Program begins in India, aiming to equip textile and apparel suppliers with tools for renewable electricity procurement.
Supports Levi Strauss & Co.’s target to cut supply chain emissions 42% by 2030 and reach net zero by 2050.
Builds on multi-buyer power purchase agreement models pioneered with Walmart’s Gigaton PPA program in the U.S.
Levi Strauss pushes renewable energy deeper into its supply chain
Levi Strauss & Co. has unveiled a new initiative with Schneider Electric to accelerate renewable energy adoption among its supply chain partners, beginning with manufacturers in India. The LS&Co. Energy Accelerator Program (LEAP) is designed to offer suppliers practical pathways—ranging from onsite solar to group power purchase agreements (PPAs)—to reduce reliance on fossil fuels.
The program aligns with Levi’s pledge to reduce supply chain greenhouse gas emissions 42% by 2030, measured against a 2022 baseline, and achieve net zero by mid-century. The denim brand has identified its tiered supplier base as critical to meeting those climate targets, with energy use in textile and apparel production among its largest indirect emissions sources.
Supply chain as the pressure point
India is the program’s starting ground, reflecting both the country’s role in Levi’s sourcing and the complexity of its electricity markets. Suppliers face fragmented policy regimes, fluctuating renewable availability, and limited experience with structured procurement. LEAP aims to overcome these barriers by offering training modules, financial analysis, and direct access to Schneider Electric’s advisory services.
“We are committed to incentivizing renewable energy in our supply chain,” said Jeffrey Hogue, Levi Strauss & Co.’s chief sustainability officer. “Between Schneider Electric’s expertise and the robust network of renewable electricity opportunities available in India, we’re now in a position to better support our suppliers in their own sustainability strategies—and to deliver on ours.”
Government and corporate alignment
The initiative has received a nod from India’s Ministry of New and Renewable Energy. “I welcome this initiative, and this shows that businesses can benefit from clearer and more accessible renewable energy opportunities,” said Secretary Santosh Kumar Sarangi.
The alignment matters: India has set a target of 500 GW of installed renewable capacity by 2030, while global brands face growing scrutiny from regulators and investors over Scope 3 emissions. Programs such as LEAP sit at the intersection of national energy policy and multinational supply chain governance.
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Financing and procurement models
LEAP participants will have options to procure renewable electricity individually or through collective buying structures. The multi-buyer cohort model builds on Levi’s earlier involvement in Walmart’s Gigaton PPA program in the U.S., where several companies aggregated demand to secure renewable capacity. Schneider Electric, which managed that process, has already advised on more than 1.3 TWh of aggregated renewable procurement globally.
“Accelerating the transition to renewable energy across global supply chains is essential to achieving meaningful climate impact,” said Steve Wilhite, President of Schneider Electric Sustainability Business. “LEAP exemplifies how companies can scale proven solutions to empower their suppliers.”
Deepak Sharma, Zone President for Greater India at Schneider Electric, added that the program ties directly to India’s industrial decarbonization goals. “It’s inspiring to see global brands like Levi Strauss & Co. embracing this shift and empowering their supply chains to adopt renewable energy,” he said.
Why it matters for executives and investors
For apparel and consumer goods companies, supply chain decarbonisation remains one of the most difficult aspects of ESG compliance. While direct operations can be shifted toward renewables relatively quickly, supplier networks often span jurisdictions with uneven energy policies and capital constraints.
By offering a structured accelerator with financial modelling, technical support, and aggregated procurement, Levi Strauss is attempting to reduce that friction. If successful, LEAP could provide a template for other sectors—particularly those dependent on manufacturing clusters in emerging markets.
For investors, the program illustrates how corporate net zero targets increasingly hinge on collaborative supply chain strategies rather than isolated corporate action. The question will be whether suppliers outside India, and beyond the Levi network, follow suit.
The wider implications
Levi Strauss’s program comes as apparel companies face growing pressure from consumers and regulators to reduce emissions tied to fast fashion and global sourcing. The European Union’s Corporate Sustainability Due Diligence Directive and the U.S. Securities and Exchange Commission’s climate disclosure rules both sharpen scrutiny on upstream emissions.
If scaled, LEAP could influence how global brands structure supplier relationships: not only as cost-driven partnerships but as platforms for decarbonisation investment. For India, it may bolster the government’s case that multinational collaboration can help accelerate its clean energy transition.
For global ESG leaders, the lesson is clear: supply chain transformation requires more than target setting. It demands shared financing, advisory expertise, and alignment between corporate climate strategies and national energy policy. Levi Strauss, with Schneider Electric at its side, is betting that a structured accelerator can provide that bridge.
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