FULLTEXT DEL 2 AV 2
Årsredovisning 2023
46 CSR 2023 FENIX OUTDOOR INTERNATIONAL AG
detected. We see peak and low seasons in
warehouses and stores and therefore have
more or less temporary non-employees in
our operations. A concrete figure is difficult
to establish. A possible alarming signal or
operational risk does not stem from this fact.
All eligible staff members are entitled to
parental leave (i.e., parents with children
under a certain age); the definition differs
from country to country, so an overall per-
centage value cannot be established. For our
b
iggest operations we have established that
of 909 eligible employees, 88 took parental
leave (2022: 216). 45 of those were females
and 43 were males. 192 returned to work
after parental leave (reference is the 2022
figure of 216 leaving parents; 2022 returns
were 123), of which 69 were females and
123 were males. After 12 months, 186 were
still employed. Since parental leave is regu-
lated differently in various countries, the fig-
ures are not comparable to any specific time
f
rame as, particularly in Europe, prolon-
gations or shifts in time off are commonly
a
greed upon between the individual and the
employer. Therefore, we are unable to assess
how many of those who did not return after
12 months or do not show in the statistics
prolonged their leave or left Fenix Outdoor.
Training and skills enhancement
Training hours for all employees are not
logged centrally, nor do we own a system-
atic according to which reliable data can be
a
chieved. This has been a problem in the
past and therefore the figures given cannot
be compared. However, in an unweighted
and very rough estimation (number of hours
given on average per person per reported
entity) we can establish that about 21.9
hours in training were given to female and
23.9 hours were given to male employees in
2023 (2022 18.8 hours). In detail, the figures
vary dramatically not so much between gen-
ders but more so because the overall num-
bers of employees in each job category or
r
egion are very different and not all catego-
ries are present in all markets. Therefore, a
h
igh variability in training data is pertinent.
These trainings include professional train-
ings, e.g., product and skills training for
s
ales staff but also trainings on sustainabil-
ity, compliance and the like. We also offer
e
mployee development programs, such as
our Graduate Program to enable and equip
employees with the needed skills and expe-
rience to further their professional careers.
B
ut not only that. In many locations we offer
trainings and individual personal develop-
ment opportunities, depending on the legal
f
ramework and business needs.
Performance reviews are part of our
development assessment process but vary
widely from country to country. No group-
wide data-processing protocol exists. How-
ever, as a general recommendation, all man-
agers and employees should meet once a
y
ear to discuss the goals and tasks and the
achievement levels of the past year, the
development needs for the year ahead and
the overall way of working together, includ-
ing the review of the managers’ performance
in
leadership, communication and inter-
team and interpersonal relationships. These
files are logged and shall serve as the basis
for the review of the coming year. In addi-
tion, new tools like Perdoo for OKRs and
K
PI tracking are introduced to facilitate the
review and become less driven by individ-
ual assessments or assumptions rather than
m
easurable facts. Due to the lack of system-
atic support, there is no reliable data on the
p
ercentage of performance reviews that took
place. An educated guess for the main oper-
ations would be 75 to 85% coverage.
Working hours, wages and benefits
We adhere to the laws when it comes to
working hours. At a minimum we adhere to
the International Labor Organization con-
ventions regarding rights at work and apply
t
hem to both internal and external ser-
vice providers. In 2023 a total of 33,372,943
h
ours were worked by own employees (n
= 1,972) and 68,715 hours were worked by
non-employees (n = 119). Both figures are
based on reported data. Our wage levels are
competitive, and we offer several benefits to
our staff. In various locations we offer dif-
ferent benefits, such as health club member-
ships, subsidized tickets for public transpor-
tation, pensions and retirement insurance
s
chemes (covering various entities in all
regions to different degrees), external advice
on psychological and physical health, life
insurance, health care or health insurance
(where not legally required), invalidity cov-
erage, child daycare or financial support to
p
arents with children, free or subsidized
meals, staff discounts, employee cloth-
ing and the like. These differ from entity to
e
ntity and depend on legal or negotiated
frameworks.
A good outdoor spirit and understanding
of what to do and what not to do in the wil-
derness are important to Fenix Outdoor, and
o
n a case-by-case basis we encourage our
employees to participate in outdoor activ-
ities such as educational outdoor trainings
o
r the Fjällräven Classic event. In most loca-
tions, business operations permitting, we
o
ffer flexible working hours. However, we
see ourselves as an “in office company” with
three mandatory days in the office in 2023
and two flex/home office days per week in
accordance with the team’s needs. In addi-
tion, and in special cases, we let people to
w
ork from a remote location, and we will
formalize this in 2024. Fenix Outdoor strives
to take a non-discriminatory approach by
paying equal wages to men and women,
and by exceeding the minimum wage levels
where possible. This also applies to employ-
ees not employed by Fenix Outdoor but
w
orking for us on our premises. We hire
local managers for the operations in the
respective countries.
BOARD ROLE AND COMPENSATION
Duties of the board
The board of Fenix Outdoor International
AG consists of six members elected individ-
ually at the Annual General Meeting. Infor-
mation about the board and the Managing
D
irector can be found on the website and
in the compensation report. The board has
held six minuted meetings, all except one
held on a digital basis. At the board meet-
ing following the election, resolutions are
a
dopted regarding the formal work plan of
the board and the Managing Director, aim-
ing to ensure that the board has the infor-
mation required. An economic and financial
r
eport is submitted at each regular meet-
ing. The board convenes annually with the
co
mpany’s auditors to review the audit and
the activities undertaken during the year. As
there are no special committees, except for
the Compensation Committee, within Fenix
Outdoor International AG, the board in its
entirety addresses all matters except for mat-
ters relating to remuneration. The members
o
f the remuneration committee are Ulf Gus-
tafsson and Susanne Nordin. Total remuner-
ation to members of the board is determined
b
y the Annual General Meeting according
to the proposals submitted by the company’s
largest shareholders. Over the course of the
year, the board has monitored the compa-
ny’s financial reporting, as well as its systems
f
or internal control, to ensure that the oper-
ations are efficient and in line with laws and
r
egulations, and that the financial reporting
is reliable. The board has examined and eval-
uated the accounting and financial reporting
p
rocedures, and has followed up and evalu-
ated the work, qualifications and indepen-
dence of the external auditors.
Risk assessment
The board and management work continu-
ously with risk assessment and risk manage-
ment to ensure that the risks to which the
co
mpany is exposed are taken care of within
the framework ultimately established by the
board.
