Årsredovisning 2023

===== SIDA 1 =====

FENIX OUTDOOR
CSR REPORT 2023
www.fjallraven.se ● royalrobbins.com ● www.tierra.se ● www.hanwag.de ● www.naturkompaniet.se ● www.partioaitta.fi ● www.globetrotter.de ● www.friluftsland.dk

===== SIDA 2 =====

Contents
Foreword by the CEO  ..................... 02
1. O
verview
 
....................................... 04
 
2. N
ature
 
............................................ 14
3. Economy
 
.........................................28
4. Society
 
............................................34
5. Well-being
 
......................................44
6. Reporting
 
.......................................53
With the help of our management 
compass, this report takes us on 
a journey through the sustainable 
business update of FENIX Outdoor 
and gives insights into our visions, 
aims and further steps.  
N = Nature: 
As an outdoor company, we believe that business 
activities should contribute to resilient and well-
functioning natural systems. 
E = Economy:
Ethical and sustainable activities can only be under-
taken if a business is healthy and its finances are 
sound.
 Thus, we rely on long-term partnerships and 
strive to create sustainable working conditions. 
S = Society: 
We are a responsible actor in society, enriching and 
inspiring each other and those beyond our company 
to move towards a sustainable future.
W = Well-being: 
We look for excellence in staff members; in return, 
they expect a fair and responsible employer.

===== SIDA 3 =====

Dear sustainability friends, 
2023 was a strange year. We were finally look-
ing at what we thought would be a more ‘nor-
mal’ year, following Covid-19, the energy crisis, 
a
ll the supply chain challenges and every-
thing else that was going on in the world. Our 
t
eams were energized and ready to taggle all the 
great CSR initiatives that we had in the pipe-
line. However, things did not turn out exactly 
a
s planned. 
2023 ended up being a year shaped by a 
challenging retail environment, continued sup-
ply chain issues and warm weather, to name a 
f
ew things. All of this has a rather acute impact 
on our business. Our retailers were struggling 
with overstock which led to heavy discounts 
and a decrease in pre-orders for coming sea-
sons. Collectively, these business challenges had 
a
n impact on our ability to carry on with cer-
tain planned CSR initiatives. 
I
t is important to note that this does not 
mean that we are compromising our day-to-
day sustainability work. We are still doing our 
utmost to ensure our products are produced, 
shipped, and sold with as little impact on our 
environment as possible. But it had conse-
quences on our ability to make extraordinary 
i
nvestments, for example in our planned solar 
power setup at our central warehouse in Lud-
wigslust, Germany. This project has now been 
p
ostponed to a later point in time. 
Furthermore, we re-focused our internal 
resources to become even better prepared for 
the future. We have continued our work to pro-
fessionalize and structure our sustainability 
w
ork even further. 
Thus, we also had reasons to celebrate 
throughout the year. Here I want to high-
light our German retailer, Globetrotter, finally 
r
eceiving the German Sustainability Award 
after many years of hard work in their sustain-
ability journey. A notable project from Globe-
trotter, that possibly played its part in this win, 
w
as the opening of our new Globetrotter Bonn 
Re:Think store, where our retail team have 
completely rethought every aspect of how to 
open and operate a retail store from a sustain-
ability perspective. 
ANOTHER THING THAT I am very pleased 
with is our improvement in communicat-
ing our sustainability achievements, especially 
w
ithin Fjällräven. Throughout the history of 
Fjällräven we have always had a culture of not 
talking about our sustainability efforts. We have 
always said this is something we do because it 
is the right thing to do, and not as a market-
ing opportunity. While that is still true, we have 
h
owever decided to become a bit more proac-
tive, and thereby more transparent, in our sus-
tainability communication. An example of 
t
his was the condensed Fjällräven CSR report 
that presented our key metrics in a less tech-
nical and easier to understand format. We aim 
f
or higher transparency and to make it eas-
ier for everyone to assess our development year 
o
ver year. 
I could continue listing things to be proud 
of, even in a challenging year. But this letter also 
needs to come to an end at some point. I still 
have a few closing remarks though. First of all, I 
want to remind everyone about our continued 
commitment to the UN Global Compact, espe-
cially focusing on the six SDG’s that we have 
i
dentified internally as to where we can have 
the biggest impact with our work and business. 
[SDG 3 (Good Health), SDG 4 (Quality Edu-
cation), SDG 8 (Decent work and economic 
g
rowth), SDG 10 (Reducing Inequalities), SDG 
12 (Responsible Consumption and Produc-
tion), SDG 12 (Climate Change)].
FURTHERMORE, AS YOU are aware we are 
looking at many new reporting requirements 
coming from authorities globally, and we wel-
come this! We have been on our CSR reporting 
j
ourney for more than 10 years, and have had 
many learnings already, but more standardiza-
tion and equal requirements to businesses and 
i
ndustries is only going to increase comparabil-
ity and transparency between brands and com-
panies. As of 2025 Fenix Outdoor will need to 
r
eport in accordance with the European CSRD 
and already as of 2024 we need to formally 
respond to the German Supply Chain Due Dil-
igence Act for our German business. Because 
o
f this, we have modified our report already 
this year, and I hope you will find the struc-
ture more in line with the legal requirements 
t
o come. 
After a strange 2023, and still an uncertain 
outlook on 2024, I think it suits the situation to 
share a quote from Peter Drucker, a renowned 
economist and author: 
“The best way to predict the future is to cre-
ate it. ”
I
n unpredictable, unstable and at times dif-
ficult times, this is the spirit we have at Fenix 
O
utdoor. We change the world to make it the 
place we want it to be.
I look forward to your continued support in 
our sustainability efforts and welcome any pro-
posals and ideas you may have.
Yo
urs, 
Martin Nordin 
Chairman and CEO

===== SIDA 4 =====

4  CSR 2023 FENIX OUTDOOR INTERNATIONAL AG
Preparing for the future:  
The new normal

===== SIDA 5 =====

F 
enix Outdoor International AG is a 
group of companies that develops and 
markets high-quality outdoor gear through a 
selected retail network, with a high level of 
service and professionalism to highly dis-
cerning and fastidious end-users. Fenix Out-
door International AG, Corporate Identity 
N
umber CHE-206.390.054, with its regis-
tered offices in Zug, Switzerland, is listed in 
S
weden (Stockholm Stock Exchange – large 
cap) and originates from Örnsköldsvik, the 
town where Fjällräven was founded. The 
chairman and CEO of the group is Martin 
Nordin, eldest son of Åke Nordin, the 
founder of Fjällräven. The total number of 
shares in the company is 35,060,000, of 
which 24,000,000 are Class A shares, nomi-
nal value 0.1 CHF/share, and 11,060,000 are 
C
lass B shares, nominal value 1.0 CHF/
share. The company’s largest shareholders 
are listed in the chapter “Economy. ” 
Acquisition of Exist AS
In June 2023 Naturkompaniet AS, a sub-
sidiary within the Fenix Outdoor group, 
a
cquired the Norwegian e-commerce site 
Exist Internet AS and its two subsidiar-
ies Fjellshop AS and Fjellshop Tromsö 
A
S, including two stores, one in Lilleham-
mer and one in Tromsö. The consider-
ation was in NOK and recalculated to EUR 
i
t amounted to TEUR 2,032 and net cash 
acquired of TEUR 322 resulted in a cash 
outflow of TEUR 1,710. The provisional 
acquisition resulted in a preliminary good-
will position of TEUR 1,135 and is not 
e
xpected to be tax deductible. The acquisi-
tion has a limited effect on the total financial 
fi
gures of the Group.
As of 31 December 2023 the company 
held 132,337 B-shares in its own books (at 
2022-12-31 the company held 132,337 
B-shares). There are 66,000 personnel 
options outstanding as of 2023-12-31 (at 
2022-12-31 22,000 personnel options). Fenix 
Outdoor International AG had 8,742 (9,284) 
shareholders in 2023. The ten largest share-
holders held 81.2 % of the capital and 92.8 % 
o
f the votes. A list of the major shareholders 
can be found in the Chapter Economy. The 
business model is grouped in three seg-
ments: Brands, Global Sales and Frilufts 
R
etail.
The corporate foundation for our sus-
tainability work is reflected in “The Fenix 
W
ay, ” a document that maps the four cardi-
nal directions of our ethical Fenix Manage-
ment Compass®, which are Na ture, Econ-
omy, So ciety and W ellbeing. Embedded in 
our Fenix Way is the Code of Conduct for 
our employees and management (signed by 
92% of all employees as reported in 2023) as 
well as the Code of Conduct for our Suppli-
ers. In the annex of the Fenix Way, we have 
m
apped our five-year plan regarding the 
material topics we address under each cardi-
nal direction, including the fields and areas 
c
urrently representing the double-materi-
ality topics for our business. The “Sustain-
ability Agenda” in the Fenix Way sets over-
all goals and targets. An update is latest due 
i
n 2025.
Despite the decentralized structure of the 
organization, some central service func-
tions are shared by all operational units. 
S
ustainability (or CSR, as we commonly 
say) is the central function that directly 
reports to the CEO and Chairman of Fenix 
Outdoor International. The department is 
headed by the Chief Sustainability Officer 
(CSO). To best service the operations, the 
Global Sustainability Director, the Regional 
Sustainability Manager North America and 
the Senior Sustainability Manager Frilufts 
Retail lead the activities in their respective 
areas of responsibility and are accountable 
to the CSO. 
Fenix Outdoor International AG is a 
group of outdoor retailers, brands and 
wholesale/B2B entities which act inde-
pendently in their respective markets. The 
b
rands Royal Robbins, Tierra, Hanwag and 
Fjällräven form one business segment. The 
second large business segment is Frilufts 
Retail Europe, comprising Naturkompaniet, 
Partioaitta, Friluftsland, Globetrotter and 
Trekitt. They are multi-brand retailers in the 
outdoor sector. The Global Sales organiza-
tion is a network of sales offices around the 
g
lobe, mainly for the B2B business but in 
some cases also service B2C. 
In order to fulfill our legal as well as vol-
untary obligations, Fenix Outdoor has 
e
ngaged in a network of organizations and 
developed a set of internal policies and 
guidelines that focus on sustainability and 
compliance. At Fenix Outdoor Compli-
ance, Sustainability and Data Protection 
a
re grouped together in the “CSR Depart-
ment” since 2012. The managerial foresight 
t
o organize the topics in this manner enables 
the company to quickly adapt to new legisla-
tive challenges and adopt new routines and 
d
emands in an efficient way. 
Recent policy developments in Switzer-
land and the EU require additional infor-
mation on non-financial topics. While this 
m
ay leverage the pathway to a more level 
playing field, it will strain resources and 
require diverting investments from “posi-
1.  O VERVIEW – Our sustainability  
management approach
Summary of governance, structure and strategic positioning
CSR 2023 FENIX OUTDOOR INTERNATIONAL AG   5

===== SIDA 6 =====

6  CSR 2023 FENIX OUTDOOR INTERNATIONAL AG
tive impacts” to “documentation and inter-
nal auditing. ” That is why, for the first time, 
w
e pick up policy developments as a risk 
and opportunity in our materiality matrix. 
However, in general our material impacts 
on the environment, the people working 
for us in our supply chains and those who 
receive and use our products and the com-
munities we are directly or indirectly oper-
ating in are those described in our dou -
ble-materiality matrix. We are aware that 
a
ny type of human action in a developed 
and developing society has negative and 
positive impacts on all aspects of life: We 
use physical resources which need to be 
extracted, created or grown in nature; we 
change or convert them and add value; 
we combine them, transport them, pack 
and finally sell them. The user then uses 
them and initiates all that comes with them 
including washing or other care services, 
but also the legacy those products leave 
behind. Therefore, we apply the precaution-
ary principle when assessing the function -
ality of a piece of gear, the used material or 
in
troduced chemicals. 
We regularly assess, evaluate and strive to 
mitigate or minimize our negative impacts 
and foster the positive ones as described in 
this report. 
In April 2023, we sadly said good-bye to 
our dear colleagues and friends at Primus. 
The group now consists of four brands and 
five retail organizations. 
The organizational structure changed 
slightly. A new Vice President, Per Wååg, 
was appointed to head of the Logistics and 
the Sourcing and Production Unit. President 
Alex Koska is responsible for Global Sales, 
Executive Vice President Martin Axelhed 
heads the brand unit, Vice President Hen-
rik Hoffman heads the Frilufts Retail orga-
nization and Vice President Nathan Dopp is 
r
esponsible for the Americas.  
STRATEGIC FOCUS AND  
MATERIALITY
As in previous years, we consider climate 
change and the associated extreme and 
unpredictable weather events as strategic 
risks and a priority for action. We also think 
that most of our environmental endeav-
ors are directly or indirectly linked to pre-
vent or mitigate the negative climate effects 
a
nd help to achieve the 1.5° Paris Agree-
ment goal. In 2023, we continued projects in 
o
ur own operation and in our supply chain 
to help foster a more sustainable, indepen-
dent and CO2e -reduced energy supply. The 
year 2023 is characterized by instability, eco-
nomic downturn and disruption. The war 
i
n the Ukraine, the inflation and extraordi-
nary budgetary spending of many govern-
ments with unknown side- and long-term 
e
ffects led to a general notion of insecurity, 
fear and enhanced polarization. In addition, 
more and more legal demands and restric-
ORGANIZATIONAL STRUCTURE
HANWAG TIERRAFJÄLLRÄVEN
NATURKOMPANIET PARTIOAITTA FRILUFTSLAND GLOBETROTTER
ROYAL ROBBINS
PRESIDENT
Alex Koska, COO and Global Sales
EXEC. VICE PRESIDENT
Martin Axelhed, Brands
VICE PRESIDENT
Henrik Hoffman, Frilufts
VICE PRESIDENT
Nathan Dopp, Fenix Outdoor,  
American Operations
VICE PRESIDENT
Per Wååg, Operations
CFO
Thomas Lindberg, Finance
BOARD REPRESENTATIVE
Susanne Nordin
EXECUTIVE CHAIRMAN 
AND CEO
Martin Nordin
FINANCE HR
FRILUFTSCORPORATE SERVICES
(COMMON) GLOBAL SALES
LEGAL
BRANDS
TREKITT
FRILUFTS RETAIL  
EUROPE AB
FRILUFTSLANDNATURKOMPANIET
GLOBETROTTER
PARTIOAITTA
TREKITT
ITLOGISTICS  
AND SUPPLY 
CHAIN
CSR

===== SIDA 7 =====

CSR 2023 FENIX OUTDOOR INTERNATIONAL AG   7
tions concerning products, their packag-
ing and disclosure requirements from more 
a
nd more companies apply. This leads to 
increased bureaucracy and so far has not yet 
even remotely reaped the fruits of an eco-
nomic “level playing field. ” In fact, the Euro-
pean markets are falling behind in compari-
son to China and in part also the US.
Th
e pressure on companies to publicly 
subscribe to the Science-based Targets is 
mounting. 
We are skeptical if these subscriptions, dec-
larations of intent and associated consult-
ing and certification requirements will do any 
g
ood for the planet, but we are further com-
mitted to do our share to keep it inhabit-
able, rich in biodiversity and adventurous. We 
w
ant to move on and achieve true results. 
Subsequently, we continue our path on 
our Fenix Way. We want and we need to 
reduce our resource use and develop new 
materials and functional products for our 
users. In our own operations and in our 
retail and logistics centers we continue 
implementing energy efficiency measures. 
In the Materiality Matrix 2022 we pre-
sented 47 topics that fell into 11 cluster 
a
reas. These were:
COMMUNICATION
Communication of the sustainability strategy, 
goals and current developments is an ongo-
ing process at Fenix Outdoor. Twice a year, 
d
uring our kick-off meetings for the season, 
the CSO and his team update all participat-
ing employees on the progress made toward 
o
ur sustainability goals. In 2023 this was done 
both in person and digitally. The hybrid ver-
sion of the kick-off enables us to virtually 
e
ngage with the whole Fenix Outdoor orga-
nization, allowing for a wider spread of the 
m
essages and enhanced information flows. 
On emerging issues, we deliver information 
on an ad-hoc basis directly to the affected 
departments and employees.
Our other means of corporate communi-
cation are general e-mails, an internal Sus-
tainability site as information resource, pod-
casts, as well as series of internal online 
t
rainings. Twice a year we dedicate a whole 
month to Sustainability in our internal com-
munication channels. We have also intro-
duced a little interview nugget, called “ A 
C
up of CSR, ” which features an approxi-
mately ten-minute sustainability interview 
m
onthly with various representatives from 
the whole organization. The CSR reporting 
software, introduced in 2018, has been fur-
ther developed in 2023 and updated with 
r
egard to the Swiss Ordinance Art. 964ff and 
the EU CSRD/ESRS requirements and we 
are on track to optimize the system of data 
collection and analysis.
SUSTAINABILITY PROGRAM  
AND PARTNERSHIP
Over the past few years, we have built part-
nerships and reinforced existing relation-
ships, and we did not change our network in 
2
023. Fenix Outdoor has been a reliable and 
constant signatory to and supporter of the 
UN Global Compact since 2012 and contin-
ues at participants level for its further engage-
ment. We actively take part in the UN Fash-
ion Industry Charter for Climate Action 
(
UNFCCC) and the Swedish Textile Initiative 
for Climate Action (STICA) and are cooper-
ating in the North American market with the 
O
IA in Climate Action Corps. We continued 
our involvement in the Sustainable Apparel 
Coalition (SAC) and furthered the rollout 
of the Higg modules such as applying the 
Brands and Retail Module (BRM).
Social Compliance/Human Rights
Employees
Customers and Community
Relationships
Climate Change/Action
Environment
Animal welfare
Circularity
Transparency/Traceability
Products
Basic Corporate Development
Those topical clusters were relevant and 
material to us as a company on the one hand 
and material to our stakeholders. The new 
legal double-materiality is going a step back 
by looking at the impact the company has 
on the Environmental, Social and Gover-
nance areas and what impact those areas in 
t
urn have on the corporate wellbeing and 
finances. In the new Materiality Matrix, we 
clustered and reflected the old topical areas 
but rephrased some of them in order to meet 
the goals of double materiality. The result is 
the current aggregated model.  
DOUBLE MATERIALITY MATRIX
CONCERN HIGH CONCERN VERY HIGH CONCERN
CONCERN HIGH CONCERN VERY HIGH CONCERN
IMPACT AREAS ON THE ENVIRONMENT, SOCIETY AND GOVERNANCE
Substantiated Green
Claims (C)
Water Consumption 
and Pollution (E, PC)
Climate Change (E,C)
Supply Chain 
Transparency (C, IG)
Non-Discrimination 
(P, PC)
Purchasing Practices (PC)
Animal Welfare (C, IG)
Resilient Supply Chains (CW)
Partnerships (PC)
Product Safety ( C)
Workers Representation (PC)
Waste Management 
(E, C)
Reliable Grievance 
Mechanism (PC)
Policy Developments 
(CW)
Chemical 
Management (E, C, P)
Fair Compensation 
for workers (PC)
Energy & Transport 
Management (E)
Reputation and 
Communication (CW)
Employee Retention/
Management/ Wellbeing (P)
Diversity (P)
Circularity: Resources use/ 
material choices (E)
Health & Safety Programs 
(P, PC)
C = Consumer
CW = Corporate Wellbeing
E = Environment
IG = Interest Groups
P = People in Fenix Outdoor
PC = Workers and and Communities
CORPORATE: IMPACT AREAS FENIX OUTDOOR IS AFFECTED
Child and Forced Labor (PC)

