We have a responsibility to promote our sport towards more sustainable norms.
As a high-performance cycling apparel brand, we acknowledge our responsibility to promote sustainability within our sport by addressing social and environmental challenges. Through transparent measurements of our impact and commitment to responsible business practices, we strive to create lasting improvements for both the environment and the communities we engage with.
On this page, we provide you a snapshot of the work we have done in 2024, alongside our milestones and targets for where we see ourselves in 2028.
Highlights in 2024:
Outlined our roadmap for Impact & Responsibility
Reduced our absolute Scope 1 & 2 emissions and intensity of emissions by revenue
Implemented due diligence process to promote responsible purchasing practices
01. Strategy and Goals
In 2021 we have established six strategic priorities outlined in our Impact & Responsibility Strategy Document, each with short- and long-term visions to ensure accountability and the ability to measure progress.
As we learn more along the way, we understand that some priorities may need to be adjusted as we gain knowledge and experience.
Strategic Priorities
We started 2024 by extending and refining our six priorities and our short- and longterm vision with a concrete roadmap, consisting of baseline, milestones and target values.
To ensure accountability and drive progress on our six priorities, we saw it as essential to outline quantifiable and measurable targets across our four core 'Implement Change' priorities, as well as our communication efforts.
Within the Strategy and Goals priority, we focus on setting clear objectives and targets for our core priorities. We then translate these into tangible actions that we actively drive forward.
Set vision 01. Strategy and Goals
Implement Change 02. Environmental Footprint 03. Our Value Chain 04. Product Longevity 05. Social Responsibility and Community
Communicate Impact 06. Communication
In this report, we outline our roadmap by defining baseline, milestone and target values. We present these at the beginning of each of the following priorities, under the section of 'Roadmap'.
02. Environmental Footprint
Measuring the environmental footprint provides us key metrics for assessing the impact we have as a company. To assess and reduce our impact we employ a combination of supply chain transparency, collaboration with and between our value chain partners and purpose driven initiatives.
Roadmap:
Company Emissions Breakdown 2024
We recognise that while greenhouse gas (GHG) emissions are not the only impact we create, they serve as a valuable indicator for identifying areas of improvement. Moreover, they are widely used across the industry as a key metric for assessing environmental impact.
Similar to many sportswear and apparel brands, almost 99% of our impact falls within the scope 3 emissions and the remaining portion into scope 1 (0,73%) and 2 (0,48%).
Whereas scope 3 includes the emissions we generate indirectly — such as those from manufacturing our products, business travel, or the operations of our franchise stores — scopes 1 and 2 cover the direct and indirect emissions from our own vehicle operations and the energy we purchase in form of electricity, district heating or gas.
Science Based Targets Initiative
Since 2020 we are calculating our GHG emissions and based on these numbers, have set our reduction targets for 2030. By committing to the Science Based Targets initiative (SBTi) we have formally pledged to reduce our absolute scope 1 and 2 GHG emissions by 42% from our 2020 baseline year.
Yet, as a growing company we recognise the challenge that comes with reducing our impact whilst growing as a company. Therefore we are taking measures that aim to reach our reduction targets for scope 1 and 2 in the mid-term.
Scope 1: In 2024, we reduced our scope 1 carbon impact by 36%. This was achieved by optimising the use of our van within Europe and converting one of our company cars to a fully electric vehicle. To further reduce emissions in this category, we plan to fully electrify our vehicle fleet, ensuring a significant long-term reduction in our carbon footprint.
Scope 2: In 2024, we reduced our Scope 2 carbon impact by 35%. This was achieved by eliminating our electricity-related emissions through the purchase of renewable energy certificates for all our stores and office spaces. While we successfully reduced our electricity impact, our heating emissions increased by approximately 2%.
Our heating emissions remain the key challenge for reducing our scope 2 emissions, as they are harder to abate. Since we rent our store and office spaces, transitioning to zero-emission or lower-emission heating options, as well as shifting to renewable electricity at our franchise locations in Asia, remains difficult.
We will continue to look into possible approaches to reduce and minimise our emissions created by operating our stores and office spaces.
Data Snapshot: Scope 1 & 2 Emissions
Our Stores and Office
The 0-Mission Partnership
In 2024, we decided to partner with The 0-Mission, a climate start-up that enables all companies to contribute to the transition to renewable energy. As a partner we participate in accelerating the transition by supporting the business case of constructing more renewable energy.