===== SIDA 47 =====
CSR 2023 FENIX OUTDOOR INTERNATIONAL AG 47
COMPENSATION BOARD OF
DIRECTORS 2023 TEUR
Base
salary
Benefits and
other remu-
neration
Consultant
fee
P
ension
contributions
S
ocial
costs
V
ariable compensation
related to and accrued
in 2023, incl. soc. cost Total
Total in TCHF
EUR/CHF
0,9711551
Martin Nordin, Executive Chairman 721 36 - 7 70 833 809
Susanne Nordin 200 13 - 7 20 240 233
Ulf Gustafsson - 27 46 - 72 70
Mats Olsson - 26 - - 26 25
Sebastian Von Wallwitz - 26 - - 26 25
Rolf Schmid - 26 59 - 86 83
Total 921 153 104 13 90 1,282 1,245
Total fixed compensation 921 153 104 13 90 1,282 1,245
COMPENSATION BOARD OF
DIRECTORS 2022 TEUR
Base
salary
Benefits and
other remu-
neration
Consultant
fee
P
ension
contributions
S
ocial
costs
V
ariable compensation
related to and accrued
in 2021, incl. soc. cost Total
Total in TCHF
EUR/CHF
1,0794
Martin Nordin, Executive Chairman 500 30 - 6 86 485 1,107 1,107
Susanne Nordin 194 10 - 6 45 318 574 574
Ulf Gustafsson - 25 48 - - - 73 73
Mats Olsson - 25 - - - - 25 25
Sebastian Von Wallwitz - 25 - - - - 25 25
Rolf Schmid - 25 64 - - - 89 89
Total 694 140 112 12 131 803 1,892 1,893
Total fixed compensation 694 140 112 12 131 - 1,089 1,090
COMPENSATION SENIOR
EXECUTIVES 2023 TEUR Base salar y
Benefits and
other remu-
neration
Pension
contributions
S
ocial
costs
Variable compensation
related to and accrued
in 2023, incl. soc. cost
V
alue of options
at grant date T otal
Total in TCHF
EUR/CHF
0,9711551
President 432 64 - - - 345 841 817
Senior Executives 1,304 174 261 291 - 1,037 3,066 2,978
Total 1,736 237 261 291 - 1,382 3,907 3,795
Total fixed compensation 1,736 237 261 291 - - 2,525 2,452
COMPENSATION SENIOR
EXECUTIVES 2022 TEUR Base salar y
Benefits and
other remu-
neration
P
ension
contributions
S
ocial
costs
Variable compensation
related to and accrued
in 2021, incl. soc. cost
V
alue of options
at grant date T otal
Total in TCHF
EUR/CHF 1,0006
President 420 62 - - 140 142 764 764
Senior Executives 1,172 34 267 254 306 424 2,457 2,458
Total 1,592 96 267 254 446 566 3,220 3,222
Total fixed compensation 1,592 96 267 254 - - 2,208 2,210
OPTION PROGRAM
In 2022 and 2023 Alex Koska, Martin Axelhed, Henrik Hoffman and Nathan Dopp were
granted a personnel option program as below. The option program is valid as long as these
persons are employed. There are no other vesting conditions to be met.
OPTION PROGRAM Grant date Exercise rate
Number of *
options
V
alue
grant date Exercise period 1 Exercise period 2 Exercise period 3
Option program 1 2022-11-02 SEK 845 20,000 566 2025 11 2026 11 2027 11
Senior Exec. 6,666 6,667 6,667
Option program 2 2023-02-27 SEK 953 20,000 706 2027 02 2028 02 2029 02
Senior Exec. 6,666 6,667 6,667
Option program 3 2023-03-20 SEK 834 20,000 676 2028 03 2029 03 2030 03
Senior Exec. 6,666 6,667 6,668
*each giving a right to purchasing 1 B-share of Fenix O
utdoor International AG
===== SIDA 48 =====
48 CSR 2023 FENIX OUTDOOR INTERNATIONAL AG
Control activities
The board and management have deter-
mined a set of control activities for oper -
ational processes. These are based on risk
a
ssessments and on ensuring that there is
a satisfactory process for monitoring the
company’s compliance with laws and other
regulations relevant to its operations, as
well as the application of internal guide -
lines. Included in the control structure are
s
uch measures as the authorization hier-
archy, the delegation of responsibilities
a
nd the company management’s review of
financial information. The controls are also
there to ensure that any material errors are
rectified.
COMPENSATION REPORT
(EXCERPTS)
The Compensation Report contains details
of the total compensation paid to mem-
bers of the Board of Directors and the
S
enior Executives. In accordance with the
Ordinance against Excessive Compensa-
tion in Stock Exchange Listed Companies,
t
he Annual General Meeting of Sharehold-
ers votes to approve the compensation of the
m
embers of the Board of Directors and the
Senior Executives.
Principles
The Board of Directors of Fenix Outdoor
International AG determines guidelines for
remuneration to Senior Executives at mar-
ket terms, enabling the company to recruit,
d
evelop and retain Senior Executives. The
remuneration consists of fixed salary, pen-
sion and other benefits. Total remuneration
i
s to be at market rate and competitive and
is also to reflect the areas of responsibility of
the Senior Executive and the complexity of
his or her role. In addition to the fixed salary
component, Senior Executives are eligible
to receive variable compensation, which is
related to the achievement of sales and prof-
itability targets. For Senior Executives, vari-
able remuneration normally is a maximum
o
f 50% of base annual salary.
The basic compensation to the mem-
bers of the Board of Directors is the Board
R
emuneration. Martin Nordin and Susanne
Nordin get no Board remuneration but
a fixed salary. The basic compensation to
the Senior Executives comprises an annual
fixed salary, pension and other benefits. The
total fixed compensation is decided by the
Annual General Meeting (AGM).
Variable Compensation
In addition to the fixed compensation, the
Senior Executives are also eligible to receive
variable compensation, which is based on
sales and profitability targets. For Senior
Executives, variable remuneration normally
is a maximum of 50% of the basic annual
salary. The Directors of the Board who are
getting Board remuneration get no vari-
able compensation. The AGM is asked to
v
ote on the total variable compensation ret-
rospectively for the Senior Executives and
t
he executive chairman, i.e., variable com-
pensation proposed by the Board of Direc -
tors to be payable for 2023 is subsequently
co
nfirmed by the annual general meeting in
April 2024.
The compensation system is confirmed by
the Compensation Committee before being
submitted to the Board of Directors for
approval. Individual members of the Board
of Directors are not present when decisions
are made on their respective compensation
awards.
Compensation for the Reporting
Year
At the AGM held in April 2023 the AGM
approved a maximum total compensation
for 2023 to the Board of Directors of TEUR
1,600 (TEUR 1,400).
Fixed compensation
The compensation paid in 2023 totaled
TEUR 1,282, compared with TEUR 1,089
the previous year. Two Directors of the
Board, Rolf Schmid and Ulf Gustafsson,
invoiced consultant fees for support given
to the Fenix Outdoor Group – Mr. Schmid
through a company controlled by him-
self, RS Mandate AG, and Mr. Gustafsson
t
hrough a company controlled by himself,
Consilo AB.
Variable compensation
In 2023 there was no variable compensation
paid to the Board of Directors. In 2022 exec-
utive chairman Martin Nordin received a
b
onus of TEUR 167.
The Executive Chairman is entitled to a
bonus, based on return on total assets for
the Fenix Outdoor Group (income after
financial items plus interest expenses, as a
percentage of average total assets). The base
is the average repo rate, set by the Euro-
pean Central Bank, for the relevant calen-
dar year plus 10%. The base +1% gives an
e
xtra monthly salary; the base +2% gives a
further monthly salary, up to six monthly
salaries. In 2023 the average repo rate was
3.3%.
The return on total assets in year 2023
was 8.6%. For 2023 the Executive Chairman
is entitled a bonus of four months of salary.
Total assets are defined as total assets exclud-
ing effects from IFRS 16 adjustments.
SENIOR EXECUTIVES
Fixed compensation
The AGM held in April 2022 approved a
maximum total fixed compensation for 2023
to the Senior Executives of TEUR 2,500. A
total of TEUR 2,525 was paid out in fixed
compensation in 2023, compared with
TEUR 2,208 the previous year.
Variable compensation
In 2023 a total variable compensation of 0.0
TEUR was given to the Senior Executives.
The variable compensation paid for 2023
needs to be confirmed by the Annual Gen-
eral Meeting in May 2024. In 2022 a vari-
able compensation of TEUR 446 was given.
