Disclaimer: Renoon's team may hold important internal information about, or maintain direct relationships with, some of the companies referenced in this analysis. However, none of this internal knowledge or these relationships has been taken into account, in any shape or form, for the purpose of this document. The findings presented here are based exclusively on the publicly available corporate reporting reviewed as part of this research.
Renoon analysed the latest 2025 corporate reporting of 39 major fashion groups to understand how Digital Product Passports are being addressed across the industry.
The sample covers luxury and premium groups, mass-market and value fashion, sportswear and diversified apparel, footwear, eyewear and lifestyle businesses.
For each reporting entity, Renoon examined whether the selected document explicitly refers to Digital Product Passports and what the disclosure reveals about its approach, from regulatory recognition and operational preparation to pilots and rollout.
This analysis measures how Digital Product Passports are addressed in the selected corporate reporting. It does not necessarily reflect the full extent of each company’s DPP-related work, projects or internal preparation. The absence of an explicit reference should therefore be understood as an absence of disclosure in the document analysed, not as evidence that no DPP activity exists.
The research cut-off was 14 September 2026.
The research focuses on consolidated reporting entities rather than individual brands controlled by them. Brand-level initiatives were included only when disclosed in the selected Group report.
| Category | Companies and groups analysed |
|---|---|
| Luxury and premium groups | LVMH, Kering, Hermès, Richemont, Prada Group, Moncler Group, Burberry, Brunello Cucinelli, Salvatore Ferragamo, Tapestry, Capri Holdings, Ermenegildo Zegna Group,SMCP |
| Mass-market and value fashion | Inditex, H&M Group, Fast Retailing, Gap Inc., NEXT, Pepco Group,LPP |
| Sportswear, outdoor and performance | Nike, adidas, PUMA, Amer Sports, Deckers Brands, lululemon, Under Armour, Columbia Sportswear,On Holding |
| Diversified apparel, footwear, eyewear and lifestyle | PVH Corp., VF Corporation, Levi Strauss & Co., Hugo Boss, Kontoor Brands, Crocs, Birkenstock, Dr. Martens, EssilorLuxottica,Safilo Group |
Seven of the 39 reporting entities explicitly mention Digital Product Passports: LVMH, Kering, Brunello Cucinelli, Salvatore Ferragamo, NEXT, adidas and PUMA.
Together, they represent 18% of the sample. The other 32 selected reports contain no explicit DPP reference.
The analysis identified eight substantive passages across the seven positive reports. The content of those passages reveals four different stages of preparation.
| Maturity level | Reporting entities | Share of full sample |
|---|---|---|
| Regulatory recognition | NEXT, PUMA | 5% |
| Operational preparation | Brunello Cucinelli, Salvatore Ferragamo | 5% |
| Pilot or testing | adidas | 5% |
| Implementation or rollout | LVMH, Kering | 5% |
| No explicit DPP reference | 32 entities | 80% |
Implementation or rollout: LVMH and Kering. LVMH reports that Bvlgari, Loro Piana and Louis Vuitton began rolling out Digital Product Passports in 2025 with the support of the Aura Blockchain Consortium. The passage connects DPP with the Group’s broader work to consolidate traceability information and make product information available to consumers. Kering includes DPP among the services it is expanding alongside repair and certified resale. Its report also describes a Gucci initiative combining a blockchain-based product passport, NFC authentication and access to supply-chain information.
Pilot or testing: adidas describes its participation in the CIRPASS-2 Textile Loop pilot, involving unique digital IDs, lifecycle tracking and data exchange across downstream sorting and recycling services.
Operational preparation: Brunello Cucinelli and Salvatore Ferragamo. Brunello Cucinelli connects DPP readiness with textile traceability, primary supply-chain data collection and the creation of a reliable product-information database. Ferragamo describes work to provide customers with information on raw-material origin and product sustainability in anticipation of EU DPP requirements.
Regulatory recognition: NEXT and PUMA. NEXT identifies digital product passports among incoming requirements and refers to the investment needed to meet its obligations. PUMA discusses DPP requirements under the ESPR as a potential financial risk affecting compliance costs and operating expenses.
The results show why an explicit DPP reference cannot be treated as a uniform measure of readiness. Across the seven positive reports, the same term describes anything from regulatory recognition to product-level rollout.