===== SIDA 8 =====

8  CSR 2023 FENIX OUTDOOR INTERNATIONAL AG
As member of the Fair Labor Association 
(FLA) we continuously further develop our 
social compliance governance. We are com-
mitted to fair labor conditions, and we sup-
port the concept of a living wage. A Head-
quarters visit by FLA staff was due in early 
2
024.
Since 2015, Fenix Outdoor has also been 
a member of the Textile Exchange. Through 
this network, several Fenix Outdoor brands 
work together with peers and scientists to 
support activities and research in recycling, 
the use of organic material, improved sup-
ply chain management and better choice of 
m
aterials. As a signatory of The Microfiber 
Consortium, we support and contribute to 
research on microfiber impacts on the envi-
ronment.
O
ne of our entities is a member of the 
Swedish Tourist Association (STF). 
CERTIFICATIONS
When it comes to certification schemes, 
we do not aim for formalized certifications 
of any type of management systems. We 
believe that as Fenix Outdoor our responsi-
bility is to do things right and to communi-
cate only what we have evaluated ourselves 
a
nd can stand for with our own name. How-
ever, in many operations ISO 9000 and ISO 
1
4000 principles are applied in a non-for-
mal manner. Several of our suppliers carry 
c
ertifications or deliver materials which 
often carry significant and reputable signs 
of conformity to industry standards, such as 
GOTS, RCS, bluesign or others. Those cer-
tifications and labels are appreciated by us. 
H
owever, only for production purposes do 
we demand certifications of materials and 
the chain of custody in order to make qual-
ifying statements on our material use. The 
i
nformation is stored internally and not nec-
essarily communicated to our constituency 
e
xcept in generic terms (such as “recycled” 
or “organic”).
STAKEHOLDER INVOLVEMENT
Fenix Outdoor engages in open dialogues 
with civil society groups and other societal 
actors on various subjects, particularly those 
relating to environmental, social, societal 
and human rights topics. We collaborate on 
projects or explore best practices and bench-
marks for the outdoor industry.
Fenix Outdoor Brands Unit 
By the end of 2023, approximately 95% of 
our business partners representing sup-
pliers had signed our Code of Conduct 
(
CoC). There are no significant changes over 
2022. As we have four brands and five retail 
chains, the subscription rate to our CoC has 
a considerable bandwidth. This will improve 
over time, but every new acquisition may 
blur the picture. 
Each Fenix Outdoor brand has developed 
its own individual sustainability agenda with 
distinct sustainability goals and implemen-
tation plans. The sustainability plans for 
2
025 are well underway. In 2023 we held a 
two-day workshop for the upcoming 2025 
to 2030 sustainability strategy. In 2024 we 
strive to hold several individual sessions 
with brands, retailers, significant operational 
units and the Top Management. On that 
basis, responsibilities have been assigned 
and implementation deadlines have been 
set. We have developed and internally pub-
lished our Climate Strategy to coordinate the 
e
fforts effectively across the organization. 
To improve our supplier management, 
all brands worked much closer together 
and offered training and educational events 
under the roof of the central CSR Depart-
ment that helped to build awareness and 
u
nderstanding for sustainability challenges. 
In addition, through the implementation 
of the Sourcing & Production unit and the 
establishment of new tools, a more thorough 
tracing and tracking of materials, emissions 
and the scores of our supply chain partners, 
as well as certificates on material level is pos-
sible but has not yet materialized. 
Frilufts Retail Unit
In response to the new German Sup-
ply Chain Due Diligence Act, we have also 
r
equired our brand suppliers to sign a Code 
of Conduct as a sign of goodwill and ethi-
cal commitment to decent supply chain and 
h
uman rights management.
752 reputable brands, representing 98% of 
the purchase value, have signed our Brands 
Code of Conduct for Frilufts Retail, repre-
senting annual sales of about 332 million 
e
uros. This exceeds the level of the previous 
year by more than 21.2%. In light of our risk 
exposure, we have decided that brands that 
do not commit to ethical behavior will be 
put on hold or delisted from our assortment 
in 2024, depending on the overall sustain-
ability risk assessment score. 
CORE MANAGEMENT ISSUES FOR 
OUR VARIOUS ENTITIES
As in all previous years, economically our 
companies see sustainable growth as a cen-
terpiece of their economic strategy and 
s
trive to achieve this every year. However, 
sustainable growth does not mean “growth 
at all costs. ” It is seen much more as growth 
in line with the cardinal directions of the 
Fenix Way Management Compass®. Of 
course, we also need to maintain our profit 
margin. Because of this approach, we avoid 
focusing only on growth or turnover.
RECOGNITIONS
Also in 2023, our sustainability efforts 
received international attention and recog-
nition. Fjällräven and Naturkompaniet were 
v
oted and perceived as the most sustainable 
brands in Sweden. Partioaitta was voted and 
perceived to be among the top sustainable 
brands in Finland. On the Swedish second-
hand platform “Tradera” Fjällräven was voted 
t
he most wanted brand, evidencing the time-
lessness and durability of our goods. In 2023, 
w
e were also ranked in the Fashion Transpar-
ency Index and achieved a better rating than 
e
ver before. We are now on eyes-height with 
our peers and will continue to improve even 
we may no longer fall into the rating scope. 
We also received a B score in the Carbon Dis-
closure Project (CDP) assessment, which is 
p
art of a mandatory requirement from inves-
tors and the UN FCCC Fashion Charter on 
Cl
imate Action Initiative. 
For its in-store repair stations, rental ser-
vice, secondhand and A Greener Choice, 
G
lobetrotter received the German Sustain-
ability Award 2024. The German Sustain-
ability Award is one of the most prestigious 
a
wards in Europe for social and environ-
mental sustainability.
FOCUS AREAS
The Fenix Way Management Compass® has 
continuously guided all Fenix Outdoor sus-
tainability activities. It remains our universal 
m
anagement tool, mandatory for the whole 
group and all employees. 
Various significant impacts and negative 
Business Partner Level Bandwidth Average Representing production 
& values
Intermediary 100 % 100 % < 20 %
Tier 1 80–100 % 94 % > 80 %
Tier 2 77 % 77 % N.d.
Tier 3 0–1 % < 0.5 % N.d.
SUBSCRIPTION TO OUR C oC BY SUPPLIER TYPE

===== SIDA 9 =====

CSR 2022 FENIX OUTDOOR INTERNATIONAL AG   9
side effects occur in different stages of our 
services and products’ lives. From raw mate-
rial sourcing, spinning, dyeing or other pro-
cessing steps, through the transport, to sale, 
u
se and repair of our products until they 
truly reach the end of their life, all four car-
dinal directions of our compass are affected. 
W
e want to contribute to healthier, more 
resilient natural systems, top financial per-
formance and more knowledgeable, happier 
a
nd environmentally conscious people, so 
we have a wide array of projects, which are 
managed and organized by each entity indi-
vidually. However, all activities address the 
co
mpass directions and focus on moving us 
steadily along the path to sustainability. On 
Group level our brands and retail compa-
nies developed a common and streamlined 
p
rogram of focus areas: we have addressed 
social compliance matters throughout the 
supply chain and within our own organiza-
tion, in particular through addressing the 
r
ecommendations we have received from 
our partners at the FLA. We have reorga-
nized the Human Rights responsibilities to 
m
eet the Corporate Sustainability Due Dil-
igence regulation. The CSO is also taking 
r
esponsibility to be the group-wide Human 
Rights Officer. That position is comple-
mented by the Global Sustainability Direc-
tor for Fenix Outdoor brands, the human 
r
ights coordinator working in that particular 
team and the social compliance staff cover-
ing audits and remediation with suppliers. 
A
s climate change is a global challenge, 
we address the importance of climate miti-
gation and positive climate action. In 2023 
w
e continued to dive deeper into our Scope 
3 emissions, which we are now capturing 
and calculating more and more. The trans-
port-related activities are under constant 
s
crutiny, including looking at the optimiza-
tion of planning and shipping. 
A
ll suppliers working with Fenix Out-
door brands must adhere to our Restricted 
S
ubstances List (RSL – which is also used 
as the MRSL, the Manufacturing Restricted 
Substances List). We update our chemi-
cal guidelines on a yearly basis, reflecting 
t
he latest scientific research and following 
our own precautionary, proactive approach 
which goes beyond the current and upcom-
ing legal requirements. The Fenix Outdoor 
C
hemical Guideline promotes the phase-out 
of hazardous substances and acts as a guide 
to less hazardous alternatives. The Fenix 
Outdoor RSL Guideline also includes a test-
ing matrix supporting the supplier in what 
s
ubstances might pose risks in different 
types of materials.    
During 2023 we hosted a supplier webinar 
linked to the launch of the updated 2023 ver-
sion of the Chemicals Guideline. Our pur-
pose was to share background information 
r
egarding the added substances and support 
the chemicals management carried out by our 
suppliers. During the past year we have been 
sharing chemical topics, such as substances of 
concern, potential new regulations and other 
chemical-related topics of interest in the 
Fenix Outdoor sustainability newsletters for 
suppliers. These communication instruments 
have helped to lift the transparency and made 
sure that both our business partners and our 
organization are able to proactively work 
toward safer and more sustainable products. 
A focus area of work in 2023 was the intense 
and deep understanding of the use and 
occurrence of per- and polyfluorinated chem-
icals (PFCs, nowadays called PFAS) in prod-
ucts and often-times unknown applications. 
I
n May 2023 we learned that product com-
ponents sold to us were labeled as PFAS-free, 
w
hile tests showed their occurrence of PTFE 
in paint on the sliders of zippers. Our supplier 
had to rework their product offering and pro-
vide us with truly PFAS-free versions of their 
z
ippers by the end of 2023. This will allow us 
to deliver products in accordance with our 
own chemical requirements in fall 2024.
We have also consolidated and stream-
lined the testing process for all textile brands 
u
nder the Fenix Outdoor umbrella, includ-
ing microfiber shedding tests according to 
t
he standard developed by The Microfibre 
Consortium (TMC) with a new third-party 
partner. The CSR team has also held sev-
eral internal trainings on chemical-related 
t
opics such as the newly implemented or 
updated test standards and future potential 
challenges. The latest version of the RSL can 
be accessed here: https://www.fenixoutdoor.
com/wp-content/uploads/2023/05/Chemi-
cals-Guideline_EN_FIN-2023-Rev-6.0-Fe-
nix-Outdoor_FIN.pdf  
COMPLIANCE
Adhering to laws and regulations is cen-
tral to how we conduct our business. We 
r
equire compliance with our Code of Con -
duct (CoC), and we try to ensure that our 
e
mployees and business partners share the 
Case Description 
(no. of cases)
Handling Procedure
Product Safety (1) Case of production mistake in a product (mistake rectified; insurance 
claim); claims because of hydrolysis in shoes – soles come off after 7 
years (information and repair offers are given with each product)
Revocatory actions (var) Insolvency proceedings in various countries; corporate/financial risks 
are under control
Labeling (0) -
Infringements of  
Trademarks (1)
T
rademark name needed to be changed
Data Safety (var) -  wrong access to invoices (invoice download) -> access to customer 
data (name, address) -> access restricted
- internal data access after change of role not restricted -> re-evalua-
tion of access rights
- 
customer data was overwritten with other data using the staff login -> 
changes in login protocols
- 2 complaints about Fenix´s handling of personal data internally -> 
access rights changed
- wrong shipments/labels/invoices in eCom -> all technical adaptations 
made; human errors still possible.
Labor Laws (10) Var. complaints about works council, staffing and internal recruitment 
processes
Communication/Marketing (3) Online communication of products and price reductions in Sweden and 
Finland (resolved in Sweden, pending in Finland); revocation phrases 
online: changed according to authorities’ requirements
Harassment (3) Internal bullying in warehouse and store (HR & management and an 
external consultant involved –> measures taken and matter rectified)
Corruption (3) Bribery attempts (employees immediately reported to CCO)
Health & Safety (0) No case reported
Other (1) Copyright infringement (pending)
COMPLIANCE CASES 2023

===== SIDA 10 =====

10  CSR 2023 FENIX OUTDOOR INTERNATIONAL AG
same understanding of compliant behav-
ior and business dealings. We introduced 
a
 compliance management system in 2012, 
and we are continuously improving and 
developing this system. The Fenix Out-
door CMS concept complies with the main 
p
revailing standards, namely IDW PS 980 
and ISO 19 600. In 2023 we continued 
to operate the whistleblowing hotline in 
accordance with EU Directive 2019/1937. 
Through the “Ethicspoint hotline” anyone 
can raise concerns about and to Fenix Out-
door without disclosing their own name or 
c
ontact information. However, a dialogue 
function allows for interaction between the 
investigation team and the whistleblower. 
The hotline can be used in different lan -
guages such as Vietnamese, English and 
G
erman and was communicated to inter-
nal staff and external stakeholders. We are 
a
lso compliant with the national provisions 
in Sweden and Germany, for example, and 
encourage our employees to also use the 
governmental whistleblowing provisions 
if they feel they are not getting appropriate 
attention through internal channels when it 
comes to breaches of laws.
As with our sustainability report, the CSO 
submits an annual compliance report to the 
CEO and the board. Following the Compli-
ance Guidelines, the Chief Compliance Offi-
cer (CCO) submitted his annual report to 
t
he board in April 2023. Through this move, 
various compliance and legal matters are 
dealt with out of one hand, streamlining the 
efforts under Compliance even further. As 
part of the compliance system, all managers 
are obliged to sign and declare on an annual 
basis that they are following the compliance 
rules and that their staff members are aware 
of the system. For 2023 a total of 31 declara-
tions were received.
C
ompliance in Fenix Outdoor is not only 
a result of the ethical principles mapped 
out in the Fenix Way and other inter-
nal documents, it reflects also the own-
ers’ will to systematize the handling of eth-
ical and legal matters. In 2023, the number 
o
f cases directly reported to the CSO slightly 
increased over 2022. In particular, the Whis-
tleblowing Hotline was used more fre-
quently. The number of reports received 
g
rew from 14 in 2022 to 19 in 2023. These 
complaints mainly focused on HR adminis-
tration matters and in most cases were not 
s
ubstantiated enough to qualify as cases. 
However, we have had one case from the 
whistleblowing hotline that qualified as such 
and received several others through different 
channels. Nonetheless, so far we have not 
received any complaints or hints through 
this tool from our supply chain and business 
partners. The cases we received are given in 
the overview table.
When it comes to compliance risks 
embedded in our products, we use the pre-
cautionary approach and adhere to the 
l
egal frameworks governing the respective 
products. Our risk management approach 
includes, among other things, the key 
requirements given in the table “Product 
Compliance. ”
OPPORTUNITY AND RISK  
ASSESSMENT
Following the new requirement to specify 
the risks and opportunities and setting up a 
double-materiality matrix, we have adapted 
our presentation in this section accordingly. 
Environmental Risks and  
Opportunities
Fenix Outdoor contributes to environmen-
tal damage using resources in creating prod-
ucts, finishing, transporting, selling, pur-
chasing, using, maintaining and disposing of 
t
hem. We benefit from this in receiving rev-
enues and profit from sales. We also profit 
f
rom the externalization of costs, borne by 
societies or direct and indirect subsidies of 
various national governments or regional 
entities.
We mitigate our negative impacts by 
selecting materials cautiously and having a 
preferred materials policy. While maintain-
ing our standards of quality, durability and 
t
imelessness, we prefer, e.g., the use of recy-
cled material over virgin fossil-fuel-based 
m
aterials. We are also sourcing preferably 
organic or environmentally preferred natu-
ral materials over those grown or derived in 
a
 conventional manner (e.g., highly industri-
alized agricultural practices).
Th
e transport of goods around the globe 
contributes to greenhouse gas emissions. 
Our aim is to avoid air freight to the utmost 
possible extent and to be very cautious when 
it comes to business travel. However, a group 
of global companies with various local head 
offices requires business travel even by air 
to some extent, notwithstanding online and 
video conferencing options.
Climate change remained a serious issue 
and the catching up from the pandemic-
related stalled personal interactions in busi-
ness relations led to a growth of air travel. 
C
limate-related changes affect our oper-
ations directly (for example through the 
e
xtremely mild but wet winter weather, 
reducing the demand for warm clothing, 
or in a foreseeable future also through the 
interruption of transportation and com-
munication infrastructure and the impact 
o
n owned or contracted production sites). 
Although no legal requirements are in place 
for the time being for our industry when it 
comes to industry-specific climate protec-
tion efforts, more regulations with respect 
t
o a company’s greenhouse gas emissions 
and carbon pricing are underway in general. 
We are affected by increasing carbon pric-
ing for fossil fuels due to our self-operated 
l
ocations (mainly production and retail) and 
increasing operational costs. Carbon pric-
ing mechanisms and national emission trad-
ing systems are and will continue to be more 
f
requently implemented in our main mar-
kets (EU and US). The concrete financial 
i
mpact of climate change effects on Fenix 
Outdoor Group cannot be quantified at the 
Name of  
Requirement
Requirement
  
applicable yes/no
N
ame(s) and Description(s) of law
Sourcing of product 
components
Yes Reach; CLP; Chemicals Act; var.
Content, particularly 
substances that might 
introduce environmental 
impact
Yes Ordinance on Hazardous Substances
Content, particularly 
substances that might in-
troduce social impact
No
S
ave use of the product Yes Product Safety Laws and respective applicable stan-
dards; PPE Regulation; Technical standards for gas 
appliances; national sp.
 reg.
Disposal of the product Yes Packaging directive (laws); Recycling and Waste 
Management Act;
Other Yes Unfair competition laws; textile and shoe labelling 
regulations and directives
PRODUCT COMPLIANCE: LEGAL REQUIREMENTS

===== SIDA 11 =====

CSR 2023 FENIX OUTDOOR INTERNATIONAL AG   11

===== SIDA 12 =====

12  CSR 2023 FENIX OUTDOOR INTERNATIONAL AG
moment. However, most of our supply chain 
partners are in the global south (>60%). This 
region is in general more vulnerable to cli-
mate change effects than the global north. 
C
hanging weather conditions and increasing 
frequency and severity of extreme weather 
events (floods, storms, water scarcity and 
droughts) can lead to loss of harvest, thereby 
threatening our raw material sourcing of, 
e.g., cotton or hemp and destroyed buildings 
or homes, creating unsafe circumstances for 
our supply chain partners. Reduced produc-
tion capacity, government-imposed shut-
downs for energy-saving purposes and clo-
sures due to the pandemic can also lead to 
d
isruptions in our product supply, increased 
costs and delayed deliveries. Independent 
from production capacity but depending 
on changes in weather patterns, our ware-
houses (especially the Asian ones) might not 
b
e accessible due to floods or heavy storms. 
These risks impact the whole industry, so we 
do not solely see a company-specific risk but 
a greater one.
Social and Societal Risks  
and Opportunities
In light of the new Swiss legislation 
regarding child and forced labor, we are 
aware that the risks from our mainly 
Asian supply chain are evident. Through 
adequate managerial measures such as 
social auditing, long-term partnerships 
and collaborative efforts with our suppli -
ers, we are confident that these risks are 
m
anaged, and we do not have any seri -
ous human rights violations in our supply 
c
hain. However, matters may look differ -
ent deeper in the chain, without our social 
co
mpliance set-up and where neither a 
business relationship nor a system of con -
trols and binding conducts exist. 
A
 recent study by the ILO shows that 
large swaths of apparel-producing areas 
in Asia will be underwater by 2030. This 
may also affect our suppliers in the Ho Chi 
Minh area in Vietnam. The EiQ Assess-
ment tool from LRQA-ELEV ATE helps us 
t
o assess environmental risks in our produc-
tion countries. Our own operations are not 
l
ocated in short-term critical or vulnera-
ble areas. Costs for adaption strategies (e.g., 
m
ore air-conditioning, rainwater retention 
systems, etc.) as well as higher insurance 
costs are expected but cannot be quantified 
yet. Reduced performance of employees due 
to extreme heat periods may also be an effect 
of climate change.
Governance and Business  
Risks and Opportunities
In 2023 the pathway to more digitalization 
continued. However, bigger investments and 
evaluations were needed to move ahead but 
coincided with the economic slowdown. 
In light of the latter, we needed to restruc-
ture and refocus our efforts. All eyes are 
n
ow focusing on a new business system that 
shall be designed to embrace economic and 
sustainability needs. In addition, currency 
devaluation in certain countries and infla-
tion led us to re-evaluate speed and direc-
tion in some projects. We profited from vari-
ous opportunities. Unlike many other actors 
i
n the market, Fenix Outdoor brands were 
able to reconfirm their reputation as reliable 
brands that deliver goods on time. 
Increased consumer (in our jargon: user) 
awareness of the environmental impact of 
products will change consumer behavior. The 
rate of change in user behavior cannot be 
quantified yet, but probability is assessed as 
high. This development is being anticipated 
by Fenix Outdoor’s work on sustainability. 
Since 2012, Fenix has communicated about 
the efforts for the transition to a sustainable 
company. This long-term framework is com-
bined with the A Greener Choice attributes of