I
n November 2022 an option program to
four defined Senior Executives was released.
20,000 options, each giving a right to buy
one B-share in Fenix Outdoor International
AG, were granted to them. The exercise
price was set to SEK 845 and was equal to
the market price of the shares on the day of
grant. The exercise period starts in Novem-
ber 2025 and ends in November 2027. The
o
ptions vest if the person is still employed
on such date. If this is not met, the options
lapse.
Highest Compensation
The highest total individual compensation
was given to Martin Nordin.
Board of Directors as of December 31, 2023
Martin Nordin
1
8,300,000 A-shares
2
42,568 B-shares
Mats Olsson
N
o shares
Ulf Gustafsson
N
o shares
Susanne Nordin
2
0,000 B-Shares
(through company)
Sebastian von Wallwitz
1
00 B-shares
Rolf Schmid
N
o shares
(Sven Stork, No shares, Permanent Honor-
ary member of the Board)
S
enior Executives as of December 31, 2023
Alex Koska, President
1
,000 B-shares
Martin Axelhed,
Executive Vice President 6 ,000 B-shares
Henrik Hoffman,
Vice President
1
0,250 B-shares
Nathan Dopp,
Vice President 1 ,200 B-shares
Thomas Lindberg,
CFO 1 ,100 B-shares
Per Wååg,
Vice President 0 B-Shares
The base salaries in the relevant mar-
kets vary. In some locations in Asia the base
s
alary is the legal minimum wage. How-
ever, there is no or little difference between
===== SIDA 49 =====
CSR 2023 FENIX OUTDOOR INTERNATIONAL AG 49
the genders in pay. In other locations where
minimum wages are higher or even not
legally set, pay gaps can be as high as 35%
(Germany). Often this is due to time spent
in the company and not 1:1 comparable job
tasks but similar or same managerial levels.
While the salary of the President will drop
in 2023 by 35%, the average salary increase
in the Group was 4%. The highest-paid indi-
vidual in Fenix Outdoor is the CEO of the
G
roup. His annual salary is about 1,107
TEUR. The ratio between the highest-paid
individual and the lowest-paid individual
(excluding the JV , interns and apprentices)
is 54.3 to 1.
The ratio between the highest-paid indi-
vidual in the company and the median to the
a
nnual median compensation of all employ-
ees is 40:1 (according to reported data, no
w
eighing of larger entities).
HEALTH AND SAFETY
IN THE WORKPLACE
We apply the locally regulated health and
safety requirements in our offices. We do not
accept hazardous equipment, unbearable sur-
roundings or unsafe premises. Most of our
s
taff members operate under German, Swed-
ish, Dutch, US and Finnish legislation, and
t
he companies in our Group comply with
national laws. A safe and hygienic workplace,
in particular in the post-Covid time, is essen-
tial to overcome resistance and too cautious
d
istancing. We take effective steps to prevent
potential accidents and to minimize health
risks as much as possible, particularly in our
factories and logistical operations. Safety
awareness is always a priority, and safe work-
ing procedures should be understood and
i
mplemented daily by everyone working in
the factory, stores or warehouses. We ensure
there are safety and handling instructions for
operational equipment. As legally required,
we do have formal or informal internal health
and safety committees, in which employee
representatives are elected representatives.
However, due to staff turnover and shifts in
responsibility, in some locations these com-
mittees or health and safety appointees were
d
ormant. This will be rectified during the
course of 2024 in alignment with workers’
councils and unions.
In many locations, where there are no for-
malized processes and structures, external
a
dvice is sought and many different schemes
exist around the globe. The external services
provider has to be certified or governmen-
tally authorized. Employees are informed
a
nd trained if an external services provider
is in place and told how to reach them. We
offer voluntary health promotions in various
ways, including backbone strength train-
ings, gyms, medical precautions such as vac-
cinations or eye examinations, smoking ces-
sation, dietary advice, healthy canteen food,
s
tress-reducing programs, HIV preven-
tion, sanitation programs, Covid-19-related
p
rograms (prevention and/or mitigation)
and the like. Health and safety trainings are
given according to law and differ at various
locations. These may include occupational
health and safety instructions for relevant
employees, partially e-learnings on those
topics for certain target groups, externally
provided first aid courses and classes which
qualify for the role as fire protection assis-
tant, to name a few.
MANAGEMENT SYSTEM
There is no group-wide unified management
system for Health and Safety at the Work-
place in Fenix Outdoor. However, various
e
ntities work with different tools, and a few
should be described here.
The Nordics
All units work with a Health and Safety
yearly clock to support their routines, train-
ings, legal and non-legal updates and anal-
yses of Human Resources KPIs. This tool
g
uides all managers to take care of their rou-
tines, and a checklist was created to follow
u
p on the work.
An occupational health action plan is
revised once a year, together with HR,
Health and Safety Representatives, occu-
pational health and safety managers, Head
o
f Retail and the CEO. All insurance and
health care related information needs to be
available for all staff, either in social rooms
or digitally (for remote workers). Depending
on the topic, the communication goes usu-
ally through managers (store managers/head
o
f department), or through our intranet.
Company health care performs regular
audits (including surveys) and the results are
communicated to each unit´s staff, as well
as HR, occupational health and safety man-
agers and the Health and Safety Represen-
tative. The regional State Administrative
A
gency performs random as well as planned
audits.
Risk assessments, both physical and psy-
chosocial, are made every January in all
s
tores and offices.
For work well-being, we have started with
work well-being workshops in all units. This
is a mandatory yearly workshop, where all
teams gather to discuss what work well-
being means to them, how it is showing in
their workplaces and what can be done to
improve it. In 2023, we gathered all action
plans from the stores and office, for better
follow-up.
North America
No official OSHA team exists; however, we
comply with federal OSHA standards and
any state-specific standards.
Germany
The operating instructions are drawn up by
the coordinator for occupational health and
safety after consultation with the depart-
ment heads. Employees can contact their
m
anagers or the coordinator at any time if
they have any questions.
Occupational health and safety instruc-
tions are provided annually. These are struc-
tured in three parts:
•
i
nspection of the premises and informa-
tion on local conditions
•
o
ccupational safety instruction via the
Globetrotter learning world
•
o
ccupational safety webinar with the
coordinator with the opportunity to ask
questions directly.
Asia
There is no real system for occupational
health and safety in place as most opera-
tions are offices with low risks or the num-
ber of employees is small. At larger operations
(
such as Korea), employees in the warehouse
are under control of governmentally admin-
istered occupational health and safety pro-
tocols. Therefore, management and training
f
or occupational health and safety are mainly
given to workers in warehouses. Where
needed, we receive consulting for occupa-
tional health and safety, including occupa-
tional safety and fire safety, from an autho-
rized institution and let employees who are
r
elated to these issues take educational train-
ings for that (quarterly training for three
h
ours). In general, workers are educated and
guided before they begin to work. Work-
ers who are in a dangerous working environ-
ment should report any issue to their superior
i
n order to secure safety. All employees are
trained for emergency measures and rescue
for about three hours once a year.
GROUP HEATH AND SAFETY
The main potential hazards identified at our
workplaces were:
• noise from machines in the production
•
m
echanical hazard of equipment (cut-
ting, bruises)
•
falling objects from overstocked shelves
• lack of use of PPE
•
b
reathing problems from working with
adhesives
• electrical hazard from cables
•
h
azardous or allergenic substances
(food, solvents, volatile organic sub-
stances)
===== SIDA 50 =====
50 CSR 2023 FENIX OUTDOOR INTERNATIONAL AG
• fi re hazard (where open flames are used,
e.g., Primus)
• thermal hazard (hot machines, kitchens)
•
s
harp edges, wrong sitting position in
offices, heavy lifting of goods.
