{"id":510482,"date":"2025-08-13T14:07:00","date_gmt":"2025-08-13T13:07:00","guid":{"rendered":"https:\/\/axkid.com\/uk\/articles-1\/sustainability-work-at-axkid-my-reflections-on-progress-and-challenges\/"},"modified":"2026-01-14T09:58:17","modified_gmt":"2026-01-14T08:58:17","slug":"sustainability-work-at-axkid-my-reflections-on-progress-and-challenges","status":"publish","type":"post","link":"https:\/\/axkid.com\/uk\/sustainability\/sustainability-work-at-axkid-my-reflections-on-progress-and-challenges\/","title":{"rendered":"Sustainability work at Axkid, my reflections on progress and challenges\u00a0\u00a0"},"content":{"rendered":"\n

2024 is long over, the sustainability report<\/a> is published, and the summer vacation has provided some time for reflection. I thought I could share some of this with you. 2024 was a year that truly tested our commitment to sustainability\u2014and challenged my own thinking as well. As I look back, I feel both energized by the progress we\u2019ve made and humbled by just how much work lies ahead.\u00a0<\/p>\n\n\n\n

Getting clearer on our impact <\/strong> <\/h2>\n\n\n\n

<\/p>\n\n\n\n

One of my biggest takeaways this year is how powerful it is to have the right tools for measuring our environmental footprint. In the past, it often felt like we were finding our way in the dark, but this year we completed our first product climate assessments using the EPD (Environmental Product Declaration) methodology. For anyone unfamiliar, EPD is a transparent, lifecycle-based method for understanding and comparing product impacts. <\/p>\n\n\n\n

With this method, we finally have a reliable way to track emissions across all our products. For example, we can now put real numbers on the difference between using virgin and recycled plastics\u2014a level of detail that helps us make smarter choices. <\/p>\n\n\n\n

It turns out that around 90% of our carbon footprint is tied directly to our products: the materials, manufacturing, and components. Transport makes up 7%, and our company\u2019s own day-to-day operations account for the last 3%. Having this clarity means our focus is now exactly where it needs to be\u2014on product innovation. <\/p>\n\n\n\n

We chose 2024 as our baseline year because, frankly, our data quality is finally good enough. This gives us a solid foundation for the future, and I feel more confident than ever in the numbers we\u2019re reporting and the changes we\u2019re working toward. <\/p>\n\n\n\n

\"material<\/figure>\n\n\n\n

Some reflections on our calculations <\/h2>\n\n\n\n

Our emissions calculations haven\u2019t been externally verified yet, and there may still be some gaps. But this is part of growing up as a company. We\u2019re figuring out where we can do better and are committed to increasing the precision over time. <\/p>\n\n\n\n

Using more sustainable materials is a natural direction, but it\u2019s not always straightforward. Our products undergo rigorous safety testing, so change happens slowly. Since some production is done externally, our suppliers are sometimes unprepared for new materials or struggle to find cost-effective alternatives. These are real obstacles, but I see them as prompts to collaborate and to innovate, not as roadblocks. <\/p>\n\n\n\n

Balancing growth and climate goals <\/h2>\n\n\n\n

<\/p>\n\n\n\n

Here\u2019s something I\u2019ve wrestled with this year: growth is good news for the company, but it brings complexity to our climate ambitions. In 2024, we grew by 33%. That\u2019s something to celebrate, but it also meant our absolute emissions rose by 30%. On the surface, it looks like we\u2019re going in the wrong direction, but if you dig deeper, our emissions intensity (emissions per SEK earned) actually went down. That tells me our interventions are starting to work, even if the big numbers haven\u2019t dropped yet. <\/p>\n\n\n\n

Reflecting on goal setting <\/h3>\n\n\n\n

<\/p>\n\n\n\n

We are still a bit away form an SBTi alignment and formalized goal on emissions, but with that said, 2024 is the first time we have the data needed to set meaningful goals, and we\u2019re working on bringing everyone along for the ride. Getting all departments engaged takes patience, but it\u2019s worth it for lasting change. <\/p>\n\n\n\n