===== SIDA 13 =====

CSR 2023 FENIX OUTDOOR INTERNATIONAL AG   13
items in the Frilufts Retail assortment. There-
fore, changing consumer behavior is consid-
ered an opportunity.
An
other aspect of the changed consumer 
behavior is a sharp increase in sales of used 
products between consumers and com-
mercial actors. This can be seen in a dou-
bling of secondhand stores in two years and 
i
ncreased activity of secondhand platforms 
on social media. Overall, it must be consid-
ered probable that products will have a lon-
ger life before being discarded. Consequently, 
t
here is a probability that sales of new prod-
ucts will decrease. A counteracting factor 
i
s that sales of quality products with high 
repairability increases. How the two factors 
will go against each other is not yet possible 
to assess in the medium to long term. Frilufts 
Retail has begun to sell secondhand prod-
ucts. Another is that we also do offer prod-
uct care and repairs in our stores. A combina-
tion of the two options will be able to support 
e
ach other. Secondhand products may need 
to be repaired before they can be sold. Sec-
ondhand can therefore be either seen as a risk 
i
f no action is taken or as lost business oppor-
tunity. We believe that in most societies peo-
ple will increasingly strive for being outdoors, 
s
pending time in nature, and thus we antici-
pate a higher demand for outdoor and trek-
king clothing. Changes in climatic conditions 
i
n today’s more temperate regions may lead 
to a higher demand for protective clothing 
(against vector–borne diseases, sunlight, rain-
fall, etc.). Opportunities may also rest in dif-
ferent outdoor behavior, requiring different 
a
nd more groups to protect against “regular” 
weather patterns. The chance is an enhanced 
production of slightly different and special-
ized products. 
Topic Risk Mitigation Opportunity
Environmental Resource 
Depletion
Reduction in available resources -> 
increased prices -> loss of future  
opportunities and biodiversity
Preferred Fiber Policy and shift to 
low-impact materials; 
Application of Design Guideline -> products 
built with simplicity, repairability, durability, 
recyclability and timelessness in mind -> 
longevity
Transportation
Increased CO2e emission and high 
costs due to global shipments and 
intense business travel
CO2e offsets; car policy, climate 
strategy
Deliveries around the globe in a timely man-
ner -> preferred brand 
Climate Change Contributing to climate change 
through the above and energy use 
and consumption patterns in own 
operation and supply chain
Purchase of green energy; engag-
ing in projects in supply chain to 
phase-
out coal etc.
New product ranges – less heavy, more light 
weight due to warmer climates
Water
Water scarcity in production coun-
tries -> interruption of business
Water recycling, rainwater 
capture, less water-intensive 
processes
-
Circularity
Less sales; fiber blends hinder  
recyclability; high costs
Design and circularity tools for 
product teams
Innovative materials and products
Social Global Supply 
Chain
Lack of transparency; no legal con-
tract beyond Tier 1; information flows 
beyond Tier 1 and 2  
Social Auditing with own and ex-
ternal auditors according to FLA 
standards; risk assessment and
 
evaluation using EiQ from LRQA 
Diverse sourcing strategy; risk spread; pric-
ing models adaptable 
Child Labor Risk Countries are sourcing countries Country Risk Policy Community engagement
Forced Labor Risk Countries are sourcing countries Country Risk Policy Supplier trainings and engagement
Diversity Low awareness in diversity matters in 
suppliers and own operations
Diversity strategy Enhanced productivity and risk reduction; 
error mitigation
Training
No priority in own and external work 
force
Local activities by HR are very 
heterogeneous
Enabling employees, long-term retention
Governance Sales Focus
Lack of diversity; risk for corruption 
and non-compliance
Compliance guideline and policy; 
trainings
Lean organization with economic focus
Board Composi-
tion
Lack of diversity, lack of innovation, 
risk of “business as usual” solutions
Enhanced awareness in  
Executive Management
-
Brands Damage of reputation due to mis-
conduct
Sustainability & Compliance 
Governance
Brand leaders in the industry with regard to 
sustainability
Retailers
Diversity, lack of collaboration Creation of Frilufts Retail Direct consumer (user) communication
ESG RISK OVERVIEW 2023
Overall, the political situation of global 
instability and tension, the war in the 
Ukraine, inflation, tensions around Taiwan, 
the war in the Middle East as well as the 
upcoming elections in the USA makes the 
outlook for 2024 gloomy.
Immediate threats are active cyber-
attacks on western companies and infra -
structure as well as the ability of some 
c
ountries to dominate or interrupt econ -
omies and production. Even though most 
s
cientists do not foresee a real global 
recession at this point, we foresee insta -
bility and an economic slowdown in 
o
ur industry. While the costs of living 
will probably stabilize in the industrial -
ized world, we anticipate that industrial 
a
ctions, strikes and political unrest will 
challenge the economies in most parts of 
the world.

===== SIDA 14 =====



===== SIDA 15 =====

CSR 2023 FENIX OUTDOOR INTERNATIONAL AG   15
I 
t has been another demanding year for our 
planet. 2023 was the warmest on record, 
continuing the trend of record-breaking 
mean temperatures year after year during 
the last nine years. Nature and biodiversity 
are at risk, threatened by climate change, 
pollution, invasive species, pressure on natu-
ral resources, and land use change. Airborne 
p
ollution is the biggest environmental health 
risk of our time. Amid these sobering devel-
opments, in 2023 some uplifting actions 
s
howed their first positive results: the ozone 
layer is on track to recover; the COP28 in 
Dubai agreed on transitioning away from 
fossil fuels; deforestation in the Amazon 
decreased by over 55%; and certain species 
have been reintroduced into the wild. In 
addition, many nations committed to global 
frameworks and collective action – the 
future alone will show how these will turn 
out in practice. We started to prepare our 
upcoming new Sustainability Strategy until 
2030 to be as relevant and aligned as possi-
ble with this global development and 
u
pcoming regulatory obligations. 
Fenix Outdoor and its entities jointly base 
their actions on the following key aspects:
• 
 S
ustainable material solutions: Increas-
ing our share of “more sustainable” materi-
als based on our Preferred Fiber List (PFL), 
i
nspired by using leading industry bench-
marks (e.g., the SAC’s Higg Index Material 
S
ustainability Index and Textile Exchange 
Preferred Fiber Matrix)
• 
 T
ransparent supply chain: Partnering with 
LRQA to extend our reach and deepen 
our knowledge of the full array of sup-
ply chain matters with environmental 
im
pacts; strengthening the adoption of the 
Higg Index Facility Environmental Mod-
ule (FEM) by our suppliers and support-
ing them with trainings and a Corrective 
A
ction Plan (CAP) process
• 
 E
nvironmentally responsible production: 
CO2 emissions accounting and reduction 
2.  N ATURE – A changing climate changes 
the environment: a need to act now
in line with our Fenix Outdoor Climate 
Strategy (see CSR Report 2021, p. 20 and 
first draft of our Transition Plan); strive for 
integration of circular production prac-
tices (e.g., zero waste development) into 
s
tandard processes and implement circu-
lar business models (textile to textile recy-
cling, rent and repair services)
• 
 C
ontinue eliminating hazardous chemicals 
and updating the group-wide Chemicals 
Guideline in light of new regulations
 • 
 E
nabling consumers to identify the best 
suitable and most sustainable product 
for their needs by expanding our inter-
nal labeling/scoring models and enforcing 
s
upply chain compliance with transpar-
ency and traceability demands.
W
e at Fenix Outdoor make our products 
consciously, to last for generations and lever-
age the emotional longevity. We call it time-
lessness, durability and sustainability. If one 
c
an wear a garment for generations, then we 
believe it is as it is meant to be: a lifelong story 
of a product, rather than a short-lived prod-
uct used once in one’s life. But sometimes 
t
rade-offs are tough to solve: some materi-
als might be better for the climate but are not 
r
ecyclable and do harm to animals and plants 
when they end up in nature. It is not only us 
at Fenix Outdoor who are constantly on the 
move – our environment also changes as we 
move forward and so does the human under-
standing of certain activities or inventions of 
t
he past or present. Science and industry are 
rapidly evolving and consequently, once new 
research results become public, they may call 
for adjustments and changes in direction on 
our part. We do not want to stand still, but 
rather support the industry in moving for-
ward. We are eager to apply new methods 
t
o better assess our products' environmental 
impact along the whole value chain and pilot 
different solutions. While working toward a 
more sustainable business is anchored in our 
Fenix Way, adverse impacts on nature remain.
Adverse environmental impacts 
from Fenix Outdoor’s Business
Most of our impacts occur in the supply 
chain. We have our own production facil-
ities in Europe and carefully select Euro-
pean supplies and ingredients for our prod-
ucts. However, we also have a global supply 
c
hain for our textiles and hard goods and 
source from various countries in the global 
south. This comes with the downside of 
weak or unenforced environmental laws, 
which pose a risk to our own environmen-
tal ambitions. Our most significant impact 
a
reas are freshwater consumption and land 
use at farm level to derive plant-based and 
animal-derived materials, water pollution 
during fabric dyeing or tanning and finish-
ing through dyestuff and chemical use, waste 
g
eneration from cutting spill and over-
all packaging, and energy consumption in 
o
ur supply chain as well as in our distribu-
tion centers and stores. While we design and 
s
ell our products with care, adverse impacts 
from our business can also be caused by 
microfiber shedding during washing, as well 
as the use of excessive detergents, washing at 
too high temperatures, and end-of-life pol-
lution. Since these impacts are closely inter-
linked, together they make up our impact 
o
n climate and biodiversity. The finan-
cial impacts from these adverse impacts on 
F
enix Outdoor’s company value have not 
been quantified yet.
To manage our adverse impacts, we have 
a multi-level approach. As early as 2012 we 
strategically decided that we would do “our 
homework. ” Subsequently in our own oper-
ations we did (and do) regular assessments 
a
nd decide how we can improve our envi-
ronmental profile. A key element in our 
o
wn operations is energy use and consump-
tion. Where possible, we have switched to 
t
he purchase of “green” electricity and retro-
fitted lighting systems to LED. The process 
i
s still ongoing. We also invested in alterna-
tives to energy supplies, be it the use of dis-

===== SIDA 16 =====

16  CSR 2023 FENIX OUTDOOR INTERNATIONAL AG
trict heating or investment in a near-dis-
tance neat supply from a biogas plant of an 
o
rganic farm in our Bavarian production 
facility. Since 2015, regular energy audits 
take place in our main operations in Ger-
many and Sweden. Based on the recommen-
dation from the audits, we draw up improve-
ment plans to make further adjustments. 
A
s a sales organization we depend on trav-
eling sales managers. To control the emis-
sions from that, clear CO2e targets have been 
set and we have switched to hybrid and elec-
tric cars where possible. In addition, we look 
i
nto optimizing travel routes. Similarly, we 
act upon optimization and emission-reduc-
tion measures related to our shipments. For 
o
ur own retail operation, we apply an energy 
and environmental due diligence protocol 
and an internal design guideline which stip-
ulates the use of recycled or recyclable and 
p
referably natural material usage.
Our own production sites are based in 
Europe and source their materials from sur-
rounding suppliers, mainly within the EU.   
T
o understand and track our adverse 
environmental impacts in the supply chain 
we collect environmental data via our 
annual GRI reporting, the Higg Facility 
Environmental Module (Higg FEM) and 
cover certain topical areas in our audits con-
ducted by LRQA and our own audit firm 
L
eadertek. In 2023 we had 80 factories par-
ticipate in the GRI Questionnaire and 41 
T
ier 1 (incl. 2 vertical suppliers) facto-
ries report their electricity consumption, 
o
f which 9 reported through FEM 2023. 
In 2023, 40 FEM 2022 were shared with us 
(2022: 72) from our Tier 1 and Tier 2 sup-
ply chain partner. 68% of them have been 
v
erified (2022: 83%). In total, our suppliers 
remain slightly above the industry bench-
mark. The biggest improvement potentials 
a
re in cooling equipment maintenance and 
in the air emissions section. Since we could 
not see an increase in data quality or quan-
tity, matching the data sets from GRI and 
l
atest FEM is not appropriate. We engage 
with our suppliers in impact-area-specific 
training and implementation projects and 
track overall sustainability performance and 
progress year-over-year in our Sustainability 
Supplier Scorecard (see chapter Society).
Together with our supply chain partners 
and other brands, we again invested in a 
couple of environmental supply chain pro-
grams for energy and water efficiency as 
w
ell as climate action. These programs often 
serve as a door opener and bring great learn-
ings for brands and suppliers alike – most 
o
ften the work starts after the programs are 
finalized. In 2023 we intensified the follow-
up from the programs (e.g., EOG Carbon 
MATERIAL USAGE (ALL PRODUCTS) 2023 – TABLE N1
Materials
Amount  
conventional  
(kg)
Amount 
 more 
Sustainable 
(kg)
Amount 
recycled  
(kg)
Total CO2e  
(t)
PLANT-BASED FIBERS AND MATERIALS
Coconut 110 <1
Cork 478 <1
Cotton 13,355 382,837 35 3,118
Hemp 21,269 285
Nuts (Corozo) 516 1
Wood 1,508 2
Other plant-based fibers and materials
ANIMAL MATERIALS
Alpaca 856
69
Bees Wax 491 2
Down 23,976 38
Leather 121,182 71,377 4,317
Silk 276 25
Wool 4,838 112,747 12,378 4,088
Other animal materials
MAN-MADE CELLULOSIC FIBERS
Lyocell (e.g. Tencel) 3,393
34
Modal 56 14,428 141
Viscose 884 15
Other man-made cellulosic fibers 3,073 42
SYNTHETICS FIBERS AND MATERIALS
Acrylic 7,643 482
118
Elastane (e.g. Lycra, Spandex) 23,894 192
Polyamide (Nylon, etc.) 198,238 41 250,829 4,875
Polyester 330,402 672,427 8,146
Polyethylene 152 449 3
Polypropylene 120,922 479
Polyurethane 19,925 221
Polyvinyl chloride 164 1
Thermoplastic Elastomere 15 <1
Thermoplastic Polyurethane 4,427 35
Tritan 867 7
Other synthetics fibers 24,541 146

===== SIDA 17 =====

CSR 2023 FENIX OUTDOOR INTERNATIONAL AG   17
Reduction Project and Coal Phase Out) and 
prepared for supporting identified reduc-
tion measures in 2024. We see a challenge 
t
o scale up these types of programs on our 
own and see a risk that suppliers will be run 
down by individual brand requests, which is 
why we will continue to support collective 
action. Among others, our suppliers took 
part in AII’s Carbon Leadership Program 
as well as in GIZ programs such as Climate 
Action Training, Coal Phase Out and FEM 
To The Finish Line 2023.
Biodiversity loss – an impact area 
that needs more attention in 2024
We started to map our biodiversity risks 
with the WWF biodiversity risk filter with 
Materials
Amount  
conventional  
(kg)
Amount 
 more 
Sustainable 
(kg)
Amount 
recycled  
(kg)
Total CO2e  
(t)
METALS AND INORGANIC COMPOUNDS
Aluminum 27,312 250
Brass 61,239 56
Copper 59 <1
Emaille 297 1
Glass 351 <1
Stainl. Steel 61,689 236
Steel 85,483 208
Titanium 64 2
Other Metals and inorganic compounds 57,300 147
FOAMS
Polyurethane foam 43,824 209
Other foams
RUBBER
Butyl rubber 428
2
Other rubber 179,698 744
OTHER MATERIALS AND SUBSTANCES
Acetate 476
8
ePTFE and bicomponent laminates 1,243 15
Glue 85,757 429
LPG Gas 86,462 290
Paraffine 4,420 14
Pentane/Heptane 5,328 22
Silica Gel 80,385 <1
Silicone 465 4
Vinylon F 196,820 4,019
Other materials and substances 64,522 232
MATERIAL USAGE – TABLE CONT. (ALL PRODUCTS) 2023
regard to our own operations and pro-
duction sites and will continue to con-
duct a detailed analysis in 2024. Our busi-
ness model mainly depends on the input 
o
f raw materials (natural and synthetic 
fibers), freshwater for fabric manufactur-
ing and energy for all production stages. 
M
ain impacts on biodiversity are pollution 
and freshwater usage/wastewater discharge 
as well as the impacts of our hiking events. 
At the same time, our business purpose as 
an outdoor company depends heavily on the 
intactness of (wild) nature and the great out-
doors, so we might be affected more than 
o
ther companies by biodiversity loss.
The first analysis assumes that our sever-
est impact on biodiversity and deforesta-
tion derives from our raw material pur-
chases. Main animal-based materials are 
l
eather, wool and down, whereas cotton 
accounts for most plant-based fibers, fol-
lowed by man-made cellulosic fibers. Met-
als and other inorganics make up most of 
o
ur trim materials. As in the years before, we 
deliberately use recycled, organic and recy-
clable materials. The main guidance is our 
p
ublicly available Animal Welfare Policy. 
Hanwag sources leather from well-known 
and traceable sources, and the hides come 
from inside Europe or known farms. The 
impact on deforestation is assessed as low 
risk. All brands have brand-specific material 
targets that are aligned with our Preferred 
Fiber List (PFL). 
We have classified the main textile fibers 
we use into our own PFL consisting of four 
categories: excellent, good, OK if crucial and 
“do not use. ” To us a preferred fiber is classi-
fied as excellent or good, which is for exam-
ple GOTS certified cotton, regenerative 
w
ool or FSC certified man-made cellulosic 
fibers. Based on the 2023 fiber consumption 
for the Fenix Outdoor textile brands (Fjäll-
räven, Frilufts – private label, Royal Rob-
bins, Tierra) we are at a level of 71% of pre-
ferred textile fibers from the fiber types we 
h
ave classified (2022: 60%). The main driver 
behind the increase is better data collection 
but most importantly the shift toward recy-
cled materials in the synthetics category.
H
ave a closer look at our product material 
and materials consumption (which includes 
office supplies and the like) in Table N1 and 
N2.
Ongoing and completed mitigation mea-
sures in 2023 include:
•
 
 O
n group level: increased share of certified 
and traceable wool by 9% and increased 
share of recycled polyamide by 28% com-
pared to 2022.
•
 
 F
rilufts (private label) successfully certified 
according to the Responsible Down Stan-
dard (RDS)
•
 
 R
oyal Robbins brand certification accord-
ing to the responsible wool standard 
(
RWS) and Global Recycling Standard 
(GRS)
• 
 R
oyal Robbins met their goal of 80% recy-
cled polyester by 2025, sourcing 82% recy-
cled polyester in 2023.
• 
 R
oyal Robbins exceeded their goal of 50% 
certified, traceable wool by 19%, RWS cer-
tified wool accounted for 69% of wool 
u
sed.
• 
 F
jällräven, Royal Robbins and Frilufts 
(private label) participated in the Textile 
Exchange’s Corporate Fiber & Materials 
Benchmark survey.