These hazards were identified, and
appropriate warnings or handling instruc-
tion as well as personal protective equip -
ment are provided to mitigate the risks
f
rom the hazards. In addition, trainings and
handling operations are given in person to
instruct on the mitigation of the risks on-
site.
Nonetheless, there were 104 work-related
injuries and 47 work-related accidents
(including bicycle accidents on the way to/
from the workplace and other minor in-
office cases) reported (2022: 44). Most inju-
ries were stumbling in the office or staircase
a
nd cutting injuries when opening boxes
and letters with knives or scissors. Due to
injuries and accidents, 447 days were lost (=
0.23 days per FTE). No fatalities or work-
related diseases were reported. In 2023 we
had 19 reported cases of work-related ill-
ness including back pains in sitting jobs,
i
mpaired vision due to long work in front of
a computer screen, and arm and back issues
due to heavy lifting of goods. A total of 187
days (= 0.09 days per FTE) were lost. No
injuries or ill heath cases were reported with
regard to staff not being employed by Fenix
Outdoor. Reported sick days were 3,469.9 (=
1.8 days per FTE) but the figure is not com-
plete and therefore should be taken with a
p
inch of salt.
REACHING OUT TO OUR
CONSTITUENCY
Most of our entities have a Customer Ser-
vice (CS) department. They are the eyes
a
nd ears of the company, being the first to
receive any feedback from our customers,
the general public and prospective custom-
ers across various mediums. This includes
G
oogle reviews, shopper approved reviews,
customer emails, phone calls, direct message
systems and our own feedback system.
Our company tracks the satisfaction
scores, and those lie between 87% and 97.3%
satisfaction rating for 2023, which meets
internal targets of 97%.
The CS team are trained to relay any
feedback (negative or positive alike) to the
department manager, which is then fed to
the relevant departments and staff directly to
answer any immediate questions promptly.
There is also good communication via our
regular management meetings for bigger
topics or actions that are needed.
Costumers who enter a bad rating will get
an individual answer after we have figured
out what caused the bad rating. Most cases
are due to human errors, system fails and
problems with delivery and we try to learn/
improve from each case.
Directly comparing week 49 YOY
between 2022 and 2023 in one market,
we were pleased to see some very posi -
tive results based on the improvements in
o
ur customer service. We saw a remark-
able increase in the use of self-help
o
ptions, resulting in a 54% reduction in
phone calls, a 31% reduction in ticket vol-
umes, a 1,364% increase in live chats (a CS
e
mployee can manage up to three live chats
at a time, so it’s a much more efficient ser-
vice channel, and the increase in customer
a
doption leads to potential AI options in
the future) and a 48% decrease in reply
times.
Feedback from review comments varied
in 2023. Customers are sensitized and com-
plain when the response time is too long, or
t
hey receive several packages for one order
(split orders) because the goods are not all
available at the central warehouse. From the
customer’s point of view, this is often not
necessary and sometimes even longer wait-
ing times would be accepted in order to
r
eceive only a complete shipment. As a sec-
ond example, one can state that there is sim-
ilarly little understanding for oversized
p
ackages (measured by the size of the items)
on the part of customers. In conclusion, one
can say that with the help of our systems one
can work on the optimization of business
processes and actively engage in customer
loyalty and customer retention.
Apart from systematically engaging with
customers, we also engage with our stake-
holders in the events we conduct, whether
t
he Fjällräven Classics event series (hik-
ing events around the globe to experience
t
he true outdoors) or the Fjällräven Polar.
We strive to educate our constituency in the
use of our outdoor gear but also to sensi-
tize them for the precious and often fragile
e
cosystems and the threats these face. Over-
all, we aim at helping our stakeholders to act
m
ore responsible toward nature.
===== SIDA 51 =====
CSR 2023 FENIX OUTDOOR INTERNATIONAL AG 51
Indicator 2023 2022
Child Labor 0 0
Health and Safety various various
Health and Safety
audits in suppliers
76 total: 95 verified
assessments 76
T
raining and education 100+ 100+
Staff Member Survey two engagement surveys N/A
FACT SHEET
WELL-BEING 2023
DISTRIBUTION OF STAFF BY GENDER AND CATEGORY PER REGION
Worker Associate First line
Management
Middle
Management
M F M F M F M F
0
100
200
300
400
500
600
700
800
North America
Europe
Asia
M = Male
F = Female
M F M F
Senior
Management
Executive
Management
STAFF DISTRIBUTION BY GENDER
0
200
400
600
800
1000
1200
North America Europe Asia Other
M F M F FM
M = Male
F = Female
* Three employees claimed to be divers and would not fall in either category male/female
*
AVERAGE INCOME LEVELS PER AGE GROUP, GENDER AND STAFF CATEGORY (2022)
0
50.000
100.000
150.000
200.000
250.000
300.000
350.000
400.000
M F M F M F M F M FM F
Workers Associates First line
Managers
Middle
Managers
Senior
Managers
Executive
Managers
<30
30-50
>50
===== SIDA 52 =====
52 CSR 2023 FENIX OUTDOOR INTERNATIONAL AG
TOTAL TRAINING HOURS INVESTED:
CA. 51,713 HOURS
(REPORTED DATA)
FACT SHEET WELL-BEING 2023 (CONT.)
0
450
900
1350
1800
AmericasEurope Asia Other
Permanent Contract
Temporary Contract
0
275
550
825
1100
America
Europe
Asia
DISTRIBUTION OF STAFF BY CONTRACT
Permanet Temporary Full-Time Part-Time
M F M F M F M F M F
Not Guarentee
hrs
0
450
900
1350
1800
AmericasEurope Asia Other
Permanent Contract
Temporary Contract
0
275
550
825
1100
America
Europe
Asia
BASE SALARIES PER COUNTRY AND JOB CATEGORY
Worker Associate First line
Manager
Middle
Manager
Senior
Manager
M F M F M F M F M F
Canada
Finland
Germany
Korea
United States
16.000
14.000
12.000
10.000
8.000
6.000
4.000
2.000
0
TRAINING HOURS/YEAR/PERSON FEMALE/MALE PER JOB CATEGORY
0
10
20
30
40
M = Male
F = Female
0
10
20
30
40
M = Male
F = Female
Workers Associates First line
Managers
Middle
Management
Senior
Manage-
ment
Executive
Manage-
ment
===== SIDA 53 =====
CSR 2023 FENIX OUTDOOR INTERNATIONAL AG 53
6. R EPORTING: Transparency and
Compliance
Global Reporting Initiative
Fenix Outdoor is pleased to present its 2023
Sustainability Report. We always strive to
engage our stakeholders and want to uphold
our commitment to transparency and cor-
porate responsibility. Our sustainability
r
eporting takes place on an annual basis.
This report is based on the internation-
ally recognized Global Reporting Initia-
tive (GRI) standards and the principles of
t
he UN Global Compact. It covers the group
companies that are included in the consol-
idated financial statements. The GRI Stan-
dard in its most recent version is applied
t
hroughout. We report in accordance with
the comprehensive reporting level, but we
have not sought external verification yet. We
also aligned our reporting according to the
CSRD ESRS set and the Swiss Ordinance
964a through 964c.
