HVEG Group has released its Better Everyday Report 2025, charting the international group’s ongoing progress in Corporate Responsibility (CR). Writing in the foreword of the report, CEO Mike van Snek and CFOO Remco Vermeij underscore that sustainability is deeply embedded in business operations, acknowledging that while significant strides have been made, the business has not […]

HVEG Group has released its Better Everyday Report 2025, charting the international group’s ongoing progress in Corporate Responsibility (CR). Writing in the foreword of the report, CEO Mike van Snek and CFOO Remco Vermeij underscore that sustainability is deeply embedded in business operations, acknowledging that while significant strides have been made, the business has not yet reached its ultimate goals.

FashionUnited sat down with Jutta van Ballegooijen (Group Sustainability Manager) and Liza Ellerman (Group Sustainability Project Manager) to unpack the key takeaways, lessons learned, and strategic targets for the years ahead.

Built on three pillars: ESG in action

HVEG Group’s CR framework centres on three core pillars: Environmental, Social, and Governance (ESG). These translate into targeted operational priorities: from tackling climate impact, energy, and water usage to driving supply chain welfare, employee education, and corporate transparency.

Executing this strategy is a 20-strong international CR team operating across key regions, including the Netherlands, Germany, China, and Bangladesh.

“We want Corporate Responsibility to be a collective mindset,” explains Van Ballegooijen. “Because each business unit manages its own product lines and culture, they are best equipped to drive sustainability within their specific portfolios. At group level, we establish the overall CR strategy, define policy, monitor shifting legislation and client mandates, and deliver reporting, standards, and training. Our CR Officers then translate those frameworks directly into their business units.”

This shared accountability is increasingly evident on the ground. Most HVEG Group team members have at least one sustainability goal integrated into their work, while job postings now also incorporate CR principles where relevant to the specific role.

Standout milestones and achievements

This report reflects a group-wide effort across all operations. “This report isn’t just an achievement for our core sustainability team; it is a true reflection of the hard work of many colleagues across HVEG Group,” says Ellerman. “Everyone played a part.”

What stands out as a point of pride for Van Ballegooijen is the progress made in data collection: “Our progress on environmental data is something I’m particularly proud of. We now have a far more granular understanding of our products’ actual environmental footprint, which gives us a solid foundation to set rigorous targets.”

That database was expanded considerably over the past year. HVEG Group completed over 130 Life Cycle Assessments (LCAs), capturing environmental data across 81 per cent of total sales volume, spanning carbon emissions, energy usage, water consumption, and land use. This evidence base fed directly into a targeted reduction plan, focussing on the supply chain’s main hotspots (the primary sources of environmental impact).

Progress on working conditions reached a new milestone, as the share of suppliers compliant with international amfori BSCI standards for fair and safe environments surpassed our annual target of 50 per cent. Meanwhile, the adoption of preferred raw materials rose to 32.7 per cent, keeping the business firmly on track towards its 50-per-cent goal by 2030.

On climate action, the group marked a key milestone by launching full Scope 1, 2, and 3 Greenhouse Gas accounting in partnership with Carbonfact. This initiative forms part of our commitment to the Science Based Targets initiative (SBTi), with official validation of HVEG Group’s Scope 1, 2, and 3 reduction targets scheduled for the coming period.

Navigating Challenges with Openness

The report is equally candid about where progress fell short. Achieving complete visibility across Tier 2 suppliers – those providing materials to HVEG Group’s direct manufacturing partners – proved more challenging than anticipated. Data remains fragmented and supplier reporting inconsistent, prompting HVEG Group to introduce stricter requirements and refined data processes in 2026.

Circular innovation and HVEG Lab

Similarly, HVEG Lab, the group’s incubator for circular concepts, missed its 2025 target, as no new sustainable business model was successfully developed at scale. However, several promising trials were launched. These include a partnership with Belt Fashion and leather specialist Salamander to upcycle belt production leather scraps into bonded leather for accessories such as belts, keyrings, and cardholders. Additionally, an initial test blend comprising 12 per cent hemp, 79 per cent lyocell, and 9 per cent spandex was developed, designated for products including spaghetti tops, tank tops, and briefs in Sassa Mode’s SS27 collection.

Openness and transparency

According to Ellerman, this level of openness aligns with how the group views sustainability. “The aim of this report is to provide insight into all of HVEG Group’s sustainability efforts,” she says. “Of course, it’s about taking concrete steps, but it’s also about explaining what sustainability truly means and what is required to make a genuine difference.”

Transparency is an important part of the group’s governance strategy. As Van Ballegooijen points out: “Everyone across the organisation needs to understand what we are doing and why. That means being completely upfront with our data, even when the numbers are far from perfect.”

Looking ahead: Roadmap for 2026–2027

As Van Ballegooijen and Ellerman emphasise, the true value of the 2025 report lies in how it reflects a group-wide effort across all operations. Rather than looking solely in the rear-view mirror, it sets out clear operational targets for the coming years. By 2026, HVEG Group aims to increase the share of Tier 1 factories holding an amfori BSCI A or B rating to 70 per cent, targeting 80 per cent by 2027. Capability building will be supported through a mandatory training curriculum structured around three core Corporate Responsibility modules. On packaging, the group plans to transition to 80 per cent preferred packaging across owned brands and 50 per cent across private label lines by 2027, while HVEG Lab is set to deliver one completed circular pilot project in 2026 and scale to two in 2027.

What remains throughout is the central theme highlighted by both Van Ballegooijen and Ellerman: Corporate Responsibility as a shared responsibility, driven and supported by everyone across the organisation.

PARTNER CONTENT | Originally published in Dutch by FashionUnited on 2 September 2026, this English adaptation has been tailored to the HVEG Group newsroom. Read the original Dutch version on the FashionUnited website.