully achieved again in 2025. | |
CONTEXT | This global target applies to the entire volume of materials sourced by adidas, with no exceptions. It is a standing commitment that remains in effect every year and is reset to zero annually. The target is based on the International Union for Conservation of Nature and Natural Resources (IUCN) Red List of Threatened Species and governed by adidas’ standard for animal-derived materials. |
CERTIFIED COTTON
| TARGET | 100% THIRD-PARTY CERTIFIED COTTON |
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PROGRESS | Target first achieved in 2018 and consistently maintained annually since. It remains an ongoing commitment and was met again in 2025. | |
CONTEXT | When we say third-party certified cotton, this includes organic, recycled, and other third-party certified cotton, such as cotton from the Better Cotton Initiative (BCI) and the US Cotton Trust Protocol. All organic cotton we use is certified by the Global Organic Textile Standard (GOTS) or the Organic Content Standard (OCS). All recycled cotton yarns used in adidas products are certified under the Recycled Claim Standard (RCS) or Global Recycled Standard (GRS). |
CERTIFIED WOOL
| TARGET | 100% THIRD-PARTY CERTIFIED WOOL |
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PROGRESS | Target achieved in 2024 and maintained in 2025. | |
CONTEXT | This global target covers the entire volume of sheep wool sourced by adidas (excluding recycled wool). All wool used is certified under the Responsible Wool Standard (RWS). |
WATER
WATER
We focus on reducing our water footprint by increasing efficiency in our own operations and supply chain. Below are the targets guiding these efforts.
WATER CONSUMPTION (SUPPLY CHAIN)
| TARGETS | 40% REDUCTION IN WATER CONSUMPTION INTENSITY BY 2025 (BASELINE 2017) IN OUR SUPPLY CHAIN |
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PROGRESS | Target exceeded. 43% reduction achieved in water intensity in our Tier 2 facilities in 2025. | |
CONTEXT | This target focused on reducing water use among our water-intensive Tier 2 suppliers. Through close collaboration with industry partners, we exceeded our water intensity reduction goal, providing a strong foundation for the next five-year phase. Performance is measured as water consumption per unit of business value (m³/USD). |
WATER CONSUMPTION (OWN OPERATIONS)
| TARGETS | 15% REDUCTION IN WATER CONSUMPTION INTENSITY BY 2025 (BASELINE 2019) IN OUR OWN OPERATIONS |
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PROGRESS | 20% reduction in water consumption intensity achieved in 2025, meeting and surpassing our target ahead of schedule. | |
CONTEXT | This target applies to water use across our own operations, including adidas’ administrative offices, distribution centers, and retail spaces. Performance is measured based on water consumption per square meter of operational space (m3/m2). |
POLLUTION
POLLUTION
We aim to proactively collaborate with our Tier 1 and Tier 2 suppliers to reduce environmental pollution resulting from our manufacturing activities wherever possible. The following targets help guide our efforts and track progress.
WASTEWATER TREATMENT
| TARGET | 90%90%Metric based on number of facilities OF TIER 1 AND TIER 2 SUPPLIERS OPERATING ON-SITE EFFLUENT TREATMENT PLANTS TO MEET THE ZDHC (ZERO DISCHARGE OF HAZARDOUS CHEMICALS) WASTEWATER ‘FOUNDATIONAL LEVEL’ BY 2025. |
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PROGRESS | 90% of the suppliers in scope met the ZDHC Foundational Level in 2025. | |
CONTEXT | This target focuses on improving the quality of wastewater discharged by our Tier 1 and Tier 2 suppliers. The ZDHC ‘Foundational Level’ sets minimum requirements for testing and managing wastewater to ensure it is treated before release. We carry out bi-annual compliance checks of supplier wastewater management and provide technical support for continuous improvement. In 2025, we concluded our year-end cycle with 90% of facilities meeting the ZDHC Foundational Level, successfully achieving our target. |
LEVEL 3 CHEMICAL FORMULATIONS
| TARGET | 80%80%Metric based on number of chemical formulations OF CHEMICAL FORMULATIONS USED IN PRODUCTION TO MEET ZDHC MANUFACTURING RESTRICTED SUBSTANCES LIST (MRSL) LEVEL 3 CONFORMANCE BY 2025. |
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PROGRESS | 75% of chemical formulations met Level 3Level 3The highest ZDHC Manufacturing Restricted Substances List (MRSL) conformance level, requiring third-party verified evidence that chemical formulations meet the MRSL’s strictest environmental and safety criteria. in 2025. | |
CONTEXT | This target supports the phase-out of restricted substances by increasing the use of chemicals that meet the highest industry standard - ZDHC MRSL Level 3. We monitor supplier data submission and conduct annual on-site verification checks, as well as drive progress through joint industry engagement. While progress has been made, continued focus on chemical management remains a priority as we advance our efforts toward 2030. |
For more information on our approach and actions, visit our Nature page.