The GRI Content Index lists the indi-
cators as defined by the GRI Standard as
fa
r as it has been applied. Material topics
addressed were raised in Fenix Outdoor’s
Materiality Matrix 2022. In light of the ESRS
requirements, we streamlined it to be com-
pliant with respect to the double-material-
ity requirements. The respective indices are
e
asy to find with page references, and there
are further comments for those in need of
clarification. The previous Sustainability
Report was published in April 2023, and we
will continue to publish on an annual basis
for the foreseeable future.
Report methodology
The reporting period is the business year
2023. The report also discloses information
on key events and data from previous years
for comparison. If at the time of publication
the final figures of 2023 were not yet avail-
able, comparable annual figures for 2022
o
r a comparable time range of 12 months
(e.g., October 2022 to October 2023) have
been used as the basis for calculation. Cer-
tain data sets are constantly used with a
y
ear’s delay (e.g., water and heating figures
for stores in Germany). These are marked
accordingly in the report wherever possi-
ble. As some data are location- and market-
s
pecific but have been summed up, the indi-
cation of data not corresponding with the
a
ctual business year is not possible. Some
data only refer to a portion of the business
year since the location was not in operation
for a full 12-month period. Where no spec-
ification for electricity consumption data
w
as available, the country average mix was
used or the data from the year before. Since
not all emission factors were available for all
locations for the recent year, older datasets
were used, preferably from publicly available
scientific or governmental sources. However,
the most recent conversion factors are used.
Water data has been refined – some data has
never been metered and hence represents
a conservative consumption assumption.
Some information on water consumption is
only available for the previous year (e.g., a
report is for 2023 while data sets are for 2022
or 2021). This is mainly the case for Globe-
trotter Ausrüstung GmbH. In contrast to the
a
nnual report, the CSR Report also includes
data from all Chinese locations (JV) and
integrated data (as far as available) where
suppliers exclusively are working for Fenix
Outdoor. Subsequently, personnel data sets
are on a different basis than in the annual
report. Relevant CO
2e emissions from some
exclusive suppliers have been included in
the offsetting data. Gas consumption data
for 2023 for Hanwag (Germany) are based
on the period between May 2022 and April
2023. Some emission factors were calculated
internally. Some data have been extrapolated
and estimates are based on a conservative
behavioral assumption (e.g., per-capita data
from statistical handbooks for the respective
region or country). Hence, some data are
likely to be overstatements. The reporting
entities cover more than 99% of the corpo-
rate value generation and 99% of the Group’s
e
mployees. However, where needed, calcu-
lation and extrapolation of data was done in
o
rder to give a fair and realistic picture and
to represent the aforementioned coverage.
In most instances we used the overall FTE
average given in the annual report; for some
data (e.g., water consumption and emissions
from travel or staff training hours) FTE data
is not suitable; therefore, we used head-
counts or internal survey results. Where
o
ther bases for calculations are used, this is
stated separately (e.g., n= x, where x is the
reference group size).
Around 75% of the nonfinancial data is
checked internally and all financial data is
checked externally, giving a reasonable yet
still not fully satisfactory level of confidence
for all information provided in this report.
Transportation figures and CO
2e emis-
sion data were supplied by travel agen-
cies, shipping companies and external ser-
vice providers, as well as suppliers. They
t
herefore constitute a reasonable over-
view of Scope 1, 2, and 3 emission data. We
h
ave adjusted the data using the RFI fac-
tor of 2.7. In this report we have fully relied
o
n the accuracy of the sources’ data collec-
tion and checked only for the data’s plausi-
bility. In the USA, Sweden, the Netherlands
a
nd Germany we relied increasingly on our
own datasets, which are available through
our IT system. The calculation of emissions
data was based on the Greenhouse Gas Pro-
tocol wherever possible; German and Swed-
ish locations showed the actual energy mix
o
n the invoices or the information was
directly communicated by the supplier (ref-
erence year: 2021). The fleet information
was
provided by shipping companies and
internal sources. In some cases, assumptions
were made based on the fuel consumption
of certain locations. Data on business travel
and commutes were calculated on available
information within the Group and provided
by individual staff members and carriers.
Other bases of calculation are stated sep-
arately. Data for economic factors and per-
sonnel information cover all of the Group’s
co
nsolidated companies. If not listed in full-
time equivalent (FTE) numbers, details con-
cerning employee structure are based on
n
umbers of employees. Both refer to the cut-
off of data (December 31, 2022) unless oth-
erwise indicated. Capture efficiency is more
t
han 90%. However, data on seasonal staff
and interns are only available in an overview
list, so no analysis of this staff group was
possible.
===== SIDA 54 =====
54 CSR 2023 FENIX OUTDOOR INTERNATIONAL AG
The following is a description and a more
in-depth explanation of the methodolo-
gies we applied for the 2023 CSR Report of
F
enix Outdoor International AG. We will
focus on specific climate- and emissions-
related information but also explain other
aspects as we deem necessary.
Scope 1 and 2 emissions
Primary energy for Globetrotter in 2023 is
based on 2022 invoices. Gas consumption
for Friluftsland in 2022 was corrected.
Ozone depleting substances (ODS) can
occur in air conditioners and refrigera-
tors. We continue to switch from refrig-
erants with higher Greenhouse Warm-
ing Potential (GWP) to refrigerants with
l
ower GWP (e.g. R32, Water) during
the regular maintenance process; as per
legal demands equipment is maintained
and reported refrigerants do not deplete
ozone; reported refrigerant leakages are
accounted for under scope 1 (2023: 67 t
CO
2e; 2022: 14.9 t CO2e).
District heating data from Globetrotter
is always based on the year before except
for one location. For Naturkompaniet and
Partioaitta data is partially or fully esti-
mated based on m
2.
Renewable energy accounting methodol-
ogy changed for renewable energy pur-
chase. Before 2022, life-cycle emissions
f
rom renewable energy consumption
were accounted for in Scope 2. From 2022
onward, LC emissions are accounted for in
Scope 3, category Fuel- and Energy-Related
Activities Not Included in Scope 1 or Scope
2. For target tracking this was adjusted for
all years back to 2019 but is not corrected
in the past CSR Reports.
Franchise stores (currently one store) are
included in Scope 1 and 2 emissions due
to internal accounting system.
Other GHGs (CH
4 and N2O) are calculated
explicitly for the first time in 2023 for past
years up to 2019 based on DEFRA emis-
sion factors for the respective years. Emis-
sion factors used to calculate emissions from
g
as and district heating have been based on
CO2e. For electricity, we assume that pro-
vided emission factors are only based on
CO
2, so we added the CO2e from CH4 and
N2O to get CO2e from electricity. Renew-
able electricity is accounted for as zero for all
t
hree GHGs (CO2, CH4 and N2O).
CO2 emissions Outside of Scopes from bio-
energy are calculated for biogas usage and
b
ased on DEFRA emission factors. CO2e
emissions from biogas stem from CH4 and
N2O, which are not absorbed during growth
(unlike CO2).
Scope 3 emissions
Category 1: Purchased goods and services
Supply chain emissions resulting from
energy consumption during manufactur-
ing of our products are collected through an
a
nnual supply chain survey at the beginning
of the year from all known suppliers (all
tiers) as well as from completed FEM/vFEM
for the past year. For calculations, only data
from Tier 1 and vertical suppliers is used.
Actual data is extrapolated to the total of all
Tier 1 suppliers. However, emissions vary
depending on the suppliers taking part in
the survey. Number of suppliers is based
on data received for the calendar year 2023
(cutoff December 31, 2023).