We chose to partner with The 0-Mission because we share the goal of increasing the share of renewable electricity in the mix. This goal requires new, non-subsidised renewable electricity projects, which is what The 0-Mission facilitates.
Beyond providing us with certificates from a modern solar park with focus on biodiversity and groundwater resources, The 0-Mission also helps us communicate the initiative, making it tangible for our stakeholders.
Through this partnership, we ensure that the electricity consumption of our Copenhagen office and store is matched 1:1 with electricity generated in the Vandel III solar park. Together, we contribute to the construction of more renewable energy parks in Denmark.
The largest share of emissions originates from the production, shipping, use and end-of-life treatment of our products. About 90% of the total corporate footprint can be allocated to these product related scopes. Thus, alongside our goals for cutting scope 1 and 2 emissions, it is of high priority to address the impact created across our value chain by closely collaborating with our manufacturing and fabric partners.
By utilising the Higg product tools we are able to consistently track and assess the impact of our products throughout the different collections and product types, helping us to monitor and identify the areas of improvement.
To effectively reduce the impact of our products we have transitioned to organic cotton and recycled textile materials on selected styles.
Looking ahead, we are committed to further reduce the impact of our products and take into account additional impact metrics, that go beyond GHG emissions.
Product Emissions Breakdown
In our product emissions breakdown above, we share the global warming potential of some of our products. The Global warming potential (GWP) quantifies the impact of a greenhouse gas (GHG) on global warming over a specified period, relative to carbon dioxide (CO2).
The impact of a product depends on many different factors and can be influenced by the material choice, weight or manufacturing technique. Additionally, our products are designed for specific purposes, which limits direct comparability between them.
Whilst a Mechanism jersey made of recycled polyester yarn can have a total absolute global warming potential of 3,41kg of CO2e (intensity: 18kg per kg of product), an organic cotton sweatshirt has a footprint of 15,9kg of CO2e emissions (intensity: 22kg per kg of product). Still these are very different products made for different purposes, which restricts the direct comparability.
To compare, driving an average diesel car for 50km emits about 8,5kg of CO2e. (0,169kg¹ of CO2e/km * 50km = 8,490kg of CO2e)
We rely on a network of manufacturing and material partners, each playing a vital role in the journey of every item. This journey involves different people and processes at each stage, spanning multiple tiers in the value chain before the product reaches our stores.
Part of our mission is to hold ourselves accountable for the decisions we make and we have a responsibility in monitoring the working conditions in our value chain and engage in misconduct. Enabling transparency in our supply chain is an important way to ensure that our partners are working in a safe, fair and open manner.
Roadmap:
Our Value Chain Partners
We have around 20 Tier 1 value chain partners located in Lithuania, Portugal, Italy, Vietnam, Taiwan, and China, as well as approximately 50 – 60 Tier 2 partners across various countries worldwide. With most of our partners we have been working for many years and are committed to continuing our collaboration with them.
In 2022 we published profiles of our Tier 1 partners online. In 2023 we added several Tier 2 partners to our website and uploaded a list of Tier 1 suppliers to Open Supply Hub (OSH). In 2024 we have updated our T1 list on OSH and added additional partner profiles to our website.
In addition we have increased the transparency of our supply-chain internally and are making sure to capture all our direct suppliers as well as our main material and trim suppliers in our systems internally.
You can discover our 2024 list of supply chain partners on Open Supply Hub.
Our Supplier Network
Supplier Due Diligence
To ensure that we source from partners that share the same principles of a safe, fair and open business conduct. We have outlined a due diligence process that will require key obligations for our partners when engaging in business with them.
Ensuring Responsible Sourcing
Supplier Performance
In 2023 we started to strictly monitor the sustainable performance of our value chain partners. By using certifications, audits and Higg's facility tools we assess the environmental impact as well as social and labour conditions at our partners facilities.
To raise the standard within our value chain it is central to monitor and support our value chain partners in assessing and applying changes at their facilities.
In 2023 the adoptions rates for the Higg FEM and social and labour audits have been:
67% of our business volume at Tier 1 is captured by the Higg Facility Environmental Module (FEM).
30% of our business volume at Tier 1 is captured through a third party social and labour audit.
