Climate Action Plan

CLIMATE ACTION PLAN 2026-2030

Yrolí exists to restore trust in the natural – in the skin, in everyday life and in the world. Taking climate seriously is a natural extension of that purpose. We cannot create safe, nourishing skincare without also taking responsibility for the footprint our ingredients, production, transport and packaging leave on the climate and nature.

We are a small company, but with a big ambition: to show that smaller companies, too, can take responsibility and work systematically on climate. Since Yrolí was founded, we have made a wide range of deliberate choices to reduce our resource consumption and build responsibility into the way we run our business – both through the solutions we have chosen and those we have opted out of. Many of these decisions have been values-based and intuitive. The next step is now to document our climate footprint and set targets, so we can work even more data-driven with our climate efforts.

As a growing company, we are now in the process of strengthening our more systematic work on climate and documentation. We do not yet have a full climate account or measurable, documented results, but we see this as a natural next step in a process that is already underway.

and public transport. As the company grows, and we expect to re-establish an office and expand the team in 2027, we will continue to set more concrete targets and strengthen the data foundation for our climate efforts.

THE PARIS AGREEMENT

With this climate action plan, we therefore commit to letting the Paris Agreement's 1.5°C target and B Lab's Climate Action framework guide how we design products, choose suppliers and develop the company as we grow – so that "the natural" remains something that people and ecosystems can thrive in. We have prepared this climate action plan, which describes our targets and concrete measures for reducing our climate footprint as the company grows, as a living document to be developed alongside our first climate account and as Yrolí grows.

Short and long-term goals

This climate action plan covers Yrolí's own activities and significant parts of the value chain (production, ingredients, packaging and transport) and will be updated on an ongoing basis as better data becomes available.

Yrolí commits to contributing to limiting global warming to 1.5°C in line with the Paris Agreement and with the intention of contributing to net zero by 2050 at the latest.

Therefore, we will:

Work systematically to limit and reduce our own emissions systematically to limit and reduce our own emissions.
Seek to influence our partners to inspire emission reductions
Take climate, environment and human rights in the value chain into account, particularly when choosing production, ingredients, transport and packaging
Communicate about climate in a truthful, accurate and verifiable manner in line with the EU's ECGT requirements for green claims and labels.

Our primary interim targets are:

2027-2028 - Gain a deeper understanding of CO₂ emissions in the value chain and set SMART targets

Prepare an initial, simple climate account to serve as a baseline, set reduction targets for the most significant emission sources and adjust the climate action plan to address what matters most.

Before 2030 - Work to reduce the climate impact of products and transport

Continue to avoid unnecessary packaging and test new materials that reduce the CO₂ footprint
Work towards low-impact solutions in production and transport
Have documented reductions per unit sold (tCO₂e/unit) for our refill solutions for hospitality / our best-selling products.

Concrete initiatives 2026-2030:

Goal

Initiatives

Resources allocated

Responsibility

Understand our footprint.

By the end of 2027, prepare a first climate account that can serve as a baseline for setting SMART goals for climate action and tracking measurable progress.

Assess whether the SME Climate Hub – UN Race to Zero – is a relevant format for Yrolí to report progress against.

Choose a simple SME approach and a single tool (Klimakompas, SME Climate Hub) to prepare the climate account. Define the relevant data categories for scope 1, 2 and 3.

Gather baseline data from, for example, the purchase of packaging and key ingredients, the transport of ingredients,

energy and process consumption at the manufacturer, and transport data for goods and raw materials. Prepare a baseline for scope 1, scope 2 and scope 3, along with a process for updating the data on a frequent basis. Set reduction targets and adjust the climate action plan with new initiatives or SMART goals. Publish the climate measurement and action plan on the website. Track progress from 2028.

Stakeholder involvement: dialogue with the manufacturer and warehouse/carrier to gather data and set in motion solutions that both ease the work of gathering data and inspire energy efficiencies and CO2-reducing measures.

Internal time (5% FTE in 2027) – possibly supported by an intern.

Consultancy budget of DKK 50,000–75,000.

Trine-Lise & Jette

Ensure that new office facilities and growth in the number of employees happen with the widest possible focus on limiting our climate impact.

Choose an office in an energy-optimised building where possible, close to public transport that eases employees' commuting. Choose a green electricity supplier and introduce simple behavioural measures that limit resource use. Prepare a travel policy focused on limiting employees' CO2 footprint.

Stakeholder involvement: dialogue with employees in developing the reduction measures linked to office operations and transport, so that ownership is secured.

Internal time: 10 days in 2027.

Trine-Lise & Jette

Phase out high-emission transport methods – air freight – for 75% of deliveries of Lymphatic brushes by the end of 2026

By the end of 2028, explore the options for switching to low-emission methods for the transport of both ingredients and materials to the manufacturer and of finished products, and implement a new policy by 2030.

Map the current transport flows, both upstream in the value chain (ingredients and packaging to the manufacturer in Nyborg, from manufacturer to warehouse, and from warehouse to customer). Enter into dialogue with suppliers about less emission-heavy solutions. Prepare and implement a transport policy. Track and communicate actual reductions.

Stakeholder involvement: an involving approach focused on engaging core stakeholders from the manufacturer and warehouse/transport in reducing the CO2 footprint related to transport.

Internal time: 10 days in 2027–28

Trine-Lise & Jette

Continuous optimisation of packaging and product design, both to keep avoiding superfluous packaging and plastic and to trial new materials with a demonstrably smaller CO2 footprint.

By the end of 2027, examine the current refill solution for hospitality customers and ensure a documentable, measurable CO2 reduction from the solution.

Replace the material used for cream tubes, trialling soy granulate with a view to reducing the use of virgin plastic. Test the material and ensure there is a documentable CO2 reduction from switching to the new packaging material.

Launch a project with a hospitality customer and a packaging manufacturer to examine the refill packaging solution in hotels, mapping the solution's life cycle in order to find the most climate- and environmentally friendly packaging format for hotels.

Stakeholder involvement: joint development projects with the supplier, which can also benefit other players in the industry.

Internal time: 0.1 FTE product development, each year through to 2030.

Contained within the product development budget.

Trine-Lise & Jette

Governance and follow-up

This climate plan was approved by Yrolí's management on 25 June 2026. Overall responsibility for the climate action plan sits with the ownership. Each year, we evaluate which concrete climate measures we have carried out, whether we have moved towards our reduction targets, and whether we communicate about climate in a way that remains compliant with EU and Danish requirements and the B Lab Climate Action standard. Learnings, results and adjustments to the plan are presented to the Advisory Board.

The plan is revised at least every three years – and sooner if significant changes occur, for example a new office, new product lines, substantial revenue growth or new markets. The plan is publicly available on our website.