Emissions from raw materials are calculated
with the Higg MSI and with specific LCA
data. In case a material is from recycled or
more sustainable resources but not certi-
fied by a third-party standard, (GRS, OCS,),
c
onventional emission factors have been
used. Material consumption from Hanwag
excludes material usage for direct-on prod-
ucts.
L
atest packaging data from Almere is
from 2023 (in contrast to 2022 report) but
the underlying recalculation formula was
not transparent, so the figures have to be
taken with caution. Data does not include
transport carton packaging from Fjällräven.
Activity data for toner/ink as part of office
supply is available, but due to missing emis-
sion factors we did not calculate them in
o
ur reporting scope (<1% of weight of all
reported office supply).
To calculate our e vents’ emissions, we
used the MyClimate Online Event Calcula-
tor. However, many of the requested param-
eters (e.g., heated, or cooled space, amount
o
f mineral water, etc.) do not apply for an
outdoor event entirely.
Categories 4 and 9: Upstream and down-
stream transport and distribution
I
nbound and outbound transportation CO2e
emissions have been calculated and deter-
mined as per the latest GLEC-framework.
D
epending on the modality type used and
applicable geography, the GLEC standard
could be used. Out of the 48 data providers,
many transport partners have also adopted
the GLEC framework for their emissions
reporting, which is an increase compared
to 2022. In those cases, the emissions as
reported by our partners have been copied.
The GLEC framework itself lists numer-
ous shortcomings for the emission factors
p
er modality type. Please refer to the actual
framework at: https://www.smartfreightcen-
tre.org/en/our-programs/global-logistics-
e
missions-council/calculate-report-glec-
framework/
Emission factors for the non-GHG emis-
sions h ave been determined via EcoTran -
sIT based on the top three routes in terms
o
f ton-kilometers per modality. These emis-
sion factors have been considered as repre-
sentative and are applied to all other routes
o
utside of the top three, in case these non-
ghg emissions have not been provided by
our transport partners. For inbound these
emissions often have been provided; for out-
bound transportation we calculated it our-
selves more often.
W
e did not report non-GHG emissions
for e-com parcels as we could not find reli-
able emission factors. In case we had visibil-
ity on the ton-kilometers for outbound B2B
p
arcel shipments, we calculated it ourselves.
Methodology on Environmental KPIs
CSR Report 2023
===== SIDA 55 =====
CSR 2023 FENIX OUTDOOR INTERNATIONAL AG 55
But there is a gap here, so non-GHG
emissions are most likely an understatement
of the reality.
It was the first time for 2022 that we cal-
culated other non-ghg emissions on our
o
wn in case they were not reported by ser-
vice providers. This explains the deviation
f
rom prior reporting years.
W ell-to-well emission factors have been used
for all modalities. Distances between origin
and destination for each transport have been
determined based on point-to-point dis-
tances, whereas in reality many of the trans-
port flows have been moved via hubs. Cur-
rently we do not have sufficient visibility on
t
he full trajectory of each shipment. The lat-
ter implies that the reported emissions will
m
ost likely be an understatement of the
actual transportation emissions.
Only the emissions have been reported
for transportation where Fenix Outdoor was
responsible for according to the INCOTERM
2020 applicable for each transport (Inbound:
Ex Works and FOB, Outbound: DAP and
DDP).
Y ear breaks and inclusion of data have
been based on date of arrival in 2023.
In terms of the allocation of emissions to
the different brands in the Fenix Outdoor
group, in case it could not be derived from
the data itself, transportation emissions have
been allocated to each brand relative to the
number of shipments.
In cases where distances have not been
provided by road hauliers, average desti-
nation distances to each delivery country
h
ave been calculated based on the weighted
average distance to that country where the
weight has been determined by the actual
weight of the goods transport (one distance
in km for each delivery country in those
cases based on a weighted average).
Primus transport data was considered for
all shipments during the months of January
to April 2023.
Sea shipments have been calculated via
the EcoTransit tool (which is also compliant
with the GLEC framework). Emission fac-
tors from the GLEC framework could not be
applied due to reported units, so they have
been calculated based on the results from
EcoTransit. It has shown that the emission
factor equals the one used in the past for sea
freight shipments.
E-Com data for Trekitt is neither included
nor estimated.
Category 5: Waste generation and water
withdrawl
W aste generation from Naturkompaniet,
Partioaitta and Globetrotter was based on
reported waste for one store location from
Partioaitta and extrapolated based on units
sold in 2023. Data is missing for a handful of
smaller brand stores and offices in Norway
and the Netherlands.
W ater withdrawal and discharge data is par-
tially available. Missing data has not been
e
stimated until 2022. For 2023 we estimated
the water consumption for Naturkompaniet
and Partioaitta based on an average value
per employee derived from data from Fri-
luftsland. For locations that reported water
co
nsumption in past reports but are missing
data in the current reporting period, the past
year’s data was used. Some data have been
corrected for 2022.
Category 6: Business travel
For 2023 we streamlined the usage of our
emissions factors. Air travel includes RFI as
per the data set from DEFRA.
Category 7: Employee commuting
We designed our own survey to collect com-
muting data f
rom our employees. Since we
are working in a hybrid model, emissions are
calculated based on the survey and extrap-
olated to all employees. The total number of
e
mployees is not reduced by a certain share
of employees working from home anymore,
since most working days have been spent
in the office and working-from-home emis-
sions have been calculated separately.
C
H4 and N2O greenhouse gases have been
calculated based on DEFRA emission fac-
tors and are shown on the fact sheet Nature.
Emission factor used for commuting repre-
sents CO2e.
Category 12: End-of-life treatment of sold
products
Emissions from end-of-life treatment of our
products have been calculated based on
an average emission factor derived from a
project with MyClimate. During the proj-
ect, a methodology was developed to calcu-
late Globetrotter’s Scope 3 emissions from
t
he assortment. Although the emission fac-
tor is global and not specific to a certain dis-
posal method but rather worst-case scenario
(
incineration), we deem it appropriate to get
a first understanding of the impact of our
products after use.
The number presented in the report is
based on sold products and represents the
total for Frilufts Retail (including exter-
nal brands) and Fenix Outdoor brands.
Th
e baseline 2019 was recalculated. How-
ever, improvements with regard to textile or
s
hoe recycling technologies can’t be shown
as of today. Different emission factors were
applied for Primus and Brunton (metals and
plastics),
Unaccounted and excluded Scope 3
categories
Th
e following Scope 3 emissions are assumed
to be relevant. However, during 2023 emis-
sions couldn't be calculated as of today, for
v
arious reasons (missing data, lack of indus-
try specific methodology and emission fac-
tors).