===== SIDA 18 =====

18  CSR 2023 FENIX OUTDOOR INTERNATIONAL AG
Additional analysis needs to be conducted 
further down the supply chain for other 
tiers, especially fiber origin on farm level. 
The risks also need to be evaluated more 
closely and accounted for in the biodiver-
sity strategy. 
I
n general, we see an opportunity to reach 
more people through our business model 
and bring them out in nature. This will 
inspire them to value and protect nature. On 
the other hand, we can support biodiversity 
restoration by sourcing regenerative fibers, 
which will in addition increase our resilience 
against pests compared to common agricul-
tural practices (conventional or organic).
Climate change – Mitigation  
measures show first effects 
Our main climate impact stems from the 
production of our products (brands busi-
ness) and products sold (retail business). 
Th
us, emissions from raw material con-
sumption and transportation make up the 
b
iggest share of our overall emissions fol-
lowed by energy consumption of our owned 
a
nd operated locations. To mitigate our 
effect on climate change, we established our 
climate strategy in 2020 (see CSR Report 
2021, p.20). Based on the strategy, we assess 
our climate impact annually on a group and 
brand level and follow up on action items on 
a quarterly basis. Table N3 shows our total 
MATERIALS Sum of Amount  
conventional 
[kg]
Sum 
of Amount  
More Sustainable
Sum of Amount 
recycled
Amount compensated 
marketing material 
(kg)
Cardboard 318,879 102,950 38,931
Glass 0 0 43
Glue 1,423 9 611 2
Ink 11,195 885 0 39
Labels 820 576 0
Metals 458 33 3
Paper 478,498 820,988 549,571 484,422
Plastics (Non 
Spec.)
2,941 1,640 2,873
Polyester 5 5 0
Polyethylene 7,324 140 16,990
Polypropylene 
(e.g. straps, 
tapes)
8,102 68 125
PVC (e.g. tapes) 792 1 257 10
Steel 75 0 0 45
Toner/Ink 154 51 27
Wood 3,405 0 0 629
Fabric/Textiles 1,690 10 494 16
Other Materials 12,725 1,968 125 35
MATERIAL USAGE 2023 – TABLE N2
GHG emissions, disaggregated by Scope and 
significant category. 
Our overall carbon dioxide equivalents 
(t CO2e) amounted to 97,974 t CO2e (2022: 
130,976 t). These data include Scope 1 and 2 
emissions as well as a range of our indirect 
emissions from shipments (up- and down-
stream), waste generation, business travel, 
c
ommutes (including homeworking emis-
sions) and purchased goods and services 
(
raw materials, energy use from Tier 1 sup-
pliers, consumables, packaging, shopping 
b
ags, external and internal events). It also 
includes end-of-life emissions for the first 
time. The commuting and working from 
home data were obtained anonymously 
through a group-wide commuting survey. 
Our data and methodology undergo spot 
analysis from the Swedish Textile Initiative 
for Climate Action (STICA). More method-
ological details are published in Chapter 6 
o
f this report. We have used the most up-to-
date conversion factors available. We have 
used an IT-based reporting tool allowing 
us to have more accurate data each report-
ing cycle. Some data sets need to be eval-
uated manually and data consistency and 
c
ompleteness cannot be fully assessed. There 
is still some ambiguity, and some devel-
opments can only be explained by possi-
ble misstatements in the past. Whenever we 
h
ave new information (e.g., through ancil-
lary cost invoices), emission factors are 
u
pdated or misstatements are obvious, we 
correct our figures in the upcoming report 
for the past years. In any event, again, we 
took a precautionary conservative approach 
and believe that – based on the data and 
emission factors we have or methodolo-
gies that are applied – we slightly overstate 
o
ur emissions in some categories (e.g., raw 
materials, working from home, events) and 
understate them in others (e.g., transporta-
tion, energy consumption).
F
or our long-term goals, we have set up 
a first edition of our transition plan, outlin-
ing strategic and potential climate change 
m
itigation actions for our own operations 
and the value chain. Our long-term tar-
gets will be formalized in the upcoming 
s
trategy cycle. To achieve our current cli-
mate goals, we see a couple of potential mit-
igation actions, that are presented in Fig-
ure N1. Because of our memberships in the 
U
N Fashion Charter and STICA, we have 
decided not to officially commit to the SBTi 
in addition so far. Both initiatives require 
members set science-based and aligned tar-
gets and also check and verify our data to a 
c
ertain extend. We target an additional veri-
fication of our emission’s data and targets in 
2
024 in course of our CSRD readiness check. 
However, we follow the activities of the SBTi 
and our peer groups closely and regularly 
evaluate whether we should change anything 
in this approach.
Ongoing and completed mitigation mea-
sures in 2023 include:
•
 
 E
xtended use of green electricity in our 
eastern European, North American and 
Asian locations by investing in energy 
attribute certificates and green tariffs. The 
share of our renewable electricity for own 
and operated locations is now at 99.99%. 
The systematic purchase of green electric-
ity is having a significant impact and our 
s
cope 2 emissions from electricity, which 
decreased by 80% compared to the base-
line year 2019.
•
 
 F
or the first time, we developed a method-
ology to calculate Frilufts Retail’s emissions 
f
rom the assortment. The methodology 
will be refined over time and will finally 
help us to develop a strategy for the assort-
ment in the future (see details below).
• 
 F
or our distribution center in Germany, we 
extended the feasibility study from solar 
panels to alternative heating solutions, 
investigating in heat pumps and excess 
heating of a neighboring industry. For our 
distribution center in the Netherlands, we 
conducted a feasibility study for solar pan-

===== SIDA 19 =====

CSR 2023 FENIX OUTDOOR INTERNATIONAL AG   19
els, but amortization time was not eco-
nomically viable under the current circum-
stances.
•
 
 D
ue to better production planning, fewer 
supply chain disruptions both at the pro-
duction of our products as well as in trans-
portation industry, we have been able to 
r
educe the number of products we move 
via airfreight, both in absolute and in rel-
ative terms. The divestment from Pri-
mus also led to a decrease in emissions 
f
rom transportation, due to the impact of 
their product weights on transport emis-
sions, although freight emissions have been 
a
ccounted for the first four months of the 
year. Reducing air freight even further has 
been appointed as strategic topic for the 
brands in 2024.
• 
 B
y end of 2023, 24 of our Tier 1 and Tier 
2 suppliers conducted solar panel feasibil-
ity studies according to their declaration 
Base year  
(2019) 2022 2023 % YoY Explanation 2025  
target
Scope 1 GHG emissions
Gross Scope 1 GHG emissions (tCO2eq) 1,328 1,078 1,139 6
 - 40%  
reduction  
absolute
P
ercentage of Scope 1 GHG emissions from 
regulated emission trading schemes (%)
0 0 0 0
Scope 2 GHG Emissions
Gross location-based Scope 2 GHG  
emissions (tCO2eq)
14,372 11,797 11,147 –6 Incl. CO 2e from other GHGs; assummp-
tion: emisison factors for electricity 
cover only CO2
Gross market-based Scope 2 GHG emissions 
(tCO
2eq)
6,436 2,628 714 –73 Decrease due to 99.99% renewable elec-
tricity sourcing, residuals from district 
heating
Significant scope 3 GHG emissions
Purchased Goods and Ser
vices 63,707 78,546 53,475 –32 Decrease due to divestment  
in Primus and decrease in  
produced products in general.
 - 50%
  
reduction 
per product
  
produced
F
uel- and Energy-Related Activities  
Not Included in Scope 1 or Scope 2
914 931 741 –19
Upstream T
ransportation and Distribution 5,013 7,148 4,116 –42 Less products have been moved via 
airfreight,  decreased shippments of 
carbon intesive goods due to divestment 
of Primus
Waste Generation in Operations 20 58 89 53 Increase due to better additional  
estimations.
B
usiness Travel 3,898 3,256 2,597 −20 Due to increase in electric and hybrid cars
Employee Commuting 1,353 1,529 1,476 −3 Survey participants in 2023: 674 (2022: 
285)
Downstream Transportation and Distribution 129 Before, emissions from downstream T&D 
have been included in upstream due to 
lack of transparency.
Use of Sold Products NA NA NA No baseline calculation; first  
estimates see CDP 2023
End-
of-Life Treatment of Sold Products 30,216 35,798 33,499 –6
TOTAL GHG EMISSIONS – TABLE N3
Emissions are calculated in line with the Greenhouse Gas Protocol and reporting requirements from STICA. Please find detailed information on emission factors, data 
impairments and caveats in the Methodology Appendix 2023. CO
2 emissions from biomass outside of scopes: 63t CO2e.
FIGURE N1 – CLIMATE CHANGE MITIGATION ACTIONS 
t CO2e
Increase
Decrease
Total
Emissions 2023
Company growth 2024-2025
100% renewable electricity
100% electrification of heating
Raw material conversion
Material efficiency
Low carbon transportation
Decarbonizing the sulppy chain
Efficiency increase in supply chain
Coal phase out
Reduced production volume
Unidentified measures
Target year 2025
Baseline emissions 2019
80,000
70,000
60,000
50,000
40,000
30,000
20,000
10,000
0

===== SIDA 20 =====

20  CSR 2023 FENIX OUTDOOR INTERNATIONAL AG
in our GRI survey; 11 of them installed the 
panels and 5 are planning to do so by 2025. 
As far as we are aware, the share of suppli-
ers sourcing renewable electricity remains 
s
imilar compared to last year, covering 
13% (2022: 10.5%) of our share of elec-
tricity reported through our GRI survey. 
A
gain, we sponsored I-RECs for our share 
of electricity consumption for a Vietnam-
ese supplier.
I
n total, business development and miti-
gation efforts lead to a decrease in our Scope 
1
 and 2 emissions of 63% and of our Scope 3 
emissions per product produced by approx. 
8% compared to baseyear. 
The triad of our climate strategy is to avoid, 
reduce and compensate for unavoidable emis-
sions. Because we are not yet able to elim-
inate our energy, transport and product-
r
elated emissions, we compensated for them 
through investments in carbon reduction 
projects outside our value chain. The projects 
we have invested in can be identified below.
1) 
The total amount we compensated for was 
20,472 t CO
2e (2022: 19,478 t), which equals 
our own directly controlled emissions (Scope 
1 and 2) and selected Scope 3 emissions: con-
sumables, transport of shipments (up- and 
d
ownstream), business travel, commutes and 
homeworking emissions, waste and water, 
some product-related emissions and inter-
nal as well as external events (Classics, Globe-
trotter Freiluft, Kick Offs). Again, we consid-
ered a couple of main suppliers. In addition, 
c
iency measures in certain areas, for exam-
ple installation of efficient lighting or room 
t
emperature settings. 
However, we have been able to implement or 
start with the mitigation measures below in 
2023, among others:
• 
 R
etrofitting and installing energy efficiency 
measures in our stores, distribution centers 
and in Hanwag’s production in Hungary: 
adjustment of indoor temperatures, more 
efficient kitchen equipment, installation 
of motion detectors for lighting and esca-
lators, adjusting and limiting shop win-
dow lighting, new window installment and 
e
xchange of air con equipment
•  A
t Frilufts Retail, a “Checklist: Energy-Sav-
ing Tips” was circulated among retail staff. 
A
s a result, we can record at least the fol-
lowing saving measures: In four stores the 
l
ighting was changed to LED, which will 
approximately save around 300,000 kWh of 
electricity annually. In one store the escala-
tor received a motion detector. In one store 
t
he maximum temperature in the server 
room was raised, requiring less energy to 
cool down the room temperature
• 
 C
ontinue our transition path to LED when 
lighting needs to be repaired in existing 
locations 
• 
 D
ecrease of company cars and exchange of 
fossil fuel cars to hybrid or electric vehicles. 
For Globetrotter it was again the time to 
conduct the legally required energy audit. 
The report gives advice about potential 
energy efficiency measures for five stores, in 
which an on-site audit was conducted, and 
it is now necessary to follow up on these 
Energy consumption and mix 2022 2023
(1) Fuel consumption from coal and coal products (MWh) 0 0
(2) Fuel consumption from crude oil and petroleum products (MWh) 45 54
(3) Fuel consumption from natural gas (MWh) 5,384 5,289
(4) Fuel consumption from other non-renewable sources (MWh) 0 0
(5) Consumption from nuclear products (MWh) 0 0
(6) Consumption of purchased or acquired electricity, heat, steam, and cooling from non-renewable sources (MWh) 7,172 5,210
(7) Total non-renewable energy consumption (MWh) (calculated as the sum of lines 1 to 6)  12,601 10,553
Share of non-renewable sources in total energy consumption (%) 45 38
(8) Fuel consumption for renewable sources (including biomass, biogas, non-fossil fuel waste, renewable hydrogen, etc.) (MWh) 0 318
(9) Consumption of purchased or acquired electricity, heat, steam, and cooling from renewable sources (MWh) 15,411 16,735
(10) The consumption of self-generated non-fuel renewable energy (MWh) 0 0
(11) Total renewable energy consumption (MWh) (calculated as the sum of lines 8 to 10) 15,411 17,053
Share of renewable sources in total energy consumption (%) 55 62
Total energy consumption (MWh) (calculated as the sum of lines 7 and 11) 28,091 27,606
marketing materials such as catalogues and 
flyers were partially offset as part of the pur-
chase agreement, which amounted to an off-
set of about 485 t CO
2e (2022: 640 t). Leather 
for Hanwag was compensated too: 70 t CO2e 
were compensated in an African afforestation 
project. Learn more about our carbon offset 
management on page 23.
Fossil fuel depletion – Energy  
efficiency measures show effect 
Our energy consumption is mainly driven 
by electricity used for store operations 
(lighting, air conditioning and in some cases 
for heating) and distribution centers, fol-
lowed by gas consumption for heating and 
w
arm water generation. A more detailed 
breakdown is provided in table N4. Com-
pared to 2019, energy consumption dropped 
b
y 7%.
In general, energy sourcing is decentral-
ized. Most of our locations are rented and 
t
hus energy supply for heating is most often 
included in the rental agreement. Our influ-
ence on the energy sources is therefore lim-
ited. For stores located in shopping malls 
w
e most often depend on the shopping mall 
operator even for electricity. To steer renew-
able energy procurement, we established 
a g
uideline on renewable energy sourcing 
that outlines targets and definitions. Energy 
Attribute Certificates are secured centrally 
for the whole group for those locations 
where we are not able to choose green tariffs.
 We depend even more on landlords and 
shopping mall providers when it comes to 
implementing energy efficiency measures. 
We are only able to implement energy effi-
1 https://app.ceezer.earth/share/portfolio/ 
clucnwked49
ENERGY CONSUMPTION AND MIX – TABLE N4

===== SIDA 21 =====

CSR 2023 FENIX OUTDOOR INTERNATIONAL AG   21
FIGURE N2 – FENIX OUTDOORS' RENEWABLE ELECTRICITY  
MARKET-INSTRUMENTS
Polish GO
GOs
Contract & GOs /RECs
REGO
RECs
Contract
I-REC ex. Domain
I-REC
recommendations. Another duty stems 
from the German Energie-Effizienzgesetz 
(EnEfG), which requires companies with 
more than 7.5 GWh energy consumption, 
besides other obligations, to implement an 
environmental and energy management sys-
tem. The law was passed by the German Par-
liament in November 2023. Energy data is 
s
ubject to change due to constant incoming 
data updates during the year, e.g. from ancil-
lary invoices (all past data corrected). 
Freshwater withdrawal and waste -
water pollution – an impact area 
still hard to quantify for us
We are aware that the garment industry 
has a major impact on the planet’s water 
basins, water quality and water scarcity, and 
we assume that our biggest adverse impact 
comes from cultivation of natural fibers and 
fabric production (area of production and 
dyeing methods as well as finishing pro-
cesses). An analysis we conducted from 2022 
s
howed that part of our Asian fabric supply 
will most likely be affected by water stress 
in 2030 if climate change proceeds unmit-
igated. Knowing that our own operations 
o
nly account for a very small share of our 
overall water footprint, we estimated the 
amount of water withdrawn from our own 
and operated locations was 62,256 m
3  
(2022: 70,898 m3; see regional breakdown in 
the graphic). The main purpose is for drink-
ing, cooking and household use, although 
s
ome operations have a vast green space they 
take care of and some of our mega stores 
carry pools and diving tubes for equipment 
testing. The water we withdraw is mainly 
drawn from the community supply (ground-
water and surface water, e.g., in northern 
F
inland, South Korea, China and the Czech 
Republic). Since the datasets for our oper-
ations were still fragmented in 2023, we 
a
dded a 10% security surcharge. Although 
we are only able to quantify our water foot-
print in the supply chain on an incomplete 
l
evel (see p. 21), we monitor water manage-
ment practices of our supply chain partners 
v
ia the Higg FEM and certain risk criteria. 
We strive for water-reducing technologies 
and use technologies such as solution dye 
and CO
2 dyeing.
Except for two Asian locations (Korea and 
Hong Kong), the effluents were collected 
in community sewers and treated at a pub-
lic treatment plant. No toxic chemicals were 
r
eleased by our own operations into sew-
ers or surface water bodies. The water dis-
charges amount was not safely determined. 
W
e estimate that about 51,319 m3 (2022: 
70,892 m3) were released by our opera-
tions (toilets, washing, kitchens). In our 
52%
33%
15%
FRESHWATER USAGE (m3)
AsiaEU North 
America
62%
20%18%
WASTEWATER DISCHARGE (m3)
EU North 
America
Asia

===== SIDA 22 =====

22  CSR 2023 FENIX OUTDOOR INTERNATIONAL AG
own operations, we do not discharge any 
wastewater that requires a Chemical Oxy-
gen Demand (COD) monitoring, nor do we 
h
andle or use halogenated absorbing organic 
compounds requiring an AOX demand 
monitoring. Our wastewater is normal 
household wastewater.
Ongoing and completed mitigation mea-
sures in 2023 include:
•
  A
 not systematic but encouraged reuse of 
water and rainwater capture 
• 
 Th
e search for new technologies with lower 
water impacts, e.g., in dyeing or tanning 
processes
• 
 E
xploring new projects in conjunction 
with renewable energy providers who offer 
hydroelectric power and at the same time 
restore fragile ecosystems and water bodies.
Pollution and waste generation – 
an impact area that runs through 
the entire value chain, from pro -
duction to customer
As of today, we are not able to quantify our 
adverse impacts coming from pollution. 
We see our potential impacts coming from 
microfiber release during fabric manufac-
turing and washing at home, textile scrap 
e
nding up in landfills or being burned dur-
ing assembly, fossil fuel consumption for 
t
ransportation, waste generation in our 
own operations and during end of life for 
unwanted, outworn or dysfunctional clothes. 
To understand and manage the number of 
microfibers released from our products, we 
are a member of The Microfiber Consor-
tium and conduct shedding tests accord-
ing to their standard. In addition, we do not 
a
dd releasable microplastics intentionally to 
our products. We established a mandatory 
microfiber test for newly developed fleece 
fabrics and submit our test results to the 
Microfiber Consortium database.
Cutting spill is generated during the 
assembly of our products. Depending on 
the country the textile waste goes to down-
cycling or landfill. Improper landfilling can 
c
ause textile waste spill into the surround-
ing nature or leakage of landfill gas. Paper 
a
nd plastics from packaging are most often 
recycled in our production countries as well, 
while hazardous waste handling falls under 
legal national requirements. Impacts created 
by third-party waste handling companies are 
not investigated yet. To prevent textile scrap 
ending up in landfill or being burned, we 
conduct waste management trainings with 
our suppliers and involve them in training 
and implementation projects whenever pos-
sible, to achieve a beyond compliance and 
c
losed loop waste management. 
Most of our waste is generated by 
inbound shipments and results in our ware-
houses and stores. In those locations, we 
w
ork with local waste disposal compa-
nies to recover and dispose of the waste. In 
s
maller rented locations and shopping cen-
ters, we are usually not able to determine 
t
he disposal company or obtain the amount 
of waste generated. Thus, a fair number of 
the datasets are based on estimates. Onsite 
we reuse cardboard and shoeboxes as well 
as paper filling to a fair share in our ware-
houses in Germany and the US, our stores in 
t
he US, Denmark, Sweden and Finland and 
in some of our showrooms. Main repurpose 
is shipments and store fitting (e.g., back-
pack filling). In 2023 we have been able to 
d
ivert about 75% of our waste from disposal. 
Approximately two-thirds of our diverted 
waste is paper and cardboard. Of this, nearly 
100% is prepared for recycling offsite. The 
main waste fraction for offsite disposed-of 
waste is mixed commercial waste and resid-
ual waste, which is most often incinerated 
(
95%). Waste data in general is poor, since 
data is not commonly available, especially 
for rented locations. However, waste data 
from distribution centers and stores is con-
sidered (actual and estimated).
On
going and completed mitigation mea-
sures on waste generation in 2023 include, 
a
mong others:
• 
 I
n the United States, 1.74 tons of soft plas-
tics, mostly polybags and shrink wrap from 
o
ur stores and warehouse, was diverted 
from the landfill to responsible recycling 
through EcoCycle. EcoCycle is a local recy-
cler in Boulder County, Colorado, USA, 
s
pecializing in hard to recycle items. They 
work with Trex to recycle soft plastics into 
composite decking.
• 
 W
e scaled up our polybag-free packag -
ing program and shipped about 40,000 
i
tems from Fjällräven and Tierra to the 
Netherlands and North America (bulk 
products and SMS) without polybags. 
Although not all products have arrived 
yet, the upscaling already revealed oper -
ational challenges with regard to stor -
age, handling, packaging quality and 
w
holesale packaging requirements. We 
found that Frilufts (private label) already 
shipped socks and hard goods (about 
118,000 items) without individual poly -
bags to Ludwigslust. Royal Robbins 
c
ontinued to ship select styles sold in 
Europe without individual polybags. The 
program expanded from 6 to 14 styles 
shipping roll-packed (15,700 items).
• 
 1
4 factories in Vietnam were trained on 
good waste management practices by 
our Social Compliance Auditor (2022: 
7), representing 60% of our Vietnamese 
factories in 2023. To deepen the under -
standing of the local context and fos -
ter implementation, a group of facilities 
w
ill join the GIZ “Waste No More Pro -
gram” in Vietnam in 2024. We will also 
b
roaden the conversation with our sup -
pliers outside Vietnam.
T
o help customers to take care of 
unwanted or dysfunctional clothes or to 
prolong a product’s lifetime whenever pos-
sible, we established a couple of circular 
b
usiness models. We offer repair and care 
services through all major Frilufts Retail 
companies in our own repair centers in 
Sweden, Germany and increasingly in our 
North American brand stores. In other 
Waste composition Waste generated  
(t)
W
aste diverted  
from disposal
Waste directed 
to disposal
Biodegradable waste 5 5 1
Chemicals (hazardous) 1 1 0
Chemicals (non-hazardous) 0 0 0
Glass 0 0 0
Metal 7 7
Mixed commercial waste 204 4 199
Other 15 15 0
Other Hazardous (Batteries, WEEE, …) 7 0 7
Paper and Cardboard 1,352 1,285 8
Plastic 61 57 4
Residual waste 471 125 345
Wood 384 384 0
TOTAL WASTE 2023
Local standards are used for metric conversion. Although data quality is improving, the data set does not show 
the full picture.

