1. Introduction
Purpose
This Climate Action Plan sets out how Le Nouveau Chef supports the global ambition to limit global warming to 1.5 °C, the concrete actions we will take to reduce our impact, who is responsible for delivering them, and how we engage our stakeholders.
Scope
This plan applies to the operations of Le Nouveau Chef and covers our own operations and our value chain. As a European workwear manufacturer, we recognise that our largest impact lies not in our offices but in our products and supply chain, and that circular business models are our primary lever to reduce it.
2. Our climate commitment
Le Nouveau Chef is committed to supporting the global ambition to limit global warming to 1.5 °C above pre-industrial levels, in line with the Paris Agreement. As a small enterprise we are not required under B Corp Standards V2.2 to run a full greenhouse-gas inventory. However, we choose to go further and commit to:
- measure our operational carbon footprint annually using the GHG Protocol methodology (already in place);
- extend measurement to a full Scope 1, 2 and 3 footprint from 2027, including product-related emissions, aligned with the product-level data required under the EU Digital Product Passport (ESPR);
- track our emissions annually as the outcome measure against the actions set out in this plan.
3. Our carbon footprint (baseline)
We measured our operational carbon footprint for the 2025 reporting year, covering our head office and our warehouse. Product-related emissions (Scope 3, Category 1) are not yet measured; see Section 7.
| Scope | Source | 2025 (t CO₂e) | Share |
|---|---|---|---|
| Scope 1 | Company vehicles, petrol and diesel | 16.47 | 27% |
| Scope 2 | Electricity buildings (on-site solar + wind power with Guarantees of Origin) | 0.00 | 0% |
| Scope 2 | District heating (head office) | 3.06 | 5% |
| Scope 2 | Electric company vehicles: charging via charge card and at home* | 11.98 | 20% |
| Scope 2 | Electric company vehicles: charging at the office (renewable)* | 0.00 | 0% |
| Scope 3 | Business travel: flights | 8.92 | 15% |
| Scope 3 | Business travel: declared private km and rail | 0.68 | 1% |
| Scope 3 | Employee commuting | 20.07 | 33% |
| Scope 3 | Waste and water | 0.14 | <1% |
| Total | Measured operational footprint | 61.3 | 100% |
Of which Scope 1 + 2: 31.5 t CO₂e, the basis for our reduction target.
* In 2025 the split of charging between home, office and charge card was estimated; from 2026 it is based on measured data.
Base year: 2025. Our 2024 footprint (75.01 t CO₂e, calculated under the GHG Protocol) is not comparable with 2025 due to differences in methodology, emission factors and boundary. The base year is recalculated if a change in methodology, boundary or data quality changes it by more than 5%.
4. Targets and actions
We set one absolute reduction target for the emissions under our direct control (Scope 1 and 2), supported by action targets per emission source. We track our total emissions annually as the outcome.
4.1 Headline reduction target
4.2 Operational targets
| Focus area | SMART target | Baseline | By |
|---|---|---|---|
| Company vehicles | Transition 100% of company-owned/leased vehicles to zero-emission. From 1 January 2027 every new or renewed lease vehicle is fully electric. | 16.47 t | 2030 |
| EV charging | Renewable charge-card contract; charge at our own sites (solar) where possible. | 11.98 t | 2027 |
| Renewable energy | Maintain 100% renewable electricity at both sites, evidenced annually. | 0.00 t (achieved) | Annually |
| Commuting | Annual commuting survey + sustainable-commuting incentive scheme (bike, public transport, EV, hybrid working). | 20.07 t | 2028 |
| Waste | Maximise separation and recycling at the distribution centre. | 5.45 t of waste | 2028 |
4.3 Value-chain strategy: circularity as our Scope 3 lever
Our products carry our largest footprint. We treat circular business models as our Scope 3 reduction strategy: extending product life and closing material loops reduces upstream (Category 1) and end-of-life (Category 12) emissions while strengthening resilience and customer relationships.
| Initiative | Status | Commitment | By |
|---|---|---|---|
| Take-back | Commit | Launch a B2B take-back scheme with key accounts; measure kg collected and % routed to reuse or recycling. | 2028 |
| Recycled & lower-impact materials | Commit | Increase procurement spend on recycled/certified materials to 25%. | 2030 |
| Reuse via schools | Investigate | Offer take-back garments still in good condition to partner schools and measure units reused. This also gives our brand exposure to future professionals. | 2028 |
| Durability & repair | Investigate | Embed durability and repairability criteria in product design (ESPR-aligned); scope a repair/reinforcement service. | 2028 |
| Product-as-a-service | Investigate | Assess a uniform rental / product-as-a-service model for institutional customers. Feasibility depends on a professional laundering partner, given food-preparation staining. | 2028 |
5. Resources for implementation
Human resources
- Sustainability & compliance: owns the plan, coordinates delivery and assembles the annual footprint.
- Process manager: CO₂ and environmental data; annual measurement cycle; quarterly tracking of the targets in Section 4.
- Procurement: supplier climate engagement, recycled-material sourcing, take-back and upstream data.
- Product & design: durability, repairability and recyclability criteria; circular models.
- HR & facility: commuting scheme, travel policy, energy and charge-card contracts, facilities.
- Warehouse manager: waste reduction; reverse-logistics handling for take-back.
- Owner/CEO & COO: approve capital expenditure (fleet, energy, circular pilots); governance oversight.
Technical & material resources
- Annual GHG measurement via Milieubarometer for head office and warehouse. The Scope 3 extension from 2027 builds on our existing supplier data pipeline.
- Capital budget for vehicle electrification, renewable energy and circular pilots, approved through the annual strategic plan.
6. Working with our stakeholders
| Stakeholder | How we engage |
|---|---|
| Production partners | Consulted on renewable energy and lower-impact materials; climate and recycled-content criteria embedded in our Responsible Business Conduct. |
| Customers | Engaged on take-back and, where relevant, service/rental models; supplied with durability and end-of-life guidance. |
| Schools | Offered reused workwear in good condition; engaged as a reuse channel and as a community of future professionals. |
| Employees | Surveyed annually on commuting; offered incentives and hybrid working; involved in reduction actions. |
| Logistics partners | Asked for emissions data; lower-carbon carriers and modes (rail/sea over air) preferred at re-tender. |
| Governing body | Approves the plan and capital expenditure; reviews progress annually and the full plan at least every 36 months. |
7. Measurement roadmap and wider impact
From 2027 we will measure full Scope 1, 2 and 3 emissions, beginning with Scope 3 Category 1 (purchased goods) via our tier-1 production partners, aligned with the product-level data required under the EU Digital Product Passport (ESPR). This makes our circular initiatives measurable as emission reductions.
We recognise that focusing only on carbon can create trade-offs elsewhere. For example, electric-vehicle battery materials carry biodiversity and community risks. Our European-made, durability-focused and increasingly circular approach is how we address climate impact while safeguarding wider environmental and social value.
8. Governance, review and approval
This Climate Action Plan is approved by the highest governing body of Le Nouveau Chef and is published on our website so that stakeholders can easily access it. It is reviewed and updated at least every 36 months. Progress against the targets above is tracked annually, reviewed by the governing body each January and published on our website.