New Report from Global Fashion Agenda and Boston Consulting Group Explains How CFOs Can Better Manage Sustainability-Driven Costs, Risks, and Opportunities.

Climate-related disruptions are increasing costs across the fashion industry, contributing to price spikes of up to two times for key raw materials like cotton and wool. Emerging legislative frameworks such as textile extended producer responsibility could reduce net profits for large mass fashion players by roughly 4% by 2030. There are also economic upsides to sustainability: roughly 70% of fashion-sector GHG emissions can be reduced at a low cost or with cost savings.

Even as sustainability’s impact on fashion economics grows, mentions of sustainability in fashion earnings calls have fallen by roughly one third since 2022, while AI, earnings volatility, and trade-related topics are on the rise.

With sustainability becoming more closely tied to financial performance, it is emerging as a core financial discipline. Fashion industry CFOs are well positioned to lead this shift.

A report released today at the Global Fashion Summit from Global Fashion Agenda and Boston Consulting Group (BCG), titled Fashion CFO Agenda 2026: Building Financial Resilience Through Sustainability, shows how CFOs can use sustainability to better manage costs, risks, and long-term performance. The report is grounded in deep engagement with more than 30 CFOs and senior executives, and backed by an analysis of over 150 fashion brands.

Sustainability-Related Costs and Risks Are Rising, but So Are Opportunities

• Incorporating sustainability into day-to-day financial control, annual financial planning and long-term deployment of strategic capital allocation can add unique value to a business, ensuring that initiatives deliver social and environmental benefits without needlessly sacrificing financial performance.
• Sustainability is also driving topline growth. Companies highlighted as case studies in the report are registering reduced costs and increased turnover through efficient investments in sustainability initiatives.
• Interviewed CFOs also pointed to broader benefits, including more efficient operations, driven by the improved transparency and oversight that sustainability requires, as well as stronger brand equity, and higher employee engagement.

CFOs Take on a More Central Role

To minimise costs and maximise value creation, CFOs and the broader finance function must embed sustainability into financial decision-making.

While most interviewed CFOs rated sustainability as “very important” or “critical” to company strategy, few reported that it is fully integrated across their organisation or reflected in financial metrics. However, CFOs who embed sustainability into day-to-day financial control, planning, and capital allocation are best positioned to manage sustainability-related costs and risks, while capturing long-term value. They should work closely with CSOs and other stakeholders, both internally and externally, to align and build capacity.

“Fashion leaders are juggling competing pressures, but sustainability is already reshaping industry economics,” said Catharina Martinez-Pardo, BCG managing director and partner, and coauthor of the report. “When budgets are tight, CFOs play a key role in prioritising investments, backing initiatives that deliver financial returns and sustainability impact.”

“Amid growing volatility, sustainability is no longer a peripheral concern but a defining force shaping the economics of our industry,” said Federica Marchionni, CEO of Global Fashion Agenda. “As we gather at Global Fashion Summit under the theme ‘Building Resilient Futures,’ this report underscores that resilience in fashion now depends on embedding sustainability into core financial decision-making, building on the priorities set out in GFA’s Fashion CEO Agenda. CFOs have a pivotal role to play in translating these ambitions into disciplined investments, risk management, and long-term value creation.”

Download the Fashion CFO Agenda here.