Resell and repair to keep luxury products in circulation

Submitted through the COP31 Sustainable Transformation Awards · SKD Türkiye (WBCSD Global Network Partner)

The group is a luxury fashion and lifestyle retailer in Türkiye. It operates the Beymen, Beymen Club, Beymen Collection, Academia, Network and Divarese-George Hogg brands, boutiques of international fashion houses, e-commerce sites and mobile applications, and restaurants combining luxury retail with gastronomy, with more than 4,000 employees, over 250 stores and more than 1,500 brands featured in its stores and online.

Luxury retail is built on selling new products, and the environmental cost of that model sits in manufacturing: raw material extraction, energy in production, packaging and logistics. Every item that is replaced rather than kept in use repeats that cost, while the item it replaced still holds most of its functional life.

Two structural gaps make it difficult for customers to keep products in use. The organised second-hand market for luxury goods in Türkiye has been thin, which pushes resale into informal channels where authentication and condition cannot be guaranteed. And repair for handbags and footwear is a fragmented craft service with no standardised route, so a repairable item is often discarded because the customer does not know where to take it.

A third stream of loss sits inside the supply chain rather than with the customer. Fabric offcuts, cutting waste and cotton processing residues leave manufacturing sites as waste even though the fibre in them is intact.

The group placed all three under a published commitment framework, Beymen Promise, communicated externally under the line "Beymen Promise: Our Word to the World" (Beymen Promise ile Dünyaya Sözümüz Var), through which it publishes both the steps already taken and its forward plans and targets on nature, society and people. The framing the group uses is that "fashion is as much about doing what suits us as it is about wearing what suits us". The circular fashion axis of that framework is a 3R programme covering Beymen Reborn, Beymen Repair and Beymen Recycle, with 2024 as the base year for measurement, and through it the group seeks to advance the circular fashion agenda in Turkish luxury retail.

The programme has three interconnected components. Beymen Reborn is the pre-owned platform that brings lightly used luxury items to new owners; it launched in 2023 with luxury handbags, extended to footwear in 2024 and to furniture and home accessories in 2026, and is described as the first local platform operating at this scale in the luxury segment in Türkiye. Beymen Repair, launched in 2025 and delivered with Temiz.co, is a cleaning and repair service for handbags and footwear that is open to all customers, with no requirement that the item was bought from the group. Beymen Recycle, started in 2023, is a series of projects converting manufacturing waste into new products through recycling and upcycling.

By bringing reuse, repair and recycling under a single framework, tying them to measurable public commitments, and using order volume in the demand channel to pull supplier processes into change, the group describes the result as the first systematic circular luxury retail model in Türkiye.

The programme is institutionalised rather than run as a pilot: each component operates as a standing service with an assigned working group, an annual measurement cycle and published targets.

The message the group takes to COP31 is that a luxury retailer's circular economy commitments can be converted into measurable operational change: 10,858 items resold, 626 repaired and a growing recycling and upcycling capacity together form a climate action model that reduces waste and emissions and is transferable to other sectors. As a first in the Turkish luxury segment, the group offers it as a transformation account relevant both to emerging economies and to luxury retail internationally.

Location of the initiative: Türkiye

The 3R programme was designed with systemic transformation of the sector as its central objective, and it treats circularity as three customer-facing services rather than as a materials policy. Each component can be operated, measured and scaled independently — and applied on its own, at a different scale or in a different sector — while all three share one commitment framework.

Reborn is the resale channel. Lightly used or unused luxury items are authenticated, listed and sold to new owners through the group's existing e-commerce infrastructure Beymen.com, which means the pre-owned assortment sits alongside the new one instead of on a separate site. The category set widened from handbags to footwear and then, in 2026, to luxury furniture and home accessories, taking the circular proposition out of fashion and into living spaces. The 2026 category expansion is delivered with the resale operations partner Nish Solutions.

Repair is the service that extends the life of items already owned. Cleaning and repair for handbags and footwear is delivered with a specialist service partner, Temiz.co, and is deliberately open to all customers regardless of whether the item was bought from the group, which turns a loyalty service into a market-level one.

Recycle is the manufacturing-waste stream. Four projects convert textile waste back into products: wool fibre returned to the recycling loop for coats and overcoats in the Beymen Club FW24–FW25 collections; cotton processing waste converted into cellulose nanocrystal, a raw material with applications beyond textiles; end-of-life quilt and mattress filling fibres upcycled into beach towels for the Beymen Club SS24 collection; and offcut fabric collected from suppliers upcycled into blankets. Because the recycled and reclaimed inputs are specified into commercial collections, supplier capability is pulled through by order volume rather than imposed by procurement policy: the demand channel is the mechanism that triggers the change in supplier processes.