-
3.11 Use of sold products
The following Scope 3 categories have been
excluded from our inventory because they
are not relevant, not material or not applica-
ble for our business operations:
-
3.2 Capital goods
- 3.8. Upstream leased assets
- 3.10 Processing of sold products
- 3.13 Downstream leased assets
- 3.15 Investments
===== SIDA 56 =====
56 CSR 2023 FENIX OUTDOOR INTERNATIONAL AG
Indicators Reference Page or Comment Status
GRI The organization and its reporting practices
2-1 Organizational details page 5
2-2; ESRS 2 BP-1 Entities included in the organization’s sustainability reporting pages 5, 29
2-3 Reporting period, frequency and contact point pages 54, 59
2-4; ESRS 2 BP-2 Restatements of information pages 54–55
2-5 External assurance none
GRI Activities and workers
2-6; ESRS 2 SBM-1 Activities, value chain and other business relationships pages 5, 6, 35ff
2-7; ESRS 2 SBM-1;
ESRS S1-6
Employees pages 45–52
2-8; ESRS S1-7 Workers who are not employees pages 35–52
GRI Governance
2-9; ESRS 2 GOV-1;
ESRS G1-5
Governance structure and composition pages 5, 6, 46–48
2-10 Nomination and selection of the highest governance body pages 46–48, Annual Report
2-11 Chair of the highest governance body pages 6, 46–48
2-12: ESRS 2 GOV-1,
ESRS 2 GOV-2
Role of the highest governance body in overseeing the management of impacts pages 6, 46–48
2-13; ESRS 2 GOV-1;
ESRS 2 GOV-2; ESRS
G1-3
Delegation of responsibility for managing impacts pages 5–13
2-14; ESRS 2 GOV-1,
ESRS 2 GOV-5, ESRS
2 IRO-1
Role of the highest governance body in sustainability reporting pages 5–13
2-15 Conflicts of interest none
2-16; ESRS G1-1,
ESRS G1-3, ESRS 2
GOV-2
Communication of critical concerns pages 5, 6
2-17; ESRS 2 GOV-1 Collective knowledge of the highest governance body not described
2-18 Evaluation of the performance of the highest governance body Annual Report
2-19; ESRS 2 GOV-3,
ESRS E1 GOV-3
Remuneration policies pages 46–48
2-20; ESRS 2 GOV-3 Process to determine remuneration pages 46–48
2-21; ESRS S1-16 Annual total compensation ratio page 48
GRI Strategy, policies and practices
2-22; ESRS 2 SBM-1,
ESRS 2 BP-2
Statement on sustainable development strategy pages 3, 5
2-23; ESRS 2 MDR-P,
ESRS S1-1, ESRS S2-
1, ESRS S3-1, ESRS
S4-1, ESRS G1-1
Policy commitments => Precautionary Principle or approach The Fenix Way, pages 6f
2-24; ESRS 2 GOV-
2, ESRS 2 MDR-P,
ESRS S1-4, ESRS S2-
1, ESRS S2-4, ESRS
S3-4, ESRS S4-4,
ESRS G1-1
Embedding policy commitments pages 5–52
2-25; ESRS S1-1,
ESRS S1-3, ESRS S1-
17, ESRS S2-1, ESRS
S3-1, ESRS S4-1
Processes to remediate negative impacts pages 12, 13, 18, 25, 29, 35–37,
45, 46
2-26; ESRS S1-3,
ESRS S2-3, ESRS S3-
3, ESRS S4-3, ESRS
G1-1, ESRS G1-3
Mechanisms for seeking advice and raising concerns page 7
2-27; ESRS 2 SBM-3,
ESRS G1-4, ESRS E2-
4, ESRS S1-17
Compliance with laws and regulations page 9
2-28; ESRS G1-5 Membership associations pages 7, 8
GRI Stakeholder engagement
2-29; ESRS 2 SBM-2,
ESRS S1-1, ESRS
S1-2, ESRS S2-1,
ESRS S2-2, ESRS S2-
3, ESRS S3-1, ESRS
S3-2, ESRS S4-1,
ESRS S4-2
Approach to stakeholder engagement page 8
GRI STANDARD CONTENT INDEX 2023
===== SIDA 57 =====
CSR 2023 FENIX OUTDOOR INTERNATIONAL AG 57
2-30; ESRS S1-8 Collective bargaining agreements page 45
3-1; ESRS 2 BP-1,
ESRS 2 IRO-1
Process to determine material topics pages 6, 7
3-2; ESRS 2 BP-2,
ESRS 2 SBM-3
List of material topics page 7, CSR Report 2022
3-3; ESRS 2 Management of material topics page 7, whole report
GRI Economic Performance
201-1; ESRS 2 SBM-
1, ESRS E1-6
Direct economic value generated and distributed page 32
201-2; ESRS 2 SBM-
3, ESRS E1-9, ESRS
E1 SBM-3, ESRS
E1-3
Financial implications and other risks and opportunities due to climate change pages 6, 10–14, 29
201-3 Defined benefit plan obligations and other retirement plans page 30, Annual Report
201-4 Financial assistance received from government page 29
GRI Market Presence
202-1; ESRS S1-10 Ratios of standard entry level wage by gender compared to local minimum wage page 52; varies per country; range
1:1.5 to 1:4
202-2 Proportion of senior management hired from the local community 100%
Indirect Economic Impacts pages 10–14
203-1; ESRS S3-4 Infrastructure investments and services supported none
203-2 Significant indirect economic impacts none
Procurement Practices pages 38, 39
204-1 Proportion of spending on local suppliers page 32
GRI Anti-Corruption
205-1; ESRS G1-3 Operation assessed for risks related for corruption 100%
205-2; ESRS G1-3 Communication and training about anti-corruption policies and procedures online: 100%, all staff sign upon
employment
205-3; ESRS G1-4 Confirmed incidents of corruption and actions taken none
Anti-competitive behavior none
206-1 Legal actions for anti-competitive behavior, anti-trust and monopoly practices none
GRI Tax-related impacts
207-1 Approach to tax page 32
207-2 Tax governance, control, and risk management pages 29, 32
207-3 Stakeholder engagement and management of concerns related to tax none
207-4 Country-by-country reporting page 32
305-1; ESRS E1-4,
ESRS E1-6
Direct (Scope 1) GHG emissions page 19
305-2; ESRS E1-4,
ESRS E1-6
Energy indirect (Scope 2) GHG emissions page 19
305-3; ESRS E1-4,
ESRS E1-6
Other indirect (Scope 3) GHG emissions page 19
305-4; ESRS E1-6 GHG emissions intensity page 28
305-5; ESRS E1-3,
ESRS E1-4, ESRS
E1-7
Reduction of GHG emissions pages 18–21
305-6 Emissions of ozone-depleting substances (ODS) none
305-7; ESRS E2-4 Nitrogen oxides (NOx), sulfur oxides (SOx) and other significant air emissions page 27
GRI Waste
306-1; ESRS E5 IRO-
1, ESRS E5-4, ESRS
2 SBM-3
Waste generation and significant waste-related impacts page 22
306-2; ESRS E5-2,
ESRS E5-5
Management of significant waste-related impacts pages 22, 23
306-3; ESRS E5-5 Waste generated page 22
306-4; ESRS E5-5 Waste diverted from disposal page 22
306-5; ESRS E5-5 Waste directed to disposal page 22
GRI Environmental compliance
307-1 Non-compliance with environmental laws and compliance Significant spills none
GRI Supplier Environmental Assessment
308-1 New suppliers that were screened using environmental criteria 100%
308-2; ESRS 2
SBM-3
Negative environmental impacts in the supply chain and actions taken pages 21–26
GRI Employment
===== SIDA 58 =====
58 CSR 2023 FENIX OUTDOOR INTERNATIONAL AG
401-1; ESRS S1-6 New employee hires and employee turnover page 45
401-2; ESRS S1-11 Benefits provided to full time employees that are not provided to temporary or part time employeespage 45, 46
401-3; ESRS S1-15 Parental leave page 46
GRI Labor/Management Relations
402-1 Minimum notice periods regarding operational changes page 45
GRI Occupational Health and Safety
403-1; ESRS S1-1 Workers representation in formal joint management-worker health and safety
committees
pages 45, 49
403-2; ESRS S1-3 Types of injury and rates of injury, occupational diseases, lost days, and absenteeism, and
number of work-related fatalities
pages 45, 50
403-3; ESRS S1-1 Workers with high incidence or high risk of diseases related to their occupation none
403-4 Health and safety topics covered in formal agreements with trade unions pages 45, 46
GRI Training and education
