In 2025, Greggs reduced food waste by 40%, compared to its 2018 baseline and increased the ratio of unsold food that is redistributed to 45%. It also lowered its emissions by 56% since 2019, according to its 2025 Sustainability Report – The Greggs Pledge. The UK baker reports that 40% of all new products are healthier choices.
The company worked on its environmental goals and ensured that 100% of Greggs own-brand packaging was fully recyclable in 2025. A single product made it necessary for an exception to this rule: its hot drink cups. Greggs opened two Eco-Shops last year, and went on to introduce the successful features to 34% of its stores. In addition, 97% of the electricity, 47% of the gas, and 28% of the vehicle fuel Greggs uses now comes from renewable sources, the report highlights.
Focusing on its supply chain, the company ensured that 100% of the declared soy it uses is certified as sustainable. The report highlights Greggs’ work following its three sustainability pillars: building stronger, healthier communities; making the planet safer; and becoming a better business. For palm oil, it scored 10/10 in the Roundtable on Sustainable Palm Oil Shared Responsibility Scorecard. It also helped improve farm animal welfare by establishing its supply chain as one of the UK’s top four companies in the Business Benchmark on Farm Animal Welfare. In 2025, Greggs ranked in the top 35% of companies assessed by EcoVadis.
Evolution of The Greggs Pledge by the end of 2030
Greggs revised and refocused its original 10 commitments into a smaller number of more targeted priorities, retaining the same three core pillars while increasing focus on areas where it can deliver the greatest positive impact (the three key pillars are: Building Stronger, Healthier Communities; Making Our Planet Safer; and Becoming a Better Business).
Some previous commitments have become fully integrated into everyday operational processes, such as keeping food waste at manufacturing sites below 0.2% and using only recyclable materials for packaging. These initiatives will now be maintained through usual governance processes.
Other commitments have evolved to reflect a more nuanced understanding of the issues and the areas where Greggs can have the greatest impact. For example, as schools transition to UK Government-funded breakfast provision, Greggs will continue to support its network of schools by expanding its support to different times of the school day, ensuring continued positive impact for children and communities.
New commitments and priorities for 2026 include partnering with Nesta, the research and innovation foundation, to develop a method for measuring the healthiness of food sales, report performance against this measure and set a target to deliver improvement by the end of 2030.
Greggs has set the following targets to be achieved by the end of 2026 and by the end of 2030:
BUILDING STRONGER, HEALTHIER COMMUNITIES
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| By the end of 2026 | By the end of 2030
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Supporting communities | Support 100 local organizations to take action that strengthens their communities.
| Support 150 local organizations to take action that strengthens their communities. |
Helping customers to make healthier choices | Develop a methodology for measuring the healthiness of food sales.
| Report on the healthiness of sales and set a target for further improvement. |
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Putting an end to food waste | Introduce a ‘Fighting Food Waste’ performance metric into operational KPIs and continue to open Greggs Outlets in line with plan.
| Build on its strong track record of redistributing unsold food and commit to increasing this to at least 50%.
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MAKING OUR PLANET SAFER
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| By the end of 2026 | By the end of 2030
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Going carbon-neutral | Reduce Scope 2 emissions as per Greggs net zero trajectory.
| Be net zero for Scope 2 emissions whilst maintaining its trajectory for all three Scopes by 2040. |
BECOMING A BETTER BUSINESS
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| By the end of 2026 | By the end of 2030
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Embracing diversity | Report its 2025 disability pay gap, as part of its Pay Gap Report, ahead of legislation.
| Through its inclusive talent attraction, recruitment and development approach, build a diverse talent pipeline and increase diversity across leadership populations.
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Protecting animal welfare | Maintain a Tier 2 rating as evidenced in the next Business Benchmark for Farm Animal Welfare report. | Continue to improve animal welfare practices to ensure Greggs remains in a leadership position amongst its peers. |
Sustainable procurement | Improve its sustainable procurement EcoVadis score by 5%. | Advance its sustainable procurement approach by improving its EcoVadis score by 25%.
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Pictured: the new roll trilogy. Photo credit: Greggs