The three components reinforce one another. Resale creates a reason for customers to keep items in condition, repair makes that possible, and the recycling projects deal with the material that never reaches a customer. Growth across all three is built on two foundations the group already had: a partnership model that brings in external operating capability, and the existing digital infrastructure. Operational management sits with circular fashion and product working groups, which track the effect of the programme transparently and in measurable terms on an annual cycle and publish the results in the group sustainability report. The three run under a single commitment framework with published, measurable targets rather than as separate initiatives.

Figure 1: Items resold on the Reborn platform by category, 2024 and 2025.

Figure 2: Recycle projects: waste streams and the products they became, 2024 and 2025.

Sustainability impact

Climate

The initiative acts on emissions embedded in products rather than on the company's own sites, which places it in Scope 3, in the upstream production of goods the group would otherwise have had to manufacture or buy new. More precisely, two accounting treatments apply. The recycled material inputs are purchased and become finished product, so they sit in Scope 3 Category 1, purchased goods and services, which the group reports as its largest emissions line. The production avoided by resale and repair, by contrast, never occurs, and under the GHG Protocol Corporate Value Chain (Scope 3) Standard emissions avoided in this way fall outside the corporate inventory and are reported separately rather than allocated to a Scope 3 category. What Reborn and Repair do add to the inventory is the reverse and outbound logistics they generate, in Categories 4 and 9.

The mechanism is avoided manufacture. Each item sold through resale or returned to use through repair displaces the raw material extraction, energy use and logistics that a replacement purchase would have triggered, and each recycled input displaces a virgin one. Recycled wool, for example, lowers water and energy consumption compared with virgin wool production. Each item returned to sale extends the life of a product that already exists rather than triggering the manufacture of a new one, which is where the reduction in raw material use, energy consumption and associated emissions arises. Each repaired item prevents a replacement purchase and, with it, the production, packaging and transport that purchase would have set in motion.

The volume of that displacement is measured against a 2024 base year and grew within a single year: through Beymen Reborn, 4,435 items were resold in 2024 and 10,858 in 2025; Beymen Repair, launched in January 2025, treated 626 items by the end of that year; and recycled wool fibre went into 3,325 coats and overcoats in 2024 and 5,439 in 2025.

The company does not publish a quantified emissions figure for the avoided production, so the climate effect is currently reported through activity volumes rather than in tonnes of carbon dioxide equivalent.

Against the UN Sustainable Development Goals, the group maps the programme to Goal 13 on climate action, on the basis that each resold and each repaired item avoids re-manufacture and the raw material, energy and logistics emissions attached to it, and that recycled wool reduces water and energy use relative to virgin wool.

Nature

The measurable results are in materials kept in use rather than in resource extraction avoided.

Through the Reborn platform, 4,435 items — 2,983 handbags and 1,452 pairs of footwear — found new owners in 2024. In 2025 the figure reached 10,858 items, made up of 4,751 handbags and 6,107 pairs of footwear. Assortment breadth on the platform grew to 3,610 distinct products.

Beymen Repair, launched in January 2025, served 562 customers and treated 626 items by the end of its first year, each of which is an item that stayed in use instead of being replaced.

The recycling projects return manufacturing waste to the value chain. Recycled wool fibre was used to produce 3,325 coats and overcoats in 2024 and 5,439 in 2025 for the Beymen Club FW24–FW25 collections. Upcycled quilt and mattress filling fibres became beach towels for the Beymen Club SS24 collection, with 980 units offered in 2024 and 220 in 2025. Offcut fabric collected from suppliers was upcycled into 10,000 blankets. Cotton processing waste was converted into cellulose nanocrystal, and work on scaling that route continues.

These volumes are the basis on which the group maps the programme to Goal 12 on responsible consumption and production: 10,858 items returned to use through Beymen Reborn and 626 products repaired through Beymen Repair in 2025, alongside the conversion of waste materials into new products through recycling and upcycling.

Social

Repair is offered without requiring proof that the item was bought from the group, which removes the usual condition attached to brand services and makes the capability available to owners of competing brands as well.

For customers, the two platforms function as a demonstration that a luxury purchase does not have to end in disposal. Resale gives a residual value to an item that might otherwise sit unused, and repair gives a route to keep it in service; both are behaviours the programme is designed to normalise rather than merely to serve. The stated intent is to encourage more sustainable customer choices, shift consumption habits and widen sustainability awareness, rather than only to serve demand that already exists. In doing so the group sees the programme as supporting the wider adoption of circular fashion as a way of thinking, not only as a set of services.

Suppliers gain circular production capability through the recycling projects. Collecting and processing offcuts, recycled wool and cotton processing waste requires manufacturing know-how that stays with the supplier and can be applied to their other customers. The exchange runs both ways: the supplier builds that capability while the group widens its own sustainable product portfolio, which is why the group describes the arrangement as mutual value creation rather than a purchasing condition. Supplier performance evaluations and project-level technical dialogue form the feedback channel.