HUMAN RIGHTS
HUMAN RIGHTS
HUMAN RIGHTS AND ENVIRONMENTAL DUE DILIGENCE
To ensure that adverse human rights risks can be reduced and mitigated throughout our value chain, we had set the following target toward 2025 regarding human rights due diligence, as part of our broader risk management processes.
| TARGET | BY 2025, 100% OF OUR VALUE CHAIN AND OWN OPERATIONS WILL HAVE A SYSTEM IN PLACE TO IDENTIFY AND MANAGE HIGH-RISK HUMAN RIGHTS ISSUES. |
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PROGRESS | We met our 2025 ambition by embedding a comprehensive HREDD framework and related riskmanagement procedures across relevant business functions. Aligned with the German Supply Chain Due Diligence Act, the framework covers our upstream value chain and adidas operations, with targeted coverage of highrisk NonTrade Procurement and selected downstream relationships. | |
CONTEXT | In setting our HREDD target, we have conducted a gap analysis and adopted a risk-based approach which targets high-risk locations, processes, and activities requiring the closest attention and where we are able to apply influence and leverage to mitigate or remediate issues. Highrisk issues and mitigation measures are reported annually to the Chief Human Rights Officer and the Executive Board. This risk-based approach is in line with the United Nations Guiding Principles on Business and Human Rights (UNGPs) and OECD Guidelines for Multinational Enterprises. |
For more information on our approach and actions, visit our Human Rights page.
SUPPLY CHAIN
SUPPLY CHAIN
Workers in our suppliers’ factories play a central role in our sustainability program. We recognize the importance of operating responsibly along the entire value chain by safeguarding the rights of the workers who manufacture our products. Our 2025 targets focused on social compliance, fair wages, and gender wage parity for workers across our supply chain.
SOCIAL IMPACT (S-KPI)
| TARGET | BY 2025, TO HAVE 90% OF OUR CORE TIER 1 SUPPLIERS REACH A MINIMUM RATING OF 4S AND 100% OF THESE SUPPLIERS REACH A MINIMUM RATING OF 3S (ON A SCALE OF 1S TO 5S, WITH 5S BEING THE HIGHEST RATING). |
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PROGRESS | In 2025, 80% of our Tier 1 suppliers achieved a rating of 4S or better, and 96% reached 3S or better. While these results fell short of our goals, they reflect robust performance across most of our suppliers. Gaps were mainly driven by delays in remediating audit findings and limited compliance capacity, particularly among newly onboarded suppliers and those with high staff turnover, despite extensive advisory and training support. | |
CONTEXT | The social key performance indicator (S-KPI) rating tool measures a range of parameters including accident rates, retention levels, worker satisfaction, and worker empowerment. The thresholds are set as follows:
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FAIR COMPENSATION
| TARGET | TO SEE PROGRESSIVE IMPROVEMENTS ACROSS ALL FAIR COMPENSATION BENCHMARKS IN EACH OF OUR CORE TIER 1 SUPPLIERSCore SuppliersRefers to Tier 1 suppliers that were designated as strategic as of January 2020, the start of our fair wage benchmarking year. Monitoring and data collection are based on a representative sample of approximately 70% of this group. BY 2025 (BASELINE 2020). |
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PROGRESS | To deliver our 2025 Fair Compensation ambition, we conducted wage and workinghour data collection in three phases: 2020 (baseline), 2023 (midpoint), and 2025 (final). Fullyear data are required to assess progress, and analysis of 2025 results will be completed in 2026, consistent with prior cycles. | |
CONTEXT | Our 2025 ambition focused on driving progressive improvements in compensation across our core Tier 1 suppliers. This approach is intended to advance positive impacts and opportunities for workers in our supply chain by providing a decent standard of living that is considered acceptable by society at its current level of economic development. We are actively monitoring fair wage benchmarks and our suppliers’ performance against these. |
For our wage assessments exercise, we use the FLA Fair Compensation formula: (Basic Contracted Wage + Incentives + Cash Benefits + In-Kind Benefits) – [Taxes and Legal Deductions], excluding overtime pay.
GENDER EQUALITY AND EQUAL PAY FOR EQUAL WORK
| TARGET | CORE TIER 1 SUPPLIERSCore SuppliersRefers to Tier 1 suppliers that were designated as strategic as of January 2020, the start of our fair wage benchmarking year. Monitoring and data collection are based on a representative sample of approximately 70% of this group. WILL HAVE SECURED GENDER WAGE PARITY FOR WORKERS BY 2025. |
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PROGRESS | We delivered a collaborative gender pay parity e-learning program for Tier 1 suppliers in 2025. The program aims to build understanding of the gender pay gap and promote equal pay practices. In 2025, 70% of core Tier 1 suppliers enrolled in the training, with 100% of enrolled suppliers completing the course. A second phase will be implemented in 2026 to achieve full participation across all core Tier 1 suppliers. | |
CONTEXT | Aligned with core labor standards, which call for equal pay for equal work, we had adopted the target that every core supplier shall have secured gender wage parity for workers in 2025. Due to technical challenges and data privacy restrictions in obtaining comprehensive sex-disaggregated wage data from our supplier factories, we have focused our actions on capacity building and supporting suppliers’ understanding and ability to improve wage management systems that ensure equal pay for equal work. |
For more information on our approach and actions, visit our Supply Chain page.
Our Targets
Sustainability
Our sustainability targets help us make progress and drive continuous improvement. They cover key environmental and social topics across our own operations and supply chain.
Our Targets
Sustainability
Our sustainability targets help us make progress and drive continuous improvement. They cover key environmental and social topics across our own operations and supply chain.