===== SIDA 23 =====

CSR 2023 FENIX OUTDOOR INTERNATIONAL AG   23
regions we partner with external repair spe -
cialists. Since 2021 Globetrotter has been 
b
uying and selling used equipment in all 
stores, and since 2022 another important 
milestone has been reached: Globetrotter 
customers can now buy and sell used out-
door equipment online at secondhand.glo-
betrotter.de. 
I
n addition, in 2023 the Frilufts Retailers 
(except Trekitt) offered customers the rental 
of outdoor products through their store net-
work. However, Globetrotter still is the only 
o
ne so far to allow customers to also rent 
products directly online.
Ongoing and completed mitigation mea-
sures in 2023 include:
•
  A
round 17,818 pairs of Hanwag shoes were 
resoled in 2023 (2022: 19,631) in our fac-
tory in Vierkirchen and our partner fac-
tory in Croatia.
•
  A
t Frilufts Retail the total amount of prod-
ucts cared or repaired almost doubled 
co
mpared with the year before and reached 
48,493 (+43% from the previous year). 
The increase is mainly due to Globetrot-
ter, where 32,389 products alone were ser-
viced. 
•
  A
nother record year especially at Globe-
trotter. Via secondhand.globetrotter.de and 
t
hrough the 21 branches customers can sell 
and buy used outdoor gear and apparel. In 
total 23,679 secondhand products were sold, 
another significant increase compared to the 
previous year. At Naturkompaniet in three 
stores, two in Stockholm and one in Malmö, 
a secondhand segment was introduced. 
With this, the secondhand segment within 
Frilufts Retail expands further.
Our final product and end of life solution 
is I:Collect (Frilufts Retail). I: Collect follows 
the waste hierarchy approach. The aim is to 
uphold a high level of reuse and to increase 
textile-to-textile recycling. In 2023, we vis-
ited the headquarters of I:Collect and their 
s
hoe recycling plant to ensure the partnership 
is aligned with our values and targets;  a total 
of 4.2 t (+50% compared to previous year) 
was collected and entered the I: Collect recy-
cling stream. I:Collect follows the waste hier-
archy approach. The aim is to uphold a high 
l
evel of reuse and increase textile-to-textile 
recycling. Of all eCom shipments, 5.5% were 
returned (8% in 2022, corr.) for reasons of fit, 
double-order and the like (this refers to all 
brands and products sold in our online stores, 
based on physical shipments as reported by 
data provider). The goods were checked and 
restocked; the rest of the products (damaged 
or unusable), together with respective returns 
from the B2B business, were destroyed and 
properly disposed of.
Carbon Offsets
In 2023, a couple of studies revealed the overestimation of the effectiveness of cer-
tain carbon credit types. In the past, offsetting our unavoidable emissions was a 
s
trategic pillar of our climate strategy and it will remain as such. However, we will 
adapt our sourcing strategy to a more impact-driven instead of volume-driven 
approach in the upcoming years. To get a good understanding of our carbon credit 
portfolio, we partnered up with Ceezer, a science-driven carbon credit platform, 
having a thorough project due diligence process in place.
1. Why should companies include the voluntary carbon market (credits) in their sus-
tainability strategy , despite studies questioning the effectiveness of the projects?
C
arbon credits are an important piece of the puzzle to achieve corporate climate 
action targets, emphasized by leading frameworks for climate action. By engag-
ing with the voluntary carbon market, companies can take responsibility now in 
a
ddressing unavoidable or residual emissions along the decarbonization journey.
Many climate leaders are already actively involved in the market and support 
projects that deliver positive impact to climate, biodiversity and communities. 
Financing impactful carbon reduction and removal activities beyond their own 
value chain is an important pathway to achieving global climate targets.
Just like with most products and services that can be bought in the market, no 
carbon credit is entirely risk-free. Carbon credits are based on methodological 
assumptions, estimates and probabilities that can lead to overestimating a project’s 
effectiveness.
Companies can effectively mitigate risks and select high-impact projects by 
adopting a set of strategies such as prioritizing credits by reputable project devel-
opers with a track record of high-quality projects, seeking multiple perspectives on 
q
uality for a holistic view of a project’s potential and risks, and investing in a diver-
sified credit portfolio to spread risk across different projects, geographies and proj-
ect types. 
2
. How does CEEZER ensure the quality of projects?
Diligence and transparency on project quality risks is at the core of CEEZER’s value 
proposition. As part of the project onboarding, we screen and evaluate all build-
ing blocks of a project – expertise and reputation of the project developer, transpar-
ency and rigor of the certification standard, geopolitical and carbon trading risks of 
t
he project’s host country, as well as scientific credibility of carbon accounting and 
project design.
Our proprietary screening process is based on a multi-layer approach, leveraging 
multiple data and quality sources, for a holistic screening of project quality beyond 
the requirements of certification standards. Our team evaluates publicly accessi-
ble project documentation such as monitoring and verification reports, consid-
ers external quality ratings and quality data providers, leverages technical exper-
tise provided through our expert science advisory board and partnerships with 
r
esearch institutions, and benchmarks quality data points against those of similar 
projects, for comparability between project types and across the market.
3. How does CEEZER ensure that quality is maintained over time (monitoring)? 
After the quality screening is before the quality screening. At CEEZER, we are 
aware that projects evolve over time, and quality risks may increase or decrease 
over the project’s lifetime. 
To ensure that project quality is maintained at all times, we invest in long-last-
ing relationships with project developers to receive firsthand updates about proj-
ect developments and strategy changes that may impact quality. Our team continu-
ously monitors current events, threats or trends that could affect project quality. On 
a
 regular basis and ad-hoc in cases of identified threats, every project on CEEZER 
is subject to re-evaluation according to the screening criteria.

===== SIDA 24 =====

24  CSR 2023 FENIX OUTDOOR INTERNATIONAL AG
Own operations
Re:Think Store
In 2023 Globetrotter’s first Re:Think store 
was realized in Bonn. The entire inventory 
of the previous tenant Conrad Electronic as 
well as other existing furnishings and materi-
als from the Globetrotter inventory was cre-
atively reused, saving large amounts of CO
2 and 
material. 94% of all materials were reused, and 
compared to a conventional store design the 
creation of this store required 97% less CO
2-
emissions. 
As a pioneering project in the circular econ-
omy in the retail sector, the store concept has 
a
lso served as a catalyst and model for the “Cir-
cularity Passport Interiors” by EPEA, which 
d
emonstrates the concrete positive impact of 
Globetrotter’s reuse approach in figures. 
   This digital resource passport not only pro-
vides evidence of the store’s sustainability per-
formance in the main impact areas but at the 
s
ame time gives full transparency about the 
ecological properties of the materials used. 
With this passport, all the necessary informa-
tion also becomes available for future gener-
ations. This makes it possible to control the 
r
euse and recycling of materials and to plan 
future dismantling and reuse. In addition, valu-
able raw materials can also be resold in the 
f
uture, as their properties are known and docu-
mented. This gives the otherwise “anonymous” 
m
aterial an identity and therefore also a value.
MATERIAL ORIGIN
MATERIAL UTILISATION 
AVOIDED CO2 
-EMISSIONS
MATERIAL HEALTH
During use During processing
REUSE  
POTENTIAL
BIO
SPHERE
TECHNO 
SPHERE

===== SIDA 25 =====

CSR 2023 FENIX OUTDOOR INTERNATIONAL AG   25
PROJECTS AND INITIATIVES
Next to our approach to manage adverse 
environmental impacts, we initiate additional 
projects and initiatives that go beyond stan-
dard processes. Below you can find a selected 
r
ange of projects along our value chain. 
Own operations
Green Business Benchmark
We utilized the tools provided by Green 
Business Benchmark (formerly known as 
Green Business Bureau – GBB) to track sus-
tainability progress across all Fjällräven and 
R
oyal Robbins brand stores in the US and 
Canada in 2023. GBB is a third-party sus-
tainability certification and management 
sy
stem that allows store teams to select and 
track completion of sustainability initia-
tives relevant to them. Stores earn points by 
c
ompleting initiatives and earn Bronze, Sil-
ver, Gold or Platinum-level certifications. 
I
n 2023, stores’ GBB scores increased by an 
average of 28 points and 18 stores (44%) 
achieved Platinum-level certification.  Addi-
tionally, the North American sustainability 
t
eam conducted 23 in-store audits to verify 
the scores’ accuracy. 
Supply chain:
Coal phase out project in Vietnam
As the breakdown of our emissions shows, 
the biggest share of emissions stems from our 
downstream value chain. Raw materials are 
followed by energy consumption of our direct 
Tier 1 facilities. In Vietnam, facilities use dif-
ferent energy sources: electricity to run sew-
ing machines, natural gas, biomass or coal 
t
o produce steam for heating processes, e.g., 
ironing. Indeed, finding more sustainable 
and decarbonized solutions for heating pro-
cesses is one of the most challenging for the 
t
extile industry. Thus, we joined the GIZ Coal 
Phase Out Program with one out of three Tier 
1 suppliers using coal. The chosen supplier 
is a strategic partner for Fenix Outdoor and 
uses coal for cooking and to produce steam 
for ironing. The program was facilitated by 
the local GIZ team of experts and a special-
ized local energy consultancy firm. A feasi-
bility study was conducted on-site, and based 
o
n heating demand, technological alterna-
tives and availability of biomass, a solutions 
p
ortfolio was presented. Keeping in mind life 
cycle emissions and financial feasibility, the 
chosen solution will replace one of the coal-
fired boilers with a biomass boiler and lead 
to a potential saving of about 770t CO
2e per 
year. Implementation will follow in the first 
half of 2024.
0
10
20
30
40
50
60
70
80
HATS & CAPS
66.71 kg
DAYPACKS SHOES JACKETS TENTS
9.86 kg
1.97 kg
9.13 kg7.99 kg
45.32 kg
14.47 kg
4.04 kg1.48 kg 
0.41 kg
New Products
Secondhand 
Products
KG CO2 PER PRODUCT
Calculating emissions from  
Frilufts Retail’s assortment 
A
ccounting for and addressing Scope 3 
emissions from upstream and downstream 
processes in the supply chain poses a chal-
lenge for many companies and in particular 
f
or retailers.  
In a pioneering project, with myclimate 
the leading international climate protec-
tion organization, in 2023 we have therefore 
t
aken a first step to shed light on this dark 
spot and calculated the greenhouse gas emis-
sions of 40 product categories of our assort-
ment, including backpacks, hiking boots and 
r
ain jackets. 
This data shall be the starting point to 
find ways to tackle Scope 3 emissions in 
the supply chain. However, this is only 
possible together with the brand partners. 
Most of them are already making their 
own calculations and have set reduction 
targets and implemented GHG-reduction 
measures.
Part of this project was also to calculate 
the average CO
2 savings of secondhand per 
product category.  According to our calcu-
lation, a secondhand product saves approx-
imately 80% of greenhouse gases compared 
t
o a new product, which of course is a strong 
argument to expand Retail’s secondhand 
assortment.

===== SIDA 26 =====

26  CSR 2023 FENIX OUTDOOR INTERNATIONAL AG
Maturation Model Pilot with  
Textile Exchange
F
jällräven and Royal Robbins participated 
in the Textile Exchange’s Maturation Model 
Pilot Program in 2023. This pilot included 
a select group of brands and focused on 
implementing lower-impact materials strat-
egies. Each brand selected a fiber type 
t
o focus on through the pilot. Then cur-
rent actions were mapped, gaps and chal-
lenges were identified, and plans were cre-
ated for the short (1-4 years) and long (5-10 
y
ears) term. The program followed this pro-
cess for five strategic areas: Impact Measure-
ment and Reporting, Business Model Trans-
formation, Supply Network Traceability and 
V
erification, Partnerships and Programs, 
and Circularity. Brands met with Textile 
Exchange team members and other industry 
experts to discuss their individual responses 
for each strategic topic area, further identi-
fying opportunities for improvement. This 
h
olistic exercise allowed the brands to con-
sider all aspects of their preferred materi-
als strategy and tie outcomes back to GHG 
r
eduction and biodiversity strategies. Upon 
the conclusion of the pilot, Textile Exchange 
collected feedback from participants to 
refine the program with the aim to launch 
the Acceleration Toolkit Pilot, as an action-
oriented framework designed to help mem-
bers achieve the 100% preferred fiber and 
m
aterials portfolios necessary to reach their 
Climate+ goals by 2030.
OIA: Climate Action Corps
As members of the Outdoor Industry Asso-
ciation’s Climate Action Corps Fenix brands, 
R
oyal Robbins and Fjällräven support the 
organization’s goal to become the first climate 
positive industry by 2030. This includes par-
ticipation in working groups like the Clean 
C
hemistry and Materials Coalition and Low 
Impact Aluminum CoLab. Additionally, 
Fenix presented learnings and best practices 
on climate target setting as part of the mem-
ber-led fireside chat education series. The Cli-
mate Action Corps is an important initia-
tive for industry collaboration in the North 
A
merican market.  
Customer facing:
Classic/Events
Bringing people out into nature is Fjällräven’s 
mission. One tool in realizing it is to orga-
nize events such as the Fjällräven Classic 
s
eries around the world – an offer for every-
one who wants to explore the great Outdoors. 
Th
e events are included in our Climate Action 
strategy, and in 2023 we were able to calculate 
our impact for the first time and develop the 
ability to reward climate-smart transportation 
and reducing waste by using resources wisely. 
For our original Classic in Sweden, we emit-
ted in 2023 in total 727.66 CO
2 tons, meaning 
0.49 CO2 tons per person (calculation by using 
Atmoz’s event calculation model). Transporta-
tion was the highest impact area with 89% of 
t
he events carbon footprint. From that mea-
sure, we will continue to rethink the ways of 
t
ransportation in, for example, offering more 
train solutions where possible.
Transportation and waste are the biggest 
challenges for the United States Classic as 
well. In 2023, 46% of Classic USA participants 
took a flight to attend the event. Although a 
larger portion than expected drove or car-
pooled to the event, we will continue to look 
a
t ways to reward less-intensive methods of 
travel in the future. To mitigate the impact of 
the waste created from the event, the North 
American sustainability team was on-site all 
five days to ensure waste was sorted properly 
into recycling, mixed waste and hard-to-recy-
cle streams. Additionally, participants were 
e
ncouraged to pick up trail trash left by other 
trekkers in line with Leave No Trace princi-
ples, with participants bringing back an aver-
age of 1 kg of trash from the trail. 
A G
reener Choice (AGC) product evaluation
With A Greener Choice product evaluation, 
we assess the sustainability of products in our 
Frilufts Retail assortment. The standard con-
sists of the ten most important sustainability 
a
reas we have in the outdoor industry. Addi-
tionally, “No-Gos” complement the mini-
mum requirements from the Code of Con-
duct. Provided that a product fulfills all entry 
l
evel requirements, it then needs to fulfill at 
least four out of the ten criteria. Hence, A 
Greener Choice is a holistic standard includ-
ing several sustainability attributes. 
W
e have deliberately developed the A 
Greener Choice standard in order to:
1) p
ush sustainable product innovation forward 
2) 
 i
mprove the sustainability performance of 
our assortment continuously
3) 
 s
upport our customers in their sustainable 
lifestyles and help them to consider sus-
tainability in their purchasing decisions.
 
A Greener Choice in figures: In 2023 we sold 
1,938,176 (2022: 1,797,998) A Greener Choice 
products (single pieces). This is now the sixth 
subsequent year the number of A Greener 
Choice products sold has grown. Therefore, A 
Greener Choice continues to make a substan-
tial share of total net sales. However, when it 
co
mes to the share of products examined as 
well as products labelled AGC we see a stagna-
tion. This is due to the fact that some brands 
w
ith higher sales volume in 2023 have refused 
to provide data relevant to conduct the AGC 
evaluation and that we, also in the light of the 
substantiating green claims directive, have 
required more detailed evidence in form of 
certificates and the like. In 2023 the trend for 
“trust is good, but proof is even better” con-
tinued. In order to reduce the multiple and 
d
iverse sustainability data requests that cur-
rently exist within our industry and therefore to 
r
educe the burden for brands to provide prod-
uct related sustainability data to their different 
r
etail partners, we have engaged in the Sustain-
ability Data Exchange Project which is led by 
t
he European Outdoor Group (EOG) and the 
“Bundesverband Deutsche Sportartikelindus-
trie (BSI)” . The project aims to facilitate a har-
monized product level sustainability communi-
cation between brands and retailers.

===== SIDA 27 =====

CSR 2023 FENIX OUTDOOR INTERNATIONAL AG   27
OUR FOOTPRINTS PER CAPITAFACTSHEET ENVIRONMENT 2023
INDICATOR 2022 2023 2023  
CO2e (t)
Supplier data 
2022 (kWh)
Supplier data 
2023 (kWh)
Supplier 
CO2e (t)
Primary Energy 
(kWh) 4,632,071 5,660,707 1,064 405,014
(n=16)
1,440,114 
(n= 31) 327
Primary Energy 
(MJ) 16,675,456 20,378,545
1,458,500 5,184,410
Electricity  
(kWh) 17,402,218 16,737,434 2 5,500,024
(n=44)
4,989,000 
(n=42) 2,218
Electricity  
(MJ) 62,647,985 60,254,762 19,800,086 17,960,400
District Heating 
(kWh) 4,279,349 5,207,736 712
41,923
(n=3)
15,070 
(n=2) 3
District Heating 
(MJ) 15,405,656 18,747,850
150,923 54,252
ENERGY CONSUMPTION  
(OWN AND OPERATED LOCATIONS & TIER 1 SUPPLIER, IN RELATION TO PRODUCTION VOLUME)
EMISSION 2022 2023
NOx 33,850 14,728
N2O n/a 7,547
SOx 6,213 10,564
CH4 NA 1,775
NMHC 2,743 1,292
PM10 1,057 1,044
OTHER EMISSIONS IN KG *
MODE 2022 2023
Car 238.36 378
Train 12.8 17.1
Boat 0.095 0.443
Air 3,004 2,202
Other (Bus, etc., …) 0.141 0.741
CO2e FROM BUSINESS TRAVEL BY MODE OF TRANSPORT (t) (INCL. RFI 2.7)
2.52
CO2e (t)* 
*includes 
emissions from 
Scope 1 and 2, 
commuting and 
business travel
kWh
9,1539,344
1,334
1,840 Travel
(km, excl.  
commutes)
29
34
21
20
H2O (m3)  
incl. irrigation 
Paper  
Consumption (kg)**
** paper as reported  
“consumed” for office 
purposes
2022 2023
1.99
63,323
n=38
58,162 
(n=37)
H2O (m3)  
supply chain ***
***since 2020 data is 
reported in relation to 
production volume, 
since 2021 only  
Tier 1 considered 
*N2O and CH4 only for commuting; all others only for transport
MODE 2022 2023
Trucks 1,513 1,559
Sea 568 619
Air (w/o RFI 2.7) 3,844 509 
Air (with RFI 2.7) 10,379 1,374
Other (train + multimodal) 31 232
CO2e FROM SHIPMENTS BY MODE OF TRANSPORT (t)

===== SIDA 28 =====

28  CSR 2023 FENIX OUTDOOR INTERNATIONAL AG

===== SIDA 29 =====

3.  E CONOMY – A robust setup  
in challenging times
W 
e are a corporation and embedded in 
the economic undertakings of the global 
markets. We have a heterogeneous upstream 
supply chain with production sites under own 
control (own production in Europe) and vari-
ous supplying partners in Asia (mainly China 
a
nd Vietnam), North Africa and Europe 
(mainly EU-based). Our downstream supply 
chain corresponds to the main markets we are 
operating in. Fenix Outdoor’s major operations 
are located in Sweden, Germany, the USA, 
Norway, Finland, Denmark, Switzerland, the 
Netherlands, the United Kingdom and China. 
Our goal for the group is to achieve a mini-
mum growth rate of 10% per annum, keeping 
a
 consistent profit before tax of at least 10%. To 
do so, Fenix Outdoor has adopted a two-fold 
approach: organic growth based on a strong 
retail network and brands known for high-
quality products, as well as expansion through 
the acquisition of additional outdoor brands. 
Fenix Outdoor is a Swiss corporation, officially 
named Fenix Outdoor International AG and 
listed on the Stockholm Exchange OMX Nas-
daq Large Cap. Four of the six board members 
a
re independent of the company and its man-
agement group. 
L
ocations, reflected in this report, nor-
mally would have 50+ employees in the 
r
espective country. We deviate from this 
when grouping countries or regions under 
one roof (e.g., Fenix Outdoor Emerging 
Markets) or the failure of the entity would 
pose a serious risk to the economic devel-
opment of the company. In addition, and in 
co
ntrast to the annual report, the Joint Ven-
ture operations in China are integrated to 
t
he utmost possible extent. 
In 2023, no subsidies were received and 
taxes in the amount of EUR 15,605,000 were 
paid.
Economic Risks and Opportunities
We group the economic risks as follows:
• 
 C
yclical risks. Historically, upswings and 
downturns in the economy have not had 
any significant impact on the group’s 
sales or earnings trend, even though the 
risk may have increased by the larger 
CSR 2023 FENIX OUTDOOR INTERNATIONAL AG   29
retail share of the operations, including 
the changing retail environment.
• 
 W
eather-related and seasonal risks. Cer-
tain parts of the group’s product range and 
s
ales are affected by weather conditions. 
Portions of the winter collection, mainly 
available in the markets with a colder cli-
mate, are negatively affected by warm and 
l
ate winters.
• 
 C
limate risks. We expect a change in 
weather patterns and therefore in addition 
to the above, we also see a risk of business 
interruption of certain vendors; the risks, 
however, are mitigated by a diverse supply 
chain and a regional spread. Nonetheless, 
the accumulation of relevant suppliers in 
one region is not yet mitigated and there-
fore a matter of concern.
•
 