In 2024 the adoption rates of the Higg FEM and social and labour audits have been:
90% of our business volume at Tier 1 is captured by the Higg FEM.
50% of our business volume at Tier 1 is captured through third party audits.
In 2025 we aim for adoption rates of the Higg FEM and social and labour audits of:
>90% of our business volume at Tier 1 is captured by the Higg FEM.
50% of our business volume at Tier 2 is captured by the Higg FEM.
>50% of our business volume at Tier 1 is captured through third party audits.
Code of Conduct
We believe in an honest and fair business, with all employees treated equally. Our code of conduct outlines our expectations of our partners. We expect that our partners follow all local laws and regulations. We believe in building long-term relationships with our suppliers through trust and communication. Our code of conduct is a way of ensuring our partners have a clear understanding of what we ask for in a partnership.
In 2022 the code of conduct has been signed by 100% of our Tier 1 partners. In 2023 we have updated the code-of-conduct, to further strengthening our requirements. In addition we continue to work on ensuring more of our Tier 2 suppliers are also aligned with our standards.
We aim to focus on creating products that are durable and long-lasting, whilst providing our consumers options to extend the product lifetime through repair, resell options and accessible care instructions.
Roadmap:
En Route
In late 2022, we launched our resale platform, En Route, as an initiative aimed at extending the lifetime of warranty products, replacements, and samples — offering them at a lower price.
After few years in action, we have given a second life to hundreds of products, highlighting consumer appetite and commitment for this channel.
In 2024 we have taken the time to carefully analyse all options for the future of En Route.
05. Social Responsibility and Community
As a global brand, it is our responsibility to ensure that we have a positive relationship with everyone we work with, whilst building the cycling community globally.
Roadmap:
Supporting Local Cycling Teams
We continue to support young athletes on their journey into cycling, by partnering with the junior team Uno-X Carl Ras Roskilde Junior, which has been a successful junior program in the recent years. The team has been riding in a custom Pas Normal Studios team kit in 2024.
We are very proud to play a role in developing the next generation of cycling talents as they explore their potential both on and off the bike.
Supporting Local Communities
Creating a Pas Normal Studios product with all the desired qualities often involves developing multiple prototypes and samples. These iterations are made in different fabrics, colours, and dimensions to thoroughly test and refine the design. While this process results in high-performing garments, they are not intended for sale.
We use these garments and donate them to organisations to make cycling more accessible to communities.
In 2024 we have continued to partner with one community initiatives and donated 50 products:
VšĮ Dviratai Cycling Club: Located near one of our manufacturing partners in Lithuania, VšĮ Dviratai is working to create a cycling community for all ages and abilities.
06. Communication
We believe communication is a key driver of a more sustainable industry. This is why we strive to share the most current, accurate, and relevant information in a clear and accessible way.
We aim to enable consumers to make informed decisions about our products by ensuring they have the necessary knowledge and understanding.
Roadmap:
Industry Dialogue
We have been a member of Cascale, formerly the Sustainable Apparel Coalition (SAC), for several years and actively collaborate with other brands to develop solutions for the industry's biggest challenges.
Cascale is a global, multi-stakeholder non-profit alliance focused on the apparel and textile industry. Together with the tools provided by Worldly, its data counterpart, we gain valuable insights into our social and environmental impact across our value chain.
In 2024, we had the opportunity to participate in Cascale’s and Worldly’s Annual Meeting in Munich, engaging in discussions and meetings on the most pressing sustainability topics within the fashion and textile industry.
Our Industry Partners
Impact Universe
In early 2024 we relaunched our impact universe to try a new approach in our way of communicating. We want to excite more people for our efforts in impact and responsibility. The redesign aims at communicating in a lighter and more accessible form, whilst still providing the depth for the ones who are keen to learn more.
We will continue to constantly update the impact universe throughout the year.
Impact Report
We are proud to publish our third consecutive impact report in 2025. Since launching our first report in PDF format in 2023, we have aimed to evolve our communication approach. This led us to transition the annual impact report into a website format, making it more accessible and engaging.
With the 2024 impact report, we integrate our roadmap into the report itself, adding an extra layer of accountability as we work toward our targets.
Get in touch
If you have any comments, suggestions, or questions about our work, feel free to reach out at impact@pasnormalstudios.com.