Luxury and premium groups account for four of the seven positive entities. Two operate in sportswear, outdoor and performance, and one in mass-market and value fashion. None of the ten diversified groups explicitly mentions DPP in the selected report.
| Category | Reporting entities | DPP-positive entities | Share of category |
|---|---|---|---|
| Luxury and premium groups | 13 | 4 | 30.8% |
| Mass-market and value fashion | 7 | 1 | 14.3% |
| Sportswear, outdoor and performance | 9 | 2 | 22.2% |
| Diversified apparel, footwear, eyewear and lifestyle | 10 | 0 | 0% |
These percentages are descriptive. With only seven positive entities, they should not be used to infer that one category is systematically more prepared than another.
Across the seven positive reports, supply-chain traceability, regulation and compliance, and product-data infrastructure are the most recurring themes. Each appears in five of the seven reports.
Consumer information appears in four reports. Digital identity or authentication and circularity appear in three. Implementation or rollout is explicitly described in two reports, while one reports a pilot or testing activity.
No explicit evidence of dedicated DPP governance structures was identified in any of the seven positive reports.
The less common themes are also significant. Only NEXT explicitly refers to investment or resource allocation. Only Kering frames DPP as a strategic opportunity. Internal governance and responsibility are not explicitly developed in any of the seven positive reports.
This suggests that companies currently report DPP primarily as a product-data and traceability challenge. Its implications for organisational ownership, internal processes and wider technology transformation remain less visible.
Two of the 32 negative reports contain adjacent signals that may be relevant to DPP readiness but were not counted as DPP evidence.
H&M Group’s Annual and Sustainability Report 2025 refers to participation in the development of mandatory ecodesign criteria under the ESPR and to digitalisation intended to strengthen product traceability and durability.
Hugo Boss’s Annual Report 2025 describes the implementation of its Digital TWIN, a digital representation of the supply chain designed to improve real-time data use and end-to-end product traceability.
Neither report explicitly identifies this work as Digital Product Passport activity. Renoon therefore kept both companies outside the DPP-positive population.
This distinction is central to the research. Traceability, QR codes, NFC, digital identity and product-data initiatives were not treated as DPP evidence unless the selected report made the connection explicit or unequivocal.
The analysis does not reveal a single level of preparedness across fashion’s largest groups.
A small number report initiatives connected to products, collections and consumer access. Others describe a pilot or the underlying work on traceability and product data. Some recognise DPP mainly as a regulatory or financial consideration.
For most of the sample, Digital Product Passports are not explicitly addressed in the selected corporate reporting.
The divide is therefore not only between companies that mention DPP and those that do not. It is also between different ways of approaching the requirement: as a compliance issue, a data challenge, a pilot project or an operational product infrastructure.
The leading examples show DPP beginning to connect product identity, supply-chain information, consumer access and circular services. Across the wider sample, that connection has not yet become an established part of corporate disclosure.
The analysis covers the consolidated 2025 annual, integrated or regulatory reporting of 39 major fashion companies and groups. All 39 reporting entities were assessed using the same search terms, evidence criteria and maturity framework.
The reporting period includes calendar year 2025 or, for companies with a non-calendar financial year, the latest eligible report available by the research cut-off whose financial period began in 2025. The unit of analysis is the consolidated reporting entity rather than its controlled brands.
One complete official report or official digital-report representation was selected for each entity. Separate versions and external corporate sources were not combined to create a positive result.
Primary search terms included “Digital Product Passport”, “Digital Product Passports”, “DPP”, “DPPs”, “product passport”, “product passports”, “digital passport” and “digital passports”. Every occurrence was checked in context.
Secondary terms including ESPR, traceability, product data, digital identity, data carriers, QR, NFC, serialisation and identifiers were reviewed separately. They did not make a report DPP-positive without an explicit or unequivocal connection to DPP.
The maturity framework records the highest level explicitly supported by the selected report:
The findings measure disclosure in the selected documents, not the full universe of corporate DPP activity. Reports also differ in structure, length, language, legal regime and degree of sustainability integration.
Preparing for Digital Product Passports requires more than recognising the regulation. Renoon supports fashion companies in defining the data, systems, supplier processes and operating model needed to move from DPP readiness to implementation.
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