 T
rend risks. The group does not consider 
itself to be a group of fashion products, 
but the business is affected by long-term 
trends such as the positive active and out-
door life trend. Some markets in warmer 
c
limates which have a different prod-
uct mix are still more impacted by single 
p
roduct trends compared to other more 
traditional outdoor markets.
• 
 P
andemic risks. The group has shown that 
it is well prepared to handle crises like this.
• 
 C
urrency risks. Currency fluctuations 
and changing exchange rates may seri-
ously impact the financial results of the 
co
mpany. The main currencies we strictly 
monitor are SEK, EUR, and USD. A major 
portion of the Brand segment's purchases 
take place in USD, even though certain 
brands make a large share of purchases in 
EUR. The Frilufts and Global Sales com-
panies mainly buy in local currency. The 
g
roup’s policy is to hedge its short USD 
position from purchase orders, through 
forward contracts lasting up to a year. 
Further information regarding the group’s 
risk management can be found in the sec-
tion Accounting Principles and in Notes 3 
a
nd 28 of the annual report. 
•  V
endor risk. The group is not totally 
dependent on any major single ven-
dor even though some brands are more 
e
xposed in the short run (see also cli-
mate risks).
•
  W
ater-related risks. We do not see any 
major water-related risks at this point 
in time. Dye houses and tanneries are 
regionally spread. However, a water 
shortage in Asia would impact Fenix 
Outdoor and have moderate effects.
• 
 P
olitical risks. To avoid exposure to 
high political risks, we have a strict 
regime to approve countries and 
regions for sales and production. Cer-
tain countries and regions are cur-
rently not approved and are considered 
“
no-go-areas. ” However, transpor-
tation of goods from Asia to Europe 
o
r the US is affected by hostilities in 
the Near and Middle East and there-
fore eventually needs to be compen-
sated for by using air freight. This is in 
co
nflict with our climate strategy and 
therefore needs individual approval by 
the Chairman of the Board. 
While the above describes several risks, 
we also see some opportunities from those 
possible risks.
• 
 B
eing agile and able to respond 
quickly to economic or other chal-
lenges, Fenix Outdoor can serve mar-
ket needs in a very fast and appropriate 
m
anner. This allows us to be ahead of 
competition in various undertakings.
• 
 I
n adapting to climate and weather-
related changes, certain policies and 
strategies need to be revised but allow-
ing us also to serve warmer climates 
a
nd a customer base that has different 
spending opportunities. 
• 
 Th
e two leading brands in Fenix Out-
door (Fjällräven and Hanwag) deliver 
t
imeless, durable and emotional lon-
gevity products. This allows us to oper-
ate independently from fashion trends. 
W
e offer repair and care services and 
gradually add rental and secondhand 
options where needed and possible. 
By that we open new customer groups 
and broaden our business model.

===== SIDA 30 =====

30  CSR 2023 FENIX OUTDOOR INTERNATIONAL AG
FENIX OUTDOOR BRANDS:
Fjällräven:
Fjällräven is a leading European brand in out-
door clothing and equipment.
Hanwag: 
Hanwag is a traditional European brand for 
technically advanced trekking, outdoor and 
alpine shoes. 
Royal Robbins: 
Royal Robbins is a US brand, known for its 
versatile everyday and active outdoor apparel.
Tierra:
Tierra is renowned for its high-tech clothing 
for demanding outdoor activities.
The Brand segment of Fenix Outdoor oper-
ates 48 stores globally as brand retail stores. 
Frilufts Retail
Frilufts Europe Retail AB is the holding 
umbrella for five retail chains: Naturkom-
paniet with stores in attractive locations in 
S
weden and Norway; Partioaitta, located in 
Finland; Globetrotter Ausrüstung in Ger-
many (distributor of the private label Frilufts), 
F
riluftsland in Denmark, and Trekitt in the 
United Kingdom with two locations. In total 
the group operates 106 stores.
Global Sales
The Global Sales segment is the overarching 
distribution channel for global sales opera-
tions. These are focusing on B2B but also have 
e
xpanded by integrating and purchasing cer-
tain distribution channels which are oper-
ated as B2C. A total of 36 stores are operated 
u
nder the umbrella of Global Sales all located 
in Asia. 
Amounts in TEUR 2023 2022
Net sales 739,444 759,237
Other operating income 10,720 10,905
Income 750,164 770,142
Cost of goods −318,592 −322,556
Other external expenses −164,719 −163,739
Personnel expenses −154,401 −145,648
Depreciation/amortisation −58,696 −55,154
Result from investments in joint ventures 1,224 427
Operating profit 54,981 83,472
Financial income 1,014 2,104
Financial expenses −8,420 −2,804
Profit/loss before tax 47,574 82,772
Income tax −15,604 −21,846
Net profit for the year 31,970 60,926
Net profit for the year attributable to:
Parent Company's shareholders 31,572 60,585
Non-controlling interests 398 341
Earnings per share after tax attributable to the Parent Com-
pany's shareholders during the year after dilution and before 
dilution in EUR
  A shares 0.240 0.457
  B shares 2.4 4.57
W
eighted average of outstanding shares, A 24,000,000 24,000,000
Weighted average of outstanding shares, B 10,927,663 10,932,956
Proposed dividend per share (EUR) - A shares 0.135 0.135
Proposed dividend per share (EUR) - B shares 1.352 1.349
CONSOLIDATED INCOME STATEMENT
Amounts in TEUR 2023 2022
Net profit for the year after tax 31,970 60,926
Not to be reclassified in the income statement in the future:
  Re-measurements of post employment benefit obligations −62 347
  Taxes 3 −76
To be reclassified in the income statement in the future: 
 Change in translation reserve during the period −1,049 −8,978
  Cash flow hedges −762 3,983
  Taxes 168 -876
Total other comprehensive income for the year: −1,703 −5,600
Total comprehensive income for the year 30,268 55,326
Total comprehensive income attributable to:
Parent Company's shareholders 29,870 55,113
Non-controlling interests 398 213
STATEMENT OF OTHER COMPREHENSIVE INCOME
FACT SHEET
ECONOMY 2023

===== SIDA 31 =====

CSR 2023 FENIX OUTDOOR INTERNATIONAL AG   31
 BRANDS FRILUFTS GLOBAL SALES TOTAL
Jan-Dec Jan-Dec Jan-Dec Jan-Dec
2023 2022 2023 2022 2023 2022 2023 2022
Switzerland 0.7 0 0 0 10.7 11.2 11.4 11.2
Sweden 11.4 18.3 73.9 74.7 0 0 85.3 93
Other Nordic countries 2.4 2.1 60.9 59.5 34.1 40.6 97.4 102.2
Germany 64.1 67.4 197.1 193.8 0 0 261.2 261.2
Benelux 17 18.4 0.3 0.4 10.8 11.6 28.1 30.4
Other Europe 20 17.3 20.3 19.3 42.2 45.4 82.5 82
Americas 80.3 79.9 0 0 54.8 55.9 135.1 135.8
Other World 2.4 2.6 0 0 36.8 40.7 39.2 43.3
Total 198.3 206 352.5 347.7 188.5 205.5 739.3 759.2
EXTERNAL SALES PER MARKET. MEUR

===== SIDA 32 =====

32  CSR 2023 FENIX OUTDOOR INTERNATIONAL AG
FACT SHEET
ECONOMY 2023
Shareholder
 Number of 
A-shares 
 Number of 
B-shares 
Percentage of 
capital, %
Percentage of 
votes, %
NORDIN, MARTIN 18,300,000 242,568 15.4% 52.9%
HAK HOLDINGS 1,900,000 1,948,767 15.9% 11.0%
LISELORE AB 1,900,000 1,663,767 13.8% 10.2%
PINKERTON HOLDING AB 1,900,000 1,628,767 13.5% 10.1%
NORDEA NORDIC SMALL CAP FUND - 959,930 7.1% 2.7%
BESTSELLER UNITED A/S - 814,345 6.0% 2.3%
VERDIPAPIRFONDET ODIN SVERIGE - 722,000 5.4% 2.1%
VON DER ESCH, STINA - 200,000 1.5% 0.6%
NORDEA SMABOLAGSFOND SVERIGE - 191,322 1.4% 0.5%
PICTET AND CIE (EUROPE) AG, SUCCURS, ALE DE LUX - 164,696 1.2% 0.5%
NORDIN FORSMAN, ANNA - 149,452 1.1% 0.4%
NORDEA INSTITUTIONELLA SMABOLAGSFON - 97,419 0.7% 0.3%
NORDEA 1 SICAV - 84,822 0.6% 0,2%
WALL, KARL JOHAN - 70,000 0.5% 0.2%
STIFTELSE, MÄRTA - 60,000 0.5% 0.2%
Other - 1,929,768 15.4% 5.9%
TOTAL  24,000,000    10,927,623 100.0% 100.0%
OWNED BY FENIX OUTDOOR INTERNATIONAL AG - 132,337
THE MAJOR SHAREHOLDERS 2023–12–31
Total income 750,165,000 
Net sales 739,444,000 
Debt 71,609
Equity 417,200,000
EBITDA 113,675,000 
Operating profit 54,978,000
Profit margin, % 7.4 %
Profit before tax 47,574,000 
Net profit for the period 31,970,000
Total other operating 
income 10,720,000
Spending on Suppliers 
& serv. 483,313,000
Result of associated  
companies 1,224,000
Interest 
income 981,000
KEY FINANCIAL INDICATORS (EUR)
Total Tax  
Expenditure 
(net):
15,605,000
Korea 1,309,000
Nordics 1,663,000
S
weden 9,823,000
Benelux 884,000
Switzerland 211,000
Germany 4,330,000
Other Europe 701,000
TAXES  (EUR)

===== SIDA 33 =====

CSR 2023 FENIX OUTDOOR INTERNATIONAL AG   33
MEUR 2023 2022 2021 2020 2019
INCOME STATEMENT
Net sales 739.4 759.2 649.9 563.0 607.1
Depreciation/amortisation −58.7 −55.2 −51.5 −48.9 −43.1
EBITDA 113.6 138.7 135.4 110.0 128.0
Operating profit 54.9 83.5 83.9 61.1 84.9
Net financial income −7.4 −0.7 −2.1 −7.6 −0.6
Profit/loss after financial items 47.5 82.8 81.7 53.5 84.4
Income tax −15.6 −21.8 −25.1 −19.6 −23.1
Net profit for the year 31.9 61.0 56.7 33.9 61.3
BALANCE SHEET
Fixed assets 290.6 265.0 265.4 255.0 250.4
Inventories 272.6 246.5 152.6 153.8 159.7
Accounts receivable - trade 51.6 55.8 60.9 38.2 45.1
Other current assets 9.3 12.9 8.2 13.7 10.3
Cash and cash equivalents, current investments 119.1 81.0 181.9 191.1 88.9
Assets held for sale - 13.3 - - -
Total assets 743.2 674.6 668.9 651.7 554.4
Equity attributable to the Parent Company´s shareholders 417.2 405.0 381.4 353.7 319.1
Minority shareholdings 0.0 0.0 0.0 0.1 0.1
Provisions etc 11.5 13.5 15.4 16.1 15.9
Non-current liabilities, interest-bearing 138.4 109.3 126.3 138.8 100.4
Other non-current liabilities 0.2 0.3 0.2 0.7 1.4
Current liabilities
Interest-bearing 67.0 40.4 37.7 56.5 47.8
Non-interest-bearing 108.8 103.9 107.9 85.8 69.7
Liabilities directly associated with the assets held for sale - 2.2
Total equity and liabilities 743.2 674.6 668.9 651.7 554.4
CASH FLOW
Cash flow from operating activities 75.9 −7.0 118.7 110.0 61.4
Cash flow from investments activities −24.8 −27.0 −34.4 −21.6 −23.1
Cash flow after investments 51.1 −34.1 84.3 88.4 38.3
KEY RATIOS
Change in sales, % −2.6 16.8 15.4 −7.3 6.1
Profit margin, % 6.4 10.9 12.6 9.5 13.9
Return on total assets, %  7.8 12.7 12.8 9.3 18.3
Return on equity, % 7.6 15.5 15.4 10.1 20.3
Equity/assets ratio, % 56.1 60.0 57.0 54.3 57.6
Average number of FTE employees 2,972 2,837 2,446 2,439 2,476
DATA PER SHARE
Number of shares, thousands, as of December 31 35,060 35,060 35,060 35,060 35,060
Gross cash flow per B-share, EUR 8.29 10.62 8.11 6.21 7.76
Earnings per B-share, EUR 2.92 5.58 4.25 2.54 4.55
Equity per B-share, EUR 38.18 37.02 28.59 26.51 23.71
Market value as of December 31, EUR 102 102 120 102 112
P/E ratio 35 18 28 40 25
Dividend per B-share 
1) 1.35 1.35 1.95 2.38 -
DEFINITIONS: EBITDA: operating profit, excluding depreciation and write-downs of tangible and intangible assets, PROFIT MARGIN: Profit/loss after financial items as  
a percentage of net sales, RETURN ON TOTAL ASSETS: Profit/loss after financial items plus interest expenses as a percent of average total assets, RETURN ON EQUITY:  
Net income as a percent of average equity, EQUITY/ASSETS RATIO: Equity as a percent of total assets, GROSS CASH FLOW PER SHARE: Profit after tax plus  
depreciation/amortization divided by average number of shares, EARNINGS PER SHARE: Net profit divided by average number of shares, EQUITY PER SHARE: Equity  
divided by average number of shares, P/E RATIO: Market value at year-end divided by profit per average number of shares. 
1) To be approved by the AGM
FIVE-YEAR SUMMARY, GROUP
Shareholder
 Number of 
A-shares 
 Number of 
B-shares 
Percentage of 
capital, %
Percentage of 
votes, %
NORDIN, MARTIN 18,300,000 242,568 15.4% 52.9%
HAK HOLDINGS 1,900,000 1,948,767 15.9% 11.0%
LISELORE AB 1,900,000 1,663,767 13.8% 10.2%
PINKERTON HOLDING AB 1,900,000 1,628,767 13.5% 10.1%
NORDEA NORDIC SMALL CAP FUND - 959,930 7.1% 2.7%
BESTSELLER UNITED A/S - 814,345 6.0% 2.3%
VERDIPAPIRFONDET ODIN SVERIGE - 722,000 5.4% 2.1%
VON DER ESCH, STINA - 200,000 1.5% 0.6%
NORDEA SMABOLAGSFOND SVERIGE - 191,322 1.4% 0.5%
PICTET AND CIE (EUROPE) AG, SUCCURS, ALE DE LUX - 164,696 1.2% 0.5%
NORDIN FORSMAN, ANNA - 149,452 1.1% 0.4%
NORDEA INSTITUTIONELLA SMABOLAGSFON - 97,419 0.7% 0.3%
NORDEA 1 SICAV - 84,822 0.6% 0,2%
WALL, KARL JOHAN - 70,000 0.5% 0.2%
STIFTELSE, MÄRTA - 60,000 0.5% 0.2%
Other - 1,929,768 15.4% 5.9%
TOTAL  24,000,000    10,927,623 100.0% 100.0%
OWNED BY FENIX OUTDOOR INTERNATIONAL AG - 132,337

===== SIDA 34 =====



===== SIDA 35 =====

CSR 2023 FENIX OUTDOOR INTERNATIONAL AG   35
Analyze the status quo and initiate changes to meet mandatory 
Sustainable Corporate Due Diligence Acts
4.  S OCIETY – Intensify the endeavors by 
moving toward a more interconnected 
path between different parties
by several tools, internal and external pol-
icies, monitored by the social compliance 
s
taff, the human rights coordinator and the 
Human Rights Officer of the Fenix Outdoor 
brands. It is actively embedded and driven 
by the Sourcing and Material team of Fenix 
Outdoor centralized brands unit as the pur-
chasing and product development teams of 
e
ach brand.
We at Fenix Outdoor strongly agree that 
fair labor conditions shall be the standard, 
not the exception. That is why we became a 
member of the multi-stakeholder organiza-
tion Fair Labor Association (FLA) in 2013 
a
nd have been an accredited member since 
2018.
Our supply chain human rights 
management is yearly monitored 
by the FLA
The FLA promotes human rights at work. 
It is an international network of compa-
nies, universities and civil society organiza-
tions collaborating to ensure that millions 
o
f people working at the world’s factories 
and farms are paid fairly and protected from 
risks to their health, safety and well-being. 
The FLA Accreditation is a rigorous, 
multi-year process, based on five mile-
stones, that evaluates a company’s systems to 
i
mprove labor conditions in its Tier One and 
owned manufacturers. Each milestone rep-
resents key building blocks of an effective 
s
ocial compliance program that improves 
working conditions and worker well-being. 
Member companies are expected to main-
tain and update social compliance programs 
a
s FLA standards are updated. 
When reaching the fifth milestone, the 
most mature one, FLA-accredited compa-
nies like Fenix Outdoor are evaluated annu-
ally to verify that they are maintaining align-
ment with FLA Sourcing and Production 
P
rinciples. Milestone five evaluations fol-
low a three-year cycle, with three princi-
ples evaluated each year. In 2023, Principle 
f
our: Training for Suppliers and Production 
Staff, Principle five: Monitoring, and Princi-
ple six: Functioning Grievance Mechanisms 
w
ere verified. The results of this assessment 
will be published for the first time on www.
fairlabor.org in 2024. Fenix Outdoor will be 
among the first member companies shar-
ing the results transparently. In addition, 
t
he FLA conducted one audit of our shared 
direct supply chain base. The decision as 
to which factory is audited is the respon-
sibility of the FLA. After the result of the 
a
udit is shared with us, we work closely with 
the affected facility on the remediation of 
the findings. After a defined time, the FLA 
shares the audit result publicly. 
Our membership in the FLA supports 
the advancement of our Human Rights and 
Environmental Due Diligence (HREDD) 
risk management approach constantly to 
(new and upcoming) requirements such as 
the German Supply Chain Due Diligence 
Act (“Lieferkettensorgfaltspflichtengesetz / 
LkSG”), the Ordinance on the due diligence 
and transparency duties of Swiss companies 
with respect to minerals and metals from 
conflict zones and child labor (DDTrO) and/
or the discussed EU Corporate Sustainability 
Due Diligence Directive (CSDDD). In order 
to be compliant and go beyond, we con-
stantly adapt our HREDD risk management 
a
ccording to new requirements.
Our way to manage HREDD risks:
1.  R espect for human rights and decent work -
ing conditions are embedded into preven-
tion policies and ensure due diligence.
F
enix Outdoor brands are obliged to use one 
aligned due diligence process when it comes 
to protecting human rights, and responsibil-
A 
s a responsible outdoor company, we 
are committed to sourcing and pur-
chasing responsibly, respecting human 
r
ights and the environment we operate in, 
promoting the dignity of all those who con-
tribute to our business and, most impor-
tantly, reducing the negative impact we cre-
ated through our business. We believe that 
w
e cannot tackle these challenges alone. 
Therefore, we collaborate across indus-
tries, with non-governmental and multi-
s
takeholder organizations around the globe 
(listed in chapter “General”) to help com-
bat risks including but not limited to forced 
a
nd child labor, unsafe working conditions, 
restricted freedom of association, violence, 
harassment and discrimination. 
The commitment through our internal 
management instruments – the Fenix Way 
Management Compass® – and our alignment 
with international principles such as the 
UN Global Compact (UNGC), the United 
Nations Guiding Principles on Business and 
Human Rights (UNGPs), the OECD Guide-
lines for Multinational Enterprises, as well 
a
s the UN Sustainable Development Goals 
(SDG) which embody our human rights 
understanding, extends to all individuals 
who are impacted by Fenix Outdoor includ-
ing colleagues, customers, suppliers, workers 
w
ithin our supply chains, and the communi-
ties in which we operate. 
F
or our producing brands, Fjällräven, 
Tierra, Hanwag, Frilufts (private label) and 
Royal Robbins, we have identified our global 
supply chain, especially the workers in the 
value chain, as a key area of focus to drive 
change and reduce negative impact by pro-
moting fair labor, decent work (support-
ing our defined SDGs No. 5, 8, and 19) and 
e
nhance workers’ rights (SDG No. 4). The 
governance of our positive and/or nega-
tive impact on our value chain is supported