Service partners are the third social dimension: repair and the furniture resale category are delivered through partner businesses whose capacity is built up by the volume the platform generates.

Business impact

Benefits

The commercial case is strongest on the resale platform. Average daily sales rose from 12.23 to 30.2 items, and the share of pre-owned sales in the group's online revenue rose from 0.9 per cent to 1.5 per cent — a channel that did not exist commercially before and now carries measurable turnover.

Assortment breadth of 3,610 distinct products gives the platform depth without inventory purchasing, since stock originates from customers rather than from procurement.

Category expansion demonstrates transferability: after handbags and footwear, the addition of luxury furniture and home accessories in 2026 extends the same operating model to a product family with no relationship to the original apparel business.

Repair generates service revenue and customer contact independent of a purchase, and the two services together increase the number of reasons a customer engages with the group in a year.

The recycling projects convert a disposal cost into saleable product. Waste wool, offcuts and end-of-life filling fibre become coats, blankets and towels sold in commercial collections, so the material earns revenue instead of incurring a waste charge, and the cellulose nanocrystal route opens a potential materials revenue stream outside textiles.

Costs

Each component carries a different cost structure. Resale requires authentication, condition grading, photography, listing and reverse logistics, all of which are per-item costs on goods with a lower unit price than new stock, so the margin per transaction is thinner than on the core business.

Repair depends on specialist craft capacity. Delivering it through a service partner avoids building an in-house workshop but makes throughput dependent on that partner's capacity, and opening the service to items not bought from the group increases the variety of work the partner has to handle.

The recycling projects depend on waste availability and quality. Volumes fluctuate with what the supply chain actually produces, which is visible in the beach towel line falling from 980 units in 2024 to 220 in 2025, and recycled inputs generally require additional processing steps compared with virgin material.

Costs are contained by building Reborn and Repair onto the existing beymen.com infrastructure rather than as separate platforms, by contracting service and category expertise to partners instead of building it internally, and by tying the recycling projects directly to existing supply chain relationships so that collection uses established logistics.

Impact beyond sustainability and business

Co-benefits

Opening repair to items bought elsewhere spreads the benefit past the group's own customer base and supports a repair economy that competitors' customers also use.

The cellulose nanocrystal project converts a textile waste stream into an advanced raw material with potential applications in other industries, which is a cross-sector transfer rather than a closed-loop return within fashion. The group presents this as taking a lead on cross-sector technology transfer, and maps it to Goal 9 on industry and innovation.

The furniture and home accessory category, delivered with a resale operations partner, Nish Solutions, with more than 20 years of experience in the field, extends organised second-hand trade into a product family where informal resale currently dominates.

Suppliers that develop circular processing capability for the recycling projects can apply it to their other customers, which moves the capability into the wider manufacturing base.

The group treats the offcut and waste-fibre projects as the first concrete step in a supplier-based transformation model, in which the change begins in the manufacturing base rather than in the retail assortment.

Potential side-effects

Resale platforms carry a rebound risk: making it easy to sell an item can also make it easier to justify buying a new one, so volume growth on its own is not evidence of reduced consumption. Tracking whether resale substitutes for new purchases, rather than accompanying them, is the harder measurement question the model still faces.

Recycling volumes are dependent on the waste stream rather than on demand, which makes them an unreliable basis for planning a collection. The beach towel line illustrates the point, and the practical response is to treat upcycled products as limited runs rather than as permanent range members.

Repair capacity is a bottleneck rather than a cost problem. Growth is limited by trained craft capacity at the partner, which cannot be scaled at the speed of an e-commerce channel.

The environmental benefit is currently expressed in units rather than in quantified impact. Until avoided emissions and material savings are calculated, the programme's claims rest on activity volumes, which understates its value to those assessing it and overstates precision if read as impact data.

Typical business profile

The model suits retailers with an existing e-commerce platform, a customer base that owns durable high-value products, and supply relationships close enough to collect manufacturing waste. Because each of the three components stands on its own, an organisation can adopt one without the other two, at whatever scale its operations allow.

It is most applicable in categories where products retain value and are worth authenticating — luxury fashion, furniture and watches — because resale economics depend on residual value covering the handling cost per item.

Delivery engages e-commerce and platform operations, merchandising, customer service, logistics and reverse logistics, supply chain and sustainability functions, together with external service partners for repair and for categories outside the company's own expertise.

Approach

1. Split circularity into services a customer recognises: structure the programme as resale, repair and recycling rather than as a materials policy, so that each stream has its own owner, its own metrics and its own commercial logic.

2. Start resale in the category with the strongest residual value: begin with products where authentication is established and value retention is high, such as handbags, before extending to footwear and then to categories outside fashion.