404-1; ESRS S1-13 Average hours of training per year per employee pages 46, 52
404-2; ESRS S1-1 Programs of upgrading employee skills and transition assistance programs page 46
404-3; ESRS S1-13 Percentage of employees receiving regular performance and career development
reviews
page 46
GRI Diversity and Equal Opportunity
405-1; ESRS S1-6,
ESRS S1-9, ESRS S1-
12, ESRS 2 GOV-1
Diversity of governance bodies and employees pages 45, 51
405-2; ESRS S1-16 Ratio of basic salary and remuneration of women to men pages 45, 48, 49, 51
GRI Non-discrimination
406-1; ESRS S1-17 Incidents of discrimination and corrective actions taken pages 9, 10
GRI Freedom of association and collective bargaining
407-1 Operations and suppliers in which the right to freedom of association and collective
bargaining may be at risk
pages 35–38
GRI Child Labor
408-1; ESRS S1
SBM-3, ESRS S1-1,
ESRS S2 SBM-3,
ESRS S2-1
Operations and suppliers at significant risk for incidents of child labor page 37
GRI Forced or compulsory labor
409-1; ESRS S1
SBM-3, ESRS S1-1,
ESRS S2 SBM-3,
ESRS S2-1
Operations and suppliers at significant risk for incidents of forced or compulsory labor page 37
GRI Security Practices
410-1 Security personnel trained in human rights policies or procedures pages 36–38
GRI Rights of Indigenous Peoples
411-1 ; ESRS S3-1,
ESRS S3-4
Incidents of violations involving rights of indigenous peoples not applicable
GRI Human Rights Assessment
412-1 Operations that have been subject to human rights reviews or impact assessment 100%
412-2 Employee training on human rights policies and procedures various relevant staff and suppliers
412-3 Significant investment agreements ad contracts that include human rights clauses or that
underwent human rights screening
not applicable
GRI Local Communities
413-1 Operations with local community engagement, impact assessments, and development
programs
100%
413-2; ESRS 2 SBM-
3, ESRS S3 SBM-3
Operations with significant actual and potential negative impacts on local communities none
GRI Supplier Social Assessment
414-1 New supplier that were screened using social criteria 100%
414-2; ESRS 2
SBM-3
Negative social impacts in the supply chain and actions taken pages 35–38
GRI Public Policy
415-1; ESRS G1-5 Political contributions none
GRI Customer Health and Safety
416-1 Assessment of the health and safety impacts of product and service categories 100%
416-2; ESRS S4-4 Incidents of non-compliance concerning the health and safety impacts of products and
services
1 case, see page 9
GRI Marketing and Labeling
417-1 Requirements for products and services information and labeling page 10
417-2; ESRS S4-4 Incidents of non-compliance concerning product and service information and labeling none
===== SIDA 59 =====
CSR 2023 FENIX OUTDOOR INTERNATIONAL AG 59
CONTACT INFORMATION:
Aiko Bode
Chief Sustainability Officer
Fenix Outdoor International AG
Weidstrasse 1a
6300 Zug
Switzerland
Mailing address: Fuhlsbütteler Str. 29,
22305 Hamburg, Germany
aiko.bode@fenixoutdoor.com
PHOTOS
Cover: Fjällräven
Page 2-3: Fredrik Posse, Unsplash
Page 4: Charlie Hammond, Unsplash
Page 11: Massimiliano Morosinotto,
Unsplash
Page 12: Ahmed Zayan, Unsplash
Page 14: Olga Iacovlenco, Unsplash
Page 28: Johanser Martinez, Unsplash
Page 30: Fjällräven
Page 31: Fjällräven
Page 34: Antonio Molinari, Unsplash
Page 41: Fjällräven
Page 44: Fjällräven
Page 50: Fjällräven
ACKNOWLEDGMENT
Without the tireless support of many
colleagues around the globe who added the
task of sustainability data collection to their
normal routine work, this report would not
have been possible. The Sustainability Team
is most grateful to all those colleagues and
valued business partners who eagerly
collected information and provided us with
valuable feedback and support. A special
thanks goes to Saskia Bloch, Sina Hauser,
Kaytlin Moeller, Fabian Nendza, Georgina
del Vecho and Maria Venus for compiling
this report and to all our colleagues around
the globe who contributed.
417-3; ESRS S4-4 Incidents of non-compliance concerning marketing communications none
GRI Customer privacy
418-1 ; ESRS S4-3,
ESRS S4-4
Substantiated complaints concerning breaches of customer privacy and losses of
customer data
none
GRI Socioeconomic Compliance
419-1 Non-compliance with laws and regulations in the social and economic area none
ESRS General disclosure requirements
GOV-4 Disclosure of mapping of information provided in sustainability statement about due dili-
gence process
full repor
t
2 IRO-2 Disclosure requirements in ESRS covered by the undertaking’s sustainability statement full report
ESRS Climate change
E1-1 Transition plan for climate change mitigation page 19
E1 IRO-1 Description of the processes to identify and assess material climate-related impacts, risks
and opportunities
pages 15–27
ESRS Pollution
E2-3 Targets related to pollution none
E2-5 Substances of concern and substances of very high concern none, see page 9
E2-6 Anticipated financial effects from material pollution-related risks and opportunities none
ESRS Water and marine resources
E3 IRO-1 Description of the processes to identify and assess material water and marine resources-
related impacts, risks and opportunities
pages 21f
E3-1 Policies related to water and marine resources pages 21f
E3-2 Actions and resources related to water and marine resources pages 21f
E3-3 Targets related to water and marine resources none
E3-4 Water consumption page 21
E3-5 Anticipated financial effects from material water and marine resources-related risks and
opportunities
none
ESRS Biodiversity and ecosystems
E4 SBM-3 Material impacts, risks and opportunities and their interaction with strategy and business
model
page 17
E4 IRO-1 Description of processes to identify and assess material biodiversity and ecosystem-related
impacts, risks, dependencies and opportunities
page 17
E4-1 Transition plan and consideration of biodiversity and ecosystems in strategy and business
model
page 17
E4-2 Policies related to biodiversity and ecosystems page 17
E4-3 Actions and resources related to biodiversity and ecosystems page 17
E4-4 Targets related to biodiversity and ecosystems none
E4-5 Impact metrics related to biodiversity and ecosystems change page 17
E4-6 Anticipated financial effects from biodiversity and ecosystem-related risks and opportunities pages 15–18
ESRS Resource use and circular economy
E5-1 Policies related to resource use and circular economy page 24
E5-3 Targets related to resource use and circular economy page 25
E5-4 Resource inflows pages 19, 20
E5-6 Anticipated financial effects from material resource use and circular economy-related risks
and opportunities
pages 15–20
ESRS Business conduct
G1-6 Payment practices according to law or agreement (90
days)
===== SIDA 60 =====
OUTDOOR International AG
Fenix Outdoor International AG, Weidstrasse 1a, 6300 Zug, Switzerland
Phone: +46-(0)-660-26 62 00, Fax +46-(0)-660-26 62 21, www.fenixoutdoor.se, E-mail info@fenixoutdoor.se
www.fjallraven.se ● royalrobbins.com ● www.tierra.se ● www.hanwag.de ● www.naturkompaniet.se ● www.partioaitta.fi ● www.globetrotter.de ● www.friluftsland.dk