Measuring the State of Circularity in the UK Fashion Industry
Executive Summary
Part 1
18
Introduction
Part 2
Part 3
Conclusion
Sustainability teams are not typically integrated into BAU functions, creating performance siloes and knowledge gaps within a business. Weaving circularity into everyday practices Although circularity initiatives benefit from organisation-wide synchronisation, efforts are often disjointed. Sustainability leads aren’t given decision-making power within commercial or logistics functions with a sustainability impact, limiting their ability to embed initiatives end-to-end. A lack of experience in mature circular models means that many organisations are unclear on the next steps or capability requirements. Where businesses do understand these gaps, third-party organisations are frequently recruited rather than upskilling current employees, a solution that’s less sustainable and less accessible to smaller brands. Across a business, prioritisation of larger revenue streams frequently leads to employees in non-sustainability-focused teams with little time or capacity for circular initiatives. Combined with poorly defined circularity key performance indicators (KPIs) and incentives, and a lack of accountability mechanisms for circularity success (with the exception of circular design initiatives), these initiatives rarely become a priority.
Implementation of circular initiatives is often carried out by isolated teams
Board
Functional teams
Ecommerce
Design
Retail
Purchasing
Other
Sustainability
Merchandising
Logistics
Organisation-wide communication channels
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