When Climate Data Became Part of Everyday Life at Polarn O. Pyret
For nearly 50 years, Polarn O. Pyret has been creating children’s clothing with quality and sustainability at the core, garments to love, wear out, and pass on. Designs made to last, for generations.
With operations in several countries, Polarn O. Pyret has long worked systematically to collect climate data from its stores. But as the company’s sustainability work deepened, so did the need for a more efficient and engaging approach, one where more people across the organization could take responsibility and help improve the quality of the reporting.
From Central Responsibility to a Shared Effort
With Emission Twin, Polarn O. Pyret found a new way of working. Previously, the sustainability team handled almost all data collection, validation and follow-up. A process that was both time-consuming and vulnerable. Now, Polarn O. Pyret could distribute responsibility across the organization and build a clear structure where each store is responsible for reporting and validating its own data.
- Each store manager reports for their own store and can easily track progress by viewing previous years’ reports.
- Instructions are embedded directly in the reporting view, tailored to each user’s native language, making the process simple and transparent.
- All store managers received training, Q&A sessions, and an instructional video on the company intranet to ensure continuous support.
To further strengthen the structure, Polarn O. Pyret also introduced a superuser role:
- One or two superusers per region, with access to all stores in their area.
- They monitor the reporting process, set deadlines directly in Emission Twin and can proactively remind stores that have missed their submissions.
- Superusers act as local support and relieve the sustainability team from much of the operational workload.
Suddenly, climate action became part of everyday life on the shop floor, not just at headquarters.
Stronger Climate Engagement
When responsibility was distributed throughout the organization, the dynamics changed quickly:
- Climate work became a natural part of daily store routines.
- Data was reported at the source, improving quality and reducing double work.
- Superusers ensured nothing fell through the cracks.
- Time previously spent chasing numbers could instead be used to reduce emissions.
“We went from chasing numbers, to driving change.”
“For us, it was crucial to spread responsibility across the organization and involve store managers in the process. When more people contribute to reporting and administration, the sustainability team can focus on what truly matters: driving our climate strategy forward and reducing our emissions.”
— Sofia Roslund, Sustainability Manager, Polarn O. Pyret
Key Takeaways
Polarn O. Pyret shows that climate reporting doesn’t have to be a centralized, heavy responsibility. By giving more people in the organization the right tools and clear roles, the work becomes both more efficient and more meaningful, and the sustainability manager can focus on what truly drives impact.