===== SIDA 36 =====

36  CSR 2023 FENIX OUTDOOR INTERNATIONAL AG
ities for the environment in the supply chain 
are determined in the internal Corporate 
Fenix Outdoor Due Diligence Policy. 
First, all our suppliers must sign our 
publicly shared Code of Conduct (CoC) 
which is well alligned with the bench -
mark of the FLA. In 2023, our updated 
C
oC according to the envisioned HREDD 
Directives was sent to and signed by all our 
direct and nominated indirect suppliers. 
With that, we also offered webinars to learn 
about the changes made.
Second, Fenix Outdoor has a strict inter-
nal policy about its production countries. 
M
eaning, before entering a new country, we 
investigate different parameters around cor-
ruption, human rights (including forced 
a
nd/or child labor, minimum wages, etc.), 
political and environmental risks as well as 
business opportunities. Annually we re-eval-
uate the production countries we are in by 
d
oing ESG-driven risk analysis. This inter-
nal guidance is available to dedicated per-
sons and is shared on a yearly basis as a part 
o
f the sustainable supply chain activities. 
Third, we have a social compliance and 
human rights guideline next to our internal 
responsible purchasing and production pol-
icy, and these are mandatory for our brands 
o
perations to follow. With that, new direct 
suppliers are required to sign our compli-
ance documents and must have an up-to-
d
ate social audit with a reasonable result. 
Only if these parameters are met the facil-
ity will be approved in our internal Product 
L
ifecycle Management (PLM) system and 
the brand can place the order.
Lastly, we have clustered our impact areas 
in our double-materiality matrix (chapter 
“General”) and therefore put a focus on top-
ics which have a (very) high importance to 
o
ur stakeholders and have a (very) high ESG 
concern such as in the area of value chain 
“child and forced labor, ” “fair compensation 
for workers, ” “reliable grievance mechanism” 
and “health and safety programs in the sup-
ply chain. ”
2
. 
 R
isk management by implementing pro-
cesses to identify and prevent human rights 
v
iolations and/or environmental risks 
to then prioritize and take measures to 
address adverse impacts.
Early identification and management of risks 
are our main goals. For that, we use a vari-
ety of tools to cease, prevent or mitigate pos-
sible ESG risks. One instrument is the exe-
cution of supply chain audits. Herewith, we 
r
egularly assess our direct (Tier 1) and have 
in 2023 widened the scope by adding indi-
rect (Tier 2) supply chain partners accord-
ing to the Fenix Outdoor / FLA workplace 
Overview of the results the workers satisfaction study.
standards. The social compliance audits are 
conducted by our own team of three social 
auditors which is complemented outside of 
China and Vietnam by a third-party ser-
vice partner, LRQA (former company name: 
E
LEV ATE). Last year we conducted 95 ver-
ification assessments of production sites. 
7
6 were conducted according to the FLA 
audit protocol (in 2023 Tier 1: 91; Tier 2: 
4; in 2022 only Tier 1: 76). 15 were verified 
SLCP reports (self-assessments powered by 
Social Labor Convergence Project), which 
we transferred into our own grading logic 
and added all those to our PLM system, 
waived audits with acceptable SLCP assess-
ment results. Three of those were verified 
b
y our own SLCP-trained social compliance 
staff. The verified assessment / audit cover-
age of direct suppliers in 2023 was approxi-
mately 45%. 
A
ll social compliance audits are being fol-
lowed up and remediated by our own team. 
Th
erefore, we can track improvements of 
former results and support our supply chain 
partners in improving identified weaknesses. 
In 2023, we have decided to take the next 
step in building further capacity and started 
a collaboration with the WE, https://we-pro-
gram.community/, program – using a dia-
logue-based approach to go beyond audit-
ing, to help improve working conditions and 
u
nderstanding systematic root causes which 
might be reflected in recurring audit find-
ings. The goal is to grow slowly and steadily 
w
ith WE to support selected strategic supply 
chain partners by preventing potential nega-
tive effects related to human rights and envi-
ronmental risks.
A
sking our direct and indirect suppli-
ers in our annual survey, we learned that 
a
dditional capacity building programs are 
being used such as Better W ork or the work-
place education program provided by the 
F
air W ear Foundation (FWF). But we do 
see that there is potential to increase such 
approaches – also requested by our suppliers 
– especially in the environmental area (see 
chapter “Environment”).
In the survey, our direct and indirect sup-
pliers shared further ways to prevent possi-
ble negative HREDD impacts such as child 
l
abor by setting up clear policies like CoCs 
including hiring practices, by checking per-
sonal IDs and verifying ages, by setting up 
e
mployee trainings, etc. 
As mentioned in previous reports, we sup-
port the approach of the mentioned SLCP to 
s
hare social audits by using a common frame-
work for the industry which reduces audit 
fa
tigue and costs by working in collaboration 
with other brands. The SLCP was established 
within the context of the UNGPs and OECD 
Guideline for Multinational Enterprises to 
respect human rights. It therefore covers 
the key human right risks as outlined in the 
OECD Guidance. 
Since we are a member of the SAC, we 
promote the use of the Higg Facility Social 
Labor Module (FSLM). V erified SLCPs 
(vSLCP) complement our own audit pro-
cess and are accepted if a defined minimum 
r
esult is achieved. In this case we can waive 
an audit for one year. With this approach, 
we intend to collect more HREDD insights 
(next to the Higg FEM) also from our 
upstream suppliers – one of our targets in 
the currently updated CSR strategy 2030. 
Overall results of our assessments in 2023 are:
• 
 W
omen remain the main workforce in 
the factories (women: 71%; men: 29%).
• 
 Th
ere are 2.58% foreign migrant work-
ers. 
• Th
e youngest worker was 18 years old. 
• 
 Th
e main topics of findings in audits 
are reflected in the areas of labor (over-
time and benefits) and health and safety 
(
machine safety, electrical, ergonomics, 
PPE, certificates and warehouse topics 
in general).
• There was no identified child labor.
• 
 Th
ere was no sign of forced labor in our 
direct supply chain base, but a suspicion 
was raised during an audit of a poten-
tial new indirect supplier which imme-
diately was flagged, discussed and miti-
gated with the affected supplier.
N
ext to audits and self-assessments, we 
use the service of LRQAs system “EiQ, ” 
(https://www.lrqa.com/en/eiq/) a so-called 
end-to-end supply chain ESG due diligence 
platform, which allows us to map HREDD 
issues on country level and even zoom in 
on provinces and specific product catego-
ries. This system gives us the possibility to 
s
creen the severity of risks on a country level 
and therefore the most negative impacts for 
the workers. The database is updated annu-
ally. In 2023, we have not only risk-mapped 
d
irect suppliers but included our known 
indirect suppliers to the platform. 
When it comes to our main direct man-
ufacturing countries, China, Vietnam and 
I
ndonesia are currently the most severe 
ones (regarding FOB) for our textile brands. 
Our shoe brand Hanwag’ s main production 
countries are Germany, Hungary (both sites 
are owned), Croatia and Bosnia and Herze-
govina. The main indirect purchasing coun-
tries of our partners, based on the answers of 
o
ur annual survey, are China but also South 
Korea and Taiwan. 
Identified ESG extreme risks in our main 
production countries, based on data of EiQ

===== SIDA 37 =====

CSR 2023 FENIX OUTDOOR INTERNATIONAL AG   37
(no extreme risks in the other production 
countries defined as for now) are:
As mentioned earlier, we utilize the 
assessment tool of EiQ which helps us to 
track publicly available news nearly in real 
time regarding our indirect and direct sup-
pliers during the year. The highlighted inci-
dents, alerts and sanctions associated with 
s
uppliers in a specific country and indus-
try form part of our risk scoring. In 2023, 
1
8 cases were drawn to our attention fea-
turing different topics such as health and 
s
afety, labor, business ethics or environmen-
tal issues. These are shared with our inter-
nal stakeholders to help address the issues 
d
irectly with the supply chain partners.
Furthermore, sustainability criteria such 
as social compliance audit results, wage indi-
cators like meeting the Global Living Wage 
(
GLWC) benchmark, environmental com-
pliance performance, etc., are embedded 
i
nto the annual evaluation of direct suppli-
ers and are part of the internal PLM system. 
I
n 2023, we have successfully gathered all rel-
evant data and conducted an initial assess-
ment of this year’s results. This preliminary 
as
sessment provides an insightful representa-
tion of the sustainability performance of 124 
e
valuated supply chain partners. Our analy-
sis reveals that 24% of our strategic partners 
h
ave achieved a score surpassing 50%, while 
59% of all strategic partners within the range 
of 30% to 50%. It is noteworthy that lower 
scores may often correlate with less infor-
mation regarding the sustainability efforts of 
s
ome partners. Furthermore, reaching the 
ESG risk area Overall topic Countries where ESG 
risks can generally 
occur
Confirmed risks due to 
assessment findings 
in 2023
Wages Labor China; Vietnam; 
Indonesia
-
Domestic Migrant 
Workers
Labor China; Vietnam -
Working Hours Labor China; Vietnam 56x China, 31x Vietnam, 
2x Taiwan; 1x Indonesia
Freedom of Association Labor China; Vietnam; South 
Korea; Indonesia
26x China, 12x Vietnam; 
1x Indonesia
Child Labor Labor China; Vietnam -
Workers’ Rights Labor China; Indonesia -
Humane Treatment Labor Indonesia 4x China; 2x Vietnam
Forced Labor Labor Indonesia 2x Taiwan*
Air Emission Environment China; Vietnam; 
Indonesia
-
Flood Risk Environment China; Vietnam; 
Indonesia
-
Storm Risk Environment China; Vietnam -
Air Quality Environment China; Indonesia -
Carbon Intensity Environment Vietnam; Indonesia -
Tree Cover Loss Environment Vietnam; Indonesia -
Wastewater Environment Vietnam; Indonesia -
Environment Permits Environment Vietnam; Indonesia -
Building Safety Health and Safety Indonesia -
Injuries Health and Safety Indonesia -
Fire Safety Health and Safety Vietnam -
Technological Disasters Health and Safety Indonesia -
IDENTIFIED ESG EXTREME RISKS IN OUR MAIN PRODUCTION COUNTRIES, BASED ON DATA OF EIQ 
(NO EXTREME RISKS IN THE OTHER PRODUCTION COUNTRIES DEFINED AS FOR NOW): target of 100% is notably challenging. This 
ambitious target is not equally attainable for 
all partners, as it contains evaluations of var-
ious factors including country-specific risks. 
L
ooking ahead, our focus for 2024 will be 
to enhance data collection efforts and facili-
tate comprehensive comparisons. We expect 
t
he scorecard to not only support us to track 
and analyze the development of sustainability 
practices among our partners over time but 
also to measure the performance of suppliers 
against our strategic goals. 
However, if we do face any high-risk vio-
lations of HREDD obligations, we will not 
s
top discussing the topics until we find 
acceptable solutions with our suppliers or, 
in the worst case, we will have to end our 
relationship. When this step needs to be 
taken, we follow a fair retrenchment process 
aligned with the FLA principles.
3. Establishing a complaints procedure
Fenix Outdoor has set up a global grievance 
mechanism and established several channels 
which can be accessed by internal but also 
external stakeholders to report human rights 
violations, general compliance concerns and 
environmental risks, as well as violations 
that have arisen because of our actions or the 
actions of a direct or indirect supplier. These 
channels handle submitted grievances con-
fidentially and with a high priority. The pro-
cess description can be found online. Next 
t
o these company channels, we also promote 
the use of the public FLA-complaint chan-
nel. If we receive a grievance from one of our 
s
upply chain partner workers, we will handle 
it with care and make sure to include it into 
our risk assessment.
Creating awareness of ways to report 
grievances should be a priority. That is why 
we keep communicating about the differ-
ent opportunities, e.g., through internal and 
e
xternal webinars but also by tracking train-
ings on these and other existing mechanisms 
t
hrough our audits. The FLA has just assessed 
our current setup in the last evaluation.
During our audits, 23 questions regard-
ing Freedom of Association and grievances 
a
re being reviewed. Among those, the audi-
tors examine if the facility does not discrim-
inate against union members, if employees 
a
re free to join legal employee organizations 
and if employee representatives are allowed 
regular access to employees, management 
and the workplace to carry out their repre-
sentative function.
T
o gain more knowledge, we have asked 
our Tier 1 and Tier 2 suppliers about the 
setup of grievance mechanisms in their own 
and their purchasing partners’ facilities, and 
the results are: 
*) Forced labour is ranked as high risk in Taiwan, not extreme risk based on EiQ, therefore not listed here.

===== SIDA 38 =====

38  CSR 2023 FENIX OUTDOOR INTERNATIONAL AG
From 80 suppliers 59% shared that there 
is a suggestion and complaint box in their 
facility, 19% answered that they use hot-
lines, e.g., on-site anonymous mailboxes, 
1
3% said they trust their trade unions with 
their grievances, some (12%) use the pro-
vided third-party organizations such as 
F
LA or FWF .
To create awareness, 73% of the partici-
pating suppliers offer trainings toward their 
g
rievance mechanism system. 
For 2023, 81% of surveyed suppliers state 
that they did not have any grievances in 
2023, while 10% stated they did have griev-
ances in their facility.
W
e also asked how the grievances have 
been addressed. Different ways were shared. 
In most cases it starts with an investiga-
tion and a meeting with all relevant parties, 
e
.g., unions, to discuss the issues. Solutions 
are being proposed, systematic changes are 
being made (depending on the grievance) 
and the outcome is openly shared with the 
teams. The whistleblower, though, is always 
well protected.
We also asked if our direct or indirect sup-
pliers are aware if their further supply chain 
p
artners have grievance mechanisms in place: 
46% answered yes, while 34% answered “do 
not know. ” We assume that it will take time to 
build awareness of the importance of a func-
tioning grievance mechanism, but first suc-
cesses can already be seen. 
4
. Documenting and reporting
All actions of our impacts are being reported 
on a yearly basis in the CSR Report of Fenix 
Outdoor as well as with internal stakehold-
ers like the management teams during ongo-
ing internal reports. In 2023, we started to 
w
rite an excerpt of the holistic CSR report 
for the brand Fjällräven and will continue on 
this path. 
Monthly, current social compliance audit 
results, CAP statuses, upcoming audit dates, 
sentinels, etc. are being shared with dedi-
cated colleagues. We use internal systems 
l
ike the PLM to share assessed data within 
the company. These also have access to the 
mentioned EiQ system.
When it comes to preparing our part-
ners (indirect and direct) for HREDDD, we 
u
se annual questionnaires, webinars and 
our own sustainability newsletter to share 
knowledge. In doing so, we want to support 
our partners to continuously reflect on their 
own actions and support them to become 
compliant.
For our private label Frilufts, we have 
started to set up a process to be aligned with 
the German LkSG which will be part of the 
overall report of Globetrotter Ausrüstung 
published in late spring 2024.
Policies are good but we need to 
know our sources.
This message is trending in the sustainabil -
ity bubble right now, but also “Traceabil-
ity will be key!” and “No data – no com-
pliance – no business in Europe. ” Indeed, 
t
he HREDD management approach can 
only be strengthened and improved if we 
achieve further traceability and therefore 
transparency in our supply chain, and this 
is obviously one of the biggest challenges in 
the industry. 
After running a first project with a trace-
ability system provider in recent years, we 
d
ecided to turn toward a different approach. 
Instead of tracing from product level on man-
ufacturing level, we decided to start tracing 
d
irectly from fiber level with a different sys-
tem provider which has a close relationship 
w
ith Textile Exchange, the standard holder of 
different sustainable certificates (e.g., Respon-
sible Down Standard, according to which Fri-
lufts is certified). This decision toward the 
sy
stem was made end of 2023 and the project 
will be kicked off in 2024. The goal is to run a 
pilot and to scale up the traceability endeav-
ors slowly but steadily to more fibers. 
W
hen it comes to a consumer-facing 
transparency communication regarding our 
supply chain, we disclose our active Tier 1 
suppliers on the platform OpenSupplyHub. 
Our brands have individual ways to share 
more information of their supply chain, e.g., 
Hanwag or Tierra. For Fjällräven, we have 
again voluntarily participated in the Fash-
ion Transparency Index and increased the 
Example of the annual risk assessment analysis  
of direct manufacturing suppliers for Frilufts, a 
private label of Frilufts Retail which is subject to 
the German LkSG in 2024
In 2023, Frilufts produced goods in 52 facto -
ries in 11 different countries. The three main 
production countries per net purchase vol -
ume are China (58%), Vietnam (19%) and 
Lithuania (12%).
 The production volume in 
Europe is currently at 22%.
By doing the annual risk assessment, we 
have identified 20 factories which are very 
important to Frilufts due to a high net purchased 
volume (risk scale overall: Low = 1; Medium = 
2; High = 3; Extreme = 4; purchased volume on 
factory level >=3: risk exposure high). 
Next to this criterion, we additionally mapped 
the country risks through the supply chain 
ESG due diligence and assurance platform 
EiQ by LRQA and screened the latest social 
compliance audit / assessment result. These 
results are being weighed higher, with the 
factor 1.5, than the other factors due to the 
actual identified and verified risks on site.
Calculating the overall risks by taking all 
three risk factors into account, 17 factories 
from the 20 identified important factories 
feature a higher risk score (>= 3). The other 
factories did not fall into scope due to a good 
human rights audit result.
Again, three of these 17 factories show an 
extreme high risk score based on the ESG 
country risk score on EiQ (>= 3) and the last 
audit/assessment result (>= 4.5). 
The identified extreme high-risk suppliers 
are in China (2x) and Vietnam (1x).
We have also monitored which production 
sites have grievance mechanisms in place: 
44.2% have a mechanism in place, 9.6% 
seem not to have one yet, and 46.2% have 
not shared this information mechanism with 
us yet. Only one of the high-risk factories in 
China seems to have a grievance mecha -
nism in place.
Ba
sed on the remedial measures taken, the 
monitoring of the effectiveness of such, we 
conclude to work intensively with two sup -
pliers on remediation of identified violations 
and if no improvement takes place to exit
 
them responsibly. When it comes to the third 
factory, which is in Vietnam, we see that the 
remediation of audit results shows already 
effectiveness, therefore we want to improve 
through a dialogue or the offer of specific 
trainings.