The tension between expanding our business and reducing our climate impact is real and complex. To make real progress, we need plans that allow for growth while also lowering emissions. We\u2019re investing in circular models and tracking product CO2 footprints, but real change takes time, and it may be years before we see the results. This will be a major area of focus in 2025. <\/p>\n\n\n\n

Collaborating with suppliers <\/h2>\n\n\n\n

<\/p>\n\n\n\n

It\u2019s become clear this year that our supply chain plays a huge role in our emissions story. Right now, we estimate that 19% of the power used in our supply chain is renewable. That\u2019s a start, but there\u2019s a lot of room for improvement. <\/p>\n\n\n\n

Insights on influence <\/h3>\n\n\n\n

<\/p>\n\n\n\n

One of the trickiest parts is simply not having detailed enough data about renewable energy use. We\u2019re committed to changing this in 2025, but progress isn\u2019t only in our hands. Suppliers control their own investments in renewable energy, and our influence is limited. Still, I believe that building stronger partnerships and sharing our goals openly can help move the needle. <\/p>\n\n\n\n

Social sustainability <\/h2>\n\n\n\n
\"processed
The photo was taken inside our factory in China.<\/figcaption><\/figure>\n\n\n\n

Sustainability is about more than just the environment\u2014it\u2019s also about people. Our car seats are assembled outside Shanghai, and components come from various subcontractors in the region. <\/p>\n\n\n\n

To better understand labour conditions, we\u2019ve adopted the BSCI (Business Social Compliance Initiative) framework\u2014an international standard for assessing social sustainability for a handful of suppliers whereas the remaining suppliers are assessed through an internally developed self assessment questionnaire.  <\/p>\n\n\n\n

The overall result showed we\u2019re somewhere in the middle: we saw positive results in workplace safety, but challenges around working hours and social insurance persist.  <\/p>\n\n\n\n

In general, overtime is more common than we expected. Many workers have moved from rural areas to cities, leaving families behind. For them, overtime isn\u2019t just extra pay\u2014it\u2019s a way to support those back home. This isn\u2019t unique to our supply chain. It\u2019s a widespread pattern in China, shaped by economic realities beyond our control. As a relatively small customer, our leverage is limited. <\/p>\n\n\n\n

From a Swedish standpoint, it\u2019s easy to view this through our own lens of labour rights and work\u2013life balance. But to make progress, we need to understand the context. We also learned that social insurance works differently in China compared to Europe, something that stood out in our recent audits.  <\/p>\n\n\n\n

These differences matter, and we\u2019re working with stakeholders to find solutions that respect both improved conditions and workers\u2019 needs.  <\/p>\n\n\n\n

Reflections on transparency <\/h3>\n\n\n\n

<\/p>\n\n\n\n

While we use BSCI for some suppliers, most still report through our own self-developed questionnaire. I\u2019ll admit, this data isn\u2019t perfect, we can\u2019t verify every response. The big picture suggests low risks for child labour, forced labour, and safety issues, but there are concerns about transparency and completeness. It\u2019s complicated and time consuming for a small organization, for next year, we plan to increase third-party audits to get clearer, more reliable data. <\/p>\n\n\n\n

Looking Forward <\/h2>\n\n\n\n

<\/p>\n\n\n\n

If 2024 has taught me anything, it\u2019s that progress in sustainability is rarely a straight line. This year gave us better tools, deeper insight, and a much clearer sense of direction. But it also reminded me that the journey is ongoing. It\u2019s not about ticking off boxes, it\u2019s about showing up, adapting, and being open about where we\u2019re succeeding and where we\u2019re stuck. <\/p>\n\n\n\n

There\u2019s no denying the challenges ahead. But our mission\u2014to keep children safe, now and in the future\u2014keeps us moving forward. I\u2019m excited to keep learning and to work with others, both inside and outside our industry, who share the same drive for positive change.<\/p>\n\n\n\n

<\/p>\n\n\n\n


Johan Andersson 
Sustainability Manager, Axkid <\/strong><\/p>\n\n\n\n

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