| Title | Sustainable management in the slow fashion industry: carbon footprint of an Italian brand |
|---|---|
| ID_Doc | 24635 |
| Authors | Landi, FFD; Fabiani, C; Pioppi, B; Pisello, AL |
| Title | Sustainable management in the slow fashion industry: carbon footprint of an Italian brand |
| Year | 2023 |
| Published | International Journal Of Life Cycle Assessment, 28, 10 |
| Abstract | PurposeEnvironmental impacts associated with the fashion industry concern society and require commitment to sustainable development goals from leading companies. The role of the luxury sector in setting trends and negotiating power within the supply chain can lead this industry towards sustainability. This study constructs a comprehensive operational flux inventory attributed to an Italian luxury garment brand, aiming to investigate and propose feasible strategies to reduce potential impacts coupled with their products.MethodsUnder the operational control criteria, a whole year of activities was tracked using mainly primary data from its management system. According to ISO 14064-1:2019, potential greenhouse gas emissions were classified, organized, and processed into six categories. The analysis, at the company level, covered the product's complete life cycle, i.e., from cradle to the grave. The ecoinvent database considered preferentially local geography, and the cut-off system approach, therefore assigning emissions to the primary user.Results and discussionResults showed that the only unit in central Italy where the headquarter is located (excluding retail stores), producing 485,193 women's clothing in a year, emitted 9804 t CO2 eq. Most of these impacts (69% or 6752 t CO2 eq) can be associated with indirect emissions related to raw products and materials, and about 93% of this amount results from the high-quality products used by the company. Transportation represents 14% of the total emissions, while the use phase accounts for about 13%. As a final step, six different mitigation scenarios were proposed and analyzed by focusing on non-core production activities, i.e., upstream, and downstream operations, and consumers' habits. Once combined, these strategies can potentially reduce by about 25% the study case company overall emissions.ConclusionsAs a conclusion, exploring possible alternatives through environmental assessment tools can support strategies for achieving impact reduction. While aggressive changes can be done in non-core activities with excellent results, changes perceived by the customers can also be well desired to mark innovation and advances in the business mindset. |
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