===== SIDA 39 =====

CSR 2023 FENIX OUTDOOR INTERNATIONAL AG   39
2022 wage benchmarking of  
partnering Vietnamese Tier 1 factories
In our further evaluation of wage data we 
received from our direct supply chain part -
ners, we have not only utilized data gathered in 
the previous year but also incorporate 27 wage
 
data sheets collected during the 2022 period, 
totaling 72 data sheets for the year. Of these, 
66% originate from Chinese suppliers, 30% 
from Vietnamese suppliers, and 4% from sup -
pliers in other production countries. 
Deploying the FLA F
air Compensation Dash-
board, we analyzed 15 wage data sets from Viet-
nam, excluding data deemed unevaluable, and 
compared aggregated and anonymized data
 
against the GLWC estimates. These 15 factories 
represent factories which are defined as stra-
tegic and further to develop and grow with. In 
general, all analyzed factories pa
y their work-
ers above the legal minimum wage. Because we 
committed to work toward living wages in our
 
supply chain, we gain more profound insights 
into wages with the help of the FLA Fair Com-
pensation tool.
O
ur initial wage evaluation was based on 
only two GLWC estimates: Urban Vietnam (Ho 
Chi Minh City) and Rural Vietnam. Bench -
marking against these estimates showed that 
7 out of 15 factories meeting the living wage
 
benchmarks (and further 4 factories were 
very close to meeting the benchmark), result -
ing in an average net wage of 98% of the esti -
mate for Rural Vietnam (106% in the Ho Chi 
Minh City area).
 In the beginning of 2024, the 
GLWC and Anker Research Institute published 
new Living Wage reports for all four minimum 
wage regions in Vietnam. Benchmarking wages 
against the newly published estimates gives us 
different insight. In accordance with these esti -
mates 2 out of the 15 factories paid, on aver -
age, a living wage. The average factory net 
wage across all analyzed factories accounts
 
for 72% of the average GLWC estimate for all 
four regions. Upon closer examination of the 
four regions, we find that the living wage gap 
is most pronounced in minimum wage regions 
two, three and four, whereas the average net 
wage of factories in region one slightly sur -
passes the GLWC estimate.
This emphasizes the impor
tance of a gran-
ular and detailed analysis, acknowledging 
that different methodologies can yield varied
 
results. As we believe the new estimates bet -
ter account for region-specific differences and 
rising inflation in Vietnam, we are committed
 
to collecting and analyzing 2023 wage data to 
monitor wage development and initiate conver -
sations with our strategic suppliers and work 
toward our goal of all workers in our supply
 
chain receiving a living wage. 
result by 10% from the previous year. Since 
this assessment takes up a lot of internal 
resources answering more than 400 ques-
tions and Fjällräven does not fulfill the cri-
teria to be among the world’s largest fashion 
b
rands, we will stop our participation but 
are open to continuing the dialogue. This 
information was shared with Fashion Rev-
olution, the owner of the Fashion Transpar-
ency Index. We will make sure to embrace 
k
ey learnings from the provided feedback 
and drive changes from within. 
One of the challenges of creating transpar-
ency in supply chains is that suppliers some-
times do not understand why brands need 
t
o access further information beyond a con-
tracted partnership. Here we see the opportu-
nity to educate our partners about upcoming 
H
REDDD but also other legislations emerg-
ing from the EU Green Deal. The usage of 
t
raceability systems will have to increase to 
stay compliant. When we asked our partners 
if other customers have already asked to share 
supply chain data, 28% said yes. 
Transparency has become a part, though 
still small, of our sustainability area within 
the annual scorecard evaluation of our direct 
supply chain partners. This allows us to 
incentivize suppliers if they agree to support 
our traceability journey.
Fair compensation 
We publicly commit to a fair compensation 
strategy. Paying decent wages is one of our 
key values also drafted in our Fenix Way. It 
will play a crucial role in our updated CSR 
strategy 2030, which is planned to be final-
ized in 2024.
F
or a couple of years now we have col-
lected data on wages of workers in our value 
c
hain not only during regular audits by 
screening if the national minimum wage is 
being met (100% in 2023), but also by using 
the wage data sheet established by the FLA 
to collect information from our Tier 1 sup-
pliers (focus Vietnam and China). These 
d
ata sheets are uploaded into the FLA fair 
compensation dashboard (which is currently 
updated into becoming a digital solution 
and will be relaunched in 2024) and are fur-
ther analyzed using available wage bench-
marks such as our preferred one, GLWC. In 
2
023, we gathered 62 data sheets, of which 
18 contain 2023 data and 44 contain 2022 
data. 
In our supplier survey, we asked the 
recipients if they have been part of any sup -
ply chain programs regarding wages. Inter-
estingly, 9% of the surveyed suppliers took 
p
art in a wage benchmarking and living 
wage conversation with us or other brands. 
A challenge in this complex matter is to 
Rural Vietnam
Vietnam  
region IV
Vietnam  
region III
Vietnam  
region II
0
20
40
60
80
100
120
Average net wages in percent of the GLWC estimates divided into four minimum 
wage regions of Vietnam (recently updated GLWC estimates)
Vietnam  
region I
Average net wages in percent of the GLWC estimates  
(former GLWC estimates)
Urban Vietnam - Ho Chi Minh
0
20
40
60
80
100
120

===== SIDA 40 =====

40  CSR 2023 FENIX OUTDOOR INTERNATIONAL AG
verify the collected data. When we asked 
our suppliers how many of their customers 
verified their wage data, only 8% answered 
yes. 
To screen our activities regarding the topic 
“living wage” and see where we stand among 
peers, we used the UN Global Compact living 
wage analysis tool. It is a self-assessment for 
corporations to provide a better understand-
ing of where you are in the living wage jour-
ney. Here we achieved 33% and are scored 
a
s “intermediate – investigate further where 
progress can be made. ” In this place we see 
room for improvement, and we will embrace 
the challenge by creating opportunities. 
FRILUFTS RETAIL 
Human Rights and Environmental 
Due Diligence Program 
In the Retail operations we have a strong 
commitment to human rights and environ-
mental protection. Social justice, environ-
mental protection and ethics are the foun-
dation of the Fenix Outdoor constitution, 
t
he so called “Fenix Way, ” and the specific 
Retail-related versions.
As mentioned earlier, this ethical founda-
tion is a key factor for our internal but also 
o
ur business relationships, and we strive to 
align behind the values we have set forth in 
those documents.
To bring our commitment toward 
human rights and environmental protec-
tion into action, Frilufts Retail applies the 
G
roup’s internal Code of Conduct (CoC) 
for employees, and a Retail-specific Supplier 
Code of Conduct (CoC) toward its direct 
business partners, e.g., a brand and/or an 
intermediary. Both are important elements 
to prevent risks of human rights violations 
and environmental damage. 
We expect written confirmation to com-
ply with the requirements set forth in the 
C
oC from our vending partners. After we 
updated the Supplier CoC in 2022, a key 
focus in 2023 was to inform our suppliers 
about the changes and to collect their con-
firmation. This process was supported by the 
F
rilufts Retail Supplier CoC Implementation 
Policy, which clearly maps out the compliance 
requirements in connection with the CoC 
and mandatory routines. Due to missing con-
firmation, we decided to not order any prod-
ucts from 25 brands for the season fall-win-
ter 2024. 
W
e identify human rights and environ-
mental risks, set priorities and take action. 
P
rior to 2018, Fenix Outdoor had already 
implemented a group-wide risk framework 
to facilitate the identification, assessment and 
management of environmental, political, rep-
utational and social risks arising from any 
f
orm of business relationship. This is an ongo-
ing effort and continuous process. Frilufts 
R
etail is part of this group-wide system. 
In addition, there are two Retail-specific 
instruments in place to manage risks, which 
provide insights and give an account of the sta-
tus and progress Frilufts Retail made so far:
Th
e Higg Brand & Retail Module (BRM) of 
the Sustainable Apparel Coalition is a holis-
tic framework that creates an industry-spe-
cific method for brands and retailers to eval-
uate and improve ESG performance along 
t
heir global value chains. We used the BRM to 
evaluate and improve our own performance, 
and we request the BRM from brands that are 
part of the coalition. One assessment showed 
a critical issue, which we have followed up 
but have not received any feedback on yet. 
We will circle back to the respective brand for 
clarification and to work toward prevention 
and mitigation. 
As part of our prevention measures and 
risk analysis we developed an internal Envi-
ronmental and Human Rights Due Diligence 
A
ssessment for our vending partners. We will 
determine whether and to what degree this 
SUMMARY
FLA Code Element Number of Violations
Compensation 1
Employment Relationship 13
Health, Safety and Environment 14
AUDIT FINDINGS OF THE FLA AUDIT assessment tool can form part of the legally 
required risk analysis. 
2024 will be the first year the German Sup-
ply Chain Due Diligence Act (LkSG) applies 
t
o Globetrotter Ausrüstung GmbH. In this 
context, the Senior Sustainability Manager 
for Retail is a member of the Sustainable Sup-
ply Chain Management Committee of the 
G
erman Retail Federation (HDE e.V .) and is 
in close dialogue with other retailers about 
best practices from a retail perspective. For 
2023 we decided to continue to focus on the 
Group’s brands as well as on the Globetrotter 
private label “Frilufts” due to the possibility of 
influence and contribution to cause.
Community
Every other year we hold a Fenix Outdoor 
stakeholder roundtable event with relevant 
stakeholder groups ranging from business 
partners, industry representatives, NGOs, 
journalists, policy makers and scientists. 
The stakeholder dialogue is a valuable tool 
for us to identify risks at an early stage and 
to develop and apply risk mitigation strat-
egies. In 2023 no stakeholder roundtable 
t
ook place. However, the Frilufts Retail sus-
tainability manager has been in dialogue 
w
ith several stakeholders throughout the 
year on several occasions like the Outdoor 
by ISPO, which is one of the largest indus-
try gatherings. Another channel is via the 
S
ustainability Podcast New Horizons. Here, 
CEOs, sustainability managers, NGO rep-
resentatives and others are invited to speak 
a
bout the most pressing topics in the out-
door industry.
  
CHARITY HIGHLIGHTS
Nature Bonus
Nature bonus is a program currently 
offered at Naturkompaniet and Partioaitta 
in which 1% of the total turnover by club 
members is donated to local nature orga -
nizations in Sweden and Finland. In 2023 
w
e donated 470,000 euros to local non -
governmental environmental groups. Glo -
betrotter also in 2023 sponsored 1.5% of 
t
he total turnover from the joint customer 
card to the German Trekkers Association 
(DAV).
Rainbow Foundation
”Nature is naturally diverse... ” With that 
claim Helena Westin, representing the Reg-
nbåsfonden, or Rainbow Fund, opened the 
w
orkshop series introducing and widening 
the partnership between Fjällräven and the 
Rainbow Fund. The partnership will edu-
cate our teams about diversity, inclusion, 
p
rejudice and how to avoid it, but will also 
support projects of the Rainbow Fund. The

===== SIDA 41 =====

CSR 2023 FENIX OUTDOOR INTERNATIONAL AG   41
sponsorship is also connected to the rain-
bow products of Fjällräven, of which 1% of 
p
roceeds is donated to projects within their 
Arctic Fox Initiative.
Royal Robbins partners with the 
Yosemite Climbing Association to 
Expand Facelift
In 2023 Royal Robbins partnered with the 
Y osemite Climbing Association to sponsor 
Facelift events across the United States. Face-
lift began as a clean-up event in Y osemite 
N
ational Park, and the Royal Robbins team 
has participated for many years. The multi-
day event collected 4,730 kilograms of waste 
from the park which sees millions of visi-
tors each year. Facelift events were expanded 
i
n 2023 to 19 locations in other park and 
national recreation areas to encourage more 
folks to get out and spend time taking care 
of beautiful places.

===== SIDA 42 =====

42  CSR 2023 FENIX OUTDOOR INTERNATIONAL AG
HANWAG:  
Terracare® leather
For HANW AG, leather is one of the most 
important materials. From sourcing hides to 
tanning and production, their entire leather 
supply chain is based in Europe. For 
decades, HANW AG has worked closely with 
the Heinen leather factory in Wegberg, Ger-
many. HANW AG strives to use the most 
s
ustainable and socially responsible manu-
facturing processes for its products. This is 
w
hy the brand chooses Heinen terracare® 
leather for many products, including the 
NAZCAT II. Terracare® leather has out-
The offerings of Fenix Outdoor:  
sustainable products 2024
FRILUFTS:  Arvika
The Frilufts Arvika is a daypack that com-
bines recycled ripstop nylon and produc-
tion site leftover fabrics for a lower material 
i
mpact compared to conventional materi-
als. The recycled ripstop nylon utilizes a 
D
WR made without PFCs, providing func-
tionality in wet conditions without intro-
ducing harmful forever chemicals. By 
c
hoosing leftover materials, the Frilufts 
team partners with its suppliers to create a 
new product from what would have been 
considered waste. The Arvika pack also 
qualifies as A Greener Choice Product by 
using over 30% recycled materials, respon-
sible chemical management, improved eco-
logical footprint through use of over 50% 
l
ower-impact materials, and production in 
a factory with a high social audit rating.
FJÄLLRÄVEN:  
Samlaren Packbags
The Samlaren packbags are a set of light-
weight bags made to organize gear in back-
packs. Samlaren, Swedish for “gatherer, ” is a 
lim
ited collection of clothes and equipment 
made with fabrics left over from Fjällräven 
production. While the team works to opti-
mize efficiency and avoid excess fabric each 
s
eason, occasionally there are some leftover 
materials. Fjällräven partners up with their 
mills and factories to collect leftover fabric 
and uses the pieces to make unique items, 
like the packbags. Ultimately, Fjällräven 
aims to become so efficient that there are 
no leftover materials at all. Until then, the 
Samlaren collection is a way to ensure any 
excess materials are used. 
standing technical properties, transparent 
material origins and environmentally 
respectful production. It uses over 40% less 
water during manufacturing compared to 
traditional practices. Additionally, every sin-
gle liter is cleaned before it is returned to the 
n
atural water cycle. It generates over 30% 
less CO2 during production than the indus-
try average. Over 97% of by-products gener-
ated during the manufacturing process are 
r
eused, and only REACH-certified auxiliary 
materials are employed in its production.

===== SIDA 43 =====

CSR 2023 FENIX OUTDOOR INTERNATIONAL AG   43
Indicator 2023 2022
Stakeholder Engagement Individual interaction,  
issue based
Individual interaction,
  
issue based
Human Rights (HR) assessments 45% 40%
Product Labels/ Violation of
 
Safety Regulations
0 0
Training re: Cases of Corruption Not specific Not specific
Cases of Corruption 0, see page 9 0
FACT SHEET SOCIETY 2023
 
Vietnam 54
China 
Korea
Portugal 3
Croatia 1
Taiwan 3
Estonia 2
USA 3
Poland 3
Ukraine 6
Latvia 1
Turkey 2
Lithuania 
Germany 
Hungary 
Indonesia 
India
Italy 
Vietnam 54
China 
Croatia
Lithuania 3
Taiwan 1
Germany 3
Sweden 2
Poland 3
Indonesia 3
Latvia 6
India 1
Morocco
 2
Portugal
Korea
Ukraine
Italy
Hungary
Estonia
OVERVIEW OF SUPPLIERS BY SOURCING COUNTRY 
 
Vietnam 54
China 
Korea
Portugal 3
Croatia 1
Taiwan 3
Estonia 2
USA 3
Poland 3
Ukraine 6
Latvia 1
Turkey 2
Lithuania 
Germany 
Hungary 
Indonesia 
India
Italy 
Vietnam 54
China 
Croatia
Lithuania 3
Taiwan 1
Germany 3
Sweden 2
Poland 3
Indonesia 3
Latvia 6
India 1
Morocco
 2
Portugal
Korea
Ukraine
Italy
Hungary
Estonia
Bosnia and 
Hercegovina
Bulgaria
China
Croatia
Estonia
Finland
France
Germany
Hungary
India
Indonesia
Italy
Latvia
Lithuania
Morocco
Philippines
Poland
Portugal
Romania
Serbia
South Korea
Sri Lanka
Sweden 
Taiwan
Ukraine
USA
Vietnam
 TIERRA: Introducing fluorocarbon-
free Gore-Tex
Tierra develops technical outdoor apparel 
for life above the tree line. This puts a high 
demand on material performance and dura-
bility. To meet waterproofing demands, Tierra 
w
orks exclusively with Gore fabrics. In 2023 
Tierra was among the first to introduce com-
pletely fluorocarbon-free Gore-Tex ePE prod-
ucts. The Östra jacket is among the new flu-
orocarbon-free Gore-Tex styles. Currently, 7 
o
ut of 10 shell styles in the Tierra range are 
entirely fluorocarbon-free, and the remaining 
three styles will become made without PFCs 
in 2025 when Gore-Tex Pro ePE becomes 
available in the required fabrics. Apart from 
these three styles, Tierra’s range has been free 
of fluorocarbons for several years.
Royal Robbins:  
Responsible Wool Standard
Royal Robbins set a target to source 50% of 
the wool fibers used in their products from 
certified, traceable sources by 2025. Royal 
Robbins’ first step was to ensure all material 
suppliers adhered to the Fenix Animal Wel-
fare Policy. Next, they became brand certi-
fied in the Responsible Wool Standard (RWS) 
i
n 2023 to maintain the chain of custody of 
wool from fiber to finished good. Royal Rob-
bins then worked closely with their material 
s
uppliers to develop and use yarns made with 
RWS fibers in styles like Westlands Crew. As a 
result of their efforts, the brand achieved their 
goal in 2023, with approximately 69% of wool 
fibers sourced being certified and traceable.
Austria
SOCIAL COMPLIANCE AUDIT, GRADES PER COUNTRY
0
10
20
30
40
50
China
Vietnam
Indonesia
Bosnia and 
Herzegovina
Bulgaria
Korea
Morocco
Philippines
Portugal
Romania
Sweden
Taiwan 
(China)
A B C D

===== SIDA 44 =====

44  CSR 2023 FENIX OUTDOOR INTERNATIONAL AG

===== SIDA 45 =====

CSR 2023 FENIX OUTDOOR INTERNATIONAL AG   45
I 
n 2023, Fenix Outdoor employed 2,972 
FTEs in our various entities. This is an 
increase of about 4.8 % (based on 2,837 
FTEs in 2022). Most of our employees are 
permanently employed, but we employ sea-
sonal workers in retail and warehouse opera-
tions during peak seasons. 
W
e also hired 37 female and 60 male 
apprentices in 2023. By doing so we pro-
vide the opportunity for young people to 
l
earn a profession. Since most apprentices 
were hired in Germany, one has to acknowl-
edge the German dual educational system. 
A
pprentices will get a school education tai-
lored toward their profession and on-the-
j
ob-training with us. This way, young people 
and beginners in a job receive a thorough 
two to three years’ education and are after-
ward well equipped for the global job mar-
kets. 
F
enix Outdoor’s main operations are 
based in Europe, namely the EU, Switzer-
land, Norway and the United Kingdom, rep-
resenting about 80% of the workforce. More 
t
han 90% of those are operating under col-
lective bargaining agreements or are rep-
resented by a works council. The legal 
f
rameworks in the region are tight, and com-
pliance is frequently controlled by authori-
ties and union representatives. Against this 
b
ackground, own corporate policies are rare 
and find their main expression in corporate 
agreements with unions or local workers’ 
councils. In the regions outside of Europe 
we operate according to law and follow local 
advice or rules including the observance of 
OSHA provisions in our US operations in 
San Francisco and Colorado.
The main risks regarding our own work-
force are related to possible health and safety 
r
isks, stemming from the day-to-day opera-
tions (like back pain, vision impairment, risk 
o
f stumbling over ill-secured cables and the 
like). Fenix Outdoor must therefore adhere 
to a mix of international, national and indus-
try health and safety regulations. We con-
duct risk assessments, implement preventive 
m
easures and train employees, especially 
designated safety representatives. State labor 
safety bodies enforce compliance by impos-
ing fines. Continuous monitoring, proce-
dure updates and employee involvement are 
v
ital for successful risk awareness and man-
agement. Another corporate risk we realized 
i
s resulting from the post-Covid office policy 
(we define ourselves as an “in office” com-
pany with three days of office presence per 
w
eek) where in particular young and female 
employees feel too restricted in their work/
life balance options and tend to resign faster 
than other employees. For 2023, however, 
we cannot see this being a general trend in 
our company. We also see a risk in the lack 
of diversity in certain operations including 
national but also managerial contexts, lead-
ing to decisions that do not reflect the scope 
o
f our workforce and do not utilize internal 
know-how appropriately. 
In terms of opportunities, we trust that 
our global reach with several locations 
around the world forms a good basis to 
develop employees and enable them to prac-
tice and improve skills and widen their view 
w
hen eventually returning to their home-
base office. Our events such as the Fjällräven 
Classic enable our employees to truly experi-
ence the outdoors and use our own products 
a
nd gear. This way we collect user experi-
ences which in turn will influence the con-
struction and functionality of the next gen-
eration of products. 
A
s stated in previous reports, the use of 
non-regular staff is not a group-wide pol-
icy, but it is a flexible response to seasonal 
d
emands and local specifics. Collective bar-
gaining agreements throughout the Fenix 
G
roup do not exist. The notice period for 
organizational changes is at least one month; 
different rules may apply based on collective 
or locally negotiated agreements.
In Sweden, Norway, Austria, Finland and 
the Netherlands we are following a scheme 
that is built on national agreements between 
unions, the government and companies. 
In Germany, most staff are represented by 
workers’ councils and by those collective 
agreements. In other locations local and 
national schemes exist, which often follow 
the respective agreements for the industry.
Our policy is to promote equal opportu-
nities for men and women, and our board 
e
xpressly demands equal opportunity 
recruitment into managerial positions. The 
proportion of female middle managers that 
Fenix Outdoor currently employs is propor-
tional and similar to last year (2022: 44%). 
O
ur definition of Top Management has 
been revised (now: only Executive Manage-
ment and CEOs). Consequently, the propor-
tion of women in top-management positions 
d
ropped to zero (2022: 30% with old defini-
tion). Our board is 17% female.
Th
e staff turnover rate in 2023 (defined 
as all employees left versus total number of 
employees) over all operations including the 
retail business is 17.5% (2022: 21.4%). The 
ratio between females and males leaving 
Fenix Outdoor dropped to 0.99:1 F/M (2022: 
ratio F/M 1.3:1), meaning that roughly 50% 
of staff members leaving were females (56% 
in 2022). We define significant fluctuation 
as 25% or more employees leaving. We have 
disinvested from Primus, but no significant 
fluctuation of own employees was reported. 
When it comes to temporary and seasonal 
workers, significant fluctuations can be 
5.  W ELL-BEING: Working together 
– being a team 
OUR OWN WORKFORCE: Characteristics, Risks and Opportunities

===== SIDA 46 =====