• LEGO expects installed solar capacity to rise 204% compared with 2025, expanding renewable electricity across its global sites.
• Nearly 50% of LEGO company cars worldwide are electric, reducing direct emissions from corporate transport.
• The company is moving from renewable energy certificates toward power purchase agreements, strengthening links between operations and renewable generation.

The LEGO Group is expanding solar power, electrifying its vehicle fleet and upgrading building systems as it works to cut Scope 1 and 2 emissions across its global operations.

The measures form part of LEGO’s broader effort to reach its near- and long-term science-based climate targets. Rather than applying one decarbonisation model across every facility, the company is adapting investment decisions to local energy markets and site conditions.

“We’ve been making important changes across our sites. From how we heat our buildings to how we power our operations, we are working to reduce Scope 1 and 2 emissions as part of our ambition to reach our near- and long-term science-based targets.”

The strategy puts operational energy use at the centre of LEGO’s near-term climate efforts. It also highlights the growing role of renewable power procurement, energy efficiency and transport electrification in corporate transition plans.

Solar capacity set for sharp expansion

One of LEGO’s largest planned changes is the expansion of on-site solar generation.

Installed solar capacity is expected to increase 204% compared with 2025 levels. The expansion will increase the amount of renewable electricity generated directly across LEGO sites.

On-site renewable energy can also reduce exposure to electricity market volatility in some regions. For companies with large production networks, it may provide greater visibility over future energy costs.

LEGO is combining that investment with improvements to heating, ventilation and air-conditioning systems. Energy-efficient HVAC equipment is being installed across its sites to reduce the energy needed to operate buildings.

“This includes taking a range of practical steps to improve energy efficiency and increase our use of renewable energy.”

The strategy reflects the different constraints facing individual production facilities. Electricity markets, grid emissions, available land and renewable resources vary significantly between countries.

“Because every production site is different, there is no single solution. Instead, we tailor our approach to local conditions while working towards the same goal.”

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LEGO shifts renewable procurement toward PPAs

LEGO is also changing how it sources renewable electricity.

Its strategy includes moving from greater reliance on renewable energy certificates, or RECs, toward power purchase agreements. PPAs can establish longer-term contractual relationships between corporate electricity buyers and renewable energy producers.

For LEGO, the shift could provide a closer connection between its electricity demand and renewable generation. Longer-term agreements may also provide greater price certainty, depending on local market structures and contract terms.

The change comes as companies face growing scrutiny over the quality of renewable electricity claims. Investors and sustainability teams increasingly look beyond headline procurement volumes toward where and how renewable power is generated.

For executives, renewable procurement is therefore becoming both an emissions issue and a financial decision.

Electric vehicles reach nearly half of company fleet

Transport is another part of LEGO’s operational transition.

Nearly 50% of company cars worldwide are electric, reducing reliance on internal combustion vehicles within its corporate fleet.

Electrification can lower Scope 1 emissions where vehicles are owned or controlled by the company. The total climate benefit will also depend on the carbon intensity of electricity used for charging.

Taken together, the measures show how LEGO is moving operational decarbonisation deeper into capital planning and energy procurement. Buildings, vehicles and electricity contracts are increasingly being managed as connected parts of its climate strategy.

For C-suite leaders and investors, the key test will be whether those investments deliver measurable absolute emissions reductions. Progress against science-based targets will depend on renewable deployment, energy demand, grid conditions and implementation across individual sites.

As corporate climate strategies shift from target-setting to delivery, LEGO’s approach illustrates the growing importance of site-level execution. For multinational manufacturers, operational decisions on energy, transport and infrastructure are becoming central to both emissions performance and long-term transition credibility.