design principles; introducing usage-based and service models such as rental, subscription and pay-per-use; and expanding structured take-back programmes, resale platforms and repair services that keep equipment and apparel in circulation for longer. Investment in life-cycle tracking systems and material traceability will be essential to guide decision-making, while increasing the proportion of recycled and regenerative materials within product portfolios will further reduce environmental impact and strengthen supply chain resilience. Progress is already under way, with more than half of companies in the sporting goods industry now implementing life-cycle tracking and operational improvements, including redesigning products to enable circularity as a core pathway for CO2 reduction.66 The expansion of recycled material use is also accelerating throughout the sporting goods industry. In 2023, Adidas achieved its target of sourcing 99% of its polyester from recycled content and in 2024 began transitioning from recycled plastic bottles to recycled textile waste as feedstock, with a target for 10% of its polyester volume to come from textile waste by 2030.67 Similarly, Decathlon has recorded a sixfold increase in sport rentals revenues over three years, with sales reaching €36 million ($41.5 million) in 2024.68 In a tightening economic climate and with growing demand for affordable products, circular models present a timely and scalable solution that lowers barriers to participation and broadens access to sport. In the US, sales of used sporting equipment are projected to grow at double-digit rates in 2025, nearly twice the pace of 2024 and 30% higher than in 2022, reflecting changing attitudes towards ownership and product lifespan.69 Policy interventions, such as tax incentives and extended producer responsibility frameworks, will be critical to scaling these models across markets. Collaborative initiatives such as Nike and Ant Group’s Move to Zero programme demonstrate the power of cross-sector partnerships in accelerating circularity while advancing physical activity. More than 430,000 pairs of shoes have been recycled through the programme in two years, contributing to the creation of 50 Nike Grind sport courts in China.70 Scaling circularity will require systemic change in design, manufacturing, retail and consumer engagement. A key priority for public–private collaboration is accelerating the deployment of infrastructure for the collection, sorting and recycling of waste materials, particularly textiles. This must be supported by coordinated action among financial institutions, governments, industry leaders and solution providers to unlock the investment needed for system-wide transformation. Companies that lead this transition will be better positioned to secure long-term economic advantage and build more resilient participation ecosystems. Sport stakeholders interested in advancing circularity are invited to join ongoing multistakeholder efforts, such as the Circular Transformation of Industries initiative to help drive collective progress. 3Harness sporting events to pilot and scale sustainable materials and consumption models Sporting events occupy a unique position as highly visible platforms capable of influencing both industry innovation and consumer behaviour at scale. From global tournaments to local competitions, events can serve as “real-world laboratories” for testing sustainable materials, operational models and fan engagement strategies. By integrating emerging innovative materials into uniforms, equipment and venue infrastructure, sporting events can accelerate the commercialization of sustainable alternatives. Formula E provides a compelling example, using its platform to advance electric vehicle technologies that now influence broader consumer markets, including battery performance and energy efficiency.71 To fully harness this potential, stakeholders can actively use elite competitions to pilot sustainable uniforms and equipment materials, while simultaneously reforming regulations that drive regular replacement cycles and also embedding circular policies for team apparel and merchandise. Developing fan engagement programmes that incentivize sustainable consumption, from responsible purchasing to reuse and recycling behaviours, is also critical to shifting demand patterns and reinforcing long-term cultural change. These efforts should be complemented by the integration of reusable systems for food, beverage and hospitality operations to reduce single-use waste and strengthen circular delivery models at scale. Current practices contribute significantly to waste. Professional sport teams routinely refresh kits, training wear and branded apparel each season, resulting in large volumes of surplus, unsold and decommissioned garments, while fan purchasing influenced by seasonal merchandising further accelerates material consumption and short product life cycles. Innovations in venue operations demonstrate the feasibility of sustainable event hospitality management in practice. Levy’s introduction of seaweed-based biodegradable packaging across sport venues in the United Kingdom and Germany reduced CO2 emissions by 39% compared to standard packaging and eliminated 2.5 tonnes of plastic in 2024 alone.72 Beyond venues, sporting precincts can further support circularity by establishing collection hubs for used equipment, partnering with recyclers and local social enterprises, and facilitating redistribution to grassroots and youth programmes, strengthening both environmental outcomes and inclusive access to sport. Sporting events represent powerful platforms for shaping sustainable norms, accelerating innovation and redefining how fans produce, consume and engage with sport in a low-carbon, circular economy. In the US, sales of used sporting equipment are projected to grow at double-digit rates in 2025, reflecting changing attitudes towards ownership and product lifespan. Sports for People and Planet 25

Sports for People and Planet 2026