3. Build the channel on the existing platform: run the pre-owned listing through the same e-commerce infrastructure as new products, so that customer accounts, payment, logistics and service processes are reused instead of duplicated.

4. Set intake and condition standards: define authentication, grading and acceptance rules for incoming items before scaling volume, because platform credibility in the luxury segment depends on the weakest listing rather than the average one.

5. Contract repair to a specialist partner and open it to all brands: deliver cleaning and repair through a partner with existing craft capacity and remove the requirement that the item was bought from the company, which widens the service and builds partner throughput.

6. Map the waste streams before designing recycling projects: identify what the manufacturing base actually discards — wool fibre, cotton processing waste, offcuts, end-of-life filling — and size each stream, so that projects are built on material that exists in volume.

7. Convert each waste stream into a defined product line: assign every stream to a named product in a specific collection, with a production quantity and a sales channel, so that the project ends in a sold product rather than in a prototype.

8. Track platform and service metrics on one reporting cycle: monitor units resold, daily average sales, the pre-owned share of online revenue, items repaired and recycling projects in operation through the working groups, report to the chief executive and publish the results in the annual sustainability report.

Stakeholders involved

Project leads

Sustainability progress is reported to the group chief executive every three months and monitored by the board, which includes a member responsible for sustainability. The 3R programme forms the circular fashion axis of the Beymen Promise roadmap, and its targets are published commitments held at senior management level. The chief executive also sits on the boards of SKD Türkiye and KAGİDER, which links the programme to sector-level dialogue.

Company functions

Operational management is carried by a circular fashion working group and a product and recycling working group, which monitor Reborn platform metrics, Repair service data, Recycle project output and supplier compliance on a recurring cycle. The corporate communications and sustainability team coordinates reporting to the chief executive and prepares the annual disclosure. E-commerce, merchandising, logistics, customer service and supply chain functions run the day-to-day operation of the platforms.

Main providers

A specialist cleaning and repair service business, Temiz.co, operates the Repair offer, providing standardised, scalable service capacity that the group does not hold internally. A resale operations partner, Nish Solutions, with more than 20 years of experience in furniture and home accessories delivers the 2026 category expansion. Manufacturing suppliers collect and process the wool, cotton and offcut waste streams that feed the recycling projects and gain circular production capability in return.

Other

Customers act as both the measure of the programme and the carriers of the circular shift it is designed to produce, since resale stock and repair demand both originate with them; platform data, service satisfaction assessments and public responses to the sustainability report form the feedback loop. SKD Türkiye and civil society organisations partner on the wider sustainability agenda within which the programme sits. The group maps this partnership structure — Temiz.co, Nish Solutions, SKD Türkiye and civil society organisations — to Goal 17 on partnerships for the goals, and describes its way of working as treating environmental and social objectives as one integrated agenda rather than as two separate tracks. The group describes this as a multi-layered stakeholder ecosystem made up of suppliers, service partners, customers and collaboration platforms.

Key parameters to consider

The base year for measurement is 2024, and results are tracked annually by the two working groups. Five metrics carry the programme: total units sold on the resale platform, average daily sales on that platform, the pre-owned share of turnover, the total number of items served by the repair service, and the number of recycling projects in operation.

Each component started at a different point: Reborn in 2023 with handbags, footwear added in 2024 and furniture and home accessories in 2026; Repair in January 2025; Recycle in 2023.

Resale economics depend on residual value per item covering authentication, handling and logistics, which is why the model was proven in high-value categories first. Repair throughput is set by partner craft capacity rather than by demand. Recycling output is set by the volume and quality of waste the supply chain generates in a given season.

Reborn and Repair are integrated into the existing e-commerce infrastructure, and the recycling projects are tied directly to supply chain processes, which is the structural reason the programme continues without a dedicated standalone operation. The working group structure is what secures institutional memory and continuity for the programme.

Implementation and operations tips

Reuse the platform you already have. Running resale through the main e-commerce site rather than a separate destination avoids building a second operation and puts pre-owned items in front of customers who came for new ones.

Remove the ownership condition from repair. Requiring proof of purchase would have limited the service to existing customers; opening it to all brands built partner volume faster and reached owners the group had no other relationship with.

Treat waste-derived products as limited runs. Because input volume is dictated by what the supply chain discards, planning a permanent range around recycled material sets up a supply failure; a defined collection quantity per season is more honest and easier to deliver.

Size the waste stream before designing the product. Each of the four recycling projects began from an identified stream with a known volume, which is why they ended in sold products rather than in samples.

Report units before claiming impact. Activity metrics such as items resold and repaired are verifiable immediately; quantified emission savings require methodology work and should be added when they can be substantiated rather than estimated to fill the gap.